Events Tourism And Governance Committee 21 March 2019 ......2019/03/21 · 771 Adopted Report of...

771 Adopted Report

of the

Events Tourism and Governance Committee Meeting

held

Thursday 21 March 2019 at

2pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

771st Council Meeting 26 March 2019 2 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report

Index Adopted Report

Events Tourism and Governance Committee Meeting Thursday 21 March 2019

Item Direct. File Page Subject

1 OCOO LG115/1355/01/2019(P1) 4 Events Tourism And Governance Committee Action List And Forward Planning Schedule

2 OCEO LG426/1100(P8) 5 Broadbeach Alliance Limited - Bi-Annual Performance Review

3 OCEO LG426/639/-(P32) 32 Surfers Paradise Alliance Ltd - Bi-Annual Performance Review

4 OCEO LG115/1190/02/19/CF(P2) 68 Audit Committee Meeting – 25 February 2019

5 OCEO FN251/275/01/04/LD(P1) 77 2018-19 Mayoral And Divisional Donations Rounds One & Two

6 OCOO LG449/756/15/05(P1) 103 City Operational Plan 2018-19: Performance Report Quarter Two

7 OCOO LG449/756/02/01(P2) 108 Corporate Policy Portfolio Report 1 July - 31 December 2018

8 OS IM634/171/05(P5) 120 Information Management Policy

9 OS IM634/171/07(P3) 184 Information Privacy Policy

Closed Session

10 OCOO CS105/274/2019(P1) 242 Australian PGA Championship

11 OCEO LG449/756/04/03(P1) 250 State Of The Organisation Report (As At 30 June 2018)

12 OCEO LG426/1364(P1) 336 Major Events Gold Coast – Company Structure

General Business

13 OCEO LG449/740/01(P1) 343 Recording of Standing and Special Committee Meetings

KEY: OCEO - Office of the Chief Executive Officer OCOO Office of the Chief Operating Officer EPE - Economy, Planning and Environment OS - Organisational Services LC - Lifestyle and Community TI - Transport and Infrastructure WW - Water and Waste

771st Council Meeting 26 March 2019 3 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ADOPTED BY COUNCIL 26 MARCH 2019 RESOLUTION G19.0326.027 moved Cr La Castra seconded Cr PC Young That the Report of the Events, Tourism and Governance Committee Recommendations of Thursday, 21 March 2019, numbered ETG19.0321.001 to ETG19.0321.012, be adopted with the exception of: Recommendation Numbers ETG19.0321.002

ETG19.0321.010 ETG19.0321.013 which were specifically resolved and ETG19.0321.008 and Item 8 to be discussed as Items 14.4 & 14.5.

CARRIED ATTENDANCE Cr R La Castra (Chairperson) Cr P C Young Cr D Gates Cr W M A Owen-Jones Cr K L Boulton Cr P A Taylor Cr D I McDonald Cr G M O'Neill Mr A J McCabe Chief Operating Officer Mr G Potter Director Organisational Services Mr R Andrews Chief Information Officer Ms M Forsyth Coordinator Governance, Risk, Compliance & Security Mr S Brook Coordinator City Events APOLOGY / LEAVE OF ABSENCE Nil PRESENTATIONS Item 2 Broadbeach Alliance Bi-Annual Performance Presentation 2pm

(Darryl Kelly, Chair & Jan McCormick, CEO)

Item 3 Surfers Paradise Alliance Bi-Annual Performance Presentation 2:20pm (Laura Younger, Chair & Mike Winlaw, CEO)

771st Council Meeting 26 March 2019 4 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 1 OFFICE OF THE CHIEF OPERATING OFFICER EVENTS TOURISM AND GOVERNANCE COMMITTEE ACTION LIST AND FORWARD PLANNING SCHEDULE LG115/1328/01/2019(P1) Item Action Officer &/or

Branch Action/Previous Resolution

(772) Events, Tourism and Governance Committee 29 April 2019

HOTA Gold Coast Pty Ltd Bi-Annual Performance Report

Office of the Chief Executive Officer

Includes Presentation

Connecting Southern Gold Coast Ltd Bi-Annual Performance Report

Office of the Chief Executive Officer


Planning Regulation 2017 Delegations Office of the Chief Operating Officer

Gold Coast Turf Club Office of the Chief Operating Officer

(773) Events, Tourism and Governance Committee 9 May 2019

Destination Gold Coast 6 Month Update Economy, Planning & Environment


RECOMMENDATION It is recommended that Council resolves as follows: That the list of proposed Agenda Items for the Events, Tourism and Governance Committee be noted. Authorised by: Grant Mather TRACKS REF: # 54648256 Chief Operating Officer (Acting) COMMITTEE RECOMMENDATION ETG19.0321.001 moved Cr Taylor seconded Cr PC Young That the list of proposed Agenda Items for the Events, Tourism and Governance Committee be noted.

CARRIED

771st Council Meeting 26 March 2019 5 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 OFFICE OF THE CHIEF EXECUTIVE OFFICER BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8) Refer attachment: Bi-annual Performance Report (Attachment 1) 1 BASIS FOR CONFIDENTIALITY Not applicable 2 EXECUTIVE SUMMARY Not applicable 3 PURPOSE OF REPORT The purpose of this report is to present the Bi-annual Performance Report for Broadbeach Alliance Limited (BAL) for the six month period ended 31 December 2018. 4 PREVIOUS RESOLUTIONS At its meeting of 13 November 2018 Council resolved as follows (G18.1113.019):

1 “That Council notes Broadbeach Alliance’s bi-annual performance report for the half-year ended 30 June 2018.

2 That Council extends its current Service Agreement with Broadbeach Alliance

Ltd to 30 June 2020.”

Further, at its meeting of 27 November 2018, Council resolved, relevantly (G18.1127.021): 3 That Council endorse the future establishment of a new controlled entity, titled

Major Events Gold Coast (MEGC), as the most appropriate major events delivery model option to best achieve the strategic objectives….

4 That Council acknowledges the historical contribution of Surfers Paradise

Alliance Limited, Broadbeach Alliance Limited and Connecting Southern Gold Coast Limited in establishing a number of highly successful major events in their respective precincts;….

5 That the existing Service Agreement between Council and Connecting

Southern Gold Coast Limited be extended by 1 year until 30 June 2020 (in line with Broadbeach Alliance and Surfers Paradise Alliance);…..

10 That the three-phase Transition Plan as detailed in the report be endorsed,

which is broadly as follows:

a Phase 1 (Preliminary - December 2018 to June 2019) - includes establishment of new legal entity and charter; appointment of interim board; confirm office location; and development of amalgamation plan,

b Phase 2 (Consolidation - July 2019 to June 2020) - includes

appointment of permanent CEO and board; consolidation of staff; planning for future decisions; confirmation of new funding model; and transfer of various assets and activities,

c Phase 3 (New model - 1 July 2020 onwards) - SPA, BAL and CSGC to

be wound up; MEGC begins formal operation; new funding model commences; and major event functions transferred to MEGC;

771st Council Meeting 26 March 2019 6 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 (Continued) BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8)

11 That the CEO be delegated the power to seek the approval of the Treasurer pursuant to s.60A of the Statutory Bodies Financial Arrangements Act 1982 to ultimately wind up the existing controlled entities: Connecting Southern Gold Coast Limited, Broadbeach Alliance Limited and Surfers Paradise Alliance Limited and establish a new controlled entity titled “Major Events Gold Coast Ltd” (MEGC);

12 That subject to Council obtaining the approval of the Treasurer pursuant to

s.60A of the Statutory Bodies Financial Arrangements Act 1982, Surfers Paradise Alliance Limited , Broadbeach Alliance Limited and Connecting Southern Gold Coast Limited be formally wound up effective from 1 July 2020…

5 DISCUSSION 5.1 Background The City contracts with Broadbeach Alliance Limited (BAL) to manage the provision of marketing, promotional and security patrol activities in the Broadbeach precinct. Council is the sole member of BAL. Consequently, BAL is classified as a “public sector controlled entity” under the Auditor-General Act 2009. The City’s current Service Agreement concludes on 30 June 2020 at which time BAL will be wound up in accordance with Council’s resolution of 27 November 2018, above. Despite the future arrangements for BAL, the current Service Agreement between Council and BAL requires BAL to submit performance reports to Council for review on a bi-annual basis, generally in March and November. BAL’s performance was last reviewed by the Events, Tourism and Governance Committee at its meeting of 8 November 2018. 5.2 Review of Performance BAL’s Performance Report submission was received on 8 February 2019 (see Attachment 1). The report comprises three components, these being: • Corporate Governance • Alignment with Gold Coast Destination Tourism Management Plan 2014-2020

(DTMP) / KPI’s • Financial Management 5.3 Corporate Governance All governance requirements have been recorded in the performance report. It is considered that BAL is satisfactorily meeting its obligations under the Service Agreement. Board Appointments and Resignations Mr Steven Ihm (AMP Capital) resigned his directorship of BAL on 3 December 2018 and Ms Sandra Livingstone (also of AMP Capital – Pacific Fair) was appointed to this vacant position on 4 December 2018. Ms Livingstone’s tenure will conclude on 30 June 2020. In accordance with Council’s decision of 14 August 2018, Councillor Taylor resigned his directorship on 16 August 2018 and that position currently sits vacant. Councillor Taylor remains involved with the entity as an observer of the board.

771st Council Meeting 26 March 2019 7 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 (Continued) BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8) 5.4 Alignment with Gold Coast Destination Tourism Management Plan 2014-2020) / KPI’s DTMP and Partnership Agreement One of the key elements of the DTMP was to provide for the establishment of a Gold Coast Tourism Partnership Agreement between Destination Gold Coast, the City and Precinct Entities. The Memorandum of Understanding, which was signed by all parties on 29 October 2015, provides for:

• a long-term commitment to the partnership • delineation of clear roles and responsibilities • shared destination performance outcomes • comprehensive two-way reporting and accountability

City-wide Event Coordination The CEO’s of the three precinct entities (and HOTA Gold Coast Pty Ltd) meet with the Coordinator City Events on a regular basis to collaborate and coordinate with regards to the nature and timing of events held across the city. The last meeting was held on 11 October 2018. The next meeting is scheduled for 11 April 2019. Operational KPI’s BAL’s performance against agreed KPI’s is detailed in Attachment 1. The Coordinator Tourism has reviewed BAL’s performance against the agreed KPI’s and advises as follows:

• BAL’s performance against KPI’s for the six month period ending 31 December 2018 is consistent with the objectives of the DTMP and Broadbeach Alliance. The report outlines the achievements against the 15 KPI’s as specified in the Service Agreement. A number of KPI’s have been exceeded, in particular, visitor satisfaction, media value, economic impact and value in kind revenue.

• BAL is performing well with the Groundwater Festival exceeding projections in terms of growing visitor nights and attendance.

5.5 Financial Management BAL’s financial performance is detailed in Attachment 1. The Corporate Financial Accountant has reviewed the information provided by BAL and is satisfied with the content of the report.

6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Gold Coast 2020 2.0 Prosperity built on a strong diverse economy What we want to see by 2020 2.5 We are a globally recognised tourism destination - our city attracts visitors from all over the world

771st Council Meeting 26 March 2019 8 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 (Continued) BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8) Key strategy: Implement the Economic Development Strategy to build and

create a sustainable local, national and international tourism market for the city.

Key programs of work: Develop and implement a citywide Destination Management

Plan. Work with Destination Gold Coast to promote the city as a world-class tourism destination through a range of marketing programs and activities.

Operational Plan There are no specific strategies relating to BAL contained in the City Operational Plan 2018-19. 7 FUNDING AND RESOURCING REQUIREMENTS Not applicable 8 RISK MANAGEMENT The funding of BAL does not relate directly to any of the Corporate Risks. However it does relate to Directorate Risk No. CO000410 below, which is currently rated as Low 48 under Council’s Risk Management methodology.

Adverse impact on Council through inappropriate/illegal actions of any of Council's controlled entities for which the OCEO is responsible (i.e., HOTA Gold Coast Pty Ltd, Surfers Paradise Alliance Ltd, Broadbeach Alliance Ltd and Connecting Southern Gold Coast Ltd)

The bi-annual performance review process and the presence of a Councillor as an observer of the board are mitigations for this risk. 9 STATUTORY MATTERS Corporations Act 2001

BAL is registered with the Australian Securities & Investments Commission as a company limited by guarantee. Its operations are governed by the Corporations Act 2001. Auditor-General Act 2009

Under the Auditor-General Act 2009, BAL is classified as a “public sector controlled entity”. Section 5 of the Act states:

5 What is a controlled entity (1) An entity is a controlled entity if it is subject to the control of 1 or more of the following (the controlling entity)—

(a) a department; (b) a local government; (c) a statutory body; (d) a GOC; (e) another entity subject to the control of 1 or more of the entities mentioned in paragraphs (a) to (d).

771st Council Meeting 26 March 2019 9 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 (Continued) BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8)

(2) In this section—control means the capacity of an entity to dominate decision-making, directly or indirectly, in relation to the financial and operating policies of another entity so as to enable the other entity to operate with it in pursuing the objectives of the controlling entity.

With respect to the City’s “control” of BAL, the City:

• is the sole member of the Company and therefore has control over its constitution as well as the appointment of the directors and chairperson

• has control over the Company’s specific role and responsibilities via the Service Agreement

• provides annual funding in accordance with the Service Agreement • regularly reviews the Company’s performance against the Service Agreement including

the strategic direction of the Company. The Act requires that the Queensland Audit Office be appointed as the Company’s Auditor. Workers Compensation & Rehabilitation Act 2003 BAL is also classified as a “Related Body Corporate” of the City under this Act and the Corporations Act 2001 and, as such, the City must provide workers’ compensation coverage to BAL. As Council self-insures for workers compensation, like Council, BAL must maintain a work health and safety management system that is compliant with the National Self-insurer OHS Management System Audit Tool (NAT 3- 2014) – and forms part of the external audit of Council’s OHS Management System by the regulator. 10 COUNCIL POLICIES Not applicable 11 DELEGATIONS The Council has delegated authority to the Chief Executive Officer to determine all matters within the responsibility of Council as the sole member of the Company – with the exception of the determination of annual funding and review of the entity’s performance. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

Is the Stakeholder Satisfied With Content of Report and Recommendations

Joanne Cullen, Corporate Finance Accountant

OCOO Yes

Scott Krueger, Coordinator Tourism EP&E Yes 13 STAKEHOLDER IMPACTS The BAL Board and Council, being the sole Member of the Company, are the key stakeholders in terms of BAL’s performance in the achievement of the objectives detailed in BAL’s Constitution, the obligations detailed in its Service Agreement with Council and the agreed KPI’s.

771st Council Meeting 26 March 2019 10 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 2 (Continued) BROADBEACH ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/1100/-(P8) The BAL Board is broadly representative of the stakeholders in the Broadbeach precinct. BAL works cooperatively and in consultation with Destination Gold Coast and the other precinct entities in accordance with the DTMP. 14 TIMING The next bi-annual performance review is due in November 2019 (for the six month period ending 30 June 2019). 15 CONCLUSION It is considered that BAL is satisfactorily performing its roles and responsibilities under the Service Agreement and meeting the objects for which it was established. It is also actively assisting Council in preparation for its winding up in accordance with Council’s decision of 27 November 2018 and the commencement of Major Events Gold Coast Ltd on 1 July 2020. 16 RECOMMENDATION It is recommended that Council resolves as follows: That Council notes Broadbeach Alliance Ltd’s bi-annual performance report for the half-year ended 31 December 2018. Author: Authorised by: Nicki Moore Dale Dickson Coordinator Controlled Entities & Community Grants Chief Executive Officer 4 March 2019 Document # 72812705

RECOMMENDATION ADOPTED AS PRINTED COUNCIL MEETING 26 MARCH 2019 COMMITTEE RECOMMENDATION ETG19.0321.002 moved Cr Owen-Jones seconded Cr Gates That Council notes Broadbeach Alliance Ltd’s bi-annual performance report for the half-year ended 31 December 2018.

CARRIED

COUNCIL MEETING 26 MARCH 2019 RESOLUTION G19.0326.025 moved Cr Tozer seconded Cr PC Young

That Committee Recommendation ETG19.0321.002 be adopted as printed which reads as follows:- That Council notes Broadbeach Alliance Ltd’s bi-annual performance report for the half-year ended 31 December 2018.

CARRIED

CONTROLLED ENTITY BI-ANNUAL PERFORMANCE REPORT

For the Half Year Ending 31st December 2018

771st Council Meeting 26 March 2019 Events, Tourism & Governance Committee Meeting 21 March 2019 ITEM 2 (Continued) BROADBEACH ALLIANCE LTD - BI-ANNUAL PERFORMANCE REVIEW

11 Adopted Report Attachment 1

2

Finance Governance Report As at 31st December 2018

CONTENTS SECTION Corporate Governance 1 Activities and KPI’s 2 Financial Management 3.1 Statement Comp Income 3.2 Statement Financial Position 3.3 Cash Flow 3.4 Variances 3.5 Ratios 3.6


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SECTION 1 – CORPORATE GOVERNANCE

1.1 VISION

Delivering a world class experience in a world class destination. 1.2 MISSION We will deliver to our stakeholders and the industry by promoting and shaping Broadbeach as not just a destination but also an experience - promoting sustainable economic growth throughout the precinct. 1.3 MEMBERSHIP OF BOARD MEMBERSHIP OF BOARD from 1st July 2017 Darryl Kelly Chairman Kelly Developments 1st July 2016 Mark Witheriff Deputy Chair Knight Frank 1st July 2016 Brad Dickfos Audit Chair Dickfos Dunn 1st July 2016 Stephen Ihm Director AMP – Pacific Fair 4th July 2017 (resigned 3rd Dec 2018) Peter Graham Director Montrose Group 5th Nov 2014 Geoffrey Hogg Director The Star 1st April 2015 Cr Paul Taylor Director Councillor Division 10 13th Aug 2012 (resigned 16th Aug 2018) 1.4 BOARD COMPETENCY

Number of Board meetings held during the reporting period 5

The Board has a process in place at meetings to manage conflicts of interest including those relating to the CEO and/or staff

Yes

The Board has a process in place to monitor compliance with the Director Code of Conduct

Yes

The attendance of directors at Board meetings is monitored and no directors have breached the meeting attendance requirements of the Constitution

Yes

The Board last reviewed the CEO's performance on Aug 2018

The Board is due to conduct the next review of the CEO's performance on Aug 2019

The Company has a current strategic plan Yes

This plan has been endorsed by Council Yes

If not, the Board is arranging for one to be developed by

The Company has an annual business plan Yes

If not, the Board is arranging for such plan to be developed and endorsed by

The Board has established an Audit/Risk Committee Yes

This Committee last met on – (committee meets monthly in line with board meetings) Nov 2018

This Committee is due to next meet on Feb 2019

The Board has ensured that documented internal controls are in place Yes


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The Board has ensured that a policy manual has been compiled that contains policies relating to risk management, workplace health & safety, people management and procurement (as a minimum)

Yes

The Board is due to review these policies on Mar 2019

The Board has ensured that a risk register has been compiled (comprising both business and workplace health & safety risks)

Yes

The Board last reviewed this register on May 2018

The next review of this register is scheduled for Mar 2018

The Board has ensured an employee performance management system is in place Yes

The Board has implemented an appropriate board performance review process Yes

The next review is due to take place on Mar 2018

The Board acknowledges that it needs to periodically review the effectiveness of the Company's corporate governance framework. The next review is due to be conducted on

Mar 2019

The Board has provided Council with a copy of any observation or similar reports issued to the Company by the Qld Audit Office (or its nominated contractor) – and forwarding to Council's Audit Committee for consideration

Yes

1.5 STAFF DETAILS Number of FTE positions employed by the entity as at end of reporting period 8

Budget Amount of annual budget amount allocated to these positions 937,403 Percentage of annual budget allocated to these positions 24.3%


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SECTION 2 – ACTIVITY SUMMARIES AND KPI’s

2.1 SUMMARY OF KEY PROJECTS & ACTIVITIES UNDERTAKEN DURING REVIEW PERIOD

Our first major event in the reporting period was Groundwater Country Music Festival Gold Coast and once again proved to be a strong tourism driver for our city. If councillors recall this time last year, we launched the re branded Broadbeach Country Music Festival to Groundwater Country Music Festival at our Governance presentation to the committee. This whole rebranding process has been phenomenally successful with total acceptance from the fans and artists alike and is firmly establish in the Country Music calendar in Australia. The figures below speak for themselves.

Broadbeach Groundwater CMF Gold Coast - where the Country meets the Coast The 2018 Groundwater Country Music Festival which ran the last weekend of July saw another successful result as indicated in the below chart:


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Pleasing to note is the length of stay is up to 3.9 nights, from 3.3 nights in 2017. Given the festival is for three days, there is a strong indication that many people had an extended stay in our city.

What is particularly intreging with the Country demographic is how engaged they are with digital media, resutling in a media value of $9.27 million across both digital and traditional. The reach is also interesting being 1.2m facebook and twitter fans engaged with us.

This year we used the power of the artist’s fan bases to promote and market the festival, in particular the headline and international acts. Combined, our artists reached close to 10m fans by pushing out their performances via their networks, which automatically assists in getting our messages out. More and more we are seeing artists launch new albums at the festival, with five launches occuring in various stakeholder venues in 2018, once again a great way to expose the festival.


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We knew we had one shot at getting the Groundwater brand out and to get the traction it deserved. We had to get it embraced across the Australian and International fan bases as well as having the artists embrace the brand and its philosphy.

To do this we needed big acts, something that the current fans as well as the younger fans would take notice of and embrace. This vision costs money and to achieve this the solution was to create Groundwater Touring. As a result we were able to attract and afford up and coming USA headliner Granger Smith, who we toured into Melbourne, Sydney and Townsville then as the Saturday night headliner at Groundwater. The tour was a sell out. We are now small scale promoters. Anything to get the job done.

We recorded a promotion with Granger on the beach at Broadbeach, which was posted on our digital channels with a reach of over 12,000 fans. Granger then shared this with his digital fanbase of over 1.5m followers. Granger was also given some Groundwater merchandise which he has been seen wearing in Hawaii, and around Nashville. Money cannot buy this type of exposure, I encourage you to take a look at this link.


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https://www.youtube.com/watch?v=y2URXTMyZSc&feature=youtu.be
















8


Groundwater has been designated as a Major Event by Tourism and Events Queensland, and officially announced by the Minister on the 5th February 2019. This is indeed a great honour after just six short years, it demonstrates the confidence TEQ has in this festival and what it is delivering to the state of Queensland both reputationally and economically.

So now Broadbeach Alliance have two TEQ Designated Major Events, Blues on Broadbeach and Groundwater. Of the five designated Major Events in the city BAL have two of them. A testament to the commitment and dedication of the team in delivering world class festivals in our city.

With the elevation of Groundwater to Major Event by TEQ and combined with council’s current support

Groundwater will be able to attract more significant acts which in turn will build the numbers and

reputation of the festival quickly. As was the case with Blues. What is blaringly obvious is the elevation of

Blues occurred when it was 12 years old and look how it has changed from then, attracting an audience in

2013 of 97,000* to achieving 171,000* in 2018.

This growth can be attributed directly to an increase in funding. Which in turn enabled us to increase the

profile of headline artists, resulting in an increase in visitor nights from 77,000* in 2013 to 144,000* in

2018, and thus an increase in economic impact.

Time will tell what the elevation of Groundwater to Major Event status will mean to the festival and our

predictions internally have us believing it will be as big as Blues within three years.

*Source: Dr Chris Hunn – Strategic Facts, has prepared all the figures relating to festival stated in this report. Dr Hunn is appointed

by TEQ to create the Tourism Value Reports where most of these figures originate from, additionally BAL have commission Dr

Hunn to model a projection to 2024 for Blues.

Broadbeach Christmas Carols

A local’s favourite, on again proudly sponsored by Pacific Fair, with a cast in excess of 150, mainly local school children who sang, danced and played in the orchestra all supporting nationally recognised performers from Melbourne, and the Smurfs also made an appearance for the little ones.

Kurrawa Park was at capacity with not a spare patch of ground to be seen. We estimate between 4-5,000 mums, dads, nanna’s, pops accompanied by a vast array of children delighted in the entertainment especially when Mary and the baby Jesus arrived by donkey into the park accompanied by a narration giving the real meaning of Christmas.


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The concert was a wonderful way to end the year on a high after what had been an extremely busy twelve

months.

Sponsorship confirmed

Sponsorship is so important to BAL that we now have a dedicated employee servicing and connecting with sponsors. We are seeing strong returns from both cash, and as equally important, in-kind sponsorship.

Blues received a one-year renewal of our TEQ sponsorship funding. A new funding submission will be presented to TEQ for 2020 – 2024 to support Blues in becoming financially sustainable by 2024.


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Groundwater has received a new 3-year sponsorship arrangement from TEQ, as a result of the elevation to major event status. These amounts will be reflected in further reports to council.

Sponsorships, both cash and in kind continue to roll in over all the Festivals to enable us to enhance the festival offering.

Broadbeach Alliances 2018/2019 Sponsors


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2.2 SUMMARY OF KEY PROJECTS & ACTIVITIES PLANNED FOR NEXT REVIEW PERIOD

The next twelve months will be significant for the team at BAL

Our festival season kicks off in April with the Gold Coast Superhero Weekend, which will once again see an

increase in numbers and visitor nights. This event is fast becoming known interstate as GoldNova, and a

must attend event with Cosplayers from around Australia. During April Broadbeach will also see the return

of the National SLS titles as well as the Bleach* Spiegel Tent in Centenary Park adjacent to the Star on the

highway.

Blues on Broadbeach

Our next Major Event is Blues on Broadbeach and this year with Canned Heat as the headliners, supported

by an impressive array of acts from the USA, New Zealand, France and Australia, with 30% of those acts

sourced locally and from SEQ, it is sure to be a massive festival. We believe one of our best line-ups ever.

In our last report to the committee I mentioned that Blues on Broadbeach was under review and a

feasibility study was being undertaken. As a result, the board and management have resolved to retain

the current Blues footprint and offering and enhance the festival experience by having a ticketed

component to the festival which will feature major international acts. The objective of Blues becoming

financially sustainable by 2024. Our first foray into ticketed artists will commence in 2019 with a

collaboration between The Star and Blues on Broadbeach in jointly presenting the internationally

renowned band The Gypsy Kings in the Showroom on Saturday night of Blues. Profits received from this

concert will be put back into the festival for the coming year.

Due to the lead times required in securing major international acts and in the case of the ones we are

chasing for Blues on Broadbeach 2020-2024, we are working two to three years in advance with our

negotiations with potential artists, the main reason is their international touring schedules and one of our

criteria is that the artists can only perform on the Gold Coast, effectively if anyone wishes to see them they

have to fly to the Gold Coast for the concert experience.

With the elevation of Groundwater to Major Event by TEQ and combined with council’s current support

Groundwater will be able to attract more significant acts which in turn will build the numbers and

reputation of the festival quickly. As was the case with Blues. What is blaringly obvious is when the

elevation of Blues occurred when it was 12 years old, look how it has changed from then, attracting an

audience in 2013 of 97,000* to achieving 171,000* in 2018.

This growth can be attributed directly to an increase in funding. Which in turn enabled us to increase the

profile of headline artists, in turn has resulting in an increase visitor nights from 77,000* in 2013 to

144,000* in 2018.

The objective of moving Blues to a ticketed festival is two-fold, enhance our existing Blues Tribes annual

experience, become financially sustainable and by 2024 increase visitor nights to 219,000* and a total

spend in SEQ of $46.2m* These figures have been projected by Dr Chris Hunn – see below.


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*Source: Dr Chris Hunn – Strategic Facts, has prepared all the figures relating to festival stated in this report. Dr Hunn is appointed

by TEQ to create the Tourism Value Reports where most of these figures originate from, additionally BAL have commission Dr

Hunn to model a projection to 2024 for Blues.

So large and complex are our festivals – Gold Coast Superhero Weekend, Blues on Broadbeach and

Groundwater CMF Gold Coast, we commence planning the next years events 12-24 months out. Contracts

have been negotiated and signed for Blues on Broadbeach 2019, with Groundwater negotiations nearly

complete.

All operational and risk and safety elements are under review with QPS, Council and our Risk Management

consultants Secnet to ensure what is delivered continues to be a safe and fun experience for the fans,

ensuring that they return next year and beyond.

We are finding that it is becoming increasingly more difficult to funds risk and terror mitigation due to QPS

direction and the numbers. We will be coming to council in our budget submission to have this increase

for FY 2019/2020. Currently we receive $66,000 from City Events and in fact our current cost for Blues in

2018 was $128,850. Keeping our fans, artists and crew safe is paramount in our planning and delivery of

the festival.

Below is a table of some of the activities we will be working on in the coming months.


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Accolades and recognition

The following achievements have been received by BAL and its staff during the reporting period.

Groundwater Country Music Festival elevated to Major Event by TEQ

WINNER – Silver Blues on Broadbeach 2018 Music Festival

Major Events and Festivals

Qld Tourism Awards

WINNER – Silver Broadbeach Country Music Festival 2017

Events and Festivals Qld Tourism Awards

WINNER Mark Duckworth – Festival Director Cultural Achievement Award

Gold Coast Australia Day Awards

FINALIST Brittany Bell – Marketing co-ordinator Aspiring Young Woman and the award for Futurist

Women in Business Awards

In Summary

Did we meet our KPI’s as a result of the outcomes of our hard work and dedication to Broadbeach and our city – absolutely! Highlighted below are the actual results of meeting our KPI’s.

Recognition must be given to our Chairman Darryl Kelly and the board for their guidance and utter commitment to the team and the outcomes we strive to deliver. And of course, none of this would have been possible without the commitment of council officers to all that we do and the ongoing belief and support of the whole council, a sincere thank you. As well as the six full time and two part time staff who are committed to drive visitor nights for Broadbeach and our city.

Jan McCormick CEO Broadbeach Alliance


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2.3 KEY PERFORMANCE INDICATORS AS OUTLINED IN THE 2016 SERVICE AGREEMENT – and responded to in the QAO Audit Financial Report as at June 2018

1. Deliver a strong events-based marketing strategy which results in an economic value add to the Broadbeach Precinct equivalent to a minimum of five times the BAL annual gross budget.

The events delivered over the first 6 months of the 18/19 Financial Year are listed below.

Economic Impact

Month Event Attendance $ Impact

Jul 18 Groundwater Country Music Festival 63,518 $6.73m**

Dec 18 Broadbeach Carols 5,000 (est)*

Total Jul – Dec 2018 68,518 $6.73m

Attendance established from qualified and professional external firm

* estimate not confirmed via a Tourism Value Report

** confirmed by a Tourism Value Report – Strategic Facts & TEQ

2017/2018 Budget: $2.88m Result Achieved: $43.62m >14 times budget

2. Visitor survey results indicates >90% positive satisfaction rating

Result: >97% satisfaction achieved

3. Media reports on the precinct reflect a positive view of the precinct

There was significant positive news in both traditional media and online for Broadbeach commenting on Groundwater CMF and the Broadbeach Carols with an overall media value across all BAL activations of over $26m. In addition, there were various stories regarding development within the precinct.

4. Alignment of Broadbeach Precinct marketing activities and events and activations

All activation in the precinct aligns with the DTMP and the objectives of Broadbeach Alliance.

5. Encourage Broadbeach Precinct businesses to engage with the Embracing 2018 Quality Service Program

Work was undertaken with our Stakeholders on embracing 2018. With five of our major

stakeholders employing more than 80% of the Broadbeach workforce undertaking such programs

6. Increase the foot traffic flows through the Broadbeach Precinct by a minimum of 15% above non-event seasonal averages

Data not collected during period.

7. Increase in visitation during off-peak times by 15% because of events and activations

Blues on Broadbeach experienced an increase of more than 67% over off-peak times.

Groundwater CMF experienced an increase of 40% over off-peak times

Gold Coast Superhero Weekend experienced an increase of more than 40% over peak times


24 Adopted Report

15


8. Number of campaigns delivered in conjunction with GCT to promote events and activations

through domestic and international networks

In conjunction with Gold Coast Tourism, Blues on Broadbeach and the Groundwater Country

Music Festival was part of a major campaign “We are Live and Loving It” as well as Destination

Gold Coast, reaching New Zealand, New South Wales and Victorian markets. Several different

campaigns were created on differing channels, including GCT websites, EDMs, Social Networks,

and paid advertising including news.com, pedestrian.tv, the urban list, Billboards and TVC’s.

The Gold Coast Superhero was digitally promoted by Gold Coast Tourism.

9. A minimum of 50% of events delivered by BAL are attractive to visitors from outside the city with GCT networks leveraged to market to visitors

The Gold Coast Superhero Weekend Cosplayers account for 20,000 fans who travel interstate and from the drive market all choosing to stay for a minimum of one night with accommodation properties showing 82% occupancy Thurs-Mon. Both Blues on Broadbeach and Groundwater Country Music Festival are leveraged to visitors from outside the city, with on average 68% of attendees from each festival travelling from interstate or regional Queensland and all staying for 3+ nights. While the Gold Coast Superhero Weekend Parade does attract 8,000 locals and Christmas Carols are for locals.

10. Deliver a minimum of one whole-of-city event or activation in collaboration with Council's precinct entities that would be attractive to visitors from outside the city

The Gold Coast Superhero Weekend continues to collaborate with the Gold Coast Film Festival to

draw visitors from outside the city. And working toward the Gold Coast Film Collaborative as a

month-long festival celebrating the Film industry on the Gold Coast during April.

11. Collaborate with Council's precinct entities to grow existing events and activations limited by precinct boundaries

Quarterly meetings held with Alliances and cross-team support and collaboration throughout

period as well as regular LTO meetings with GCT.

12. Generate a cash revenue stream for BAL (via sponsorship and stakeholder contributions and other revenue sources) to the equivalent of 10% of the special area levy

The table below shows the achievements for sponsorship and stakeholder contributions.

13. Deliver a value in-kind revenue stream to events to the equivalent of 2.5% of the special area levy

The table below shows the achievements for in-kind revenue streams for the period 1 July 2018 – 31 December 2018.

14. Visitor survey results indicates >90% positive satisfaction rating of businesses, accommodation providers and event attendees.

KPI ($) KPI (%) Achievement ($) Achievement (%)

Sponsorship 282,012 10 742,000 26%

In-kind 70,503 2.5 441,136 16%


25 Adopted Report

16


Independent surveys taken over the festival periods indicate the below satisfaction rating:

Visitor Satisfaction >98% Stakeholder Satisfaction >97%

15. Zero breaches of BAL policy and procedures and an unmodified annual external audit.

There were zero breaches of BAL policy and procedures during the period and an unqualified

Audit Report for June 2018 financial accounts was issued.

SECTION 3 - FINANCIAL MANAGEMENT

3.1 OVERVIEW FOR THE HALF YEAR ENDED JUNE 2018 The Board of Broadbeach Alliance continues to set a strong direction and maintains a clear oversight and support of the Management and team resulting in outstanding outcomes.

Reviews of our major festivals were carried out during the reporting period with the board concentrating on financial sustainability into the future. We believe we have a strong model which will be implemented initially with Blues on Broadbeach commencing in 2020 that will see the festival financially sustainable by 2024. By which time potentially the same model would role out for Groundwater.

The board is of the opinion that Broadbeach Alliance is breaking new ground with this approach and it will become a forerunner in the future and the blue print for the new Major Events Organisation.

The success of Groundwater in 2018, clearly demonstrates the impact this festival will have on the city’s economy in the coming years. Combined, with the elevation to Major Event status, the board believes Groundwater will outperform Blues within three to four years.

Both festivals have exciting futures and the board is ensuring strong oversight over both processes.

The QAO audit was completed during this period with an unmodified result. Broadbeach Alliance remains in a strong financial position for the 2018/2019 financial year, and into the future. On an annual basis, the Board reviews the businesses rigorous internal controls and policies and procedures to ensure continuous improvement. Monthly, the organisations financials are presented to the Audit Committee prior to each Board Meeting. The Audit Committee reviews the monthly financial report, which is prepared by Management, ensuring that the Company is tracking in accordance with the approved budget, meeting its financial and statutory obligations and reporting any changes or amendments from the budget. The report provides the committee a true reflection of the state of the business prior to presenting to the Board. An Audit report is then provided to the Board at every Board meeting, and approved subject to no issues being identified. As Chair of Broadbeach Alliance, I am a member of the Audit Committee. Broadbeach Alliance continues to manage and operate the business with strong oversight on financials and regular due diligence in meeting key financial and governance objectives.

Darryl Kelly Chair Broadbeach Alliance Limited


26 Adopted Report

3.2 STATEMENT OF COMPREHENSIVE INCOME

For the Year Ending 31 December 2018

Yr 1 Yr 2

Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Var

Budget 2018-

2019

Budget 2019-

2020

REVENUE By major revenue types or activity* eg:City of Gold Coast Funding 705,030 705,030 705,030 705,030 1,410,060 1,410,060 - 2,820,120 Special Levy 12,500 12,500 12,500 12,500 25,000 25,000 - 50,000 EVAC 150,000 150,000 - - 150,000 150,000 - 216,000State Government Grants 30,000 39,000 9,000 100,000 39,000 139,000 (100,000) 230,000Commerical Sponsorship 3,600 5,000 35,000 - 38,600 5,000 33,600 15,000Events 125,229 70,000 3,108 4,500 128,337 74,500 53,837 200,000Operating Receipts 5,086 5,151 6,897 7,039 11,982 12,190 (208) 21,448Other - - -

TOTAL REVENUE 1,031,444 986,681 771,535 829,069 - - - - 1,802,979 1,815,750 (12,771) 3,552,568 -

EXPENSESBy major expense types or activity* eg:Events - - - Entertainment 570,723 540,089 43,018 43,250 613,741 583,339 30,402 1,128,230 Marketing 109,801 140,612 62,127 52,225 171,928 192,837 (20,909) 643,361 Operations 335,919 337,219 112,619 125,262 448,538 462,481 (13,943) 921,371Administration Expenses 22,499 34,668 23,448 32,767 45,947 67,435 (21,488) 134,839Office Rent paid to COGC 9,456 9,456 9,456 9,456 18,911 18,912 (1) 38,218Salary and Wages 225,509 251,870 219,477 223,109 444,987 474,979 (29,992) 937,403

TOTAL EXPENSES 1,273,908 1,313,914 470,145 486,069 - - - - 1,744,053 1,799,983 (55,930) 3,803,422 -

NET PROFIT/(LOSS) BEFORE INCOME TAX (242,464) (327,233) 301,390 343,000 - - - - 58,926 15,767 43,159 (250,854) -Depreciation - - 30,463 - 30,463 - 30,463 50,000Fringe Benefits Tax Expense - - - - - - - - - 2,400

NET PROFIT/(LOSS) AFTER INCOME TAX (242,464) (327,233) 270,927 343,000 - - - - 28,463 15,767 12,696 (303,254) -

* categories of reported revenue and expense items will vary from organisation to organisation depending on nature of activities and amounts involved

Finance Governance Report

As At 31 Dec 2018

CURRENT YEAR (Year 1)

YTDQTR 1 QTR2 QTR3 QTR4

16


27 Adopted Report

3.3 STATEMENT OF FINANCIAL POSITION


Current reporting period Same period last year

YTD YTD

Dec 18 Dec 17

$ $

CURRENT ASSETS

Cash and cash equivalents 846,350 822,938

Receivables 22,000 17,050

Inventories 22,401 19,334

Prepayments 114,736 123,395

1,005,487 982,717

NON-CURRENT ASSETS

Property, plant and equipment 164,864 231,168

164,864 231,168

TOTAL ASSETS 1,170,351 1,213,885

CURRENT LIABILITIES

Payables 20,877 38,241

Employee benefits Prov for A/L LSL 96,178 82,038

Superannuation 17,260 15,473

Other current liabilities Tax & PAYG 60,938 56,076

Accrued Liabilities 21,746 23,846

Unearned Revenue 20,000 15,000

236,999 230,674

NON-CURRENT LIABILITIES

Employee benefits Prov for LSL - -

Loans - -

- -

TOTAL LIABILITIES 236,999 230,674

NET ASSETS 933,353 983,211

EQUITY

Contributed equity 344,327 344,327

Reserves

Retained earning - opening 560,564 444,671

Retained earnings - current year 28,462 194,213

TOTAL EQUITY 933,352 983,211

* categories of reported balance sheet items will vary from organisation to organisation

depending on nature of activities and amounts involved


As At 31 Dec 2018

17


28 Adopted Report

3.4 CASH FLOW STATEMENT AND FORECAST


Year 1 Year 2

Actual Budget Actual Budget Actual Budget Actual Budget Actual Budget Var Budget Budget

OPENING CASH 604,121 560,354 1,386,033 336,671 846,351 625,330 846,351 625,330 604,121 560,354 43,767 560,354

ADD OPERATING RECEIPTS

Sales receipts 188,802 125,375 48,819 105,875 237,621 231,250 6,371 485,001

Grants received - GCCC 1,585,060 788,030 - 755,030 1,585,060 1,543,060 42,000 3,086,119

Interest received 3,777 2,624 4,976 3,116 8,753 5,740 3,013 16,248Net Taxes - GST Collected 177,386 91,340 4,882 86,091 182,268 177,431 4,837 357,112GST Receivable - ATO 8,387 27,586 - - 8,387 27,586 (19,199) 27,586

ADD CAPITAL RECEIPTS

Proceeds on disposals

Other capital receipts

TOTAL RECEIPTS 1,963,412 1,034,955 58,677 950,112 - - - - 2,022,089 1,985,067 37,022 3,972,066

LESS OPERATING PAYMENTS

Payments for supplies and services 871,289 936,977 323,676 401,111 1,194,965 1,338,088 (143,123) 2,946,286

Payments to employees 217,408 223,940 184,451 226,661 401,859 450,601 (48,742) 884,132

Net Taxes - GST Payable 87,328 92,721 85,632 28,681 172,960 121,402 51,558 398,201

LESS CAPITAL PAYMENTS

Plant and equipment purchases 5,475 5,000 4,600 5,000 10,075 - 10,075 50,000

TOTAL PAYMENTS 1,181,500 1,258,638 598,359 661,453 - - - - 1,779,859 1,920,091 (130,232) 4,278,619

CLOSING CASH (must equal cash per

balance sheet) 1,386,033 336,671 846,351 625,330 846,351 625,330 846,351 625,330 846,351 625,330 221,021 253,801

* categories of reported cash flow items will vary from organisation to organisation depending on nature of activities and amounts involved


As At 31 Dec 2018

FORECAST

YTDQTR 1 QTR2 QTR3 QTR4

CURRENT YEAR (Year 1)

18


29 Adopted Report

3.5 MAJOR VARIANCES ANALYSIS

CategoryYTD Actual

$

YTD

Budget

$

Variance

$

Variance

%Analysis (provide commentary when variance greater than 10% or $10,000)

REVENUE

City of Gold Coast Funding 1,410,060 1,410,060 - 0%

Special Levy 25,000 25,000 - 0%

EVAC 150,000 150,000 - 0% Timing difference: funding for Blues on Broadbeach 2017 was due to be received in prior Financial year

State Government Grants 39,000 139,000 (100,000) -72% Timing difference: $100k TEQ funding will be received in Feb 2019 due to new contract

Commerical Sponsorship 38,600 5,000 33,600 0% Additional new sponsorship revenue secured from Gold Coast Airports and Pacific Fair

Events 140,319 86,690 53,629 62% $38k Groundwater Touring Ticket sales - new initiative not budgeted for

TOTAL REVENUE 1,802,979 1,815,750 (12,771) -1%

EXPENSES

Events

Entertainment 613,741 583,339 (30,402) -5%

($37k) cost of Groundwater Touring artist and tour costs - offset by ticket revenue above

$7k other minor savings achieved over events and festivals

Marketing 171,928 192,837 20,909 11% Savings achieved in Groundwater marketing budget, but will be carried over to other events and festivals

Operations 448,538 462,481 13,943 3% Timing difference in monthly theme banner installations

Administration Expenses 45,947 67,435 21,488 32% Timing difference - contingengcy funds not yet used.

Office Rent paid to COGC 18,911 18,912 1 0%

Salary and Wages 444,987 474,979 29,992 6% Marketing manager role vacant for 4 months.

TOTAL EXPENSES 1,744,053 1,325,004 (419,049) -32%

Fringe Benefits Tax - -

Depreciation 30,463 - 30,463 #DIV/0! Change in accounting policy - depreciation to be recorded half yearly.

NET PROFIT/(LOSS) AFTER INCOME TAX 28,463 490,746 406,278 83%



As At 31 Dec 2018

19


30 Adopted Report

3.6 RATIO ANALYSIS


Ratio Notes Current

reporting

date ratio

Comments

Current ratio

(current assets/current liabilities)

A measure of short-term liquidity, the current ratio

measures an organisation's ability to repay its short-

term debt (due in the coming 12 months) by using

short-term assets. Ideal current ratio is at least 2:1.

4.24

Debt ratio

(total liabilities/total assets)

Measures percentage of assets provided by creditors

and extent of using gearing. The lower the ratio, the

greater the asset protection to creditors.

0.20

Profit margin

(operating profit/net sales)

Measures net profitability of an organisation

0.0327

Under a Not-For-Profit

entity this ratio is not

relevant


As At 31 Dec 2018

20


31 Adopted Report

771st Council Meeting 26 March 2019 32 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 OFFICE OF THE CHIEF EXECUTIVE OFFICER SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32) Refer attachments: Bi-annual Performance Report (Attachment 1) Supplementary Corporate Governance and Financial Management

Report (Attachment 2) 1 BASIS FOR CONFIDENTIALITY Not applicable 2 EXECUTIVE SUMMARY Not applicable 3 PURPOSE OF REPORT The purpose of this report is to present the Bi-annual Performance Report for Surfers Paradise Alliance Ltd (SPA) for the six month period ended 31 December 2018. 4 PREVIOUS RESOLUTIONS At its meeting of 13 November 2018 Council resolved as follows (G18.1113.019):

1 That Council notes Surfers Paradise Alliance Ltd’s bi-annual performance report

for the half-year ended 30 June 2018.

2 That Council extends its current Service Agreement with Surfers Paradise Alliance Ltd to 30 June 2020.

Further, at its meeting of 27 November 2018, Council resolved, relevantly (G18.1127.021):

3 That Council endorse the future establishment of a new controlled entity, titled Major Events Gold Coast (MEGC), as the most appropriate major events delivery model option to best achieve the strategic objectives….

4 That Council acknowledges the historical contribution of Surfers Paradise

Alliance Limited, Broadbeach Alliance Limited and Connecting Southern Gold Coast Limited in establishing a number of highly successful major events in their respective precincts;

5 That the existing Service Agreement between Council and Connecting

Southern Gold Coast Limited be extended by 1 year until 30 June 2020 (in line with Broadbeach Alliance and Surfers Paradise Alliance);

10 That the three-phase Transition Plan as detailed in the report be endorsed,

which is broadly as follows:

a Phase 1 (Preliminary - December 2018 to June 2019) - includes establishment of new legal entity and charter; appointment of interim board; confirm office location; and development of amalgamation plan,

b Phase 2 (Consolidation - July 2019 to June 2020) - includes

appointment of permanent CEO and board; consolidation of staff; planning for future decisions; confirmation of new funding model; and transfer of various assets and activities,

771st Council Meeting 26 March 2019 33 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32)

c Phase 3 (New model - 1 July 2020 onwards) - SPA, BAL and CSGC to be wound up; MEGC begins formal operation; new funding model commences; and major event functions transferred to MEGC;

11 That the CEO be delegated the power to seek the approval of the Treasurer

pursuant to s.60A of the Statutory Bodies Financial Arrangements Act 1982 to ultimately wind up the existing controlled entities: Connecting Southern Gold Coast Limited, Broadbeach Alliance Limited and Surfers Paradise Alliance Limited and establish a new controlled entity titled “Major Events Gold Coast Ltd” (MEGC);

12 That subject to Council obtaining the approval of the Treasurer pursuant to

s.60A of the Statutory Bodies Financial Arrangements Act 1982, Surfers Paradise Alliance Limited , Broadbeach Alliance Limited and Connecting Southern Gold Coast Limited be formally wound up effective from 1 July 2020…

5 DISCUSSION 5.1 Background The City contracts with Surfers Paradise Alliance Ltd (SPA) to manage the provision of marketing, promotional and security patrol activities in the Surfers Paradise precinct. Council is the sole member of SPA. Consequently, SPA is classified as a “public sector controlled entity” under the Auditor-General Act 2009. The City’s current Service Agreement concludes on 30 June 2020 at which time SPA will be wound up in accordance with Council’s resolution of 27 November 2018, above. Despite the future arrangements for SPA, the current Service Agreement requires SPA to submit performance reports to Council for review on a bi-annual basis, generally in March and November. SPA’s performance was last reviewed by the Events, Tourism and Governance Committee at its meeting on 8 November 2018. 5.2 Review of Performance SPA’s Performance Report submission was received on 1 March 2019 (see Attachment 1). The report comprises three components, these being: • Chairpersons / Executive Reports • Strategic KPI’s • Organisational Chart • Moving Forward in 2019 SPA has also submitted a supplementary Corporate Governance and Financial Management Report (see Attachment 2) which includes the following sections:

• Corporate Governance • Alignment with Gold Coast Destination Tourism Management Plan 2014-2020 • KPI’s • Financial Management

771st Council Meeting 26 March 2019 34 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32) 5.3 Corporate Governance All governance requirements have been recorded in the performance report. It is considered that SPA is satisfactorily meeting its obligations under the Service Agreement. Board Appointments and Resignations In accordance with Council’s decision of 14 August 2018, Councillor Baildon resigned his directorship on 21 August 2018 and that position currently sits vacant. Councillor Baildon remains involved with the entity as an observer of the board. 5.4 Alignment with Gold Coast Destination Tourism Management Plan 2014-2020 / KPI’s DTMP and Partnership Agreement One of the key elements of the DTMP was to provide for the establishment of a Gold Coast Tourism Partnership Agreement between Destination Gold Coast, the City and Precinct Entities. The Memorandum of Understanding, which was signed by all parties on 29 October 2015, provides for:

• a long-term commitment to the partnership • delineation of clear roles and responsibilities • shared destination performance outcomes • comprehensive two-way reporting and accountability

City-wide Event Coordination The CEO’s of the three precinct entities (and HOTA Gold Coast Pty Ltd) meet with the Coordinator City Events on a regular basis to collaborate and coordinate with regards to the nature and timing of events held across the city. The last meeting was held on 11 October 2018. The next meeting is scheduled to be held on 11 April 2019. KPI’s SPA’s performance against agreed KPI’s is detailed in Attachment 2. The Coordinator Tourism has reviewed SPA’s performance against the agreed KPI’s and advised as follows:

• SPA’s performance against KPI’s for the six month period ending 31 December 2018 is consistent with the objectives of the DTMP and SPA. The report outlines the achievements against the KPI’s as specified in the Service Agreement. A number of KPI’s have been exceeded, in particular, economic impact and visitor satisfaction.

• SPA is performing well with the Viva Surfers Paradise 2018 exceeding projections in terms of growing attendance.

5.5 Financial Management SPA’s financial performance is detailed in Attachment 2. The Corporate Financial Accountant has reviewed the information provided by SPA and is satisfied with the content of the report.

771st Council Meeting 26 March 2019 35 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN

Gold Coast 2020 2.0 Prosperity built on a strong diverse economy

What we want to see by 2020

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

Key strategy: Implement the Economic Development Strategy to build and create a sustainable local, national and international tourism market for the city.

Key programs of work: Develop and implement a citywide Destination Management Plan. Work with Destination Gold Coast to promote the city as a world-class tourism destination through a range of marketing programs and activities.

Operational Plan There are no specific strategies relating to SPA contained in the City Operational Plan 2018-19. 7 FUNDING AND RESOURCING REQUIREMENTS Not applicable

8 RISK MANAGEMENT The funding of SPA does not relate directly to any of the Corporate Risks. However it does relate to Directorate Risk No. CO000410 below, which is currently rated as Low 48 under Council’s Risk Management methodology.

Adverse impact on Council through inappropriate/illegal actions of any of Council's controlled entities for which the OCEO is responsible (i.e., HOTA Gold Coast Pty Ltd, Surfers Paradise Alliance Ltd, Broadbeach Alliance Ltd and Connecting Southern Gold Coast Ltd)

The bi-annual performance review process and the presence of a Councillor as an observer of the board are mitigations for this risk. 9 STATUTORY MATTERS Corporations Act 2001

SPA is registered with the Australian Securities & Investments Commission as a company limited by guarantee. Its operations are governed by the Corporations Act 2001.

Auditor-General Act 2009

Under the Auditor-General Act 2009, SPA is classified as a “public sector controlled entity”. Section 5 of the Act states:

5 What is a controlled entity (1) An entity is a controlled entity if it is subject to the control of 1 or more of the following (the controlling entity)—

771st Council Meeting 26 March 2019 36 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32)

(a) a department; (b) a local government; (c) a statutory body; (d) a GOC; (e) another entity subject to the control of 1 or more of the entities mentioned in paragraphs (a) to (d).

(2) In this section—control means the capacity of an entity to dominate decision-making, directly or indirectly, in relation to the financial and operating policies of another entity so as to enable the other entity to operate with it in pursuing the objectives of the controlling entity.

With respect to the City’s “control” of SPA, the City:

• is the sole member of the Company and therefore has control over its constitution as well as the appointment of the directors and chairperson

• has control over the Company’s specific role and responsibilities via the Service Agreement

• provides annual funding in accordance with the Service Agreement • regularly reviews the Company’s performance against the Service Agreement including

the strategic direction of the Company. The Act requires that the Queensland Audit Office be appointed as the Company’s Auditor. Workers Compensation & Rehabilitation Act 2003 SPA is also classified as a “Related Body Corporate” of the City under this Act and the Corporations Act 2001 and, as such, the City must provide workers’ compensation coverage to SPA. As Council self-insures for workers’ compensation, like Council, SPA must maintain a work health and safety management system that is compliant with the National Self-insurer OHS Management System Audit Tool (NAT 3- 2014) – and forms part of the external audit of Council’s WHS Management System by the regulator. 10 COUNCIL POLICIES Not applicable 11 DELEGATIONS The Council has delegated authority to the Chief Executive Officer to determine all matters within the responsibility of Council as the sole member of the Company – with the exception of the determination of annual funding and review of the entity’s performance. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted


Is the Stakeholder Satisfied With Content of Report and Recommendations

Joanne Cullen, Corporate Finance Accountant

OCOO Yes

Scott Krueger, Coordinator Tourism

EP&E Yes

771st Council Meeting 26 March 2019 37 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LIMITED – BI-ANNUAL PERFORMANCE REVIEW LG426/639/-(P32) 13 STAKEHOLDER IMPACTS The SPA Board and Council, being the sole Member of the Company, are the key stakeholders in terms of SPA’s performance in the achievement of the objectives detailed in SPA’s Constitution, the obligations detailed in its Service agreement with Council and the agreed KPI’s. The SPA Board is broadly representative of the stakeholders in the Surfers Paradise precinct. SPA works cooperatively and in consultation with Destination Gold Coast and the other precinct entities in accordance with the DTMP. 14 TIMING The next bi-annual performance review is due in November 2019 (for the six month period ending 30 June 2019). 15 CONCLUSION It is considered that SPA is satisfactorily performing its roles and responsibilities under the Service Agreement and meeting the objects for which it was established. It is also actively assisting Council in preparation for its winding up in accordance with the Council’s decision of 27 November 2018 and the commencement of Major Events Gold Coast Ltd on 1 July 2020. 16 RECOMMENDATION It is recommended that Council resolves as follows: That Council notes Surfers Paradise Alliance Ltd’s bi-annual performance report for the half-year ended 31 December 2018. Author: Authorised by: Nicki Moore Dale Dickson Coordinator Controlled Entities & Community Grants Chief Executive Officer 4 March 2019 Document # 72807102 COMMITTEE RECOMMENDATION ETG19.0321.003 moved Cr Gates seconded Cr Owen-Jones That Council notes Surfers Paradise Alliance Ltd’s bi-annual performance report for the half-year ended 31 December 2018.

CARRIED

City of Gold Coast Events, Tourism and Governance Committee Corporate Governance Report Surfers Paradise Alliance 1st July 2018 to 31st December 2018

Laura Younger

BA. MBA. GAICD

Board Chair

Mike Winlaw

BBus. MBA

CEO

771st Council Meeting 26 March 2019 Events, Tourism & Governance Committee Meeting 21 March 2019 ITEM 3 (Continued) SURFERS PARADISE ALLIANCE LTD - BI-ANNUAL PERFORMANCE REVIEW

38 Adopted Report

Attachment 1

Table of Contents

1.0 Chair Executive Summary ............................................................. 2

2.0 Executive Report ............................................................................ 4

3.0 Strategic KPIs ................................................................................. 7

4.0 Organizational Chart .................................................................... 18

5.0 Moving Forward in 2019 ............................................................. 19

6.0 Attachment 1 - Corporate Governance and Financial Management Report for the half year ending 31st December 2018 .......................... 20


39 Adopted Report

2

1.0 Chair - Executive Summary – March 2019

During the reporting period, the Surfers Paradise Alliance team delivered a significant and successful event schedule including:

10 Days VIVA Surfers Paradise, 7 days Kids Week, 3 days Fest-Evil, 12 days Christmas in Surfers Paradise and Carols, 4 day New Year’s Eve Carnival, 8 days of Cavill Mall Community activation and 78 days of Beachfront Markets.

122 days of event activation all aligned to our trader endorsed event strategy and reflecting visitor demands for Art, Music and Entertainment experiences whilst visiting Surfers Paradise and the Gold Coast.

Our events calendar defines the Surfers Paradise precinct as the entertainment destination of choice for locals, day-trippers and overnight holidaymakers across our target markets.

We seek to ensure all our events are the “destination” for an ever-growing body of fans across a wide age demographic and placing Surfers Paradise at the forefront of tourism within Queensland.

Over the reporting period we continued to receive strong trader feedback from all trader segments. The accommodation sector in particular has been forthcoming in recognizing the momentum built in growing overnight visitation through Surfers Paradise Alliance event activations. VOCO Gold Coast our newest Hotel brand in Surfers Paradise have already taken advantage of the opportunities presented by our events and snapped up the prime presenting partner option for Surfers Paradise LIVE.

Our 2018/19 calendar of activity supported with vibrant marketing campaigns will continue to entice overnight visitation, day-trippers, holidaymakers and residents to return to the precinct year on year.

During the reporting period Surfers Paradise Alliance delivered highly positive economic outcomes for precinct traders and businesses, leveraging the $1.71M contribution made by Traders and Businesses to the Surfers Paradise Special Levy to deliver a significant gross economic output of $34.4M or 20 times investment.

Surfers Paradise Alliance continues the journey of best practice Tourism precinct management with the most rigorously transparent picture possible of our results and reporting processes and during the reporting period, Surfers Paradise Alliance performed well against all City of Gold Coast Service Agreement KPIs and is on track to meet or exceed KPIs established for FY 2018/19.


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Our goal is to excite our visitors and ensure Surfers Paradise retains its brand image as the entertainment capital of Queensland and over the past 8 years, we have continued to build year on year on a strong platform of event planning, innovation and activation.

Importantly during this time, a focused public relations strategy and associated family friendly events have contributed to positively reshaping visitor perceptions of the Surfers Paradise precinct.

In partnership with our Traders and Businesses, through continuity of strategic direction and capitalizing on a revitalized precinct, Surfers Paradise Alliance has delivered a highly positive return on investment for precinct traders and businesses.

The Board and Management are supportive of directions to transition the Alliances to form one organisation, Major Events Gold Coast and are actively engaged in supporting the transition team and the interim Board to ensure a smooth transition. Importantly we seek to ensure the continued strong economic outcomes generated by events for the Gold Coast Tourism Economy.

The Board, whom I thank for their time and commitment, wholly endorses the achievements of Surfers Paradise Alliance management and staff, as well as the support of Council officers and Destination Gold Coast officers whose positive contribution continues to help our organisation to deliver so successfully on its core objectives.

Laura Younger Chairperson, Surfers Paradise Alliance


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2.0 Executive Report

Our goal is to excite our visitors and ensure Surfers Paradise retains its image as the entertainment capital of Queensland. In conjunction with our Traders and Businesses we continue to take major steps forward and we have continued to grow a popular platform of sustainable and high quality signature events that not only excite and entertain but draw larger audiences’ and overnight stays year on year.

During the reporting period we have continued to receive strong and positive trader feedback and support from all trader segments with the growth in overnight visitation . The VIVA Surfers Paradise 2018 annual change in visitor nights is clear evidence of our continuing success as per below:

EVENT REPORT 2016/17

VISITOR NIGHTS GENERATED

2017/18 VISITOR NIGHTS

GENERATED

Annual change in

Visitor Nights

2018 Viva Surfers Paradise (Commenced 2012)

23,700 48,527 24,827

or 105%

Surfers Paradise Alliance Tier 1 events supported by TEQ have delivered (as measured by TEQ preferred consultants IER group) over 169,114 visitor nights in 2018.

We view our event calendar as an investment portfolio, the value of which is the sum total of the events within it and the ROI on the investment made to achieve above an industry benchmark of 10 times investment.

Importantly we have also ensured that our planning and production of events delivers significant social/cultural value to the residents and visitors to the Gold Coast Local Government area with our Net Promoter scores for our signature events almost twice the industry average.

Marketing Focus The positioning of Surfers Paradise as a fun, family-friendly and safe destination remains a key priority for the Board and Staff of Surfers Paradise Alliance.


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During 2018/19 Surfers Paradise Alliance have capitalized on the precincts marketing potential by collaborating with Surfers Paradise Traders in off peak periods to support and promote Surfers Paradise as the entertainment heart of the Gold Coast through innovative campaigns such as Always On, Locals Month and the Chefs of Surfers Paradise.

Coupled with an exciting Events calendar conducted by Surfers Paradise Alliance these campaigns have contributed significantly to the upward trend in visitation to the precinct particularly in off peak periods.

Beachfront Markets

The Beachfront Markets have continued their journey from a period of instability following the change of hours to re-emerge with renewed support from both traders and stallholders to ensure their success as a significant tourism product and drawcard for nearly one million people a year.

Organization Snapshot During the reporting period, the Surfers Paradise Alliance Board and Management performed well against the Core Objectives and KPIs approved by the City of Gold Coast for the 2018/19 financial year.

The graph below outlines the overall trend and forecast for FY2018/19.


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Performance Report - Core Objectives and KPIs Surfers Paradise Alliance is focused on six core objectives and related KPIs specific to the organizations Service Agreement with the City of Gold Coast. The organizations performance against these KPIs is outlined below for the period 1st July 2018 to 31st December 2018: 1. Core Objective: Enhancing the economic prosperity and sustainability of the Surfers

Paradise Precinct, traders and businesses

Strategic KPIs:

1.1 Deliver a strong events-based marketing strategy which results in an economic value

add to the Precinct equivalent to a minimum of five times the Surfers Paradise

Alliance annual gross budget – Achieved 20 times

Tier 1 Event Performance Against Core Objectives and KPIs

Total Attendance

2018

Days of activation

Economic Gross Output 2018

VIVA Surfers Paradise 2018 132,468 10 $14.5M*

KIDS Week Surfers Paradise 2018 69,992 7 $3.3M

Fest Evil 2018 40,550 3 $3.8M

Christmas and Carols on the Beach 2018 85,000 12 $2.9M

Beachfront Markets 1/7/18 – 31/12/18 271,098 78 $9.9M

• Note: Calculation based on data showing 63% of Beachfront Market goers give the

Markets as their primary reason for being in Surfers Paradise on Market nights. * Please note that VIVA Surfers Paradise 2018 economic return was understated in the November 2018 Governance report showing $5.7M return instead of the correct $14.5M.


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Leveraging Partnerships for Economic Return: Surfers Paradise Alliance has continued to achieve optimum economic benefit from funds expended. The table above shows the results of leveraging and collaborating with event partners to both reduce the costs of event activation and to leverage economic return for the Precinct Traders delivering a very credible 20 times return on investment

2. Core Objective: Shaping a positive public perception of the Precinct

Strategic KPIs 2.1 Visitor Survey results indicate a > 90% positive satisfaction rating of businesses

accommodation providers and event attendees – Achieved 96.9%

Supporting Evidence and Data

Surveys of visitors across all events clearly showed high degrees of satisfaction with events. The

data below shows the overall and individual results of visitor surveys conducted for Events for

the period 1st July 2018 to 31st December 2018.

Of 1,300 visitors surveyed across VIVA Surfers Paradise, Kids Week, Fest-Evil, Christmas and

Carols 96.9% of all respondents said they were satisfied with their Surfers Paradise Event

experience.

Strategic KPIs 2.2 Media reports on the precinct reflect a positive view of the precinct - Achieved

The Surfers Paradise Alliance Media Strategy is focused on continuing to reimage the

precinct as a family friendly, fun and safe destination and media reports on Surfers Paradise

continue to reflect a positive view of the precinct.

We continue to focus on positioning Surfers Paradise as a fun, family friendly and safe

entertainment precinct. We continue to open Surfers Paradise stages to the community, including

schools, youth and multicultural groups providing an opportunity for them to display their talents

at no cost to the group and subsequently attracting locals back into the precinct.


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Our Events provided an excellent platform for the media promotion of Surfers Paradise and the

Gold Coast to locals, visitors, national and international audiences.

The table below indicates the reported results of media coverage with respect to Surfers Paradise

Alliance initiatives from 1st July 2018 to 31st December 2018.

MEDIA

KPI 2018/19 Budget/Target

Actual Jul18-Dec18

Number of media activities initiated or managed by SPA 57 38

Total publicity value of media coverage $3.8m $1,392,619

Total Number of Gold Coast Media Items mentioning SPA or SPA Activities

660 341

Total number of National media items 33 9

Total number of Regional media items (QLD, NSW, VIC)

165 170

Total number of Drive Market event and SPA initiated media items

275 93

Strategic KPIs 2.3 Alignment of Surfers Paradise Precinct marketing activities, events and activations

– Achieved via Business Plan and Trader engagement in Event strategy planning.

2.4 Encourage Surfers Paradise Precinct businesses to engage with the Embracing 2018 Quality Service Program – Completed prior to the Commonwealth Games.

3. Core Objective: Increasing visitation from core markets by expanding tourism product

offerings, events and activations within the Surfers Paradise Precinct.


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Strategic KPIs

3.1 Through event or promotional activation increase the foot traffic flows across the

precinct by a minimum of 15% above non-event seasonal averages – Achieved

3.2 Increase in visitation during off-peak times by 15% as a result of events and activations – Achieved

Supporting Evidence and Data

The chart below details overall performance against these KPIs:

3.3 Campaigns delivered in conjunction with DGC to promote events and activations

through domestic and international networks – Achieved

DGC have provided in-kind contribution towards SPA signature events

3.4 A minimum of 50% of events delivered by Surfers Paradise Alliance are attractive to

visitors from outside the city with DGC networks leveraged to market to visitors.

- Achieved

All Surfers Paradise events are showing strong increases in attendance and particularly drive market and overnight visitation as reported above.

3.5 Deliver a minimum of one whole-of-city event or activation in collaboration with Council’s precinct entities that would be attractive to visitors from outside the city - Achieved Surfers Paradise Alliance continue to support emerging and growing citywide cultural events on the Gold Coast and have long-term partnerships with:

Gold Coast Film Festival Gold Coast Music Awards

Events

Measured for 1st July 2018 to 31st December

2018

Event Attendance Average % of people indicating Primary

Reason for attendance

Total Tier 1 599,108 58.1%


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Surfers Paradise Alliance have supported these events with monetary, in-kind and operational infrastructure to enhance the audience experience and thus playing a key role in ensuring their long-term viability and sustainability as key Gold Coast cultural festivals.

3.6 Collaborate with Council’s precinct entities to grow existing events and activations

limited by precinct boundaries – Achieved Regular quarterly meetings are conducted to discuss and plan for calendar coordination, cross promotions and ongoing growth of event activation across the city.

4. Core Objective: Attracting additional revenue and sponsorship for the purpose of re-investment in enhancing the Precinct’s visitor experience.

Strategic KPIs 4.1 Deliver a cash revenue stream to the operations of Surfers Paradise Alliance via

sponsorship and stakeholder contributions and other revenue sources) which is

equivalent to 10% of the Trader levy contribution – Achieved over 3 times the

established KPI as per table below.

4.2 Deliver a value in kind revenue stream to events to the equivalent of 2.5% of the

special area levy – Achieved as per table below.

Sponsorship/Grants/Commercial Revenue Achieved from 1st July 2018 to 31st Dec 2018

ADDITIONAL REVENUE STREAMS

KPI Jul18-Dec18 Budget/Target Jul18-Dec18 Actual

Markets Revenue $462,706 $428,550

Cash Sponsorship $ achieved $114,000 $70,500

VIK Sponsorship $ achieved $0 $32,813

Grant and Supplementary Funding

Other Grants – TEQ $25,000 $25,000

Other Income – Advertising, Busking, Event Ticketing $70,034 $106,500

% of Trader Levy (Cash) 39.2% 38.71%


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5. Core Objective: Demonstrating stakeholder and visitor satisfaction with their eventexperience

Strategic KPIs 5.1 Visitor/stakeholder survey results indicate >90% positive satisfaction rating of

businesses, accommodation providers and event attendees.

Visitor Satisfaction – Achieved 96.9%

Trader Engagement – Achieved 95%

Apart from regular Trader communication forums and updates, the Surfers Paradise

Alliance management group meets regularly with Traders from the five key business

segments in the precinct being:

1. Retailers

2. Accommodation

3. Restaurants and Nightlife

4. Attractions and

5. Corporate and Services (including CoGC and GCT).

During the reporting period, Surfers Paradise Alliance continued to host regular

meetings, both formal and informal, to connect with precinct Traders.

Positive results have flowed and we have seen more Traders exploring opportunities to

work collaboratively with Surfers Paradise Alliance to enhance both the reputational

image and the overall prosperity of the precincts economy.

The results of the trader satisfaction surveys for major events summarized below

indicate a high degree of satisfaction with SPA Event activations:


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TRADER ENGAGEMENT KPI 1st July 2018 to 31st Dec 2018

Budget/Target 1st July 2018 to 31st Dec 2018

Actual

Trader Surveys conducted Within 5 days of completion of all Tier 1 and Tier 2 events 6

Trader Induction Kits Distributed All new traders identified 13

Trader Meetings/Engagement 80 per month 589

Trader Forums conducted 2 2 Trader Education Workshops

conducted 2 1

95%

5%

Overall Trader Event Satisfaction Jul 2018 - Dec 2018

Satisfied Dissatisfied


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6. Ensuring best practice governance

Strategic KPI:

6.1 Zero breaches of Surfers Paradise Alliance policy and procedures and an unqualified

annual external audit – Achieved

GOVERNANCE

KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018 Actual

Risk Management Register reviews conducted by the Audit Committee and Board

12 6

Reportable breaches of SPA policies and procedures identified and reported to Board

0 0

Audit Committee Meetings Held 2 1

Board Performance Evaluations completed 11 5

Governance Reports to CoGC - unqualified acceptance

2 1

Board Strategic Planning Session completed 2 1

A current risk register and mitigation strategies are in place and updated annually to reflect existing and emerging risks. The Surfers Paradise Alliance Board last reviewed the risk register in February 2019.

To the best of my knowledge, all obligations and responsibilities of the Surfers Paradise Alliance Board and Management were adhered to and discharged during the reporting period.

The 2017/18 annual external Audit conducted by the Queensland Audit Office was unqualified.


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3.0 Operational KPIs for 2018/19 as reported to the Surfers Paradise Alliance Board at each monthly meeting

3.1 Marketing

MARKETING

KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018 Actual

Online

Surfersparadise.com - Visits average 48,000 per month | 580,000 per year

266,380

Surfersparadise.com - Unique Visits average 39,000 per month | 470,000 per year

258,891

Facebook Fans of SP (96,605 Fans)

average 660 new likes per month | 8,000 per annum

1,150

E-Newsletter Distribution 12 per annum 7


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3.2 Workplace Health and Safety Health and Safety Reporting Scorecard 2018-19

KPI Reporting Frequency

Target /Threshold

Actual Comments

1 Corporate Health and Safety information is communicated to new staff within 2 days of commencement.

Monthly 100% of new staff have completed the corporate WHS induction and questionnaire within 2 days of commencement

90%

100% within 7 days

All new staff from 1st July 2018 have been completed WHS induction as part of work induction. All existing staff have received a refresher presentation.

2 Health and Safety Reporting is accurate and communicated to senior management to enable informed decision making each month.

Six Monthly

(Jun, Dec)

100%

(12 per year)

WHS Performance Reports are produced monthly

100% WHS performance report has been completed and presented.

3 Event management plans (including risk assessments) are developed in consultation with key stakeholders where required and are signed and dated by all parties.

Quarterly

(Mar, Jun, Sep, Dec)

All parties sign 100% of event management plans.

100% All Event Risk management plans have been completed and signed by relevant parties.

4 Workplace Inspections are completed quarterly at the Surfers Paradise Alliance office

Quarterly


100% of inspections are completed each quarter.

100% February 2019 inspection complete.

5 Corrective actions listed in the Corrective Action Register are closed out on time.

Quarterly


80% 80% All items on the corrective action register are complete, with only 12% completed later than the due date.


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EVENTS WORKPLACE HEALTH & SAFETY KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018

Reportable incidents and accidents occurring 0 2

Documented risk assessments and hazard management completed on events conducted under the auspices of SPA Tier 1

10 5


6 4


All events 14

All incidents and accidents were reported, documented, investigated and corrective actions taken

as required. No serious injury was sustained during this period.

3.3 Beachfront Markets Workplace Health and Safety

BEACHFRONT MARKETS WORKPLACE HEALTH & SAFETY KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018

Reportable incidents and accidents occurring 0 1

Quarterly WH & S third party audits of the Beachfront Markets 4 2

All incidents and accidents were reported, documented, investigated and corrective actions taken

as required. No serious injury was sustained during this period.


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3.4 Operations

OPERATIONS

KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018

Cleaning Audits Conducted 12 6

The general standard of cleaning is acceptable throughout the precinct with any issues of

concern being referred to CoGC officers..

3.5 Human Resources

HUMAN RESOURCES

KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018 Permanent Staff Hours FTE’s 16 17 Volunteer Hours N/A 1159 Staff WH&S incidents/accidents 0 0 Days lost sick leave < 2% FTE days 1.9% Days lost sick leave-FTE Days 76 43

3.6 Trader Liaison

TRADER ENGAGEMENT KPI 2018/19 Budget/Target 1st July 2018 to 31st Dec 2018

Trader Surveys conducted Within 5 days of

completion of all Tier 1 and Tier 2 events

6

Trader Induction Kits Distributed All new traders identified 13

Trader Meetings/Engagement 80 per month 589

Trader Forums conducted 2 0

Trader Education Workshops conducted 2 0


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4.0 Organizational Chart

The approved permanent staff establishment as of the 1 March 2019 is 16.6 FTE’s as per the organizational chart below:


56 Adopted Report

5.0 Moving Forward in 2019 Importantly, we will continue to ensure that planning and production of events deliver

economic value and social cultural return, contributing to the overall liveability index

within the Gold Coast Local Government Area.

As the Alliances transitions during 2019/20 to create Major Events Gold Coast the

management and staff at Surfers Paradise Alliance will continue to support all transition

planning and operational initiatives in order to ensure the success of the new organisation

and the ongoing legacy of successful event outcomes.

The Surfers Paradise Alliance is committed to delivering a world-class tourism

entertainment precinct renowned for its entertainment offering and a benchmark for

best-practice management and governance.


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6.0 Attachment 1 - Corporate Governance and Financial Management Report for the half year ending 31st December 2018

TRACKS-#25580874-v5-CONTROLLED_EN


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SURFERS PARADISE ALLIANCE LIMITED

CONTROLLED ENTITY BI-ANNUAL PERFORMANCE REPORT

FOR THE HALF YEAR ENDED 31st DECEMBER 2018

CONTENTS

SECTION PAGE

CORPORATE GOVERNANCE 1 2

ACTIVITY SUMMARIES & KPI'S 2 3

FINANCIAL MANAGEMENT 3 4

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 CONTENTS


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SECTION 1 - CORPORATE GOVERNANCE

1.1 VISION

1.2 MISSION

1.3 MEMBERSHIP OF BOARDName of Director Organisation Date AppointedLaura Younger (Chair) Australian Timeshare and Holiday Ownership Council 16th December 2008

Paul Callander Ardent Leisure Theme Parks 13th October 2014

Gary Baildon Council of the City of Gold Coast 13th April 2016 - 14th August 2018

Lex Bell

Retired Solicitor and former Councillor of the Council of the City of Gold

Coast 10th August 2016

Leschen Smaller Element Business and Accounting Solutions, FCPA, CA 10th August 2012

Tania Cowey McDonald's Licensee Surfers Paradise and Broadbeach 28th September 2015

Michael Coe Mantra Group/Accor Hotels 2nd February 2018

1.4 BOARD COMPETENCYNumber of Board meetings held during the reporting period

The Board has a process in place at meetings to manage conflicts of interest including those relating to

the CEO and/or staff

The Board has a process in place to monitor compliance with the Director Code of Conduct

The attendance of directors at Board meetings is monitored and no directors have breached the

meeting attendance requirements of the Constitution

The Board last reviewed the CEO's performance on

The Board is due to conduct the next review of the CEO's performance on

The Company has a current strategic plan

This plan has been endorsed by Council

Where the Company does not have such a plan, the Board is arranging for one to be developed by

The Company has an annual business plan

If not, the Board is arranging for such plan to be developed and endorsed by

The Board has established an Audit/Risk Committee

This Committee last met on

This Committee is due to next meet on

The Board has ensured that documented internal controls are in place

The Board has ensured that a policy manual has been compiled that contains policies relating to risk

management, workplace health & safety, people management and procurement (as a minimum)

The Board is due to review these policies on

The Board has ensured that a risk register has been compiled (comprising both business and workplace

health & safety risks)

The Board last reviewed this register on

The next review of this register is scheduled for

The Board has ensured an employee performance management system is in place

The Board has implemented an appropriate board performance review process

The next review is due to take place on

The Board acknowledges that it needs to periodically review the effectiveness of the Company's corporate

governance framework. The next review is due to be conducted on

The Board has provided Council with a copy of any observation or similar reports issued to the Company

by the Qld Audit Office (or its nominated contractor) - for onforwarding to Council's Audit Committee

for consideration

1.5 STAFF DETAILSNumber of FTE positions employed by the entity as at end of reporting period

Amount of annual budget amount allocated to these positions

Percentage of annual budget allocated to these positions

June 2019

Yes

16.4

$1,279,945

27.00%

21-February-2019

Monthly

Yes

Yes

Monthly

March 2019

Yes

Yes

March 2019

Yes

N/A

Yes

N/A

Yes

18-December-2018

Yes

September 2018

August 2019

Yes

Yes

Surfers Paradise is the heart of the Gold Coast and an international tourist destination where people come to visit and live, to discover a relaxed

BUILDING THE FUTURE TODAY

6

Yes

Yes

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 1 CORP GOV


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SECTION 2 - ACTIVITY SUMMARIES AND KPI's

2.1 SUMMARY OF KEY PROJECTS & ACTIVITIES UNDERTAKENDURING REVIEW PERIOD

See attached executive report.

2.2 SUMMARY OF KEY PROJECTS & ACTIVITIES PLANNED FORNEXT REVIEW PERIOD

See attached executive report.

2.3 STRATEGIC & OPERATIONAL KPI'sSee attached executive report.

2.4 SPECIFIC ISSUES FOR COUNCIL'S CONSIDERATIONSee attached executive report.

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 2 ACTIVITIES & KPI'S


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SECTION 3 - FINANCIAL MANAGEMENT

3.1 OVERVIEW FOR THE HALF YEAR ENDED 31st DECEMBER 2018

CoGC FundingSpecial Levy $1,713,455

Other Funding $25,000

Administration $38,759

Events $14,112

Marketing $53,379

Markets $428,550

Sponsorship $103,313

The surplus for the Half Year ending 31 December 2018 amounted to $177,811.

The budgeted surplus for the Full Year ending 30 June 2019 was $24,134.

No significant variance in the actual results versus budget.

The cash position remains strong and the cash flow forecasts consistently reflect that the organisation is in a

solid cash position and can pay liabilities as and when they fall due.

The Surfers Paradise Alliance fully acquitted funds provided by the City of Gold Coast and self-sourced during the period in

the delivery of planned activities:

All ratios are within acceptable limits reflecting the financial position to be strong and positioned to deliver on plans and

strategies into the future.

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3 FINANCIAL MANAGEMENT


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3.2 STATEMENT OF COMPREHENSIVE INCOME


Yr 2 Yr 3Actual Budget Actual Budget Actual Budget Var Budget Budget

REVENUE

Special Levy $856,727 $856,727 $856,728 $856,728 $1,713,455 $1,713,455 $0 3,512,583

Other Funding $25,000 $25,000 $0 $0 $25,000 $25,000 $0 60,000

Administration $9,763 $10,109 $28,996 $5,345 $38,759 $15,454 $23,305 27,807

Events $6,436 $3,500 $7,676 $0 $14,112 $3,500 $10,612 19,750

Marketing $51,799 $49,130 $1,580 $1,950 $53,379 $51,080 $2,299 65,000

Markets $226,983 $233,043 $201,567 $229,663 $428,550 $462,706 -$34,156 968,784

Sponsorship $42,313 $45,500 $61,000 $68,500 $103,313 $114,000 -$10,687 255,000

TOTAL REVENUE $1,219,021 $1,223,009 $1,157,547 $1,162,186 $2,376,568 $2,385,195 -$8,627 $4,908,924 $0

EXPENSES

Events $577,402 $564,964 $514,390 $532,766 $1,091,792 $1,097,730 -$5,938 2,580,217

Marketing $85,000 $84,458 $85,650 $86,759 $170,650 $171,217 -$567 365,813

Markets Operations $71,009 $66,947 $76,112 $72,104 $147,121 $139,051 $8,070 280,917

Sponsorship $3,534 $3,400 $857 $3,000 $4,391 $6,400 -$2,009 12,000

Trader Liaison $2,769 2,825 $1,381 $4,125 $4,150 $6,950 -$2,800 15,600

Administration $45,558 $41,874 $51,037 $55,972 $96,595 $97,846 -$1,251 196,629

Salary Costs Event Program $322,102 $308,917 $314,699 $314,330 $636,801 $623,247 $13,554 1,341,117

Office Rent and Parking paid to CoGC $22,198 $21,627 $25,059 $21,627 $47,257 $43,254 $4,003 92,009

TOTAL EXPENSES $1,129,572 $1,095,012 $1,069,185 $1,090,683 $2,198,757 $2,185,695 $13,062 $4,884,302 $0

NET PROFIT/(LOSS) BEFORE INCOME TAX $89,449 $127,997 $88,362 $71,503 $177,811 $199,500 -$21,689 $24,622 $0

INCOME TAX EXPENSES $0 $0 $0 $0 $0 $0 $0 0 0

NET PROFIT/(LOSS) AFTER INCOME TAX $89,449 $127,997 $88,362 $71,503 $177,811 $199,500 -$21,689 $24,622 $0

CURRENT YEAR (Year 1) FORECAST

Beyond our

wind up

date of

30/06/2020

hence

budget not

done

Beyond our

wind up

date of

30/06/2020

hence

budget not

done

YTDQTR 1 QTR2

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3.2 STATEMENT COMP INCOME


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3.3 STATEMENT OF FINANCIAL POSITION

AS AT 31st December 2018

Current reportingperiod

Same period lastyear

Dec-18 Dec-17$ $

CURRENT ASSETSCash and cash equivalents $955,227 $959,863

Receivables $62,181 $42,493

Inventories $5,067 $1,774

Prepayments $125,078 $174,801

$1,147,553 $1,178,931

NON-CURRENT ASSETSProperty, plant and equipment $191,639 $210,666

TOTAL ASSETS $1,339,192 $1,389,597

CURRENT LIABILITIESPayables $220,000 $232,252

Unearned revenue $71,150 $76,532

Employee benefits $75,697 $62,517

Other Current Liabilities $279,506 $321,843

$646,353 $693,144

NON-CURRENT LIABILITIESEmployee benefits $31,905 $17,637

$31,905 $17,637

TOTAL LIABILITIES $678,258 $710,781

NET ASSETS $660,934 $678,816

EQUITYRetained earnings - opening $483,123 $457,682

Retained earnings - current year $177,811 $221,134

TOTAL EQUITY $660,934 $678,816

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3.3 STATEMENT FIN POSITION


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3.4 CASH FLOW STATEMENT AND FORECAST

FOR THE YEAR ENDED 31th DECEMBER 2018

Year 2 Year 3Actual Budget Actual Budget Actual Budget Var Budget Budget

OPENING CASH $566,525 $739,039 $1,787,614 $801,453 $566,525 $739,039 -$172,514 $556,285 $658,721

ADD OPERATING RECEIPTSCorporate Revenue $1,898,290 $980,009 $32,538 $947,745 $1,930,828 $1,927,754 $3,074 $3,957,648

Event Revenue $6,365 $3,850 $9,159 $0 $15,524 $3,850 $11,674 $21,725

Marketing Revenue $25,879 $54,043 $1,737 $2,145 $27,616 $56,188 -$28,572 $71,500

Sponsorship $9,350 $47,550 $90,860 $67,850 $100,210 $115,400 -$15,190 $245,500

Beachfront Markets $251,479 $256,347 $229,805 $252,630 $481,284 $508,977 -$27,693 $1,065,663

ADD CAPITAL RECEIPTSProceeds on disposals $0 $0 $0 $0 $0 $0 $0 $0

TOTAL RECEIPTS $2,191,363 $1,341,799 $364,099 $1,270,370 $2,555,462 $2,612,169 -$71,455 $5,362,036 $0

LESS OPERATING PAYMENTSPayments to Staff & Superannuation $276,863 $243,655 $327,291 $284,264 $604,154 $527,919 $76,235 $1,189,550

ATO (GST, PAYG, FBT,Payroll Tax) $17,796 $111,799 $173,408 $165,248 $191,204 $277,047 -$85,843 $517,960

Payments to Suppliers $675,615 $917,931 $695,787 $815,305 $1,371,402 $1,733,236 -$361,834 $3,774,725

LESS CAPITAL PAYMENTSPlant and equipment purchases $0 $6,000 $0 $2,000 $0 $8,000 -$8,000 $6,000

TOTAL PAYMENTS $970,274 $1,279,385 $1,196,486 $1,266,817 $2,166,760 $2,546,202 -$379,442 $5,488,235 $0

CLOSING CASH (must equal cash per balance sheet) $1,787,614 $801,453 $955,227 $805,006 $955,227 $805,006 $150,221 $430,086

Beyond our

wind up date

of

30/06/2020

hence

budget not

done

CURRENT YEAR (Year 1) FORECAST

QTR 1 QTR2 YTD

Beyond our

wind up date

of

30/06/2020

hence

budget not

done

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3.4 CASH FLOW


65 Adopted Report

8 of 9

3.5 MAJOR VARIANCES ANALYSIS


CategoryYTD

Actual$

YTDBudget

$

Variance$

Variance% Analysis (provide commentary when variance greater than 10% or $10,000)

REVENUE

Administration $38,759 $15,454 $23,305 151%Revenue for pedestrian tracking was not budgeted

Events $14,112 $3,500 $10,612 303% Income from Surfers Paradise Fest-Evil for Ticket sales was not budgeted

Markets $428,550 $462,706 -$34,156 -7%

Weather related impacts on Market operations and cancellations. Expect to make up

shortfall by 30 June 2019.

Sponsorship $103,313 $114,000 -$10,687 -9% Targets reviewed and on track for full year

TOTAL REVENUE $2,376,568 $2,385,195 -$8,627 -0.36%

EXPENSESSponsorship $4,391 $6,400 -$2,009 -31% Reduced expenditure

Trader Liaison $4,150 $6,950 -$2,800 -40% Reduction in trader meeting costs and trader activations.

Salary Costs Event Program $636,801 $623,247 $13,554 2% Fringe benefit tax short budgeted

TOTAL EXPENSES $2,198,757 $2,185,695 $13,062 1%

NET PROFIT/(LOSS) AFTER INCOME TAX $177,811 $199,500 -$21,689 -11%


TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3.5 VARIANCES


66 Adopted Report

9 of 9

3.6 RATIO ANALYSIS


Ratio Notes Currentreportingdate ratio

Comments

Current ratio

(current assets/current liabilities)

A measure of short-term liquidity, the current ratio

measures an organisation's ability to repay its short-

term debt (due in the coming 12 months) by using

short-term assets. Ideal current ratio is at least 2:1.

1.78Acceptable level of liquidity to meet liabilities as they

become due.

Debt ratio

(total liabilities/total assets)

Measures percentage of assets provided by creditors

and extent of using gearing. The lower the ratio, the

greater the asset protection to creditors.

0.51 Acceptable level of gearing to protect creditors.

Profit margin

(operating profit/net sales)Measures net profitability of an organisation 7.48%

Not for profit organisation hence it is not required to have

a high profitability ratio.

TRACKS-#25580874-v5-CONTROLLED_ENTITY_BI-ANNUAL_PERFORMANCE_REPORT_Mar2019 3.6 RATIOS


67 Adopted Report


ITEM 4 OFFICE OF THE CHIEF EXECUTIVE OFFICER AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT To present to Council the Audit Committee’s recommendations arising from its general meeting held on 25 February 2019. 4 PREVIOUS RESOLUTIONS ETG19.0207.003 (in part)

“That Council adopt the recommendations of the Audit Committee determined at its meeting held on 26 November 2018 as follows:”

5 DISCUSSION The Audit Committee (AC) met on 25 February 2019 to review and discuss a range of reports in line with the Audit Committee Charter.

The following reports/updates were provided by executive officers for review and consideration by committee members:

Quarterly update on major organisational activities and challenges by the Chief Executive Officer, covering: major events, major projects, sale of Bruce Bishop Carpark/Transit Centre, value for money agenda, Commonwealth Games legacy issues, light rail Stage 3, strategic risks/opportunities, democratic governance including boundary review and local government legislative reform agenda;

Controlled entity transitional arrangements briefing by the Manager, Office of the Chief Executive Officer;

Fraud and corruption control report by the Executive Coordinator Integrity and Ethical Standards;

Pathway to SAP financial reconciliation update provided senior officers from Revenue Services;

Active infrastructure charges progress update discussed with officers from Economy, Planning and Environment directorate;

Financial management update by the Manager Corporate Finance and senior officers, in particular the shell financial statements and preparation timeline, major site improvements update and the proposed amendments to the Non-Current Asset Accounting Policy;

Legal and insurance matters update provided by the City Solicitor; and Quarterly internal audit progress report by the Executive Coordinator Internal Audit

and Manager Corporate Assurance.

The meeting was also attended (in part) by representatives from the Queensland Audit Office (QAO) who discussed the matters noted in the QAO briefing paper – 11 February 2019 including:


ITEM 4 (Continued) AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2) 2019 external audit status update, agreed milestones and deliverables; performance audit and other matters update; prior year audit issues status, QAO reports to parliament summary; and 2019 final External Audit Plan.

The committee's specific recommendations resulting from their consideration of the above matters are included in the recommendations section of this report for resolution by Council. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN The Audit Committee supports achievement of the following Corporate Plan 2020 outcomes:

We Manage the City Responsibly.

Our stewardship of the city provides value for money for ratepayers.

Program: Manage the short and long-term financial sustainability of the city through prudent financial management and ensuring value for money.

Program: Managing risk exposure faced by the City of Gold Coast, including ensuring a safe working environment and that “Work Health and Safety is everyone’s business”.

7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Funding for the operation of Council's Audit Committee was approved within

Responsibility Centre CE8120 – Corporate Assurance, Budget Centre CE8120O008 - Audit Committee.

Costs for Capital Works and Service Proposals

Not Applicable.

In accordance with the budget review guidelines the following circumstances require referral to the Special Budget Committee

Not Applicable.

People and Culture Not Applicable.

8 RISK MANAGEMENT Council's audit committee promotes good corporate governance through the provision of independent assurance, oversight and advice to Council and the Chief Executive Officer on matters relating to risk management, internal control, governance, compliance, audit and financial reporting. 9 STATUTORY MATTERS Local Government Act 2009 Local Government Regulation 2012


ITEM 4 (Continued) AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2) 10 COUNCIL POLICIES Audit Committee Policy and Charter Internal Audit Policy and Charter 11 DELEGATIONS Not applicable 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted


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

Bill Turner Audit Committee Chair

External Independent Member

Yes – recommendations only

Dale Dickson CEO Yes 13 STAKEHOLDER IMPACTS Directors and Council officers may need to respond to information requests from the Audit Committee as a result of this meeting. 14 TIMING This report is being provided to the next available Council meeting following the Audit Committee meeting as required by legislation. 15 CONCLUSION This written report of the deliberations and recommendations of the Audit Committee from its meeting of 25 February 2019 is provided to Council in accordance with section 211(1)(c) of the Local Government Regulation 2012 for adoption. As evidenced by the specific recommendations contained in this report, committee members have reviewed and considered a wide range of reports and engaged in robust discussions with Council management, internal auditors and external auditors, across a range of matters. The detailed recommendations of the committee are included in this report for the consideration of Council, and incorporate specific recommendations on matters where the Audit Committee members felt Council may appreciate additional comment.


ITEM 4 (Continued) AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2) 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council adopt the recommendations of the Audit Committee determined at its

meeting held on 25 February 2019 Regular Meeting as follows:

AC19.0225.001 –Member Declarations and Other Position Disclosures a The Audit Committee confirms the completeness and accuracy of the Register of

Other Positions held by Independent External Audit Committee members subject to the addition of the further position advised by Mrs Kerry Phillips.

AC19.0225.002 - Minutes of Previous Audit Committee Meeting b The Audit Committee notes that the recommendations of its meeting held on 26

November 2019 were reported to the Events, Tourism and Governance Committee meeting on 7 February 2019 and subsequent Council Meeting on 14 February 2019.

AC19.0225.003 – Audit Committee Action Requests Register Update c The Audit Committee notes the update on action requests arising from prior

committee meetings. AC19.0225.004 – CEO Current and Emerging Issues Update d The Audit Committee notes the update from the CEO, covering:

i Major Events ii Major projects/issues including the Coomera Civic Hub and Sale of the

Transit Centre iii Value for Money Agenda iv Commonwealth Games legacy issues v Light Rail Stage 3 vi Strategic risks/opportunities vii Democratic governance including boundary review and legislative changes.

AC19.0225.005 – Controlled Entity Transitional Arrangements Briefing e The Audit Committee notes the content of the report on controlled entity

transitional arrangements and progress made with regards to the implementation of Council’s Decision of 27 November 2018 (G18.1127.03).

f That the Audit Committee seeks completion of a Policy on Controlled Entities prior to the end of the financial year to address QAO requirements

g That the Audit Committee receive a detailed progress report on the Controlled Entity transitional arrangements at its May meeting including the matter of accountability for completion of the annual financial statements for those entities terminating as at 30/6/2020.

AC19.0225.006 - Fraud and Corruption Control Update h The Audit Committee notes the Fraud and Corruption Control Update Report

presented by the Executive Coordinator Integrity and Ethical Standards.


ITEM 4 (Continued) AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2)

AC19.0225.007 – Pathway-SAP Financial Reconciliation Update i The Audit Committee notes:

i the latest update provided for the Life to Date (07th January 2019) and the End of Month (31st December 2018) Rates and Infringement Debtor and Overpayment Control account reconciliations between Pathway and the SAP General Ledger.

ii that further advice will be provided to the Audit Committee out of session relating to Infor’s response concerning system changes to address identified issues.

AC19.0225.008 - Active Infrastructure Charges Update j The Audit Committee notes:

i the progress update on actions relating to active Infrastructure Charges. ii that Economy, Planning and Environment will provide further advice and

continue to analyse the current status of items identified in the various categories of active infrastructure charges.

AC19.0225.009 - Parking Meter Revenue Reconciliations k The Audit Committee notes the update from the Manager Transport and Traffic

on Parking Meter Revenue Reconciliations including proposed improvement actions.

AC19.0225.010 - Legal and Insurance Matters Update l The Audit Committee notes the update from the City Solicitor in relation to legal

and insurance related matters.

AC19.0225.011 – Internal Audit Report m The Audit Committee notes the Internal Audit Update Report presented by the

Executive Coordinator Internal Audit and Manager Corporate Assurance.

AC19.0225.012 - Final Internal Audit Reports n The Audit Committee notes the provision of Internal Audit Executive Summary

Reports covering: i Infringements – LGP Post implementation ii Commonwealth Games Wrap-up review post games iii HOTA Systems Implementation project health check.

AC19.0225.013 - Other Assurance Activities – Internal and External o The Audit Committee notes the update on other internal and external assurance

activities being monitored by the Corporate Assurance Branch provided by the Manager Corporate Assurance.

AC19.0225.014– External Audit Update p The Audit Committee notes the update from the Queensland Audit Office on

external audit related matters incorporating: i QAO briefing paper – 11 February 2019 ii 2019 agreed milestones and deliverables iii 2019 audit status update iv Performance audit and other matters update v Prior year audit issues status vi QAO reports to parliament summary vii 2019 final External Audit Plan



AC19.0225.015 – Financial Management Update q The Audit Committee notes the Quarterly Financial Management update from the

Manager Corporate Finance.

AC19.0225.016 – 2018-19 Shell Financial Statements r The Audit Committee notes the 2018-19 shell financial statements as presented

and endorsed them being made available to the QAO subject to amendments suggested by Committee Members.

AC19.0225.017 – Financial Statements Preparation Timeline s The Audit Committee notes the 2018-19 financial statement key milestones

including the minor amendment requested by the Manager Corporate Planning in relation to timing of the QAO review of the Annual Report.

AC19.0225.018 – 2018-19 Major Site Improvements Progress Update t The Audit Committee notes the Progress Update on the 2018-19 Major Site

Improvements Revaluation.

AC19.0225.019 – Non Current Asset Accounting Policy Amendments u The Audit Committee notes the amendments to Council’s Non Current Asset

Accounting Policy per the attached draft, in order for publication on Council’s Policy Register to be requested and subsequently actioned.

AC19.0225.020 – Audit Committee 2019 Meeting Dates and Forward Schedule v The Audit Committee notes the proposed change to the annual planning

workshop scheduled for 17 May 2019 which will now be run as a combined meeting and planning workshop.

w That the Audit Committee notes the proposed Audit Committee meeting dates for the remainder of calendar year 2019.

x That the Audit Committee notes the Audit Committee Forward Schedule of standing and specifically requested reports expected at future meetings including those items suggested for inclusion at this meeting.

AC19.0225.021 – Supplementary Information y The Audit Committee notes the supplementary information supplied relating to

the 25 February 2019 meeting.

Author: Authorised by: Grant Mather Dale Dickson Manager Corporate Assurance Chief Executive Officer 11 March 2019 #72907261


ITEM 4 (Continued) AUDIT COMMITTEE MEETING – 25 FEBRUARY 2019 LG115/1190/02/19/CF(P2) COMMITTEE RECOMMENDATION ETG19.0321.004 moved Cr Taylor seconded Cr PC Young 1 That Council adopt the recommendations of the Audit Committee determined at

its meeting held on 25 February 2019 Regular Meeting as follows: AC19.0225.001 –Member Declarations and Other Position Disclosures a The Audit Committee confirms the completeness and accuracy of the Register of

Other Positions held by Independent External Audit Committee members subject to the addition of the further position advised by Mrs Kerry Phillips.

AC19.0225.002 - Minutes of Previous Audit Committee Meeting b The Audit Committee notes that the recommendations of its meeting held on 26

November 2019 were reported to the Events, Tourism and Governance Committee meeting on 7 February 2019 and subsequent Council Meeting on 14 February 2019.

AC19.0225.003 – Audit Committee Action Requests Register Update c The Audit Committee notes the update on action requests arising from prior

committee meetings. AC19.0225.004 – CEO Current and Emerging Issues Update d The Audit Committee notes the update from the CEO, covering:

i Major Events ii Major projects/issues including the Coomera Civic Hub and Sale of the

Transit Centre iii Value for Money Agenda iv Commonwealth Games legacy issues v Light Rail Stage 3 vi Strategic risks/opportunities vii Democratic governance including boundary review and legislative changes.

AC19.0225.005 – Controlled Entity Transitional Arrangements Briefing e The Audit Committee notes the content of the report on controlled entity

transitional arrangements and progress made with regards to the implementation of Council’s Decision of 27 November 2018 (G18.1127.03).

f That the Audit Committee seeks completion of a Policy on Controlled Entities prior to the end of the financial year to address QAO requirements

g That the Audit Committee receive a detailed progress report on the Controlled Entity transitional arrangements at its May meeting including the matter of accountability for completion of the annual financial statements for those entities terminating as at 30/6/2020.

AC19.0225.006 - Fraud and Corruption Control Update h The Audit Committee notes the Fraud and Corruption Control Update Report

presented by the Executive Coordinator Integrity and Ethical Standards.



AC19.0225.007 – Pathway-SAP Financial Reconciliation Update i The Audit Committee notes:

i the latest update provided for the Life to Date (07th January 2019) and the End of Month (31st December 2018) Rates and Infringement Debtor and Overpayment Control account reconciliations between Pathway and the SAP General Ledger.

ii that further advice will be provided to the Audit Committee out of session relating to Infor’s response concerning system changes to address identified issues.

AC19.0225.008 - Active Infrastructure Charges Update j The Audit Committee notes:

i the progress update on actions relating to active Infrastructure Charges. ii that Economy, Planning and Environment will provide further advice and

continue to analyse the current status of items identified in the various categories of active infrastructure charges.

AC19.0225.009 - Parking Meter Revenue Reconciliations k The Audit Committee notes the update from the Manager Transport and Traffic

on Parking Meter Revenue Reconciliations including proposed improvement actions.

AC19.0225.010 - Legal and Insurance Matters Update l The Audit Committee notes the update from the City Solicitor in relation to legal

and insurance related matters.

AC19.0225.011 – Internal Audit Report m The Audit Committee notes the Internal Audit Update Report presented by the

Executive Coordinator Internal Audit and Manager Corporate Assurance.

AC19.0225.012 - Final Internal Audit Reports n The Audit Committee notes the provision of Internal Audit Executive Summary

Reports covering: i Infringements – LGP Post implementation ii Commonwealth Games Wrap-up review post games iii HOTA Systems Implementation project health check.

AC19.0225.013 - Other Assurance Activities – Internal and External o The Audit Committee notes the update on other internal and external assurance

activities being monitored by the Corporate Assurance Branch provided by the Manager Corporate Assurance.

AC19.0225.014– External Audit Update p The Audit Committee notes the update from the Queensland Audit Office on

external audit related matters incorporating: i QAO briefing paper – 11 February 2019 ii 2019 agreed milestones and deliverables iii 2019 audit status update iv Performance audit and other matters update v Prior year audit issues status vi QAO reports to parliament summary vii 2019 final External Audit Plan



AC19.0225.015 – Financial Management Update q The Audit Committee notes the Quarterly Financial Management update from the

Manager Corporate Finance.

AC19.0225.016 – 2018-19 Shell Financial Statements r The Audit Committee notes the 2018-19 shell financial statements as presented

and endorsed them being made available to the QAO subject to amendments suggested by Committee Members.

AC19.0225.017 – Financial Statements Preparation Timeline s The Audit Committee notes the 2018-19 financial statement key milestones

including the minor amendment requested by the Manager Corporate Planning in relation to timing of the QAO review of the Annual Report.

AC19.0225.018 – 2018-19 Major Site Improvements Progress Update t The Audit Committee notes the Progress Update on the 2018-19 Major Site

Improvements Revaluation.

AC19.0225.019 – Non Current Asset Accounting Policy Amendments u The Audit Committee notes the amendments to Council’s Non Current Asset

Accounting Policy per the attached draft, in order for publication on Council’s Policy Register to be requested and subsequently actioned.

AC19.0225.020 – Audit Committee 2019 Meeting Dates and Forward Schedule v The Audit Committee notes the proposed change to the annual planning

workshop scheduled for 17 May 2019 which will now be run as a combined meeting and planning workshop.

w That the Audit Committee notes the proposed Audit Committee meeting dates for the remainder of calendar year 2019.

x That the Audit Committee notes the Audit Committee Forward Schedule of standing and specifically requested reports expected at future meetings including those items suggested for inclusion at this meeting.

AC19.0225.021 – Supplementary Information y The Audit Committee notes the supplementary information supplied relating to

the 25 February 2019 meeting.

CARRIED


ITEM 5 OFFICE OF THE CHIEF EXECUTIVE OFFICER 2018-19 MAYORAL AND DIVISIONAL DONATIONS (ROUND ONE AND TWO) FN251/275/01/04/LD(P1) Refer 23 Page Attachment 1 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not applicable. 3 PURPOSE OF REPORT This report presents approved round one and two allocated divisional donations to Council under the Community Grants Policy. 4 PREVIOUS RESOLUTIONS Not applicable 5 DISCUSSION Applications for round one of divisional donations under the Community Grants Policy were advertised Monday 6 August 2018 and all applications were received by Friday 7 September 2018. All Divisions participated in round one. Applications for round two of divisional donations under the Community Grants Policy were advertised Monday 14 January 2019 and all applications were received by Thursday 7 February 2019. Division 3 conducted two rounds. It should be noted that the final decision for approving divisional donations is made by the Executive Coordinator – Council & Councillor Support in consultation with the Divisional Councillor. The final decision for approving the Mayoral donations is made by The Chief of Staff to Mayor in consultation with the Mayor. These priorities are approved based on the community organisation demonstrating that the assistance will make a positive and ongoing contribution to the public interest of the Gold Coast community, specifically with a divisional or local focus. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN The Community Grants Program supports the delivery of Gold Coast 2020 in several key focus areas as follows: Part A We plan for the future of the city; we make good choices that create a better

future for the Gold Coast community.

Part B We manage the city responsibly; our stewardship of the city provides value for money for ratepayers.


ITEM 5 (Continued) 2018-19 MAYORAL AND DIVISIONAL DONATIONS (ROUND ONE AND TWO) FN251/275/01/04/LD(P1) 7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Sufficient funds exist in all divisional budgets to meet the allocation of donations made to the community organisation. 8 RISK MANAGEMENT Not applicable 9 STATUTORY MATTERS Local Government Act 2009

Underpinning principles Section 109-discretionary funds

Local Government Regulation 2012

Section 194 – requirements for making grants Section 195 – requirement to have a Community Grants Policy Section 202 – requirements for discretionary funds

109 Councillor’s discretionary funds (1) A councillor must ensure that the councillor’s discretionary funds are used in accordance with the requirements prescribed under a regulation. (2) Discretionary funds are funds in the local government’s operating fund that are—

(a) Budgeted for community purposes; and (b) Allocated by a councillor at the councillor’s discretion.

10 COUNCIL POLICIES Community Grants Policy – Attachment A – Procedure for Mayoral and Divisional Donations Divisional Program Policy Council Leasing Policy Rate Donation, Infrastructure Charges and Development Application Fee Discount Policy Procurement Policy and Standards 11 DELEGATIONS The delegation applicable to the approval of divisional donations as detailed in this report is delegation DEO1802.


ITEM 5 (Continued) 2018-19 MAYORAL AND DIVISIONAL DONATIONS (ROUND ONE AND TWO) FN251/275/01/04/LD(P1) 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Councillors, Councillor PAs Council & Councillor Support Office of the Mayor

Yes

13 STAKEHOLDER IMPACTS Not applicable 14 TIMING Not applicable 15 CONCLUSION The above information is provided for the information of Council. All donations were considered and approved in accordance with Council’s Community Grants Policy. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the 2018-19 divisional donations approved under delegated authority (Community Grants Policy) as listed in the attachment to the report be noted. Author: Authorised by: Sandy Pittis Dale Dickson Branch Support Administrator Council & Councillor Support

Chief Executive Officer Office of the CEO

4 March 2019 TRACKS REF: 72928440 COMMITTEE RECOMMENDATION ETG19.0321.005 moved Cr Owen-Jones seconded Cr PC Young That the 2018-19 divisional donations approved under delegated authority (Community Grants Policy) as listed in the attachment to the report be noted.

CARRIED


ITEM 5 (Continued) 2018-19 MAYORAL AND DIVISIONAL DONATIONS (ROUND ONE AND TWO) FN251/275/01/04/LD(P1)

Funded Community Divisional Donations Round One & Two 2018 - 2018

Division Organisation Description of Donation Amount Donated $

Mayor The Japanese Society of Gold Coast Japan & Friends Day - Annual Community Event $1,000.00

Mayor Military Brotherhood Military Motorcycle Club - Gold Coast Sub Branch

Purchase of Equipment $1,000.00

Mayor Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $1,000.00 Mayor Gold Coast Recreation & Sport Inc Purchase of equipment, Awards Ceremony, Support Program Costs, $2,000.00 Mayor Girl Guides Queensland Labrador District Purchase of equipment - air conditioning unit $4,000.00 Mayor Headway ABI Australia Ltd. Support Program/Function Costs $2,000.00 Mayor Helensvale Cricket Club Inc Purchase of Equipment $500.00 Mayor Gold Coast Sailing Club Limited Purchase of Equipment $1,000.00 Mayor Transformations Program Australia Ltd Support Program/Function Costs $1,000.00 Mayor Springbrook Mens Shed INC. Purchase of Equipment $4,000.00 Mayor Pacific Arts & Cultural Heritage Inc Purchase of Equipment $2,000.00 Mayor Gold Coast City Choir Inc. Support Program/Function Costs $2,500.00 Mayor Gold Coast District Neighbourhood

Watch Committee Purchase of Promotional Material $2,000.00

Mayor At The Ark Inc. Learning Aids/Booklets $500.00 Mayor Gold Coast District Rugby Union Ltd Support Program/Function Costs $1,800.00 Mayor GRT Foundation Limited - GiveAbility Support Program/Function Costs $700.00 Mayor The d'Arcy Doyle Art Awards Ltd Operational/Maintenance Costs $1,500.00 Mayor Hear and Say - Centre for Deaf Children

Ltd Support Program/Function Costs $1,000.00

Mayor Aveo Robina Music Appreciation Group Support Program/Function Costs $500.00 1 Rotary Club of Coomera Valley Support Program/Function Costs $2,000.00 1 Coomera Anglican College Awards/Graduation/Ceremony Costs $1,000.00 1 Gold Coast Central and Gold Coast North

Crime Stoppers Volunteer Area Committees - auspiced under Crime Stoppers Qld

Purchase of equipment & promotional material $500.00

Attachment 1

771st Council Meeting 26 March 2019 81 Events Tourism And Governance Committee Meeting 21 March 2019 Adopted Report ITEM 5 (Continued) 2018-19 MAYORAL AND DIVISIONAL DONATIONS (ROUND ONE AND TWO) FN251/275/01/04/LD(P1)


1 Empower Golf Australia Support Program/Function Costs $2,000.00

1 Upper Coomera Neighbourhood Watch Coomera 13 - registered with QPS

Operational/Maintenance Costs $1,000.00

1 Gold Coast Community Legal Centre & Advice Bureau Inc

Administration Costs $500.00

1 North Gold Coast Sub Branch Inc RSL Support Program/Function Costs $1,000.00 1 Stone Creek Estate Neighbourhood

Watch Support Program/Function Costs $1,000.00

1 Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $1,000.00 1 Beenleigh Rural 4 Cedar Creek-

Wolffdene Neighbourhood Watch Purchase of Promotional Material $1,000.00

1 Gold Coast Sri Lankans Association Inc Support Program/Function Costs $1,000.00 1 Gold Coast North Chamber of Commerce

& Industry Inc Operational/Maintenance Costs $1,000.00

1 Coomera Anglican College Support Program/Function Costs $1,000.00 1 Saint Stephen's College Awards/Graduation/Ceremony Costs $1,000.00 1 Tara Brown Foundation Operational/Maintenance Costs $1,000.00 1 Currumbin Wildlife Hospital Foundation Purchase of Equipment $1,000.00 1 Upper Coomera State College Awards/Graduation/Ceremony Costs $1,000.00 1 Neighbourhood Watch Coomera 10 -

Registered with QPS Administration Costs $1,000.00

1 Mercury's Wings Theatre Company Administration Costs $1,000.00 1 Woongoolba Bowls Club Inc Purchase of equipment - shaded smoking area $1,000.00 1 Ormeau Progress Association

Incorporated Administration Costs $1,000.00

1 Coomera and District Soccer and Recreation Club


1 Jacobs Well and District Progress Association Inc.

Awards/Graduation/Ceremony Costs $1,000.00



1 Pimpama State School Awards/Graduation/Ceremony Costs $1,000.00 1 Toogoolawa Schools Limited Awards/Graduation/Ceremony Costs $500.00 1 Coomera Springs State School Awards/Graduation/Ceremony Costs $1,000.00 1 Friends with Dignity Limited Contractor fees to support program costs $1,000.00 1 Bethlehem Lutheran Church Woongoolba

- Lutheran Church of Australia Qld District

Purchase of Equipment $500.00

1 Ormeau/Pimpama War Memorial Association Incorporated


1 Highland Reserve State School Parents & Citizens Association

Awards/Graduation/Ceremony Costs $1,000.00

1 Albert School of Arts Inc. Operational/Maintenance Costs $1,000.00 1 Coomera Crushers Rugby Union Club Inc Operational/Maintenance Costs $1,000.00 1 Norfolk Village State School Awards/Graduation/Ceremony Costs $1,000.00

1 Alberton and District Progress Association Inc

Administration Costs $1,000.00

1 Pimpama Men's Shed, Inc. Learning Aids/Booklets $1,000.00 1 Coomera 16 Highland Reserve

Neighbourhood Watch - auspiced under Gold Coast District Neighbourhood Watch Committee


1 Livingstone Christian College Awards/Graduation/Ceremony Costs $1,000.00 1 Ormeau State School Parents and

Citizens Association Awards/Graduation/Ceremony Costs $1,000.00

1 Ormeau Woods State High School Support Program/Function Costs $1,000.00 1 The Uniting Church in Australia Property

Trust (Q.) represented by Wesley Mission Queensland

Support Program/Function Costs - Paradise Kids Program $1,000.00

1 Rivermount Education Limited Awards/Graduation/Ceremony Costs $1,000.00



1 Pimpama Island Sports Association Incorporated

Purchase of Promotional Material $1,000.00

1 Friends of LORDS School - auspiced under Lutheran Church of Australia


1 Australian Anti Ice Campaign Administration Costs $1,000.00

1 Juice Media Ltd Support Program/Function Costs $1,000.00 1 Moondarewa Inc. Administration Costs $500.00 2 Coomera Cubs Baseball Club Inc. Purchase of Equipment $2,000.00

2 Gold Coast Central and Gold Coast North Crime Stoppers Volunteer Area Committees


2 Helensvale Rugby Union Club Inc Purchase of Equipment $2,000.00

2 Helensvale Netball Club Inc Purchase of Equipment $2,000.00

2 North Gold Coast Sub Branch Inc RSL Provide a community commemorative service for the Centenary of WW1 Armistice Day

$1,000.00

2 Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $500.00



2 Coomera 17 Neighbourhood Watch - registered with QPS


2 Gold Coast North Chamber of Commerce & Industry Inc

Operational/Maintenance Costs $500.00

2 The Upper Coomera School of Arts Association Inc.


2 Southport Afternoon Stamp Club Inc. Administration Costs $500.00

2 Culturally And Linguistically Diverse Communities Action Group

Support Program/Function Costs $1,000.00

2 Helensvale Cricket Club Inc Purchase of Equipment $1,500.00



2 Mercury's Wings Theatre Company Purchase of Equipment $150.00 2 Helensvale Branch of Australian Red

Cross - auspiced under Australian Red Cross


2 Currumbin Wildlife Hospital Foundation Purchase of Equipment $1,000.00 2 Helensvale Hornets Junior Rugby

League Football Club Limited Maintenance Costs $1,800.00

2 Helensvale Swimming Club Inc. Administration Costs $1,500.00 2 Highland Reserve State School Parents

and Citizens Association Awards/Graduation/Ceremony Costs $1,000.00

2 Rotary Club of Coomera Valley Operational/Maintenance Costs $2,000.00 2 The Discovery Park Tennis Club Inc. Operational/Maintenance Costs $1,500.00 2 Northern Collegiate Australian Business

Week - auspiced under Helensvale State School


2 Lions Club of Helensvale Purchase of Equipment $2,000.00 2 Coomera 16 Highland Reserve

Neighbourhood Watch Operational/Maintenance Costs $500.00

2 Helensvale State School P&C Association


2 Oxenford Neighbourhood Watch Operational/Maintenance Costs $500.00 2 Sew Crazy Quilters Inc Purchase of Equipment $1,400.00

2 Japan Karate Do Hakuakai Australia Inc Purchase of Equipment $1,500.00 2 The Uniting Church in Australia Property



2 Gold Coast Catchment Association Purchase of Equipment $400.00 2 River Downs Neighbourhood Watch

(Coomera 5) Maintenance & Upgrade of equipment $1,500.00



3 - Round 1 Gold Coast Central and Gold Coast North Crime Stoppers Volunteer Area Committees - auspiced under Crime Stoppers Qld Ltd

Purchase of equipment, promotional material $200.00

3 – Round 1 Runaway Bay Lions Club Inc Purchase of Equipment $1,000.00 3 – Round 1 Coomera Conservation Group - auspiced

under Wildlife Qld Administration Costs $500.00

3 – Round 1 Runaway Bay Sport and Leadership Excellence Parents and Citizen Association


3 – Round 1 North Gold Coast Seahawks Basketball Inc.


3 – Round 1 Probus Club of Hollywell Combined Inc. Purchase of Equipment $1,039.00 3 – Round 1 Coombabah State School Awards/Graduation/Ceremony Costs $550.00 3 – Round 1 Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $200.00 3 – Round 1 Runaway Bay Baseball Club Operational/Maintenance Costs $2,000.00 3 – Round 1 Sailability Gold Coast Inc Purchase of Equipment $200.00 3 – Round 1 Allstars Netball Club - Gold Coast Inc. Purchase of Equipment $500.00 3 – Round 1 Coomera Rivers State School P&C Awards/Graduation/Ceremony Costs $1,000.00 3 – Round 1 Gold Coast North Chamber of Commerce

& Industry Inc Operational/Maintenance Costs $2,000.00

3 – Round 1 Rotary Runaway Bay Support Program/Function Costs $2,000.00 3 – Round 1 Paradise Point Sailing Club Inc Purchase of Equipment $1,550.00 3 – Round 1 Paradise Point & District Meals on

Wheels Inc Operational/Maintenance Costs $2,000.00

3 – Round 1 Southport Yacht Club Inc. Purchase of equipment - communal fire pit $1,000.00 3 – Round 1 Southport Yacht Club Inc. Purchase of Equipment - tackers boat $1,000.00 3 – Round 1 Coomera Waters Fishing Club Inc Purchase of Promotional Material $2,000.00 3 – Round 1 Gold Coast Gymnastics Club Purchase of Equipment $500.00



3 – Round 1 RSL of Australia(Qld Branch) Runaway Bay Sub Branch Inc.


3 – Round 1 Touch Football Coomera Operational/Maintenance Costs $1,750.00 3 – Round 1 Gold Coast Sailing Club Limited Operational/Maintenance Costs $200.00 3 – Round 1 Transformations Program Australia Ltd Support Program/Function Costs $200.00 3 – Round 1 New Beginnings registered as SAPH

Vision Quest Association Inc. - auspiced under SAPH Vision Quest Association Inc.


3 – Round 1 Coomera Crushers Rugby Union Club Inc Purchase of Equipment $1,000.00

3 – Round 1 Parkrun Inc (t/a parkrun Australia) Purchase of Equipment $1,399.00 3 – Round 1 Pimpama State Secondary College Support Program/Function Costs $1,000.00

3 – Round 1 Lions Club of Sanctuary Cove and Hope Island


3 – Round 1 Rotary Club of Hope Island Purchase of Equipment $1,000.00 3 – Round 1 The Uniting Church in Australia Property


Support Program/Function Costs - Hopewell Hospice’s Bereavement and Outreach Support Services

$200.00

3 – Round 1 The Uniting Church in Australia Property Trust (Q.) represented by Wesley Mission Queensland

Support Program/Function Costs - Paradise Kids' 7 week Grief and Loss Support Program

$200.00

3 – Round 1 Coomera Girl Guides, Queensland Purchase of Equipment $1,000.00 3 – Round 1 Moondarewa Inc Purchase of Equipment $200.00 3 – Round 1 Biggera Waters State School P&C

Association Purchase of Equipment $200.00

3 – Round 1 Amputees Support Group Administration Costs, Purchase of promotional material, Support program/function costs

$2,000.00

3 – Round 2 Starting Strong Inc Support Program/Function Costs $500.00



3 – Round 2 Runaway Bay Islands Neighbourhood Watch 3


3 – Round 2 Coomera Crushers Rugby Union Club Inc Purchase of Equipment $2,000.00

3 – Round 2 Runaway Bay Baseball Club Awards/Graduation/Ceremony Costs $2,000.00

3 – Round 2 Transformations Program Australia Ltd 50% subsidy to support Anger Management Program $200.00

3 – Round 2 Gold Coast Game Fish Club Inc Operational/Maintenance Costs $2,000.00 3 – Round 2 Lions Club of Sanctuary Cove Hope

Island Purchase of Equipment $1,000.00

3 – Round 2 Combined Probus Club of Paradise Point Inc.


3 – Round 2 Pimpama State Secondary College Support Program/Function Costs $1,000.00 3 – Round 2 Gold Coast Central Crime Stoppers

Volunteer Area Committee auspiced under Crime Stoppers Qld Ltd

Purchase of Promotional Material $500.00

3 – Round 2 Runaway Bay RSL Sub Branch Inc Support Program/Function Costs $1,500.00 3 – Round 2 Rotary Runaway Bay Support Program/Function Costs $2,000.00 3 – Round 2 Sailability Gold Coast Operational/Maintenance Costs $500.00

3 – Round 2 Paradise Point & District Meals on Wheels




4 Labrador Memorial Senior Citizens Assoc. Inc.


4 Rotary Club of Parkwood Purchase of Promotional Material $1,500.00 4 Military Brotherhood Military Motorcycle

Club - Gold Coast Sub Branch Purchase of Equipment $4,000.00

4 Labrador Sports Club Purchase of Equipment $750.00

4 Southport Labrador Cricket Club Purchase of Equipment $500.00



4 Goodstart Early Learning Labrador Gordon Street


4 Australian Air League Purchase of Equipment $1,960.00 4 Musgrave Sports Club Inc Trading as

Musgrave Soccer Club Purchase of Equipment $1,000.00

4 Bravehearts Foundation Ltd Purchase of Equipment $1,000.00 4 Little Souls Taking Big Steps Support Program/Function Costs $1,000.00 4 Labrador Memorial Senior Citizens Ctr

Music Club Purchase of Equipment $1,000.00

4 Gold Coast Disability Advocacy Inc Purchase of Promotional Material $300.00 4 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 4 Oromo Community of Gold Coast Inc. Purchase of equipment & promotional material $350.00 4 Gold Coast North Chamber of Commerce

& Industry Inc Operational/Maintenance Costs $500.00

4 Beauties Feeling Fabulous Purchase of equipment to support program $1,000.00 4 Serbian-Australian Pensioners

Association Purchase of Equipment $2,000.00

4 Arundel Park Riding for Disabled Inc Awards/Graduation/Ceremony Costs $1,000.00 4 U3A North Gold Coast Inc Purchase of Equipment $1,000.00 4 Community Arts For Everyone Inc. Administration Costs $1,000.00

4 RSL of Australia(Qld Branch) Runaway Bay Sub Branch Inc.


4 Kirrawe Indigenous Corporation Administration Costs $900.00 4 The Uniting Church in Australia Property


Support Program/Function Costs - Hopewell Hospice Services $1,000.00

4 Gold Coast District Neighbourhood Watch

Purchase of equipment $500.00

4 Eritrean-Australian Gold Coast Association Inc.




4 Labrador Kindergarten Association Purchase of Equipment $1,000.00

4 Montrose Therapy & Respite Services Support Program/Function Costs $2,000.00

4 One Family Australia Inc. Support Program/Function Costs $1,000.00

4 Transformations Program Australia Ltd Support Program/Function Costs - Anger Management Program $500.00 4 Golden Wheel Villas Ltd To create and erect Safety signage and to create garden facilities $2,000.00

4 Toastmasters International - Club Runaway 2000


4 Labrador State School Parents and Citizens Association


4 Runaway Bay Islands Administration Costs $400.00 4 Multicultural Families Organisation Inc. Support Program/Function costs $500.00 4 Leukaemia Foundation Support Program/Function Costs $500.00

4 The Migrant Centre Organisation Inc. Support Program/Function Costs $1,000.00

4 Gold Coast Model Railway Club Inc Purchase of Equipment $1,750.00 4 AEIOU Foundation Purchase of Equipment $1,000.00 4 Inner Wheel Club of Gold Coast North Inc Support Program/Function Costs $2,000.00

4 Parkwood Arundel Community Centre Purchase of Equipment $2,300.00 4 Runaway Bay Lions Club Inc Purchase of Equipment $700.00

4 Moondarewa Inc. Purchase of Equipment $1,000.00 4 Australian Anti Ice Campaign Pty Ltd Support Program/Function Costs $1,000.00 4 Seahawks Gc (Wildcats Branch) Inc Operational/Maintenance Costs $500.00

4 Gold Coast North Swimming Club Purchase of Portable Awning $1,976.00 5 Gold Coast Central & Gold Coast North

Crime Stoppers Volunteer Area Committees


5 Nerang & Districts Meals on Wheels Inc. Purchase of Promotional Material $1,800.00



5 Nerang Mens Shed Purchase of Equipment $1,934.00 5 Nerang Community Garden Ass. Inc. Administration Costs $1,800.00

5 Gold Coast Green Living Inc Purchase of Equipment $1,500.00 5 Australian Air League Gold Coast

Squadron - auspiced under Australian Air League

Learning Aids/Booklets $960.00

5 Ediblescapes Inc. Learning Aids/Booklets $1,800.00 5 Nerang Legacy Social Club - auspiced

under Gold Coast Legacy Club Inc Support Program/Function Costs $500.00

5 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 5 Nerang Aquaponics Study Centre -

auspiced under Nerang Community Garden




5 Nerang RSL Swimming Club - auspiced under Nerang RSL & Memorial Club Inc


5 Nerang Scout Group - auspiced under The Scout Association of Australia Qld Branch Inc


5 Nerang RSL Netball Club - auspiced under Nerang RSL & Memorial Club Inc


5 Nerang State High School P&C Association


5 Helensvale Cricket Club Inc Purchase of Equipment $500.00 5 Kiwanis Club of Pacific Pines Inc Purchase of Equipment $1,800.00 5 Pac Pines Basketball Incorporated Purchase of Equipment $1,500.00 5 Nathan Forest Community Association

Inc Operational/Maintenance Costs $400.00

5 Nerang Country Paradise Association Administration Costs $1,800.00



5 Nerang Senior Citizens Club Inc Purchase of Equipment $1,070.00 5 Nerang Girl Guides - auspiced under

Guides Qld Purchase of Equipment $1,400.00

5 Gold Coast Catchment Association Purchase of Equipment $400.00 5 Australian Red Cross Nerang Branch -

auspiced under Australian Red Cross Society


5 St Brigid's P&F Association Support Program/Function Costs $1,500.00 5 Nerang Soccer Club Inc Operational/Maintenance Costs $1,800.00 5 Pacific Pines State High School Support Program/Function Costs $1,000.00 5 Nerang Neighbourhood Centre Inc Purchase of Promotional Material $889.00 5 Mudgeeraba Nerang & Districts Cricket

Club Inc Purchase of Equipment $500.00

5 Pacific Pines Primary School Parents and Citizens Association


5 Nerang Community Association Inc Administration Costs $1,200.00 5 The Migrant Centre Organisation Inc. Support Program/Function Costs $1,000.00 5 Rosies Youth Mission Inc Operational/Maintenance Costs $1,200.00 5 Rotary Club of Nerang Inc Purchase of Promotional Material $500.00 5 Pacific Pines Junior Australian Rules

Football Club Inc. Purchase of Equipment $1,800.00

5 Queensland Country Womens Association Nerang Branch


5 Nerang RSL Women’s Auxiliary - auspiced under RSL of Australia (Qld Branch)


6 Southport Day View Club as part of The Smith Family - auspiced under The Smith Family

Support Program/Function Costs $500.00

6 Gold Coast City Wind Orchestra Inc Purchase of Equipment $500.00 6 Southport Pony & Hack Club Inc Operational/Maintenance Costs $2,000.00



6 Paradise Diving Club Inc Support Program/Function Costs $2,000.00

6 Angels Kitchen - auspiced under The Corp of the Trustee of the Roman Catholic Archdiocese of Brisbane

Support Program/Function Costs - provide a home cooked meal $1,000.00

6 Surfers Paradise Swim Club Purchase of Equipment $500.00 6 Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $1,000.00 6 Gold Coast Seniors on The Net Operational/Maintenance Costs $2,000.00 6 Southport Croquet Club Inc. Purchase of Equipment $2,000.00

6 The Migrant Centre Organisation Inc. Volunteer training $1,000.00 6 Gold Coast Community Legal Centre &

Advice Bureau Inc Administration Costs $1,000.00

6 Ashmore Branch Little Athletics Inc Purchase of Equipment $1,500.00 6 Gold Coast Project for Homeless Youth

Inc. Purchase of Promotional Material $1,000.00

6 Cancer Support Sisters Inc Support cancer sufferers with lymphatic massage $2,000.00 6 Set Free Ministries trading as Set Free

Care Purchase of Equipment $1,500.00

6 Rotary Club of Ashmore INC Support Program/Function Costs $2,000.00 6 Guardian Angels Outside school hours

care Purchase of Equipment $1,000.00

6 Crestwood Heights Neighbourhood Watch - registered with QPS


6 Red Cross Southport Branch - auspiced under Australian Red Cross Society


6 Crestwood Heights (Southport 10) Neighbourhood Watch - registered under QPS


6 Gold Coast Little Theatre Administration Costs $1,000.00 6 Southport Uniting Church of Australia Purchase of Equipment $1,000.00



6 Parkwood North & South Neighbourhood Watch Group


6 Leukaemia Foundation of Australia Ltd Support Program/Function Costs $500.00 6 Gold Coast University Hospital

Community Garden Group Purchase of Equipment $500.00

6 Southport Chamber of Commerce & Industry Inc.


6 Gold Coast Mermaids Synchronised Swimming Club Inc


6 Guardian Angels Primary School Parents & Friends


6 Southport State High School P&C Association

Purchase of equipment $1,000.00

7 The Japanese Society of Gold Coast Purchase of Equipment $2,000.00 7 LHAC Inc. Support Program/Function Costs $1,400.00

7 One Arts Gold Coast Inc Support Program/Function Costs $2,000.00

7 Gold Coast Show Society Purchase of Equipment $1,800.00 7 Gold Coast Disability Advocacy Inc. Operational/Maintenance Costs $850.00 7 Allstars Netball Club - Gold Coast Inc. Purchase of Equipment $500.00 7 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 7 Surfers Paradise Cricket Club Inc Purchase of Equipment $1,400.00 7 The Spotlight Theatrical Company Purchase of Equipment $2,000.00 7 Surfers Paradise Australian Football Club

Inc. Purchase of Equipment $2,300.00

7 Benowa State High School P&C Association


7 Sculptors Society Gold Coast Incorporated




7 Gold Coast Multicultural Arts Group In Collaboration - GCMAGIC

Support Program/Function Costs - Day of Peace - 21/9 $2,250.00

7 Benowa Bowls Club Inc. Purchase of Equipment $4,000.00 7 Joan Park Community Gardens Purchase of Equipment $1,750.00 7 Gold Coast City Choir Inc. Support Program/Function Costs $2,500.00 7 Surfers Paradise Brass Band Association

Inc Operational/Maintenance Costs $2,000.00

7 Gold Coast Potters Association Inc Purchase of Equipment $1,800.00 7 Ian Mavor Foundation for Integral

Education and Spirituality Ltd Learning Aids/Booklets $2,500.00

7 Surfers Paradise Apollo Soccer Club Inc Purchase of Equipment $1,500.00

7 Southport Girl Guides Purchase of Equipment $2,600.00

8 Ashmore Primary P&C Association - auspiced by Ashmore State School

Purchase of undercover outdoor learning area. $4,000.00

8 Youth With A Mission Gold Coast Construction of deck hangout area $3,500.00 8 Neighbourhood Watch (Nerang 2 -

Boonooroo Park) - registered with QPS Support Program/Function Costs $1,500.00

8 UC - Ashmore Uniting Church Purchase of Equipment $2,500.00 8 Vietnam Veterans Federation Qld Branch

Inc Operational/Maintenance Costs $4,500.00

8 Veterans care Association Inc - registered with QPS


8 Gold Coast City Regional Basketball Association


8 Nerang Soccer Club Inc Purchase of Equipment - Replacement of Power Box $4,000.00 8 Mudgeeraba 5 Neighbourhood Watch Administration Costs $200.00 8 Mudgeeraba Nerang & Districts Cricket

Club Inc Purchase of Equipment $4,000.00

8 The Lions Club of Ashmore Inc Purchase of Equipment $1,800.00



8 Lions Club of Carrara Inc. Purchase of Equipment $1,100.00 8 Southport Soccer Club Inc Purchase of Equipment $4,000.00

8 Gold Coast District Neighbourhood Watch Committee


8 Queensland Police-Citizens Youth Welfare Association


8 Gold Coast Stingrays Gridiron Football Club Inc.



Purchase of equipment and promotional material $50.00

9 Gold Coast and Hinterland Axemens Club


9 Springbrook Chamber of Commerce Operational/Maintenance Costs $2,000.00 9 Numinbah Valley State School Support Program/Function Costs $2,000.00 9 Mudgeeraba Scout Group Purchase of Equipment $2,000.00 9 Five Rivers Netball Club Inc Support Program/Function Costs & Purchase of Equipment $1,000.00 9 Clover Hill State School Awards/Graduation/Ceremony Costs $400.00 9 Goldcoast Woodturners Association Inc Purchase of Equipment $1,000.00 9 Blue Pacific Garden Club (Inc) Purchase of Equipment $250.00 9 Beechmont District Landcare Association

Inc Delivery expenses of bi-monthly newsletter $480.00

9 Mudgeeraba Hockey Club Purchase of Equipment $500.00 9 Gold Coast Disability Advocacy Inc. Purchase of Promotional Material $380.00 9 Springbrook Mountain Community

Association Purchase of Equipment $500.00

9 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 9 Neighbourhood Watch 4 Mudgeeraba Promotional Material, Administration Costs $1,200.00 9 Mt Nimmel Community Hall Incorporated Purchase of Equipment $690.00



9 Gold Coast & Hinterland Spinners & Weavers Group Inc.


9 Mudgeeraba Pony & Hack Club Inc. Operational/Maintenance Costs $1,000.00 9 Worongary State School Operational/Maintenance Costs $500.00 9 Mudgeeraba Branch Little Athletics

Centre Inc Purchase of Equipment $1,500.00

9 Mudgeeraba Robina RSL Sub Branch Inc Purchase of Equipment $1,400.00

9 Juice Media Ltd Support Program/Function Costs $2,700.00 9 Giddy Up Gold Coast Purchase of Equipment $1,000.00 9 Transformations Program Australia Ltd Support Program/Function Costs - Anger Management Program $250.00 9 Parkrun Australia Purchase of Equipment $150.00 9 Gold Coast Hinterland Heritage Museum

Inc Purchase of Promotional Material $1,000.00

9 Mudgeeraba Creek State School Awards/Graduation/Ceremony Costs $600.00 9 Mudgeeraba Nerang & Districts Cricket

Club Inc Purchase of Equipment $500.00

9 Springbrook Mens Shed Inc Purchase of Equipment $500.00 9 Mudgeeraba Creek State School P&C

Association Operational/Maintenance Costs $500.00

9 At The Ark Inc. Learning Aids/Booklets $250.00 9 Gold Coast Potters Association Inc Purchase of Equipment $1,000.00 9 The Uniting Church in Australia Property


Support Program/Function Costs - Paradise Kids Program $250.00

9 Gold Coast Catchment Association Purchase of Equipment $400.00

9 The Uniting Church in Australia Property Trust (Q.) represented by Wesley Mission Queensland

Support Program/Function Costs - Hopewell Hospice Service $250.00





10 Griffith University Awards/Graduation/Ceremony Costs $200.00 10 Kurrawa Combined Probus Club Purchase of Equipment $580.00 10 Broadbeach Waters Kindergarten &

Preschool Association Purchase of Equipment $4,000.00

10 Broadbeach Robina Cricket Club Incorporated

Community Family Fun Day and Festival $3,500.00

10 Walk With Us Support Program/Function Costs $2,000.00 10 Broadbeach Kindergarten Support Program/Function Costs $4,000.00 10 Currumbin Wildlife Hospital Foundation Purchase of Equipment $3,000.00 10 Transformations Program Australia Ltd Support Program/Function Costs - Anger Management Program $1,000.00 10 Friends of the Gold Coast Regional

Botanic Gardens Purchase of Equipment $3,896.00

10 Broadbeach Croquet Club Inc. Purchase of Equipment $2,000.00 10 Surfers Paradise Rugby Club Inc Purchase of Equipment $3,500.00 11 Gold Coast Central and Gold Coast North



11 Varsity College P&C Association Purchase of Equipment $4,000.00 11 Varsity Chapel Administration Costs $800.00 11 Hope Care Support Program/Function Costs $2,000.00 11 Robina 2 Neighbourhood Watch Renting of Hall and catering for general meetings $1,000.00 11 Neighbourhood Watch Broadbeach 24 Purchase of Promotional Material $1,000.00 11 Robina Roos Australian Rules Football

Club Support Program/Function Costs $900.00

11 Gold Coast Justices Association Incorporated


11 Mudgeeraba Robina RSL Sub Branch Inc Purchase of Equipment - Clock - Lest We Forget - Robina State High School

$1,400.00

11 Mudgeeraba Robina RSL Sub Branch Inc Purchase of Equipment - Clock - Anzac memorial - Varsity Senior College grounds.

$1,400.00

11 Robina Braves Baseball Club Purchase of Equipment $1,000.00



11 Queensland Police service - auspiced under Gold Coast Neighbourhood Watch District Committee


11 Squad Eleven - auspiced under Robina Lions Club


11 A Body 2 Fit Triathlon Club Inc Support Program/Function Costs $1,000.00 11 Robina Bowls Club Inc Purchase of Equipment $4,000.00 11 Gold Coast District Neighbourhood

Watch Administration Costs $400.00

11 Varsity Lakes Community Resource Centre Inc


11 Love This City Inc Support Program/Function Costs $1,000.00 11 Robina State High School Parents and

Citizens Association Purchase of Equipment $4,000.00

11 Robina State School Parents & Citizens Association


11 Gold Coast Catchment Association Purchase of Equipment $200.00 11 Anglican Church Robina Purchase of Equipment $2,000.00 11 Aveo Robina Music Appreciation Group Support Program/Function Costs $2,000.00 11 Robina Lions Club (from Division 14) Purchase of Equipment $2,500.00 12 Gold Coast Central and Gold Coast North



12 St. John's Anglican Church Purchase of Equipment $500.00 12 Mermaid Waters Community

Kindergarten Purchase of Equipment $2,150.00

12 Mermaid Waters Neighbourhood Watch BB7


12 Mermaid Nobby's Miami Boardriders Club Inc


12 Albatross Nippers Inc. Learning Aids/Booklets $2,250.00 12 Burleigh Community Men's Shed Purchase of Equipment $2,000.00



12 Boomerang Bags Purchase of Promotional Material $430.00 12 Village Bike Gold Coast (Inc) Administration Costs $2,000.00 12 Rotary Club of Burleigh Heads Inc Support Program/Function Costs $2,500.00 12 Gold Coast Pickleball Association Purchase of Equipment $1,000.00 12 Burleigh Girl Guides Purchase of Equipment $1,925.00 12 Caningeraba State School P&C

Association Support Program/Function Costs $1,500.00

12 Gold Coast Gymnastics Club Purchase of Equipment $2,000.00 12 Baby Give Back Purchase of Equipment $2,000.00 12 Burleigh Longboard Club Operational/Maintenance Costs $750.00 12 Burleigh Cricket Club Purchase of Equipment $1,000.00 12 Burleigh Heads Boardriders Club Inc Purchase of Equipment $1,000.00 12 Walk With Us Support Program/Function Costs $2,000.00 12 Gold Coast Lapidary Club Inc Purchase of Equipment $1,750.00 12 RSL (Qld) Burleigh Heads RSL Sub

Branch Inc Administration Costs $1,000.00

12 Burleigh Heads & Miami Senior Citizens Club Inc.


12 Miami Grass Tennis Club Inc Administration Costs $500.00 12 Mermaid Waters Multicultural Garden Inc. Purchase of Promotional Material $950.00 12 Burleigh Heads Community Kindergarten Operational/Maintenance Costs $2,150.00 12 DefenceFit Community Association Inc Purchase of Equipment $1,000.00 12 Rosies Youth Mission Inc Operational/Maintenance Costs $1,500.00 12 At The Ark Inc. Learning Aids/Booklets $500.00 12 Marymount Primary School P&F

Association Purchase of Equipment $1,500.00

12 Hockey Burleigh Club Inc Purchase of Equipment $2,000.00 12 Gold Coast Youth Service Inc Purchase of Equipment $1,650.00 12 OurChurch Purchase of Equipment $1,695.00 12 Burleigh Heads State School P&C Purchase of Equipment $1,200.00



12 Bond Pirates Rugby Club Inc Purchase of Equipment $2,000.00 13 South Coast Netball Association Purchase of Equipment $1,300.00 13 Palm Beach Currumbin State High

School Awards/Graduation/Ceremony Costs $1,500.00

13 UCA - Southern Gold Coast Purchase of Equipment $676.00 13 Elanora State School Student Council Project- helping support our School Chaplain. $1,500.00 13 Palm Beach Currumbin Cricket Club Purchase of New Equipment $2,000.00 13 Palm Beach Neighbourhood Centre Purchase of Equipment $2,500.00

13 Crime Stoppers Qld - Coolangatta Tweed Volunteer Area Committee


13 St Andrews Lutheran College Awards/Graduation/Ceremony Costs $600.00 13 Palm Beach State School P & C

Association Learning Aids/Booklets $1,500.00

13 Horses Whispering Youth Program Inc Operational/Maintenance Costs $3,000.00 13 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 13 Gold Coast Community Legal Centre &

Advice Bureau Inc Administration Costs $1,000.00

13 Gold Coast Organic Growers Inc. Administration Costs $1,625.60 13 Palm Beach Promotions Incorporated Administration Costs $2,000.00 13 Palm Beach Boardriders Club Inc Purchase of Equipment $2,000.00 13 Pacific Bowmen Incorporated Operational/Maintenance Costs $1,500.00 13 King's Christian College Awards/Graduation/Ceremony Costs $1,500.00 13 Palm Beach Currumbin Lions Club Inc Purchase of Equipment $800.00 13 Tallebudgera Outdoor & Environmental

Education Centre Purchase of Equipment $1,500.00

13 Gold Coast Stock Sport Club Inc. Purchase of Equipment $349.00 13 C&K Palm Beach Community

Kindergarten (Branch of The Creche and Kindergarten Association)


13 Gold Coast Horse & Carriage Club Inc Purchase of Equipment $600.00



13 The Outrigger Canoe Club of Australia Operational/Maintenance Costs $2,000.00

13 Volunteer Marine Rescue Currumbin Purchase of Equipment $1,400.00 13 Australian Shuffleboard Association

(Qld)Inc Administration Costs $600.00

13 Elanora State High School Awards/Graduation/Ceremony Costs $1,500.00 13 Expressive Ground Community Arts

Association Inc Purchase of Equipment $3,800.00

13 Lions Club of Gold Coast Tallebudgera Inc


13 Burleigh Heads Palm Beach Croquet Club


13 Palm Beach Currumbin Australian Football Club


13 Palm Beach Currumbin Junior Australian Football Club Inc


13 Moondarewa Inc. Administration Costs $1,000.00 13 The Probus Club of Palm Beach Administration Costs $950.00

13 Crossing Divides Inc Administration Costs $5,000.00

14 Palm Beach Neighbourhood Centre Support Program/Function Costs $1,700.00

14 Currumbin Happy Group Inc. Support Program/Function Costs $1,600.00 14 Fight 4 Youth Incorporated Operational/Maintenance Costs $2,000.00 14 Tallebudgera State School Administration Costs $500.00

14 Kirra Surfstock Inc Administration Costs $500.00

14 Currumbin District Horse Club Purchase of Equipment $3,000.00 14 Currumbin Tennis Club Inc. Purchase of Equipment $1,000.00 14 Lions Club of Coolangatta & Tweed

Heads Incorporated Support Program/Function Costs $2,000.00

14 Currumbin Creek Paddlers Club Inc Purchase of Equipment $2,000.00 14 Coolangatta Bowls & Recreation Club Inc Purchase of Equipment $2,000.00



14 Gecko Environment Council Awards/Graduation/Ceremony Costs $500.00 14 Crime Stoppers Qld - Coolangatta Tweed

Volunteer Area Committee - auspiced under Qld Crime Stoppers Qld Ltd




14 Queensland Country Women's Association Coolangatta Branch

Repairs to walls and repainting $2,000.00

14 Tallebudgera Valley Football club Awards/Graduation/Ceremony Costs $4,000.00 14 Coolangatta Senior Citizens Centre Inc Purchase of Equipment $2,000.00 14 Tallebudgera Outdoor and Environmental

Education Centre Support Program/Function Costs $3,500.00

14 Australian Air League Incorporated Learning Aids/Booklets $1,000.00 14 Agape Outreach Inc Operational/Maintenance Costs $2,000.00 14 Transformations Program Australia Ltd Support Program/Function Costs - Anger Management program $1,000.00 14 Agape Outreach Inc. Support Program/Function Costs $2,000.00 14 Ingleside Primary P&C Association Support Program/Function Costs - transporting students to swimming

lessons $3,800.00

14 Ingleside Primary P&C Association Support Program/Function Costs $500.00 14 Tugun Progress Association Illuminated Frontage Sign $2,850.00 14 Alley Boardriders Club Inc. Administration Costs $1,960.00 14 Gold Coast Catchment Association Purchase of Equipment $400.00 14 The Uniting Church in Australia Property


Support Program/Function Costs - Paradise Kids Program $2,000.00

14 Australian Anti Ice Campaign Pty Ltd Support Program/Function Costs $2,000.00


ITEM 6 OFFICE OF THE CHIEF OPERATING OFFICER CITY OPERATIONAL PLAN 2018-19: PERFORMANCE REPORT QUARTER TWO LG113/580/23(P1) Refer Attachment 1 – Performance Dashboard: City Operational Plan 2018-19 Quarter 2 Refer Attachment 2 – Performance Dashboard: Legend and Definitions 1 BASIS FOR CONFIDENTIALITY Not applicable.

2 EXECUTIVE SUMMARY Not applicable.

3 PURPOSE OF REPORT The City Operational Plan 2018-19, adopted by Council 21 June 2018 supports the delivery of Gold Coast 2022 and provides direction for all City of Gold Coast services during the current year.

This report is a legislative requirement under s174 of the Local Government Regulation 2012 that requires a written assessment of the progress towards implementing the annual operational plan.

4 PREVIOUS RESOLUTIONS

Ex Minute G18.0621.032 – Adoption of Annual Plan and Budget 2018-19.

5 DISCUSSION The Operational Plan for 2018-19 comprises eight external Service Programs, delivering 34 services, and two internal Service Programs comprising 13 services.

This report provides an assessment of the financial and non-financial performance of City Operational Plan initiatives during 2018-19.

5.1 CITY OPERATIONAL PLAN 2018-19 PROGRESS As at quarter two, the City Operational Plan consisted of 60 reported initiatives with a total budget of $185.3 million.

A summary of the key results include:

• 46 (76%) of the 60 initiatives were either ‘On Track’ or ‘Completed’ • 9 (15%) were ‘Monitor’ and 5 (8%) were ‘On Hold’ • No initiatives have been assessed as ‘Action Required’.

• year-to-date spend was $33.9m (18%) of the total budget of $185.3 million (excluding commitments) as at 50% of the year elapsed

• commitments at Q2 total $71.4m (39%) bringing the year-to-date spend and commitments total to $105.3m (57%) of the total budget of $185.0m as at 50% of the year elapsed.

The performance dashboard can be found at Attachment 1.


ITEM 6 (Continued) CITY OPERATIONAL PLAN 2018-19: PERFORMANCE REPORT QUARTER TWO LG113/580/23(P1) 5.2 PROPOSED VARIATIONS TO THE OPERATIONAL PLAN It is proposed that four initiatives, which contribute to Gold Coast 2022 Signature Actions be added to the City Operational Plan 2018-19. These initiatives have been carried forward from 2017-18.

Initiative Theme Signature Action

Advocate for a world-class dive attraction and attract new visitors to the city through targeted marketing

Prosperity Advocate for a world-class dive attraction and attract new visitors to the city through targeted marketing.

Bermuda St to Tallebudgera Connection Rd Extension. Place Road network improvement at Old Coach Road - Bermuda Street to improve traffic flow.

Develop a Water Strategy to ensure that waterways and water resources are managed for the future benefit of the city.

Place Develop a Water Strategy to ensure that waterways and water resources are managed for the future benefit of the city.

Digital City architecture to support complex data analytics including real-time public access information for emergency flood management and the design and implementation of an automated management system for feral animal trapping.

Place Deliver a real-time emergency flood management system to enhance performance and improve public access to information.


OPERATIONAL PLAN This report summarises Council’s progress towards implementing the City Operational Plan 2018-19 including Signature Actions from the Corporate Plan Gold Coast 2022.

7 FUNDING AND RESOURCING REQUIREMENTS This report has been developed using existing internal resources only.

8 RISK MANAGEMENT The initiatives covered by this report address a range of risks on the Corporate Risk Register.

9 STATUTORY MATTERS This report is presented to Council pursuant to the Local Government Act 2009 and to regulations 174 (3) and 174 (5) of the Local Government Regulations 2012, which state:

“(3) The chief executive officer must present a written assessment of the local government’s progress towards implementing the annual operational plan at meetings of the local government held at regular intervals of not more than 3 months. (5) A local government must discharge its responsibilities in a way that is consistent with its annual operational plan.”

10 COUNCIL POLICIES Not applicable

11 DELEGATIONS Not applicable


ITEM 6 (Continued) CITY OPERATIONAL PLAN 2018-19: PERFORMANCE REPORT QUARTER TWO LG113/580/23(P1) 12 COORDINATION & CONSULTATION Each Director has approved the directorate contributions to performance reporting of initiatives which provided the basis for this report.

13 STAKEHOLDER IMPACTS Not applicable.

14 TIMING This report is provided on a quarterly basis in accordance with s174 (3) and s174 (5) of the Local Government Regulations 2012.

15 CONCLUSION This performance report provides a performance assessment of the City Operational Plan 2018-19 for quarter two. As at Quarter 2, 76% of Operational Plan initiatives were either ‘On Track’ or ‘Completed’ and 57% of the revised budget of $185.3m has been spent or committed. This represents good progress on implementation as at Quarter 2. 16 RECOMMENDATION It is recommended that Council resolves as follows:

1 That the City Operational Plan 2018-19 Quarter 2 Performance Report be noted.

2 That four initiatives which contribute to Gold Coast 2022 Signature Actions (identified at section 5.2 of this report) be approved for addition to the City Operational Plan 2018-19.

Author:

Authorised by:

Sarah Wilton Grant Mather Manager Corporate Planning and Performance

Chief Operating Officer (Acting)

26 February 2019

TRACKS REF: #72690137 COMMITTEE RECOMMENDATION ETG19.0321.006 moved Cr Taylor seconded Cr PC Young 1 That the City Operational Plan 2018-19 Quarter 2 Performance Report be noted. 2 That four initiatives which contribute to Gold Coast 2022 Signature Actions

(identified at section 5.2 of this report) be approved for addition to the City Operational Plan 2018-19.

CARRIED


ITEM 6 (Continued) CITY OPERATIONAL PLAN 2018-19: PERFORMANCE REPORT QUARTER 2 LG113/580/23(P1) Performance Dashboard: City Operational Plan 2018-19 Quarter 2 Attachment 1

Source: 72623701 2018-19 Q2 SHAREPOINT EXPORT WORKING FILE G:\SHARE\CPP Reporting\2. 2018-19 Reporting\2018-19 Q2 Reporting


ITEM 6 (Continued) CITY OPERATIONAL PLAN 2018-19: QUARTER 2 PERFORMANCE REPORT LG113/580/23(P1)

Performance Dashboard: Legend and Definitions Attachment 2

Term Definition

YTD Spend or % Spend Year-To-Date expenditure. This does not include commitments for the financial year.

YTD Spend & Commitments Year-To-Date expenditure and commitments for the financial year.

Target A percentage of the year elapsed (linear calculation) according to the relative quarter.

Commitments Project commitments for the project from the Corporate financial system.

Revised Budget The current year's approved budgets for the project as per the last budget adoption or budget review.

Note 1 All percentages in the dashboard report have been rounded.

Note 2 The financial data is shown as at 9 January 2019.


ITEM 7 OFFICE OF THE CHIEF OPERATING OFFICER CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) Refer Attachment A - Policies amended 1 July – 31 December 2018 Refer Attachment B - Policies under review at 31 December 2018 Refer Attachment C - Status of policies at 31 December 2018 1 BASIS FOR CONFIDENTIALITY Not applicable. 2 EXECUTIVE SUMMARY Not applicable. 3 PURPOSE OF REPORT The purpose of this report is to present the status of Council Policies as at 31 December 2018. 4 PREVIOUS RESOLUTIONS ETG18.0823.002

1 That Council note the Corporate Policy Portfolio Report: 1 January to 30 June 2018.

5 DISCUSSION Policies clarify Council’s position on an issue. All new Council policies and major policy changes require a Council resolution. Policies are generally reviewed every two years to ensure continued alignment with Council objectives and legislative requirements and to minimise the risk of conveying out of date policy information to staff and the community. Minor changes that do not affect the intent or purpose of the policy may be approved by the Chief Executive Officer (CEO) or Chief Operating Officer (COO) under delegated power. The Corporate Policy Officer (CPO) has delegated power to correct minor spelling, grammatical or formatting errors. The policy portfolio currently consists of 78 Council policies that relate to matters of public interest and external service delivery and 55 Administrative policies that relate to internal operations. This report provides a summary of the status of all Council Policies at 31 December 2018.

5.1 Policy activity

During the period 1 July – 31 December 2018:

• The Complaints About the Public Official (CEO) Policy was adopted by Council ETG18.1108.004./G18.1113.018

• 20 existing Council policies were amended. Three of these policies were amended by Council resolution. The remaining amendments were approved by the CEO, COO or CPO as the changes were minor and did not affect the intent of the policy. (See Attachment A for details – this attachment now includes an additional column with a link to the tracked changes version of the Policy, as requested by the Events Tourism and Governance Committee on 23 August 2018).


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) At 31 December 2018, 70 per cent (54) of all Council policies were current, 15 per cent (12) were under review (refer Attachment B) and 15 per cent (12) were overdue for review. Figure 1: Percentage of Council Policies that are current, under review or overdue for review

Note: The policy review target is to have least 70 per cent of policies up to date (current) at any time.

70% of policies are classified as current - meeting the set target. For further details about the review status of each policy, please refer to Attachment C. The number of Council Policies has been steadily reducing over recent years, from 113 in 2012 to 78 as at 31 December 2018. The reduction has been due to policies being amalgamated and others retired. 5.2 Community Access to Policies During the reporting period a total of 5,804 downloads of policies, published to the Publication Scheme on Council's website, was recorded. The 10 most accessed policies were:

Policy Number of

downloads Water and Sewage Leakage Relief Policy 952 Water and Sewerage Connections Policy & Procedure 447 Procurement Policy and Contract Manual 372 Code of Conduct for Staff Policy 267 Councillor Remuneration Policy 242 Community Grants Policy 192 Work Health and Safety Policy 180 Management of Trees on Council Land 161 Water Sub Metering and Billing for Community Titles Schemes Policy 139 Asset Management Policy 124

0

10

20

30

40

50

60

70

80

90

Jun-15 Jun-16 Dec-16 Jun-17 Dec-17 Jun-18 Dec-18

%

Target

Current

Under review

Overdue


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN This report supports the objectives of the Corporate Plan - Gold Coast 2022: B: We manage the city responsibly. 7 FUNDING AND RESOURCING REQUIREMENTS The Corporate Policy Portfolio is managed by the Corporate Planning and Performance Branch using internal resources only. 8 RISK MANAGEMENT Monitoring and reporting on the status of the Corporate Policy Portfolio aligns with mitigating corporate risks defined by the risk category Governance. The policy process includes an assessment of the level of risk to Council if the policy is not reviewed regularly. The purpose of monitoring risk levels is to ensure focus on the review of ‘high’ and ‘medium’ risk policies (refer to Table 1). Table 1: Number of policies by risk rating at 31 December 2018

Risk rating Number of policies

High 5

Medium 34

Low 35

Not yet classified 4*

Total 78

*Remaining four policies will be classified as each policy is reviewed. The five policies classified as high risk are current. 9 STATUTORY MATTERS Council and Administrative policies are approved, amended and retired in accordance with the provisions of Chapter 2, Part 1, Sections 12 and 13 of the Local Government Act 2009. 10 COUNCIL POLICIES Refer to Attachment C for a complete list of Council Policies. 11 DELEGATIONS Delegation 602 provides that the Mayor, Chief Executive Officer (CEO) and Chief Operating Officer (COO) may determine amendments to any council policy where the amendment is of an administrative or purely technical nature and does not affect the intent or purpose of the policy. Delegation 1817 enables the COO to determine amendments to any administrative policy where the amendment is of an administrative or purely technical nature and does not affect the purpose or intent of the policy. Delegation 1158 enables the Corporate Policy Officer to correct minor spelling/grammatical or formatting errors.


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) 12 COORDINATION & CONSULTATION Stakeholder Consulted Directorate Satisfied with the report content

Chief Operating Officer Office of the COO Yes

Manager Corporate Planning and Performance

Office of the COO Yes

Policy Owners All Directorates Yes - Provision of status information on relevant policies

Corporate Policy Officer Office of the COO Yes 13 STAKEHOLDER IMPACTS All policy owners must comply with Council’s process for policy development, communication and review as identified in the Corporate Policy Value Management Process. 14 TIMING A Corporate Policy Portfolio Report on Council policies is presented to Council via the Events, Tourism and Governance Committee every six months. 15 CONCLUSION The policy portfolio currently includes 78 Council policies. The number of Council Policies has been steadily reducing over recent years, with a 32 per cent reduction since 2012. As at 31 December 2016, 70% of Council Policies were current, demonstrating active management of policies as they fall due for review. 16 RECOMMENDATIONS It is recommended that Council resolves as follows: That Council note the Corporate Policy Portfolio Report 1 July – 31 December 2018. Author: Authorised by: Sarah Wilton Grant Mather Manager Corporate Planning & Performance 4 March 2019

Chief Operating Officer (Acting)

TRACKS REF: #71692287 COMMITTEE RECOMMENDATION ETG19.0321.007 moved Cr Taylor seconded Cr PC Young That Council note the Corporate Policy Portfolio Report 1 July – 31 December 2018.

CARRIED


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1)

Attachment A: Policies amended 1 July – 31 December 2018

Date Policy Amendment iSpot reference *

Approved by**

27.02.18 Permanent Sites at Tourist Parks Policy

Council resolution LC18.0215.006/ G18.0227.006

Confidential report Council

27.06.18

Street Naming and Renaming of Existing Streets Policy

Correct reference to City Plan Land Development Guidelines #434202764v5 CPO

23.07.18 Voluntary Conservation Agreement Policy

Insert 2 new Supporting Documents #54771609v11 CPO

26.07.18 Enterprise Risk Management Policy

Changes to wording of objectives, definitions, supporting documents, Attachment A

#42213239v6 COO

01.08.18 14.08.18 15.18.18

Enterprise Risk Management Policy

Correct ISO reference numbers and capitalisations #71694943 CPO

09.08.18 Equitable Access Policy Additional Supporting Documents inserted #42214885v12 COO

21.09.18 Debt Policy Council resolution G19.0921.030 #45623213v2 Council & COO

15.10.18 Asset Management Policy Review due date changed to 2020 #49247152v7 COO

18.10.18 Public Funding Involving Private Property Policy Scheduled review. No changes #45623213v6 COO

23.10.18 Complaints (Administrative Actions) Policy & Procedures

Correct references to Branch and Directorate titles #51068195v6 CPO

24.10.18 Credit Risk Policy

Scheduled review. Attachment A Standards – minor wording amendment. No change to intent or requirements of policy

#40148009v6 COO

24.10.18 Bank Guarantee Policy

Scheduled review – minor wording and format changes. No change to intent or requirements of the policy

#45332710v7 COO

24.10.18 Advertising Spending Policy

Reclassified Risk from High to Medium. Update to Attachment A – Guidelines to reflect current practice

#52283820v4 CEO

30.10.18 Event Ticket Allocation and Attendance Policy

Minor corrections to position title. No changes to policy. #43959367v6 COO

09.11.18 Investment Policy Attachment A – Standards Fixed deposit term limited to three years

#40148044v5 COO

09.11.18 Recognition of Service as a Councillor No changes. Scheduled review #45269412v6 COO

pcdocs://TRACKS/43420264/5



pcdocs://TRACKS/72724891/R














Date Policy Amendment iSpot reference *

Approved by**

07.12.18

Expenses Reimbursement and Provision of Facilities for Mayor and Councillors Policy

Major changes Council resolution G18.1207.028

#72360980v1 Council

07.12.08 Procurement Policy and Contract Manual

Major changes Council resolution ETG18.1204.011/ G18.1207.016

#70750912 #72057531 #58809252

Council

11.12.18

Water Sub-Metering and Billing for Community Titles Scheme Properties

Minor changes. Scenario 2 clarifications around application and updates to name changes

#49380794v8 COO

11.12.18 Sports Field Closure Minor changes to title and risk to medium. Changes to dates and hotline.

#42073660v5 COO

*iSpot reference - link to the policy with the changes tracked ** CPO – Corporate Policy Officer









Attachment B: Policies under review at 31 December, 2018

1. Councillor Participation in Without Prejudice Meetings Planning and Environment Court Policy 2. Customer Contact Policy 3. Expenditure of Infrastructure Charges Policy 4. Debt Policy 5. Deferral of Rates Policy 6. Pensioner Rates Rebate Policy 7. Expenditure of Infrastructure Charges Policy 8. Officers Indemnity (Including Legal Representation) Insurance and Access to Documents

Policy 9. Personal Liability of Employees Policy (Providing Better Protection) 10. Open Space Preservation Levy Land Acquisition Policy 11. Public Art Policy 12. Water and Sewage Leakage Relief Policy

Notes

• Councillor Participation in Without Prejudice Meetings Planning and Environment Court Policy There are new legislative provisions being introduced by the State for Councillors relating to conflicts of interest, material pecuniary interests and code of conduct. This policy may be recommended for retirement.

• The following policies were published in early January 2019:

Debt Policy Deferral of Rates Policy Pensioner Rates Rebate Policy


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) Attachment C: STATUS OF COUNCIL POLICIES AS AT 31 DECEMBER 2018

Policy Name Review

Due Date

Status Branch Progress Action Required Risk

TRANSPORT AND INFRASTRUCTURE

Disaster Management Policy Sep-19 Current

Business & Program

Management

No action required

No action required High

Local Area Works and Services Program Policy

Feb-19 Current Infrastructure Delivery

No action required

No action required Medium

Naming of Bridge Structures Policy Jun-18 Overdue

<12 months City Assets

Branch

Waiting for VP to be

submitted to CPP

Policy to be reviewed Medium

Traffic Calming Devices Policy Jan-19 Current Transport &

Traffic Branch No action required


LIFESTYLE AND COMMUNITY

Equitable Access Policy Aug-20 Current Safe & Liveable Communities

No action required

No action required Low

Graffiti Policy Dec-20 Current Safe & Liveable Communities

No action required


Library Collection Development and De-selection Policy

Sep-19 Current City Libraries No action required


Management of Trees on Council Controlled Land Policy

Jul-20 Current Parks &

Recreational Services

No action required


Nature Strip (Footpath)/ Road Verge Mowing Policy

Dec-18 Current Parks &


No action required


Park Usage Policy - Right of Use Nov-19 Current

Parks & Recreational

Services

No action required


Park Usage Policy - Temporary Commercial Recreation Activities on Council Parks

Oct-19 Current Parks &


No action required


Park Usage Policy - Naming of Parks and Community Facilities

Jan-19 Current Parks &


No action required


Park Usage Policy - Temporary Use of Parks by Individuals/Groups or Community Organisations

Jul-20 Current Parks &


No action required


Park Usage Policy - Use by Conference and Corporate Associated Events

Nov-18 Overdue <12 months


Services


submitted to CPP


Park Usage Policy - Temporary Park Occupation and Traverse for Construction Purposes

Apr-19 Current Parks &


No action required


Permanent Sites At Tourist Parks Policy Feb-20 Current Tourist Parks No action

required No action required Medium

Public Art Policy Sep-12 Under review <12 months Arts & Culture

VP submitted to

CPP

Policy to be reviewed

TBA After review


ITEM 7 (Continued) CORPORATE POLICY PORTFOLIO REPORT 1 JULY – 31 DECEMBER 2018 LG449/756/02/01(P1) Attachment C: STATUS OF COUNCIL POLICIES AS AT 31 DECEMBER 2018 (Continued)

Policy Name Review

Due Date

Status Branch Progress Action required

Risk

Residential Tree Scheme Policy May-19 Current


Services

No action required


Sports Field Closure Policy Dec-20 Current


Services

No action required


WATER AND WASTE

Concession for Water Consumption Charges Due to Renal Dialysis Patients at Home Policy

Sep-18 Overdue <12 months

Customer Engagement


submitted to CPP


Waste Disposal Fee Concession Policy Sep-18 Overdue

<12 months Waste

Management


submitted to CPP

Policy to be reviewed Low

Water and Sewage Leakage Relief Policy Jan-15 Under review

>12 months Customer

Engagement

VP submitted to

CPP


Water Sub-Metering and Billing for CTS Properties Policy

Apr-20 Current Customer Engagement

No action required


Water and Sewerage Connections Policy Feb-20 Current Customer

Engagement No action required


Water Usage for Genuine Fire Emergencies Policy

Jul-19 Current Customer Engagement

No action required


OFFICE OF THE CEO Appointment of Acting Chief Executive Officer Policy

Jan-20 Current Office of the CEO Branch

No action required


Appointment of Acting Mayor Policy Mar-20 Current Office of the

CEO Branch No action required


CEO Annual Performance Review Policy

Aug-18 Overdue <12 months

Office of the CEO Branch


submitted to CPP


Community Grants Policy Jan-20 Current Office of the



Complaints (Administrative Actions) Policy

Oct-19 Current Office of the CEO Branch

No action required


Complaints About the Public Official Nov-20 Current Office of the



Councillor Remuneration Policy Jun-19 Current Office of the



Entertainment and Hospitality Expenditure Policy

Apr-18 Overdue <12 months

Office of the CEO Branch


submitted to CPP


Expenses Reimbursement and Provision of Facilities for Mayor and Councillors Policy

Jun-20 Current Office of the CEO Branch

No action required




Policy Name Review

Due Date


Risk

Public Access to Council and Standing Committee Agenda/Minute/Report Documentation Policy

Jun-20 Current Office of the CEO Branch

No action required


OFFICE OF THE COO

Advertising Spending Policy Oct-20 Current Corporate

Communication No action required


Asset Management Policy Dec-20 Current Asset

Management No action required


Audit Committee Policy Dec-19 Current Corporate Assurance

No action required

No action required

Low

Bank Guarantee Policy Oct-20 Current Corporate Finance

No action required


Banner Booking Policy Feb-19 Current Corporate Communication

No action required


Budget Review Policy Jul-19 Current Corporate Finance

No action required


City Honours and Recognition Policy Sep-19 Current Corporate



Community Consultation Policy Feb-18 Overdue

<12 months

Corporate Planning &

Performance


submitted to CPP


Councillor Participation in Without Prejudice Meetings Planning and Environment Court Policy

Oct-14 Under review >12 months Legal Services


submitted to CPP


TBA After review

Credit Risk Policy Jun-20 Current Corporate Finance

No action required


Debt Policy Jun-19 Current Corporate Finance

No action required


Enterprise Risk Management Policy Jul-20 Current Corporate

Safety & Risk No action required


Event Ticket Allocation and Attendance Policy Oct-20 Current Mayor's office No action

required No action required Low

External Communication Policy Aug 18 Overdue

<12 months Corporate

Communication


submitted to CPP


Financial Instrument Policy Jan-19 Current Corporate

Finance No action required


International Relations and Engagement Policy Jun- 20 Current Mayor's office No action

required No action required Medium

Investment Policy Nov-20 Current Corporate Finance

No action required


Non-Current Asset Accounting Jul 18 Overdue

<12 months Corporate Finance


submitted to CPP


Officers Indemnity (Including Legal Representation) Insurance and Access to Documents Policy

Feb-18 Under review <12 months Legal Services


submitted to CPP




Policy Name Review

Due Date


Risk

Personal Liability of Employees Policy (Providing Better Protection)

Sep-18 Under review <12 months Legal Services


submitted to CPP


Public Funding Involving Private Property Policy

Oct-20 Current Legal Services No action required


Recognition of Service as a Councillor Oct-20 Current Mayor's Office No action


Revenue Policy Jun-19 Current Corporate Finance

No action required


Signage and Brand Policy Mar-19 Current Corporate



Water and Sewerage Services Capital Structure and Community Returns Policy

Jun 20 Current Corporate Finance

No action required


ORGANISATIONAL SERVICES

Council Leasing Policy –State Reserves and Council Freehold Land for Sporting, Recreational, Community Services and Educational Purposes

Dec-19 Current Property Services

No action required


Customer Contact Policy Sep-11 Under review

>12 months Customer Contact

VP submitted to

CPP


Debt Recovery Policy Jun-18 Under review <12 months

Revenue Services

Policy drafted

Policy to be approved Low

Deferral of Rates Policy Jun-18 Under review <12 months

Revenue Services

Policy drafted

Policy to be approved Low

Good Working Relationships Policy Aug-14 Overdue

>12 months People & Culture


submitted to CPP


TBA After review

Online Advertising Policy Mar-19 Current Customer

Contact No action required


Pensioner Rates Rebate Policy Jun-18 Under review

<12 months Revenue Services

Policy drafted


Procurement Policy and Contract Manual Dec-19 Current Office of CPO No action


Rate Donation, Infrastructure Charges and Development Application Fee Discount Policy

Jun-18 Under review <12 months

Revenue Services

VP submitted to

CPP


Telecommunication Carrier Leasing - Mobile 'Phone Towers and Associated Infrastructure Policy

Jul-20 Current Property Services

No action required




Policy Name Review

Due Date


Risk

ECONOMY, PLANNING AND ENVIRONMENT

Environmental Offset External Investment Governance Policy

May 20 Current City Planning No action required

No action required

Medium

Expenditure of Infrastructure Charges Policy

Feb-15 Under review >12 months City Planning

VP submitted to

CPP


TBA After review

Garage Sales Policy Oct-19 Current City Development

No action required


Management of Major Projects Status Policy Dec-16 Overdue

>12 months City

Development


submitted to CPP


Nature Conservation Assistance Program Policy

Oct-18 Overdue <12 months City Planning

Waiting for BP to be

submitted to CPP


Open Space Preservation Levy Land Acquisition Policy – Phase 3

Sep-15 Under review >12 months City Planning Policy has

been drafted Policy to be

reviewed High

Street Naming and Renaming of Existing Streets Policy

Mar 20 Current City Development

No action required


Voluntary Conservation Agreement Scheme Policy

Aug-19 Current City Planning No action required


*A Value Proposition (VP) submitted to Corporate Planning and Performance (CPP) is confirmation by the policy owner that the policy is being reviewed


ITEM 8 ORGANISATIONAL SERVICES INFORMATION MANAGEMENT POLICY IM634/171/07 Refer: Attachment 1 - Draft Information Management Policy

Attachment 2 - Draft Information Management Definitions Attachment 3 - Draft Information Management Roles and Responsibilities Standard Attachment 4 - Draft Record Governance Standard Attachment 5 - Draft Public Records Guideline Attachment 6 - Draft Information Asset Custodian Standard Attachment 7 - Draft Metadata Standard Attachment 8 - Draft Information Management Policy-Summary of Material Amendments 2019

1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT This report seeks endorsement from Council regarding amendments to the Information Management and Information Privacy Policy resulting from changes in legislation. Specifically, it is proposed that this policy will be renamed the Information Management Policy and remove content relating to information Privacy. Attachment F Information Privacy Standard will be retired, (an Information Privacy Policy will be presented as a separate agenda item). 4 PREVIOUS RESOLUTIONS Ex Council Minute No. G18.0323.015

That Committee Recommendation ETG18.0320.007 be adopted with a change such that it reads as follows:- 1 That Council note this report.

2 That Council does not approve the revised Information Management Policy due to significant concerns over the practicality of some of the measures, outlined in the proposed revised policy.

3 That a consultation workshop is undertaken with Councillors from the Lifestyle and Community Committee and the Events, Tourism and Governance Committee with representative staff from Corporate Communications, Record Services, Legal Services, Councillor Support, Office of the Mayor and the Governance, Risk and Compliance Branches.

5 DISCUSSION The Information Management Policy has been amended to communicate and provide direction on Council’s compliance with specific recordkeeping requirements of the Code of Conduct for Councillors in Queensland (the Code) issued by the Department of Local Government, Racing and Multicultural Affairs in December 2018 and the broader mandatory Records Governance Policy for government agencies released by the State Archivist, Queensland State Archives in June 2018.


ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY IM634/171/07 Amendments to the Information Management and Privacy Policy include confirmation of the legislative obligations and responsibilities regarding information management, public records governance and the specific obligation under the Code that Councillors must use only official Council electronic communication accounts (e.g. email accounts) when conducting Council business. As per Committee Recommendation ETG18.0320.007, 8 November 2018, a consultation workshop on the policy changes was was held for the Mayor and Councillors with representative staff from Corporate Communications, Business Innovation and Technology Service, Legal Services and Councillor Support. As a result of the workshop, a tool to manage records generated through social media transactions will be provided to facilitate the capture of records created in LinkedIn, Facebook, Instagram and Twitter. The ability to capture other social media related records will be one a case-by-case basis. Support services will be made available to Councillors to facilitate their compliance with requirement of the Code and Public Records Act 2012. The services include support from Records Services to transfer social media archived content into recordkeeping systems. Corporate Communications branch will assist the Mayor and Councillors to implement branded templates for official City of Gold Coast social media accounts. It is proposed that the Information Privacy Standard be extracted from the Information Management Policy as it relates to how Council collects, uses, discloses and stores personal information data as a requirement of the Information Privacy Act 2009 (Qld). 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Gold Coast 2022 B: We manage the city responsibly. 7 FUNDING AND RESOURCING REQUIREMENTS No additional funding or resources required 8 RISK MANAGEMENT The Information Management Policy contributes to the management of the following corporate risks:

• CO000431: ICT legacy systems leading to business and service failure.

• CO000626: Poor quality strategic planning data and governance process, resulting in the inability to analyse and measure the outcomes of our long term strategies and undertake effective strategic planning for the city.

9 STATUTORY MATTERS Legislation relevant to this report includes: Local Government Act 2009

• Local Government Regulation 2012 • Right to Information Act, 2009 • Public Sector Ethics Act 1994 • Public Records Act 2002 • Code of Conduct for Councillors in Queensland


ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY IM634/171/07 10 COUNCIL POLICIES Information Management and Information Privacy Policy 11 DELEGATIONS

Delegation No Delegation Wording

DE01407 To decide information as confidential to the Council and classify it in accordance with the ICT Security Policy, to accept information under conditions of confidentiality and to disclose information that is confidential.

DE02020 To sign written agreements (as the Information Asset Custodian) between Council and other parties using approved licence agreements for the provision of Council information/data in accordance with Council's Right to Information and Information Provision Policy.

DE02047 To ensure the safe custody of all records about the proceedings, accounts or transactions of Council or its Committees and all documents owned or held by Council.

DE02114 To exercise the following powers pursuant to the Public Records Act 2002 (Qld): Make and keep records of Council’s activities (s.7(1)(a)) Have regard to any relevant policy, standards and guidelines made by the archivist about the making and keeping of public records (s.7(2)) Ensure the safe custody and preservation of Council’s records. (s.8(1)) Give written notice to the State archivist of the existence of a public record in Council’s possession which is more than 25 years old (s.10(1)(a)) Give a public record in Council’s possession, which is more than 25 years old, to the State Archivist (s.10(1)(b)) Give a public record in Council’s possession, which is 25 years old or less, to the State Archivist (s.11(2)). Take action to ensure that a public record remains able to be produced or made available (s.14(2)). Give written notice to the State Archivist of a restricted access period for a public record (s.16) As a responsible public authority to give the State Archivist a written notice stating—


ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY IM634/171/07


(1)the public authority has classified a record which has a restricted access period as a record to which unrestricted access is allowed; or, (2) access to a record which has a restricted access period may be given on conditions stated in the notice. S.18(2)(b) As a responsible public authority to give the State Archivist written notice of a change to the restricted access notice for a record (s.19(2)) As a responsible public authority to refer a dispute about a restricted access notice for a public record to the committee (s.19(4)) To apply to the State archivist for, or consent to, an authorisation for the disposal of particular public records or classes of public records (s.26(1)) To make an arrangement with the State archivist for the storage of public records (s.28) As a public authority to make a written application to the committee for a review of a decision by made by the archivist refusing to authorise the disposal of particular public records or classes of public records (s.39(1))

12 COORDINATION & CONSULTATION In the table below, lists the officers that were provided the opportunity to review and comment on the revised policy. Name and/or Title of the Stakeholder Consulted

Directorate Is the Stakeholder Satisfied With Content of Report and Recommendations

Joe McCabe, Chief Operating Officer Office of the COO Yes Glen Potter, Director Organisational Services

Organisational Services Yes

Grant Mather, Manager Corporate Assurance


David Montgomery, City Solicitor Office of the COO Yes Robert Andrews, CIO, Business Information and Technology Services


Sue Hunter, Executive Coordinator Data Intelligence


Zara Meha, Manager Business & Program Management

Economy, Planning and Environment

Yes

Ian Hatton, Chief Innovation and Economy Officer

Economy, Planning and Environment

Yes

Karen O’Brien, Manager Business Perform

Water and Waste Yes

Sharon Anderson, Business Support City Infrastructure Yes


ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY IM634/171/07 Name and/or Title of the Stakeholder Consulted


Sarah Wilton Manager, Corporate Planning & Performance

Office of the COO

Rob Saunders, Coordinator Governance and Policy


Luke Wallace, Manager Office of CEO Office of the CEO Yes Andrew Llewellyn, Manager Corporate Assets


Nicole Waters, Executive Coordinator Corporate Communication


Cath Drinkwater , Manager Customer Experience Strategy


Matthew Walker, Information Technology Security Advisor


Steve McMahon, Coordinator Record Services


Rob Saunders, Corporate Governance and Policy Officer


Darren Santer, Coordinator Data Design and Management


13 STAKEHOLDER IMPACTS External / community stakeholder Impacts There is no significant impact to external stakeholders Internal (Organisational) Stakeholder Impacts Proposed amendments to the Information Management and Information Privacy Policy will improve understanding of policy related obligations for Councillors and staff and minimise the risk of non-compliance with legislation. 14 TIMING The current Information Management and Information Privacy Policy specifies the compliance requirements of the Public Record Act 2012 for Councillors and staff. The amended Information Management Policy supports compliance for the following;

• the Public Records Act 2012 • the Code of Conduct for Councillors in Queensland (Department of Local

Government, Multicultural Affairs and Racing) effective 3 December 2018; and • the Record Governance Policy (Queensland State Archives) effective 6 June 2018.

Compliance with the legislation outlined above is currently mandatory. 15 CONCLUSION The revised policies support Council in managing information and public records requirements in a manner that satisfies statutory obligations and community expectations. Information Management Policy enables Council to demonstrate that it is open, transparent and accountable for its decisions and actions.


ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY IM634/171/07 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council note this report

2 That Council approve the attached revised Information Management Policy and the supporting Standards and Guidelines

Author: Authorised by: Miranda Forsyth Glen Potter Coordinator Governance, Risk, Compliance and Security

Director Organisational Services

8 March 2019 8 March 2019 TRACKS REF: 72682045 PROCEDURAL MOTION moved Cr McDonald seconded Cr PC Young That the matter be referred to Full Council on Tuesday, 26 March 2019 for consideration.

CARRIED

COUNCIL MEETING 26 MARCH 2019 RESOLUTION G19.0326.036 moved Cr PJ Young seconded Cr McDonald That the proposed Information Management Policy be the subject of an informal workshop comprising Councillors and relevant personnel as identified by the CEO, to be conducted before the next Council meeting. A division was called. For 12 Cr Owen-Jones, Cr PJ Young, Cr Caldwell, Cr Crichlow,

Cr Baildon, Cr O'Neill, Cr La Castra, Cr Boulton, Cr PC Young, Cr Taylor, Cr McDonald, Cr Tate

Against 1 Cr Vorster Abstained 1 Cr Tozer Absent 1 Cr Gates Did Not Vote 0

CARRIED BY SUPER MAJORITY

Draft – Information Management Policy

iSPOT 47789683v24 Page 1 of 5

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

DETAILS Council Admin

Effective from: Contact officer: ICT Governance and Policy Officer, Business and Technology

Services Next review date: File reference: IM634/171/07(P3) iSpot #

This policy 23730129 Value Proposition 51066559

OBJECTIVES AND MEASURES Objectives The purpose of this policy is to:

• Define and implement the roles, responsibilities andobligations of Councillors and Council staff when creating,receiving, handling and managing information about thebusiness and administration of Council of the City of GoldCoast (Council).

• Ensure information management strategies and practicesmeet business needs and community expectations, promotingpublic trust and community confidence in Council.

• Provides the governance structure to manage Councilinformation in compliance with legislation, standards andpolicy.

Performance Measures Increase in the maturity of capabilities and instruments (standards, procedures and guidelines) developed and implemented to support the operation of information management functions.

Measurement of Council’s digital recordkeeping maturity reported via Queensland State Archives Records Governance Policy Survey (annual survey with baseline data commencing 2018/2019).

Number of staff and Councillors who have completed annual information management training.

Risk assessment Medium

POLICY STATEMENT This policy defines the information management responsibilities and obligations for the Council of the City of Gold Coast (Council) and prescribes the compliant information management practices required of the Mayor, Councillors and Council staff.

Queensland legislation refers to Council and, other agency managed information as ‘public records’. Reliable and accountable public records are founded on the Mayor, Councillors and staff managing information

771st Council Meeting 26 March 2019 Events, Tourism & Governance Committee Meeting 21 March 2019 ITEM 8 (Continued) INFORMATION MANAGEMENT POLICY

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Attachment 1




according to the principles and requirements provided in information standards, guidelines, and related policy and by legislation. All public records must be managed in accordance with this policy.

The Mayor, Councillors and staff create, receive, use and store information when undertaking Council’s statutory, administrative or other public responsibilities, or for a related purpose. Council’s corporate information management responsibilities are assigned to support key information management deliverables, manage risk, define accountabilities, and monitor and improve performance.

Information created or received in the Mayor or Councillor’s official capacity that relates to their responsibilities under the Local Government Act 2009 or related to the administration of Council business is a public record and must be managed in accordance with the requirements of the Public Records Act 2002. The Public Records Act 2002 empowers the Queensland State Archivist (State Archivist) to provide Council with policy, standards and guidelines to be applied to creating, keeping, preserving, managing and disposing of Council’s public records. In addition, Council’s public records must be managed in accordance with Council’s Employee Code of Conduct and the Code of Conduct for Councillors in Queensland and as required by other legislation. Whenever acting or undertaking work for or on behalf of Council, the Mayor, Councillors and Council staff must;

• make and keep full and accurate records of decisions, actions and communications,

• deliver or direct receipt of these records via trusted networks, and

• access and store these public records in Council endorsed information systems.

Public records are determined by the content, not the format. Council’s public records will be in various formats (e.g. letter, file note, calendar entry, social media post, sound recording, video file, legal titles, contracts and SMS/email. Public records not maintained in endorsed Council information systems are at risk of unauthorised use, access, disclosure and disposal). Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework review and approval processes (strategic, technical, legal, financial, and risk).

The Public Records Act 2002 is silent on whether private electronic communication accounts, (e.g. private email and social media accounts, messaging apps) may be used for creating, receiving or storing public records. However, Queensland State Archives has provided guidance that all public records created or received using private electronic accounts and personal devices must be managed in accordance with the Public Records Act 2002 (i.e. in the same way as public records created or received using Council endorsed electronic communication accounts, information systems and devices). Accordingly, public records which are communicated to private electronic communication accounts must be retained and transferred to an endorsed Council information system within 20 calendar days of receipt or creation by the Mayor, Councillor and Council staff. Regardless, the Crime and Corruption Commission has recommended that private electronic accounts should not be used for official Council business. Further, the Code of Conduct for Councillors in Queensland directs that only official Council electronic communication accounts be used by the Mayor and Councillors when they conduct Council business. Accordingly, the Mayor, Councillors and Council staff are not to initiate or respond to official Council matters via private electronic communication accounts.

Effective information management builds Council’s capability to realise the operational and strategic value of its information assets, (including public records). Planning, assurance and maintenance activities ensure


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information, information systems and service offerings remain appropriate to customer and business needs and legislative requirements.

Standards and guidelines will provide support for; people (their roles and responsibilities); processes (including procedures and metrics); and technology (requirements to support compliance and business needs).

Information management requirements will be supported by information systems and operational processes which enable informed and transparent decision-making, business reporting, value for money and efficiency in delivery of Council services.

Information assessments will be undertaken to identify opportunities and manage risks relating to information security (confidentiality, integrity and availability), useability, digital initiatives and digital continuity. Internal or external audits will assess the integrity and performance of specific information management processes, services or environments. Compliance assessments and audits will monitor adherence to mandatory legislative or other obligations.

Legislation requires that public records are captured, stored and handled by the Mayor, Councillors and staff in an ethical and accountable manner throughout the information’s lifecycle. Penalties apply for unauthorised access, disposal or disclosure of public records, specifically when these actions are undertaken for personal benefit or gain. Conduct inconsistent with this policy may result in:

• disciplinary action in accordance with applicable legislation and/or policy,

• referral to a relevant law enforcement and/or oversight body (such as the Crime and Corruption Commission, or the Queensland Government Office of the Independent Assessor).

SCOPE This policy applies to:

• the Mayor, Councillors and staff (including contractors, work experience students, apprentices, volunteers and consultants), vendors, external service providers who are given access to Council information assets and supporting technology, or who manage and create Council’s public records,

• all types of information and public records regardless of format, medium and source which is about the business and administration of Council,

• all information management activities including the way in which Council plans, identifies, creates, receives, collects, organises, secures, uses, controls, disseminates, shares, maintains, preserves and disposes of information under its control. For the purpose of this policy, ‘information’ refers to both information and data,

• all Council controlled or commissioned information systems and services which manage information and public records,

• all practices and processes related to information systems and services associated with creating and managing information and public records.

DEFINITIONS Definitions have been sourced and adapted from Queensland State Archives and the Queensland Government Chief Information Office.

See iSPOT#72715604-Information Management Definitions - Instrument of the Information Management Policy.


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RELATED POLICIES See related policies below for guidance on specific aspects of information management, including information security, privacy and information provision obligations and processes.

Records management is a legislatively enforced aspect of the broader information management discipline. The Records Governance Standard guides Councillors and staff to manage public records in accordance with the Public Records Act 2002 and other related legislation.

Asset Custodianship Policy (Infrastructure and Land) Code of Conduct for Employees Policy Digital City Data Policy Disciplinary Policy Fraud and Corruption Control Policy ICT Resource Usage Policy Information Security Policy Information Privacy Policy Right to Information and Information Provision Policy

DELEGATIONS The Public Record Act (Qld) 2002 and the Local Government Act 2009 provides the Chief Executive Officer with the authority and accountability for ensuring Council complies with its information management obligations. The CEO may delegate this authority and accountability (relevant to information and record management and listed via delegation number below) to ‘another employee of the Local Government’. Full details of each delegated power, the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register.

DE01407 DE02020

DE02047 DE02114

LEGISLATION Queensland legislation:

Crime and Corruption Act 2001 (Qld) Electronic Transactions (Queensland) Act 2001 Information Privacy Act 2009 (Qld) Local Government Act 2009 (Qld) Local Government Regulation 2012 (Qld) Public Records Act 2002 (Qld) Right to Information Act 2009 (Qld)

Queensland Government Codes and Information Standards:

IS18 Information Security, Queensland Government Chief Information Office (QGCIO) IS34 Metadata standard (QGCIO) IS44 Information Asset Custodianship (QGCIO) Code of Conduct for Councillors (Department of Department of Local Government, Racing and Multicultural Affairs) Records Governance Policy, Queensland State Archives (QSA)


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http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/LegalServices/Legal%20Information/Pages/default.aspx





SUPPORTING DOCUMENTS Information Management Definitions #72715604 (City of Gold Coast Council) Information Management Roles and Responsibilities Standard#72631895 (City of Gold Coast Council) Records Governance Standard #72634249 (City of Gold Coast Council) Public Records Guideline #72634367 (City of Gold Coast Council) Information Asset Custodian Standard #72635118 (City of Gold Coast Council) Metadata Standard #72637340 (City of Gold Coast Council)

RESPONSIBILITIES FOR POLICY

Sponsor Director Organisational Services

Owner Chief Information Officer (CIO)

ACKNOWLEDGEMENTS Queensland State Archives (QSA) Queensland Government Chief Information Office (QGCIO) National Archives of Australia

VERSION CONTROL

Document Date Approved Amendment

23730129 v10 19.08.16 GA16.0125.007/G16.0129.008 Major change, Council to Admin

Policies

23730129 v9 18.12.15 COO iSpot #52356672 Major change, minor change to review date

23730129 v8 22.7.13 COO iSpot #41298253 Minor changes including appendices, policy references, performance measures and legislation.

23730129 v7 12.6.12 GA12.0607.006/ G12.0612.016

Minor changes – including edit to allow disclosure of complaint investigation details

23730129 v6 15.4.11 GA110413.002/G11.0415.015 Major changes – including edits to ensure legislative compliance (Information Privacy Act)

23730129 v3 15.3.10 GF10.0310.001/G10.0315.016 Minor changes - including name change

23730129 v2 3.11.08 GF08.0514.008/G08.1103.018 Adopted by Council

23730129 v1 1.11.06 CGC.061101.010 Approved by CGC


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Attachment 2

Information Management Definitions

Instrument of the Information Management Policy 3 February 2019


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TRACKS-#72715604-v2-DRAFT_INFORMATION_MANAGEMENT_DEFINITIONS_-_INSTRUMENT_OF_THE_INFORMATION_MANAGEMENT_POLICY_2019.docx Page 2 of 7

Document Details iSPOT 72715604v2

Security classification

Date of review of security classification

Standard Implementation Managers, supported by Business Innovation and Technology Services

Standard Compliance Directors and Managers

Standard compliance monitoring

Managers Information Asset Custodians Coordinator Governance, Risk, Compliance and Security

Authority

Author

Documentation status x Working draft Consultation release Final version


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Definitions Information Management Definitions are adapted from Queensland State Archives (QSA), the Queensland Chief Information Office (QGCIO) and the Office of the Information Commissioner

TERM MEANING

Capture Saving or registering a record into Council’s approved corporate information systems whether hardcopy or digital. This may mean registering the record into a Council information system and assigning metadata to describe it and place it in context, allowing for the appropriate management of the record over its lifecycle.

Data Data is typically comprised of numbers, words or images, data is a representation of facts, concepts or instructions in a formalised (consistent and agreed) manner suitable for communication, interpretation or processing by human or automatic means. Data is not information until it is utilised in a particular context for a particular purpose.

Disposal The term disposal is usually used in the context of assets and has two meanings:

a. The final decision concerning the fate of records and other information assets. Disposal includes:

i. Keeping all or part of the asset; ii. Destroying, deleting or migrating the asset or part of the asset;

and iii. Abandoning, transferring, donating or selling the asset or part

of the asset. b. A program of activities to facilitate the orderly transfer of information assets

from their current location into alternative or archival storage.

Information and Data Governance

Information and Data governance consists of the roles, processes, methods, tools, and techniques to ensure that data is of high quality, reliable, and unique (not duplicated), so that use of data in reports, business processes and databases is trusted and accurate. Information and data governance includes information and data architecture, modeling, integration and master data management

Information and data governance includes guidance and review to support business areas to apply and manage appropriate controls and practices to assure as required confidentiality protections, and assurances around the integrity and accuracy of Council controlled data and information.

Information Information is defined as:

1. A collection of data that is processed, analysed, interpreted, organised, classified or communicated in order to serve a useful purpose, present facts or represent knowledge in any medium or form. This includes presentation in electronic (digital), print, audio, video, image, and graphical, cartographic, physical sample, textual or numerical form.

2. A message, usually in the form of a document or an audible or visible communication, meant to change or inform the way a receiver perceives something and to influence judgment or behaviour; data that makes a difference.


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https://www.forgov.qld.gov.au/glossary/records

https://www.forgov.qld.gov.au/glossary/records

https://www.forgov.qld.gov.au/glossary/digital-records

https://www.forgov.qld.gov.au/glossary/digital-records

https://www.forgov.qld.gov.au/glossary/recordkeeping-metadata

https://www.forgov.qld.gov.au/glossary/recordkeeping-metadata



TERM MEANING

3. Patterns in data.

4. That which reduces uncertainty.

Information, Personal

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded or in a material form or not, about an individual whose identity is apparent, or can be reasonably ascertained, from the information or opinion. Personal information includes such record details as a person’s name, age, physical characteristics and tax file number and address etc..

Personal information should be managed in accordance with the legislative requirements outlined in Council’s Information Privacy Policy.

Information Asset An information asset is a body of information, defined and managed as a single unit so it can be understood, shared, protected and exploited effectively.

Information assets have recognisable and manageable value, content and lifecycles and are classified and described so information can be found and used.

Information Asset Custodian

A custodian of an information asset is responsible for ensuring information is collected and maintained according to specifications and priorities determined in consultation with the user community, information specialists and made available to that community and in a format that conforms to legislation, documented standards and policies. See also Information Management Roles and Responsibilities Guideline and Information Asset Custodianship Standard, Asset Custodianship Policy (Infrastructure and Land)

Information Management

Information management refers to all processes, tools and services that form the end-to-end solutions to plan, acquire, create, circulate, distribute, use, manage, retain or dispose of information according to legislative drivers and business relevance. The management of the various types of information may require different approaches and standards. Information Management includes information governance which sets and guides the policies, structures, responsibilities and standards required for managing the organisation’s information

Information Security

Information should be classified in accordance with the Information Security Classification Standard. Refer to Council’s Information Security Policy on the intranet for levels of information security classification.

Information Systems

Information systems are an integrated set of components (typically include hardware, software, databases, networks, people and procedures) for collecting, storing, and processing data, for providing information, providing tracking data for a workflow process, providing knowledge, or storage and retrieval of digital products.

Council’s endorsed information systems support:

• enterprise wide functions and transaction processing systems (e.g. Local


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http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/CorpPlanPerfomance/Policies/Documents/Asset%20Custodianship%20Policy%20(Infrastructure%20and%20Land).pdf






TERM MEANING

Government Platform and Enterprise Resource Planning),and

• specialist function and business needs of parts of the organisation and the delivery of a service to the community (e.g. disaster management systems, website, library management systems etc.);

• specialist purpose (e.g. a geographic information system for spatial data), and

• record management for the capture and management of hard copy and digital documents for public record keeping (e.g. an Electronic Document Record Management System (EDRMS).

Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework i.e. (strategic, technical, legal, financial, and risk) review and approval processes.

Information Standards

Standards provide requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose.

Metadata Information about information – typically metadata elements (e.g. title, creator, review date) record and inform when information was created and updated, what it can be used for, where it was sourced from, the meaning of codes and terms used, keywords to help users find the information, and other information that ensures the information can be understood, maintained, identified, and utilised throughout the life cycle of the information that is being managed.

Migration The process of moving digital records or data from one system, storage medium, hardware or software configuration to another, or from one generation of computer technology to a subsequent generation, while maintaining the authenticity integrity, reliability and usability of the records.

Public Records The Public Records Act 2002 (Qld) defines a public record as a record

• for use by or a purpose of a public authority (i.e. a local government)

• received or kept by a public authority in the exercise of its statutory, administrative or other public responsibilities or for a related purpose.

A public record includes a copy of a public record, a part of a public record, or a copy of a part of a public record. The Act defines a record as recorded information created or received by an entity in the transaction of business or the conduct of affairs that provides evidence of the business or affairs and includes—

(a) anything on which there is writing; or (b) anything on which there are marks, figures, symbols or perforations having

a meaning for persons, including persons qualified to interpret them; or (c) anything from which sounds, images or writings can be reproduced with or

without the aid of anything else; or (d) a map, plan, drawing or photograph.


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https://www.forgov.qld.gov.au/glossary/digital-record

https://www.forgov.qld.gov.au/glossary/digital-record

https://www.forgov.qld.gov.au/glossary/storage

https://www.forgov.qld.gov.au/glossary/storage

https://www.forgov.qld.gov.au/glossary/generation

https://www.forgov.qld.gov.au/glossary/generation

https://www.forgov.qld.gov.au/glossary/authentic-records

https://www.forgov.qld.gov.au/glossary/authentic-records



TERM MEANING

See also Public Record Standard which includes examples of both corporate and non-corporate records.

Queensland State Archives

Under sections 24 and 25 of the Public Records Act 2002, Queensland State Archives has a range of functions and powers including the ability to:

• Issue standards to government agencies regulating the creation, management, disposal, storage and preservation of government records

• Issue policies, standards and guidelines to achieve compliance with the legislative policy frameworks for best practice records management

• Identify and preserve public records of permanent value as the State’s archives.

Records, Full and Accurate

A full and accurate record are records where the content, context and structure of a record can be trusted as a true and accurate representation of the transactions, activities or facts that they document and can be depended upon in the course of subsequent use.

Records, Permanent

Public records which have ongoing usefulness or significance of (based on the evidential, administrative, financial, legal, informational and historical values that justify the permanent retention). These records have enduring value to Council, the State of Queensland, the community, and/or Australia as a whole and therefore need to be kept indefinitely.

Records, Vital Vital records are essential to the operations of an organisation and generally contain information needed to re-establish the agency in the event of a disaster. Vital records protect the assets and interests of the organisation as well as its clients and are usually associated with legal and fiscal matters. Vital records may not have a high archival value.

Thesaurus A controlled vocabulary of terms or concepts that are structured hierarchically (parent/child relationships) or as equivalences (synonyms), and related terms (associative) In a thesaurus, the meaning of the term is defined and hierarchical relationships to other terms are shown. A thesaurus should provide sufficient entry points to allow users to navigate from terms which are not to be used to those that are preferred.


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For more information P 1300 GOLDCOAST (1300 465 326) W cityofgoldcoast.com.au


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http://www.cityofgoldcoast.com.au/


Attachment 3

Information Management Roles and Responsibilities Standard

Instrument of the Information Management Policy 21 January 2019


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Document Details iSPOT #72631895v4







Authority

Author

Documentation status Working draft x Consultation release Final version


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Page 3 of 12 iSPOT 72631895v1

1. Introduction

The public records of the Council of the City of Gold Coast are evidence of Council’s decisions, administration and business activity and are the basis of Council’s information assets. Like other assets, information assets need to be managed effectively to deliver the best value for money. This standard provides a model that articulates accountabilities, key roles and responsibilities in the management of Council’s information, data and records. Overview of Responsibilities and Obligations

Assigned responsibilities for management of Council’s information assets enables Council to deliver better services, make informed decisions, avoid and reduce costs and comply with legislation

Information asset custodians are accountable for management of a specific information asset, ensuring the asset is accurate, current, protected, accessible, and shared and released where applicable.

Data management, information security, records management and ICT technical specialists play a pivotal role in Council’s planning and oversight of data and record management projects, quality assurance, and whole of organisation information management capability.

Users are the individuals or groups who are the information consumers and they play a key role in information management. They provide requirements and feedback and follow the use and management of information parameters set by the information asset custodian. Users include Councillors and staff and can include service delivery or research partners and members of the public.

Whenever they act or undertake work for or on behalf of Council, the Mayor, Councillors and staff must:

• make and keep full and accurate records of decisions, actions and communications, and

• deliver or direct receipt of these records via trusted networks, and

• access and store these public records in Council endorsed information systems.

In addition, Council’s public records must be managed in accordance with Council’s Employee Code of Conduct, the Code of Conduct for Councillors in Queensland and relevant legislation. Legislation requires that public records are captured, stored and handled by the Mayor, Councillors and staff in an ethical and accountable manner throughout the information’s lifecycle.

Assignment of information management responsibilities for all levels of Council is a requirement of the mandatory Records Governance Policy issued by the State Archivist (Queensland State Archives). Council complies with the governance requirement of this Policy via the Council’s Records Governance Standard and via this information management roles and responsibilities standard.

The Public Records Act (Qld) 2002 and other legislation provide the Chief Executive Officer with the accountability, authority and powers for ensuring Council complies with its information management obligations. The CEO may delegate these powers to other responsible positions of the Local Government. The current delegated powers from the CEO (relevant to the Information Management Policy) are referenced in the Delegations section of that policy. Full details of each delegated power, the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register. The Delegated Power and Authorisations Policy (Attachment A) states; ‘The delegate is responsible and accountable for a decision made under such delegation of power and [is] required to be able justify such decisions or actions.


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https://www.qgcio.qld.gov.au/documents/records-governance-policy










http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/CorpPlanPerfomance/Policies/Documents/Delegated%20Power%20and%20Authorisations%20Policy.pdf

http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/CorpPlanPerfomance/Policies/Documents/Delegated%20Power%20and%20Authorisations%20Policy.pdf



2. Information Management Responsibilities & Obligations Role Responsibility Councillors Legislative obligations

Manage information created received or kept in an official capacity as a Councillor in accordance with legislation, this policy and standards related to information management. (Public Records Act 2002, s.6, Local Act 2009, Code of Conduct for Councillors in Queensland).

Information management obligations Review and endorse information management policies and standards.

Provide endorsement for provision of adequate resources, funding and training to enable a successful information and records management program.

Make records which support the conduct of Council business activities.

Document decisions and their reasons that will assist a Councillor to provide an explanation or justification for decisions, events or transactions.

Transfer records to Records Services or arrange for registration of hard copy and electronic records.

Maintain awareness of this policy and the legislation which impacts Council’s information management requirements and obligations.

Ensure that disposal of records is undertaken in a lawful manner. Record Services staff can assess Councillor records against a Queensland State Archives Retention and Disposal Authority which takes into account legal, evidential or research value of the records.

Chief Executive Officer (CEO) Chief Executive Officer

Legislative obligations Section 13 (3) (e) of the Local Government Act 2009 The CEO is responsible for the safe custody of—

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

o all documents owned or held by the local government; Responsibility for ensuring the Council complies with its public record keeping obligations. See Section 7(2) of the Public Records Act 2002. Responsibility for safe custody of all Council records and documents. See Section 13 (3e) of the Local Government Act 2009. Exercises or delegates powers and accountabilities pursuant to the legislation and evidences this by a signed Instrument of Delegation. Delegated powers are recorded in the Delegation & Authorisation Register.


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Role Responsibility (CEO)

Information management obligations Provides strategic direction and provision of adequate resources which enable successful information management practices and governance.

Directors Information management obligations Ensure information assets (including public records) are managed in accordance with their value and risk, and held in approved information systems, applications or services. Ensure data and information custodianship responsibilities are fulfilled according to agreed role for specified datasets or information systems. Ensure that staff receive adequate training in use of information systems. Ensure that their directorates have implemented appropriate governance, processes and procedures to comply with the Information Management Policy. Endorse information management policies, guidelines and procedures. Actively promote and support a positive information management culture throughout their directorate. Report identified information management risks to the Chief Information Officer (CIO) and address breaches of the information management policy as they arise.

Chief Information Officer

Information management obligations Leads the definition, implementation, and communication of the organisation’s strategic information management governance and practices. Leads the provision of services required for information management. Ensures information management investment is aligned to the strategic goals of Council. Ensures that the information management systems are in place and produce and store full and accurate records. Ensures that information management requirements are included in all business undertaken by Council.


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Role Responsibility Managers

Information management obligations Lead implementation and monitoring of branch compliance with the Information Management Policy, relevant policy instruments and legislation particularly within the scope of assigned responsibility for use and management of information systems and information assets. Ensure data and information custodianship responsibilities are fulfilled according to agreed role for specified datasets or information systems. Ensure that staff receives adequate training in use of information systems. Ensure information management responsibilities are incorporated into agreements with individuals or organisations who may have access to Council managed information including consultants, interns, trainees, contractors, service providers, permanent and temporary employees. Report identified information management risks to the Chief Information Officer (CIO) and their Director and address breaches of the information management policy as they arise. Ensure that information systems underpin and support business processes.

Information Asset Custodians

Information management obligations A position which is assigned the custody of an information asset throughout the information asset’s lifecycle and in accordance with an appropriate governance process. For a list of general responsibilities of Information Asset Custodians, see: Information Asset Custodianship Standard (iSPOT #72635118) For responsibilities in relation to management of information associated with infrastructure assets, see also Asset Custodianship Policy (Infrastructure and Land). For specific custodianship responsibilities in relation to selection, design, justification, implementation and operation of information security controls and management strategies see the Information Security Policy.

Members of Corporate Information and Data Governance Forums

(Information Management Representatives)

Information/Data Management Responsibilities Ensure that information management strategy and governance practices complement business requirements and support service delivery. Act as a reference point for Councillors, staff, committees, working groups and/or programs to support improvements and resolve issues in relation to information and data management/governance.


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http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/CorpPlanPerfomance/Policies/Documents/Information%20Security%20Policy.pdf

http://intranet.gccc.goldcoast.qld.gov.au/Directorates/OfficeOfTheCOO/CorpPlanPerfomance/Policies/Documents/Information%20Security%20Policy.pdf



Role Responsibility Information Management Specialists (Business, Innovation Technology Solutions)

Information Management Responsibilities Assists business units to identify their information needs and requirements and contributes to the strategic direction of information management within Council. Plans and oversees data management projects, services and coordinate data governance activities. Consults with Queensland State Archives and Queensland Government Chief Information Office in relation to applying policy and Information Standards. Coordinates the development and implementation of information management practices, including policies, standards, guidelines and procedures. Guides information security risk assessments and audits, and communicates outcomes and issues to corporate stakeholders Maintains a register of the information asset holdings of Council. Delivers or arranges staff training on information policies and technologies – including specific systems or processes, applicable standards, and business benefits of information management. Develop and issue an internal recordkeeping framework, including policies, standards, procedures and tools. Advises to information asset custodians on risks and issues relating to information assets and systems. Advises on risks relating to Disaster Recovery Plans and Business Continuity. Develop, manage and monitor, the technical aspects of disaster preparedness and recovery strategies and procedures; records and systems migration strategies; and procedures and regular backups for records and records systems and business systems that create and store records.

Develop, implement and monitor quality assurance and/or internal audit processes for quality and/or internal audit reporting.

Record Management Specialists

(Business, Innovation Technology Solutions)

Information Management Responsibilities

Manage a recordkeeping function and/or programme for Council’s public records, including implementing record governance standards within Council. Provide advice on corporate recordkeeping processes and mandatory Records Governance Policy obligations.


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Role Responsibility Identify recordkeeping requirements in consultation with other

organisational units, including strategies and procedures to support business areas to identify and locate records.

Ensure that Councillors and staff are aware of their recordkeeping responsibilities. Train and educate Councillors, and staff in relation to recordkeeping obligations, process and procedures

Record Services staff will refer business areas to and will assess Council’s public records against a Queensland State Archives Retention and Disposal Authority which takes into account legal, evidential or research needs of Council and the community.

Provides internal support to business areas around handling of public records; including scanning, registration, capture and delivery of incoming correspondence, along with responsibilities for managing outgoing mail correspondence.

ICT Technical and Service Support (Business, Innovation Technology Solutions)


Provides or arranges technical support of information systems.

Provides advice on information technology and services for information management strategies

ICT Vendor and Contract Management, Software Asset Management, Service Integration and service delivery operational assurance for information systems.

Provides the engagement for project requests between the BITS Business Engagement function and Council’s ICT Service providers of information systems and information services.

Works with the Chief Information Officer and business areas to plan, and determine information system functional requirements of corporate information systems.

Cyber Security and Information Security Specialists


Manage the security mechanism for the protection from unauthorised access to information in electronic form.


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Role Responsibility Provides advice on information and cyber security risks.

Provides guidance on information asset custodian’s processes for decisions on security classifications and appropriate security controls for Council’s information assets and information systems.

Corporate Asset Management (Office of COO)


As stated in the Asset Custodianship Policy (Infrastructure & Land), the Corporate Asset Management branch has responsibilities, (overarching to the responsibilities of Information Asset Custodians) for information management governance of information associated with infrastructure assets.

Office of Innovation and Economy (Economy Planning and Environment)

Information Management Responsibilities Identifies, assesses and consults impacted stakeholders including information asset custodians on information/data governance requirements, opportunities, regulatory obligations and risk relating to Council’s Digital City initiatives.

Information Users (All Directorates) End consumer of data or information for reference, or as input to solve problems and/or make decisions or provide an information service.

Information management obligations Applying information management principles, standards and best practices in their day-to-day handling of information and systems. Creating and maintaining full and accurate records of all business activities to fulfil business requirements, demonstrate accountability and provide evidence of decisions made and actions taken. Document decisions and their reasons that will assist a Councillor or management provide an explanation or justification for decisions, events or transactions. Ensure that full and accurate records are made and captured into the approved Council information systems. Transfer records to Records Services or arrange for registration of hard copy and electronic records. Maintain awareness of this policy and the legislation which impacts Council’s information management requirements and obligations. Comply with organisational policies, standards and procedures. Manage records for as long as they are required for business, legislative, accountability and cultural needs. Adhere to information retention requirements and ensure that disposal of records is undertaken in a lawful and authorised manner.


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Role Responsibility Acknowledge the source of data and abide by any requirements when using data provided by the information asset custodian. Advise information asset custodians of any errors or omissions in data they receive. Advise custodians of future, or changing, data requirements. Working with information asset custodians to define business needs for their future information requirements to inform collection and/or conversion plans. Ensure that a documented agreement is prepared and applied when users produce information products from an information asset This agreement should describe agreed management responsibilities of the information product and agreed cost/budget sharing arrangements. Manage information requests made by third parties by ensuring provision of requested information to a third party is reviewed by consulting the Information Provision Guidelines, and Information Provision Checklist attached to the Right to Information & Information Provision Policy and consulting with the Information Asset Custodian where administrative release decisions have not been previously decided or defined. Ensure that released information to a third party is subject to a licensing agreement. This agreement includes conditions of release criteria and other metadata. Data must not be released to a third party unless protected by an agreement that stipulates the criteria for release and which is authorised by the license agreement Comply with terms and conditions of license agreements and any requirements for payment for provision of information or data.. Users shall not disclose or sell information if they collect it on behalf of an information asset custodian without the approval of the custodian. Users must always cite the source of the information when using the information in any way. Collecting specific information on behalf of a custodian according to the standard set by the custodian. User groups are also obliged to transfer information back to the custodian for maintenance or storage, free of charge.

Create, keep and preserve full and accurate records that document business transactions within compliant and accountable recordkeeping


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Role Responsibility systems.


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Attachment 4

Records Governance Standard

Instrument of the Information Management Policy January 19th 2019


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iSPOT 72634249v1








Authority

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iSPOT 72634249v1

Table of Contents 1. Introduction ................................................................................................................................ 4

2. Records Governance Requirements ......................................................................................... 4 Requirement 1: Records management is supported at all levels of the business ....................... 4 Requirement 2: Council must systematically manage records using governance practices that

are integrated and consistent with broader corporate frameworks ..................... 4 Requirement 3: Council must create complete and reliable records ........................................... 5 Requirement 4: Council must actively manage high-value, high-risk records and permanent

records and information as a priority ................................................................. 5 Requirement 5: Council must make records discoverable and accessible for use and re-use. ... 6 Requirement 6: Council must plan for how and when they will dispose of records, using a risk

based approach. ............................................................................................... 6


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1. Introduction The Public Records Act 2002 (Qld.) (The Act) includes specific requirements for managing public records which must be applied by all Queensland government agencies (including councils). Specifically, the Act requires that Council comply with the guidance in the Queensland State Archives Records Governance Policy which provides six mandatory principles to support Council to comply with record management obligations.

Records management is the practice or discipline of controlling and managing the City’s public records from their creation, capture, maintenance, and use through to eventual archiving or disposal. This work includes a range of activities (planning, directing, organising, and training) to ensure appropriate and trustworthy records, in any format, and generated by any process, are discoverable and accessible for use and re-use.

The Public Records Act 2002 empowers the Queensland State Archivist (State Archivist) to provide Council with policy, standards and guidelines to be applied to creating, keeping, preserving, managing and disposing of public records. Queensland State Archives (QSA) is the lead agency for government record management in Queensland.The State Archivist also has monitoring and reporting powers on Council’s compliance with the Act and the mandatory policy and standards.

2. Records Governance Requirements

Requirement 1: Records management is supported at all levels of the business Executive leaders commit to investing adequate time and resources into records management, and promote the strategic records management agenda. City staff, Councillors and contractors understand and manage their legal, regulatory, risk and business context for making and keeping public records.

The principles will be supported across all areas and all levels of Council by:

• assigning formal responsibilities to key roles that will monitor and support the active implementation of record governance and foster a positive, innovative and collaborative recordkeeping culture, and

• ensuring appropriate advice and guidance is available to assist users to manage their individual recordkeeping obligations and responsibilities.

Requirement 2: Council must systematically manage records using governance practices that are integrated and consistent with broader corporate frameworks Consistent and aligned governance practices provide a strong foundation for systematically managing records and information across all functions of Council. Records governance must work within Council’s governance frameworks and strengthen Council’s strategic goals and functions.

Council must systematically manage records and information by:

• ensuring records management and information governance is aligned with broader Council frameworks and incorporated in business strategies and objectives,


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• developing and implementing appropriate and fit-for-purpose documentation that details how active records management will strengthen Council’s business imperatives and strategic goals,

• complying with relevant legislation that governs recordkeeping requirements,

• measuring how well records governance is supporting Council business imperatives and strategic goals. A current state of Council recordkeeping is surveyed annually by Queensland State Archives.

Requirement 3: Council must create complete and reliable records Complete and reliable records provide evidence of activities of Council and allow the business to operate effectively. Council must ensure complete and reliable records are created and retained as appropriate by:

• identifying all the records that allow the business to operate and which provide evidence of decisions, support accountability and transparency, mitigate risk, help Council meet legislative requirements and reflect the business of Council

• specifying how these records must be created, when they must be created, the format they must be created in, who must create them and implementing security and retention and disposal requirements associated with those records, (see City of Gold Coast Council Public Records Guideline)

• integrating public record creation into existing business processes

• ensuring recordkeeping is considered when decisions are made about information systems (particularly decisions around migration of records and disposal).

Requirement 4: Council must actively manage high-value, high-risk records and permanent records and information as a priority These records should have the highest priority for Council when developing and implementing information governance and management practices.

Council must actively manage high-value, high-risk and permanent records by:

• formally documenting details including security classifications and retention requirements for permanent, high-value and high-risk records

• actively maintaining visibility of these records while they are being used, including monitoring processes for permanent, high-value and high-risk records held in information systems and applications

• defining the criteria and processes for identifying permanent, high-value and high-risk records, including where appropriate, the transfer of permanent value records to QSA.

‘High value’ records are those that are important to the business, its operations, or stakeholders.

‘High-risk’ records are information that poses a significant risk to Council if misused, lost, damaged or deleted prematurely. High risk records include information about the way the Council operates its business transactions, and how it interacts with other organisations and manages relationships with residents,


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Councillors and employees. Poorly managing risks may expose the Council to major loss of reputation, financial or material loss, and breach of statutory obligations. Particular attention should be given to administrative practices and the capabilities of systems that manage personal information and records. See the Information Privacy Policy for guidance.

‘Permanent’ records are those records, which in the disposal authorisations released by the Queensland State Archivist, are of enduring value and are transferred to QSA once business use has ceased.

Requirement 5: Council must make records discoverable and accessible for use and re-use. Public Records will be delivered via trusted networks and stored in Council endorsed and trusted information systems and applications. Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework i.e. (strategic, technical, legal, financial, and risk) review and approval processes.

Council’s Service Now Portal, published on the Council Intranet, includes a register of Council’s information systems and applications.

Council must ensure complete and reliable records are discoverable, accessible and are able to be used and re-used as required.

Metadata is applied to information assets (including datasets, records and web based information and web services). Quality assurance and control processes are used to ensure the capture, reusability, integrity and consistency of metadata.

Requirement 6: Council must plan for how and when they will dispose of records, using a risk based approach. City staff, Councillors, contractors, and external service providers do not have the authority to dispose of any public records.

If proposing disposal of a Council Information Asset, Information Asset Custodians, individual users or other stakeholders must consult with officers who have delegated powers described in the Corporate Delegation Register (DE02114). The first point of contact is the Coordinator, Records Services, Business Innovation and Technology Services. If disposal involves decommissioning a council information system refer to Queensland State Archives Managing Public Records when Decommissioning Business Systems Methodology.

Records are disposed of in a planned and authorised way by:

• using the disposal authorities issued by the State Archivist, that provide proper coverage of the specific records created and required to be kept,

• having a disposal plan which documents details of disposal decisions and actions for Council. The plan must, at a minimum, cover:

a) Disposal endorsement, including how internal endorsement is given.

b) Formal and permanently stored details of the metadata and Public Records which have been disposed of.


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https://www.forgov.qld.gov.au/manage-records-when-decommissioning-business-systems






c) Disposal methods, including how records (physical and digital) are disposed of.

d) Disposal frequency, i.e. specifying the frequency of disposal of certain types of records.


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Attachment 5

Public Records Guideline

Instrument of the Information Management Policy 21 January 2019


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Public Record Guideline

Document Details iSPOT # 72634367 Version: 1







Authority

Author



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Public Records The Mayor, Councillors and Council staff must be aware of their recordkeeping responsibilities under the Public Records Act 2009 (the Act) to make and keep complete and reliable records,

• for use by or for a purpose of Council, and • received, created or kept by Councillors or Council staff in the exercise of Council’s statutory,

administrative or other public responsibilities or for a related purpose. Public records include a copy of a public record; a part of a public record; or a copy of a part of a public record. The Act broadly defines a record as having any of the following characteristics:

a. anything on which there is writing, b. anything on which there are marks, figures, symbols, c. perforations having a meaning for persons, including persons qualified to interpret them d. anything from which sounds, images or writings can be reproduced with or without the

aid of anything else, e. a map, plan, drawing or photograph.

When determining whether received or created information must be stored in Council endorsed business systems and applications:

• Review What is a Public Record? - Criteria Checklist below.

• Consider what is the ongoing use and value of specific information and records for Council; to whom and why; consider does the information contain a record of evidence of Council’s business or affairs,

• Consult with BITS Branch for guidance on technical solutions for storage and transfer of information into Council information systems,

• Consult Council Record Services who have responsibility to advise Councillors and all Council business areas on;

o approved retention and disposal schedules for specific types of public records, including emails and social media posts, and

o managing transitory records such as duplicates and draft documents.

The responsibility for capturing public records includes managing information created or received in an electronic communication account, (e.g. email, voicemail, and social media). Using private email and social media accounts for official Council work purposes can increase the risks of:

• public records not being captured, managed or accessible, • public records being unlawfully destroyed or lost, • information security being compromised (e.g. malware, information inadvertently

shared), • A Councillor and staff breaching legislation, rules or guidelines (e.g. Criminal Code Act

1899, Right to information Act 2009, Information Privacy Act 2009, Councillor Code of Conduct),

• actual or perceived misconduct or corruption.

The Public Records Act 2002 (the Act) is silent on whether private email and social media accounts, messaging apps, or personal devices may be used for creating, receiving or storing public records. The


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https://www.forgov.qld.gov.au/modal/glossary/full-and-accurate-record

https://www.forgov.qld.gov.au/modal/glossary/full-and-accurate-record

https://www.dlgrma.qld.gov.au/resources/publication/local-government/code-of-conduct-for-queensland-councillors.pdf




http://www.dlgrma.qld.gov.au/local-government/councillor-conduct.html






Act empowers the Queensland State Archivist (State Archivist) to provide Council with policy, standards and guidelines on creating, keeping, preserving, managing and disposing of public records. Queensland State Archives has provided guidance that all public records created or received using private electronic accounts and devices must be managed in accordance with the Act in the same way as public records created or received using Council endorsed electronic communication accounts and devices. Public records created or received via private accounts must be transferred into a Council information system within 20 calendar days of creation or receipt by the Mayor, Councillor and Council staff. Regardless, the Crime and Corruption Commission has recommended that private electronic accounts should not be used for official Council business. Further, the Code of Conduct for Councillors in Queensland directs that only official Council electronic communication accounts be used by the Mayor and Councillors when they conduct Council business. Accordingly, The Mayor, Councillors and Council staff are not to initiate or respond to official Council matters via private electronic communication accounts. Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework i.e. (strategic, technical, legal, financial, and risk) review and approval processes. Public records not maintained in endorsed Council information systems are at risk of unauthorised use, access and disposal


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1. What is a Public Record - Criteria Checklist

What is a ‘public record?’ What is not a ‘public record?’

A customer complaint about a Council service sent by SMS or Facebook Messenger to a Councillor.

Work diaries related to local government executive, statutory or administrative function.

Customer emails or letters requesting Council information or action (received via Council’s email system).

A communication received via a private electronic communication account (email, SMS, voicemail) of a councillor or member of staff. The communication is about the outcome of a meeting or decision about a Council matter. (The councillor/ staff member and the sender are known to each other socially). Any data (from a Council controlled database or information system) documenting and recording business processes or actions (e.g. rates payments, license applications and approvals, salary payments) of Council.

Information published on a Council managed webpage or website that records or relates to the business functions of Council.

All agendas, minutes and papers that were presented at meetings within Council. A work related email or hand written note that documents an action, a decision or an approval.

A Council report or analysis of an external publication.

Draft documents drafted by a Councillor or staff on Council matter containing significant annotations or submitted for comment or approval by others.

Internal advertising or training brochures of a work related event or publication.

An internal media release of a work related event or incident.

Project records, plans, estimates and costing, resourcing requirements, background research material, spreadsheets, letters, audio-visual material that maybe in different formats across Council.

An external database that was used for reference purposes only. General information downloaded from the Internet. Agendas and minutes from a staff social club meeting. An external publication. Advertising or training brochures from an external provider. Press cuttings and other external media reports. Informational material that includes lists of suppliers, catalogues, directories, address and contact lists. Any manuals and instructions from an external provider. Unsolicited letters or emails advertising external products or services. Routing slips or fax sheets that do not add informational content. An email about an afternoon tea for a work colleague who is leaving. Information which is purely of personal activities e.g. interactions with family and friends; the individual’s own electoral or political activities undertaken personally and not in the furtherance of or connection with the Councillor’s responsibilities or functions as a Councillor or a Council staff member’s responsibilities or functions.


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Attachment 6

Information Asset Custodian Standard

Instrument of the Information Management Policy February2019


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iSPOT 72635118 Page 2 of 9

Documents Details iSPOT 72635118v5







Authority

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Table of Contents 1. Introduction ................................................................................................................................ 4

2. Purpose of Information Asset Custodianship .......................................................................... 4

3. Criteria for Assigning Information Asset Custodianship ........................................................ 5

4. Managing information and the information asset lifecycle ..................................................... 5 Accountability ........................................................................................................... 6 4.1 Applying Quality, Integrity, Metadata and Information Security Standards ............... 6 4.2 Managing Collection and Maintenance of Information Assets .................................. 6 4.3 Managing Corporate Business Requests for Information ......................................... 7 4.4 Maintaining Security Controls and Access to Information Assets ............................. 7 4.5 Migrating an Information Asset or Dataset and Decommissioning an information 4.6

system ..................................................................................................................... 8 Disposal of Public Records (Information Assets) ...................................................... 8 4.7


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1. Introduction This standard is a supporting instrument for the Information Management Policy and is based on a Queensland Government Information Standard (Information Asset Custodianship IS44). This standard provides a governance framework including details of accountability and support roles and underlying principles and activities required to manage Council’s information assets during an asset’s lifecycle

An information asset is an identifiable collection of information or data (including public records) stored in any manner which has recognised value in enabling the City of Gold Coast Council (Council) to perform its business functions and fulfil statutory and accountability obligations.

Council’s information assets are owned by Council as a local government entity. A range of legislation provides the Chief Executive Officer (CEO) with accountability, and delegated authority for the management of information assets on behalf of Council.

Within certain limits and/or conditions, the CEO may delegate these powers to another employee (a position) of the Local Government. The relevant current delegated powers for information management are outlined in the Delegations section of the Information Management Policy. Full details of a delegated power referenced in the Information Management Policy, the delegate position and the current incumbent is recorded and updated as required in Council’s Delegation and Authorisation Register. Accordingly, specific powers and responsibilities for custodianship of Council’s information assets undertaken by an information asset custodian are exercised via delegated authority and administrative authorisation.

Distinct phases in managing an information asset throughout its lifecycle (Figure 1) include planning and support for the investment decision, acquisition, access, use and ongoing maintenance, through to migration, archiving or retirement ( disposal or destruction) of the information asset. Disposal of information assets must comply with requirements and processes prescribed in the Public Records Act 2002.

Plan

Construct, create, acquire

Commission, organise,

store

Access

Use

Assess

Maintain

Retire

• Examine all options

• Rigorously evaluate the decision at the earliest stages of a proposal

• Minimise the cost and risk of ownership with effective maintenance strategies and

• Consult with stakeholders and

Figure 1.

Information asset custodians ensure a coordinated and documented approach in monitoring business and information requirements and dependencies, and in applying quality and security controls throughout the asset’s lifecycle. In the majority of cases, an information asset custodian liaises with information users and corporate governance roles and utilises Data or Information Governance/ Stewards/ Specialists/ Editors to handle the day-to-day activities associated with the custody of information assets and the data they contain.

2. Purpose of Information Asset Custodianship Assigned information custodianship is a means of:

• facilitating the collection of fundamental datasets and information, • facilitating consistencies in the handling and management of information which will enable

opportunities for cross-leveraging of information capabilities across Council, • eliminating unnecessary duplication in the collection and maintenance of information,

identifying and documenting a corporate information source,


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https://www.legislation.qld.gov.au/view/html/inforce/current/act-2002-011






• defining responsibilities and resourcing supporting positions. Supporting positions could include Data or Information Specialists and or Editors – also known as the Point of Contact or Subject Matter Expert (SME),

• providing a sound information infrastructure, • producing and delivering Council information products, • engaging with business stakeholders to identify areas in which effective information

management can lead to overall business improvement, • contributing to business information planning, including achieving longer term goals and

objectives.

3. Criteria for Assigning Information Asset Custodianship The assignment of a role position as custodian of Council information asset is determined in consultation with stakeholders and by mutual agreement between the Information Asset Custodian and the Chief Information Officer.

The criteria used to assign information custodianship are situations where a directorate via a business unit:

• has a sole responsibility for the capture and maintenance of the information, • has the greatest operational need for the information, • initiates changes to the information, • has the skills and authority to discharge the responsibilities and take action on any deficiencies

in the relevant processes, • is the most competent to capture and/or maintain the information and in the best economic

position to justify collection of the information at source or requires the highest integrity of the information,

• is an infrastructure Asset Custodian as defined by the Asset Custodianship Policy (Infrastructure and Land) and therefore is the Information Asset Custodian for information associated with infrastructure assets under their custody.

In the interests of maintaining business continuity and management of the information holdings, the directorate relinquishing custodianship of an information asset has the responsibility of finding another directorate which will assign the role of custodian for the information asset.

Where the agreed or identified directorate is unwilling to assign a position as custodian for a fundamental information asset/dataset, the Chief Information Officer (CIO) will assess the situation and recommend a solution for CEO decision.

4. Managing information and the information asset lifecycle The assignment of custodianship of information assets comes with certain rights and responsibilities for the collection of information and the management of that information on behalf of Council. Council is adopting the following principles for the custodianship function and the management of custodial information holdings. The principles below are derived from the Queensland Government Chief Information Office Standard: Information Asset Custodianship Policy (IS44) and the supporting guidance in Queensland Government Enterprise Architecture Information management roles and responsibilities and Information asset lifecycle guideline.


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Accountability 4.1

The Information Asset Custodian is accountable for determining the confidentiality, integrity and availability classification of their information assets and ensuring the assets are managed accordingly.

Council information assets should be periodically accounted for and assessed to ensure their continued value to the organisation and to ensure secure and appropriate disposal.

The Information Asset Custodian will:

• ensure that all legal, regulatory and policy requirements are met in relation to the management of the specified dataset or information asset,

• conduct a periodic review of the information security classification of information assets

under their custodianship (frequency of the review period determined by the sensitivity of the information).

• ensure that Service Level Agreements or Operating Level Agreements (between Council Directorates and/or third party entities which are managing Council information assets) include appropriate service levels and targets to ensure information is managed in accordance with the controls described in the Council Information Classification Standard and/or other relevant Council policy or relevant legislation.

• budget for and provide resources to support Council’s information security classification and information management requirements.

Applying Quality, Integrity, Metadata and Information Security Standards 4.2

Assigned Information Asset Custodians, in consultation with key stakeholders, are responsible for identifying technical and procedural controls which will be applied to describe, store, secure and use information.

In order to improve quality of Council information, Custodians will;

• develop and publish standards, in conjunction with relevant stakeholders, appropriate to the designated information asset,

• ensure metadata standards adopted for the information are in accordance with the City of Gold Coast Council Metadata Standard,

• undertake regular integrity checks of the current version of the information asset to ensure it has not been modified without authorisation or accidentally corrupted.

Managing Collection and Maintenance of Information Assets 4.3

The Information Asset Custodian:

• has oversight of plans and activities for data collection, conversion and maintenance in with other stakeholders,

• has oversight of activities for recording and disseminating content and context details about the information asset. This additional information is not necessarily included within the asset or business system itself. The information may be stored digitally as metadata, but it


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may also be documented knowledge, e.g. training or handover procedures,

• negotiates the terms and conditions under which other users collect and maintain the information on its behalf.

• Develops a disaster recovery or data protection plan for information assets under the responsibility of the information asset custodian which includes identifying the

o Recovery Point Objective (RPO) which is the point in time to which systems and data must be recovered after an outage (e.g. end of previous day’s processing)

o Recovery Time Objective (RTO) for assets which is the period of time in which minimum levels of services and /or products and the supporting systems, applications or functions must be recovered after a disruption has occurred.

o Maximum Allowable Outage (MAO) which is the maximum time that Council can tolerate the disruption of a critical business function.

Collection or conversion of data or information can only be justified in terms of a custodian’s own business needs. Custodians are not expected to collect or convert information for which they have no business requirement. These will generally reflect either the directorate’s priorities or statutory responsibilities.

Managing Corporate Business Requests for Information 4.4

If other directorates require further information to be collected, they can:

• provide the Custodian with justification for the collection/conversion,

• contribute the required resources to the collection/conversion of the information by the custodian,

• contribute to a submission by the custodian for more funds for the collection/conversion of the required information,

• collect/convert it themselves.

If a directorate collects or undertakes work on any information which is under the custodianship of another directorate, it must do this according to the Custodian's standards and provide the Custodian with a copy free of charge and according to an agreed transfer standard. The Custodian will then be responsible for future maintenance provided sufficient resources for this maintenance are agreed and allocated.

Benefits and risks need to be considered by the custodian in planning information management activities and associated costs. Where required (usually due to particularly complex implications for Council business units) an application for additional resources and funding can be submitted through the Planning and Budget process.

Maintaining Security Controls and Access to Information Assets 4.5

An Information Asset Custodian:

• establishes conditions of use (aligned to Council’s policy) for the information assets in their care. This includes making and managing formal agreements, royalty arrangements, revenue sharing, and feedback on information quality, copyright and intellectual property.


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• ensures individual users are granted appropriate access to information which is necessary to conduct their work responsibilities and official duties,

• conducts an information security classification as referenced in the Information Security Policy. If appropriate, undertake a Threat and Risk Assessments (TRA) using the Corporate Risk methodology.

• approves release of non-sensitive data so that is freely available, easily discovered and accessed, published in ways and with licences that allow easy reuse via appropriate channels such as a Council approved Open Data platform, the Council’s Publication Scheme, or the corporate website,

• applies appropriate licensing agreements, appropriate metadata statements, disclaimers and Terms & Conditions of Use to protect Council from liability arising from the use of information assets. (Refer to Information Provision Guidelines in the Right to Information and Information Provision Policy).

Migrating an Information Asset or Dataset and Decommissioning an information 4.6 system

The Chief Information Officer must be advised when a custodian plans to migrate and manage information assets in a new system or environment (e.g. SaaS). When doing so, consideration needs to be given to the ability of the outsourcing arrangement to maintain access and sharing of the information according to these guidelines.

If a directorate custodian outsources the collection of information they must ensure that the information continues to be collected and made accessible according to agreed specifications and service level agreements.

Migrating records and metadata from one information system to another is a managed documented process which results in trustworthy and accessible records.

Decommissioning of information systems must take into account retention and disposal requirements for records and information contained in the system.

A custodian must ensure during migration, that information is managed in accordance with Council’s Information Security Policy and Council’s retention and disposal obligations.

Disposal of Public Records (Information Assets) 4.7

Councillors, City Staff, contractors, and external service providers do not have the authority to dispose of any public records.

If proposing that an information asset does not need to be kept in immediate access or that a Council Information Asset is a candidate for disposal, Information Asset Custodians must consult with officers who have delegated powers described in Corporate Delegation Register (DE02114). The first point of contact for discussion is the Coordinator, Records Services, Business Innovation and Technology Services.


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http://www.goldcoast.qld.gov.au/information-and-communication-technology-ict-security-policy-5088.html




http://www.goldcoast.qld.gov.au/risk-management-policy-5135.html




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Attachment 7

Metadata Standard

Instrument of the Information Management Policy January 21 2019


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Metatdata Standard









Authority

Author



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Metatdata Standard


Table of Contents 1. Purpose ....................................................................................................................................... 4

2. Introduction ................................................................................................................................ 4

3. Principles .................................................................................................................................... 5 Principle 1: Metadata Implementation ........................................................................................ 5 Principle 2: Management of Metadata ........................................................................................ 6 Principle 3: Use of Metadata in Council Enterprise Initiatives .................................................... 6


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Metatdata Standard


1. Purpose This standard is a supporting instrument for the Information Management Policy. Its purpose is to establish a framework for referencing, identifying and applying and managing metadata requirements in Council information systems which support business requirements and legislative compliance obligations. It describes Council’s approach to implementing mandatory and industry best practice metadata standards in accordance with the Queensland Government Information Standard (Metadata IS34).

2. Introduction Metadata helps people find, understand, authenticate, trust, use and manage information. If an author has created, or a system generates accurate and appropriate metadata about information, we know what the information is, what it has been used for and how to use it. Core (generally mandatory) metadata elements in business systems typically include: title, creator, date, file type, file size. Metadata about information must be applied and recorded in business information systems for a range of management reasons including,

• administrative control of the information (when the information was created, updated, accessed and who performed this function,

• to support legislative requirements e.g. recordkeeping retention and disposal flags for the information), • security (record of access restrictions/release decisions), and • descriptive (keyword and document title metadata help users to identity and retrieve relevant and/or

related information).

Applying Metadata

Metadata schemas are a pre-determined set of mandatory or optional metadata elements (e.g. title, author, date created) that serve as a reference when implementing business information systems or migrating data between systems. A schema is a blueprint of what information must and optionally can be recorded given the context and expected Council business use of specific information which the metadata will describe.

Metadata created and stored in business information systems can take many different forms:

• It may be a controlled term, carefully constructed or chosen from a formal list or thesaurus or chosen from a drop down menu or pick list and entered into a pre-established cell or field.

• It may be a free text description or set of keywords used to describe or ‘tag’ an information resource for storage and retrieval in an information system.

• It may be information that is provided manually, i.e. by a person. • It may be information derived automatically from software.

Metadata can be applied to describe information in any storage format e.g. in the form of a physical (e.g. a file or paper document which is in direct use by a person) or digital object. Metadata is critically important for managing information in a digital format because digital information is only discoverable and retrievable through the use of intermediary hardware, software and metadata.

Metadata can be applied at a number of different levels. For example, metadata may be applied to individual information assets, to a register of information assets, or to a workflow or process in a business system. Metadata is itself, a public record and so it too needs to be managed appropriately, secured where necessary and persistently linked to the records to which it relates through transfers or migrations of data or following authorised disposal of a record.


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Metatdata Standard


Business value of metadata

Metadata serves many business purposes, including indexing, discovery, data browsing, data extraction, data transfer, and data documentation. More specifically, metadata:

• ensures that adequate contextual information about business processes and transactions and data quality is recorded and linked to the relevant records,

• includes security metadata as the prime means by which information security markers can be consistently applied, managed, tracked and assessed for currency through time,

• includes recordkeeping metadata supporting long term record functionality, reliability, and effective retention or disposal authentication,

• provides access control to information resources by nominating, at creation and during the information’s lifecycle, the security classification or any other caveats on the information’s retention or use. Applying reasonable controls can limit Council’s liability in cases of fraudulent or unlawful use of data/information under its control or if data/information under Council control is used or accessed without authorisation,

• supports potential users to filter and retrieve data and link similar data according to criteria. The application of controlled vocabularies, encoding schemes and other standardised descriptive schema supports users to determine whether a data set or information will meet requirements before expending time and money to process, view and share data,

• protects Council’s investment in data through the provision of documentation of data sources and data quality. Metadata documentation supports knowledge retention, data re-use and planning for data migration.

3. Principles

Principle 1: Metadata Implementation Council’s information asset custodians and information stakeholders must establish effective practices for planning, applying and managing metadata. Typically these practices include configuring and applying elements from an appropriate metadata schema, developing and maintaining a documented quality assurance process and procedures to ensure capture, re-usability, consistency of data entry, integrity, accessibility, accuracy and currency of metadata.

Council’s information asset custodians and information stakeholders will:

• apply mandatory metadata schemas for Council information assets (including datasets, records and web based information and web services and business applications) which comply with this Queensland Government Chief Information Office Metadata Standard IS34. (Metadata can be tailored to Council’s business/technical requirements, but must be interoperable with mandatory or minimum requirements detailed in IS34),

• review where certain formats will require additional metadata, e.g. images, video (format,

resolution, dimensions, compression, duration).


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Metatdata Standard


• use mechanisms (such as controlled vocabulary, thesaurus, and system generation) to ensure that metadata is created consistently to enable discovery and interoperability,

• automate the process of metadata creation and capture where appropriate and preferable to manual or human metadata creation and capture. .

Principle 2: Management of Metadata Metadata requirements must be considered and reviewed at the following times:

• when specifying functional and non- functional requirements for, and procuring, new business systems,

• when configuring new systems, or changing the configuration of existing systems, • when migrating systems, to ensure that important metadata is not lost, • when reviewing the functionality of existing business systems.

Principle 3: Use of Metadata in Council Enterprise Initiatives Council metadata records exist to facilitate seamless management of, access to, and interoperability of, Council information and services. Metadata is accessible to the maximum extent possible without compromising legislative compliance and information policy that places restrictions on access (for example, use and release controls include copyright, intellectual property, licensing, personal information protections, security classifications and public interest factors.


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iSPOT:#72554037 v1 Page 1 of 4

Attachment 8

Information Management Policy - Summary of Material Amendments 2019

Section of current policy

Sub section Current Policy – removed or altered Proposed Policy – new or updated content Change reason

Policy Objectives and Measures

Objectives

The purpose of this policy is to ensure that information under the control of the Council of the City of Gold Coast (Council) is managed;

consistently, effectively and efficiently throughout its life cycle.

in compliance with relevant standards and legislation by adoptionof industry best practices in all aspects of informationmanagement.

to provide timely and comprehensive information to meet businessneeds, accountability requirements and community expectations,to promote public trust and community confidence in Council.

Objectives

The purpose of this policy is to:

provide guidance and direction on the creation and management ofinformation, and to clarify staff and Councillor responsibilities

ensure Council of the City of Gold Coast (Council) establishes andmaintains information management practices that meet its businessneeds, accountability requirements and stakeholder expectations

enable Council to identify and manage compliance requirementsunder relevant legislation and standards.

Summarised and simplified wording

Performance Measure

Percentage of information asset custodians who have completedinformation asset custodian training (target 100%).

Percentage of internal audit recommendations completed withinrequired timeframe.

Number of privacy complaints submitted where it is proved thatCouncil breached information privacy obligations.

Performance Measure

Increase in the number of artefacts (standards, procedures and guidelines) developed and implemented to support the operation of the Information Management Framework.

Measurement of Council’s digital recordkeeping maturity reported via Queensland State Archives Records Governance Policy Survey (Annual survey with baseline data commencing 2018/2019).

Number of City employees and Councillors who have completed recordkeeping training per year (including training material provided by Queensland State Archives).

New Performance Measures added to reflect :

New recordkeeping reporting toQueensland State Archives

New technologies and information handlingcustomers – requiring new or amendedartefacts.

Information Recordkeeping Standard IS31and IS40 have been repealed

Recordkeeping Online Training (QSA)now available

Information Privacy extracted from theInformation Management.

Policy Policy Statement Expanded on the requirement in the current policy as recent legislative requirements are now in force specifically on managing public records created by The Mayor and Councillors in electronic communication accounts. Draft policy extends this requirement recordkeeping obligation to Council staff and contractors

Current Policy

Information created, received or sent by Council staff and Councillors in an official capacity, is a public record. Management of this information by both Councillors and Council staff must comply with all relevant legislation and corporate policies including information, technology, communication, corporate security and workplace, health and safety policies

All new content including key points on record governance requirements as a result of changes in legislation including

public recordkeeping and the use of official electronic communicationaccounts

specific requirements of the Code of Conduct for Councillors inQueensland, recordkeeping recommendations of the Crime andCorruption Commission and guidance provided by Queensland StateArchives.

definition of a Council endorsed information systems for the purposeof managing public records. .

Details included on the public recordkeeping obligations and the role of referral and oversight agencies including the newly established Queensland Government, Office of the Independent Assessor).

The Mayor, Councillors and Council staff are not to initiate or respond to official Council matters via private electronic communication accounts.

Code of Conduct for Councillors in Queensland directs that only official Council electronic communication accounts be used by the Mayor and Councillors when they conduct Council business. Accordingly, the Mayor, Councillors and Council staff are not to initiate or respond to official Council matters via private electronic communication accounts.

Queensland State Archives has provided guidance that all public records created or received using private electronic accounts and personal devices must be managed in accordance with the Public Records Act 2002 (i.e. in the same way as public records created or received using Council endorsed electronic communication accounts, information systems and devices.

The Crime and Corruption Commissioner has recommended that private electronic accounts should not be used for official Council business.


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Policy Scope Scope expanded to include:

What Information Management involves

Overview of where Information Management obligations applies

Included information relevant to Councillors and business areas

Policy Definitions See Appendix A for definition of terms used in this policy. Created INFORMATION MANAGEMENT DEFINITIONS - INSTRUMENT OF THE INFORMATION MANAGEMENT # 72715604

Extended definitions and removed definitions related to specific information systems i.e ISPOT

Policy Related Policies and Delegations

Separated Related Policies from Delegations

Delegations

Removed DE00494

Removed DE01474

Related Policies

List expanded

Delegations

Change or new legislation or delegated authority

Policy Legislation List lengthened

Policy Supporting Documents

Attachment D - Recordkeeping Standard has been removed

Attachment F – Information Privacy Standard has been removed

Reference to Records Governance Standard added

Reference to Information Management Roles and Responsibilities Standard added

Reference to Information Management Definitions Standard added

Reference to Public Records Guideline added

Recordkeeping Standard IS31 and IS40 have been repealed by QSA and replaced with the Records Governance Policy. Referred to in the current policy as the Record Governance Standard (CoGC)

Information Privacy Standard is drafted as a separate document: Information Privacy Policy.

Policy Responsibilities Owner has changed from Manager Business Innovation and Technology Services to Chief Information Officer (CIO)

Change in Position title

Policy New section added:

Acknowledgements

To acknowledge sources used in producing policy.

Attachment A - Definitions

(title) Attachment A - Definitions Definition of terms published in Information Management Definitions Standard Content expanded to include more definitions relevant to the proposed policy.

Attachment B – Responsibilities for Information Management

(title) Attachment B – Responsibilities for Information Management

Coordinators removed

Individual Officers removed

Information Specialists removed

Roles & Responsibilities for Information Management Guideline

Section in table format contains greater detail

Chief Information Officer added

Information Asset Custodians added

Members of Corporate Information/Data Governance Forums added

Both QGCIO IS44 and QSA Records Governance Policy requirement.


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Business, Innovation Technology solutions added

Corporate Asset Management (Office of the COO) added

Information Management Specialists added

Information Users added

Office Innovation and Economy (Economy, Planning and Environment) added

Cyber Security and Information Security Specialists added

ICT Technical and Service Support (Business, Innovation Technology Solutions) added

Office of Innovation and Economy (Economy Planning and Environment) added

Acknowledgements Sub-section removed

Attachment C – Information Asset Custodian Asset Standard

(title) Attachment C – Information Asset Custodian Asset Standard

Introduction

Principles (Principles 1 - 4) significantly changed

Roles and Responsibilities for Information Asset Custodianship removed


Introduction expanded and Figure illustrating overview of Information Asset Lifecycle

Purpose of Information Asset Custodianship added

Criteria For Assigning Information Asset Custodianship added

added

Principles expanded to include three extra principles

Requirement of the QSA Record Governance Policy and QGCIO IS44 Information Asset Custodianship Policy

Responsibilities for Appendix C – Information Asset Custodian Standard

(title) Responsibilities for Attachment C – Information Asset Custodian Asset Standard

Policy Instrument Document Information Asset Custodian Asset Standard Requirement of the QSA Record Governance Policy and QGCIO IS44 Information Asset Custodianship Policy

Policy instrument implementation: Managers, supported by Business Innovation Technology Services and the IM Program

Policy instrument implementation: Managers, supported by Business Innovation Technology Services

Requirement of the QSA Record Governance Policy and QGCIO IS44 Information Asset Custodianship Policy

Attachments Sub-section removed

Attachment D – Recordkeeping Standard

(title) Attachment D – Recordkeeping Standard

All content removed

(Replaced by Supporting Policy Instrument Document


All new content derived from new Standard

Records Governance Policy requirements added

Recordkeeping Standard IS31 and IS40 have been repealed and replaced with the Records Governance Standard.

Roles and Responsibilities for Recordkeeping

Sub-section removed Topic addressed in a section of Supporting Policy Instrument Document

Roles & Responsibilities for Information Management Standard

QSA Records Governance Policy requirement


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Corporate Records Sub-section moved (Supporting Policy Instrument Public Record Guideline)

Term 'Corporate Record’ changed to ‘Public Record’

Responsibilities for Appendix D – Recordkeeping Standard

Sub-section removed No longer applicable

Attachment/Links Sub-section removed Links to IS31 and IS40 no longer appropriate.

Attachment E – Metadata Standard

(title) Attachment E – Metadata Standard (( Replaced by Supporting Policy Instrument Metadata Standard

Content expanded to inform Information Asset Custodians and general users about the purpose of the mandatory standard and how it applies to their day to day information management tasks

Introduction Content expanded

Principles Content expanded

Roles and Responsibilities for Metadata

Sub-section removed Incorporated in Roles & Responsibilities for Information Management Standard

Responsibilities for Appendix E – Metadata Standard

(title) Responsibilities for Appendix E – Metadata Standard

Responsibilities modified

Author: Policy Officer , Business Innovation and Technology Services

Policy instrument implementation: Managers, supported by Business Innovation and Technology Services and the IM Program

Policy compliance monitoring: Managers, Coordinator Record Services

Policy instrument review: Policy Officer, Business Innovation and Technology Services

(Responsibilities modified

Author: ICT Governance and Policy Officer, Business Innovation and Technology Services

Policy instrument implementation: Managers, supported by Business Innovation and Technology Services

Policy compliance monitoring: Managers, Information Asset Custodians, Coordinator Governance, Risk, Compliance and Security

Policy instrument review: ICT Governance and Policy Officer, Business Innovation and Technology Services

Attachments/Links Sub-section removed

Attachment F – Information Privacy Standard

Section removed Section is being drafted as a separate document: Information Privacy Policy

See doc # 65659340


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ITEM 9 ORGANISATIONAL SERVICES INFORMATION PRIVACY POLICY IM634/171/07 Refer: Attachment 1 - Draft Information Privacy Policy

Attachment 2 - Draft Information Privacy Standard Attachment 3 - Draft Information Privacy Breach Response Standard Attachment 4 - Draft Privacy Impact Assessment Standard Attachment 5 - Information Privacy Policy- Summary of Material Amendments 2019

1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable.

3 PURPOSE OF REPORT The purpose of this report is to seek endorsement by the Council of the City of Gold Coast of an Information Privacy Policy with supporting standards for use by Council. Information privacy legislative obligations are currently documented in a standard attached to the Information Management and Information Privacy Policy. A discrete Information Privacy Policy with its own guiding standards will provide a comprehensive information privacy management framework for Councillors and Council staff. The additional guidance will support achieving a balance between the necessary information flow for the delivery of Council services and Council’s compliance with the legislative obligations of the Information Privacy Act 2009 (IP Act). 4 PREVIOUS RESOLUTIONS Ex Council Minute No. G18.0323.015

That Committee Recommendation ETG18.0320.007 be adopted with a change such that it reads as follows:- 4 That Council note this report.

5 That Council does not approve the revised Information Management Policy due to significant concerns over the practicality of some of the measures, outlined in the proposed revised policy.

6 That a consultation workshop is undertaken with Councillors from the Lifestyle and Community Committee and the Events, Tourism and Governance Committee with representative staff from Corporate Communications, Record Services, Legal Services, Councillor Support, Office of the Mayor and the Governance, Risk and Compliance Branches.

5 DISCUSSION 5.1 Information Privacy Policy The City of Gold Coast Council must collect, store, use and disclose the personal information of individuals in accordance with the Information Privacy Act 2009 (the Act) and its 11 Information Privacy Principles (IPPs).The Information Privacy Policy and policy instruments have been developed and expanded from a standard into a comprehensive framework to support Council managing information privacy legislative obligations.


ITEM 9 (Continued) INFORMATION PRIVACY POLICY IM634/171/07 The Information Privacy Policy includes additional artefacts endorsed and recommended by the Office of the Information Commissioner (OIC). The OIC is the lead regulatory and advisory agency for information privacy compliance in Queensland. The additional artefacts of the Information Privacy Policy are treated as policy instruments and are mandatory requirements of the policy. The artefacts include an expanded Information Privacy Standard, an Information Privacy Breach Response Standard and a Privacy Impact Assessment Standard. The Information Privacy Standard defines and provides direction on applying the Information Principles, prescribed by the Act, to Council’s business and service delivery practices. This guidance also includes a description of the key data sets, managed by Council, which contain personal information, but which under various laws, are required to be made available or ‘open to inspection’ to the public. The Information Privacy Breach Standards defines a consistent approach when Council addresses a claim or evidence of a breach of an individual’s information privacy. The standard provides a structured five step approach to identifying and managing privacy breaches as follows:

1. Contain the breach. 2. Evaluate the associated risk. 3. Consider notifying affected individuals. 4. Prevent a repeat. 5. Monitor and Report on a breach.

The Privacy Impact Assessment (PIA) Standard is a scalable and repeatable tool that supports Council business areas to identify and evaluate risks around managing personal information, identify requirements for robust security and accountability and guide when and how these safeguards can be applied. The Privacy Impact Assessment Standard is appropriate when identifying risk and controls associated with the following areas:

• information handling processes; • the impact of new legislation or policies; • options for implementing or upgrading new systems, storage or hosting solutions, and • when considering an information sharing service or service provision arrangement.


OPERATIONAL PLAN Gold Coast 2022 B: We manage the city responsibly. 7 FUNDING AND RESOURCING REQUIREMENTS No additional funding or resources required 8 RISK MANAGEMENT Not Applicable


ITEM 9 (Continued) INFORMATION PRIVACY POLICY IM634/171/07 9 STATUTORY MATTERS Legislation relevant to this report includes:

• Information Privacy Act 2009 • Local Government Act 2009

10 COUNCIL POLICIES Information Management and Information Privacy Policy 11 DELEGATIONS


DE01407 To decide information as confidential to the Council and classify it in accordance with the ICT Security Policy, to accept information under conditions of confidentiality and to disclose information that is Confidential.

DE01474 To exercise the powers, role and functions of the Principal Officer pursuant to respectively the Information Privacy Act 2009 and the Right To Information Act 2009 subject to the restrictions and reservations contained in each of same.

DE01510 To exercise the powers, role and functions of an Internal Review Officer pursuant to respectively the Information Privacy Act 2009 and the Right To Information Act 2009 subject to the restrictions and reservations contained in each of same.

DE01758 To conduct correspondence and decision making regarding issues relating to liaison functions, proactive fraud prevention and control activities and other matters including classifying information to be confidential, releasing confidential information & providing information/documents/evidence to external law enforcement and regulatory agencies and courts or tribunals and to claim ownership of GCCC property and seek restitution.

DE02137 To exercise the powers, role and functions of the principal officer pursuant to the Information Privacy Act 2009 and Right to Information Act 2009 in respect to the release of CCTV footage.

DEO2262 To exercise each and every power and function of the City of Gold Coast Council in respect of the Information Privacy Act 2009 as fully stipulated in the Delegation Register.


ITEM 9 (Continued) INFORMATION PRIVACY POLICY IM634/171/07 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted


Glen Potter, Director Organisational Services


Grant Mather, Manager Corporate Assurance


David Montgomery, City Solicitor Office of the COO Yes Robert Andrews, CIO, Business Information and Technology Services


Customer Experience Strategy Manager Cath Drinkwater


Ian Hatton Chief Innovation and Economy Officer

Economic, Planning and Environment

Yes

Sarah Wilton, Manager Corporate Planning & Performance


Nicole Waters Executive Coordinator Corporate Communication


Brooke Denholder Manager Safe and Liveable Communities

Lifestyle & Communities

Yes

Malcolm Angell Manager Customer Contact


Matthew Walker Information Technology Security Advisor


Rob Saunders, Coordinator Governance and Policy


Lisa Stewart Corporate Governance and Policy Officer


13 STAKEHOLDER IMPACTS In accordance with the External Communication Policy, Corporate Communication staff should be consulted on potential positive and negative impacts prior to this report going forward. External / community stakeholder Impacts Not applicable Internal (Organisational) Stakeholder Impacts Proposed discrete Information Privacy Policy and supporting standards will improve understanding of policy issues and obligations for Councillors and staff and minimise the risk of non-compliance with legislation. 14 TIMING The Information Privacy Act has been in force since 2009. The supporting Information Privacy Policy and standards will become mandatory for Council functions following Council approval of this policy.


ITEM 9 (Continued) INFORMATION PRIVACY POLICY IM634/171/07 15 CONCLUSION A discrete Information Privacy Policy and supporting standards

• expands on the advice on information privacy legislative requirements provided in the earlier standard, and

• provides additional practical guidance relevant to the environment, purpose and functions of Council.

16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council note this report;

2 That Council approve the Information Privacy Policy and the supporting standards. Author: Authorised by: Miranda Forsyth Glen Potter Coordinator Governance, Risk, Compliance and Security

Director Organisational Services 8 March 2019

8 March 2019 TRACKS REF: 72973593

RECOMMENDATION CHANGED COUNCIL MEETING 26 MARCH 2019 COMMITTEE RECOMMENDATION ETG19.0321.008 moved Cr Taylor seconded Cr PC Young 1 That Council note this report; 2 That Council approve the Information Privacy Policy and the supporting

standards.

CARRIED


ITEM 9 (Continued) INFORMATION PRIVACY POLICY IM634/171/07

COUNCIL MEETING 26 MARCH 2019 RESOLUTION G19.0326.037 moved Cr PJ Young seconded Cr McDonald

That Committee Recommendation ETG19.0321.008 be adopted with a change to Part 2 such that it reads as follows:- 1 That Council note this report; 2 That the proposed Information Privacy Policy be the subject of an informal

workshop comprising Councillors and relevant personnel as identified by the CEO, to be conducted before the next Council meeting.

A division was called. For 13 Cr Tozer, Cr Owen-Jones, Cr PJ Young, Cr Caldwell,

Cr Crichlow, Cr Baildon, Cr O'Neill, Cr La Castra, Cr Boulton, Cr PC Young, Cr Taylor, Cr McDonald, Cr Tate

Against 1 Cr Vorster Abstained 0 Absent 1 Cr Gates Did Not Vote 0

CARRIED BY SUPER MAJORITY

DRAFT Information Privacy Policy

iSPOT 65659340 v8 Page 1 of 7

DETAILS Council Admin

Effective from:

Contact officer: ICT Governance and Policy Officer, Business Innovation and Technology Services

Next review date: To be inserted

File reference: IM1154(P3)

iSpot #

This policy #65659340

Value Proposition #65706406

OBJECTIVES AND MEASURES Objectives To ensure that personal information managed by Council of the City

of Gold Coast (Council) is dealt with in accordance with the Information Privacy Act 2009 (Qld).

Performance measures • Percentage of Council staff who complete Council’sInformation Privacy Training.

• Number of resolved customer service inquiries relating toprivacy breaches and the processing of personalinformation. (Reported in Council’s Annual Report)

• Number of substantiated breaches of the InformationPrivacy Act (Qld) 2009. (Reported in Council’s AnnualReport)

Risk assessment Medium

POLICY STATEMENT The Council of the City of Gold Coast (Council) collects and manages the personal information of individuals and must comply with the Information Privacy Act 2009 (Qld) (IP Act) and its 11 Information Privacy Principles (IPPs). This policy and the supporting standards guides Councillors and Council staff to balance the necessary information flow for the delivery of Council services with the legislative obligations of the Information Privacy Act 2009 (IP Act).

The Act regulates Council’s information handling by requiring;

• protections of personal information from misuse or unauthorised disclosure,• lawful, fair collection, use and, disclosure of personal information in Council’s possession, or

under Council’s control,• a customer service , including handling complaint and access and amendment requests relating

to personal information,• Council to publish information about Council’s personal information handling practices.

Compliance with this legislation must be embedded in Council’s administrative practices and service delivery. Privacy Impact Assessments (PIA) (see Privacy Impact Assessment Standard) support Council staff to identify manage or eliminate potential privacy risks whenever proposed, new or redesigned information management systems or services, customer service delivery or legislation, involve new or changed ways of handling personal information.

Attachment 1

771st Council Meeting 26 March 2019 Events, Tourism & Governance Committee Meeting 21 March 2019 ITEM 9 (Continued) INFORMATION PRIVACY POLICY

190 Adopted Report





A privacy breach occurs when there is a failure by Council to comply with the IP Act. An identified or suspected breach will be assessed and treated by Council in accordance with the Information Privacy Breach Response Standard. The Office of the Information Commissioner (OIC) can issue a compliance notice to Council for serious or multiple breaches of the IP Act’s 11 Information Privacy Principles (IPPs). Council will take all reasonable steps to comply with any compliance notice that may be issued.

An individual may make a complaint to Council when the individual believes that Council has not dealt with their personal information in accordance with legislation. The Act allows a minimum of 45 business days for Council to respond and/or to resolve the subject matter to the satisfaction of the individual. Council will maintain a privacy complaint function with staff assigned to investigate, resolve and report on privacy complaints. The City’s Legal Services Branch provides statistics on privacy complaint investigations for publication in Council’s Annual Report.

Legal Services Branch investigates complaints from individuals who consider that the City has not fulfilled its legislative obligation. If an individual is dissatisfied with the outcome of a privacy complaint investigation, the individual can refer their complaint to the Office of the Information Commissioner (OIC). An individual may seek referral of their privacy complaint to the Queensland Civil and Administrative Tribunal (QCAT) if the OIC considers that resolution of the complaint is not reasonably likely to be achieved through mediation.

The IP Act gives an individual the right to make application to access and request amendments to their personal information. Requests for access are made either via a Right to Information and Information Privacy access application or are made via a formal Council administrative access scheme or via a customer service point.

The OIC monitors and reports on Council’s compliance with the IP Act by conducting audits, reviews and surveys of agencies including local governments, in order to measure the extent of compliance with the Act and report on review outcomes to the Queensland Parliament.

SCOPE The policy applies to all of the following:

• The Mayor, Councillors, Chief Executive Officer, (CEO), Directors, Managers, staff, contractors,work experience students, apprentices, volunteers, consultants, vendors, contracted external serviceproviders and outsourced business functions.

• All personal information, collected, stored, used and disclosed by Council, regardless of format,medium and source, unless otherwise exempted by legislation.

• All administrative and technological environments in which Council’s business is conducted,and• information systems regardless of whether manual or automated.

DEFINITIONS Definitions related to Information Privacy derived from the Office of Information Commissioner and Information Privacy Act 2009 (Qld.). Information privacy is a sub-domain of information management. The definitions below are relevant for this policy and its supporting standards. For broader definitions relating to information management or information security see respectively the Information Management Policy and the Information Security Policy.


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http://www.goldcoast.qld.gov.au/council/rti-access-applications-837.html




https://www.oic.qld.gov.au/

https://www.oic.qld.gov.au/



Term Meaning

Access Providing an individual with personal information that is held by the Council. Access may include allowing that individual to inspect (view) personal information or to obtain a copy of the personal information.

Collection Gathering, acquiring or obtaining personal information from any source and by any means.

Consent In relation to information privacy means a voluntary agreement (express or implied) to some act or practice which impacts an individual’s personal information. An individual must be adequately informed before giving consent and must have the capacity to understand and communicate their consent.

Disclosure Personal information is disclosed to an external person or entity if:

• that person/entity does not know the personal information and is not in aposition to otherwise find it out and,

• the personal information is provided to the person/entity or placed in aposition to enable them to find it out; and

• Council ceases to have control over personal information provided to theexternal person/entity (Section 23, Information Privacy Act 2009).

Evidence of Identity

The types of evidence that, when combined, provide confidence that an individual is who they say they are.

Flow of personal information

Describes the creation, collection, retention, use, disclosure and disposition of personal information. It also includes the identification of partners and third parties who handle the personal information during the administration of a project or an activity.

Information Privacy Principles (IPPs)

Principles that set out how Queensland Government agencies should collect, use, store, secure, and disclose personal information.

Personal information

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded in a material form or not, about a natural living person whose identity is apparent, or can reasonably be ascertained, from the information or opinion, including a photograph or other pictorial representation of a person.

Reasonable Determining what is reasonable involves considering all factors are considered and properly balanced. Factors include considering Council’s responsibilities, the personal information in question, the public interest in the proposed action, and any other relevant circumstances. Generally, the practical difficulty or cost will not make something unreasonable.

Surveillance Technology

A digital or analogue device that has the capability to monitor or record audio, video, images, or location data, including but not limited to cameras microphones, audio recorders, and Global Positioning Systems (GPS). See reference to


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Term Meaning

Council’s management of surveillance technologies in the Information Privacy Standard

Use Information Privacy Act 2009

Section 23 What it means to disclose personal information and to use personal information

(3) An entity [Council ] uses personal information if it (a) manipulates, searches or otherwise deals with the personal information; or

(b) takes the information into account in the making of a decision; or

(c) transfers the information from a part of the entity having particular functions to a part of the entity having different functions

(4) Subsection (3) does not limit what actions may be use of the personal information.

(5) However, use of the personal information does not include the action of disclosing the personal information to another entity.

RELATED POLICY Disciplinary Policy Digital City Data Policy Information Security Policy Information Management Policy Right to Information and Information Provision Policy

DELEGATIONS Full details of each delegated power; (referenced by delegation number below) the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register.

DE01407 DE01474 DE01510 DE01758

DE02262 DE02263 DE02137

LEGISLATION Queensland legislation: Crime and Corruption Act 2001 Disaster Management Act Electronic Transactions (Queensland) Act 2001 Information Privacy Act 2009 Local Government Act 2009 Local Government Regulation 2012 Planning Act 2016 Public Records Act 2002 Right to Information Act 2009


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SUPPORTING DOCUMENTS AND STANDARDS Appendix A Responsibilities for Information Privacy Guideline Information Privacy Standard iSPOT #72647142 (Council of the City of Gold Coast) Information Privacy Breach Response Standard iSPOT #72655367 (Council of the City of Gold Coast) Privacy Impact Assessment iSPOT #72654439 (Council of the City of Gold Coast)

POLICY RESPONSIBILITIES Sponsor Director Organisation Services

Owner Chief Information Officer (CIO)

VERSION CONTROL Document Date Approved Amendment

Number and version Approved by, resolution number

New policy, minor amendment, major amendment


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DRAFT Information Privacy Policy Appendix A: Roles and Responsibilities – Information Privacy


CEO • Assigns and delegates information privacy responsibilities to Council positions.

• Accounts to relevant State and Federal authorities for Council’s information privacy management and practices.

Directors • Ensure compliance (within their Directorate) with this policy and relevant policy instruments.

• Ensures information privacy management requirements are identified and addressed.

• Ensures all privacy breaches are managed as required by Information Privacy Breach Response Standard

• Timely reporting of policy metrics to the CIO.

Chief Information Officer (CIO)

• Leads policy implementation activities. • Leads monitoring of information privacy training and awareness to all

staff. • Oversight of policy performance, compliance monitoring and

reporting.

Managers/Information Asset Custodians Further detail See also Information Management Roles and Responsibility Standard

• Leads implementation of business processes which are compliant with the IP Act, other privacy legislation and information security requirements. Responsibilities include the periodic review of business processes to ensure protection of personal information.

• Responsibility for the completion of a Privacy Impact Assessment (PIA) and assigns responsibility to a role holding functional responsibility for a project or activity, to undertake the PIA.

• Decides whether analysis or additional information is necessary for the purpose of the PIA.

• Decides requirements and processes for administrative release of personal information.

• Provides or arranges for information to be provided to privacy complaint/beach investigators to support the investigation, resolution and preparation of reports on privacy complaints.

• Ensures all privacy breaches are managed as required by Information Privacy Breach Response Standard

City Solicitor • Responsibility for the Information Privacy access and amendment application process.

• Responsibility for information privacy complaint investigation.

Legal Information Unit Right to Information /Information Privacy Officer

• Investigates, prepares and responds to information privacy complaints. Identifies compliance advice and reports to City Solicitor and the CIO and affected business areas on information privacy complaint handling and investigation outcomes.

Councillors and Individual Staff

When handling personal information, The Mayor, Councillors, staff and contractors must • comply with the Information Privacy Act 2009 requirements

outlined in this Policy and supporting standards whilst undertaking


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DRAFT Information Privacy Policy Appendix A: Roles and Responsibilities – Information Privacy


their duties. • comply with system usage rules and monitoring procedures

concerning the collection and use of the information. Councillorsand Council staff are bound by the Local Government Act 2009and respectively the Code of Conduct for Councillors inQueensland and Code of Conduct for Employees Policy.

ACKNOWLEDGEMENTS Queensland Office of the Information Commissioner (OIC)


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http://www.goldcoast.qld.gov.au/code-of-conduct-for-staff-4587.html

http://www.goldcoast.qld.gov.au/code-of-conduct-for-staff-4587.html

Attachment 2

Information Privacy Standard

Instrument of the Information Privacy Policy January 21 2019


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Authority

Author



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Table of Contents 1 Purpose ....................................................................................................................................... 5

2 Personal Information .................................................................................................................. 5 2.1 Natural Persons ................................................................................................................ 5 2.2 Deceased people .............................................................................................................. 5 2.3 Organisations .................................................................................................................... 6 2.4 Whether information is true or not ..................................................................................... 6 2.5 Recorded in a material form or not .................................................................................... 6 2.6 Whether identity is apparent or can reasonably be ascertained ........................................ 6 2.7 Anonymised, de-identified and coded information ............................................................. 6

3 Exemptions from the Information Privacy Principles .............................................................. 7 3.1 Interaction of the IP Act with other legislation .................................................................... 7 3.2 Exempt Documents ........................................................................................................... 7 3.3 Exemptions for generally available publications ................................................................ 8 3.4 Exemptions for law enforcement activities ......................................................................... 8 3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public ........... 9

4 Overview of the Information Privacy Principles (IPPs) (Schedule 3 IP Act) ........................... 9 4.1 Information Privacy Principles 1-3 Collection of personal information ................................ 9 4.2 Information Principles 4 Storage and security ..................................................................11 4.3 Information Privacy Principles 5 - Providing information about documents containing

personal information.........................................................................................................12 4.4 Information Privacy Principles 6 -7 - Access to and amendment of personal information .12 4.5 Information Privacy Principles 8 - Accuracy of Personal Information ................................13 4.6 Information Privacy Principles9 - Use of personal information for a particular purpose .....13 4.7 Information Privacy Principles 10 - Limits on the use of personal information ..................13 Applying Information Privacy Principles 10 - Secondary Use .............................................13 4.8 Information Privacy Principles 11 - Limits on disclosure of personal information ..............14

5 Overview of specific Council personal information handling practices ................................15 5.1 Complaint investigations – management of personal information .....................................15 5.2 Managing complainant and respondent expectations .......................................................15 Court Proceedings ..................................................................................................................15 Communicating a complaint investigation status and outcome .........................................15 5.3 Emails and personal information ......................................................................................16 5.4 Image and audio recordings and personal information .....................................................16 5.5 Information requests and information sharing of personal information ..............................16 5.6 Public registers and personal information .........................................................................17 5.7 Routine Work Information.................................................................................................18 5.8 Recruitment information ...................................................................................................19 5.9 Surveillance technologies and personal information .........................................................19 5.10 Disclosure of personal information captured by surveillance devices. ..............................20


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6 Service providers & service arrangements .............................................................................21

7 Transfer of personal information outside of Australia............................................................21

8 Privacy Complaints ...................................................................................................................22


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1 Purpose This Standard guides Councillors and Council staff to balance the necessary information flow for the delivery of Council services with the legislative obligations of the Information Privacy Act 2009 (IP Act) This Act regulates Council’s information handling by requiring;

• protections of personal information from misuse or unauthorised disclosure,• the fair collection, use and, disclosure of personal information in Council’s possession, or under

Council’s control,• Council to provide customer service for enquiries relating to personal information,• Council to publish information about Council’s personal information handling practices.

2 Personal Information The IP Act defines personal information as:

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded in a material form or not, about a natural living person whose identity is apparent, or can reasonably be ascertained, from the information or opinion, including a photograph or other pictorial representation of a person.

The concept of ‘personal information’ is broad. The definition of personal information includes information which directly identifies an individual and information that can be compared or cross-referenced with other information to identify an individual. Whether information constitutes personal information will depend on whether

• the information is explicitly excluded from the definition of personal information, or• whether or not an individual’s identity is apparent, or• whether or not an individual is ‘reasonably identifiable’ in particular circumstances.

Some information may not be personal information when considered on its own. However, when combined with other information held or available, it may become ‘personal information.’ Below is an overview of criteria which determines if information requires privacy protections. In some cases, establishing whether the handling of specific information is subject to the IP Act will depend on the type of information and the circumstances and will often require legal advice.

2.1 Natural Persons

The definition of personal information is limited to information about an individual. The definition of an 'individual' in the Acts Interpretation Act 1954 (Qld.) is 'a natural person'. A ‘natural person’ can only be a living person.

2.2 Deceased people

Deceased people cannot have personal information. However, if information about a deceased person includes information or an opinion about a living individual, it will be ‘personal information’ about that ‘living individual’.


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2.3 Organisations

The ordinary meaning of a ‘natural person’ does not include an organisation or corporate entity. Generally, information that is only about a business or community organisation is not considered to be ‘personal information.’

However, an individual’s personal information may be related to information about the organisation, business or company. Some information will, therefore be personal information about the individual. For instance, where the business is owned and managed by a sole trader, the distinction between business information and personal information might sometimes overlap

In practice, where information provided in a business or professional capacity is also personal information, the Information Privacy Principles (IPPs) will apply.

2.4 Whether information is true or not

The IP Act does not require that the information be verified as correct in order to fall within the definition of personal information

2.5 Recorded in a material form or not

The concept of personal information is not limited to information contained in a document or a database but includes communication in a non-recorded form such as a conversation. Information which identifies an individual can be in any medium e.g. email, text message, photograph, video, sound or biometric data.

2.6 Whether identity is apparent or can reasonably be ascertained

Apparent

When the identity of an individual can be determined solely from the information, then their identity is apparent. The information is personal information about the individual. Personal information would also include circumstances where the information was of such a singular nature that, even without a name, it could be about no one else.

Reasonably ascertained

Reasonably ascertainable is where information can be compared or cross-referenced with other information and then identifies an individual. Relevant factors include:

• The availability of the secondary material; is it readily available to all or can it only be obtained bya limited group of people? For example, a Queensland licence plate number may be linked to anidentifiable individual, but only by accessing records held by Queensland Transport.

• The number of steps required to be taken to determine the individual’s identity; will it involvereferencing a single source of secondary information; or will it involve a chain of linkages? Themore steps involved the less likely information will be compared or cross-referenced.

• The level of certainty of the identification. Will the linkage between the information and thesecondary source allow a single individual to be identified, or will it narrow it only to one of a classof individuals?

2.7 Anonymised, de-identified and coded information

Personal information is anonymised where it is impossible for the person collecting, using or receiving it to identify the individual it is about and it is no longer personal information. Information may initially be


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collected anonymously, with no identifying information included. In this case it will never have constituted personal information under the IP Act.

The identity of an individual may be removed from personal information in a number of ways.

• Information may be aggregated and combined in a form with no personal identifiers. For example,information may be broken down into statistics which are broad enough to ensure the people theyare about are not reasonably identifiable.

• Information may be stripped of identifiers and coded, so that only staff positions with access tothe key code can link the information to a specific individual. For example, where non-identifyingportions of the information are extracted and linked to a numerical sequence and anotherdocument or database holds a record linking the number to the individual

Guidance on de-identifying data is available from the Office of the Information Commissioner website

3 Exemptions from the Information Privacy Principles In some circumstances, the IP Act recognises that it is appropriate for government agencies not to comply with specific Information Privacy Principles. When applying these exemptions, Councillors and staff must be satisfied that the action or purpose fits one of these exemption criteria. In addition to the guidance below, refer also to the following additional advice about exemptions:

• Information Privacy Act 2009• the Office of the Information Commissioner website, which contains guidelines and case notes on

applying the exemptions,• Council’s Legal Services branch.

3.1 Interaction of the IP Act with other legislation

The IP Act will defer to any other Act which provides for the collection, storage, handling, management, use, disclosure and transfer of personal information. In addition, requirements to use or disclose personal information under another Act override the relevant privacy principles by the action of Information Privacy Principle 10(1) (c), 11(1) (d).

If another law requires that personal information be dealt with in a certain way, the other law must be applied first. Some examples include authority to compel the provision of personal information for example through public inspection and authorising provisions in emergency management laws. When disclosure of personal information is made in accordance with another law, there can be no privacy breach.

3.2 Exempt Documents

Schedule 1 of the IP Act sets out documents to which the Information Privacy Principles do not apply. These include documents which relate to covert activity, witness protection or documents that are in connection with an operation under the:

• Police Powers and Responsibilities Act 2000• Crime and Corruption Act 2001• A covert undertaking of a law enforcement agency• A warrant under the Telecommunication (Interception and Access) Act 1979.


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http://www.oic.qld.gov.au/








3.3 Exemptions for generally available publications

Schedule 1 of the IP Act has specific relaxations for personal information that is publicly available. Publicly available means that the personal information is available to all equally, without having to establish standing or a special interest, with no limitations placed on its use or disclosure (apart from general copyright restrictions). Exemptions apply to documents;

• contained in generally available publications e.g. print, television, newspaper, radio, the internet or other form of communication, available or kept in a public register, published decisions by a court or tribunal, in a library, or accessible in an art gallery or museum for the purposes of reference, study or exhibition,

• contained in a public record under the Public Records Act 2002 (Qld) in the custody of Queensland State Archives that is not in a restricted access period under that Act,

• contained in a letter, or anything else, while it is being transmitted by post,

• published by the individual or they have provided the information to a third party for publication.

3.4 Exemptions for law enforcement activities

Section 29 of the IP Act permits an agency with a law enforcement function to not comply with certain privacy principles in specific circumstances.

Activities of specific Council business areas fulfil the definition of law enforcement function where there is a responsibility for the prevention, detection, investigation, prosecution or punishment of offences and other breaches of the law imposing penalties and sanctions. They include:

• regulatory functions of City Laws,

• regulatory functions of Development Compliance,

• prevention, detection, investigation or remedying of Councillor or employee misconduct,

• other legislative provisions administered by Council where penalties or sanctions are imposed,

Purely administrative activities undertaken by these business areas (e.g. issuing a licence), are not considered to be a law enforcement function.

Section 29 of the IP Act prescribes the privacy principles where a law enforcement function may seek exemption:

Principle Summary of requirements

IPP 2: provide a collection notice

IPP 3: only collect relevant, complete and up to date personal information, and do not intrude unreasonably on an individual's personal affairs

IPP 9 only use relevant personal information

IPP 10 only use personal information for the purpose for which it was collected, unless an exception applies

IPP 11 do not disclose personal information to anyone but the individual it is about unless an exception applies


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When applying a law enforcement exemption, Council business areas must satisfy and document reasonable grounds that a non-compliance with one or more of the listed privacy principles is necessary to achieve or carry out the enforcement function. It is a decision that must be made every time an exemption is applied. The City Solicitor may determine if a law enforcement exemption is applicable for the performance of a Council function or activity.

3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public

The Information Privacy Principles (IPPs) in the IP Act provide flexibility for effective information flow in situations including where:

• personal information can be used or disclosed if it is reasonably necessary to lessen or preventa serious threat to the life, health, safety or welfare of an individual, or to public health, safety orwelfare and law enforcement purposes. ,

• aggregated or de-identified data does not raise privacy issues and could be used where theidentity of individuals is not needed,

• entities responsible for disaster management at Federal, State, and Local government levelsmay need to share personal information to assist in providing appropriate services. FederalGovernment agencies are required to comply with similar Commonwealth privacy legislationwhen disclosing information. Such legislation has equivalent flexibility for sharing personalinformation for health and safety and law enforcement purposes.

When relying on this exemption, Council must be satisfied on reasonable grounds that an exemption is necessary to lessen or prevent an imminent serious threat to life, health, safety or welfare of an individual, or to public health, safety or welfare.

As required, the City Solicitor can determine a legal position whereby an exemption is applicable for individual or public safety, health and welfare purposes.

4 Overview of the Information Privacy Principles (IPPs) (Schedule 3 IP Act)

4.1 Information Privacy Principles 1-3 Collection of personal information

In complying with its obligations under IPPs 1-3, Council will:

• only collect personal information for a lawful purpose directly related to its functions oractivities

• only collect such personal information as is needed to fulfil the purpose, or directly relatedto the purpose

• only collect personal information by transparent, lawful and fair means and not in anunreasonably intrusive way

• ensure personal information collected is complete, relevant to the purpose for which it iscollected and up to date.

Applying IPPs 1-3 Collection of Personal Information

Whenever the following apply, Council will:


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• at collection time, obtain and record an individual’s consent, where Council wishes to use the personal information collected for purposes other than its normal business activities and allow individuals to change their consent anytime thereafter; and

• make an individual aware at the time of collection when Council knows that the personal information collected will be transferred to a third party (i.e. service provider), and/or stored outside of Australia, to allow individuals to consent to this; and

• collect personal information about an individual directly from the individual or from the individual’s activities, without unreasonably intruding on the personal affairs of an individual; and

• make the individual aware when Council has collected information about the individual from a third party.

The taking of these reasonable steps (however that occurs) constitutes a collection notice. For example the notice below was used for registering names and addresses of customers for the enterprise business system. Council of the City of Gold Coast (Council) is collecting your personal information in order to provide the services requested, perform associated Council functions and services, and to update and maintain Council's customer information records. Your information is handled in accordance with the Information Privacy Act 2009 (Qld) and may only be accessed by Councillors, Council employees and authorised contractors. Unless authorised or required by law, we will not provide your personal information to any other person or agency. For further information go to http://www.goldcoast.qld.gov.au/privacy-81.html.

As per the legislative requirement, whenever appropriate or relevant, at collection time or as soon as practical, business areas of Council must take reasonable steps to ensure that the person is generally aware of:

• the purpose of the collection of personal information,

• if the collection is authorised or required under a law,

• that it is Council’s usual practice to disclose this type of personal information, and to whom it is disclosed.

If the collection of the personal information by Council is not required by legislation, the individual should be informed that their participation in an activity involving personal information collection is voluntary. For example a communication to the individual would include the following and provide details of how an individual can opt-out of the collection process.

Council may also use your personal information in order to contact you to provide you with information regarding Council functions and services. If you do not wish to receive such information please opt out using the unsubscribe link in the communication material sent to you.

Verbal Notice of Collection

When personal information is being collected verbally, the individual must be advised of the purpose for requesting the information. For example “May I please have your details, so that your enquiry can be referred to the appropriate section for a response”.

If a recorded message is used to inform people about information privacy, the following wording is suggested:


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http://www.goldcoast.qld.gov.au/privacy-81.html

http://www.goldcoast.qld.gov.au/privacy-81.html



Council of the City of Gold Coast complies with the Information Privacy Act 2009. Any personal information you provide will only be used to appropriately respond to your enquiry or request.

Note: In general, a recorded message does not replace the need for a collection notice. Individuals must be informed of the purpose of the collection if personal information is requested.

Images and audio recording and notifications to individuals - see 4.4

Exceptions

Exceptions to this requirement of collection notification is where

• the personal information is collected in the context of emergency service delivery,

• if Council reasonably believes there would be little practical benefit to the individual

• the individual would not reasonably expect to be made aware of these matters,

• the collection of personal information is for law enforcement activities.

4.2 Information Principles 4 Storage and security

This principle requires Council ensure that appropriate protections are applied when managing personal information. Personal information security protections must be applied and embedded in operational processes and in the planning and delivery of Council projects with the aim to:

• prevent the misuse, interference, loss or unauthorised accessing, modification ordisclosure of personal information,

• detect privacy breaches promptly, and

• enable business areas to respond to potential privacy breaches in a timely and appropriatemanner.

Some Council information assets may require more stringent protections, based on the sensitivity or extent of the personal information and the risk of a security breach occurring. Privacy Impact Assessments (refer to Privacy Impact Assessment Standard) and information security risk assessments (refer to the Information Security Policy) support business areas to systematically consult with stakeholders and identify any privacy impacts which might have resulted from legislative and policy change, from project activities or as part of business as usual functions. These assessments support business areas to record options and recommendations required around managing, minimising or eliminating the identified privacy impacts.

Applying appropriate storage and security protections throughout the lifecycle of the personal information involves:

• considering whether it is actually necessary to collect and hold personal information in order tocarry out Council functions or activities,

• planning how personal information will be handled by embedding privacy protections into thedesign of storage and information handling practices,

• taking reasonable, appropriate and adequate steps to ensure that personal information issecurely stored and transmitted via secure means, as would be reasonably expected, inaccordance with this policy, Council’s Information Management Policy, Information SecurityPolicy, and ICT Resource Usage Policy,

• taking reasonable and appropriate steps to prevent unauthorised use or disclosure of personalinformation, if it is necessary for the personal information to be provided by Council to a person,


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organisation or contracted service provider,

• taking all the reasonable and appropriate steps to ensure that the confidentiality, integrity, andavailability of Council’s personal information is not compromised (Refer also to Council’sInformation Management Policy, Information Security Policy and ICT Resource Usage Policy,

• taking all reasonable and appropriate steps to protect personal information from misuse orunauthorised access and disclosure,

• taking all reasonable steps in undertaking authorised destruction (Refer to the InformationManagement Policy) or de-identification of the personal information.

4.3 Information Privacy Principles 5 - Providing information about documents containing personal information

This policy and a privacy statement are published on the Council website. This information and other sources of information, including Council’s customer contact, support the legislative requirement that Council must take reasonable steps to ensure that individuals are informed about:

• types of documents containing personal information which are controlled by Council.

• the main purposes for which the personal information is used; and

• how individuals may access or amend a document that contains personal information.

4.4 Information Privacy Principles 6 -7 - Access to and amendment of personal information

Individuals can apply to access personal information managed by Council or have personal information amended if they consider that the information is inaccurate, incomplete, out of date or misleading. Evidence of the applicant’s identity is required.

Individuals may:

• apply informally (administratively) by contacting a customer contact center. (The request can bedirected internally to a manager who has authority to approve release of information. This appliesparticularly where documents have not previously been published or released.) or,

• apply formally via the Right to Information /Information Privacy access/amendment application.

There is discretion not to provide individuals with access to documents containing their personal information documents if:

• Council is authorised by law to refuse to provide access to an individual; or

• the requested document is expressly excluded from the operation of an access law.

All applications requesting amendment of an applicant’s personal information must provide sufficient detail to enable the identification of the document containing the incorrect information and details of the requested amendment.

There is discretion not to amend personal information in the way the individual has requested. In this case, notations are added by Council staff which records the individual's claims in relation to the


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information. 4.5 Information Privacy Principles 8 - Accuracy of Personal Information

Council will take reasonable steps to ensure that personal information it collects uses or discloses is accurate, relevant, complete and up to date.

4.6 Information Privacy Principles9 - Use of personal information for a

particular purpose

Personal information may not be collected for the sake of collecting it, or against a possible future need. There must be a clearly defined purpose for which it is being collected, required for, or intended to further, a legitimate Council function. The purpose for collecting the personal information should be specifically defined before collection begins.

4.7 Information Privacy Principles 10 - Limits on the use of personal information

In general, Council staff must not use personal information for any purpose other than the purpose for which the information was obtained by Council unless:

• the individual concerned has expressly or impliedly agreed to the use of the information for the other purpose,

• Council is satisfied on reasonable grounds that use of the information for the other purpose is necessary to lessen or prevent a serious threat to life, health, safety or welfare of an individual, or to public health, safety or welfare,

• Use of the information for the other purpose is required or authorised by or under law (See 3.1)

• Council is satisfied on reasonable grounds that use of the information for the other purpose is necessary for one or more of the following or has been requested for one or more of the following by a law enforcement agency: (See 3.4)

a. the prevention, detection, investigation, prosecution or punishment of criminal offences or breaches of laws imposing penalties or sanctions,

b. the enforcement of laws relating to the confiscation of the proceeds of crime,

c. the protection of the public revenue d. the prevention, detection, investigation or remedying of seriously improper

conduct,

e. the other purpose is directly related to the purpose for which the information was obtained,.

f. the preparation for or conduct of, proceedings before any court or tribunal or implementation of the orders of a court or tribunal.

Applying Information Privacy Principles 10 - Secondary Use A request to use personal information for a secondary use (for another purpose other than the one for which it was collected), must be considered on a case by case basis. A Privacy Impact Assessment (refer to Privacy Impact Assessment Standard) should be used to identify the impacts of a proposed secondary use.

The following are examples of where secondary use of personal information is directly related to the to the primary purpose for collecting the information;


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• Personal information is collected and used for an activity or programme and is also used tomonitor, evaluate, audit the same activity or programme.

• Personal information which is collected during a complaint investigation is used for the purpose ofconducting the follow up research and reporting.

Personal information can be used for another purpose if all of the following apply:

• The use is necessary for the research or compilation or analysis of statistics in the publicinterest,

• The use does not involve the publication of all or any of the personal information in a form thatidentifies any particular individual the subject of the personal information,

• It is not practicable to obtain the express or implied agreement of each individual the subject ofthe personal information before the use.

4.8 Information Privacy Principles 11 - Limits on disclosure of personal information

Councillors and Council staff must not disclose personal information, unless:

• disclosure is made to that individual,.

• the information is required for preparation for, or conduct of, proceedings before any court ortribunal, or implementation of the orders of a court or tribunal,

• the individual is reasonably likely to have been aware, or to have been made aware, under IPP 2or under a policy or other arrangement, that it is Council’s usual practice to disclose that type ofpersonal information to the relevant entity.

• the individual has expressly or impliedly agreed to the disclosure

• Council is satisfied on reasonable grounds that the disclosure is necessary to lessen or prevent aserious threat to the life, health, safety or welfare of an individual, or to public health, safety orwelfare (See 3.5)

• the disclosure is authorised or required under a law (See 3.1)

• Council is satisfied on reasonable grounds that the disclosure of the information is necessary forone or more of the following by or for a law enforcement agency—

a. The prevention, detection, investigation, prosecution or punishment of criminal offencesor breaches of laws imposing penalties or sanctions

b. The enforcement of laws relating to the confiscation of the proceeds of crime

c. The protection of the public revenue

d. The prevention, detection, investigation or remedying of seriously improper conduct.

All of the following apply:

• the disclosure is necessary for research, or the compilation or analysis of statistics, in the publicinterest,

• disclosure does not involve the publication of all or any of the personal information in a form thatidentifies the individual,

• it is not practicable to obtain the express or implied agreement of the individual before thedisclosure, and

• Council is satisfied on reasonable grounds that the relevant entity will not disclose the personalinformation to another entity through contractual, service or information sharing agreements or


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after identifying and applying risk control recommendations from an assessment of any privacy impacts.

5 Overview of specific Council personal information handling practices

5.1 Complaint investigations – management of personal information

Council investigates and acts on complaints raised by a member of the public (the complainant).

Regulatory complaints will typically involve information about an individual or their property, including details about an alleged breach by a third party (the respondent) of a local law or development compliance matter.

Administrative action complaints are an expression of dissatisfaction about the service or action/inactions of Council or staff by a person who is claiming to be directly affected by the service or action.

An effective complaints management process includes providing a response to affected parties indicating that Council has received a complaint and taken appropriate action. In some circumstances, Council must comply with an obligation under law to provide notification of the outcome to the complainant, (e.g., Section 306(3) (d) of the Local Government Regulation 2012 - resolution of administrative action complaints). When a legislative authority does not specify what information is to be provided, Councillors and staff will need to achieve a balance between communicating a transparent complaints process, and ensuring reasonable protection of privacy for individuals involved in the complaint.

Often it is possible to provide a complainant with information about the status of their complaint without disclosure of personal information. For example, no personal information is disclosed when information is provided of a procedural or administrative nature, such as:

• how Council deals with complaints,

• where a complaint currently sits within that process and,

• outlining the potential outcomes of the complaint process.

5.2 Managing complainant and respondent expectations

Court Proceedings

If a regulatory or compliance offence occurs and can only progress to court proceedings by identifying the complainant, Council staff should seek to obtain the complainant’s consent to disclose this information before pursuing the legal matter. If the complainant withholds consent, the complainant should be advised that the investigation may be terminated because the absence of the information is likely to prevent the successful prosecution of the offence. Communicating a complaint investigation status and outcome A request for information about the progress details of an investigation must be made in writing and must provide evidence of identity. The identity of a complainant and copies of all relevant documentation, including the original complaint, the investigation report and all correspondence between the complainant and the investigator, will be treated as confidential information. Complainant’s details will remain confidential.


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Council notices/correspondence to a respondent should include a clause informing respondents that it is Council’s usual practice to disclose information about the progress of the investigation, and its outcome, to the complainant. Council may keep the complainant informed, without obtaining the respondent’s consent. Investigating officers should, however, consider any concerns about disclosure that are raised by an affected respondent.

When an investigation finds no regulatory breach, Council may advise the complainant that based on information held by Council, no further action is required. Council may also advise the person who is subject of the complaint (the respondent) but is not required to do so. Information provided to the respondent should be limited to facts that Council has received a complaint but an investigation has found no breach or cause for further investigation.

5.3 Emails and personal information

In some instances, it may be a breach of the Information Privacy Principles to disclose the email address of another person. Before forwarding an email, Councillors, and Council employees and contractors must consider if a person would object to the disclosure of their email address. If appropriate, when sending an external email to a number of recipients, use privacy protections such as blind copies (bcc)

5.4 Image and audio recordings and personal information

Before using an identifiable image of an individual in a Council publication or website, ensure a written consent, in a format approved by the Chief Information Officer is provided by the individual. The manager of a business area is responsible for ensuring a business area notifies individuals the about collection and use of their personal information, including the procedure used to obtain, record and store an individual’s consent. Images or recordings of a child under 18 years require the consent of the child’s parent or guardian or authorised agent.

Service agreements (e.g. with photographers appointed to collect an image or recording of an individual on Council’s behalf) should bind the service provider to

• their obligations as a bound service provider under the Information Privacy Act 2009; and

• their obligations as a bound service provider to inform and document individual/s consent, and• their obligations as a bound service around the agreed use and disclosure of any images or

recordings.

Verbal consent is sufficient when collecting images or recordings of Councillors and Council staff for images which are for internal use. If appropriate, an email can be circulated to provide details of the purpose and use and where appropriate, how individuals may opt out of the activity.

5.5 Information requests and information sharing of personal information

Whenever requests for information are received from other agencies or the public, Council needs to consider privacy obligations before deciding what information, to whom and how personal information is shared or provided. Council staff makes release decisions and provide personal information to third parties in accordance with the disclosure exceptions in Information Privacy Principle 11 .(See Service Providers & Service arrangements for guidance on providing information to contracted service providers)

Legal Services is responsible for processing requests in writing from both law enforcement agencies and government agencies where there is a statutory obligation for the City to provide the requested information


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Where Council regularly receives requests for personal information by another agency, consider, in consultation with the City Solicitor, developing an agreement, such as a Memorandum of Understanding, that sets out how agencies or other parties involved will meet their privacy obligations.

When a request or a sharing arrangement permits authorised disclosure of personal information under the provisions of the IP Act, staff must:

• record or relate details about the disclosure within or to the document, • take all reasonable steps to clearly set out the receiving entity’s permitted dealings with the

shared personal information? • take all reasonable steps to ensure only the authorised persons are involved in the disclosure or

sharing of information • take all reasonable steps to ensure that the receiving entity will not use or disclose the

information other than for the purpose for which the information was provided or shared by Council.

Requests by public for access to personal information

See Information Privacy Principle 6-7 for guidance on managing requests by individuals for their personal information. Requests to Council by the public for general access to information (including surveillance data) are managed according to the Right to Information and information Provision Policy.

5.6 Public registers and personal information

Under various laws, public registers managed by Council are required to be made available or ‘open to inspection’ to the public. Personal information kept on public registers could include names, postal address and property ownership and include other documents such as records of approvals or licences. Examples of public registers managed or compiled for Council purposes include:

• submissions and development applications

• the Land Record which identifies who is responsible for paying rates or charges for land in the local government area.

Before personal information on a public register can be released, Council must have a satisfactory reason for doing so. Information provided from a register is limited by the purpose for the register or is prescribed under the law for which the register is kept.

Land Record

Refer requests for information from Council’s land record to Customer Contact or a Customer Service point at a Council administration office. Requests for land record information are managed in accordance with the provisions of the Local Government Act 2009.

The following persons may inspect the land record free of charge:

• The owner, lessee or occupier of the land or adjoining land.

• The agent of an owner, lessee or occupier of the land or adjoining land.

• The agent must produce written evidence of the agent’s appointment.

Inspect means that Council may provide a person with access to an electronic or paper copy of the land record of part of the land record, including, for example, by sending it by post, email or facsimile.


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Council must not include a person’s name and address in the land record if:

• under the Land Valuation Act 2010 (Qld.), Council has been given a notice about theperson and,

• the relevant suppression direction under that Act is still in effect.

Property information and details of development applications and submissions (PD Online)

The Planning Act 2016 (Qld) requires Council to publish particular information about development applications on its website or an online system which generally includes:

• the original development applications as submitted by the applicant and in its entirety,including covering letter, associated plans, any subsequent applications to thedevelopment applications and supporting forms, information and documentation,

• submissions, the name, address, contact details and signatures of submitters.

A document that is related to a development application, which is considered by the assessment manager to be sensitive or purely private in nature, may be made available upon request at the discretion of the assessment manager. The disclosure of a document such as a building floor plan, for example, may require the consent of the owner.

5.7 Routine Work Information

Routine personal work information is solely and wholly related to the routine day to day work duties and responsibilities of Councillors and Council staff. Council has an obligation to collect, store, use and ensure the accuracy of routine personal work information in compliance with the privacy principles.

Routine personal work information includes information such as:

• a work email address, a work phone number,

• authorship of a work document, e.g. where the person's name is listed as one of thewriters of a report or incidental appearances of a person's name in work documents, e.g.their identification as the author of a letter, their signature, a mention of an person as amember of a project team in documents produced by the project, a mention of a personhaving responsibility for a team or project, or holding a given position, on a departmentalwebsite or in a report,

• reference to a rostered day off (RDO),

• a professional opinion given wholly in a professional capacity and information aboutqualifications held where they are required for the officer's position,

• work classification and job title, e.g. that someone is a Level 3 officer in a branch in and adirectorate.

When a Councillor or staff member makes routine personal work information available to a member of the public, e.g. by providing a name and work phone number to another person or to the public generally (e.g. by including it on a webpage), routine work information about an individual is disclosed.

Disclosure of routine personal work information to the public or to a member of the public for legitimate purpose will, in many circumstances, be a permitted disclosure under IPP 11(1) (a). Determinations on


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whether routine work information should be disclosed should be considered on a case by case basis of the public interest harm caused by a routine work information disclosure. Public interest factors in favour of disclosure include the following:

• the requirement that Council be open and accountable with regards to its operations andthat public sector employees would reasonably expect information which is solely theirroutine personal work information be disclosed where it was necessary for legitimateCouncil purposes,

• that Councillors and Council staff are employed in the business of government whichdelivers services to the public and the public is generally entitled to know the identity ofthe service deliverers, advice givers and decision makers,

• by the nature of Councillor’s and staff member’s position and the need both to interactwith the public and provide information. (The Councillor or the staff member hasresponsibility for making decisions or they are the contact if a member of the public has acomplaint or a query),

• the personal work information appears in documents routinely disclosed, intended fordisclosure, produced for disclosure or required by law to be disclosed, including reports,policy documents, decision notices and correspondence.

Personal information that is not treated as routine personal information and therefore must be protected from unauthorised disclosure includes:

• details of a complaint about Council staff,

• reasons why an officer is accessing leave entitlements of any kind. If a Council staffmember applies for leave, Council policy may require the staff member to inform asupervisor about the type of leave requested and the reason for the leave. The type ofleave and reasons should not be disclosed to the staff member’s colleagues by thesupervisor unless it is a requirement for the job or the staff member has given theirconsent for disclosure,

• a home address and personal phone number.

5.8 Recruitment information

Personal information about a job application, interview or recruitment process is not routine personal work information. Collection, storage, use and disclosure of applicant information must be managed in accordance with the IP Act. Where an agent is appointed to undertake recruitment activity on behalf of Council, the agent is required to be bound to comply with the IPPs as a contracted service provider.

Documents associated with the outcome of a job application are public records and can be subject to an access application under the access and amendment provisions of the Information Privacy Act 2009 (Qld.) and Right to Information Act 2009 (Qld).

5.9 Surveillance technologies and personal information

Surveillance technologies include but are not limited to:

• audio, optical or visual surveillance (CCTV, body-worn video, automatic number platerecognition, unmanned aerial vehicles, e.g. drones),

• data matching and data surveillance (monitoring computer usage and computer activities),


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• biometric surveillance (facial recognition), and

• geo-location tracking (global positioning systems (GPS) and radio frequency identification (RFID).

In some instances, the information, generated, collected and stored by these technologies will be personal information, e.g. an image of an individual, a video or audio recording of an individual or associated identifying data.

A lawful use of these technologies and the management of personal information collected via surveillance technologies require Council take reasonable steps to protect an individual’s privacy or expectation of privacy. Surveillance information must be stored in a secure location and configured to prevent unauthorised access, modification, duplication, or destruction.

Council’s method of deployment, controls used to prevent unauthorised access to the information, the ongoing management of surveillance technologies and the management of the collected data will determine the effect these technologies have on an individual’s privacy. Obtain legal advice, and undertake or review an existing Privacy Impact Assessment (Refer to Privacy Impact Assessment Standard ) when considering implementing surveillance technologies or when managing personal information collected by surveillance devices.

Subject to any IP Act exemptions, when surveillance technologies are used, collection notices are required.

Consider whether additional steps can be taken to make people aware of these technologies, such as:

• publishing information about why surveillance technologies are used and how Council meets its obligations under the IP Act,

• engaging with local residents and retailers about the location of proposed new cameras; and

• incorporating information about the use of camera surveillance into staff induction.

5.10 Disclosure of personal information captured by surveillance devices.

Using or disclosing personal information collected via surveillance technologies and without appropriate notifications to individuals, may breach the IPPs. Exemptions from some IPPs may apply relating to law enforcement or public safety activities.

The IP Act provides the Chief Executive Officer as principal officer to exercise powers in relation to disclosure of personal information under the exceptions identified in IPP 11. The decision to rely on these exceptions when releasing personal information captured by Council managed surveillance requires a delegation of power.

The City Solicitor may also determine if an exemption or exception is applicable for the performance of a Council function or activity, including disclosure. For example where the City wishes to disclose personal information based on provision under IPP11; it must be determined by either the City Solicitor or the holder of the appropriate delegation.

See Information requests and information sharing of personal information for further guidance on managing requests by third parties for access to Council managed surveillance data.


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6 Service providers & service arrangements Chapter 2, Part 4 of the Information Privacy Act 2009 requires Council to take all reasonable steps to ensure a service provider ( an outsourced service or function) is contractually bound to comply with the Information Privacy Principles if:

• the service provider deals with (receives, collects, stores, holds or processes) personalinformation for Council or,

• the service provider provides the above services to a third party on behalf Council or,

• the service arrangement involves the transfer of personal information to Council.

All service provider arrangements relating to information privacy obligations must be in accordance with a standard format determined by the Chief Procurement Officer.

Subject to any advice from the Chief Procurement Officer, Council Managers must ensure that appropriate provisions for information privacy have been included in a contract, purchase order, memorandum of agreement, or other form of agreement whenever a service provider deals with personal information on behalf of Council.

The relevant manager must ensure that an appropriate service arrangement is in place before any personal information is provided to a service provider. At the manager’s discretion, it may be necessary to provide assistance to a service provider to ensure compliance (for example, a community organisation with limited resources).

7 Transfer of personal information outside of Australia Privacy considerations are particularly relevant when considering and managing contracts that involve transferring personal information and data across national borders. In such instances, the personal information is subject to foreign laws.

Personal information may be transferred out of Australia in a number of ways:

• e.g., uploading a personal information database which is stored on a server in anothercountry, or

• collecting information via an online survey hosted by a company in another country.

A fundamental risk consideration when establishing contracts that involve the handling of personal information is to ensure that the information will be collected, used, retained, and disclosed only for the purposes specified in the contract and that it will be accessible only to authorised individuals (on a need-to-know basis) for those purposes.

Council managers and Council information asset custodians must take all reasonable steps to comply with the protections required whenever an information service is outsourced or hosted externally. Reasonable steps around confirming appropriate controls would include reviewing exemptions, reviewing the service provider’s terms and conditions, identifying opportunities to de-identify personal information and obtaining advice from Council legal, procurement and information security specialists. Taking reasonable steps may require a privacy impact assessment.

As required by Section 33 of the IP Act, Council will transfer an individual’s personal information outside of Australia only if:

• the individual agrees to the transfer; or

• the transfer is required or authorised by law; or


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• Council is satisfied on reasonable grounds that the transfer is necessary to lessen or prevent a serious threat to the life, health, safety or welfare of an individual, or to public health, safety or welfare; or

• two or more of the following apply:

a. Council reasonably believes that the recipient is subject to a law, binding scheme or contract that effectively upholds principles for the fair handling of personal information that are substantially similar to the IPPs;

b. the transfer is necessary for the performance of Council’s functions in relation to the individual;

c. the transfer is for the benefit of the individual and it is impracticable to seek their consent, but if it were practicable, the individual would be likely to consent;

d. Council has taken reasonable steps to ensure that the personal information it transfers will not be held, used or disclosed by the recipient of the information in a way that is inconsistent with the IPPs.

8 Privacy Complaints A privacy complaint is a complaint that:

• is made by an individual,

• about something that Council, or a contractor has done, and

• involves the personal information of the complainant,

• and the complainant claims a breach of Council’s IP Act obligations.

An individual, who is dissatisfied with the way that Council has managed his or her personal information, can lodge a privacy complaint with Council. The Privacy Officer, Legal Services investigates and coordinates a response to the complainant.

The City Solicitor may make a written report as to any findings or recommendations in relation to a complaint dealt with by investigation. A summary of the report is given to the complainant. This summary and a copy of the full report are provided to the Chief Information Officer and the Manager of other Council business units which are materially involved in the matters concerning the complaint.

If an individual is not satisfied with Council’s response to a privacy complaint, the complainant can refer their complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal (QCAT) for consideration.

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Attachment 3

Information Privacy Breach Response Standard



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VERSION CONTROL


#72655367 22/1/2019







Authority

Author



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Table of Contents VERSION CONTROL ......................................................................................................................... 2

1 Purpose ....................................................................................................................................... 4

2 Introduction ................................................................................................................................ 4

3 Responding to a privacy breach ............................................................................................... 4 Step 1 Contain the breach ...................................................................................................... 5 Step 2 Identify and evaluate breach risks ............................................................................ 5 Step 3 Notifying affected individuals .................................................................................... 6 Step 4 Prevent a repeat .......................................................................................................... 7 Step 5 Monitoring and reporting privacy investigations and breaches ............................ 7


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1 Purpose This Standard is an instrument of the Information Privacy Policy. A privacy breach occurs when there is a failure to comply with obligations set out in the IP Act with one or more of the Information Privacy Act 2009 (Qld.) (IP Act). Information Privacy Principles e.g. improper or unauthorised collection, use, disclosure, retention or disposal of personal information. Information privacy breaches can have serious consequences, including financial fraud, identity theft, physical harm and reputational damage.

This Standard guides Councillors and Council staff in managing a privacy breach, investigating claims of a privacy breach including the considerations around notifying persons whose privacy may be affected by the breach.

Currently, the IP Act does not compel Council to notify individual/s affected by a privacy breach. However, if a data breach creates a risk of harm to an individual, the affected individuals should be notified. Prompt notification to individuals can enable the individual to take steps to protect themselves. Notification also demonstrates a commitment to open and transparent actions by Council.

2 Introduction An information breach may be caused by malicious action (by an external or insider party), human error, or a failure in information handling or security systems. A breach may occur on or off a Council site through:

• technical failures, (e.g.disclosure of an individual’s personal information to a scammer, as a resultof inadequate identity verification procedures),

• inadvertent errors, (e.g. an email sent to the wrong person,

• inadequate procedures,

• inadequate training,

• misinterpretation or application of the law, or

• a deliberate act. (E.g. unauthorised access to personal information by an employee).

3 Responding to a privacy breach There are four key steps in responding to a privacy breach: The first three steps should be carried out concurrently where possible. The last step provides recommendations for longer-term solutions and prevention strategies.

1. Contain the breach,

2. Evaluate the associated risks,

3. Consider notifying affected individuals,

4. Prevent a repeat.

5. Monitoring and reporting on outcomes of breach investigations


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Step 1 Contain the breach A quick response to contain the breach and minimise any resulting damage can reduce the likelihood of affected individuals suffering harm. It can also lessen financial or reputational damage to Council.

Recovering information and preserving evidence

Actions could include,

• recovering the personal information, • shutting down the information system that has been breached, • suspending the activity that lead to the privacy breach, revoking or changing access codes or

passwords.

If a third party is in possession of the personal information and declines to return it, obtain legal advice about what action can be taken to recover the information.

When recovering information, ensure copies have not been made or that all copies are recovered by Council. Ensure evidence that may be needed to investigate the cause of the breach is preserved.

Governance

Escalate the matter internally as appropriate. Immediately inform the manager with responsibility for the area where the breach occurred .

Depending on the circumstances of the breach, it may also be appropriate to;

• inform the CIO if measures are required to contain the breach using physical and technical security controls and expertise,

• inform the Information Technology Security Advisor (Cyber Security) if the breach is suspected to

include unauthorised electronic access to Council systems or was facilitated by technical means,

• obtain advice from Council’s Legal Services branch on the application and interpretation of the IP Act. Legal Services assist in responding to enquiries made by the public, and in managing any complaint investigations that may be received as a result of a suspected breach incident,

• inform Council’s Corporate Communications if the matter involves or will require external communications,

• inform Integrity and Ethical Standards Unit, Corporate Assurance if the breach is related to alleged Councillor or City staff misconduct,

• if appropriate, contact the Office of the Information Commissioner (OIC) to obtain advice on privacy obligations and on measures for managing the privacy breach, including resolving any consequent privacy complaints.

Step 2 Identify and evaluate breach risks To determine what other steps are needed, you should assess the type of personal information involved in the breach and the risks associated with the breach. Factors to consider include:

Factors to consider What type of personal information is involved? Who is affected by the breach? What was the cause of the breach?


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Did the breach occur as part of a targeted attack or through inadvertent oversight? Was it a one-off incident or does it expose a more systemic vulnerability?

Factors to consider (contd) What steps have been taken to contain the breach? Has the personal information been recovered? Is the personal information encrypted or otherwise not readily accessible? What is the foreseeable harm to the affected individuals? Could the information be used for identity theft, threats to physical safety, financial loss, workplace bullying, loss of employment opportunities, and humiliation or damage to reputation? Who is in receipt of the personal information? What is the risk of further access, use or disclosure, including via media or online?

Step 3 Notifying affected individuals

If a data breach creates a risk of harm to an individual, the affected individuals should be notified. Prompt notification to individuals can enable the individual to take steps to protect themselves. Notification also demonstrates a commitment to open and transparent actions by Council.

The above factors support notification, but there are also circumstances where notification can be counter-productive or should be delayed including when;

• a privacy breach is unlikely to result in an adverse outcome for the individual and may causeunnecessary anxiety and de-sensitise individuals to a significant privacy breach,

• notification would compromise an investigation into the cause of the breach or reveal softwarevulnerability.

Factors to consider when deciding whether to notify include:

Is notification appropriate

What is the type and scale of the breach?

What is the risk of harm to the individual (as determined in the previous step)? Is the information that has been compromised sensitive, or likely to cause humiliation or embarrassment for the individual? Does Council have accurate contact details for the affected individual/s? What steps has Council taken to date to avoid or remedy any actual or potential harm?

Is the individual able to take further steps to avoid or remedy harm? An example is where an individual has a new bank credit card number issued to avoid potential financial harm?

What steps has Council taken to date to avoid or remedy any actual or potential harm?

Are there any applicable legislative provisions or contractual obligations that require Council to notify affected individuals?

How to notify

It is recommended that affected individuals be notified directly either by telephone, letter, and email or in person.


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Indirect notification, (e.g. posting on Council’s website, publishing a public notice, or a media release) should generally only occur where the contact information of affected individuals is not known, or where direct notification is prohibitively expensive or could cause further harm.

What to say

Tailor the content of the notification to the circumstances of the particular breach.

Content of a notification could include:

Content of a notification could include:

Information about the breach, including when it happened,

A description of what personal information has been disclosed

Assurances (as appropriate) about what personal information has not been disclosed

What Council is doing to control or reduce the harm?

What steps the person can take to further protect themselves and what Council will do to assist people with this? Contact details within Council where questions or requests for information can be directed,

Details of the right to lodge a privacy complaint with Council and the option to bring their complaint to the Office of the Information Commissioner if an individual is dissatisfied with the response from Council.

Step 4 Prevent a repeat

Once the breach has been contained, investigate the circumstances of the breach to determine all relevant causes and consider what short or long-term measures could be taken to prevent any reoccurrence.

Preventative actions could include the following activities and documentation:

• security audit of both physical and technical security controls • review of policies and procedures • review of employee training practices; or • review of contractual obligations with contracted service providers.

Step 5 Monitoring and reporting privacy investigations and breaches An individual may make a complaint to Council when the individual believes that Council has not dealt with their personal information in accordance with legislation. The Act allows a minimum of 45 business days for Council to respond and/or to resolve the subject matter to the satisfaction of the individual. The City Solicitor may make a written report as to any findings or recommendations in relation to a breach complaint dealt with by investigation. A summary of the report is given to the complainant. This summary and a copy of the full report are provided to the Chief Information Officer and the Manager of other Council business units which are materially involved in the matters concerning the complaint. Council’s Legal Services Branch manages statistics on privacy complaint investigations and these statistics are published in Council’s Annual Report. If, after 45 business days, the complainant is dissatisfied with Council’s response or the Council has failed to respond, the individual may bring their complaint to the Office of the Information Commissioner (OIC). The Office of the Information Commissioner (OIC) can issue a compliance notice to Council for serious or


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multiple breaches of the IPPs. Under section 167 of the IP Act, the OIC is authorised to make preliminary inquiries in order to decide whether to accept a complaint. This may include inviting Council to provide a submission on whether OIC should accept the complaint. The OIC provide written notice to both the complainant and the Council if a privacy complaint is accepted and the OIC undertakes a mediation service for the privacy complaint.

The OIC monitors and reports on Council’s compliance with the IP Act by conducting audits, reviews and surveys of agencies including local governments, in order to measure the extent of compliance with the Act and to provide recommendations resulting from a compliance review. Reports on review outcomes are presented to the Queensland Parliament.


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Attachment 4

Privacy Impact Assessment Standard



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72654439 22/1/2019






Managers Information Asset Custodians Coordinator Governance, Risk, Compliance and Security Legal Information Unit

Authority

Author

Documentation status Working draft x Consultation release Final version


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Table of Contents VERSION CONTROL ......................................................................................................................... 2

1 Purpose ....................................................................................................................................... 4

2 Introduction ................................................................................................................................ 4

3 Overview of assessment process ............................................................................................. 5


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1 Purpose A Privacy Impact Assessments (PIA) is a scalable and repeatable risk mitigation tool. This Standard provides direction to Councillors and Council staff to balance the necessary information flow for the delivery of Council services with the legislative obligations of the Information Privacy Act 2009 (IP Act).

2 Introduction PIAs are used to identify and document information privacy risks and controls whenever Council business areas are reviewing;

• information handling processes;

• the impacts of new legislation or policies;

• options for implementing or upgrading new systems, storage or hosting solutions, and

• when considering an information sharing or service provision arrangement.

PIAs will be incorporated within Council’s project and risk management processes and can also be used for reviewing business as usual (BAU) processes and procedures. PIAs describe and document;

• what personal information is collected,

• how personal information is collected, used, transmitted and stored,

• how and why personal information can be shared, and

• how personal information is protected from inappropriate disclosure.

Some practical examples of situations where a PIA would be necessary include:

• Undertaking a data matching activity,

• When considering using a SaaS offering or a mobile application,

• Implementing legislation and local law requirements,

• Migrating or integrating databases,

• Collecting new categories of customer data,

• Engaging a third party contractor to manage data handling,

• Negotiating information sharing arrangements with another agency.

A documented assessment will;

• determine whether a Council activity or project is likely to comply with the IP Act,


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• support Council to address community concerns and build trust in Council’s information handlingpractices,

• facilitate customer’s willingness to adopt a new product or service,

• identify information privacy risks and document risk management mitigations,

• enable early identification of information privacy risks and issues, facilitating remediation to bescoped and costed prior to investment decisions being finalised.

A recommended Privacy Impact Assessment Report template is available for documenting an assessment.

3 Overview of assessment process A PIA process generally involves the following steps:

Conduct a Threshold Assessment A PIA will not be necessary if the activity or project will not handle any personal information or does not propose any changes to existing appropriate information handling practices.

A record of the threshold assessment should be stored to document the findings and the decision made about proceeding with a full assessment.

Plan the PIA

Identify and consult with stakeholders who are Document and provide context for about the For larger or complex projects and initiatives, it may be beneficial to conduct several smaller, more modular PIAs with clearly defined scopes.

Map the Personal Information Flow

Identify the personal information that will be impacted in the project or activity Map or document how personal information will flow through the Council’s information systems and processes? including how it

Identify the Privacy Risks

Review guidance provided by the Office of the Information Commissioner which addresses various privacy issues and risk mitigations.

advice from Council’s Legal Services branch on the application and interpretation of the IP Act in relation to the activity or project Review the activity or project’s handling of personal information is in accordance with • the IPPs,• the rules about transfer of personal information outside Australia, and• the requirement to take all reasonable steps to bind contracted service providers to the

privacy principles.In addition to compliance with the IP Act, the review should consider: • whether the project is subject to other legislation that contains confidentiality provisions; and• the community’s expectations of privacy.


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Identify Options to Address the Privacy Risks If there are multiple options, (operational, technical or communication strategies) evaluate the cost, risk and benefit of each option to identify the most appropriate one.

• Produce a PIA report for approval by the appropriate forum e.g. Project Steering Committee or senior management

• Respond and review. The mitigation measures identified in a PIA report must be implemented and tracked. PIAs should include detailed action plans for proposed mitigation measures, including timelines and target completion dates. PIAs should assign a specific position with responsibility for implementation.

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of 5

Attachment 5

Information Privacy Policy - Summary of Material Amendments 2019



Policy Objectives and Measures

Performance Measures Number of privacy complaints submitted where it is proved that Council breached information privacy obligations.

Objectives To ensure that personal information managed by Council is dealt with in accordance with the Information Privacy Act 2009 (Qld).

Performance Measures Percentage of Council staff who complete Council’s Information Privacy Training

Number of substantiated breaches of the Information Privacy Act.

Mandatory section of policy

Objective added

Added specific and reportable performance measures.

Policy Policy Statement NA Statement introduces the Information Privacy Act 2009 (Qld) (IP Act) and the 11 Information Privacy Principles (IPPs) included in the IP Act. Includes the following details

Compliance with legislation must be embedded in Council’sadministrative practices and service delivery and is supportedvia use of Privacy Impact Assessments (PIAs) (Appendix E)

Managing privacy breaches and managing Information PrivacyComplaints

Managing applications to access and request amendments topersonal information

Includes statement on monitoring and reporting obligations ofCouncil’s compliance with the IP Act


Policy statement added to describe legislative obligations and activities which support compliance.

Policy Scope NA Scope Information Mandatory section of policy

Added scope information.

Policy Related Policy and Delegations

Separated Related Policies from Delegations

Delegations

Removed DE00494

Related Policies Reference to specific related Policies added

Delegations

Added DE01510

Added DE01758

Added DE02137


Policy Legislation Removed Queensland Government Information Standards Added:

Disaster Management Act 2003

Planning Act 2016

Added and removed as appropriate

Policy Supporting Documents

Removed:

Appendix B – Responsibilities for Information Management

Attachment C - Information Asset Custodian Standard

Attachment D – Recordkeeping Standard

Attachment E – Metadata Standard

Added:

Appendix B – Responsibilities for Information Privacy




Added and removed as appropriate

Policy PolicyResponsibilities

Owner of policy has changed from Manager Business Innovation and Technology Services to Chief Information Officer

Change in Position title


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Attachment A - Definitions

(title change) Appendix A – Definitions

Removed definitions specific to Information Management

Added definitions specific to Information Privacy. Included a reference to terms which are in the supporting standards

Definitions related to information privacy sourced from Office of the Information Commissioner website.

Attachment B - Responsibilities for Information Management

Removed and replaced section Replaced with section Attachment A Responsibilities for Information Privacy.

Added responsibilities for:

CEO, Directors, Chief Information Officer (CIO) Information Asset Custodian, City Solicitor, Information Privacy Officer, Councillors and Individual Staff.

Added detail specific to Council’s governance responsibilities for managing personal information.

Acknowledgements Removed:

Queensland State Archives

Crime and Misconduct Commission Queensland

Amended as appropriate.

Attachment C - Information Asset Custodian Asset Standard

Removed and replaced section

N/A Instrument of the Information Management Policy

Attachment F Information Privacy Standard

Attachment F relocated to Information Privacy Standard Replaced with – Information Privacy Standard

Statement aligned to OIC guidance that IPPs are intended to allow and not restrict the appropriate flow of personal information within and between agencies.

Content changed to reflect Information Privacy.

Simplified wording

2. Definition of Personal Information

(title change) 2. Personal Information Content expanded Added a summary of scope of personal information including:

Criteria for identifying personal information

Natural Persons

Defining apparent identity and reasonably ascertainable

Anonymising personal information

Amended to provide further context on when information will require privacy protections.

3. Exemptions from IPPs

(title change) 3. Exemptions From the Information Privacy Principles

Public domain information

Deceased persons

Organised persons

Law Enforcement activities

Exemptions for public safety

Exempt documents

Moved key concept of natural persons, deceased persons and organisations to Information Privacy Standard Section 2 Personal Information

Added additional information and listed types of exemptions under headings

3.1 Interaction of the IP Act with other legislation

3.2 Exempt documents

3.3 Exemptions for generally available publications

3.4 Exemptions for Law Enforcement activities

3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public

Added further information and made specific topics easier to locate


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Specific personal information handling practices was included in sections in IPPs i.e.

Disclosure and

Information Collection

4. Overview of Specific Council functions and activities and PersonalInformation Handling

Specific privacy topics are numbered and easier to locate and include updated information as per practice directions from the Office of the Information Commissioner

4. ContractedService Providers

Content moved to Information Privacy Standard Section 6 Service Providers & Service Arrangements

Removed term Contracted from section title, otherwise minor editing

Changed title and added minor editing so that readers locate and understand that the process of engagement by a business area will require steps to contractually bind a service provider

5. PrivacyComplaints

Content moved to Information Privacy Standard Section 8 Privacy Complaints

Unless otherwise approved by the CEO, the complaint will be dealt with in accordance with Council’s General Complaints Process Policy.

If an individual is not satisfied with the response to a privacy complaint that has been referred to Council, the complainant can refer the complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal for consideration.

Amended and expanded details of the Privacy Complaint process

An individual, who is dissatisfied with the way that Council has managed his or her personal information, can lodge a privacy complaint with Council. The Privacy Officer, Legal Services investigates and coordinates a response to the complainant. If an individual is not satisfied with Council’s response to a privacy complaint, the complainant can refer their complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal for consideration.

Expands on information about where to direct and aligns with Council’s and the Office of the Information Commissioner privacy complaint handling process.

Privacy Statement on corporate website referred to contact point for privacy complaints but the policy did not refer to the privacy complaint process. Privacy Complaints are referred to the Legal Information Unit if enquiry or complaint is received via other customer channels.

6. Transfer ofPersonal InformationOutside of Australia

Content moved - Information Privacy Standard Section 7 Transfer of Personal Information Outside of Australia

Removed

As soon as someone from another country accesses a website, a copy of the webpage will be transferred out of Australia. In order to comply with section 33, an individual needs to agree to their personal information being placed online.

Added

Privacy considerations are particularly relevant when considering and managing service provider contracts and arrangements that involve transferring personal information and data across national borders. In such instances, the personal information is subject to foreign laws.

Personal information may be transferred out of Australia in a number of ways.

For example, uploading a personal informationdatabase which is stored on a server in anothercountry, or collecting information via an online surveyhosted by a company in another country.

A fundamental risk consideration when establishing contracts that involve the handling of personal information is to ensure that the information will be collected, used, retained, and disclosed only for the purposes specified in the contract and that it will be accessible only to authorised individuals (on a need-to-know basis) for those purposes.

Amended to provide further context on applying privacy protections when business is considering a service which involves transfer of personal information overseas.


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Council managers and Council information asset custodians must take all reasonable steps to comply with the protections required whenever an information service is outsourced or hosted externally. Reasonable steps around confirming appropriate controls would include reviewing exemptions, reviewing the service provider’s terms and conditions, identifying opportunities to de-identify personal information and obtaining advice from Council legal, procurement and information security specialists. Taking reasonable steps may require a privacy impact assessment.

7. IPP 1-3: collection of Personal Information

Content moved to Information Privacy Standard Section 4.1

Amended content on Collection Notice - removed the ‘generic collection and provided details of the reasonable steps to ensure that the person is generally aware of:

the purpose of the collection of personal information,

if the collection is authorised or required under a law,

that it is Council’s usual practice to disclose this type of personal information, and to whom it is disclosed.

Removed Voters Roll as register is not managed by Council

IPP 1-3 Added further guidance on applying IPP1-3 in Council context

Moved the following to Overview of Specific Council functions and activities and Personal Information Handling

Added subheadings and requirements for collecting specific types of personal information.to Section 5 Information Privacy Standard Overview of Specific Information Privacy Handling Practices

Complaint investigations – management of personal information

Email correspondence

Image and audio recordings and personal information

Public registers and personal information

Routine Work Information

Recruitment information

Surveillance technologies and personal information

Amended to provide further guidance on taking reasonable steps to inform (collection notices) and created the Section 5 on applying privacy protections for specific functions and types of personal information.

8. Security of Personal Information (IPP4)

Content moved to - Information Privacy Standard Section 4.2 IPP4

Added further guidance on applying IPP4 in local government context.

Alignment to cyber and information security controls and use of privacy impact assessment to identify security protections for personal information.

9. Providing Information about Documents Containing Personal Information (IPP5)

and 10. Access to and Amendment of Personal Information (IPP 6-7)

Content moved to - Information Privacy Standard Section 4.3 4.4 and 5.10

IPP5, 6, 7

Added details of the customer channels and publication which provide details of Council’s information handling practices how an individual may access or amend a document that contains their personal information or make a complaint about information handling practices.

10. Access to and amendment of personal information (IPP 6-7)

Added content sourced from OIC around discretion not to provide individuals with access to documents and reasons when this would apply https://www.oic.qld.gov.au/guidelines/for-government/guidelines-privacy-principles/access-and-amendment/basic-guide-to-ipps-5-7-access-and-amendment

Further supporting guidance for governance controls and decision support on release of personal information to applicants


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11. Accuracy ofPersonal Information(IPP8)

Content moved to - Information Privacy Standard Section 4.5 IPP 8 No content change

12. Use for aParticular Purpose(IPP9)

Content moved to - Information Privacy Standard Section 4.6 IPP 9 Amended to include Personal information may not be collected for the sake of collecting it, or against a possible future need. There must be a clearly defined purpose for which it is being collected, required for, or intended to further, a legitimate Council function. The purpose for collecting the personal information should be specifically defined before collection begins.

Further supporting guidance based on OIC practice direction

13. Limits on the Useof PersonalInformation (IPP10)

Content moved to Information Privacy Standard Section 4.7 IPP 10 Added additional details about using a Privacy Impact Assessment to identify if and how information may be used for a secondary purpose.

Further supporting guidance based on OIC practice direction

14. Limits on theDisclosure ofPersonal Information(IPP11)

Content moved to Information Privacy Standard Section 4.8 IPP 11 Disclosure. Moved, added subheading for managing specific types of personal information to Information Privacy Standard Section 4 Overview of Specific Council functions and activities and personal information handling.

General overview of IPP requirements and applying IPPs in local government environment Use of hyperlinks to relate information and details of where exceptions made be applied.

*New* N/A Added policy instrument - Information Privacy Breach Response Standard

Context of why breaches occur, risks for not managing a breach and steps required to manage a breach and when to notify affected parties.

To provide an endorsed corporate process for managing a privacy breach.

*New* N/A Added new policy instrument - Privacy Impact Assessment Standard

Basis of a PIA as a risk mitigation tool used for identifying privacy impacts of project activities or when reviewing business as usual processes and procedures

To provide an endorsed process to support and not restrict the appropriate use and flow of personal information in relation to projects or business as usual reviews.


240 Adopted Report


CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION moved Cr Owen-Jones seconded Cr La Castra That the 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

10 Australian PGA Championship Prejudicial Matter

CARRIED

PROCEDURAL MOTION moved Cr Owen-Jones seconded Cr PC Young That the Committee move into Open Session.

CARRIED Following resumption into Open Session, Item 10 was moved and carried as shown on the following pages.


ITEM 10 OFFICE OF THE CHIEF OPERATING OFFICER AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) 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; and (h) other business for which a public discussion would be likely to prejudice the

interests of the local government or someone else, or enable a person to gain a financial advantage.

1.2 I recommend that the report/attachment be deemed non-confidential except for those

parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to advise on the intention of the Professional Golfers Association of Australia Ltd (PGA) to change the date of the 2019 tournament that will be held at RACV Royal Pines Resort. 4 PREVIOUS RESOLUTIONS At its meeting on 28 November 2017, Council resolved the following (via G17.1128.019)-

That the report/attachment be deemed non-confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

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

That the Special Budget Committee consider the appropriate funding source as part of annual budget discussions, commencing in 2018-19.

5 DISCUSSION 5.1 Applicant Michael McDonald Commercial Director – Australasia Professional Golfers Association of Australia Ltd P 03 8320 1986 | M 0407 094 975 | E [email protected] ABN - 46 127 641 829

mailto:[email protected]


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) 5.2 Event Overview The Australian PGA Championship (Championship) is Australia’s oldest professional Tournament. Contested since 1905, it has an honour roll of champions including Greg Norman and Peter Thomson. The Championship is Australia’s flagship golfing event, played by 65 of the world’s top golfers for a total prize pool of $1.5 million. The Championship is sanctioned by the ISPS HANDA PGA Tour of Australasia and the European Tour, with golfers vying for the oldest trophy in Australian Professional Golf, the “Kirkwood Cup”. The Championship was relocated from the Sunshine Coast, with the first event held on the Gold Coast in 2013. REDACTEDLLJKLJLJLKJLJLJLKJLKJLJKLKJLKJLJLJLJLKJLJLLL KJLJLJLKJLKJLJKLJL. In addition to this, destination promotion is inserted into the international broadcast of the Championship, which contributes to the reputation of the Gold Coast as a global event destination in addition to ongoing visitation. 5.3 Date Change In early March 2019, the PGA indicated a desire to move the 2019 Championship from the traditional last weekend November / first weekend December period, to the weekend prior to Christmas (19 to 22 December 2019). Their reasons for this change include – • greater opportunity to attract high profile players following the Presidents Cup that will

be held from 9 to 15 December 2019 in Melbourne. This is the third time Melbourne will host the Presidents Cup (1998, 2011 and 2019), which is a golf tournament held around the world between the United States and an international team;

• expected higher TV audience given the time of year. The Seven Network (broadcast partner) are very interested in the change for this reason. This will lead to greater viewership of the destination coverage that is inserted into the broadcast;

• the Championship will not run in competition to the Hong Kong Open (which prevents many European Tour players attending);

• opportunity to promote a longer length of stay than usual by encouraging players, families, guests and interstate fans to extend over Christmas in the region;

• more engagement opportunities, in particular with families / kids who will be on holidays;

• create a larger festive atmosphere within the event (ie. hold a Christmas Carols or similar on-site) which is likely to draw greater attendance / engagement .

The following factors are noted from a City calendar perspective – • it places the Championship inside the School Holidays which start on

14 December 2019; • it removes the Championship from the second week of Schoolies; • it removes the Championship from being held on the same weekend as a new major

music event that is likely to proceed in 2019 (Sand Tunes Music Festival). REDACTED


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) REDACTED t 5.5 Contract A signed contract exists between both City and PGA REDACTED t. An obligation within the contract is for the PGA to advise if they are going to change the date from the traditional last weekend November / first weekend December period, as below- Item 4.1, General obligations (a) PGA must, in each Championship Year:

(i) stage the Championship at the Resort, or such other location in the Region as PGA may determine, during the period 1 November to 31 December or such other period as PGA by notice in writing advises CCGC.

5.6 Occupancy Destination Gold Coast (DGC) have advised that occupancy on the Gold Coast sits at approximately 75 - 80% on the traditional last weekend November / first weekend December event dates. This is heightened due to it being inside the second week of Schoolies week. DGC have also advised that the newly proposed dates of the weekend directly before Christmas sit at approximately 80% occupancy across the city. 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 FUNDING AND RESOURCING REQUIREMENTS Not Applicable. 8 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.


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES Not Applicable. 11 DELEGATIONS Not Applicable. 12 COORDINATION & CONSULTATION The following internal and external stakeholders have been involved to date:

13 STAKEHOLDER IMPACTS REDACTED TEQ are supportive of the date change on the basis that “the staging of the Championship on the traditional last weekend November / first weekend December period would limit the event organisers ability to attract high profile players which could significantly impact event attendance and visitation”. 14 TIMING The proposed new dates for the Championship are 19 to 22 December 2019. 15 CONCLUSION The Australian PGA Championship is a major annual golfing event in the Gold Coast calendar. The Championship was relocated from the Sunshine Coast, with the first event held on the Gold Coast in 2013. REDACTEDLLJKLJLJL KJLJKLKJLKJLJLJLJLKJLJLLL KJLJLJLKJLKJLJK LJL.

Name and/or Title of the Stakeholder Consulted

Directorate or Organisation Stakeholder Satisfied With Content of Report

Molly MacLaren, Manager Domestic Marketing

Destination Gold Coast Yes

Scott Collins, Sports and Strategic Events Leader

Tourism and Events Queensland Yes


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) In early March 2019, the PGA indicated a desire to move the 2019 Championship from the traditional last weekend November / first weekend December period, to the weekend prior to Christmas (19 to 22 December 2019). The top three reasons for this change include greater opportunity to attract high profile players following the Presidents Cup that will be held for the third time ever in Melbourne (9 to 15 December 2019), higher TV audiences given the time of year with broadcast partners interested in the change and that the Championship will not run in competition to the Hong Kong Open (which prevents many European Tour players from attending). From a City calendar perspective, the move will place the Championship inside the School Holidays which start on 14 December in 2019, however take it outside of the second week of Schoolies and removes it from being held on the same weekend as a new major music event that is likely to proceed in 2019 (Sand Tunes Music Festival). Per the existing contract between City and PGA (2018 – 2020), the PGA have met their contractual obligations by providing their intentions to move the 2019 Championship date in writing. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report/attachment be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the proposed new dates of the 2019 Australian PGA Championship are noted.

Author: Authorised by: Steve Brook Grant Mather Executive Officer Events (Acting) Chief Operating Officer (Acting) 10/03/19 TRACKS REF: 72988253


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) Conflict of Interest – Cr Boulton Pursuant to section 175E(2) of the Local Government Act 2009, I would like to inform the meeting that I have a personal interest in this matter, which I recognise may be a real or perceived conflict of interest the particulars of which are as follows:

The nature of the interest is: recipient of tickets to golf and Greg Norman dinner

The name of the person or entity is: PGA Australia

The nature of the relationship is: receipt of hospitality

The value of the gift is: over $500

The date of receipt of the gift is: 2017-18

The nature of the other person’s interest in the matter is: City of Gold Coast sponsorship arrangement

However I have considered my position and my interest in this matter as just described, and am firmly of the view that I may participate in the meeting and vote in respect of this matter in the public interest for the reason that I was attending the event in my capacity as a Councillor.

PROCEDURAL MOTION moved Cr O’Neill seconded Cr PC Young

Pursuant to section 175E(4)(a) of the Local Government Act 2009, Council resolves that: Cr Boulton has a real or perceived conflict of interest in this matter because she has declared she has received hospitality.

CARRIED In accordance with Section 175E(4) of the Local Government Act 2009, Cr Boulton and Cr Gates did not vote.

PROCEDURAL MOTION moved Cr O’Neill seconded Cr PC Young

Pursuant to section 175E(4)(b) of the Local Government Act 2009, Council resolves that: Cr Boulton may participate in the meeting and vote on the matter because the matter is minor in nature and was attending the event in her capacity as Councillor.

CARRIED

In accordance with Section 175E(4) of the Local Government Act 2009, Cr Boulton and Cr Gates did not vote.


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) REPORT CONFIDENTIAL

Conflict of Interest – Cr Gates Pursuant to section 175E(2) of the Local Government Act 2009, I would like to inform the meeting that I have a personal interest in this matter, which I recognise may be a real or perceived conflict of interest the particulars of which are as follows:

The nature of the interest is: receipt of hospitality from PGA

The name of the person or entity is: PGA

The nature of the relationship is: receipt of hospitality

The value of the gift is: nil

The date of receipt of the gift is: nil

The nature of the other person’s interest in the matter is: receipt of sponsorship

However I have considered my position and my interest in this matter as just described, and am firmly of the view that I may participate in the meeting and vote in respect of this matter in the public interest for the reason that I was attending the event in my capacity as a Councillor.

PROCEDURAL MOTION moved Cr Owen-Jones seconded Cr La Castra

Pursuant to section 175E(4)(a) of the Local Government Act 2009, Council resolves that: Cr Gates has a real or perceived conflict of interest in this matter because she has declared she has received hospitality.

CARRIED


PROCEDURAL MOTION moved Cr Owen-Jones seconded Cr La Castra

Pursuant to section 175E(4)(b) of the Local Government Act 2009, Council resolves that:

Cr Gates may participate in the meeting and vote on the matter because the matter is minor in nature and was attending the event in her capacity as Councillor.

CARRIED


RECOMMENDATION ADOPTED AS PRINTED COUNCIL MEETING 26 MARCH 2019 COMMITTEE RECOMMENDATION ETG19.0321.009 moved Cr O’Neill seconded Cr PC Young 1 That the report/attachment be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.


CARRIED


ITEM 10 (Continued) AUSTRALIAN PGA CHAMPIONSHIP CS105/274/2019(P1) REPORT CONFIDENTIAL

COUNCIL MEETING 26 MARCH 2019 RESOLUTION G19.0326.024 moved Cr Owen-Jones seconded Cr PJ Young

That Committee Recommendation ETG19.0321.009 be adopted as printed which reads as follows:- 1 That the report/attachment be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.


CARRIED


ITEM 11 OFFICE OF THE CHIEF EXECUTIVE OFFICER STATE OF THE ORGANISATION REPORT (AS AT 30 JUNE 2018) LG449/756/04/03(P1) Refer Attachment 1 - State of the Organisation Report - 30 June 2018 1 BASIS FOR CONFIDENTIALITY 1.1 It is recommended 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 industrial matters affecting employees.

1.2 That the report and attachment be deemed non confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171(3) and 200(5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not applicable.

3 PURPOSE OF REPORT The State of the Organisation Report (SOOR) provides Council with a review of performance in specified key areas, including some that extend beyond simply organisational performance (e.g. financial management). This report is presented by the CEO to Council annually as part of a commitment to good management and corporate governance. It is not required as part of any statutory obligation. 4 PREVIOUS RESOLUTIONS Ex minute GA17.1206.007

1 That the report and attachment be deemed non confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171(3) and 200(5) of the Local Government Act 2009.

2 That Council note the State of the Organisation Report as at 30 June 2017. 5 DISCUSSION The State of the Organisation Report (SOOR) provides a detailed acquittal of important organisational data or results as at 30 June 2018. The Commonwealth Games 2018 had various impacts across the organisation, which are detailed in the attached report. The following is a summary of key elements:

Customer contact Increased uptake of customer-based technologies:

• Enquiries resulting from the traditional inline channels decreased by 4% to 838,860

• Enquiries resulting from online channels increased by 3% to 3,633,221

• Customer Contact calls offered increased by 9% to 482,475

• Abandoned calls increased by 40,526 compared with the same period last year.

Development assessment Development assessments received declined:

• 6,209 development applications were received, a 9.9% decline


ITEM 11 (Continued) STATE OF THE ORGANISATION REPORT (AS AT 30 JUNE 2018) LG449/756/04/03(P1)

• 1,786 development applications were active (at 30 June 2018)

• Material change of use applications decreased by 8.6%

• Building applications decreased 11.3% from 2016-17

• 97% of decisions were completed within IDAS and DA rules

People management The workforce has remained stable with only slight increases:

• Average personal leave days per FTE were 12.4, which is slightly higher than the Australian Public Service (2016-17)1 average at 11.4. In part, this resulted from:

o 25 employees who have taken in excess of 100 days personal leave; and,

o employees aged 55 and over on average access 8.3 days per FTE more personal leave than all other employees.

• The total excess accrued leave liability (Annual, Banked RDO, Time in lieu, and Standby), impacted by the leave restrictions imposed on some employee groups during Commonwealth Games, increased by 5.8% to a total of $1.339 million.

• The percentage of employees 55 and over continues to increase and represent 27.9% of the workforce

• Permanent employee turnover rate decreased by 2.2% to 7.2% in 2017-18

Work Health and Safety The injury management of the workforce continues to improve:

• 912 WHS incidents were reported from 1 July 2017 to 30 June 2018, reflecting a 8.9% decrease, of which 15 were notifiable incidents to WHS Queensland

• A total of 2,068 incidents were reported through hands. Of these, a 60.3% increase was noted in journey/recess injuries with the majority resulting from:

o vehicle travel resulting in 54 injuries (53% of total);

o lunchtime sport and recreation resulting in 18 injuries (18% of total);

o slips, trips and falls (to and from vehicle) resulting in 13 injuries (13% of total)

• Health and Injury Management triaged 606 incidents, a reduction of 39.5%. Of these, 174 cases required Health and Injury Management assistance and the development of a Suitable Duties Plan

• The Lost Time Injury Frequency Rate (LTIFR) at 30 June 2018 was 9.92, compared with 22.85 at June 2017, a significant reduction of 56.3%

1 Table 2: APS unscheduled absence rates over time, Unscheduled Absence, Australian Public Service Commission 2017,

https://stateoftheservice.apsc.gov.au/2017/12/unscheduled-absence-2/

https://stateoftheservice.apsc.gov.au/2017/12/unscheduled-absence-2/



• The number of compensable days lost for 2017-18 reduced by 61% (to 2,077 days) from the previous year, supported by the Immediate Injury Management program. This result is only a guide as the day lost will accrue until all claims are finalised

Entertainment and hospitality

• Expenditure on entertainment and hospitality increased by 40.55% to $708,358. The majority of these increased are attributed to activities that were necessary in the delivery of the Commonwealth Games 2018.

Corporate Travel

• Total travel experienced an overall decrease of 1%. Domestic travel decreased by 5%, while international travel increased by 6% resulting in overall decrease of <1% for total travel expenditure.

Revenue

• The rates module of LGP went live in July 2017, with >95% of rates and water notices issued via LGP.

• The True Overdue Balance (i.e. the value of unpaid accounts that are past their due date) was $58,663,799 or 4.69% of the total recoverable debt, representing a True Overdue increase of 1.49% compared with 2016-17. This increase was the result of recovery issues identified in the LGP rates module, which were resolved in November 2017.

Business Continuity

• The number of Business Continuity Plans has remained stable, at 23 since June 2017.

Corporate Reputation

• There were no findings of maladministration by the Queensland Ombudsman for the eighth consecutive year

• Administrative Action Complaints decreased by 6%, with 168 complaints finalised during the year

• 188,643 Penalty Infringement Notices (PIN) were issued, which is a minor increase of 5.4% on the 2016-17 result. Approximately 33% or 7,170 of all reviewed PINs were waivered, representing a 19% decrease from 2016-17

• 19 new Privacy Complaints were received during the year, and 17 Privacy Complaints were finalised in 2016-17 and 2 being carried over to 2018-19

• Total press media reports increased by 1,209 in 2017-18, representing an increase of 68%. Compared to 2016-17, there has been a 66% increase in favourable press and 86% increase in neutral press. These increases are attributed to the Commonwealth Games 2018.

• 58% of all comments by main focus of press coverage was favourable in 2017-18 with ‘Our prosperous city’ receiving 215 favourable comments of 538 total



Financial management

• Debt reduced by almost $44.7 million while cash held in reserve, primarily for infrastructure projects, increased by $38.6 million;

• GC2018 was delivered on time and below budget, with savings in excess of $10 million;

• Delivered infrastructure asset renewals to the value of $129.4 million compared with $103.9 million identified in the asset management plans. The additional asset renewal expenditure primarily relates to renewal works brought forward in preparation for GC2018;

• Community equity grew by $403 million;

• Overall, the financial sustainability indicators are relatively strong when compared against approved targets; and

• Queensland Treasury Corporation maintained Council’s credit rating for 2017 as ‘sound’ with a ‘neutral’ outlook.

• Annual revenue forgone in 2017-18 was $70,807,468.

Fleet optimisation Fleet equipment increased with the delivery of Commonwealth Games 2018, but is now returning to pre-Games levels.

• The number of Passenger vehicles has remained steady in 2017-18 at 144, which is a reduction of 45% (117 vehicles) since 2013-14.

• Heavy plant utilisation is tracking above IPWEA benchmarks and external benchmarks in 5 out of 8 categories.

• Light commercial vehicle hours hired utilisation is operating at 94% with kilometres travelled utilisation tracking higher than budgeted target at an average of 16,131km

• The total vehicle, plant and equipment incident to vehicle ratio is mostly stable with a minor increase from 35.4% to 37.9%. Notably, EPE maintains a high ratio at 60% resulting from a high number of incidents and low number of vehicles.

• Traffic infringements have remained steady at 102, which is a 4% decrease from 2016-17 (106). This result excludes infringements issued directly to the driver.


OPERATIONAL PLAN B – We manage the city responsibly – our stewardship of the city provides value for money for ratepayers.


ITEM 11 (Continued) STATE OF THE ORGANISATION REPORT (AS AT 30 JUNE 2018) LG449/756/04/03(P1) 7 FUNDING AND RESOURCING REQUIREMENTS This report has been produced using existing internal resources. 8 RISK MANAGEMENT Not applicable. 9 STATUTORY MATTERS Not applicable. 10 COUNCIL POLICIES Not applicable. 11 DELEGATIONS Not applicable. 12 COORDINATION & CONSULTATION

Name and/or Title of the Stakeholder Consulted



Manager Corporate Assurance Office of the COO Yes Executive Coordinator Corporate Communication Office of the COO Yes

Manager Corporate Finance Office of the CEO Yes

Manager Corporate Safety and Risk Office of the CEO Yes

Manager Office of the CEO Office of the CEO Yes

Chief Procurement Officer Organisational Services Yes

Manager Customer Contact Organisational Services Yes

Manger People and Culture Organisational Services Yes

Executive Coordinator Revenue Services


Manager City Development Planning & Environment Yes

Manager Fleet Organisational Services Yes

13 STAKEHOLDER IMPACTS Internal stakeholders have provided a significant contribution to the development of this report through provision and analysis of data and supporting commentary.


ITEM 11 (Continued) STATE OF THE ORGANISATION REPORT (AS AT 30 JUNE 2018) LG449/756/04/03(P1) 14 TIMING Not applicable. 15 CONCLUSION The State of the Organisation Report for 2017-18 highlights a range of results and trends including:

• the continued growth in the use of online services, with over 81% of customer enquiries now utilising on-line services

• customer satisfaction remains high, despite significant changes to online and telephone customer systems

• continued reduction of compensable days lost from the previous year, primarily the result of the Immediate Injury Management program

• continued reduction in the number of passenger vehicles, which is supported by the introduction of the GPS system

• no findings of maladministration by the Queensland Ombudsman for the eighth consecutive year

The report also highlights a number of challenges which are being addressed, including:

• managing the continuing increase in customer enquiries, with over 4.4 million in 2017-18, while at the same time maintaining channel shift

• managing an ageing workforce, with 27.9% of employees aged 55 years and over, compared to the Australian Public Service (2017-18) rate for employees aged 55 and over of 18.95%2

• reducing the rate and severity of WHS incidents and improving the management and timeliness of return to work for injured workers

16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report and attachment be deemed non confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171(3) and 200(5) of the Local Government Act 2009.

2 That Council note the State of the Organisation Report as at 30 June 2018. Author: Approved by: John Anderson Dale Dickson Coordinator (Complaints and Projects) Chief Executive Officer 8 April 2019

2 Table A3.5: All APS employees by age group, 2009-18, State of the Service Report, Appendices. Calculated on

the combined number of employees 55-59, and 60 and over, divided by the total number of employees. https://www.apsc.gov.au/sites/g/files/net5296/f/18583_-_apsc_-_sosr_-_web.pdf

https://www.apsc.gov.au/sites/g/files/net5296/f/18583_-_apsc_-_sosr_-_web.pdf


ITEM 11 (Continued) STATE OF THE ORGANISATION REPORT (AS AT 30 JUNE 2018) LG449/756/04/03(P1) COMMITTEE RECOMMENDATION ETG19.0321.010 moved Cr Taylor seconded Cr PC Young 1 That the report and attachment be deemed non confidential except for those

parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171(3) and 200(5) of the Local Government Act 2009.

2 That Council note the State of the Organisation Report as at 30 June 2018.

CARRIED

State of the Organisation Report 2017-18

30 June 2018

771st Council Meeting 26 March 2019 Events, Tourism & Governance Committee Meeting 21 March 2019 ITEM 11 (Continued) STATE OF THE ORGANISATION REPORT (AS AT 20 JUNE 2018)

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Table of Contents Executive Summary …………………..…………………………………………………………………………….4

1. Customer Contact.......................................................................................................................................... 7

1.1 Customer contact enquiries ................................................................................................................ 7

1.2 All Inline channel enquiries ................................................................................................................. 7

1.3 All Online channel enquiries ............................................................................................................... 8

1.4 Inline performance .............................................................................................................................. 8

1.5 Online performance .......................................................................................................................... 10

1.6 Customer satisfaction ....................................................................................................................... 11

2. Development Assessment .......................................................................................................................... 15

2.1 Planning applications ........................................................................................................................ 15

2.2 Building applications ......................................................................................................................... 16

2.3 Planning assessment timelines ........................................................................................................ 17

2.4 RiskSmart applications ..................................................................................................................... 17

2.5 Implementation of State Government legislation .............................................................................. 17

3. People Management .................................................................................................................................... 19

3.1 Full time equivalent (FTE) positions ................................................................................................. 19

3.2 Commonwealth Games positions ..................................................................................................... 20

3.3 Agency Hire (Temporary Labour) ..................................................................................................... 20

3.4 Personal leave .................................................................................................................................. 21

3.5 Excess accrued leave ....................................................................................................................... 23

3.6 Overtime ........................................................................................................................................... 25

3.7 Gender and Age Profile .................................................................................................................... 26

3.8 Employee turnover ............................................................................................................................ 27

4. Work Health and Safety .............................................................................................................................. 29

4.1 Reported work health and safety incidents ....................................................................................... 29

4.2 Lost time injuries / lost time injury frequency rate............................................................................. 35

4.3 High and extreme potential incidents ............................................................................................... 36

4.4 Safety conversations ........................................................................................................................ 37

4.5 Highest reported incidents ................................................................................................................ 38

4.6 Hazard reporting ............................................................................................................................... 40

4.7 Key risks ........................................................................................................................................... 40

Health Monitoring ................................................................................................................................................ 42

4.8 Health Check Program ..................................................................................................................... 43

4.9 Employee Assistance Program ........................................................................................................ 45


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4.10 Workers Compensation .................................................................................................................... 46

4.11 Finalised claims by injury .................................................................................................................. 48

5. Entertainment and Hospitality .................................................................................................................... 50

5.1 Expenditure by directorate ................................................................................................................ 50

6. Corporate Travel .......................................................................................................................................... 52

6.1 Employees ........................................................................................................................................ 52

7. Revenue ........................................................................................................................................................ 53

7.1 Debtor balances ................................................................................................................................ 53

7.2 Arrears .............................................................................................................................................. 53

7.3 Infrastructure Charges ...................................................................................................................... 55

7.4 Outstanding developer contributions ................................................................................................ 55

8. Enterprise Risk Management ..................................................................................................................... 56

8.1 Corporate Risk Movements .............................................................................................................. 56

9. Business Continuity .................................................................................................................................... 57

9.1 Business continuity plans by directorate .......................................................................................... 57

10. Corporate Reputation .................................................................................................................................. 59

10.1 Queensland Ombudsman Reviews .................................................................................................. 59

10.2 Administrative action complaints ...................................................................................................... 59

10.3 Penalty infringement notice reviews ................................................................................................. 60

10.4 Privacy complaints ............................................................................................................................ 62

10.5 Energy and water ombudsman complaints ...................................................................................... 62

10.6 Internal audit report ........................................................................................................................... 63

10.7 Media sentiment ............................................................................................................................... 63

11. Financial Management ................................................................................................................................ 65

11.1 Financial Ratios ................................................................................................................................ 65

11.2 Annual Revenue Forgone ................................................................................................................. 67

12. Fleet optimisation ........................................................................................................................................ 68

12.1 Fleet equipment numbers ................................................................................................................. 68

12.2 Heavy plant fleet utilisation ............................................................................................................... 69

12.3 Heavy vehicle fleet utilisation............................................................................................................ 71

12.4 Externally hired heavy vehicle/plant utilisation ................................................................................. 72

12.5 Light vehicle fleet utilisation and optimisation................................................................................... 73

12.6 Corporate car pool utilisation ............................................................................................................ 74

12.7 Vehicle/plant/equipment incident trends ........................................................................................... 74


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Executive Summary

About this report

The State of the Organisation Report (SOOR) provides an analysis of organisational performance in key management areas supporting effective corporate governance. Key trends during the 2017-18 year are summarised below.

1. Customer contact

Increased uptake of customer-based technologies:

• Enquiries resulting from the traditional inline channels decreased by 4% to 838,860

• Enquiries resulting from online channels increased by 3% to 3,633,221

• Customer Contact calls offered increased by 9% to 482,475

• Abandoned calls increased by 40,526 compared with the same period last year.

2. Development assessment

Development assessment experienced a minor decline:

• 6,209 development applications were received, a 9.9% decline

• 1,786 development applications were active (at 30 June 2018)

• Material change of use applications decreased by 8.6%

• Building applications decreased 11.3% from 2016-17

• 97% of decisions were completed within IDAS and DA rules

• Infrastructure charges were approximately $1.4 billion

3. People management

The workforce has remained stable with only slight increases:

• Permanent and Temporary FTE increased by 2.3% to a total of 3,870.3 FTE

• Average personal leave days per FTE is stable increasing by 0.2

• Excess annual leave liability increased by 12.8% to $628,149

• Overtime expenditure increased by 23.8% to $15, 287,778

• Permanent employee turnover decreased by 2.2%

4. Work Health and Safety

The health and injury management of the workforce continues to improve:

• WHS incidents decreased from the previous year by 8.9% to a total of 912.

• Reporting of notifiable incidents improved, with 15 recorded representing an increase of 67%

• Health and Injury Management triaged 606 incidents, which was a 39.5% decrease in workers seeking assistance. Of these, 174 (29%) required health & injury management assistance with development of suitable duties plans.

• 151 near hits were reported, representing a decrease of 30% since 2016-17

• Lost time injuries decreased from the previous year by 55% from 139 to 63

• 3,121 alcohol and other drug tests performed (2432 random and 689 pre-employment tests)

• Workers compensation claims decreased by 28% to 178


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5. Entertainment and hospitality

• Expenditure on entertainment and hospitality increased 41%, largely the result of activities related to the preparation and hosting of the Commonwealth Games.

6. Corporate Travel

Expenditure related to corporate travel decreased:

• The overall travel expenditure year decreased by 5%, when compared to the previous year.

• The number of Councillor trips decreased by 75%, resulting in an overall decrease in expenditure of 43%.

• There was no significant change in expenditure for employee travel.

7. Revenue

• Local Government Platform (LGP) rates module went live in July 2017, which resulted in some implementation issues with the recovery of rates.

• LGP recovery issues were resolved in November 2017 and resulted in a net 1.49% increase in the True Overdue:

o rates owed increased from $24.3m to $39.2m

o water debt increased from $17.6m to $24.8m

8. Enterprise Risk Management

• The number of Corporate Risks has increased by 3.

• There are currently no extreme or intolerable risks identified within the risk profiles and overall control effectiveness is rated as sound.

9. Business Continuity

• The total number of Business Continuity Plans remained the same at 23

• The number of critical operations has increased from 67 to 76.

10. Corporate Reputation

• The total number of administrative action complaints received by the City decreased by 6%

• There were no findings of maladministration against the City of Gold Coast by the Queensland Ombudsman.

• Penalty Infringement Notices (PINs) issued by Environmental Health and City Law decreased by 37% to 481

• PINs issued by Animal Management decreased by 14% to 1,647

• PINs issued by City Parking increased by 5% to 188,643

• PIN review requests increased from 56 to 81, of which 49% were waived.

• 19 new privacy complaints were received

• 45% of audit recommendations were completed

• Media increased by 68%, with a 66% increase in favourable reports.

11. Financial Management

Council’s financial performance continued to strengthen in 2017–18, as evidenced by the following:

• The average owner occupied residential rates and charges increase was held at CPI;

• Debt reduced by almost $44.7 million while cash held in reserve, primarily for infrastructure projects, increased by $38.6 million;

• GC2018 was delivered on time and below budget, with savings in excess of $10 million;

• Employee costs were contained to a modest increase of 5.4 per cent, inclusive of additional employee costs relating to GC2018;


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• Delivered infrastructure asset renewals to the value of $129.4 million compared with $103.9 million identified in the asset management plans. The additional asset renewal expenditure primarily relates to renewal works brought forward in preparation for GC2018;

• Community equity grew by $403 million;

• Overall, the financial sustainability indicators are relatively strong when compared against approved targets; and

• Queensland Treasury Corporation maintained Council’s credit rating for 2017 as ‘sound’ with a ‘neutral’ outlook.

12. Fleet Optimisation

• Commonwealth Games impact on utilisation and asset numbers still evident

• Overall decrease in heavy vehicles, plant and equipment asset numbers attributed to post Commonwealth Games asset disposal

• Total internal hire hours for heavy plant and trucks remains consistent with an increase of less than 1%

• Overall incidents and infringements incurred for the current year is similar to last year’s results


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1. Customer Contact

1.1 Customer contact enquiries

Table 1: All customer contact enquiries by channel

Channel 2015-16 2016-17 2017-18 % Change

Inline channels

Telephone calls answered 423,762 411,111 409,226 -0.46%

Switchboard calls answered 223,332 211,743 199,036 -6.00%

Face to face enquiries 120,248 117,964 108,548 -7.98%

Emails and letters1 72,160 82,240 90,211 9.69%

Searches2 55,146 53,496 31,768 -40.62%

Subtotal Inline 894,648 876,554 838,860 -4.30%

Online channels

Website unique visits 3,004,379 3,240,165 3,338,359 3.03%

Online Account Balances and Payment Arrangement (PAAB)

109,040 164,407 174,492 6.13%

Online forms including Report a Problem, eServices and Smart forms3

82,386 107,619 108,340 1.01%

Mobile App 7,979 11,178 12,030 7.62%

Subtotal Online 3,203,784 3,523,369 3,633,221 3.12%

Total 4,098,432 4,399,923 4,472,081 1.64%

Source: ININ Telephony platform, CISCO Arc Console reporting, Business Intelligence, Google Analytics, Smart Form reporting, and City sourced Mobile App console. 1. The majority of online forms generate emails into the City, then require manual actioning. Smart forms are hosted on forms.business.gov.au,

some forms are fully automated, some forms are partially automated, and some generate emails into the City then require manual actioning. 2. The reporting source for Searches changed as a result of Phase A/B Pathway implementation. Searches for Rates and Water previously

reported as two separate searches, but now report as a single search request. 3. The reporting of online forms changed as a result of the Pathway implementation, as existing forms and existing Smart forms transitioned to

eServices. The table for these figures is now a combined total of online forms, Report a Problem, eServices requests, and Smart forms.

1.2 All Inline channel enquiries The number of enquiries resulting from the traditional inline channels during 2017-18 was 838,860 representing a decrease of 4%, compared with the previous financial year, however when the Searches data is normalised due to the change in the reporting source, the total number of inline interactions is similar to the previous financial year.

For the first 8 months of the 2017-18 financial year, there was an increase in calls to 1300 GOLD COAST, however in March 2018, the City introduced a new Interactive Voice Response (IVR) on 1300 GOLD COAST, which gave customers the option of self selecting their enquiry type or speaking to an operator to have their call directed. Since that time, the number of calls that reach a switchboard operator has reduced by approximately 50%.

There was approximately an 8% decrease in face-to-face enquiries when compared to the previous year. The continuing uptake of online services and together with a reduction in face-to-face enquiries at the Customer Service Centres during the Commonwealth Games are key factors to this outcome.


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Email and letters increased by approximately 10%, mostly due to the continued uptake of online forms, the majority of which generate an email into Customer Contact.

Searches data demonstrate an approximate decrease of 41%. This is due to a change in the reporting data source, in real terms there was an 8% increase in the number of searches.

1.3 All Online channel enquiries The total number of enquiries resulting from the online channels was 3,633,221 representing an increase of 3%,.

There was an increase of approximately 6% in the use of the online Payment Arrangement and Account Balances (PAAB) service throughout the 2017-18 period. This was due to the continued promotion of the online PAAB service.

The number of online forms increased by approximately 8% and Smartforms decreased by approximately 10%, which is related to the implementation of LGP, transitioning to eServices during the 2017-18 period. The growth or decline in the use of online forms will continue to evolve as eServices matures and customers register for the ‘My Account’ online services.

The City of Gold Coast Mobile App continued to experience steady growth of approximately 8%, which reflected the uplift in the number of customers who downloaded the App.

1.4 Inline performance

Table 2: Customer Contact calls and performance summary

2015-16 2016-17 2017-18 % Change

Calls offered 489,014 443,834 482,475 8.71%

Calls answered 423,762 411,111 409,226 -0.46%

Calls abandoned1 65,020 32,723 73,249 123.85%

Average Handling Time (seconds) 461 479 514 7%

Average speed of answer (minutes) 3:20 1:11 3:46 218%

Calls answered within 50 seconds2 34.44% 52.81% 39.89% -12.92% Source: ININ Telephony platform 1. Calls abandoned are where the customer hangs up before being answered. 2. Grade of Service is a universal Contact Centre measurement to determine the staffing required to answer calls within an agreed target. Our target is 80% of calls answered within 50 seconds; however this is dependent on customer demand and staffing available to handle that customer demand.

The number of Contact Centre calls offered during 2017-18 was 482,485 representing an increase of approximately 9% from the previous year. 85% of those calls were answered, compared with the 93% in the previous year.

There were 40,526 more abandoned calls compared with 2016-17, and corresponding increases in customer wait times (average speed of answer). This was due to an increase of 7% in average handling time, which progressively increased as each phase of LGP went live, and reduced our total capacity to answer customer interactions. The increased handling time was a result of higher complexity of processes driven by Pathway and maintaining legacy systems with dual entry of customer information.


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Table 3: Switchboard calls, speed of answer and grade of service

2015-16 2016-17 2017-18 % Change

Calls offered 228,229 220,137 202,711 -7.92%

Calls answered 223,332 211,743 199,036 -6.00%

Calls abandoned 2,906 8,394 3,662 -56.37%

Average handling time (seconds) 0:24 0:23 0:31 34.78%

Answer within 10 seconds 80% 77% 42% -35%

Source: CISCO Arc Console reporting, Source: ININ Telephony platform (Switchboard changed telephony platforms June 2017)

• The rollout of the new IVR on 1300 GOLD COAST was the main contributing factor to the overall decrease in both calls offered and calls answered, with a positive impact on calls abandoned in the last 3-4 months of the financial year.

• There has been a 34% increase in average handling time for Switchboard, which has resulted from:

o Gradual increase in scope for Switchboard Operators, and spending some additional time where necessary to add clarifying questions to the customers before transferring

o During busier periods, attempting to handle very basic enquiries (such as when are the Rates bills being sent) to save the customer from being transferred

o The IVR handles a higher percentage of the basic calls, meaning that the calls received by the Switchboard operator have a high likelihood of needing more questions to determine where the call should be transferred

o During the Commonweath Games period, with expanded operating hours, Switchboard calls were answered by fully trained Customer Contact staff. If the enquiry was within their skillset, they would handle the full interaction, which inflated the Switchboard average handling time to 50 seconds for the period 1/4/18 to 15/4/18.


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1.5 Online performance

Table 4: Number of City website page views

City Website 2014-15 2015-16 2016-17 2017-18 % Change

Library Services 1,467,053 1,617,518 1,483,953 1,328,313 -11%

Home Page 763,916 1,162,019 1,096,141 739,569 -33%

City jobs 204,750 199,758 186,886 157,215 -16%

Contact us 193,068 182,428 232,872 260,434 12%

Online services 29,726 27,582 47,869 91,068 90%

Water and sewerage 30,889 39,413 49,117 45,464 7%

Rates and water bills 73,340 102,827 130,669 198,781 52%

Waste services 111,859 87,975 62,918 47,373 -25%

Planning and building 99,322 114,939 103,754 96,282 -7%

Pet registration 37,424 36,062 42,974 34,866 -19%

Payments 187,173 168,692 153,633 173,622 13%

Events 276,638 140,895 430,654 488,160 13%

Parks and recreation 11,464 63,278 73,177 55,164 -25%

Report a problem 46,847 91,970 119,332 178,220 49%

Other

(includes subpages for the above pages) 6,609,513 8,263,585 8,618,261 8,905,220 3%

Total 10,112,844 12,235,116 12,832,210 12,799,751 -0.25%

Source: Google analytics.

Note: The website figures are based on ‘Hits’ or ‘Page views’ (the total number of pages viewed) representing the most frequently viewed page. Repeated views by the same user of a single page are counted.

Overall traffic to the website was consistent with 2016-17, although significant shifts were experienced across different sections of the site. The home page received a third less visits in 2017-18. This may be attributed to most traffic for the website coming from direct referrals (e.g. customers using a specific URL to a page), customer behaviour where favourite pages are bookmarked and visited directly, or the increasing use of search (i.e. specific pages ranking in Internet browsers for key search terms so customers are going direct to the content they require).

The ‘Online services’ page received a 90% increase in traffic. This page is promoted heavily to customers with a friendly URL (cityofgoldcoast.com.au/online services) which was used in the ‘Save time, go online’ marketing campaign. Similarly ‘Rates and water bills’ and ‘Report a problem’ are promoted heavily to customers and linked into numerous email templates.


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https://www.goldcoast.qld.gov.au/library/default.html

http://www.goldcoast.qld.gov.au/default.html

http://www.goldcoast.qld.gov.au/council/vacancies.html

http://www.goldcoast.qld.gov.au/contact-council-1018.html

http://www.goldcoast.qld.gov.au/environment/water-wastewater-7844.html

http://www.goldcoast.qld.gov.au/council/council-rates-414.html

http://www.goldcoast.qld.gov.au/environment/waste-recycling-282.html

http://www.goldcoast.qld.gov.au/planning-and-building/default.html

http://www.goldcoast.qld.gov.au/community/dogs-cats-3456.html

http://www.goldcoast.qld.gov.au/council-payments-5452.html

http://www.goldcoast.qld.gov.au/events-118.html

http://www.goldcoast.qld.gov.au/thegoldcoast/parks-facilities-140.html

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Traffic to landing pages for ‘Waste services’ and ‘Parks and recreation’ dropped during 2017-18, however this decrease is offset by increases in direct traffic to other related content in those sections of the website (e.g. Bin day finder – 75% growth in mobile traffic, Sports field closures – 41% growth in mobile traffic).

The Commonwealth Games section of the website received 91,863 visits during 2017-18 (an increase of 326%). The ‘City parking’ page received a 37% increase in traffic, largely during the peak period for Commonwealth Games.

1.6 Customer satisfaction

Table 5: Customer satisfaction survey results

Question Answer Average rating by respondents (%)

2015-16 2016-17 2017-18 % Change

1. Was your call today resolved or handled to your satisfaction

Yes 87 90 78 -12

No 6 4 10 6

Too early to tell 7 6 12 6

2. How satisfied are you with the consultant

Excellent 82 86 78 -8

Good 8 6 7 1

Average 2 2 3 1

Fair 2 1 2 1

Disappointing 6 5 10 5

3. How would you rate overall customer service experience

Excellent 63 73 64 -9

Good 18 15 14 -1

Average 8 5 7 2

Fair 4 2 4 2

Disappointing 7 5 11 6

Note: A target of 85% or better has been set for questions 2 and 3. Customers are considered to be satisfied if they provide a rating of Excellent or Good. Previous years the target was calculated on the total sum associated to Excellent, Good and Average for questions 2 and 3.

The survey results indicate that overall customer satisfaction decreased during 2017-18. On average:

• The percentage of calls resolved to the customer’s satisfaction decreased by 12%.

• The customer satisfaction with the consultant (Excellent or Good rating) decreased by 7%.

• Satisfaction with the overall customer service experience (Excellent or Good rating) decreased by 10%.

The customer is now advised automatically of the option to complete a survey at the end of the call. Previously, staff requested the customer to wait on the line to complete the survey.

This may impact on the results, as customers who have had a negative experience (especially with long wait times) are more likely to wait on the line to provide feedback on their experience.


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During 2017-18 the Customer Contact Branch received 1344 verbatim comments as a result of a post call survey. In addition to the data captured in Table 5 the most common trends of the customer comments are as follows:

• 35% were positive comments about the performance of consultants.

• 15% related to wait times.

• 8% related to City Parking procedures.

• 6% offered suggestion for improvement to processes.

• 4% related to Revenue Services procedures.

Table 6: Customer Contact Quality Framework Ratings

2015-16 2016-17 2017-18 % Change

Number of assessments 2534 3916 2498 -44%

Quality result 80% 83% 82% -1%

Non-compliance to validation 71 50 70 33%

Assessments are a combination of voice, email and observation interactions.

The average Quality Result met the target of greater than 80%.

During the period there was a concentrated coaching effort by Team Leaders with a specific focus on end-to-end LGP processes. Compliance to validation has become more complex with the introduction of Pathway.


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Table 7: Customer feedback - City website pages

Website page

2016-2017 2017-2018

Helpful (%)

Not helpful

(%)

Number received

Helpful (%)

Not helpful

(%)

Number received

Waste and recycling 36 64 228 32 68 265

Events 50 50 116 51 49 178

Parks and recreation1 39 61 207 34 66 524

Council2 39 61 67 30 70 101

Online services3 11 89 196 18 82 246

Planning and building 14 86 101 15 85 247

Aquatic centres 34 66 97 36 64 135

Rates and water bills 15 85 69 7 93 176

Parking 19 81 79 14 86 173

Animals 28 72 29 18 82 102

Broken links, technical issues 4 96 26 3 97 58

Jobs 48 52 27 30 70 50

Water services 20 80 45 23 77 167

Community centres 34 66 50 30 70 70

Cemeteries 6 94 16 12 88 26

Other 29 71 1353 24 76 2437

All pages 35 65 2706 29 71 4955

1. A&H, park finder pages, park bookings, sport facilities / field closures 2. Elections, Cr profiles, Division details, newsletters 3. Contact us, RAP, notifications, payments, online forms

The amount of feedback received through website pages for 2017-18 has increased by 83% in comparison to previous year. The increase is attributed to the general growth in use of the City’s online channels.

During 2017-18, 29% of almost 5000 ratings received about the website content indicated a positive response.

Approximately 71% of respondents rated the page as ‘unhelpful’. Approximately 22% of these respondents did not provide an email address to enable the City to contact the customer to either help them with their query, or gather enough information to drive continuous improvement.


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48% of the negative comments received were not relevant or did not provide enough information to be actionable. Customers often use this feedback channel to vent frustrations about City operations, costs, bills, infringements or general services, for example:

• comments were not relevant to the page concerned or the website in general, therefore no action could be taken

• customers were not able to locate the information sought, despite being on the page, therefore the content was reviewed and the prominence of the information corrected where necessary

• comments related to customer enquiries, not the page itself (e.g. rates – need a copy of notice; waste – bin not collected).

Based on those comments that could be actioned, improvements were made to the content including:

• additions of links or extra information;

• simplifying layout; and,

• key word updates to improve search function.

Where required, customer requests received through this channel are redirected to the relevant business area for actioning.


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2. Development Assessment

2.1 Planning applications

Table 8: Planning Applications received

Application Type 2015-16 2016-17 2017-18 % Change

MCU1 1,796 1,680 1,534 -8.6%

ROL 2 425 483 451 -6.6%

OPW3 2,596 3,142 2,941 -6.4%

Management Plans 263 279 265 -5%

Survey Plans 541 607 654 7.7%

Miscellaneous4 425 700 364 -48%

Total 6,046 6,891 6,209 -9.9%

1. MCU – Material Change of Use 2. ROL – Reconfiguration of Lot 3. OPW – Operational Works 4. Permissible Change (PMC), Generally in Accordance (GIA), Referral Agency Assessment (RAA) and other applications included on the DA

SmartForm

During 2017-18, there was an 8.6% decrease in MCU and a 6.6% decrease in ROL applications compared with 2016-17. However, the total number of applications received remained very high.

There was a 6.4% decrease in operational works applications compared with the previous financial year.

Both received and completed applications are at 97% compared to 2016-17. There have been 4,168 development applications approved and 25 refused during the financial year with the average decision-making period of 22.9 days. Approximately 8% of applications are still active from the previous financial year.

Planning and Engineering applications (electronic and hard copy lodgement) increased by 12% and 4% respectively in May when compared to the number of applications lodged in April.


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2.2 Building applications

Table 9: Building Applications received

Application Type 2015-16 2016-17 2017-18 % Change

Amended Plans 419 437 383 -12.3%

Demolition 341 427 387 -9.3%

Duplex 225 228 231 1.3%

House 4240 4387 3467 -20.9%

Miscellaneous Building1 1782 2015 2283 13.3%

Multi-unit Dwelling 54 62 54 -12.9%

Outbuilding 697 558 384 -31.8%

Plumbing and Drainage 6466 6015 5235 -12.9%

Pool/Spa 1347 1555 1608 3.4%

Building Variations 1405 1665 1611 -3.2%

Shop Fit Out 601 427 393 -7.9%

Unit Residential 21 16 20 25%

Vehicle Crossover – Licence2 3890 3260 2600 -20.2%

Total 21,488 21,052 18,656 -11.3%

1. Miscellaneous building is all building applications not displayed as its own type 2. Vehicle Crossovers are separated into 2 categories of Licence and OPW Application

Building Applications in 2017-18 totalled 18,656 and represents an 11.3% decreased from 2016-17.


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2.3 Planning assessment timelines

Repealed SPA and PA timeframes are associated with MCU, ROL, and OPW application types only.

97% of decisions were completed within repealed IDAS and new DA Rules timeframes during 2017-18. This was an improvement of 3% when compared to 2016-17. This can be attributed to proficiency of staff and additional AASE resources during the implementation phase of the new planning framework.

2.4 RiskSmart applications

Table 11: RiskSmart Assessments

Applications 2014-15 2015-16 2016-17 2017-18 Change

MCU/ROL applications received 879 1,157 1,144 998 -12.7%

Number RiskSmart assessed 246

(28%)

323

(28%)

267

(23%)

176

(17%) -34%

A RiskSmart application is processed within a much shorter timeframe than a normal MCU/ROL application.

MCU/ROL applications received decreased by 13%. This was largely driven by Commonwealth Games restrictions on major road and transport networks associated with prime event facilities across the City, which impacted on business, industry and the general public’s traffic movement across the City.

RiskSmart Applications made up 17% of all MCU and ROL applications for 2017-18.

2.5 Implementation of State Government legislation Implementation of the State Government planning legislation and statutory instruments has resulted in a number of changes to processes and procedures due to the shorter legislative timeframes, extension of time constraints, stopping the current period, opting out of information requests and additional reporting documentation required such as the Statement of Reasons to substantiate the approval or refusal position.

Significant benefits have been achieved from additional Above-approved Staff Establishment (AASE) resources during the initial implementation of the new planning legislation, statutory instruments and changes to operational processes.

Table 10: Acknowledgements, requests and decisions processed within IDAS timeframes

Procedure 2014-15 2015-16 2016-17 2017-18 Change

Acknowledgement notices issued within IDAS and DA Rules timeframes

95% 92% 94% 97% 3%

Information requests completed within IDAS and DA Rules timeframes

92% 91% 94% 90% -4%

Decision within IDAS and DA Rules timeframes

93% 89% 89% 86% -3%


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Based on the current volume of applications and reduced timeframes for assessment, the City Development Branch is likely to require more resources to meet legislative obligations and customer expectations with the imminent implementation of Release D of the new Local Government Platform’s (LGP) Pathway Modules. Release D will have a far greater impact on the internal system of operation, processes, procedures, work instructions as this release is predominantly aligned to the functions and activities of the City Development Branch.

Development activity remained encouraging during 2017-18 considering the slower start to the financial year from a development application lodgement perspective. This can be attributed to the changes implemented by development sector as they adjusted to the new legislative framework. During the year 24,865 development related applications were lodged and 23,079 were decided with 1,786 applications currently active.

Hydraulic assessment functions have increased as officers are now required to assess all Referral Agency applications against the flood code, which is something that has previously not been required under legislation. Referral agency numbers amount to approximately 40 applications per month due to City Plan requirements. This is in addition to the hydraulic areas current assessment and internal referral workloads for development and operational works applications.

The City Development Branch has committed to substantial in-house and externally facilitated training sessions for our staff to ensure:

• the effective updates and amendments to the City Plan, and the implementation of Local Government Infrastructure Plan (LGIP) on 27 June 2017;

• understanding the new templates, documents, fact sheets and check sheets such as Planning Report, Development Conditions and Internal Memorandums;

• management of the vast volume of daily emails and associated correspondence for greater operational performance; and,

• maintaining and enhancing specialist knowledge such as attending conferences, and seminars.


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3. People Management

3.1 Full time equivalent (FTE) positions

Table 12: Full time equivalent positions

Directorate1

30-Jun-16 30-Jun-17 30-Jun-18

Perm (ASE)

Temp (AASE)

Total Perm (ASE)

Temp (AASE)

Total Perm (ASE)

Temp (AASE)

Total

Office of the CEO2 211 37.6 248.6 229 42 271 60.8 32.2 92.9

Transport & Infrastructure 992.8 33.5 1026.3 1016.3 56.4 1072.7 1043.1 56.3 1099.5

Lifestyle & Community 695.6 50.4 746.1 603.5 65.4 668.9 616.8 69 685.8

Economic Development & Major Projects3

69.9 29.5 99.4 74 58.6 132.6 - - -

Water & Waste 416.1 2.9 419 525.1 11.9 537 525.8 53.7 579.5

Office of the COO1 - - - - - - 199 36 235

Organisational Services 741.6 61 802.6 620.2 78 698.2 624.8 105 729.8

Economy, Planning & Environment

329.6 55 384.6 330 73.9 403.9 349.2 98.7 447.8

TOTAL 3456.7 269.8 3726.5 3398.1 386.2 3784.3 3419.5 450.8 3870.3

Source: chris21

1. Directorate titles changed 1 January 2018.

2. The Office of the CEO directorate was divided in two to create the Office of the COO as at 1 July 2017.

3. The functions of the EDMP Directorate were transferred as at 1 March 2018.

Council adopted the following changes to the corporate structure –

• The Office of the CEO Directorate was divided in two to create the Office of the COO, as at 1 July 2017.

• Community Services Directorate was renamed to Lifestyle & Community (L&C), as at 1 January 2018.

• Planning and Environment Directorate was renamed to Economy, Planning and Environment (EP&E), as at 1 January 2018.

• Gold Coast Water and Waste was renamed to Water and Waste (W&W), as at 1 January 2018.

• City Infrastructure was renamed to Transport and Infrastructure (T&I), as at 1 January 2018.

The following functions were transferred from the Economic Development and Major Projects Directorate, as at 1 March 2018 –

• The Commonwealth Games Unit transferred to the OCEO.

• The City Events Unit transferred to the Corporate Communication Branch within the OCOO.

• The Arts and Culture Unit transferred to L&C.

• The Major Projects Branch transferred to T&I.

• The Southport CBD Team transferred to the City Planning Branch within EP&E.


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During 2017-18, there were 37.54 permanent (ASE) positions closed and 58.98 permanent (ASE) positions approved to be created. This equates to an overall increase of 21.44 permanent FTE.

New permanent positions included 14 community project officers in Office of the CEO, 3 Information Technology security specialists, and four project supervisors in Infrastructure Delivery which were converted from temporary roles.

There were also 159.28 temporary (AASE) positions closed and 223.95 new temporary (AASE) positions created in the period with an overall increase of 64.67 temporary FTE.

Of the new temporary positions, 20% were from contingent labour (NASE) positions converting to temporary (AASE) positions in accordance with new establishment governance requirements. Many temporary Commonwealth Games related roles were closed within the period.

3.2 Commonwealth Games positions

Table 13: Full time equivalent positions dedicated to Commonwealth Games Program

Position type 30 Jun 2017 30 Jun 2018

Permanent (ASE) 23 5

Temporary (AASE) 90.47 15

TOTAL 113.47 20

Source: chris21

With the conclusion of the Commonwealth Games in April, Commonwealth Games dedicated positions decreased by 82%. Many positions existing pre-Games have returned to their respective directorates. As from the end of July 2018, the Commonwealth Games Unit establishment will contain one permanent position and two temporary positions to complete program audit activities and financial reconciliations.

3.3 Agency Hire (Temporary Labour) There has been a significant increase in agency hire expenditure from last financial year due to increased activity supporting the delivery of the Commonwealth Games.

Table 14: Agency Hire Expense

Agency Payment Type

2015 2016 2017 2018 Change

$ $ $ $ %

CAPEX 5,044,278 6,684,344 8,999,476 12,390,859 38

OPEX 23,709,492 27,437,235 30,130,208 36,102,823 20

TOTAL 28,753,770 34,121,579 39,129,684 48,493,682 24

Source: Based on Cost Element 600250

New establishment governance requirements took effect December 2017, which mandated that all agency hire are placed against existing position establishment (ASE & AASE positions) unless funded by capital expenditure. Since implementing these changes, the City has been able to identify the proportion of Agency Hire that is utilised:

• Existing position establishment [ASE and AASE] (approx. $17,798,838 or 38%); and


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• Non-approved position establishment [NASE] (approx. $25,188,831 or 53%); and

• Uncategorised (approx. $4,074,886 or 8%).

The highest use of contingent labour is set out below in order from highest usage by branch:

• City Maintenance resulting from support for the maintenance of the City’s assets in the lead up to, during, and post the Commonwealth Games; and,

• Business Innovation and Technology resulting from ICT Projects such as cyber resilience, ICT portfolio, LGP, and modern workspace program; and,

• Community Venues and Services resulting from delivery of programs in the City’s Aquatic Centres such as Learn to Swim, Coaching, Fitness Instructors and Cleaning. There is additional utilisation in the Major Sporting Venues for food preparation, cleaning, and other operational requirements; and,

• Infrastructure delivery resulting from construction activities in the lead up and post Commonwealth Games; and,

• Traffic and Transport to support the traffic management. Additional contingent labour were engaged in the preparation, during and post Commonwealth Games, which was further impacted by the City’s responsibility to deliver traffic management during Commonwealth Games events.

Other workforce matters that have impacted the use of contingent labour include:

• Improved application of WHS procedures such as backfilling temporary vacancies and leave; and,

• Restructuring of branches and teams, specifically in Waste and Resource Management.

3.4 Personal leave REDACTED


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REDACTED

Table 17: Average personal leave days by age group

Age

Average days taken per FTE

2015-16 2016-17 2017-18

Under 25 7.4 9.2 9.2

25-34 9.4 8.4 9.9

35-44 10.6 10.8 10.6

45-54 11.1 12.1 11.6

55-64 15.2 15.7 16.4

65+ 22.3 22.1 20.8

Total 11.8 12.2 12.5

Source: chris21

The personal leave per FTE during 2017-18 increased by 0.3 days per FTE compared with the previous year.

The overall results are impacted by a number of long term absences across the organisation, including 25 employees who have taken in excess of 100 days of personal leave each.


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Lifestyle and Community directorate reported a significant 10.6% decrease in average personal leave taken. This was largely impacted by a decrease in the number of employees on extended personal leave greater than 100 days.

Transport and Infrastructure, and Water and Waste directorates are showing an increase in average amount of personal leave taken of 8.3% and 4.8% respectively.

Economy Planning and Environment and Organisational Services directorates personal leave taken has not changed significantly compared with last year. Office of the CEO and Office of the COO directorates would have remained similar to last year had the directorate not split in two.

On average, employees over the age of 54 years have used 8.3 days more personal leave per FTE than other age groups for the period.

Paid sick leave makes up approximately 69% of the personal leave taken.

3.5 Excess accrued leave Excess accrued leave includes:

• excess annual leave (greater than two years of accrual) • banked RDOs greater than five days (BRDO) • standby leave (leave provided to employees who are on call on a public holiday) • time in lieu accrued more than three months prior (TIL).

Table 18: Total excess accrued leave at 30 June 2018

Directorate1

Annual Leave BRDO Leave TIL Leave Standby Leave Total Liability

$

Emp. Count

Liability $ Emp. Count



Liability $ 30-Jun-18

Office of the CEO2 5 7,690 17 3,715 0 11,405

Transport & Infrastructure 57 119,753 1 890 63 42,786 132 129,907 293,336

Lifestyle & Community 52 106,927 7 4,970 60 26,686 69 60,793 199,375

Water & Waste 51 132,242 7 3,309 46 13,615 133 258,876 408,042

Office of COO2 21 85,440 2 711 37 11,704 8 6,859 104,714

Organisational Services 67 133,539 7 36,477 76 14,800 39 34,144 218,959


28 42,559 4 1,913 73 47,764 6 10,540 102,777

TOTAL 281 $628,149 28 $48,270 372 $161,070 387 $501,120 $1,338,609

Source: chris21. 1. Directorate titles changed 1 January 2018.. 1. The Office of the CEO directorate was divided in two to create the Office of the COO as at 1 July 2017.


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Table 19: Excess annual leave

Directorate1 30-Jun-15 30-Jun-16 30-Jun-17 30-Jun-18

Days $ Days $ Days $ Days $

Office of the CEO2 0 $0 0 $0 0 $0 21 $7,690

Transport & Infrastructure 229 $90,630 377 $135,698 206 $70,680 314 $119,753

Lifestyle & Community 457 $159,881 441 $169,538 308 $111,404 280 $106,927

Water & Waste 101 $52,217 96 $47,111 230 $99,234 337 $132,242

Office of COO2 154 $79,335 156 $77,841 152 $85,556 195 $85,440

Organisational Services 326 $115,106 399 $153,561 366 $136,207 379 $133,539


89 $37,710 80 $29,876 138 $53,610 116 $42,559

TOTAL 1,356 $534,879 1,549 $613,625 1,400 $556,691 1,642 $628,149

Source: chris21 1. Directorate titles changed 1 January 2018 2. The Office of the CEO directorate was divided in two to create the Office of the COO as at 1 July 2017.

Compared with 2016-17, the overall excess annual leave liability has increased by 12.8%.

The Commonwealth Games impacted leave management through encouraging more leave to be taken in areas not supporting Games activity, and restricting leave taken in Games critical areas of the organisation.

283 people across the organisation had excess annual leave, while the number of people with net excess annual leave balances, after taking into account future booked leave, decreased from 166 to 162 since June 2017.

More than 58% of the employees had less than 5 days excess annual leave balance. 17% were on part time hours which include a number of people who moved from full time to part time hours which results in an inflated excess balance.

Lifestyle and Community, Water and Waste, Transport and Infrastructure, and Organisational Services had the highest number of employees with excess annual leave.


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3.6 Overtime The overtime expenditure includes labour cost payments in respect of general overtime. This data does not include allowances, penalties, higher duties allowance, and casual labour costs.

Table 20: Overtime expenditure by directorate ($)

Directorate1 2014-15 2015-16 2016-17 2017-18 % Change

$ $ $ $

CEO Office2 88,845 73,841 83,679 147,323 76.1

Transport & Infrastructure 4,660,934 4,790,726 4,021,490 4,962,097 23.4

Lifestyle & Community 3,031,387 2,891,131 2,323,679 2,964,011 27.6

EDMP3 22,186 32,695 30,384 60,823 100.2

Water & Waste 2,492,267 2,135,022 3,221,190 3,493,049 8.4

Office of COO2 172,247 N/A

Organisational Services 2,476,891 2,548,013 2,490,363 3,195,651 28.3


267,462 208,183 175,701 292,578 66.5

TOTAL $13,039,972 $12,679,612 $12,346,486 $15,287,778 23.8

Source: chris21 1. Directorate titles changed 1 January 2018.

2. The Office of the CEO directorate was divided in two to create the Office of the COO as at 1 July 2017.

3. The functions of the EDMP Directorate were transferred as at 1 March 2018.

Table 21: Overtime expenditure by branch (Total $) – ‘Top 5’

Directorate1 Branch Name 2016-17 2017-18

Transport & Infrastructure City Maintenance 2,083,433 2,254,902

Organisational Services Fleet 1,914,807 2,150,110

Lifestyle & Community Health Regulatory & Lifeguard Services

1,423,514 1,978,435

Transport & Infrastructure Infrastructure Delivery 1,488,513 1,866,139

Water & Waste Network Reliability 1,338,519 1,507,744

Source: chris21

1. Directorate titles changed 1 January 2018.

Overtime expenditure increased by 23.8% compared with 2016-17. All directorates reported increased overtime expenditure. This is due to increased resourcing requirements leading up to and during the Commonwealth Games.


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City Maintenance, Fleet, Health Regulatory and Lifeguard Services, Infrastructure Delivery, and Network Reliability branches represented 64% of overtime expenditure during 2017-18. These branches are key service providers and are impacted by adverse weather, extended working hours, rosters and unusual events.

3.7 Gender and Age Profile

Table 22: Proportion of female and male employees1

Gender 30-Jun-14 30-Jun-15 30-Jun-16 30-Jun-17 30-Jun-18 % Change

Female 36.6% 37.0% 37.0% 37.4% 37.7% 0.3%

Male 63.4% 63.0% 63.0% 62.6% 62.3% -0.3%

Source: chris21 1. Permanent employees only

Table 23: Proportion of female and male executive employees1

Gender 30-Jun-14 30-Jun-15 30-Jun-16 30-Jun-17 30-Jun-18 % Change

Female 25% 27.20% 28.50% 25.90% 26.70% 0.80%

Male 75% 72.80% 71.50% 74.10% 73.30% -0.80%

Source: chris21 1. Employees on executive contracts

Table 24: Proportion of female and male employees by directorate, 30 June 20181

Gender Office of the CEO

Transport & Infrastructure

Lifestyle & Community

Water and Waste

Office of COO Organisational Services


Female 80.0% 16.4% 50.8% 22.1% 72.6% 49.0% 50.1%

Male 20.0% 83.6% 49.2% 77.9% 27.4% 51.0% 49.9%

Source: chris2. 1. Permanent employees only

The ratio of females to males in the overall permanent workforce has increased by 1.1% since 2014 in a gradually increasing trend.

The ratio of executive level of staff, females to males, has varied over the last 5 years. Females currently represent 26.7% of the executive cohort. Transport and Infrastructure and Water and Waste Directorates have the lowest ratio of women in the workforce.


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REDACTED

There was a slight increase in the proportion of employees aged 55 and over. Approximately 30 percent of permanent employees are aged between 45 and 54.

3.8 Employee turnover

Table 26: Permanent employee turnover rate%

COGC 2013-14 2014-15 2015-16 2016-17 2017-18 % Change

Turnover rate (%) 6.0 6.8 6.5 9.4 7.2 -2.2

Source: chris21


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REDACTED

The City’s employee turnover rate has decreased by 2.2%. In contrast, the 2016-2017 financial year employee turnover rate was inflated due to a large number of redundancies that resulted from organisational change.


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4. Work Health and Safety

4.1 Reported work health and safety incidents

Table 28: Reported WHS incidents

2014-15 2015-16 2016-17 2017-181 % Change

WHS incidents reported 749 816 1,001 912 -8.9

Notifiable incidents 6 9 9 15 66.7

City of Gold Coast 3 6 7 9 28.6

Contractors 3 3 2 6 200

Actions raised 1,278 1,023 1,918 2,032 5.9

Actions still open (at time of reporting)

187 160 222 299 34.7

Health and injury management triage 639 706 1,001 606 39.5

Source: HandS Incident module, Action module and Injury Management module

1. WHS Incidents for the 2017-18 reporting period include Contractor & Agency Resource injuries

During 2017-18 period a total of 912 WHS incidents were recorded, reflecting an 8.9 per cent decrease in WHS incidents compared with 2016-17. Of the 912 incidents reported, 15 were deemed to be notifiable to Workplace Health and Safety Queensland.

Compared to the previous year, the number of Notifiable incidents increased in 2017-18 period by 66.7%. Anecdotal evidence suggests that increased reporting can be attributed to several factors including; enhanced communication, a greater working alignment and collaboration between Corporate Safety & Risk and the Directorates, increased education, focus on the classification of incidents, an improved safety culture and the inclusion of contractor incidents in organisational reporting.

Six of the notifiable incidents are attributed to Contractors activities -

• Underground Services strike - a Contractor damaged an 11kv cable with a borer while under boring to install new conduit.

• Uncontrolled Fire – a Contractor was undertaking hot works for modifying Christmas decorations, the sparks from the welding activities ignited a nearby Christmas tree and decorations within the facility.

• Electric shock – a Contractor working at the Elanora STP received minor electric shock while undertaking welding activities.

• Fall from ladder - Contractor was working on a ladder pulling cables when he overbalanced & fell to the ground.

• Near Hit - Potential Electric shock, while installing flashing a worker screwed a 50mm roofing screw into electrical an electrical cable under roof sheeting

• Underground Services Strike – a Contractor damaged underground electrical conduit whilst undertaking excavations.

The remaining 9 notifiable incidents are attributed to Council activities –

• Gas explosion in the wetwell of OX13


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• Lost time injury – a worker sustained injuries from a falling bollard resulted in a compound fracture of the big toe and a fracture to the second requiring surgery to clean the compound fractured bone and reset the fractures.

• Electric shock – a worker retrieving a drip tray from underneath a barbecue received an electric shock when his right hand came into contact with a faceplate of a faulty isolation switch positioned immediately adjacent the drip tray.

• Overhead services strike - an Excavator allegedly came into contact with LV overhead electrical cable. • Near Hit – a bitumen truck rolled uncontrolled (approximately 42 metres) from a service bay into a security

gate. • Near Hit – potential Electric Shock, a 60m transfer bin came into contact with three phase power while

reversing the bin into place causing damage to wall and 3 phase power cables installed within the transfer bay.

• Electric shock – a worker sustained an electric shock from an electrical cable that had been chewed by vermin whilst conducting visual inspections of a barbecue.

• Uncontrolled Fire – an uncontrolled fire occurred whilst a worker was refuelling a running Flex pump drive. • Fall/release of a suspended load - an incident occurred at a Fleet depot where a sling holding an excavator

ram was released from a fixed overhead gantry crane hook and slid down the excavator’s dipper arm, falling to the ground.

High Level Causal Factors

Root cause analysis investigations into notifiable and major incidents that have arisen from works undertaken by or at the request of the City, identified trending themes and the reoccurrence of causal factors. Contract/contractor management is identified as a significant trend, with 43% of notifiable/major incidents finding Contract/Contractor management as a 3causal factor. While the area of contract and contractor management can be considered a broad causal factor, there are many subsets of causal factors that include; lack of hazard Identification and risk management prior to undertaking works, which are overwhelmingly highlighted as causal factors in the majority of notifiable/major incident investigations. In June 2018, an external review of WHS Contract and Contractor Management commenced.

Corrective Actions

The scope of work for the abovementioned external review of WHS Contract and Contractor Management includes both field and desktop audits which encompass and review the:

• lifecycle of various types of contracts (PC and Contractors) including specification, planning, execution and monitoring of contractors against current practices within the management system

• role of the Council Contractor Representative and the operational application of the contractor management process and their capacity to monitor safety

• current process for engaging services provided by contractors to identify opportunities for improvement against preferred practice

• application of current process to establish its effectiveness with key stakeholders i.e. Contractors • auditing of specified contracts to determine application of the process and the degree that it is applied to

monitor safety

The review and audits will seek to establish findings and provide recommendations to address this risk within the organisation.

Corrective actions and mitigations

A total of 2,032 actions were generated from Audits, Hazards, Incidents, Inspections, Safety conversations and General (standalone).

During 2017-18, Health & Injury Management provided injury management assistance for 606 cases, including work related and non-work related injuries. This included immediate triage for injured workers to ensure the appropriate assessment and treatment of injuries, as well as support to both the work area and worker with any rehabilitation and return to work requirements. Of the 606 cases, 174 (29%) required Health & Injury Management assistance with development of suitable duties plans, which may otherwise have resulted in Lost Time Injuries.


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Table 29: All incidents reported by type (includes contractors)

Type of incident 2014-15 2015-16 2016-17 2017-18 % Change

Security 356 269 230 242 5.2

Vehicle 550 588 528 497 -5.9

Public liability 71 64 60 60 0

Property 182 242 270 255 -5.6

Near hit 154 195 217 151 -30.4

Journey/Recess Injury 29 47 63 101 60.3

Injury 645 683 854 762 -10.9

Total 1,987 2,088 2,222 2,068 -7.0

Source: HandS Incident module

There have been a number of safety initiatives implemented within the directorates which have assisted to eliminate hazards and reduce the risk of harm occurring, and subsequently decrease the number of incidents. However Journey/Recess Injury incidents are significantly higher.

Further analysis shows that the majority of Journey/Recess injury incidents are vehicle related (41) with a notable amount of people having accidents on the way to or from the Bundall precinct. Another (13) incidents are cycling accidents again to and from work. Lunch time activities are the second highest (18), with touch football being played at Bundall causing 8 of the 18 incidents. Slips, trips and falls also contribute heavily to the number of incidents (13), with trips and falls occurring on the way to people’s cars being the main cause. This breakdown of journey/recess injuries is a similar trend to the previous year when there were (24) vehicle related Journey/Recess injuries, (7) bike incidents, (10) due to lunch time activities and (9) slips, trips and falls.

Table 30: Injury or illness type (excluding contractors)

Type of incident 2014-15 2015-16 2016-17 2017-181 % Change

Unclassified 0 0 1 1 0

Lost time injury 157 149 138 63 -54.3

Suitable duties 15 29 52 102 96.2

Medical treatment 98 113 159 87 -45.3

First aid 85 85 126 124 -1.6

Notification only 240 251 315 383 21.6

Total 595 627 791 760 -3.9


1. Injury incidents for the 2017-18 reporting period include Contractor & Agency Resource injuries


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There has been a 54.3% decrease in the number of lost time injuries during 2017-18, in comparison to the previous year. This is associated with the implementation of the Immediate Injury Management programme.

Although contractor figures have been included in the 2017-18 totals, there is little insight to the accuracy of contractor injury classifications. The reporting of contractor data and the standardisation of classifications used by contractors is currently being reviewed and a solution sought. Of the 104 contractor injuries recorded, 74 are recorded as Notification Only. There was only (1) contractor LTI and (4) suitable duties injuries recorded. Therefore the -54.3% decrease in LTI’s is an accurate indication of the reduction in employee lost time injuries.

A number of factors are likely to have contributed to the decrease in the number of lost time injuries being reported, including:

• A range of safety initiatives implemented within the directorates have assisted to eliminate hazards and reduce the risk of harm occurring, and subsequently decrease the incidence of lost time injuries. These safety initiatives consist of:

o establishing all ARA’s o introducing Hazard Boards for bump in and out at major sporting venues o producing a contractor induction process which ensures all contractors complete the required training and o better resourcing of positions. By having the appropriate, experienced and required number of employees

out in the field has resulted in processes and procedures being followed and completed aiding to identification of hazards and risks as well the implementation of controls.

• The appointment of new Council supported doctors and physiotherapists as of 1 July 2017 that take a proactive approach to rehabilitation and return to work which results in more workers remaining at work.

• The Council supported doctor process, including attendance of the Return to Work Coordinator at the clinic, which enables timely and effective communication about the workers’ capabilities to ensure Suitable Duties Plans are developed immediately;

• Completion of job task analysis (JTA) assessments. The JTA project was part of the implementation of the immediate injury management program. All job roles were reviewed to identify job roles with a physical component and JTAs were completed for these job positions. There are approximately 160 JTAs in total completed which identify the physical requirements of the job role and light, medium and heavy duties.

Correspondingly, there has been a 96.2% increase in suitable duties incidents. This can be explained partially by the reduction in lost time injuries. Whereas previously a worker would have been considered totally incapacitated, the focus is now on enabling the worker to stay at work. Evidence suggests that it is more beneficial for injured workers to recover at work.

There has been a 45.3% decrease in medical treatment injuries during 2017-18. Prior to 2017-2018 the injury classifications were inaccurate. For example some medical treatment injury classifications potentially should have been upgraded to suitable duties injuries or downgraded to first aid injuries. In 2017-2018 a full review of the Injury Classification process was completed and an Injury Classification Guide was developed to ensure accuracy and uniformity in the process. In addition, Corporate Safety and Risk implemented a weekly review and reconciliation of Hands Incident Classifications.


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Table 31: Near hit and injury incidents by directorate

Directorate 2014-15 2015-16 2016-17 2017-18 % Change

CEO Office - - - 4 -

Lifestyle & Community 224 242 190 173 -8.9

Organisational Services 108 88 155 117 -24.5

Office of COO 18 19 32 14 -56.3

Transport & Infrastructure 248 292 333 344 3.3

Economy, Planning & Environment 66 93 108 57 -47.2

Water & Waste 74 77 174 203 16.7

EDMP 4 2 13 - -

Total 742 813 1005 912 -9.3

Source: HandS Incident module Note: Injury incidents for the 2017-18 reporting period include Contractor & Agency Resource injuries

In comparison to 2016-17, there has been a 9.3% reduction in the reporting of near hit and injury incidents in 2017-18. Comparing employee only injuries would be a 19.6% reduction.

Table 32: Near hit incidents by directorate


CEO Office - - - 0 0



Office of COO 4 6 5 2 -60

Transport & Infrastructure 40 53 66 37 -43.9

Economy, Planning & Environment 10 10 12 9 -25

Water & Waste 35 41 63 66 4.8

EDMP 1 2 3 0 -100

Total 154 195 217 151 -30.4


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During the reporting period only Water & Waste has shown an increase in near hit reporting across all directorates. All other directorates showed a significant reduction.

Organisational Services recorded (36) in 2016-17 and (15) in 2017-18. Fleet recorded (13) in 2016-17, 7 of which evidence suggests where attributed to a fault/maintenance issues or incorrect operation of equipment. In 2017-18 Fleet recorded only (10), 5 of which evidence suggests where attributed to incorrect operation of equipment or faulty equipment. Customer Contact recorded (13) Near Hits in 2016-17, 10 of which evidence suggests where attributed to facilities/equipment in the offices. In 2017-18 there were only (4) recorded, 2 of which evidence suggests where attributed to office equipment.

Lifestyle & community had (32) Near Hits in 2016-17. The highest came from Health, Reg & Lifeguards (8), with 1 abuse and 5 of vehicle or people almost colliding. In 2017-18 they had (5) in total, 2 vehicle near hits and 1 abusive customer. City Libraries recorded (6) in 2016-17, primarily to do with furniture issues. In 2017-18 they recorded (7) of similar nature. Community venues recorded (5) that evidence suggests where attributed to maintenance issues in 2016-17, while in 2017-18 only recorded (3), 2 being at cemeteries and 1 during the com games set up.

In 2016-17 Transport & infrastructure recorded (66) near hits, 28 of which evidence suggests where attributed to the operation of vehicles. In 2017-18, T&I recorded (37) Near hits, 18 of which evidence suggests where attributed to vehicles. City Maintenance recorded (30) in 2016-17, and only (14) in 2017-18, 9 of which evidence suggests where attributed to vehicles. Infrastructure Delivery recorded (20), a similar number to the previous year (24).

In 18/19 FY, near hit reporting will be targeted, aimed at educating the benefits of near hit reporting.

Table 33: Injury incidents by directorate


CEO Office - - - 4 -



Office of COO 14 13 27 12 -55.6

Transport & Infrastructure 234 265 296 307 3.7

Economy, Planning & Environment 59 84 96 48 -50

Water & Waste 88 97 127 137 7.9

EDMP 3 - 10 0 -

Total 636 679 851 761 -10.6

1. Injury incidents for the 2017-18 reporting period include Contractor & Agency Resource injuries

Water & Waste experienced the greater percentage increase (7.9%), based on 2016-17, however contractors were not consistently included in previous reporting. With the exception of Transport & Infrastructure all other directorates showed an overall decrease.


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4.2 Lost time injuries / lost time injury frequency rate

Table 34: Lost time injury frequency rate by directorate 2017-18 (Employee only)1

Directorate Hours Worked Lost Time Injuries LTIFR1

CEO Office 196,068.65 - -

Lifestyle & Community 1,365,322.75 15 10.99

Organisational Services 1,158,232.51 9 7.77

Office of the COO 353,713.09 - -

Transport & Infrastructure 1,768,120.53 29 16.4

Economy, Planning & Environment 659,193.81 4 6.07

Water & Waste 835,439.97 6 7.18

EDMP 12,660.54 - -

Total 6,348,751.85 63 9.92

Source: HandS

1. Contractor incidents have been excluded due to the unavailability of contract hours worked.

2. LTIFR = LTI / hours worked *1,000,000 - The risk profile of each directorate needs to be taken into account.

The implementation of the Immediate Injury Management programme is reflected by the significant decrease in the number of lost time injuries in this reporting period. Lost time injuries decreased with (63) LTIs reported during 2017-2018 compared to (139) for 2016-2017, which is a 54.7 per cent reduction. The Lost Time Injury Frequency Rate (LTIFR) is trending significantly below target at 9.92, reflecting a 56.3% reduction compared to the frequency rate on 30 June 2017 which was 22.85. Transport & Infrastructure have recorded the most LTI’s for the last four years.

Table 35: Number and Cost of Full and Partial Shift Days.

Days Lost Type 2015-16 2016-17 2017-18

Number Total Days Lost 11,060 4,351 1,401

Cost Total Days Lost $1,844,903 $ 974,255 $319,932

Number Full Shift Days Lost 5,797 3,520 1,150

Cost Full Shift Days Lost $1,357,647 $844,698 $258,625

Number Partial Shift Days Lost 5262 830 250

Cost Partial Shift Days Lost $487,256 $129,556 $61,307

Number Claims remaining open incurring time loss 0 3 6

Notes: 1. Cost equals cost of sick leave due to Work Related Injury and Illness

2. Claims remaining open will continue to incur time lost days and costs.


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Table 35 demonstrates the sick leave cost savings as a result of the reduction in Lost Time days following the introduction of the Immediate Injury Management Program in 2016. There has been a substantial saving in sick leave costs (due to work related injury) of $1,524,970 over the 2 year program period. This correlates with the significant reduction in full shift days lost and in addition partial shift days lost. Partial shift days lost represents workers who are on suitable duties plans and are unable to work their full hours.

4.3 High and extreme potential incidents

Table 36: High and extreme potential incidents

High and extreme potential incidents

Apr–Jun 17 Jul-Sep 17 Oct-Dec 17 Jan-Mar 18 Apr-Jun 18

20 19 8 5 2


High and extreme potential incidents (HEPI) are incidents where the likely outcome could have been a fatality or permanent disability. HEPI have significantly reduced over the last year.

Inaccurate application of risk matrix resulted in higher results in the first two quarters of the financial year. From mid-December 2017 the process for classifying incidents changed. The potential incident severity is now determined and reviewed by the directorate WHS Advisors. This has led to a more consistent and educated level of incident classification reporting.

No incidents have been classified as Extreme potential since the new process has been implemented.

REDACTED



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4.4 Safety conversations

Table 38: Safety conversations by Directorate

Directorate 2016-17 2017-18

Office of the CEO - 65

Lifestyle & Community 460 454

Organisational Services 166 187

Office of the COO 305 197

Transport & Infrastructure 340 322

Economy, Planning & Environment 112 104

Water & Waste 510 655

EDMP 172 9

Total 2,065 1,983

Source: HandS Safety Conversation module

WHS 2017 - 2019 Objectives & Targets target for the reporting period is 1680 safety conversations. The target has been consistently exceeded over the last two years.

Table 39: Safety Conversation Safe Categories by directorate 2017-18

Directorate

Peop

le

Proc

edur

es

Equi

pmen

t

Envi

ronm

ent

Ergo

nom

ic

Org

anis

atio

n

Con

trac

tor

Man

agem

ent

Office of the CEO 21 4 6 5 4 26 0

Organisational Services 89 42 32 32 4 23 6

Office of the COO 114 18 11 22 10 14 0

Gold Coast Water & Waste 337 433 202 244 32 82 82

EDMP 1 3 0 1 1 3 0

Transport & Infrastructure 147 85 39 63 11 16 16

Lifestyle & Community 290 165 95 139 54 70 5

Economy, Planning & Environment 65 13 9 27 5 22 1

Total 1,064 763 394 533 121 256 110

Source: HandS Safety Conversations


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The top safe safety conversation category for the financial year was ‘People (946)’, which significantly exceeded the next nearest category which was ‘Procedures’ (687). The highest safe safety sub category was ‘Situational awareness’ (187) which doubled the next nearest sub category ‘Documented procedure for task’ (107).

The top unsafe safety conversation category for 2017-18 was also ‘People (111)’, which significantly exceeded the next nearest category which was ‘Environment’ (77). The highest unsafe safety sub category was ‘Housekeeping’ (26) which was subsequently higher than the next highest sub category ‘Equipment used by workers’ (17).

There were a total of 166 actions created from the Safety Conversations undertaken in this period.

A survey of safety conversations was undertaken in financial year 17/18 that identified opportunities of improvement such as re-energising the programme, additional training and linking safety conversations to safety performance. The results of the survey will be implemented in 18/19 financial year.

4.5 Highest reported incidents

REDACTED

This table identifies the top three reported incidents by body location, nature and mechanism. Musculoskeletal injuries, as a result of twisting, stretching, awkward posture and forceful exertions, continue to be the most common type of injury, although overall numbers of injuries have decreased. A number of programmes are in place to prevent and minimise the risk of musculoskeletal injuries. These include:

• Development of job task analysis assessments which has increased awareness and knowledge of the types of postures, movements and exertions required for different job positions.


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• Implementation of tailored injury prevention programmes that target specific work areas where musculoskeletal injuries have been reported.

• As of 1 July 2017, appointment of Council supported doctors that undertake pre-employment and periodic medical assessments to ensure candidates and workers are physically and psychologically fit to perform the inherent requirements of their role. This has ensured a more consistent approach is taken when performing medical assessments and ensuring candidates/workers are fit to work.

• Development of new procedures for office workstation assessments and updated guidelines on ergonomic set-up and equipment to minimise the risk of musculoskeletal injuries.

• Delivery of a program of ergonomic presentations and workstation set-up advisory services.

REDACTED

A total of 3121 alcohol and other drug tests were performed during 2017-18 consisting of:

• Random testing program = 2432

• Pre-employment testing = 689

High risk/low risk worker classifications are only recorded for tests performed during the random testing program.


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4.6 Hazard reporting

Table 42: Hazard Totals by directorate 2017-18

Directorate Total

CEO Office 1

Lifestyle & Community 28

Organisational Services 128

Office of the COO 10

Transport & Infrastructure 44

Planning & Environment 17

Gold Coast Water & Waste 141

EDMP 5

Total 374

Source: HandS Hazard module

Hazard reporting was trending lower than target throughout Q1, Q2 and Q3 however there was a significant increase in the number of hazards reported by Organisational Services during Q4. This meant the total exceeded the financial year target of 330. The influx of hazard reporting in Organisational Services was due to a hazard awareness campaign by fleet, whereby each Team Leader and Supervisor was asked to identify a minimum of 5 hazards.

Further investigation is currently underway into the hazard reporting process due to employees raising work orders into SAP as opposed to the Hazard module in HandS, or even an incident in HandS. The outcome of that investigation will be provided in a separate report to WHSAC with recommendations to address the issue.

4.7 Key risks The following risks have been collated by the WHS Coordinators from within their directorates.

REDACTED


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REDACTED

•

•

-

Source: Directorate Safety Advisors

CSR Commentary

A review of the key risks suggests that the Directorates undertake a review of their WHS risk registers and existing controls to ensure their effectiveness. The documented controls in the summary above do not adequately apply the hierarchy of control and are considered low level or mitigations. A risk review will be facilitated with the directorates over the next FY to determine further controls.


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Health Monitoring

Health monitoring is a legislative requirement under the WHS Regulation, 2011 (s368). It states that any worker carrying out ongoing work at a workplace using, handling, generating or storing hazardous chemicals, and where there is a significant risk to the worker’s health because of exposure must be provided health monitoring. This can include any combination of medical assessments, physical examinations or pathology testing (e.g. blood and/or urine testing).

For Council, health monitoring is provided to workers with known workplace exposures, or where there is the potential for a worker to be exposed to hazardous substance, as outlined in Schedule 14 of the WHS Regulation, 2011:

• Water & Waste workers are required to undergo health monitoring due to their work with asbestos containing materials, e.g. underground water pipes made from asbestos;.

• Panel shop workers in Fleet Services conduct work with two-pack paints that contain Isocyanates, which are known carcinogens (a substance capable of causing cancer);

• Boilermakers in Fleet Services conduct welding activities that potentially expose them to carcinogenic chromium fumes;

• Road crew workers in City Maintenance that regularly work with hot bitumen (tar) are potentially exposed to PAH (Polycyclic Aromatic Hydrocarbons) fumes that affect the body in a similar way to the tar in cigarettes;

• Council’s Pest Management team work with a number of hazardous substances that have the potential to overexpose workers to toxic agents that inhibit the body’s nervous system. Health monitoring is provided every 6 months to ensure these workers are not being exposed to pesticides, herbicides & insecticides in performing their work.

Some previous hazardous substance exposures for Council workers have been removed from the program (Silica & Benzene) as the exposure level for workers has been significantly reduced through the implementation of control measures that effectively manage the known hazard, along with confirmation via assessments conducted by qualified occupational hygienists.

Other health monitoring provided to workers include:

Audiometric (hearing) testing, which is a requirement of the Code of Practice, 2011 Managing noise and preventing hearing loss at work. Given the size of Council’s outdoor workforce and the number of workers who undertake noisy activities, the health monitoring for noise exposure has been brought ‘in-house’ and is delivered to workers by the health monitoring team at Carrara Depot (Caretakers Cottage) on a regular basis. This is reflected in the 2017-18 data where there was a 320% increase in the number of hearing tests conducted for workers on the previous fiscal year.

Confined Space medicals are conducted on any worker required to enter, work in and exit a confined space. This is defined in the Code of Practice, 2011 Confined Spaces as working in a confined space may impose additional physiological and psychological demands over and above those encountered in a normal working environment.

Commercial Vehicle medicals are now a legislative requirement under the WHS Act, 2011 as Council has an obligation to ensure that workers are competent to perform their designated role. The Verification of Current Competency (VOCC) program being rolled out across Council meets this legislative requirement. Workers who drive heavy and medium vehicles or operate plant & machinery are required to undergo a medical assessment in line with the Assessing Fitness to Drive, 2016 medical standards. This program commenced as a pilot in Fleet Services in 2015 but is now being expanded across all other directorates, so the number of commercial vehicle medicals will increase considerably in the next FY and beyond.


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Pre-employment medicals are a mandatory requirement for many candidates commencing roles with the City. These medicals are a very effective risk management strategy for protecting Council from predictable risks and ensuring that the most suitable candidates are selected (both from a meritorious and fitness perspective). In 2017-18, a total of 273 pre-employment medicals were administered.

Table 44: Health monitoring medicals conducted per fiscal year

Hazard 2014-2015 2015-2016 2016-2017 2017-2018

Asbestos 105 12 101 22

Audiometry 153 111 131 420

Barmah Forest 63 54 46 48

Benzene 4 1 3 0

Chromium 2 3 7 3

Commercial Vehicle 0 91 66 108

Confined Space 44 240 110 160

Diving 4 4 0 0

Herbicides 24 23 23 22

Isocyanates 5 5 4 5

O Pesticides 63 60 56 57

PAH 5 8 4 1

Pyrethroids 62 55 55 57

Ross River 63 54 45 47

Silica 1 0 15 0

Total 598 721 666 950

4.8 Health Check Program

Following a successful pilot program delivered in late 2016, the Health Check Program was officially launched in July 2017. This program is a free voluntary 20 minute health check, delivered by the City's occupational health nurse, and is aimed at encouraging workers to become more aware of and engaged in their health and wellbeing. The assessment provides workers with a snapshot of their current state of health and provides recommendations for any issues identified, so workers can follow up with their GP.

As of June 2018, almost 700 health checks have been delivered to staff, with a breakdown by directorate summarised below:


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Table 45: Health checks delivered to staff by directorate

Directorate Participants Total No. Staff Uptake

Economy Planning & Environment 93 479 19.4%

Lifestyle and Community 78 1,378 5.6%

Office of the CEO 15 97 15.4%

Office of the COO 53 251 21.1%

Organisational Services 128 831 15.4%

Transport & Infrastructure 215 1,155 18.6%

Water and Waste 116 606 19.1%

Total 698 4,797 14.5%

GP Referral after Health Check

Any results identified for a worker during the health check that fall outside of the acceptable levels, it is recommended that the worker follow up with their GP to get more advice, support or treatment. Just under half (47.4%) of all participants in the health check program have been recommended to follow up with their own GP.

Table 46: GP referrals after health check by gender

Gender Worker Referred to GP Worker NOT Referred to GP Total

Females 123 133 256

Males 208 234 442

Total 331 367 698

Some other notable results:

• Almost 60% of all health check program participants are over the age of 45;

• Over 35% of program participants have recorded a result of high blood cholesterol;

• One in four participants have recorded a result of high blood glucose – which can be an indicator of undiagnosed diabetes;

• One in three participants self-reported consuming ‘at risk’ levels of alcohol (more than 14 standard drinks per week).

A more detailed analysis and summary of the Health Check program will be included in the next Quarterly ELT Report.


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4.9 Employee Assistance Program

REDACTED


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REDACTED

EAP utilisation for 2017-18 was 9.2 per cent assuming an average of 3,458 employees. This is 3.3 per cent higher than the Public Administration / Government benchmark of 5.9 percent.

4.10 Workers Compensation


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REDACTED

Compensable Days Lost has a different definition to a Lost Time Injury (LTI) Days Lost. Compensable Days Lost includes compensable time for lost overtime, shifts and part days, whereas an LTI is full shifts lost. The total number of compensable days lost during 2017-18 is 2,077.

Percentage change in days lost will not be an accurate indication of days lost as the days lost will accrue until all claims are finalised.


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4.11 Finalised claims by injury REDACTED


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REDACTED


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5. Entertainment and Hospitality

5.1 Expenditure by directorate

Table 55: Entertainment and hospitality expenditure by directorate

Directorate Annual Totals1

2014-15 2015-16 2016-17 2017-18 % Change

Lifestyle & Community $21,807 $48,868 $30,289 $48,824 61.19

EDMP2 $218,431 $123,015 $123,901 $51,622 -58.34

Transport & Infrastructure $86,336 $62,487 $73,150 $159,412 117.92

Water & Waste $22,546 $29,412 $31,949 $35,241 10.30

Office of CEO and COO $115,387 $154,980 $149,440 $298,034 99.43

Organisational Services $9,765 $42,666 $49,708 $46,770 -5.91

Economy, Planning & Environment $39,552 $46,538 $45,536 $68,455 50.33

Total $515,478 $507,967 $503,973 $708,358 40.55

Source: SAP Report – FAGLL03 Report

1. Excludes internal charges such as internal catering 2. The functions of the EDMP Directorate were transferred as at 1 March 2018.

Overall expenditure on entertainment and hospitality increased by $204,384.77 (40.55%) compared with 2016-17.

Lifestyle & Community

There was a 61.19% increase in expenditure compared to last year. This is primarily attributed to preparing and hosting a number of initiatives, programs, events and festivals associated with the Gold Coast Commonwealth Games 2018. New youth programs such Level-Up Youth Arts development program and bi-annual events, such as the Safer Suburbs Awards have also contributed to the increase.

The balance of expenditure relates mainly to WHS and other training workshops held during the year.

A small amount of incorrect charges are also to be removed from the total expenditure.

Economic Development and Major Projects

Expenditure up to 1 March 2018 recorded against directorate. All charges thereafter transferred to individual directorates.


The increase of 117.92% in the Transport & Infrastructure Directorate expenditure relates to $27k for the Queensland Baton Relay ‘QBR’ Divisional Community events entertainment and catering and $35k for Travel Demand Management/Get Set for the Games. There is an increase also directly attributed to the transfer of the Major Projects branch to TI. A subsequent decrease is reflected in the EDMP expenditure for the year. In addition there is a small increase due to additional DMU training/exercises and WH&S training throughout the year and increased in preparation for the Commonwealth Games.

Water and Waste

Increase of $3,291.91 (10.30%) is related to staff training activities and directorate wide staff events.

Office of the CEO and Office of the COO

An increase of 99.43% attributed to the Commonwealth Games branch being brought under the OCEO Directorate. The Games brought a total of $116, 517 in expenditure. This is further supported by the ED&MP restructure of City Events to the Corporate Communications branch, this is reflected in an increase of $16k for the QBR Civic reception,


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$16k for City marketing activities during the Games and $5k for Australia Day activities and $3k for Civic receptions for the year.

Organisational Services

A minimal decrease of $2,938.20 (-5.91%) compared to last financial year is primarily due to catering for corporate inductions, WH&S and other training workshops held during the financial year.


Increase of $22,918.89 (50.33%) due predominantly the result of the transfer of functions from the ED&MP directorate, with over $21,000 of the increase relating to former-ED&MP functions. Of those costs, in excess of $17,000 were incurred within the Economic Development section for a function related to Business Week 2018.


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6. Corporate Travel

6.1 Employees

Table 56: Total travel expenditure – Employees

Type of travel 2014-15 2015-16 2016-17 2017-18 % Change

Domestic $270,332 $351,877 $291,238 $276,801 -5

International $289,262 $117,877 $170,385 $181,090 6

Total $559,594 $469,754 $461,623 $457,891 -1 Source: CATS Travel Data Base Note: Figures exclude external guests

There was a decrease in employee domestic travel expenditure of 5% along with an increase in employee international travel expenditure of 6% when compared to 2016-17.

Table 57: Travel expenditure by directorate – Employees

Directorate1 2014-15 2015-16 2016-17 2017-18 % Change

Lifestyle & Community $75,312 $75,781 $51,622 $48,036 -7

Economic Development & Major Projects3 $215,595 $126,061 $166,597 $101,320 -39

Transport & Infrastructure $66,481 $39,646 $57,652 $29,967 -48

Water & Waste $19,459 $34,500 $38,230 $28,139 -26

Office of CEO2 $106,486 $73,374 $64,498 $75,276 17

Office of COO2 - - - $67,726 0

Organisational Services $26,697 $56,731 $31,079 $38,474 24

Economy, Planning & Environment $49,564 $63,661 $51,945 $68,953 33

Total $559,594 $469,754 $461,623 $457,891 -1 1. Directorate titles changed 1 January 2018. 2. The Office of the CEO directorate was divided in two to create the Office of the COO as at 1 July 2017. 3. The functions of the EDMP Directorate were transferred as at 1 March 2018.


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7. Revenue

7.1 Debtor balances

Table 58: Rates and Water Debtor Balances

Debtor 30 June 2015 30 June 2016 30 June 2017 30 June 2018

Opening Balance + Levies Raised $1,184,549,696 $1,146,614,996 $1,203,639,496 $1,249,836,762

Closing Balance $ $54,009,407 $43,107,915 $41,868,910 $64,062,722

Closing Balance% 1 4.56% 3.75% 3.5% 5.13%

Not yet due $226,727 $87,301 $654,713 2 $3,841,341

Deferred 2 $1,233,104 $2,423,283 $2,196,680 $1,557,583

True Overdue $ $52,549,576 $40,684,632 $39,017,518 $58,663,799

True Overdue% 3 4.44% 3.55% 3.2% 4.69% Source data: Doc #70671100 Notes: 1 Closing Balance% is calculated as Closing Balance / (Opening Balance + Levies Raised)

2 The Deferred amount also includes an amount of $1.03m classed as ‘In Dispute’ i.e. validity of the rate is subject to Court proceedings

3 True Overdue% is calculated as (Closing Balance $ less Not Yet Due less Deferred) / (Opening Balance + Levies Raised)

The True Overdue% as at 30 June 2018 shows an increase of 1.49% compared to the 2016-17 financial year. This increase is primarily due to issues associated with the implementation of the rates module of LGP.

7.2 Arrears

Table 59: Arrears (%)

Arrears 2013-14 2014-15 2015-16 2016-17 2017-18

Quarter 1 (September) 16.14% 13.91% 13.76% 10.7% 13.6%

Quarter 2 (December) 9.84% 8.77% 8.34% 6.3% 9.4%

Quarter 3 (March) 7.89% 6.29% 5.71% 4.8% N/A

Quarter 4 (June) 5.33% 4.44% 3.55% 3.2% 4.7%

The rate and water arrears increased during the 2017-18 financial year. The Rating module of LGP was implemented in July 2017. As is common with such large scale IT software implementations, numerous issues were encountered. One of these issues involved the Customer Transfer details interface from Pathway to the Water billing environment, which caused unexpected delays to recovery action commencing on water debt.


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Note: As this review is conducted as at 30 June each year, the issues referenced earlier causing delays to be experienced in the recovery activity has resulted in less progression to the latter stages in the recovery cycle. The most prominent example can be seen in the Initial Recovery group of activities. In 2016-17, the were 9,225 accounts reflecting arrears approaching $3.4m while 17-18 reflected 35,024 accounts with arrears in excess of $16.4m at these stages of recovery.

Due to the prevailing circumstances, the amounts outstanding at the more advanced stages of recovery (Legal Action Commenced and Sale of Land) were the focus of the 2017-18 financial year. The amount outstanding in June 2017 of $12.0m (4,168 accounts) has been reduced to $6.5m (2,080 accounts) when compared to the corresponding prior year - a reduction of 46% in the quantum owing.

The majority of the increased arrears reside in the rates portfolio. The amount owing as at 30 June 2018 increased from the June 2017 figure of $24.3m to $39.2 while the water debt increased from $17.6m to $24.8m for the same period.

Table 60: Recovery Profile Comparison July 2017 - June 2018 Pathway & Grange Water Reports Date Sourced: 30/06/2018

Recovery Order Category

Recovery Step

Rates Water Total

Number of Accts Amount Owing Number of Accts Amount Owing Number of Accts Amount Owing

June 17 June 18 June 17 June 18 June 17 June 18 June 17 June 18 June 17 June 18 June 17 June 18

Recovery Not Commenced

Account Sent 2,006 4,449 $600,158 $3,725,511 74 134 $54,555 $115,830 2,080 4,583 $654,713 $3,841,341

Overdue 2,802 7,371 $2,230,086 $2,592,587 1,083 1,313 $584,892 $1,082,647 3,885 8,684 $2,814,978 $3,675,234

Recovery Not Commenced

Initial Recovery

Reminder Notice 3,363 24,502 $615,002 $11,345,971 1,644 8,573 $692,906 $3,506,686 5,007 33,075 $1,307,908 $14,852,567

Final Reminder Notice 421 1242 $313,089 $839,645 3,737 619 $2,843,285 $575,418 4,158 1,861 $3,156,374 $1,415,063

Pending PC Dist 0 0 $0 $0 7 15 $6,233 $22,666 7 15 $6,233 $22,666

Ready For Autocall 9 0 $10,575 $0 0 22 $0 $56,032 9 22 $10,575 $56,032

Sent For Autocall 44 33 $104,848 $54,956 0 18 $0 $39,308 44 51 $104,848 $94,264

Initial Recovery

Intermediate Recovery

Automated Contact 560 651 $795,791 $1,110,941 521 2,863 $917,772 $5,814,158 1,081 3,514 $1,713,563 $6,925,099

Extn Personal Contact 8 8 $11,190 $11,512 0 0 $0 $0 8 8 $11,190 $11,512

Pending Approval 1 0 $35 $0 0 0 $0 $0 1 0 $35 $0

Intermediate Recovery

Advanced Recovery

Pending Legal Action 59 604 $167,216 $1,818,838 1,322 684 $1,933,415 $1,967,676 1,381 1,288 $2,100,631 $3,786,514

Legal Action 2,918 1,365 $8,077,474 $3,732,497 1,219 688 $3,588,486 $2,536,003 4,137 2,053 $11,665,960 $6,268,500

Pending Sale Of Land 39 126 $1,043,320 $1,710,189 40 112 $280,873 $832,103 79 238 $1,324,193 $2,542,292

Sale Of Land 14 9 $165,521 $126,716 17 18 $128,816 $86,389 31 27 $294,337 $213,104

Advanced Recovery

Other

Pensioners Unrecoverable 272 0 $748,808 $0 200 233 $966,082 $1,196,708 472 233 $1,684,890 $1,1196,708

Payment Arrangement 2,910 10,884 $7,171,003 $11,072,722 4,457 4,225 $4,390,487 $4,267,295 7,367 15,109 $11,561,490 $15,340,017

Below Advanced Rcvr 1,859 0 $1,295,990 $0 1,811 3,063 $970,252 $2,569,021 3,670 3,063 $2,266,242 $2,569,021

Withhold Action 109 1,948 $908,021 $1,088,412 115 84 $282,730 $164,288 224 2,032 $1,190,751 $1,252,700

TOTAL 17,394 53,192 $24,258,127 $39,230,493 16,247 22,664 $17,610,784 $24,832,229 33,641 75,486 $41,868,911 $64,062,722


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The Sale of Land activity continued during 2017-18 resulting in the continued action on properties previously resolved to sell by Council, and another resolution made December 2017 including a further 52 properties. Arrears of $213,104 currently exist on these properties.

The number of active legal cases has decreased by more the 50% down to 2,053 cases in comparison to 2016-17 while the amount owing at these stages of recovery decreased by 46%.

Table 61: Combined Aged Debtors - Age of debt by amount ($)

Debt 30 June 2018

Not Yet Due Past Due Total

Rates $3,725,510.63 $35,504,983.25 $39,230,493.88

Water $115,830.19 $24,716,398.30 $24,832,228.49

Total $3,841,340.82 $60,221,381.55 $64,062,722.37 Source data: Aged Debtor Report

7.3 Infrastructure Charges

Table 62: Infrastructure Charges on Rate Accounts

Status 1 Jan – 30 Jun 2016

1 Jul – 31 Dec 2016

1 Jan - 30 Jun 2017

1 Jul – 31 Dec 2017

1 Jan – 30 Jun 2018

Opening Balance $3,855,798 $1,704,195 $1,743,369 $1,772,548 $1,766,830

Levies ($1,624,106) $303,042 $269,467 $245,369 $534,261

Receipts ($203,271) ($241,056) ($231,600) (-$251,087) ($21,564)

Adjustments ($324,226) ($22,812) ($8,688) $0.00 $0.00

Total Outstanding $ $1,704,195 $1,743,369 $1,772,548 $1,766,830 $2,279,527

Total Outstanding% 76% 87% 88% 88% 99% Source data: Statement of Rates and Charges

Infrastructure charges totalling $779,630 were added to rate accounts during the 2017-18 financial year, while payments totalling $272,652 were received. It should be noted that of the $2,279,527 outstanding, one assessment has an unpaid infrastructure charge of $1.03m which is subject to current Court proceedings.

7.4 Outstanding developer contributions The amount reported to the QAO at 30 June 2018 was $1.4B. This amount is contained within 2,901 applications. Past experience indicates that approximately 12.5% of all applications could have infrastructure charges which are payable, and that the average amount per application collected to date through recovery mechanisms is $41,000. Based on this, it is likely that of this $1.4B, approximately $15M is collectable. This is due to applications being no longer valid; having been superseded by alternative applications on the same site; or by the use never proceeding.


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8. Enterprise Risk Management

8.1 Corporate Risk Movements

Table 63: Corporate Risks 30 June 2017

Directorate Corporate Risk

Current Risk Level Controls Mitigations

Extreme High Med Low


EDMP 3 0 1 2 0 14 11


Water & Waste 2 0 2 0 0 24 3

OCEO/OCOO 9 0 4 5 0 111 29



TOTAL 23 0 12 11 0 256 97

Table 64: Corporate Risks 30 June 2018

Directorate Corporate Risk

Current Risk Level Controls Mitigations

Extreme High Med Low



Water & Waste 3 0 2 1 0 36 14

OCEO/OCOO 11 0 5 6 0 115 31



TOTAL 26 0 15 12 0 296 107

The number of Corporate Risks has increased since December 2017 by three. There are currently no extreme or intolerable risks identified within the risk profiles and overall control effectiveness is rated as sound.

Risk changes include the addition of three new risks CO000690 – Increased infestation of Red Imported Fire ants, CO000689 – Increased risk of exotic arbovirus, and 161 (Previously a Directorate risk) Inadequate approved land resources for waste management purpose.

Continual reporting to the Executive Leadership Team provides assurance on the management of the risk profiles.

Robust reviews are completed by each Directorate with a particular focus on new and emerging risks and risk scores taking into consideration the current risk environment and control assurance.


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9. Business Continuity

9.1 Business continuity plans by directorate

Table 65: Number of Business Continuity Plans, Critical Operations and Accountable Persons by Directorate

Directorate

30 June 2017 30 June 2018

BCPs Critical Operations

Accountable Persons BCPs Critical

Operations Accountable

Persons

Lifestyle & Community 3 6 1 3 7 1

Transport & Infrastructure 6 19 3 6 19 3

Water & Waste 2 6 2 2 5 1

OCEO/OCOO 3 3 3 3 3 3

Organisational Services 7 30 6 7 39 6

Economy, Planning & Environment 2 3 2 2 3 2

TOTAL 23 67 17 23 76 16

Table 66: Business continuity plans by program

Program Number of BCPs as at 30 June 2018

City Planning 1

City Transport 2

Community Health and Safety 5

Conservation and Environment 0

Economic Development 0

Parks, Recreation and Culture 1

Waste Management 2

Water and Sewerage 1

Organisational Capability 4

Internal Services 7

Total 23

Source: RMIS

The total count of BCPs has remained the same however the number of critical operations at the time of reporting has increased 13% from 67 in December 2017 to 76 in June 2018. This was the result of extensive reviews undertaken with Accountable and Critical Persons as identified within the BCPs. The updated / revised critical operations were endorsed by ELT in March 2018.


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The Business Continuity Management Program supports the strategic objectives of the City and builds capability to:

• continue business operations during disruptive events;

• build resilience of the City;

• identify priorities and prepare the City against disruptive events;

• identify critical operations by undertaking business impact analysis workshops;

• prepare, respond and recover from threats and disruptive events.

• BCP’s are reviewed quarterly in compliance with the Annual Risk Calendar.


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10. Corporate Reputation

10.1 Queensland Ombudsman Reviews There were no findings of maladministration against the City of Gold Coast by the Queensland Ombudsman in 2017-18. This represents the eighth consecutive year this has been achieved.

10.2 Administrative action complaints

Table 67: Administrative Action Complaints received

Directorate 2013-14 2014-15 2015-16 2016-17 2017-18 Change

Lifestyle & Community 90 83 78 67 55 -18%

EDMP 27 20 17 14 1 -93%

Transport & Infrastructure 10 10 17 16 10 -37%

Organisational Services 2 19 36 18 24 +33%

Economy, Planning & Environment 12 11 12 20 18 -10%

Water & Waste 0 0 15 21 39 +86%

OCEO 12 30 19 17 16 -6%

OCOO N/A N/A N/A N/A 0 N/A

Total 160 173 194 173 163 -6%

The total number of administrative action complaints received by the City decreased by 6%.

Table 68: Administrative Action Complaints finalised - 1 July 2017 - 30 June 2018

Directorate Complaints

outstanding at 30/06/17

Complaints received

Complaints finalised

Complaints outstanding at

30/06/18

Lifestyle & Community 0 55 54 1

EDMP 1 1 2 0

Transport & Infrastructure 6 10 15 1

Organisational Services 0 24 23 1

Economy, Planning & Environment 5 18 18 5

Water & Waste 7 39 39 7

OCEO 6 16 17 5

OCOO N/A 0 0 0

Total 25 173 168 20


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10.3 Penalty infringement notice reviews

Table 69: Penalty Infringement Notices review requests 1 July 2017 - 30 June 2018

Total PIN’s PIN Review Requests PIN’s involving officer complaints Resulting in PIN waivers

2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18 2015-16 2016-17 2017-18

Environmental Health and City Law

1,105 768 481 91 56 81 1 1 1 28 20 40

Animal Management

2,030 1,913 1647 363 301 284 0 0 10 69 87 72

City Parking 175,861 176,273 186,515 16,779 20,288 21,225 7 8 2 6,817 8,947 7,170

Total 178,996 178,954 188,643 17,233 20,645 21,590 8 9 13 6,914 9,054 7,282

City Parking:-

There has been noticeable decrease in the number of PINs withdrawn from 2016-2017 to 2017-2018 although the number of PINs review requests increased from 20,288 to 21, 225 respectively.

The number of PIN review requests in 2016-2017 was 20,288 and the number of PINs withdrawn was 8,947 (44%). In 2017-2018 the number of PIN review requests increased to 21,225, however, the number of PINs withdrawn decreased to 7,170 (33%).

Animal management

There has been a decrease in the number of PINs issued which can be attributed to the following;

• A reduction in animals impounded, resulting in less PIN’s being issued.

• An increased presence, through proactive patrols, targeting areas that have been identified as being problematic for dogs off lead. This presence disrupted owners and reduced complaints of breaches.

The number of PINs issued in 2016-2017 was 1,913 and the number of PINs issued in 2017-2018 was 1,647. Of the 1,647 PINs issued, Animal Management received 284 requests to review the PIN. This is 17 less PIN review requests from the previous financial year.


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72 of the PINs reviewed were withdrawn (25%) compared to 29% the previous year.

Environmental Health & City Law Services (EHCLS)

There has been a noticeable decrease in the number of PINs issued by EHCLS. In 2015-2016 the number of PINs issued by EHCLS was 1105, compared to 768 in 2016-2017 and 481 in 2017-2018. EHCLS justifies this decrease in PINs issued advising they placed a greater focus on education and ‘Eat Safe’ in the lead up to the Commonwealth Games.

It is noted that there was a significant increase in the number of PIN review requests (increased from 56 in 2016-17 to 81 in 2017-18) despite the 287 less PINs issued in 2017-18. Of the 81 PIN review Requests received, 40 PINs were waived (49%) compared with 36% in 2016-17 compared to36% in 2016-17 to 49%.

Lifestyle and Community

Overall, as a Directorate, there was a noticeable increase in the number of PINs issued. The number of PINs issued increased from 178,954 in 2016-17 to 188,543 in 2017-18.

Along with the 9,789 increase in PINs issued in 2017-18, there was a further 945 requests for PIN review from 2016-17 to 2017-2018.

The increase in total number of PINs issued in 2017-2018 was due to the appointment of 6 casual City Parking Officers to fill in for permanent staff during periods of leave.


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10.4 Privacy complaints

Table 70: Privacy complaints finalised as at 30 June 2018

Directorate Outstanding at 30/06/17

Complaints received


Complaints outstanding at

30/06/18

Privacy complaints 0 19 17 2

The Information Privacy Act 2009 (IP Act) regulates how the City manages an individual’s personal information. The Legal Services branch investigates complaints from individuals who consider that the City has failed to fulfil its legislative obligations.

During 2017-18, the City investigated 19 new privacy complaints, and 0 complaints were carried over from June 2017. Of these, 17 complaints were resolved and 2 complaints were carried over for investigation in 2018-19.

During 2017-18 complaints received (19 in total) and included -

• 9 privacy breach allegations regarding face to face interactions involving regulatory functions of the City. Following investigation, 7 of the allegations were not sustained. Two investigations of privacy breach allegations are underway as at 30/06/2018

• 6 privacy breach allegations regarding use of the City Traffic Monitoring cameras. Following investigation none of the allegations were sustained.

• 4 privacy breach allegations were related to unauthorised access/use of Council managed information or unsecured information systems. (Following investigation, none of the allegations were sustained)

10.5 Energy and water ombudsman complaints

Table 71: Energy and Water Ombudsman complaints 1 July 2017 to 30 June 2018

Type Outstanding at 30/6/2016

Complaints received


Outstanding at 30/6/17

Refer to higher level 0 11 11 0

Notice of investigation 1 14 13 2

The Office of the Energy and Water Ombudsman Queensland (EWOQ) provides an independent dispute resolution service for customers of Queensland’s energy and water providers. There are two different types of referrals the City receives from the EWOQ:

1. Refer to Higher Level

The EWOQ may choose to refer a complaint back to the City, by sending a referral to the office of the CEO. The referral gives the City the opportunity to investigate and resolve the customer’s complaint without the need for an EWOQ investigation.

Referrals typically require the cooperation of the Revenue Services branch and/or Gold Coast Water and Waste, and may involve research into historical billing data and infrastructure issues. Compliance with policies and legislation is central to many investigations. Recommendations at the conclusion of the City’s investigation must address the issues


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raised by the EWOQ. Recommendations may also include measures to bring about a mutually acceptable resolution such as payment plans or hardship arrangements.

2. Notice of Investigation

If the EWOQ decides to carry out its own investigation of a complaint, a Notice of Investigation is sent to the City. A brief description of the customer’s complaint is provided, accompanied by an information request to assist the EWOQ in their investigation. The information request is usually detailed, requiring a comprehensive level of documentation, historical records, analysis, and advice.

At the conclusion of the investigation the EWOQ issues a decision notice and may make orders if the complaint is upheld. There were no complaints upheld against the City in 2017-2018.

10.6 Internal audit report

Table 72: Completion of prior years’ audit recommendations

% Completed at Year End

Year that Audit Action Was Raised

2014 2015 2016 2017 2018

At 30 June 2018 100 85 52 23 45

At 30 June 2017 99 73 35 3

At 30 June 2016 70 28 2

At 30 June 2015 38 2

At 30 June 2014 20

Audit actions continued to be completed through the year and it is noted that 45% of 2017-18 audit actions are already completed as at the end of the year.

10.7 Media sentiment

Table 73: Number of favourable and unfavourable media reports:

Type of report 2014-15 2015-16 2016-17 2017-18 % Change

Volume Volume Volume Volume

Favourable 1,019 807 896 1487 66%

Unfavourable 153 145 204 243 19%

Neutral 772 683 677 1256 86%

Total 1,944 1,635 1,777 2986 68%

Total media reports increased by 1209 in 2017-18, representing an increase of 68%. This was due to the GC Commonwealth Games and world-wide media. Favourable media report ratios increased by 66%, a unique year for the City.


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Table 74: Comments by main focus of media coverage:

Focus area October 2016 – June 2017 July 2017 – June 2018

Favourable Neutral Unfavourable Favourable Neutral Unfavourable

Our prosperous city 122 77 16 212 98 48

Safe and liveable cities 118 40 7 199 69 32

City corporate 35 75 3 6 80 0

Culture and events 75 32 5 187 55 48

City transport 47 16 9 101 43 156

Our natural city 9 2 1 188 54 35

Waste/water 5 1 0 5 1 2

Ocean beaches 4 3 1 134 12 2

Total 415 246 42 1032 412 323

Table 75: Number of broadcasts (radio and TV) by focus area:

Focus area October 2016 – June 2017 July 2017 – June 2018

Our prosperous city 339 498

Safe and liveable cities 384 390

City corporate 156 170

Culture and events 149 256

City transport 120 312

Our natural city 31 49

Waste/water 14 14

Ocean beaches 19 77

Total 1212 1766

2017-18 was a unique year for the city with the GC Commonwealth Games a focal point. It was not just the 11 days of Games reporting, but a sustained seven month build-up of Games coverage locally, nationally and internationally.

The Games secured exceptional media interest for the city with key pillars such as transport, beaches and arts/culture featuring. The overall reporting was proactive and positive with a significant number of the neutral articles and reports more favourable than neutral.

Transport, business activity and allegations that business had lost trade during the Games were the key negatives.


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11. Financial Management

11.1 Financial Ratios All ratio results reported below are calculated from the audited financial statements.

Table 76: Financial Sustainability Ratios

Ratio Target 2014-15 2015-16 2016-17 2017-18

Management of operating position

Operating surplus ratio (%) 0% - 10% (1.6) 1.1 1.6 (3.7)

Adjusted Operating Surplus (%) >16% 21.6 19.8 21.0 15.6

Management of debt

Net financial liabilities (%) <60% 15.8 (3.6) (15.0) (18.4)

Debt Service Coverage (times) >2.2 2.9 2.8 2.6 2.0

Debt Service Ratio (%) <20% 9.0 9.1 9.7 9.3

Management of infrastructure assets

Asset sustainability (%)1 >90% 34.8 46 48 57

Asset Renewal Funding (%) 90% - 100% 100 100 128 100

Asset Consumption (%)2 40% - 80% 69 69 69 69 Note: The previous SoOR report incorrectly included land values in the calculation in the Asset Consumption Ratio. These have been

recalculated to correctly reflect the ratio formula.

1. Depreciation

2. WDV/Gross Value

1. Operating surplus ratio

Operating Result / Operating Revenue

For 2017-18, there was an operating deficit of $47 million due to high one-off operating costs incurred for the Commonwealth Games and the Light Rail contribution. It is anticipated that Council will return to an operating surplus in 2018-19.

2. Adjusted operating surplus ratio

(Operating Result + Depreciation Expense) / Operating Revenue

3. This ratio is the same calculation as the Operating Surplus ratio except that depreciation expense has been removed from the operating result to avoid the ratio outcome being clouded by accounting depreciation. Council was projected to fall under the benchmark for 2017-18 due to the high on-off operating costs associated with the Commonwealth Games and Light Rail contribution. QTC has approved this variance for one year. Council is expected to meet the benchmark in 2018-19.

4. Net financial liabilities ratio

(Total Liabilities – Current Assets) / Operating Revenue

This ratio indicates the extent to which we are capable of funding liabilities serviced by our operating revenues. In the context of a household budget, this ratio would indicate whether a homeowner's annual salary plus savings could repay the mortgage and all other debt, assuming no money was spent on anything else during the year. A value of less than 60 per cent indicates that we have the capacity to comfortably fund our liabilities. Council is well under the maximum benchmark with current assets exceeding total liabilities as at 30 June 2018.


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5. Debt service coverage

(Operating Result + Interest Expense + Depreciation) / (Interest Expense + Prior Year Current Debt)

6. The Debt Service coverage ratio measures Council’s ability to cover debt repayments in the short-term. Council was projected to fall under the benchmark for 2017-18 due to the high on-off operating costs associated with the Commonwealth Games and Light Rail contribution. QTC has approved this variance for one year. Council is expected to meet the benchmark in 2018-19.

7. Debt service ratio

(Loan repayments of interest and principal) / Operating Revenue

8. The Debt Service ratio measures the percentage of Councils revenue required to repay borrowings. Council remains well under the threshold target of 20%.

9. Asset sustainability ratio

Asset Renewal / Depreciation Expense

The Asset Sustainability ratio provides an approximation of the extent to which the infrastructure assets managed by Council are being replaced as they reach the end of their useful lives. The accuracy of the ratio is dependent on how well straight-line depreciation represents the decline in condition of assets. The result of this ratio is well under benchmark. However, Council does not rely on this ratio as Asset Management Plans are maintained for each class of infrastructure asset to provide the level of renewals required to keep assets in a condition that maintains accepted service levels.

10. Asset renewal funding ratio

NPV of Planned Renewals in 10 Year Forecast / NPV of Required Renewals in AMP

The Asset Renewal Funding ratio is a forward looking ratio comparing forecasted renewal expenditure to the required renewals in the Asset Management Plan. A result of 100% indicates that Council is adequately providing for asset renewals in the long term financial plan.

11. Asset consumption ratio

Written Down Value of Depreciating Assets / Gross Value of Depreciating Assets

This ratio gives an indication of the ‘as new’ value remaining in Council’s infrastructure assets. A result of 69% (as at 30 June 2016 – the last audited results available) indicates Council’s assets are still in relatively new condition. This aligns with information provided previously on the condition of the City’s infrastructure with the majority of assets being in a very healthy state.

12. Independent Auditor’s Report

Each year the Queensland Audit Office (QAO) audits the financial report of GCCC and provides an opinion – the Independent Auditor’s Report - as to whether the financial report is free from material misstatement.

Over the last five years, including 2017-18, the Independent Auditor has consistently provided the opinion that the financial statements present a true and fair view in accordance with the prescribed accounting standards. The Auditors report for 2017-18 was released on 24 October 2018.


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11.2 Annual Revenue Forgone

Table 77: Annual Revenue Forgone ($) Concessions (Foregone Revenue) 2014-15 2015-16 2016-17 2017-18 % Change

Rates

Discount - General Rates 36,677,850 38,710,700 40,435,485 41,829,840 3.4%

Pensioner Remission - General Rates 6,586,797 6,627,300 6,573,267 6,501,439 (1.1%)

Donations - Eligible Properties/Non-Profit/Nature Conservation 2,519,917 2,528,931 2,375,037 2,305,922 (2.9%)

Donations - Waste Management Charges 484,883 510,625 534,681 552,258 3.3%

Donations - Water/Sewerage Rates 2,960,777 2,316,746 2,786,064 2,621,858 (5.9%)

Water and Sewerage Leakage Relief 3,084,968 1,582,561 2,363,177 2,458,417 4.0%

Renal Dialysis Patients at Home 17,670 17,500 17,800 18,135 1.9%

Interest on Rates Arrangements 610,000 628,300 650,000 680,000 4.6%

Total Rate Concessions 52,942,862 52,922,664 55,735,511 56,967,869 2.2%

Fees & Charges

Animal Management 3,640,000 3,749,000 3,865,000 3,930,000 1.7%

Community Venues 681,400 631,400 1,576,000 1,618,187 2.7%

Parking Fees 674,959 532,154 947,723 1,412,415 49.0%

Waste Disposal 1,231,000 1,267,305 1,329,513 1,332,040 0.2%

Other 32,157 24,212 220,605 82,769 (62.5%)

Total Concessions – Fees & Charges 6,259,516 6,204,071 7,938,741 8,375,411 5.5%

Council Owned Land - Leased

Rental on Leases 2,700,000 2,700,000 3,000,000 3,000,000 0.0%

Total Concessions – Council Owned Leased Land 2,700,000 2,700,000 3,000,000 3,000,000 0.0%

Infrastructure Charges and Development Applications

Infrastructure Charges foregone due to Construction Kickstart Program 8,161,968 Nil - program ceased

Infrastructure Charges foregone - Not For Profit organisations 202,460 125,077 432,103 240,688 (42.6%)

Development Applications - Fee Discounts (Not for Profit) 95,103 141,000 87,094 28,533 (67.2%)

Infrastructure Charge exemption for changes of use within an existing structure 0 0 1,910,471 1,339,360 (29.9%)

Infrastructure Charge exemption for expansion of an existing lawfully established non-residential land use

0 0 523,544 664,257 26.9%

Parking Station (commercial car park) exemption 0 0 1,234,467 191,330 (84.5%)-

Total Concessions – Infrastructure Charges and Development Applications 8,459,531 266,077 4,187,679 2,464,188 (41.2%)

Total Concessions 70,361,909 62,092,811 70,862,031 70,807,468 (0.1%)

Note: The criteria for determination of forgone revenue for Waste Management has been amended from the criteria applied in the previous 2014-15 Q4 SoOR.

Annual revenue forgone in 2017-18 was $70.8 million representing a (0.1%) decrease on 2016-17 figures.


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12. Fleet optimisation

12.1 Fleet equipment numbers

Table 78: Fleet Equipment Numbers

Equipment Category 30 June 2015 30 June 2016 30 June 2017 30 June 2018

Small Plant/Minor Equipment 2,641 2,604 2,583 2,646

Two Way Radios 1,422 1,324 1,390 1,442

Passenger Vehicles 216 189 149 144

Light Commercial Vehicles 675 690 714 719

Trucks 2T-8T 326 306 322 308

Trucks >8T 53 56 63 64

Heavy Plant & Equipment 127 113 117 116

General Plant & Equipment 512 522 525 469

TOTAL 5,972 5,804 5,863 5,908

In the lead up to the Commonwealth Games, total fleet numbers rose to 6,137 (as reported in December 2017). During the first half of 2018 an overall reduction in the number of vehicles, heavy plant and equipment has been observed, similar to pre Games levels. The next six months will provide data to more accurately inform future ‘business as usual’ optimisation strategies and initiatives.

The overall increase of fleet equipment numbers since this time last year, is predominately in the smaller asset categories (e.g. two way radios, brush cutters, etc.), which were scheduled for disposal at Council’s biennial minor equipment auction in November 2018.


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12.2 Heavy plant fleet utilisation

Table 79: Heavy plant fleet utilisation, 30 June 2018

Bac

khoe

s

Doz

ers

Exca

vato

rs

(>24

T)

Exca

vato

rs

(<24

T)

Gra

ders

Land

fill

com

pact

ors

Whe

el/T

rack

Lo

ader

s

Trac

tors

Data

A Number of items1 8 1 7 14 4 3 8 32

B Average available hours1 2,119 2,119 2,119 2,104 2,119 2,119 2,120 2,119

C Average hired hours1 1,428 2,016 1,757 1,480 722 2,016 1,675 1,959

D Average hours run2 744 914 1,386 524 700 2,084 1,414 946

Utilisation figures

E Hours hired utilisation July 2017 - June 20183 67% 95% 83% 71% 34% 95% 79% 93%

Hours hired utilisation 2016-17 78% 101% 74% 69% 40% 99% 89% 96%

F Hours hired utilisation (budgeted target) 80% 95% 80% 70% 60% 95% 90% 90%

G Operational utilisation July 2017 - June 20184 53% 46% 79% 36% 97% 104% 85% 49%

Operational utilisation 2016-17 40% 38% 92% 43% 99% 118% 90% 54%

H Operational utilisation (budgeted target) 40% 40% 90% 40% 90% 110% 90% 50%

Benchmarking

I IPWEA benchmarks (hours run) 800 -- 1,000 800 1,000 1,000 800 800

J IPWEA benchmarks (%) 38% -- 47% 38% 47% 47% 38% 38%

K External organisation benchmarks (hours run) 645 -- 951 676 926 1,436 899 667

L External organisation benchmarks (%) 30% -- 45% 32% 44% 68% 42% 31%

M CoGC average (hours run) 744 914 1,386 524 700 2,084 1,414 946

N CoGC hours run utilisation July 2017 – June 2018 (%)5

36% 43% 66% 25% 32% 99% 67% 45%

CoGC hours run utilisation 2016-2017 31% 38% 68% 30% 40% 117% 81% 51%

Notes: 1. From SAP 2. From fuel system 3. E = C/B 4. G = D/C 5. N = D/B


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Analysis

Backhoes – while hours hired utilisation has reduced from last year’s figures, both operational utilisation and hours run utilisation have increased. This indicates that they are being more extensively used when they are on hire, and are now more closely aligned with IPWEA industry benchmarks. Reduced hours hired utilisation results in less plant hire income, while increased hours run utilisation results in increased operating costs per hour. Both utilisation targets show unfavourable variations from budgetary targets. This trend will be monitored during the next reporting period for any fleet rationalisation or composition optimisation opportunities, giving consideration to trends for externally hired backhoes (refer below).

Dozers - while hours hired utilisation has reduced from last year’s figures, both operational utilisation and hours run utilisation have increased. This indicates that this machine is being more extensively used when it is on hire. The reduction in hours hired is due to higher than anticipated mechanical breakdowns together with downtime associated with the installation of cabin air filtration systems to protect plant operators from potential landfill gas emissions. This combined with reduced hours hired utilisation resulting in less plant hire income, and increased hours run utilisation resulting in increased operating costs per hour, has resulted in unfavourable variations from budgetary targets. This trend will be monitored during the next reporting period for any fleet rationalisation or composition optimisation opportunities, giving consideration to trends for externally hired backhoes (refer below).

Excavators >20T - hours hired utilisation has increased over last year’s result, while both operational utilisation and hours run utilisation have decreased. This indicates that these units are being used less frequently during periods of hire to various job sites. Despite this change, hours run utilisation remains significantly higher than IPWEA industry benchmarks. Both hours hired and operational utilisation show favourable variations from budgetary targets.

Excavators <20T – as with the larger excavators mentioned above, hours hired utilisation has increased over last year’s result, while both operational utilisation and hours run utilisation have decreased. This indicates that these units are being used less frequently during periods of hire to various job sites. While both hours hired and operational utilisation show favourable variations compared to budgetary targets (increased plant hire revenue and decreased operational costs), hours run utilisation is well below the IPWEA industry benchmarks. In many cases these units are operated as part of a combination (truck, skid steer loader, mini excavator) and dispatched to various job sites with a single plant operator, resulting in lower hours run per machine. However, given the extremely large volume of externally hired equipment in this category together with the high volume of externally hired combinations (refer below), investigations are underway to identify fleet rationalisation or composition optimisation opportunities to improve this result.

Graders - hours hired utilisation has reduced from the last reporting period, and is well below the budgetary target. This is due to the reduction in major road construction projects leading up to the Commonwealth Games. The corresponding decrease in plant hire revenue this generates is offset by a higher than budgeted level of hours run utilisation (reduced cost). Despite a slight reduction from last year’s figures, operational utilisation remain very high. This trend is expected to continue, as Graders typically produce high levels of operational utilisation. Hours run utilisation is well below the IPWEA industry benchmarks, despite a change in configuration of one grader to a smaller ‘carpark’ sized machine at the request of customers. Opportunities are currently being explored to improve this result, however it is noted that utilisation of externally hired graders has reduced over the period (refer below), indicating reduced organisational demand.

Landfill compactors – all utilisation measures for this category of equipment have reduced slightly over last year’s figures. Despite this result, hours run utilisation remains significantly above both IPWEA industry benchmarks and utilisation results from external organisations, as these machines are utilised seven days per week on the City’s landfill sites. The drop in utilisation will be monitored to ensure it does not continue.

Wheel/Track loaders – as with landfill compactors above, all utilisation measures for this category of equipment have reduced slightly over last year’s figures. These reductions are due to downtime associated with the installation of cabin air filtration systems to protect plant operators from potential landfill gas emissions, and higher than anticipated mechanical breakdowns. These mechanical breakdowns are due to equipment being well beyond their design useful life parameters. This has occurred as a result of ongoing investigations (due to be completed 2018/19) into suitable alternative equipment which will assist in reducing landfill operational costs while improving safety outcomes. Despite


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this result, hours run utilisation remains significantly above both IPWEA industry benchmarks and utilisation results from external organisations.

Tractors - all utilisation measures for this category of equipment have reduced slightly over last year’s figures. Despite this result, hours run utilisation remains significantly above both IPWEA industry benchmarks and utilisation results from external organisations. The drop in utilisation will be monitored to ensure it does not continue.

12.3 Heavy vehicle fleet utilisation

Table 80: Truck utilisation, 30 June 2018

2T Trucks

4T Trucks

6T Trucks

8T Trucks

12T Trucks

Prime Movers

Data

A Number of items 79 167 17 47 26 15

B Average available hours 2,050 1,995 2,053 1,979 2,041 2,092

C Average hired hours (1) 1,694 1,784 1,810 1,410 1,491 1,990

Utilisation figures

D Hours hired utilisation July 2017 - June 2018 (2) 83% 90% 89% 71% 73% 95%

Hours hired utilisation 2016-2017 95% 93% 97% 69% 75% 123%

E Hours hired utilisation (budgeted target) 95% 95% 95% 70% 70% 120%

Benchmarking

F IPWEA benchmarks (kms) 10,000 20,000 20,000 20,000 35,000 35,000

G External organisation benchmarks (kms) 20,079 21,030 21,030 21,030 31,192 31,192

H CoGC kilometres travelled utilisation (3) 17,666 15,697 15,811 17,748 35,588 56,833

CoGC kilometres travelled utilisation 2016-2017 18,654 16,699 16,103 18,985 41,186 59,128

I Kilometres travelled utilisation (budgeted target) 15,000 15,000 15,000 20,000 35,000 50,000

Notes: (1) From SAP (2) D = C/B (3) From fuel system

Analysis

2T trucks – all utilisation measures for this category of equipment have reduced slightly over last year’s figures. The reduction in hours hired utilisation results in reduced plant hire income, however this is offset with a reduction in kilometres travelled utilisation which results in reduced operational costs. Despite the reduction, kilometres travelled utilisation remains above both the budgeted target, and the IPWEA industry benchmark.

4T and 6T trucks – as with 2T trucks, all utilisation measures for these categories of equipment have reduced slightly over last year’s figures. The reduction in hours hired utilisation results in reduced plant hire income, however this is offset with a reduction in kilometres travelled utilisation which results in reduced operational costs. Despite the reduction, kilometres travelled utilisation remains above the budgeted targets. While it remains below both the IPWEA and external organisation benchmarks, this is due to the fact that many of these units are crew trucks and work as site tool boxes hence the lower kilometres travelled. The drop in utilisation will be monitored to ensure it does not continue.


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8T trucks – hours hired utilisation has increased over the last reporting period, despite a slight reduction in kilometres travelled utilisation (producing a favourable result). This category of truck includes the City’s fleet of water tankers which were fully utilised during the Commonwealth Games.

12T trucks – despite a slight reduction from last period, hours hired utilisation remains above the budget target. In addition, kilometres travelled utilisation remains above both the IPWEA and external organisational benchmarks together with the set budgeted target. These trucks were heavily utilised on pre Commonwealth Games construction works, and the significant amount of externally hired units (refer below) confirms the organisational demand for 12T trucks on an ongoing basis.

Prime movers – all utilisation measures for this category of equipment have reduced slightly over last year’s figures. This is directly due to two factors, viz; equipment held back from disposal and put on standby in case it was needed to support Council activities during the Commonwealth Games, and this same equipment awaiting disposal post Games. As such, this trend is not expected to continue, and utilisation figures are expected to return to pre Games levels. Kilometres travelled utilisation remains above both the IPWEA and external organisational benchmarks despite the slight reduction, and budgetary targets for this measure have been met.

12.4 Externally hired heavy vehicle/plant utilisation

Table 81: Equipment by number of hours hired, 1 July 2017 to 30 June 2018

Equipment CoGC owned fleet External fleet

2016-2017 2017-2018 2016-2017 2017-2018

Backhoes 12,795 (89%) 10,338 (86%) 1,618 (11%) 1,678 (14%)

Dozers 2,143 (39%) 2,016 (36%) 3,418 (61%) 3,536 (64%)

Excavators (<20T) 14,404 (28%) 13,599 (65%) 36,561 (72%) 7,463 (35%)

Excavators (>20T) 9,397 (55%) 13,728 (37%) 7,584 (45%) 23,524 (63%)

Graders 3,439 (77%) 2,523 (75%) 1,019 (23%) 822 (25%)

Loaders (all types) 33,464 (68%) 35,482 (72%) 15,722 (32%) 13,845 (28%)

Trucks (12T) 31,399 (42%) 30,278 (45%) 43,801 (58%) 37,703 (55%)

Sub Total 107,041 (49.4%) 107,964 (54.9%) 109,723 (50.6%) 88,571 (45.1%)

Excavator and Loader Combos

Counted individually as loaders and

excavators above

Not counted in 2016-17 23,121

TOTALS 107,041 (49.4%) 107,964 (49.2%) 109,723 (50.6%) 111,692 (50.8%) Percentages attributed to overall comparative hire i.e. internals vs external

Analysis

The City’s fleet holdings are targeted to meet the organisation’s normal and ongoing workload commitments. The base level of demand is monitored through hours hired utilisation (as above). Peaks in workload are dealt with through the use of externally hired equipment and ongoing assessment of this ratio provides an insight into the appropriateness of the size and composition of the City’s fleet.

Externally hired combination units have not been considered in previous reports as hire of these assets is counted individually (loader and excavator separate counts) when provided internally, and as a single unit when sourced


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externally. They have been included in this report for information and to enable a comparison for future reports, and provide a more accurate total for comparative purposes.

External hire continues to be greater than internal hire, and while there appears to be an opportunity to increase the size of the City’s fleet, there are several factors to consider, including (but not limited to):

• Garaging space, there is limited opportunity for a significant increase in trucks and smaller plant items due to lack of secure depot facilities for overnight parking

• Maintenance staff and facilities; a significant increase in plant and equipment would entail an increase in trades staff and increased facilities or increased use of existing facilities by adding additional shifts; or out-sourcing some maintenance activities

• Drivers and operators; additional staff resources to drive and operate would be required

• Utilisation levels of all equipment are now returning to pre Commonwealth Games levels, and any decision made on further investments in the Fleet should be made on ‘business as usual’ parameters

• The Fleet review is scheduled to be conducted during the 2018/19 financial year, and will consider the above ratios and make recommendations on any changes (increase or decreases)

12.5 Light vehicle fleet utilisation and optimisation

Table 82: Passenger and light vehicle utilisation, 1 July 2017 to 30 June 2018

Passenger vehicles Light commercial vehicles

Data

A Number of items 165 765

B Average available hours 1,990 2,033

C Average hired hours (1) 1,797 1,905

Utilisation figures

D Hours hired utilisation 2017-2018 (2) 90% 94%

Hours hired utilisation 2016-2017 100% 99%

E Hours hired utilisation (budgeted target) 98% 98%

Benchmarking F ABS - Australian vehicle use (kms) 15,000 15,000

G CoGC kilometres travelled utilisation 2017-2018 (3) 13,884 16,131

CoGC kilometres travelled utilisation 2016-2017 15,487 17,181

H Kilometres travelled utilisation (budgeted target) 15,000 15,000

Notes: (1) From SAP (2) D = C/B (3) From fuel system

Analysis

Compared to the previous six months, Fleet had an extra 30 vehicles temporarily on hire during the Jan – June 2018 period to support Commonwealth Games activities. These ‘extra’ vehicle numbers were achieved through assets being held back and/or brought forward purchases and resulted in the relative increase in overheads associated with asset changeover (i.e. retaining them for auction or redistribution). Consequently the non-chargeable hours were inflated and hours hired utilisation decreased.

Post Games, passenger/light numbers and vehicle trends are expected to normalise, with the next reporting period providing benchmark data for future optimisation.


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12.6 Corporate car pool utilisation

Table 83: Passenger and light vehicle utilisation, 1 July 2017 to 30 June 2018 (%)

Car pool location Number of pool vehicles Average maximum vehicle

use Surplus

2016-17 2017-18 2016-17 2017-18 2016-17 2017-18

Nerang 34 32 29 26 5 6

Waterside 32 27 28 22 4 5

Karp Court 20 17 18 14 2 3

TOTAL 86 76 75 62 11 14

Analysis

Despite the overall reduction in the number of pool vehicles available, there has been a decrease in the average maximum vehicle use for the reporting period. This can be partially attributed to the Commonwealth Games Games traffic reduction strategy i.e. vehicles were not heavily utilised during this period to alleviate traffic on our roads. Carpool usage will be monitored over the next period to ensure drivers are utilising the vehicles as per their bookings, and to identify any additional fleet optimisation opportunities.

12.7 Vehicle/plant/equipment incident trends

Table 84: Total vehicle/plant/equipment incidents

2016-17

Quarter ending

2017-18

Quarter ending

30/09 31/12 31/03 30/06 30/09 31/12 31/03 30/06

Number 126 151 134 105 128 122 123 114

TOTAL 516 502

A reduction of approximately 3% has been achieved over the 2016/17 to 2017/18 comparison. Contributing to this downward trend is the continued rollout of reverse cameras in mobile plant, heavy trucks and light vehicles. While not the magnitude of reduction anticipated, a number of other activities from the Vehicle Operations Working Group (VOWG) (aimed at reducing vehicle incidents) are in the advanced stages of implementation, and it is hoped that this result will be significantly improved for the next report.


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REDACTED

The directorates with the highest incident per employee ratio are the directorates with the highest number of outdoor workers (field based). The Verification of Current Competency (VOCC) program has commenced and the VOWG recommendations are being implemented, and are expected to drive the trend downwards.


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Table 86: Vehicle/plant/equipment incidents by directorate and incident/vehicle ratio

Directorate Number of incidents Number of vehicles1 Incidents/vehicle ratio (%)

2016-2017 2017-18 2016-2017 2017-18 2016-2017 2017-18

OCEO 23 14 24 30 95.8% 46.67%

OCOO


21 21 34 35 61.8% 60.0%

Water and Waste 44 79 255 243 17.3% 32.5%


199 222 488 427 40.8% 52.0%

Organisational Services

75 85 255 302 29.4% 28.1%

Lifestyle and Community

90 74 219 293 41.1% 25.3%

Economic Development & Major Projects

3 0 12 0 25.0% 0%

Total 455 495 1,287 1,330 35.4% 37.9%

1. Count includes light vehicles, heavy vehicles and heavy plant only

Of note is the similar incident to vehicle ratios across the directorates. Of particular interest is that the Economy, Planning & Environment directorate, with predominantly indoor workers who infrequently drive a vehicle (and the corresponding low numbers of vehicles within that directorate) are achieving higher ratios than directorates with a high number of vehicles and workers whose nominal role is to drive vehicles or operate mobile plant.


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REDACTED

The number of infringements incurred for the 2017-2018 is similar to last year’s results. Note that this only includes infringements which are issued through camera recorded offences, as roadside issued infringements go directly to the driver. Again, the actions of the Vehicle Operations Working Group are expected to drive improvement in these results.

Fleet Notes:

Fleet utilisation

Utilisation is defined as the extent of use of a particular vehicle, item of plant or equipment. It is a key indicator in determining if a fleet asset is needed on a permanent or intermittent basis, and if the asset should be owned by the organisation or hired from external suppliers as required. There are a number of input factors and differing utilisation measures used to manage the City’s Fleet as outlined below:

Number of items

The number of items in each utilisation sample will not match the number of items currently in the fleet as shown in the report, if any items in that asset class have been replaced during the reporting period. Asset utilisation calculations look at all items that were owned at any point during the period, whereas fleet numbers are calculated at a single point in time.

Average available hours

Available hours are calculated based on 8 ½ hours per day, 5 days per week, 50 weeks per year (factoring in public holidays), giving a maximum of 2,125 hours per annum. Available hours can vary if a fleet asset is owned for less than a full year period, thus reducing the average available hours across that asset class. This generally occurs due to scheduled replacement of fleet assets.


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Hours hired utilisation

This is a means of measuring customer demand through comparison of the extent to which fleet assets are hired to internal customers during the period the organisation owns the assets.

Average hours available (from above) are compared to the actual number of hours an asset is hired to customers, taken as an average across each asset class.

Fleet hire revenue budgets are calculated based on set hours hired utilisation targets, and are listed in the following tables for information.

Hours run utilisation (heavy plant and equipment only)

This is a means of measuring the extent of use of a particular item of plant or equipment through comparison of the number of hours the plant or equipment was operational (i.e. switched on) during the period the organisation owns the asset. This is the measure most often used for benchmarking plant and equipment utilisation across similar organisations.

Available hours (from above) are compared to actual annual hour meter readings, taken as an average across each asset class.

Kilometres travelled utilisation (heavy/light vehicles only)

Similar to the hours run utilisation (above), this is a means of measuring the extent of use of a particular vehicle through comparison of the annual kilometres travelled for the period the organisation owns the asset. This is the measure most often use for benchmarking vehicle utilisation across similar organisations.

Operational utilisation (heavy plant and equipment only)

This is a means of measuring customer effectiveness in using plant and equipment during the period for which they have them on hire.

Hours hired utilisation (from above) is compared to actual annual hour meter readings, taken as an average across each asset class.

Expected operational utilisation varies between different classes of heavy plant and equipment. This is based on the designed application of the machine. For example, a backhoe may attend a job site for a full day, but only be required to dig a trench at the start of the day and fill it in again at the conclusion of the day. In such circumstance, it is not generally cost effective to remove the machine from the site for the hours it is not in use. Fleet equipment operational expenditure budgets are calculated based (in part) on set operational utilisation targets, and are listed in the tables for information.

Externally hired equipment utilisation

The gives an indicator of the degree to which the organisations plant hire demand is met through provision of City owned plant/equipment versus externally owned plant/equipment. It is measured by comparing City owned plant/equipment hours hired to externally owned plant/equipment hours hired by equipment category. This allows identification of any potential cost savings through insourcing/outsourcing of various types of plant/equipment.

Benchmarking

It is important to note that different classes of vehicles, plant and equipment, by their very nature produce differing levels of utilisation. As a result, the only valid means of measuring an organisation’s utilisational performance is through comparison to set industry benchmarks or similar external organisations.

Benchmarking comparisons used this report been extracted from the Institute of Public Works Engineering Australia (IPWEA) industry benchmarks, Australian Bureau of Statistics (Australian vehicle use survey), and comparative information has been obtained from 22 other local government and utility organisations across Australia.


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ITEM 12 OFFICE OF THE CHIEF EXECUTIVE OFFICER MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1) 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

(h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.

1.2 I recommend that the report/attachment be deemed non-confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT To seek approval for the establishment of the Major Events Gold Coast entity as a company limited by shares and for Council to utilise its beneficial enterprise powers in establishing the company. Should Council so decide, Council’s previous resolutions for the establishment of a company limited by guarantee and the seeking of the Treasurer’s approval need to be amended. 4 PREVIOUS RESOLUTIONS ETG18.1122.005 (part)

12 That subject to Council obtaining the approval of the Treasurer pursuant to s.60A of the Statutory Bodies Financial Arrangements Act 1982, Surfers Paradise Alliance Limited , Broadbeach Alliance Limited and Connecting Southern Gold Coast Limited be formally wound up effective from 1 July 2020;

13 That subject to Council obtaining the approval of the Treasurer pursuant to s.60A of the Statutory Bodies Financial Arrangements Act 1982, a new company (limited by guarantee) titled “Major Events Gold Coast Ltd” (MEGC) be established under the provisions of the Corporations Act 2001, with Council being the sole member;

5 DISCUSSION Subsequent to the decision by Council to establish a new entity for the delivery of major events for the Gold Coast, a number of actions have been taken towards implementation. As part of determining the establishment of the company form for the new entity, legal advice was sought as to the best form to adopt. Advice was also sought on the requirements for Ministerial approval.


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1)

Corporate Form

The existing entities to be replaced by MEGC (Surfers Paradise Alliance, Broadbeach Alliance and Connecting Southern Gold Coast) were established as companies limited by guarantee. Legal advice was sought as to whether this or another company structure would be the most suitable for the establishment of the MEGC, given the expanded scope of the new company. Two company structures were considered, a company limited by guarantee and a company limited by shares. The below table lists the various attributes of each type of company:

Company Limited by Guarantee

Company Limited by Shares

General Flexible and well known corporate structure. Mostly used for not-for-profit ventures where there are no distributions to the members.

Flexible and well known corporate structure.

Liability Limited liability for members. Limited liability for shareholders

Asset Risk Exposure to assets in event of financial difficulties

Exposure to assets in event of financial difficulties.

Governance and Protections

Governed by the Corporations Act and company constitution. Corporate governance and members protections afforded under Corporations Act.

Governed by the Corporations Act, company constitution and, if more than one shareholder, a shareholders agreement. Corporate governance and members protections afforded under Corporations Act.

Transferability Membership generally not transferrable.

Shares transferable subject to requirements in Corporations Act, the constitution and provisions of the shareholders agreement (if applicable).

Income Tax Exemption

Will not quality for exemption as a State Territory Body (STB) - therefore cannot rely on that exemption. May seek to rely on the exemption under Item 8.1 of Sec 50-40 of the ITAA - this will require careful drafting of the objects.

May qualify for exemption on the basis that it is a STB.


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1)

Company Limited by Guarantee

Company Limited by Shares

Distributions No distributions to members.

Permits distributions to shareholders through declaration of dividends.

Eligibility to receive surplus from Existing Companies

Existing Company surpluses may be distributed to the new entity if the objects of the new entity are consistent with existing entity objects.

Could seek to specify consistent objects for the company limited by shares to facilitate distribution of surplus - but this may create uncertainty. In the absence of consistent objects, ineligible to receive existing entity surpluses.

Dealing with assets on winding up

On winding up, any surplus must be distributed to an entity with consistent objects. No scope to distribute income or property back to Council (as the member).

May distribute income and assets back to Council (as the sole shareholder). This would be beneficial if Council wanted to take the function back into Council.

Funds and Debt Raising

Raising debt finance far more difficult than under company limited by shares model

May raise debt finance. Proprietary company is prohibited from raising funds from the public.

It is recommended that MEGC be established as a company limited by shares for the following reasons: (i) It is more certain that a company limited by shares with the broader objectives of

the MEGC will qualify for tax exempt status. While the three existing entities are tax exempt entities, they achieve this under a narrow qualification in the Income Tax Assessment Act 1997 (ITA Act) on the basis that their activities are established for the purpose of promoting tourism. This qualification is quite specific. A company limited by shares that is wholly owned by a government entity is considered tax exempt under a different section of the ITA Act (which does not come with the same restrictions). It can be argued that the organisation and conduct of major events provides a benefit beyond tourism (e.g. benefits to the local community who also experience these events, benefits to local businesses from increased trade). This could bring into question a claim for tax exempt status based purely on tourism.

(ii) Establishment of MEGC as a company limited by shares would also provide

greater flexibility going forward should there be a desire to broaden the scope of the company in the future.


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1) While tax exempt status at present is not a significant issue (on the basis that the company is not expected to make a profit or return dividends to its shareholder), there are other potential benefits to tax exempt status – for example, any grants received by MEGC would be free from tax. In addition, if the MEGC were to be wound up for any reason in the future its assets could be returned to Council, which is prevented under the constitution of the entities set up as companies limited by guarantee. Requirement for Treasurer’s Approval Advice was also sought on the requirement for Council to have approval from the Treasurer for the establishment of the new company. In summary, the advice is that if Council has an express power to establish a company, it may proceed without the approval of the Treasurer. Section 40 of the Local Government Act (LG Act) gives Council an express power to conduct a beneficial enterprise. A "beneficial enterprise" is defined in s. 39 to mean "an enterprise a local government reasonably considers is directed to benefitting, and can reasonably be expected to benefit, the whole or part of its local government area". Section 40(2) of the LG Act provides that, to conduct a beneficial enterprise, Council may participate in an association. Participate is defined to include forming or taking part in forming an association. Association is defined to include a company limited by shares and a company limited by guarantee, provided they are not listed on a stock exchange. For these reasons, it is clear that Council has an express power to establish MEGC under the LG Act. However, it is prudent for Council to resolve that it reasonably considers that the MEGC would be a beneficial enterprise for the purposes of s39 and delegating to the CEO the power to form the company to exercise that power. Council is not required to seek the Treasurer’s approval for the formation of the company. However, reporting requirements are triggered; requiring notification to the Minister for Local Government that a local government controlled entity is formed (or abolished). The Minister for Local Government is required to maintain a register of such entities, and to inform the Treasurer and Auditor General. Council will also report annually on the entity in its list of beneficial enterprises. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Not applicable. 7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations There is no additional budget of funding implications arising from these actions.


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1) 8 RISK MANAGEMENT Not applicable 9 STATUTORY MATTERS Section 40 of the LG Act gives Council an express power to conduct a beneficial enterprise. A "beneficial enterprise" is defined in s. 39 to mean "an enterprise a local government reasonably considers is directed to benefitting, and can reasonably be expected to benefit, the whole or part of its local government area". Section 40(2) of the LG Act provides that, to conduct a beneficial enterprise, Council may participate in an association. Participate is defined to include forming or taking part in forming an association. Association is defined to include a company limited by shares and a company limited by guarantee, provided they are not listed on a stock exchange. 10 COUNCIL POLICIES Not applicable. 11 DELEGATIONS Not applicable. 12 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



Hamish Kiddle Legal Services Yes John Blair Corporate Finance Yes 13 STAKEHOLDER IMPACTS External / community stakeholder Impacts Not applicable.

Internal (Organisational) Stakeholder Impacts Not applicable.

14 TIMING Registration of the new company as a company limited by shares will occur immediately Council’s approval is received.


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1) 15 CONCLUSION Following the receipt of legal advice it is recommended that the new MEGC entity approved by Council at its meeting of 27 November 2019 be established as a company limited by shares utilising Council’s beneficial enterprise powers. This will provide Council more flexibility in its future intentions for the company, provide greater certainty of its tax exempt status and will not require prior approval of the Treasurer for the formation of the company. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report/attachment be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009;

2 That a new company (limited by shares) titled “Major Events Gold Coast Ltd” (MEGC) be established under the provisions of the Corporations Act 2001, with Council being the sole member;

3 That Council establishes MEGC utilising its beneficial enterprise powers under section 40 of the Local Government Act on the basis that the new entity will be an enterprise Council reasonably considers is directed to benefitting, and can reasonably be expected to benefit, the whole or part of its local government area;

4 That the Chief Executive Officer be authorised to make all necessary arrangements (including execution of all associated documentation) to ensure that all items of this resolution are given effect.

Author: Authorised by: Nicki Moore Dale Dickson PSM Coordinator Controlled Entities and Community Grants, Office of the CEO

CEO

11 March 2019 TRACKS REF: 72992709


ITEM 12 (Continued) MAJOR EVENTS GOLD COAST – COMPANY STRUCTURE LG426/1364(P1) COMMITTEE RECOMMENDATION ETG19.0321.011 moved Cr Taylor seconded Cr PC Young 1 That the report/attachment be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009;

2 That a new company (limited by shares) titled “Major Events Gold Coast Ltd” (MEGC) be established under the provisions of the Corporations Act 2001, with Council being the sole member;

3 That Council establishes MEGC utilising its beneficial enterprise powers under section 40 of the Local Government Act on the basis that the new entity will be an enterprise Council reasonably considers is directed to benefitting, and can reasonably be expected to benefit, the whole or part of its local government area;

4 That the Chief Executive Officer be authorised to make all necessary arrangements (including execution of all associated documentation) to ensure that all items of this resolution are given effect.

CARRIED


ITEM 13 GENERAL BUSINESS RECORDING OF STANDING AND SPECIAL COMMITTEE MEETINGS LG449/740/01(P1)

RECOMMENDATION ADOPTED AS PRINTED COUNCIL MEETING 26 MARCH 2019 COMMITTEE RECOMMENDATION ETG19.0321.012 moved Cr Owen-Jones seconded Cr PC Young That the Chief Executive Officer bring a report to Council in relation to the recording of Standing and Special Committee Meetings held in Chambers.

CARRIED

COUNCIL MEETING 26 MARCH 2019 RESOLUTION G19.0326.026 moved Cr Owen-Jones seconded Cr PJ Young

That Committee Recommendation ETG19.0321.012 be adopted as printed which reads as follows:- That the Chief Executive Officer bring a report to Council in relation to the recording of Standing and Special Committee Meetings held in Chambers.

CARRIED There being no further business the meeting closed at 3.44pm.


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Of The Events Tourism and Governance Committee

Held Thursday 21 March 2019

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