774 LIFESTYLE AND COMMUNITY COMMITTEE MEETING 16 … · 16/05/2019 · Lifestyle And Community Committee Meeting 16 May 2019 Adopted Report Index Adopted Report Lifestyle and Community

774

Adopted Report of the

Lifestyle and Community Committee Meeting

held

Thursday 16 May 2019

at

1 pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

774th Council Meeting 28 May 2019 2 Lifestyle And Community Committee Meeting 16 May 2019 Adopted Report

Index

Adopted Report

Lifestyle and Community Committee Meeting

Thursday, 16 May 2019

Item Direct. File Page Subject

1 LC LG115/1356/01/2019(P1) 5 2018-19 Proposed Agenda Items for the Lifestyle and Community Committee

2 LC FN334/375/02/07(P1) 7 2018-19 Local Area Works Program - Additions

3 LC HL464/275/03(P2) 12 Litter and Illegal Dumping Reduction Plan

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

774th Council Meeting 28 May 2019 3 Lifestyle And Community Committee Meeting 16 May 2019 Adopted Report ADOPTION BY COUNCIL 28 MAY 2019 RESOLUTION G19.0528.007 moved Cr Vorster seconded Cr O'Neill That the Report of the Lifestyle and Community Committee’s Recommendations of Thursday, 16 May 2019, numbered LC19.0516.001 to LC19.0516.003, be adopted.

CARRIED UNANIMOUSLY ATTENDANCE Cr H Vorster Chairperson Cr D Gates Acting Mayor Cr G Baildon AM Cr K Boulton Cr C Caldwell Cr R La Castra arrived at 1.05pm Cr G O’Neill Cr G Tozer arrived at 1.08pm Cr P Taylor visitor Cr W Owen-Jones visitor Cr PC Young visitor Ms A Ewens Director Lifestyle and Community Mr R Smith Manager Health, Regulatory and Lifeguard Services Ms L Dixon Senior Project Officer Litter and Illegal Dumping APOLOGY / LEAVE OF ABSENCE Nil PRESENTATIONS Litter and Illegal Dumping Reduction Plan

774th Council Meeting 28 May 2019 4 Lifestyle And Community Committee Meeting 16 May 2019 Adopted Report Applying the Local Business Pricing Advantage

If the best value pricing offer is from a Category A, B or C business (refer Table 1 below) then this offer is regarded as the most advantageous. For contracts where quotations are sought (generally with an expected worth less than $250,000), if the best value pricing offer is from a Category D, E, F or G business, but a pricing offer from a Category A or B business is within: • 30 per cent of the best value pricing offer for contracts less than $50,000 • 25 per cent of the best value pricing offer for contracts between $50,000 and $100,000 • 20 per cent of the best value pricing offer for contracts between $100,000 and $250,000. then the offer from the Category A or B business will be regarded as the most advantageous. Invitations to offer (tenders) are generally utilised for contract greater than $250,000. For contracts where invitations to offer are utilised with an expected worth less than $1,000,000 per annum; if the best value pricing offer is from a Category D, E, F or G business, but a pricing offer from a Category A or B business is within 15 per cent of the best value pricing offer, then the offer from the Category A or B business will be regarded as the most advantageous. Applying the Local Business Weightings

Local Content Scoring

A 15 per cent weighting related to the business locality will be included in Council’s capability scoring evaluation criteria, allocated as shown in Table 1 following. Table 1 Category Score Description

A 15% Developing or established Gold Coast business B

12% Branch office on the Gold Coast directly employing a minimum of 10 FTEs (not contractors)

C 9%

Branch office on the Gold Coast, established for a minimum of six months, directly employing less than 10 FTEs (not contractors)

D 4%

Adjacent local government (Logan, Scenic Rim, Redland or Tweed Shire) business

E 2% Queensland business F 1% Interstate business G 0% Overseas business

Gold Coast Awards Scoring

A two per cent weighting related to Gold Coast Awards will be included in Council’s capability scoring evaluation criteria, allocated as shown in Table 2 following. Table 2

Score Description

2% A winner of the Gold Coast Business Excellence Award, Gold Coast Young Entrepreneurs Award or Gold Coast Women in Business Award within the past 4 calendar years

1% A winner of a monthly Gold Coast Business Award, or finalist in the Gold Coast Young Entrepreneurs Awards or Gold Coast Women in Business Awards within the past 4 calendar years

0% All other businesses


ITEM 1 LIFESTYLE AND COMMUNITY 2018-19 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE CM787/790/03/04(P1)

2018-19

ITEM BRANCH ACTION/ PREVIOUS RESOLUTION

Lifestyle and Community Committee – All Meetings

2018-19 Proposed Agenda Items for the Lifestyle and Community Committee

Director’s Office Standing Item

2018-19 Local Area Works Program – Additions Lifestyle and Community Committee Transport & Local Area Works Standing Item

775 Council Meeting – 13 June 2019 (Budget Adoption) (10am)

Lifestyle and Community Committee – 30 May 2019

GC2018 Volunteering Legacy Program Safe & Liveable Communities

Kirra Pavilion Parks & Recreational Services

Helensvale Golf Course Parks & Recreational Services


ITEM 1 (Continued) LIFESTYLE AND COMMUNITY 2018-19 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE CM787/790/03/04(P1)

776 Council Meeting – 30 July 2019 (1pm)

Lifestyle and Community Committee – 18 July 2019

Miami Aquatic Centre Redevelopment – Contract Award Community Venues & Services

ACAP Draft Strategy 2020-2025 Safe & Liveable Communities

RECOMMENDATION It is recommended that Council resolves as follows: That the 2018-19 Proposed Agenda Items for the Lifestyle and Community Committee be noted. Authorised by:

Alison Ewens TRACKS REF: #73238098 Director Lifestyle and Community COMMITTEE RECOMMENDATION LC19.0516.001 moved Cr Boulton seconded Cr O'Neill That the 2018-19 Proposed Agenda Items for the Lifestyle and Community Committee be noted.

CARRIED


ITEM 2 LIFESTYLE AND COMMUNITY 2018-19 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/07(P1) Refer 2 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is for Council to approve additions to the 2018-19 Local Area Works Program as detailed in Attachment 1. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION Councillors in conjunction with City officers have suggested that the projects in Attachment 1 be added to the 2018-19 Local Area Works Program. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN 1.0 The best place to live and visit.

1.1 Our city provides a choice of liveable places We can choose diverse lifestyle and housing options from rural to city living.

2.0 Prosperity built on a strong diverse economy

2.3 We have infrastructure that supports productivity and growth. We have connected and vibrant economic precincts.

3.0 People contribute to a strong community spirit 3.6 We are an active community

We enjoy the city and its enviable climate.


ITEM 2 (Continued) 2018-19 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/07(P1) 7 FUNDING AND RESOURCING REQUIREMENTS Funds are available within the various Local Area Works allocations to carry out the works as indicated in Attachment 1 within the 2018-19 financial year. In the case of the Local Area Works Program – Additions, details of the additional annual operational/maintenance costs, estimated new/upgrade and renewal costs and estimated useful life of the new assets created are shown in Attachment 1. The new/upgrade cost is the cost to create or upgrade the asset. The renewal cost is the cost to renew the asset in today’s dollars and includes disposal costs and design costs as required at the end of the asset’s estimated useful life. The works proposed in this report will be maintained and operated using WOC maintenance budgets unless otherwise specified. Budget submissions will therefore be lodged during future budget deliberations to cover maintenance and operational costs. These assets will be included in the relevant Asset Management Plans. 8 RISK MANAGEMENT Transport and Infrastructure’s risk in the terms of project development and delivery is mitigated by the risk management procedure 6-3 which is aligned with the Risk Management Standards AS/NZS 31000:2018. Lifestyle and Community Services’ risk in the terms of project development and delivery is mitigated by undertaking risk assessments (including consequence and likelihood assessments and mitigation actions) as part of project planning and execution. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES The policy applicable to the inclusion of Local Area Works projects listed for endorsement by Council is the Local Area Works and Services Program Policy (iSPOT #48181699) and the Community Grants Policy. 11 DELEGATIONS Not Applicable.


ITEM 2 (Continued) 2018-19 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/07(P1) 12 COORDINATION & CONSULTATION Name and Title of the Stakeholder Consulted

Directorate or Organisation

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

Garry Ellis, Program Coordinator Project Management Unit

Transport and Infrastructure

Yes

Joanne Cousins, Team Leader Administration

Lifestyle and Community

Yes

Jon McIlveen, Parks Development Officer

Lifestyle and Community

Yes

13 STAKEHOLDER IMPACTS The community, ratepayers and visitors to the Gold Coast will benefit from the new and improved facilities funded from the Local Area Works Program as listed in Attachment 1. 14 TIMING Projects listed with “TBA” will be added to the Local Area Works Program once formally approved by Council and included in Design/Construction Programs for implementation in conjunction with other priority works contained in the City’s Capital Works Program. 15 CONCLUSION The proposed additions to the Local Area Works and Services Program as suggested by divisional councillors in conjunction with City officers are listed in Attachment 1. It is recommended that Council approve the additions in order that they can be delivered as soon as practicable. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the additions listed in Attachment 1 be approved for the 2018-19 Local Area Works Program. Author: Authorised by: Garry Ellis Alison Ewens Program Coordinator Project Management Unit Director Lifestyle and Community 23 April 2019 Tracks Ref: 73298368 COMMITTEE RECOMMENDATION LC19.0516.002 moved Cr Boulton seconded Cr O'Neill That the additions listed in Attachment 1 be approved for the 2018-19 Local Area Works Program.

CARRIED


ATTACHMENT 1

LIFESTYLE AND COMMUNITY – ADDITIONS

Line #

Contact Officer

Div Project No

Location and / or Recipient Organisation

Description Proposed Local Area

Works Allocation

New / Upgrade. Preliminary Estimated

Capital costs $

Additional Annual

Operations & Maintenance

Costs $

Estimate Useful

Life Years

Future Renewal

Costs

1 G. Ellis (CR330422)

5 27634 Funding of Community Organisations – Division 5

Increase the allocation for project #27634, Division 5 Community Concerts and Functions 2018-19 by $16,000 from $135,000 to $151,000 to cater for future events across the Division.

16,000 N/A N/A

2 J. Cousins (CR308636)

5 28231 Galapagos Way, Pacific Pines

Increase the initial allocation for project #28231, Upgrade Dog Agility Area by $18,983 from $15,017 to $34,000

Works include;

Dog agility equipment Fencing Dog bag dispenser Single and double gates Seat and concrete slab

18,983 1,800 10

3 J. McIlveen (CR324360)

11 TBA Yodely Street, Varsity Lakes

Allocation for the upgrade of community facilities within Frascott Park Stage 2. Works include;

60,000 1,200 7


Playground completion Investigation and

construction of a shade structure

Landscaping Sub Total 3,000 Cumulative

Total

* Cumulative total is the total value of the additional annual operational maintenance costs for local area works funded Community assets submitted to Council for notation for the 2018-19 financial year as at the date of this report.


ITEM 3 HEALTH, REGULATORY & LIFEGUARD SERVICES LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) Refer 38 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable 2 EXECUTIVE SUMMARY Not Applicable 3 PURPOSE OF REPORT The purpose of this report is to present the Litter and Illegal Dumping Reduction Plan (LIDR plan) to Council for its approval. This report seeks to deliver upon action 1.3 of the City’s Waste Strategy 2024 to develop and deliver a litter and illegal dumping reduction plan. 4 PREVIOUS RESOLUTIONS Ex Minute CC15.0820.004 1 That Council adopts the draft Solid Waste Strategy 2024 contained in Appendix 2 of this

report as the City of Gold Coast’s Solid Waste Strategy 2024 and Waste Reduction and Recycling Plan under the Waste Reduction and Recycling Act 2011

5 DISCUSSION Background Littering and illegal dumping on the Gold Coast is increasing. Over the last three years, the tonnage collected annually has increased by more than 20 per cent (Figure 1). City spending is also increasing, with a total of $6.9 million spent on littering and illegal dumping mitigation activities in the last financial year (Figure 2).


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) These cost calculations include responding to customer requests, cleaning of land, beaches and water via foot patrols, street sweeping, beach raking, clearing stormwater improvement devices, canal cleaning, sponsorship of community clean-ups, investigations of illegal dumping, enforcement patrols, issuing of infringements, managing surveillance cameras, and disposing of collected waste. However the calculations exclude the installation, maintenance and collection of public litter bins, and management of abandoned vehicles. While public litter bins are a tool to control litter, they are a waste management cost rather than a litter cost. Abandoned vehicles are managed through different state legislation, namely the Transport Operations (Road Use Management) Act 1994, and were excluded on that basis. The vast majority (99 per cent) of current expenditure is reactive, responding through cleaning, enforcement and disposal after an offence is committed. The City does undertake some proactive activities, such as sponsorship of community-led programs and education, including Clean up Australia Day and Beaches to Bushland volunteer landcare. The cost calculations above also do not include many other private clean-up activities undertaken voluntarily by individuals and community groups across the Gold Coast annually. Requests for the City to clean up illegally dumped material have increased by 45 per cent between the last two calendar years (3828 in 2017 to 5531 in 2018). Cleaning budgets on both land and in waterways are increasing, as more operational resources are needed as the City expands and becomes more urbanised. The increasing trend has also been recognised at the State level. The Queensland Government has put in place a number of initiatives since 2013 to attempt to stem widespread growth of litter and illegal dumping. Key programs, such as the online reporting system for littering and dumping incidents from vehicles; grants for councils to purchase surveillance cameras; the plastic shopping bag ban; and most recently the ‘Containers for Change’ beverage container refund scheme, have influenced litter and illegal dumping behaviours positively in some areas. In July 2019, another government initiative, the Queensland State Government Waste Disposal Levy (waste levy), will commence. The waste levy is a legislative tool designed to discourage landfilling by increasing landfill disposal costs, thereby making recycling and waste recovery options more cost competitive. This in turn is designed to encourage more sustainable waste practices and growth of the waste recovery industry. However, an incidental effect of higher commercial waste disposal charges is the increased risk that businesses, and other commercial waste disposers, may be tempted to illegally dump their waste as an alternative to visiting a waste facility. It is predicted that dumping will further increase after the waste levy is introduced unless more proactive measures are put in place. Litter and Illegal Dumping Reduction Plan In 2015, the growing issue of litter and illegal dumping was officially recognised in the City’s Solid Waste Strategy 2024. Action 1.3 committed the City to developing and delivering a Litter and Illegal Dumping Reduction Plan (LIDR plan). The strategic intention was to develop a coordinated communication campaign aimed at locals and visitors, and to manage hotspots.


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) Development of the LIDR plan (Attachment 1) commenced in mid-2018 and included:

Detailed assessment of the City’s current litter and illegal dumping expenditure, infrastructure, stakeholders, available data, process flows and operational practices;

Research on national and international best practice;

Identification of significant problems and relevant solutions through workshops with stakeholders;

Action prioritisation process using relevance tools;

Risk assessments;

10 year financial modelling to assist the development of the plan’s targets. It was determined during the plan development process and risk assessment that it was unsustainable in the long term to keep increasing cleaning and other reactive spending to meet need, rather than acting on the root causes of the problem. The LIDR plan therefore proposes a more proactive multipronged approach to reducing litter and illegal dumping based on current best practice. It applies different action types that, in combination, can target the specific problem locations, attitudes, processes and types of waste (Figure 3).

Figure 3: Action types The LIDR plan recognises the most significant problems via eleven projects (Figure 4). Overarching projects such as Communication, Partnerships, City process and Data & evaluation apply to both litter and illegal dumping. There are also four projects specific to the most littered locations (Urban precincts, Commercial hubs, City spaces & events, and Natural places) and three projects specific to our most important illegal dumping issues (Tyres, Roadside dumping and Hotspots).


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) The identified solutions were prioritised based on feasibility and their ability to encourage and support correct disposal behaviours. The highest ranked solutions (which represent a variety of action types, Figure 3) were then chosen for each problem to become the LIDR plan actions (Attachment 2).

The LIDR plan also sets out plan objectives, targets and performance measures (Figure 5).


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) The main objectives of the LIDR plan are to reduce out-of-place waste tonnage collected and the costs of littering and illegal dumping. The proactive principles underscoring the development of the plan means these projects will require initial upfront investment to establish new processes and install new infrastructure. Most project actions have low-to-medium costs proposed. Over time, the cost is expected to decrease as the proactive approaches are implemented. The intended outcome of the LIDR plan is that individuals will find it easier to not litter and dump waste, and there will be less reliance on reactive cleaning and enforcement by the City. Affected stakeholders were consulted during February and March 2019. The plan document was reviewed, as well as the proposed responsibilities and timeframes, to ensure the project actions remained feasible and consistent with the core business of responsible stakeholders. Pending approval, implementation of the five year plan will commence in FY2019-20. The first year will primarily be preparatory projects including the production of a communication campaigns; bin and signage reviews; development of the new enforcement service delivery program; and a cross directorate governance framework put in place. During this preparation phase, the City will continue to use the existing resources to manage litter and illegal dumping. Enforcement and cleaning activities will continue to be delivered to a high standard based on priorities until the specific litter and illegal dumping LIDR plan processes are introduced. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Gold Coast 2022 - Corporate Plan The LIDR plan is aligned with the following themes and outcomes from the corporate plan:

Place

We live in balance with nature

We innovate to protect our water resources, maximise recycling and reduce waste

Everyone can enjoy a beach experience

People

Our city is safe

We are proud of our city

Solid Waste Strategy 2024 (SWS) - Corporate Strategy The LIDR plan aligns with the following action from the SWS Outcome 1 - The City and community actively practice waste avoidance and other positive waste behaviours:

Action 1.3 Develop and deliver a litter and illegal dumping reduction plan

Ocean Beaches Strategy 2013-2023 (OBS) - Corporate Strategy The LIDR plan aligns with the following action from the OBS Outcome 2 – Our beaches are healthy and clean:

Action 2.2 Maintain clean beaches


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) 2019-20 Annual Plan - Operational Plan The following operational plan programs will be impacted by the adoption and implementation of the LIDR plan:

Program 3 Community Health and Safety – Public and Environmental Health

Program 4 Conservation and Environment – Beaches and Waterways, Natural and Environmental Conservation, Catchment Management

Program 7 Waste Management – City Cleaning

Program 10 Internal Services – Marketing and Promotions

7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations The LIDR plan is a five-year public-facing plan, with inbuilt review and governance processes to ensure the plan is implemented effectively. The cost to implement the LIDR plan projects will be shared across several City directorates over the five year lifetime of the plan, as most directorates have roles or responsibilities to reduce litter and illegal dumping. Year 1 prepares the groundwork for the plan and relies on existing resourcing, with the exception of a budget proposal for an FTE to facilitate the implementation of the Plan. New expenditure required in Year 1 has been requested in the 2019-20 budget bid. 2019-20 (Year 1)

Budget Centre CS4590O002 Project 31414 - $48,000 (OPEX non-recurrent). To be funded by a reprovision from the 2018-19 budget.

New resource 1 FTE to coordinate the implementation of the approved LIDR plan - $110,000 (OPEX recurrent)

Years 2 to 5 will require new investment from several relevant directorates.

A cross-directorate steering group will be established to provide direction for resourcing the plan and negotiate annual budget allocations to be presented to Special Budget Committee in future years.

The additional FTE resource has been requested in the 2019-20 budget to coordinate both the implementation and governance of the cross-directorate LIDR plan (refer Year 1 above).


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) 8 RISK MANAGEMENT Whilst there is no documented Corporate or Directorate Risk that relates to the risks associated with the annual increases in litter and illegal dumping in the City, there are several identified risks that indirectly relate (refer below).

It is considered an emergent financial risk with moderate consequences that may become a major risk within 10 years under business-as-usual scenarios.

The LIDR plan has been developed as a mitigating measure that recognises this emergent risk. The LIDR plan is also potentially a mitigating or control measure for the following existing risk profiles.

Corporate risks

CO000446 – L&C Environment risk – Bushfire (in Council owned/managed natural areas) resulting in loss of human life, damage to property and the environment.

CO000675 – EP&E Environment Risk – A reduction in the extent and quality of the City’s natural asset network, green space and community access opportunities, resulting in a possible decline in city liveability, image and economic potential.

Directorate risks

CO000444 – L&C Social risk – Core City community infrastructure and related services are not provided in areas of need, resulting in threats to community wellbeing

CO000447 – L&C Environment risk – Pest plants and pest animals listed by the state causing damage to the environment

CO000493 – W&W Service Delivery risk – Failure to effectively integrate all components of the water cycle causing degradation of Gold Coast City’s water environments, water based lifestyle, reduced economic activity, reputational damage to Council and increased risk to public health.

Other emergent risks, such as the financial impact from the introduction of the Queensland waste levy could also be mitigated by the LIDR plan.

9 STATUTORY MATTERS Not Applicable 10 COUNCIL POLICIES Not Applicable 11 DELEGATIONS Not Applicable


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

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

Rob Smith Manager Health Regulatory and Lifeguard Services

Lifestyle & Community Yes

Ross Greenwood Executive Coordinator Parks and Open Spaces Parks & Recreational Services


Tim Robson Coordinator Natural Areas Management Parks & Recreational Services


Michael Kenyon Executive Coordinator City Cleaning City Maintenance

Transport & Infrastructure

Yes

Rod Kennedy Executive Coordinator Roads, Drainage & Foreshores Maintenance City Maintenance

Transport & Infrastructure

Yes

Chris Owen Manager Customer Engagement

Water & Waste Yes

Anna Hollingsworth Coordinator Catchment Management Service Sustainability

Water & Waste Yes

Rod Packer Executive Coordinator Strategy and Innovation

Water & Waste Yes

Antony Kocsmar Supervisor Operational Works City Development

Economy, Planning & Environment

Yes

Bernice Jones Coordinator Marketing Communication & Engagement

Office of the COO Yes


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) 13 STAKEHOLDER IMPACTS External / community stakeholder Impacts People within the local community litter or illegally dump for many different reasons and they will need to be influenced on many different levels to desist from these behaviours. The intent of the LIDR plan is to provide better communications, information, services and infrastructure that will help individuals not to litter, leading to a more positive experience and reinforcing the preferred behaviours. Those who continue to litter and illegally dump will experience difficulties and penalties in a deliberate effort by the City to push offenders to reform. The LIDR plan has a significant communication program aimed at both the local community and visitors and this component is critical to the success of the plan. There is also a partnerships project which is aimed at strengthening communications and sharing the load with business, industry and government who have responsibilities in the litter and illegal dumping space. Internal (Organisational) Stakeholder Impacts The LIDR plan is the formal response to the significant littering and illegal dumping problems identified at the City stakeholder workshops. The proactive focus of the plan means that new City processes and procedures will need to be resourced. There is significant new work in the plan requiring budgetary commitment from several directorates. The setting up of a LIDR Plan steering group will provide leadership and ensure adequate budget can be negotiated across directorates during the lifetime of the plan. 14 TIMING The LIDR plan is a five year public-facing plan. Year 1 is the preparation phase which includes:

Appointment of new project officer to coordinate the LIDR plan;

Establishment of the LIDR plan steering group;

Development and refinement of the plan’s key performance measures and targets;

Surveys and public consultation to establish a satisfaction baseline to measure performance;

Completion of LIDR plan’s creative design;

Development of a communications plan for major campaigns;

Preparation and procurement for trials and investigations;

Bin/signage/infrastructure reviews; and

Other process changes and partnership engagement that can occur within existing resources.

Year 2 to Year 5 is the plan’s implementation phase which includes the bulk of project work, with project finalisation and review completed in Year 5.


ITEM 3 (Continued) LITTER AND ILLEGAL DUMPING REDUCTION PLAN HL464/275/03(P2) 15 CONCLUSION The Litter and Illegal Dumping Reduction Plan has been developed in response to the current and predicted unsustainable growth of litter and illegal dumping and associated costs. It also fulfils the commitment made in action 1.3 of the 2024 Solid Waste Strategy to develop a plan. The five-year LIDR plan adopts a proactive approach to stop littering and illegal dumping at the source. Eleven projects are set out in the plan, each with a range of actions designed to encourage positive behaviour change. The key objectives of the plan are to reduce the amount of out-of-place waste and subsequently reduce the increasing costs for managing litter and illegal dumping. Adopting the plan should also provide benefits such as environmental protection, better community health and safety, improved city services, and enhanced city reputation. The success of the cross-directorate plan, will be contingent upon the appropriate resourcing being made available to support and govern the plan. To ensure the plan’s success, the appointment of a new position to coordinate the plan is also recommended. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the Litter and Illegal Dumping Reduction Plan be adopted by Council.

Author: Authorised by: Leah Dixon Alison Ewens Senior Project Officer (Litter and Illegal Dumping)

Director Lifestyle and Community

7 May 2019

iSpot #73022297

Attachments #71368890, 73400894

COMMITTEE RECOMMENDATION LC19.0516.003 moved Cr Caldwell seconded Cr O'Neill That the Litter and Illegal Dumping Reduction Plan be adopted by Council.

CARRIED There being no further business the meeting closed at 1.46pm.


Attachment 3.1






































Attachment 3.2 Summary of Project Actions - Litter and Illegal Dumping Reduction Plan General Litter Illegal Dumping

Project 1 - Communication Project 5 – Urban Precincts Project 9 - Tyres

1.1 Develop and deliver general awareness campaigns for both

litter and illegal dumping 5.1 Upgrade public bins where required 9.1 Adopt the sticker and tape technique

1.2 Develop and deliver "Top 5" litter sub-campaign 5.2 Trial dedicated smoking areas 9.2 Partner with State Government and surrounding local

governments

1.3 Develop and deliver "Non-English Speaking Background"

litter sub-campaign 5.3 Install anti-littering signs and messaging 9.3 Communicate program information and consequences

1.4 Develop and deliver "hotspot" dumping sub-campaign 5.4 Engage with local business to actively participate 9.4 Partner with local businesses that manage waste tyres

1.5 Determine suitable locations for general signage 5.5 Install water bottle filling stations 9.5 Improve monitoring to capture offenders

Project 2 - Partnerships 5.6 Improve monitoring to capture offenders 9.6 Investigate options to reduce tyre dumping on some private

properties

2.1 Empower community volunteers to better manage their

local hotspots Project 6 - Commercial Hubs Project 10 - Roadside Dumping

2.2 Liaise with government to assist with projects 6.1 Upgrade public bins where required 10.1 Adopt the sticker and tape technique

Project 3 - City Processes 6.2 Engage with local businesses to actively participate 10.2 Partner with relevant government agencies

3.1 Develop new enforcement service delivery program 6.3 Install anti-littering signs and messaging 10.3 Engage with local community and property managers

3.2 Update and manage surveillance technology Project 7 - City Spaces and Events 10.4 Investigate a bulk waste collection booking service

3.3 Improve process to manage dumping adjacent construction

sites 7.1 Review public bin and event bin requirements 10.5 Install anti-dumping signage and messaging

3.4 Improve consistency of internal reporting systems 7.2 Install anti-littering signs and messaging Project 11 - Hotspots

3.5 Conduct Local Law reviews 7.3 Remove single use plastics from City Managed events

and facilities 11.1 Determine list of priority hotspots for illegal dumping

Project 4 – Data & Evaluation 7.4 Engage with local businesses and event managers to

actively participate 11.2 Adopt the sticker and tape technique

4.1 Improve data collection and management 7.5 Review and update relevant licences and approvals 11.3 Restrict access where required

4.2 Analyse trials and report progress Project 8 - Natural Places 11.4 Improve monitoring and enforcement opportunities

4.3 Develop and refine key performance measures 8.1 Review litter capture devices to protect waterways 11.5 Engage with local community to report dumping incidents and

suspicious behaviour

8.2 Manage problem waste sources adjacent to natural areas 11.6 Install anti-dumping signage and messaging

8.3 Install anti-littering signs and messaging


These Pages

Numbered 1 of 60

Constitute The Adopted Report Of The Meeting

Of The Lifestyle and Community Committee

Held Thursday 16 May 2019

774 LIFESTYLE AND COMMUNITY COMMITTEE MEETING 16 … · 16/05/2019 · Lifestyle And Community Committee Meeting 16 May 2019 Adopted Report Index Adopted Report Lifestyle and Community

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