Adopted Report Governance & Administration Committee Meeting€¦ · 745th Council Meeting 31 October 2017 4 Governance & Administration Committee Meeting 26 October 2017 Adopted

745

Adopted Report of the

Governance & Administration Committee Meeting

held

Thursday 26 October 2017

at

9am

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

745th Council Meeting 31 October 2017 2 Governance & Administration Committee Meeting 26 October 2017 Adopted Report

Index

Adopted Report

Governance & Administration Committee Meeting

Thursday 26 October 2017

Item Direct. File Page Subject

1 OCOO LG115/1328/01/2017(P1) 4 Governance And Administration Committee Action List And Forward Planning Schedule

2 OCOO LG113/580/21(P1) 5 City Operational Plan 2016-17 & Gold Coast 2020 - Performance Report Quarter Four

Closed Session

3 OCOO LG115/1190/04/18/CF(P2) 16 Audit Committee Meeting – 9 October 2017

KEY: OCEO - Office of the Chief Executive Officer GCWW - Gold Coast Water & Waste CI - City Infrastructure OCOO - Office of the Chief Operating Officer CS - Community Services OS - Organisational Services EDMP - Economic Development & Major Projects PE - Planning & Environment

745th Council Meeting 31 October 2017 3 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ADOPTED BY COUNCIL 31 OCTOBER 2017 RESOLUTION G17.1031.017 moved Cr Owen-Jones seconded Cr McDonald That the Report of the Governance & Administration Committee Recommendations of Thursday, 26 October 2017, numbered GA17.1026.001 to GA17.1026.003, be adopted.

CARRIED UNANIMOUSLY

ATTENDANCE Cr W M A Owen-Jones (Chairperson) Cr D I McDonald Cr D Gates Cr K L Boulton Cr D M Crichlow OAM Cr G M Tozer Cr P A Taylor Cr PC Young Visitor Mr A Llewellyn Acting Chief Operating Officer Mr G Potter Director Organisational Services Ms S Wilton Manager Corporate Planning & Performance (part) Mr J Blair Manager – Corporate Finance (part) APOLOGY / LEAVE OF ABSENCE Nil PRESENTATIONS Nil


ITEM 1★ OFFICE OF THE CHIEF OPERATING OFFICER GOVERNANCE AND ADMINISTRATION COMMITTEE ACTION LIST AND FORWARD PLANNING SCHEDULE LG115/1215/01/2016(P1)

Item Action Officer &/or Branch

Action/Previous Resolution

(746) Governance and Administration Committee 9 November 2017

Draft Annual Report 2016-17 Corporate Planning & Performance

City Contracting Plan 2016-17 Update and Quarterly Acquittal 1 July 2017 to 30 September 2017

Procurement

Procurement Policy and Contract Manual Procurement

State of the Organisation Report SOOR 2016-17 OCEO Confidential Report

(747) Governance and Administration Committee 23 November 2017

Gold Coast Arts Centre Pty Ltd – Biannual Performance Review

OCEO Includes Presentation

Connecting Southern Gold Coast Ltd – Biannual Performance Review


Audit Committee Chair’s Report To Council 2016-17

Corporate Assurance

City Operational Plan 2017-18 Q1 Corporate Planning & Performance

(748) Governance and Administration Committee 6 December 2017

Surfers Paradise Alliance Ltd – Biannual Performance Review


Broadbeach Alliance Ltd – Biannual Performance Review


Corporate Policy Portfolio Report 1 July - 31 November 2017

OCOO

RECOMMENDATION It is recommended that Council resolves as follows: That the list of proposed Agenda Items for the Governance and Administration Committee be noted. Authorised by:

Joe McCabe TRACKS REF: # 54648256 Chief Operating Officer COMMITTEE RECOMMENDATION GA17.1026.001 moved Cr Taylor seconded Cr Tozer That the list of proposed Agenda Items for the Governance and Administration Committee be noted.

CARRIED UNANIMOUSLY

745th Council Meeting 31 October 2017 5 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ITEM 2 OFFICE OF THE CHIEF OPERATING OFFICER CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR LG113/580/20(P1) Refer Attachment 1 – City Operational Plan 2016-17 & Gold Coast 2020 - Performance

Dashboard Quarter 4 1 BASIS FOR CONFIDENTIALITY Not applicable. 2 EXECUTIVE SUMMARY Not applicable. 3 PURPOSE OF REPORT Gold Coast 2020 (Corporate Plan) was adopted by Council in March 2014. The annual City Operational Plan supports the delivery of Gold Coast 2020, Corporate Strategies, GC2018 and provides direction for all City of Gold Coast services during the year. The City Operational Plan 2016-17 & Gold Coast 2020 Performance Report Q4 provides a performance assessment of: the implementation of the City Operational Plan 2016-17 the implementation of the Gold Coast 2020 Signature Actions and progress towards achieving the outcomes of Gold Coast 2020 This report is a legislative requirement under the Local Government Act 2009 and Local Government Regulation 2012. A report on progress of both the City Operational Plan and Gold Coast 2020 will be included in the City of Gold Coast Annual Report, which is scheduled for adoption in November 2017. 4 PREVIOUS RESOLUTIONS Ex Minute G16.0624.002 – Adoption of the 2016-17 Operational Plan Ex Minute G14.0311.017 – Adoption of Gold Coast 2020 Corporate Plan 5 DISCUSSION The City Operational Plan for 2016-17 comprises eight external Service Programs, delivering 34 services, and two internal Service Programs comprising 13 services. The initiatives also support the implementation of Gold Coast 2020, key corporate strategies and the Gold Coast 2018 Commonwealth Games. Progress of initiatives is reported each quarter, with each initiative assessed and a status allocated.

Gold Coast 2020 comprises three themes, Place, Prosperity, People with two supporting sections focussed on planning and management. Progress of signature action initiatives is reported each quarter (as part of the Operational Plan). Progress towards the achievement of Gold Coast 2020 outcomes is assessed annually through a suite of performance measures.

This report provides an assessment of progress against the City Operational Plan 2016-17 - as at 30 June 2017, Quarter four and progress against Gold Coast 2020 since 2014.

745th Council Meeting 31 October 2017 6 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR LG113/580/20(P1) An overview of non-financial and financial performance for the City Operational Plan 2016-17 and Gold Coast 2020 with commentary on performance exceptions can be found in the Performance Dashboard at Attachment 1. It should be noted that this is the last performance report against Gold Coast 2020, having been replaced by Gold Coast 2022, effective from 1 July 2017.

5.1 SUMMARY OF PROGRESS

5.1.1 Operational Plan 2016-17

As at 30 June 2017, the City Operational Plan consisted of 65 reported initiatives with a total budget of $131.8 million.

Key results include:

21% (14) of initiatives were ‘completed’ 54% (35) of the 65 reported initiatives in the City Operational Plan were assessed as

‘on track’ 20% (13) of initiatives were assessed as ‘monitor’ 2% (1) initiatives were assessed as ‘action required’ (see below) 3% (2) of initiatives have been placed ‘on hold’ Expenditure of $105m (80%) against a total budget of $131.8m was recorded at

quarter 4

One initiative is identified for exception reporting. Completion Coplick Family Sports Park extension at Tallebudgera was delayed due to wet weather and contractual issues. Completion is now expected in September 2017.

The Performance Dashboard (Attachment 1) provides a more detailed view of non-financial and financial performance this quarter. 5.1.2 Gold Coast 2020

Performance since 2014

Gold Coast 2020 was adopted in March 2014. An overview of progress from March 2014 to June 2017 can be found below:

100% (35) of the signature actions have been completed or are in implementation (31 as at quarter 4 2016-17)

$118m has been invested in signature action implementation since 2013-14 68% (15) of the 22 Gold Coast 2020 outcomes are assessed as ‘on track’

It should be noted that this report represents the last performance report for Gold Coast 2020 and has been prepared three years before Gold Coast 2020 was originally planned to complete.

745th Council Meeting 31 October 2017 7 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR LG113/580/20(P1) Performance 2016-17

During 2016-17, Gold Coast 2020 signature actions were progressed through 42 initiatives representing a total planned investment of $70.3m.

This report provides a progress report against Gold Coast 2020 at quarter four. Key results include:

84% (35) of initiatives delivering signature actions in Gold Coast 2020 that were in implementation during the year were ‘completed’ or ‘on track’

14% (6) of signature action initiatives were rated as ‘monitor’ 2% (1) signature action initiative has been assessed as ‘on hold’ (Support the

construction of world class mountain bike trails and facilities) Expenditure of $50.6 million (72%) against a total budget of $70.3m for signature

action initiatives in 2016-17 was recorded at quarter 4 (almost identical to last year at 73% spent in 2015-16)

68% of outcome performance measures were assessed as “on track” as at quarter 4, 2016-17

Of the 22 Gold Coast 2020 outcomes: o 15 (68%) are assessed as ‘on track’ (overall performance is on track) o 2 are assessed as ‘monitor’ (mixed performance results reported) o 5 are assessed as ‘review” (performance below that expected)

The Performance Dashboard (Attachment 1) provides a more detailed view of progress against Gold Coast 2020. 5.2 GOLD COAST 2022

Gold Coast 2020 has been replaced by a revised Corporate Plan - Gold Coast 2022. The development of the new Corporate Plan considered the existing priorities of Gold Coast 2020 and the direction of the new Council. As a result, many of the existing outcomes; performance measures and signature actions from Gold Coast 2020 have transitioned to the new plan which was effective from 1 July 2017. This means that performance against many of these outcomes will continue to be relevant for Gold Coast 2022. 5.3 PROPOSED CHANGES TO THE CORPORATE PLAN OR OPERATIONAL PLAN Not applicable. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN

This report provides an assessment of progress against the City Operational Plan 2016-17 (including Corporate Plan signature actions and key corporate strategy initiatives) and Corporate Plan - as at 30 June 2017. 7 GOLD COAST 2018 COMMONWEALTH GAMES IMPACT

The City Operational Plan 2016-17, included a range of initiatives which contributed to preparations for GC2018. These initiatives are also being tracked and performance managed by the Commonwealth Games Program. 8 FUNDING AND RESOURCING REQUIREMENTS

This report has been developed using existing internal resources only.

745th Council Meeting 31 October 2017 8 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR LG113/580/20(P1) 9 RISK MANAGEMENT The initiatives covered by this report address a range of risks on the Corporate Risk Register. 10 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.”

11 COUNCIL POLICIES Not applicable 12 DELEGATIONS Not applicable 13 COORDINATION & CONSULTATION Each Director has approved individual directorate contributions which provide the basis for this report. 14 STAKEHOLDER IMPACTS Not applicable. 15 TIMING This report is provided on a quarterly basis in accordance with regulations 174(3) and 174(5) of the Local Government Regulations 2012. 16 CONCLUSION The City Operational Plan 2016-17 & Gold Coast 2020 - Performance Report Quarter Four provides an assessment of performance for the Operational Plan 2016-17 and Gold Coast 2020 since adoption in 2014.

The City Operational Plan 2016-17 as at Quarter 4, reported 75% of initiatives “on track” or “completed”, with expenditure at 80% of the latest revised budget. This represents a sound result against the plan.

745th Council Meeting 31 October 2017 9 Governance & Administration Committee Meeting 26 October 2017 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR LG113/580/20(P1) Since Gold Coast 2020 was adopted in March 2014, $118m has been invested in 35 signature actions; 100% of the signature actions either ‘completed’ or ‘started’ (in delivery) and 68% of plan outcomes were assessed as “on track”. During 2016-17, Gold Coast 2020 progress included 84% of initiatives “on track” or “completed” and 72% of the latest revised budget spent. This report demonstrates good progress on implementation since 2014. This report represents the last performance report for Gold Coast 2020, noting that many of the existing outcomes; performance measures and signature actions from Gold Coast 2020 have transitioned to Gold Coast 2022, effective 1 July 2017. A report on progress of both the City Operational Plan and Gold Coast 2020 will be included in the City of Gold Coast Annual Report, which is scheduled for adoption in November 2017. 17 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council approves the final performance report on the Operational Plan 2016-17

2 That Council approves the final performance report on Gold Coast 2020

3 Note that performance against the City Operational Plan 2016-17 and Gold Coast 2020 will be reported in the Annual Report scheduled for Council consideration in November 2017

Author: Authorised by:

Sarah Wilton Joe McCabe Manager Corporate Planning and Performance

Chief Operating Officer

5 October 2017

TRACKS REF: #64391389 COMMITTEE RECOMMENDATION GA17.1026.002 moved Cr Gates seconded Cr McDonald 1 That Council approves the final performance report on the Operational Plan

2016-17

2 That Council approves the final performance report on Gold Coast 2020

3 Note that performance against the City Operational Plan 2016-17 and Gold Coast 2020 will be reported in the Annual Report scheduled for Council consideration in November 2017

CARRIED UNANIMOUSLY

City Operational Plan 2016-17 & Gold Coast 2020 - Performance Dashboard Attachment 1 – City Operational Plan 2016-17 & Gold Coast 2020 - Performance Dashboard Q4

CITY OPERATIONAL PLAN 2016-17

LEGEND – INITIATIVE DASHBOARDS

Status Definition

Completed Initiative has been completed

On track Initiative is proceeding to plan

Monitor Progress is behind schedule but action is underway which is expected to remediate

Action

required Progress is significantly behind schedule and action is required

Cancelled Initiative has been cancelled

Off track Collection of initiatives which include those identified as closely monitor, action required, on hold and cancelled

On hold Initiative is on hold

Expenditure Year to date actuals and commitments

Unspent Unspent budget in the financial year

Note: All percentages in the dashboard report have been rounded.

CITY OPERATIONAL PLAN - PERFORMANCE

Initiative non-financial performance

2% (1)

20% (13)

3% (2)

54% (35)

21% (14)

Action required

Monitor

On hold

On track

Completed

65 initiatives

OVERVIEW

This report provides an overview of progress of the City Operational Plan 2016-17 quarter four (financial information as at 26 July 2017).

The performance assessment of the City Operational Plan is based on:

Initiative non-financial performance – progress vs baseline schedule Initiative financial performance – budget vs actuals and commitments

Key results include:

21% (14) of reported initiatives in the City Operational Plan were ‘completed’ 54% (35) of initiatives were assessed as ‘on track’ 20% (13) of initiatives were assessed as ‘monitor’ 2% (1) of initiatives were assessed as ‘action required’ 3% (2) initiatives have been placed ‘on hold’ Expenditure of $105m (80%) against a total budget of $131.8m was recorded at

quarter 4

Initiative financial performance

80% ($105m)

20% ($26.8m)

Expenditure

Unspent

Quarter 1 Quarter 3 Quarter 4 Quarter 2

Budget $131.8m

745th Council Meeting 31 October 2017 Governance & Administration Committee Meeting 26 October 2017 ITEM 2 CITY OPERATIONAL PLAN 2016-17 & GOLD COAST 2020 - PERFORMANCE REPORT QUARTER FOUR (Continued)

10 Adopted Report


Initiative non-financial performance – exceptions Programs trending below the whole of Portfolio target of 80% of initiatives on track /completed include:

Economic Development (overall 76% on track) – one initiative is assessed as ‘on hold’:

o Support the construction of world class mountain bike trails and facilities – work on hold pending feasibility report

Parks, Recreation & Culture (overall 60% on track)

- one initiative assessed as ‘action required’: Completion Coplick Family Sports Park –initiative delayed due to wet weather and contractual issues. Completion now expected in September 2017.

- three initiatives assessed as ‘monitor’:

o Develop and evaluate professional pathways for creative industries (local artists) that will encourage economic development

o Develop an Indigenous Arts Partnership Program including developing business and exhibition opportunities to promote Gold Coast indigenous artists nationally

o Develop a contemporary music plan: establish a live music economy by building the Gold Coast’s reputation for live music including support for the GC Music Awards.

Waste Management (overall 20% on track)

– three initiatives are assessed as ‘monitor’:

o Develop marketing, promotion and education activities related to the Solid Waste Strategy program o Undertake waste management activities relating to commercial organics collection service, bulk green waste

collection service and planning for services undertaken during the GC2018 Commonwealth Games to support the implementation of the Solid Waste Strategy

o Introduce public place recycling into premium parks and urban precinct CBDs. Water and Sewerage (overall 0% on track)

- three initiatives are assessed as ‘monitor’ and one ‘on hold’:

o Upgrade the sewerage network in the Merrimac West catchment (monitor) o Progress the development of the Long Term Recycled Water Release plan (Stage 1) (monitor) o Construction of a new rising main from the Sewerage Pumping Station at Gold Coast Highway, Arundel to

Coombabah Sewerage Treatment Plant (monitor) o Design a new domestic vehicle waste receivable facility and recycling drop off centre at Coomera (on hold)-

works have been deferred pending business case development

City Operational Plan - Initiative financial performance by program

$7.1 $12.5 $11.2 $27.2 $0.05 $21.5 $28.6 $2.5 $20.5$0.7

0%

20%

40%

60%

80%

100%

120%

% unspent

% Expenditure

Portfolio Target 80%

Financial performance – exceptions

Programs demonstrating significant over/underspends at Quarter 4 against the whole of Portfolio target of 80% included:

Internal Services (6% spent) – this underspend relates to one initiative at a value of $50,000 ‘vacating Southport Depot site to facilitate the extension of the light rail’ which is expected to be expended in Q1 2017-18.

Organisational Capability (73% spent) – this underspend primarily relates to the Local Government Platform initiative underspend of $6.1m (budget of $21.2m). The schedule and Program Management Plan have been revised and reprovisions requested for 2017-18.

Parks, Recreation and Culture (69% spent) – this underspend primarily relates to Coplick Family Sports Park underspend of $596k (budget $3.8m). This is due to wet weather delays and contractual issues and a reprovision of funding has been requested. Grant funding is also expected to be received once the required works are completed.

City Operational Plan - Initiative non-financial performance by program

Note: Off track = initiatives rated as monitor, action required, on hold and cancelled On track = initiatives rated as completed and on track

2 10 5 7 17 1 5 10 5 3

0%

20%

40%

60%

80%

100%

% Off track

% Ontrack/Completed

Portfolio Target 80%

References: #64070792 2016-17 Q4 Performance Reporting Workbook #64155869 2016-17 Q4 City Operational Plan Detailed Initiative Report

Note: Expenditure = YTD actuals and commitments


11 Adopted Report


GOLD COAST 2020 PROGRESS

GOLD COAST 2020 – OUTCOME PERFORMANCE OVERVIEW

As at Quarter 4 2016-17, of the 22 Gold Coast 2020 outcomes (see detailed view on overleaf):

o 15 (68%) are assessed as ‘on track’ (overall performance is on track) o 2 are assessed as ‘monitor’ (mixed performance results reported) o 5 are assessed as ‘review” (performance below that expected)

The aggregated view of outcome performance measure results are shown below (47 reported in 2016-17).

GOLD COAST 2020 – SIGNATURE ACTION PERFORMANCE OVERVIEW

3 1

1310

8

0%10%20%30%40%50%60%70%80%90%

100%

Place Prosperity People

Started Completed

Signature action performance (March 2014 - June 2017 )

Total 35

PLACE PROSPERITY PEOPLE

Signature ActionsOur

ContributionProgress Signature Actions

Our Contribution

Progress Signature ActionsOur

ContributionProgress

Create local employment by promoting development of business and investment within the light rail corridor

LEAD startedPlan and develop the city’s cultural heartland at Evandale with a world class Cultural Precinct connected to Surfers Paradise via a cultural corridor

LEAD startedIncorporate new mobile CCTV cameras to ‘hot spots’ and explore new public safety technologies

LEAD started

Implement the 3 Point Plan for Coastal Protection as part of a long term commitment to improving the resilience of Gold Coast’s beach to erosion

LEAD started

Facilitate the attraction of a key anchor tenant to the Gold Coast Health and Knowledge Precinct to act as a catalyst for subsequent attraction of supporting business and industry and collaborate with the Queensland Government to identify and promote potential site options

LEAD startedSupport the Commonwealth Games volunteering program

SUPPORT started

Project Kirra, the reinstatement of Kirra groyne to its original constructed length

LEAD completedEstablish a world-class dive attraction through the creation of artificial dive sites and attract new visitors to the city through targeted marketing

LEAD started

Consider the provision of mobility centres in high activity hubs to provide information, rest facilities and mobility equipment hire for residents and visitors with a disability

LEAD started

Design and construct a steady long-term release system for excess recycled water across the city

LEAD startedMaintain and expand strategic marine industry infrastructure

SUPPORT startedCreate an inspiring cultural corridor that connects the Evandale Cultural Precinct with Surfers Paradise

LEAD started

Advocate for the extension of the light rail network from Broadbeach to Nobby Beach

ADVOCATE started Develop Chinatown in Southport CBD LEAD startedDevelop the Broadwater Parklands as a major open air cultural destination that hosts a wide range of local, national and international events

LEAD completed

Support extending the light rail network to connect to heavy rail including Park and Ride facilities

SUPPORT startedDevelop a digital city hub to communicate an open for business message including a virtual trade mission platform

LEAD startedActivate the light rail through the commission of public art and programs to create a mobile gallery and art experience

SUPPORT started

Plan for the future extension of the heavy rail line to Elanora with infill rail station sites such aa Yatala, Ormeau North, Pimpama, Hope Island, Parkwood and Merrimac

ADVOCATE startedDevelop Southport as the city’s Central Business District

LEAD started

Develop a cultural portal for the city (as part of the city digital hub) which will provide an interactive and cutting edge platform for on-line access to culture and heritage information for the city

LEAD started

Support community Wi-Fi services in key city locations

SUPPORT startedAttract high performance sport related business and peak sporting bodies to the city using the Commonwealth Games as a catalyst

LEAD started Develop regional All Abilities Playgrounds LEAD started

Develop Southport as the city’s Central Business District

LEAD startedImplement a program to improve tourism infrastructure to drive the city forward as a word-class tourism destination

LEAD startedImplement community and sporting club volunteer attraction program

LEAD started

Support the development of the Gold Coast Aquatic Centre at Broadwater Parklands as a world-class Commonwealth Games venue providing a centre for international aquatic sports competition and training

SUPPORT completedPromote the innovation and commercialisation of open data to create new opportunities for business

LEAD started

Develop the Carrara Sports Precinct as an international sports and leisure venue with an elite sports training facility

LEAD started

Roll out the Open Data Project which will publish data routinely and publicly to enable the co-development of solutions in partnership with the community

LEAD started

Implement Broadbeach Centre Improvement Program including imrpovements at Victoria and Queensland Avenue

LEAD started

Develop an integrated traffic management centre LEAD completed

Advocate for the establishment of a rapid bus network ADVOCATE started

Commonwealth Games live sites are developed to improve open space activities for youth

LEAD started

OVERVIEW

Since Gold Coast 2020 was adopted in March 2014, $118M has been invested in implementation and as at quarter four 2016-17, 100% (35) of the signature actions have been ‘completed’ or have ‘started’ (in delivery) and 68% of Gold Coast 2020 outcomes are “on track”.

The performance assessment of Gold Coast 2020 is based on:

Outcome performance - progress vs desired trend and checkpoints Signature action performance – progress vs the plan Signature action initiative non-financial performance – progress vs baseline schedule Signature action initiative financial performance – budget vs actuals and commitments

This report provides a final progress report against Gold Coast 2020 at quarter four 2016-17 (financials as at 26 July 2017). Key results for 2016-17 include:

17% (7) of initiatives delivering signature actions in Gold Coast 2020 that were in implementation during the year were ‘completed’

67% (28) of initiatives were ‘on track’ 14% (6) of signature action initiatives were rated as ‘monitor’ 2% (1) signature action initiative has been assessed as ‘on hold’ (Support the construction of world

class mountain bike trails and facilities) Expenditure of $50.6 million (72%) against a total budget of $70.3m for signature action initiatives in

2016-17 was recorded at quarter 4 Notes: Performance indicator legends for this dashboard are on page 5 All signature action initiatives are tracked in the City Operational Plan

Gold Coast 2020 – Outcome Performance Measures

On track68%(32)

Monitor13%(6)

Review19% (9)

47 measures

32 6 9 13 3 11

0% 20% 40% 60% 80% 100%On track Monitor Review Baselinbe Not Reported Cancelled

0%

20%

40%

60%

80%

100%

120%

2013‐14 2014‐15 2015‐16 2016‐17

Reported Outcome Performance Measures 'On track' by Theme

Place Prosperity People Plan & Manage

Quarter 1 Quarter 4 Quarter 2 Quarter 3

Note: excludes ‘baseline’, 'not reported' and 'cancelled' (27)


12 Adopted Report

Attachment 1 – City Operational Plan 2016-17 & Gold Coast 2020 - Performance Dashboard Q4

GOLD COAST 2020 – OUTCOME PERFORMANCE IN DETAIL1

Outcome measure rating - of the 26 measures, 12 (46%) were “on track”; 2 (8%) were “monitor”; 6 (23%) were “review” and 6 (23%) were either not reported, cancelled or remained a baseline result.

Outcome measure rating - of the 28 measures, 10 (36%) were “on track”; 3 (11%) were “monitor”; 0 were “review” and 15 (53%) were either not reported, cancelled or remained a baseline result.

Outcome measure rating - of the 22 measures, 12 (55%) were “on track”; 1 (4%) was “monitor”; 2 (9%) were “review” and 7 (32%) were either not reported, cancelled or remained a baseline result.

Outcome measure rating - of the 7 measures, 2 (28.5%) were “on track”; 0 were “monitor”; 2 (28.5%) were “review” and 3 (43%) were either not reported, cancelled or remained a baseline result.

1 A single outcome performance measure may be used to support the assessment of more than one Gold Coast 2020 outcome

Place1.1 Our city provides a choice of liveable places

Percentage of detached and non detached dwellings in the city Review

Rating for ‘Appealing environment’ – RepTrak Reputation Report Baseline

1.2 We live in balance with nature

Average annual grading of waterways across the city Review

Percentage of native vegetation cover Not Reported1.3 We have sustainable solid and liquid waste disposal

Domestic collected waste disposed per household On track

Domestic self hauled waste disposed per household MonitorTotal domestic waste recycled or recovered On trackTotal waste recycled or recovered Monitor

1.4 We have fast, frequent and reliable public transport

Number of households with more than one registered motor vehicle

Review

Percentage of daily trips by public transport On trackPercentage of daily trips taken by private motor vehicle On trackPercentage of people living within 800m of public transport On trackSatisfaction rating for public transport On track

1.5 We are an active digital city

Number of 'open data sets' available to the community Review

Number of free Wi-Fi access points in the city CancelledRating for ‘Advanced technology’ – RepTrak Reputation Report Baseline

1.6 Our modern centres create vibrant communities

Average distance to work by private motor vehicle On track

Average length of time it takes to get to work by private vehicle ReviewNumber of neighbourhood/local centres On trackPercentage of residents who live within 400m of a recreational park

On track

1.7 Everyone can enjoy a beach experience

Beach health report on 13 beaches surveyed On track

Community satisfaction with beach access and safety BaselineCommunity satisfaction with beach and surf amenity Baseline

1.8 Our city benefits from a great Gold Coast 2018 Commonwealth Games

Percentage of Gold Coast City adult residents who meet the National Physical Activity Guidelines

Review

Percentage of the community engaged in volunteering On trackPercentage of community who feel proud of the Gold Coast• very proud or extremely proud• some, very and extremely proud

On track

On track

Review

Review

Monitor

On track

Review

On track

On track

ProsperityDiversify the economy Monitor

Funding raised by start-ups Cancelled

Economic value add of innovation to the city Cancelled

Percentage increase of capital raised annually by innovative busineeses

Cancelled

Growth in the number of innovation and knowledge based jobs created

Cancelled

Cost per innovation and knowledge based jobs Cancelled

Number of start ups founded Cancelled

Growth in film-related activity in the city On trackPercentage growth in regional GDP related to creative industries Monitor

Rating for ‘Appealing experiences’ – RepTrak Reputation Report Baseline

Growth in the number of people employed in creative industries On trackPercentage business growth in key economic zones On trackRank in the top ten Australian cities for inward capital investment Cancelled

Productive value add per worker CancelledRating for ‘Adequate infrastructure’ – RepTrak Reputation Report Baseline

Business confidence in the economy On trackStandard of living (Gross Regional Product per capita) On trackNumber of people employed in the City of Gold Coast On trackRating for ‘Favourable environment for business’ – RepTrak Reputation Report

Baseline

The amount of money spent by domestic visitors each year On trackThe amount of money spent by international visitors each year MonitorThe number of nights spent on the Gold Coast by domestic visitors each year

On track

Rating for ‘Appealing experiences’ – RepTrak Reputation Report Baseline

The number of nights spent on the Gold Coast by international visitors each year

On track

Rating for ‘Headquarters location’ – RepTrak Reputation Report BaselineRating for ‘City ranking’ – RepTrak Reputation Report BaselineRank in the top ten Australian cities for inward capital investment Cancelled

Value of Gold Coast exports On track

2.1 Our city is innovative and grows successful businesses

2.2 We have a thriving cultural economy

2.3 We have infrastructure that supports productivity and growth

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

2.5 We are a globally recognised tourism destination

2.6 We are an emerging world-class business destination

On track

On track

On track

On track

Monitor

On track

People3.1 Our city is safe Percentage of coastal public beachfront requiring protection with

a certified seawallOn track

Percentage of residents who feel safe in their neighbourhood:• strong and very strong sense of safety• average, strong and very strong sense of safety

Not Reported

Percentage of residents who have made preparations for disasters such as bushfinres and floods

Cancelled

Rating for ‘Safe environment for visitors and residents’ – RepTrak Reputation Report

Baseline

3.2 We are proud of our city

Percentage of the community engaged in volunteering On track

Percentage of community who feel proud of the Gold Coast• very proud or extremely proud• some, very and extremely proud

On track

Rating for ‘City ranking’ – RepTrak Reputation Report Baseline

Percentage increase in attendance at events celebrating national cultures

On track

Percentage of bus stops that comply with DSAPT (Disability Standards for Accessible Public Transport)

On track

Percentage of residents who feel a sense of belonging to their community• strong and very strong sense of belonging• average, strong and very strong sense of belonging

Not Reported

3.4 Our city embraces culture every day

Number of heritage places protected On track

People participating in arts and culture in the city On track

Growth in the number of people employed in creative industries On track

3.5 We are a highly skilled community

Rating for ‘Production of products and services’ – RepTrak Reputation Report

Baseline

Number of people employed in the City of Gold Coast On trackPercentage increase in residents with a bachelor / tertiary degree or above

On track

Productive value add per worker Monitor

Growth in the number of innovation and knowledge based jobs created

Cancelled

Standard of living (Gross Regional Product per capita) On track

3.6 We are an active and healthy community

Percentage of daily trips by cycling Review

Percentage of Gold Coast City adult residents who meet the National Physical Activity Guidelines

Review

Percentage of daily trips by walking On track

On track

On track

Review

On track

On track

On track

3.3 Our community is inclusive and supportive

Plan and ManagePercentage Corporate Strategy outcomes on track for delivery Review

Percentage Gold Coast 2020 outcomes on track for delivery Review

Rating for ‘Leadership’ – RepTrak Reputation Report rating BaselineAsset Renewal Funding Ratio (Infrastructure) On trackCustomer satisfaction with services CancelledQTC Credit review rating On trackRating for ‘progressive social, economic and environmental policies’– RepTrak reputation Report

Baseline

A We plan for the future of the city

B We manage the city responsibly

On track

Review

Outcome performance –exceptions (measures rated as “review”):

1.1Our city provides a choice of liveable places – one outcome measure relating to the percentage of detached and non detached dwellings in the city identified a 2016 checkpoint of 45% of detached dwellings which was not achieved. However, the percentage of detached dwellings has been reducing and though the checkpoint was not realised the city has achieved a reduction from the 2013 baseline to 47%. The city has received a very high number of detached dwelling (low density) approvals in northern green-field areas in the last two years, which has impacted results. It is expected that the percentage of approvals for non-detached dwellings will continue to increase as the City moves towards a more consolidated urban form under the new City Plan.

1.2 We live in balance with nature – one outcome measure relating to waterway water quality identified a 2016 checkpoint of B+ for the average annual waterway grading which was not achieved. The city has achieved a consistent result of B- for the last 2 years. This result is an aggregated result across a number of catchments and whilst the Broadwater saw a decline in water quality, other catchments improved from the previous year. Water quality can vary over short periods of time and is impacted by periods of heavy rain during cyclonic weather events such as those experienced over the last financial year. These events increased stormwater runoff and lead to high levels of sediment and nutrients in the waterways. A new Water Strategy is planned for development during 2017-18 which is expected to improve water quality through the implementation of initiatives to improve riparian health, compliance and education. It should be noted that the delivery of this outcome requires a partnership approach, with the City working collaboratively with other local, regional and state partners.

1.4 We have fast, frequent and reliable public transport – one outcome measure relating to the number of households with more than one registered motor vehicle identified a reduction by the 2016 checkpoint which was not achieved. The percentage is currently at 62.7% of households. This result is potentially due to relatively low car ownership cost and parking affordability compared to other cities. New plans recently endorsed or to be finalised in 2017 should support improvements for this outcome. These include the Active Transport Plan, Travel Behaviour Plan and Public Transport Plan. Major initiatives such as Light Rail Stage 2 should also improve outcomes in the future. Updated ABS data is expected to be available during late 2017.

1.5 We are an active digital city– one outcome measure relating to open datasets available to the community identified a 2016 checkpoint of 300 which was not achieved. While the number of open data sets available to the community has increased since 2013 to 93, the model for open data consumption has changed and the city has successfully trialled a Spatial Open Data Set site with community and industry input. This is expected to be available to the public by the end of 2017 and will be accessed through Data.gov.au as well as via a portal on the City website.

1.6 Our modern centres create vibrant communities – one outcome measure relates to the average length of time it takes to get to work which identified a 2016 checkpoint of 15.5 minutes which was not achieved. The time taken to get to work has increased from the 2012 baseline of 16 minutes to 25.8 minutes (based on the 2015-16 household travel survey). This result is impacted by traffic congestion and the city is actively working with Transport and Main Roads to improve capacity and address congestion. Along with the new transport plans already mentioned above, a Road Network Plan is also anticipated in late 2017 that will aim to alleviate traffic congestion. Updated ABS data is expected to be available during late 2017.

1.8 Our city benefits from a great Gold Coast 2018 Commonwealth Games – one outcome measure relating to the percentage of Gold Coast City adult residents who meet the National Physical Activity Guidelines identified a 2016 checkpoint of 66% which was not achieved. However, the percentage of residents meeting these guidelines has increased from the 2012 baseline of 60.5% to 64% (noting that performance has stabilised at 64% since 2014). By harnessing the excitement of GC2018, the City in partnership with others aims to drive forward collective action for change to ensure that physical activity becomes part of everyday life for Gold Coast residents.

3.6 We are an active and healthy community – two outcome measures did not achieve the 2016 checkpoints. The percentage of Gold Coast City adult residents who meet the National Physical Activity Guidelines (as already identified above at 1.8) and the percentage of daily trips by cycling where the latest reported result of 1.3% is below the 2012 baseline of 1.9% and the 2016 checkpoint of 2.5% . Action to improve outcomes for cycling is supported by the recent adoption of the Gold Coast Active Transport Plan 2017-2027 which aims to boost walking and cycling in the city with a plan target of 4.5% cycle mode share by 2026.

A ‘We plan for the future of the city’- two outcome measures relate to the aggregated percentage of Corporate Strategy outcomes (77%) and Gold Coast 2020 outcomes (68%) on track for delivery. While the 2016 checkpoint of 100% on track was not achieved, performance against Corporate Strategy outcomes has improved from 50% in 2014 to 77% this year. This improvement has been supported by the implementation of a number of new city strategies since Gold Coast 2020 was adopted in 2014.


13 Adopted Report

Attachment 1 – City Operational Plan 2016-17 & Gold Coast 2020 - Performance Dashboard Q4

GOLD COAST 2020 – SIGNATURE ACTION INITIATIVE PERFORMANCE OVERVIEW2

2 Gold Coast 2020 signature actions (35) are supported by multiple signature action initiatives in 2016-17 (42) i.e. one to many relationship

LEGEND – INITIATIVE DASHBOARDS

Status Definition

Completed Initiative has been completed

On track Initiative is proceeding to plan

Monitor Progress is behind schedule but action is underway which is expected to remediate

Action

required Progress is significantly behind schedule and action is required

Cancelled Initiative has been cancelled

Off track Collection of initiatives which include those identified as closely monitor, action required, on hold and cancelled

On hold Initiative is on hold

Expenditure Year to date actuals and commitments

Unspent Unspent budget in the financial year

Note: All percentages in the dashboard report have been rounded Gold Coast 2020 signature actions (35) are supported by multiple signature action initiatives in 2016-17 (42) i.e. one to many relationship.

LEGEND – OUTCOME DASHBOARDS

Status Definition

On track

Results reflect the desired trend towards

Monitor

Results do not reflect the desired trend

Review

Results do not reflect the desired trend and did not meet the latest checkpoint

Baseline

An initial single reference data point used as a base for assessing progress

Not reported

Expected data was unavailable at the time of reporting

Cancelled

Performance measure has been cancelled

Note: All percentages in the dashboard report have been rounded. A single performance outcome measure may be used to support the assessment of more than one Gold Coast 2020 outcome

Gold Coast 2020 ‐ Signature Action initiatives 2016‐17

14% (6)

2% (1)

67% (28)

17% (7)

Non-financial progress

Monitor On hold On track Completed

57%

88%

100%

85%80%

67%

80% 79%

100%

60%

75%

88%

0%

20%

40%

60%

80%

100%

2013-14 2014-15 2015-16 2016-17

Signature action initiatives on track and completed


0%

20%

40%

60%

80%

100%

2013-14 2014-15 2015-16 2016-17

Signature action initiatives % spent


$27m$11m $29m $51m

42 initiatives

Total $118M


14 Adopted Report

745th Council Meeting 31 October 2017 15 Governance & Administration Committee Meeting 26 October 2017 Adopted Report CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION moved Cr Gates seconded Cr Taylor 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

3 Audit Committee Meeting – 9 October 2017 Prejudicial Matter

CARRIED

PROCEDURAL MOTION moved Cr Crichlow seconded Cr Tozer That the Committee move into Open Session.

CARRIED UNANIMOUSLY Following resumption into Open Session Item 3 was moved and carried as shown on the following pages.


ITEM 3 (Continued) OFFICE OF THE CHIEF OPERATING OFFICER AUDIT COMMITTEE MEETING - 9 OCTOBER 2017 LG115/1190/04/18/CF(P2) REPORT CONFIDENTIAL

COMMITTEE RECOMMENDATION GA17.1026.003 moved Cr Crichlow seconded Cr Tozer 1 That the report/attachment be deemed a confidential document and be treated as

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

2 That Council adopt the recommendations of the Audit Committee determined at its meeting held on 9 October 2017 Final Financial Statements Meeting as follows:

AC17.1009.001 – 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 probity assignment declared by the Chair.

AC17.1009.002 - Minutes of Previous Audit Committee Meeting

b The Audit Committee notes that the recommendations of its meeting held on 4 September 2017 will be reported to the Governance and Administration Committee meeting on 12 October 2017 and subsequent Council Meeting on 17 October 2017.

AC17.1009.003 – Audit Committee Action Requests From Prior Meetings

c The Audit Committee notes the update on action requests arising from prior committee meetings including addition of the matter of asset valuation peer review process as part of item 7b.

AC17.1009.004 – 2016-17 Final Financial Statements of Council of the City of Gold Coast

d The Committee recommends the 2016-17 financial statements of Council of the City of Gold Coast for certification by the Mayor and Chief Executive Officer, subject to the minor changes and reviews identified by the Committee and to be undertaken by Corporate Finance and finalisation of the external audit and any audit changes to the financial statements.

AC17.1009.005 – 2016-17 Management Representations

e The Audit Committee notes the year end management representations for 2016-17.

AC17.1009.006 – 2016-17 Sustainability Statements

f The Audit Committee recommends the Current Year Financial Sustainability Statement for the year ended 30 June 2017 for certification by the Mayor and Chief Executive Officer.

g The Audit Committee recommends the Long-term Financial Sustainability Statement prepared as at 30 June 2017 for certification by the Mayor and Chief Executive Officer.

AC17.1009.007 - City of Gold Coast Insurance Company Limited

h The Audit Committee notes the verbal update by the CEO.


ITEM 3 (Continued) AUDIT COMMITTEE MEETING - 9 OCTOBER 2017 LG115/1190/04/18/CF(P2) REPORT CONFIDENTIAL

AC17.1009.008 - External Audit Update

i The Audit Committee notes the Briefing Note from the Queensland Audit Office incorporating: i Audit Status; ii Likely marginal increase in Audit Fee; iii QAO Performance Audit Update concerning “managing local government

rates, fees and charges” likely to be completed by March 2018; iv Parliamentary Reporting Update; v QAO Events and Publications; and

j Comment on the Crime and Corruption Commission report on “Effectiveness of Queensland public sector corruption risk assessments” released in September 2017.

k The Committee notes the QAO 2016-17 Closing Report tabled at the meeting.

l The Committee notes the requirement for expedited progress concerning a position paper (including an initial estimate) for landfill remediation and has requested that this be completed by 31 December 2017 to allow appropriate consideration in advance of the preparation of the 2017-18 financial statements.

AC17.1009.009 – 2016-17 Controlled Entities - Final Financial Statements

m The Audit Committee notes the 2016-17 Annual Financial Reports submitted by Broadbeach Alliance Ltd, and Gold Coast Arts Centre Pty Ltd and that the 2016-17 Annual Financial Statements for Connecting Southern Gold Coast and the Surfers Paradise Alliance should be completed by 13 October;

n The Audit Committee notes the steps being taken by management of the Gold Arts Centre Pty Ltd to improve year end processes for financial statement completion including acquisition of a new accounting system and has requested the Internal Audit Unit to assist in these areas; and

o The Committee notes the unusually high turnover of Chief Financial Officers at the Surfers Paradise Alliance (which has impacted on the preparation of the Annual Financial Statements) and has asked the Coordinator Controlled Entities to report on the circumstances and reasons giving rise to this matter.

AC17.1009.010 – Draft City of Gold Coast 2016-17 Annual Report

p The Audit Committee notes the Draft 2016-17Annual Report and the Compliance Checklist for the Draft 2016-17 Annual Report; and

q The Committee notes that the Corporate Finance Branch has in place a peer review process to ensure consistency of financial data within the Annual Report and between financial data included elsewhere in the Annual Report with that contained in the Annual Financial Statements.

AC17.1009.011 – Annual Review Of Audit Committee Charter/Policy and The Internal Audit Charter/Policy

r The Audit Committee recommends the proposed amendments to the Audit Committee Charter and Internal Audit Charter as discussed at its 9 October 2017 meeting and which are to be circulated by the Manager Corporate Assurance for formal endorsement by Members prior to submission to Council for approval.


ITEM 3 (Continued) AUDIT COMMITTEE MEETING - 9 OCTOBER 2017 LG115/1190/04/18/CF(P2) REPORT CONFIDENTIAL

AC17.1009.012 – Audit Committee Administration

s The Audit Committee notes the discussion relating to administration of the Audit Committee and endorses the administrative improvements discussed and agreed at the 9 October 2017 meeting.

AC17.1009.013 – Annual Corporate Assurance Independence Confirmations

t The Audit Committee notes the update on annual declarations from Corporate Assurance staff relating to confidentiality, independence and objectivity.

AC17.1009.014 – Supplementary Information Supplied to Audit Committee

u The Audit Committee notes the supplementary information supplied relating to the 9 October 2017 meeting.

CARRIED

There being no further business the meeting closed at 9.22am.


These Pages

Numbered 1 to 51

Constitute The Adopted Report Of The Meeting

Of The Governance & Administration Committee

Held Thursday 26 October 2017

Adopted Report Governance & Administration Committee Meeting€¦ · 745th Council Meeting 31 October 2017 4 Governance & Administration Committee Meeting 26 October 2017 Adopted

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