783 LIFESTYLE AND COMMUNITY COMMITTEE MEETING 14 … · Thursday, 14 November 2019, numbered LC19.1114.001 to LC19.1114.007, be adopted. CARRIED . ATTENDANCE . Cr H Vorster (Chairperson)

783 Adopted Report

of the

Lifestyle and Community Committee Meeting

held

Thursday 14 November 2019 at

1 pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

783rd Council Meeting 26 November 2019 2 Lifestyle and Community Committee Meeting 14 November 2019 Adopted Report

Index 783 Adopted Report

Lifestyle and Community Committee Meeting Thursday 14 November 2019

Item Direct. File Page Subject

1 LC CM787/790/03/04(P1) 2019-20 Proposed Agenda Items for Lifestyle and Community Committee

2# LC FN334/375/02/08(P1) 2019-20 Local Area Works Program - Additions and Community Facility Contributions

3 LC CS433/263/-(P8) State Grant Funding - Active Community Infrastructure

4 LC CS431/386/03(P1) Volunteering Legacy Project

Closed Session

5 LC FN251/48/113/02/CF(P1) Regional Arts Development Fund 2018-19

6 LC LG314/1211/19/136(P1) Construction of Robina City Parklands

General Business

7 Div 11 FN334/375/02/08(P1) Robina Common Facilities Improvement

# Officer’s Recommendation changed at Committee Meeting

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

WW - Water and Waste

5

7

16

21

59

75

82

783rd Council Meeting 26 November 2019 3 Lifestyle and Community Committee Meeting 14 November 2019 Adopted Report ADOPTED AT COUNCIL 26 NOVEMBER 2019 RESOLUTION G19.1126.009 moved Cr O’Neill seconded Cr Boulton That the Report of the Lifestyle and Community Committee’s Recommendations of Thursday, 14 November 2019, numbered LC19.1114.001 to LC19.1114.007, be adopted.

CARRIED

ATTENDANCE Cr H Vorster (Chairperson) Cr G Baildon AM Cr C Caldwell left the meeting at 2.03pm Cr D Gates Cr R La Castra Cr G O’Neill Cr G Tozer Cr P Taylor Visitor Cr W Owen-Jones Visitor Cr P C Young Visitor Ms A Ewens Director Lifestyle and Community Ms B Denholder Manager Safe and Liveable Communities Ms J Severns Coordinator Strategy and Community Partnerships Mr R Macaulay Coordinator Business Improvements APOLOGY / LEAVE OF ABSENCE PROCEDURAL MOTION moved Cr Tozer seconded Cr La Castra That the apology/leave of absence of Cr Boulton be noted. CARRIED PRESENTATIONS Item 4 – Volunteering Legacy Action Plan 2019-2021 Big Red Kidney Bus – Presented by the Robina Lions Club

783rd Council Meeting 26 November 2019 4 Lifestyle and Community Committee Meeting 14 November 2019 Adopted Report The information below is extracted from the Procurement Policy and Contract Manual. Refer to the Procurement Policy and Contract Manual for complete details. 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 2019-20 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE CM787/790/03/04(P1)

2019-20

ITEM BRANCH ACTION/ PREVIOUS RESOLUTION

Lifestyle and Community Committee – All Meetings

2019-20 Proposed Agenda Items for the Lifestyle and Community Committee Director’s Office Standing Item

2019-20 Local Area Works Program – Additions Lifestyle and Community Committee Transport & Local Area Works Standing Item

784 Council Meeting – 6 December 2019 (10am) Lifestyle and Community Committee – 28 November 2019 Bushfire Resilience Framework Economy Planning & Environment

City Planning LC19.0723.004 (2)

LG314/690/19/001 – Pump Mechanical and Electrical Maintenance, Servicing and Repairs

Transport & Infrastructure

Expression of Interest for Management Services of City of Gold Coast Tourist Facilities on South Stradbroke Island

Community Venues & Services

Petition on CCTV Tugun Safe & Liveable Communities


ITEM 1 (Continued) 2019-20 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE CM787/790/03/04(P1) RECOMMENDATION It is recommended that Council resolves as follows: That the 2019-20 Proposed Agenda Items for the Lifestyle and Community Committee be noted. Authorised by:

Alison Ewens TRACKS REF: #74804276 Director Lifestyle and Community

COMMITTEE RECOMMENDATION LC19.1114.001 moved Cr Tozer seconded Cr Gates That the 2019-20 Proposed Agenda Items for the Lifestyle and Community Committee be noted. CARRIED


ITEM 2 LIFESTYLE AND COMMUNITY 2019-20 LOCAL AREA WORKS PROGRAM – ADDITIONS AND COMMUNITY FACILITY CONTRIBUTIONS FN334/375/02/08(P1) Refer 5 page attachment 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that Attachments 2.3 and 2.4 of 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 the local government’s budget.

1.2 I recommend that Attachments 2.3 and 2.4 be deemed confidential documents in

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

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is for Council to approve additions to the 2019-20 Local Area Works Program as detailed in Attachments 2.1 and 2.2. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION Councillors in conjunction with City officers have suggested that the projects as detailed in Attachments 2.1 and 2.2 be added to the 2019-20 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) 2019-20 LOCAL AREA WORKS PROGRAM – ADDITIONS AND COMMUNITY FACILITY CONTRIBUTIONS FN334/375/02/08(P1) 7 FUNDING AND RESOURCING REQUIREMENTS Funds are available within the various Local Area Works allocations to carry out the works as indicated in the attachments within the 2019-20 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 2.1. 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. Ongoing costs of community facility contributions are the responsibility of the organisation receiving the contribution. 8 RISK MANAGEMENT Transport and Infrastructure’s risk in 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. Corporate Risk CO000431 – Non-compliance with State and Commonwealth Legislation leading to potential prosecution of the City and executive officer liability. City image now relates to grant making. Council’s diligent improvement of and adherence to its community grants policy will effectively mitigate this risk. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES The policies applicable to the inclusion of Local Area Works projects listed for endorsement by Council is Local Area Works and Services Program Policy (iSPOT #48181699) and the Community Grants Policy. 11 DELEGATIONS Not Applicable.


ITEM 2 (Continued) 2019-20 LOCAL AREA WORKS PROGRAM – ADDITIONS AND COMMUNITY FACILITY CONTRIBUTIONS FN334/375/02/08(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 & Infrastructure

Yes

Ash Turner, Parks Development Officer

Lifestyle and Community

Yes

Ben Stephenson, Project Officer Parks & Open Space Services


Yes

Adam Godfrey, Recreational Services Project Officer


Yes

Tim Widdison, Recreational Services Project Officer


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 the attachments. 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 the attachments. It is recommended that Council approve the additions and community facility contributions in order that they can be delivered as soon as practicable.


ITEM 2 (Continued) 2019-20 LOCAL AREA WORKS PROGRAM – ADDITIONS AND COMMUNITY FACILITY CONTRIBUTIONS FN334/375/02/08(P1) 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the additions listed in Attachment 2.1 be approved for the 2019-20 Local Area

Works Program. 2 That Council approves the allocation of funds detailed in the Community Facility

Contributions Table in Attachment 2.2, these being Community Facility Contributions under Council’s Community Grants Policy.

3 That Attachments 2.3 and 2.4 be deemed confidential documents in accordance with

sections 171 (3) and 200 (5) of the Local Government Act 2009 and that Attachment 2.3 and 2.4 remain confidential unless Council decides otherwise by resolution.

Author: Authorised by: Garry Ellis Alison Ewens Program Coordinator Project Management Unit Director Lifestyle and Community 23 October 2019 Tracks Ref: #74770561 Changed Recommendation COMMITTEE RECOMMENDATION LC19.1114.002 moved Cr Gates seconded Cr Caldwell 1 That the additions listed in Attachment 2.1 be approved for the 2019-20 Local

Area Works Program. 2 That Council approves the allocation of funds detailed in the Community

Facility Contributions Table in Attachment 2.2, these being Community Facility Contributions under Council’s Community Grants Policy.

3 That Attachments 2.3 and 2.4 be deemed confidential documents in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009 and that Attachment 2.3 and 2.4 remain confidential unless Council decides otherwise by resolution.

4 That an increase of the allocation for Project #28472 Division 1 Community Facility Contributions 19-20 by $40,000 from $100,000 to $140,000 to cater for the Upgrade of Clubhouse Alberton Cricket Club should their current grant funding application be unsuccessful.

5 That an increase of the allocation for Project #28398 Division 2 Community Facility Contributions 19-20 by $100,000 to cater for the Upgrade of Clubhouse Helensvale Pacific Pines Cricket Club should their grant funding application be successful.

CARRIED


Attachment 2.1

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 (CR459793)

2 28398 Funding of Community Organisations Occupying Council Leasehold Land – Division 2

Increase the allocation for project #28398, Division 2 Community Facility Contributions 2019-20 by $30,000 from $121,000 to $151,000 to cater for future allocations across the Division.

30,000 N/A N/A N/A

2 G. Ellis (CR465508)



50,000 N/A N/A N/A

3 G. Ellis (CR458154)



20,000 N/A N/A N/A


4 A. Turner (CR411028)

10 28779 Old Burleigh Road, Broadbeach

Increase the allocation for project #28779 by $15,000 from $120,000 to $135,000 for upgrades within Kurrawa Park to include an additional Waterside Shelter and demolition of the existing. Funding Summary Division 10 ParkIn Centre Scheme Control - $15,000

15,000 N/A N/A N/A

5 B. Stephenson (CR325557)

10 TBA Surf Parade / Capricornia Avenue, Broadbeach

Contribution to the landscaping of the traffic Island adjacent to Capricornia Units similar to recent upgrades in the area.

Works include; • Demolition works • Installation of soil • Plant 5 x ex-ground palms and

understorey plants • Concrete edging • 2 x stainless steel rails • Mulch and decorative gravels

Funding Summary Division 10 ParkIn Centre Scheme Control - $34,750 WOC - $34,750

34,750 5000 10,000 69,500

Sub Total 5000

Cumulative Total

43,655

• 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 2019-20 financial year as at the date of this report.


Attachment 2.2

LIFESTYLE AND COMMUNITY – COMMUNITY FACILITY CONTRIBUTIONS Line

# Reviewing Officer and

CR#

Div Project Number

Organisation Eligibility status

Purpose of Contribution

Amount Merit of contribution

1 A. Godfrey (CR363550)

3 28504 Runaway Bay Soccer Club Inc

Eligible Increase the allocation for project #28504 by $50,000 from $100,000 to $150,000 towards clubhouse upgrades.

50,000 Increased capacity of the club to delivery an improved service to the community.

2 T. Widdison (CR456948)

4 TBA Musgrave Sports Club Inc (Musgrave Soccer Club)

Eligible Towards the design and construction of the roof of the facility within Keith Hunt Park, Labrador.

45,000 The club has full maintenance responsibilities of this leased facility and has allocated part funds towards this project. Contribution allows club to complete works and continue to provide a useable site for participants.


Line 4 Attachment 2.3

REDACTED - pages 14 and 15


ITEM 3 PARKS & RECREATIONAL SERVICES STATE GRANT FUNDING – ACTIVE COMMUNITY INFRASTRUCTURE CS433/263/-(P8) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to outline the Active Community Infrastructure grants about to be released by the State Government and seeks endorsement of Council to prepare/support an application process noting expression of interest rounds occur in the lead up to and during the 2020 Local Government elections. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION The Queensland Government has recently released its 10 year strategy Activate! Queensland 2019-2029, to get more people moving and promote better connected communities. The strategy aims to encourage a collaborative approach between government, industry and community to leverage investment and knowledge while delivering initiatives to address identified needs. The strategy primarily focuses on four key areas, namely: physical activity to improve health and wellbeing utilising spaces and places to inspire a more active lifestyle facilitate the success of elite level sports through world class knowledge and facilities establishing partnerships to maximise benefits to a more active Queensland

The introduction of this strategy combined with the City’s existing Gold Coast Sport Plan has the ability to deliver benefits to the city including: increased participation in physical activity better catering for the needs of female participation boosting jobs in the sport and recreation sector providing solutions to barriers preventing physical activity constructing infrastructure to meet the needs of the community strengthening pathways from grass roots to elite fostering collaboration to achieve community outcomes taking a more holistic approach to the provision of sport, recreation and physical

activity opportunities in the city


ITEM 3 (Continued) STATE GRANT FUNDING – ACTIVE COMMUNITY INFRASTRUCTURE CS433/263/-(P8) Among the strategy’s plans is the desire to enable more Queenslanders to benefit from leading an active lifestyle. As such there will be grant opportunities: however, the historical focus on sport and recreation activities to boost participation will be further enhanced by the funding model becoming more outcomes-based, with the aim of increased or improved accessibility for individuals leading to broader community wellbeing. Organisations will need to meet the objectives of this strategy to gain funding and be capable of delivering the project within the nominated timelines. Year 1 of the strategy focuses on the construction of infrastructure, building the capability and capacity of our partners and piloting projects to drive investment. It is expected that over $500 million will be spent in the first three years of the strategy on these objectives. Active Community Infrastructure Funding of $40 million will be available for up to 150 community infrastructure projects across Queensland. Projects will include improvements to bikeways, walking tracks and recreation spaces in addition to the traditional sports field lighting, playing surfaces, change rooms and club houses. Active Community Infrastructure is an initiative under the strategy to benefit communities over the next three years. Funding opportunities will have key criteria including equitable access, greater functionality and adaptability of places and spaces, increased opportunities for physical activity, and supports broader community social and wellbeing outcomes. The initiative is aimed to deliver well designed new or upgraded infrastructure solutions where there is an identified need. These may include change rooms and amenities, lighting solutions, walking paths, shade, and irrigation. Projects will be delivered on an evidence based approach aimed to improve community outcomes. Collaboration between the State and Council, clubs and organisations, sport governing bodies, other government agencies, other private entities, and the local community will be favourably looked upon when assessing applications for assistance. Organisations can apply for projects with a cost of up to $1 million (GST exclusive) and will need to work with Queensland Government’s Sport and Recreation departmental staff to submit expressions of interest for consideration. Applicants are eligible for up to 100 per cent of project cost. It has been advised that year 1 will have two funding rounds for Active Community Infrastructure, with each round open for approximately four weeks. The first round saw Expressions of Interest open on 25 October 2019 with round 2 expected to open in March 2020. Based on previous grant programs, it would be expected that successful projects would be announced in February (for October round) and July (March). City Support for Assistance The proposed release dates for the Active Community Infrastructure are problematic in terms of time constraints (October 2019) and Local Government Elections (March 2020). On this basis officers propose to assist/support clubs that have existing plans which meet the criteria outlined under the program.


ITEM 3 (Continued) STATE GRAT FUNDING – ACTIVE COMMUNITY INFRASTRUCTURE CS433/263/-(P8) The City has undertaken sustainability and facility planning for all major sports in line with the objectives of the City’s Sport Plan. Each plan has priorities for outcomes that are evidence based and will benefit the community in line with funding requirements. It is proposed that organisations deemed to be a priority, in terms of identified need, are in a position to apply for the first round and can demonstrate the required principles of partnerships, collaboration, integration, inclusiveness and sustainability will be supported in the first instance. Other clubs/organisations that are eligible but are not yet in a position to apply, will receive the support of officers to prepare for the next round due in March 2020 or alternatively a future round of funding. Due to the inability to report the outcomes or prospective applicants for the March round, and so as not to unnecessarily waste the time of clubs writing proposals, officers seek Council endorsement for support to be provided to clubs on the above basis noting support will not be provided for rounds 1 and 2 if the parameters of this program have not been met. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN 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

3.3 Our community is inclusive and supportive. We are a diverse community where everyone is welcome, families thrive and people know their neighbours.

3.6 We are an active and healthy community. We enjoy the city and its enviable climate.

7 FUNDING AND RESOURCING REQUIREMENTS The Active Community Infrastructure program offers funding up to 100 per cent of the project cost to a maximum of $1 million. Funding will depend on the capability to deliver the project and the outcome derived. Previous successful grant applications have highlighted capability as a strong indicator in addition to surety over funds available for the project. 100 per cent grant funding will be rare and applicable to only those projects with significant outcomes being delivered in the short term. That said, there is no immediate requirement for City funding towards projects albeit some applications may already be subject to City contributions and/or significant planning. Officers will work with eligible clubs and State Government staff to prepare suitable applications to meet program requirements. 8 RISK MANAGEMENT Not Applicable. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES Not Applicable.


ITEM 3 (Continued) STATE GRANT FUNDING – ACTIVE COMMUNITY INFRASTRUCTURE CS433/263/-(P8) 11 DELEGATIONS Not Applicable. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Ron Jacobs, Manager Parks & Recreational Services

City of Gold Coast Yes

13 STAKEHOLDER IMPACTS The strategic planning around facility plans has placed the City in a favourable position to assist clubs with grant applications advertised at short notice. Officers will work with the local Sport and Recreation office to speak with clubs and ensure they are either in a position to proceed in the first round or prepared sufficiently to apply in future rounds. 14 TIMING The meetings with eligible clubs has commenced with the knowledge that the Active Community Infrastructure Program was released on 25 October 2019. Results of applications will be reported to Council in due course. 15 CONCLUSION The State Government has recently released its 10 year strategy to increase physical activity and connected communities throughout Queensland Activate! Queensland 2019 – 2029. As part of the strategy a grant program (Activate Community Infrastructure) has been released, which is aimed to increase physical activity opportunities including the provision of equitable access, greater functionality and above all beneficial community social and wellbeing outcomes. Although the grants will provide opportunities for historical infrastructure including sports field lighting, club facilities/amenities, playing surfaces etc. there is a new focus to improve overall health and wellbeing by activating spaces that lead to an active lifestyle. To this end, the City is a favourable position having established priority facility plans with many sports/clubs. The pending release of the grant program allows officers to utilise the data available to assist clubs apply for funding. Due to criteria being more extensive than previous grant programs, it is critically important applications can meet the strict criteria as outlined in this report. With this in mind, it is important that officers work with organisations that are eligible to ensure the best chance of success. Those potential applicants that do not meet the criteria or are not yet in a position to deliver a project, will be given assistance to enable an application in future rounds of the grant program. Due to the timing involved outcomes of the application process for year one of the Active Community Infrastructure Program will be reported to the new Council once advised in 2020.


ITEM 3 (Continued) STATE GRANT FUNDING – ACTIVE COMMUNITY INFRASTRUCTURE CS433/263/-(P8) 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council endorses officers working with clubs/organisations eligible for the State

Government’s Active Community Infrastructure Grant Program in the knowledge that timing of the release impacts on the ability to report on the initial rounds (October 2019 and March 2020) prior to the new Council being formed in March 2020.

2 That the report be presented to Council mid 2020 on the outcome of the application process for year 1 of the Active Community Infrastructure Program.

Author: Authorised by: Bruce Flick Alison Ewens Coordinator Recreational Services Director Lifestyle and Community 16 October 2019 TRACKS REF: 74452034 COMMITTEE RECOMMENDATION LC19.1114.003 moved Cr Tozer seconded Cr Gates 1 That Council endorses officers working with clubs/organisations eligible for the

State Government’s Active Community Infrastructure Grant Program in the knowledge that timing of the release impacts on the ability to report on the initial rounds (October 2019 and March 2020) prior to the new Council being formed in March 2020.

2 That the report be presented to Council mid 2020 on the outcome of the application process for year 1 of the Active Community Infrastructure Program.

CARRIED


ITEM 4 SAFE AND LIVEABLE COMMUNITIES VOLUNTEERING LEGACY PROJECT CS431/386/03 Refer 27 page attachment - Volunteering Legacy Action Plan 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to provide Council with an update on the Gold Coast Commonwealth Games (GC2018) Volunteering Legacy Project, and to seek endorsement of the Volunteering Legacy Action Plan (Attachment 1). 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION Background Volunteers made a significant contribution to the success of GC2018, providing over 1 million volunteer hours across the 11 days of the event, and many more hours in preparation. 47,000 applications were received by GOLDOC to volunteer at GC2018. Approximately 15,000 people were selected to be volunteers for GC2018, with 4500 of these being residents of the Gold Coast. Two hundred local residents were Host City Volunteers, who were Ambassadors for the City and situated in the key precincts during GC2018. They promoted local tourism offerings and amenities, and helped people to find their way around during games time. Post GC2018, GOLDOC provided the database of all applicants who agreed to be contacted post games (~35,000 people) to Volunteering Queensland. They received a small amount of State Government funding for one year to establish ongoing communication and promote other volunteer opportunities to those on the database. Volunteering Queensland is continuing to work with the City to maximise the legacy benefits, and has an active role in the GC2018 Volunteering Legacy Project going forward. During this time the City undertook a number of activities to further harness the local volunteering spirit, including a promotional campaign during National Volunteer Week to encourage and recognise local volunteers; research to identify trends and barriers to volunteering on the Gold Coast; workshops for community organisations to attract/retain volunteers; and demonstrations at local events to show residents how to sign up to be a volunteer. GC2018 Volunteering Legacy Project Building a volunteering legacy was identified in the Embracing 2018 Legacy Program, as it is an expectation that Olympic and Commonwealth Games host cities will have a volunteering legacy outcome.


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 The GC2018 Volunteering Legacy Project aims to build on partnerships established with peak volunteering organisations and the spirit of community involvement to grow rates of volunteering on the Gold Coast. The project is being delivered over a three year period and will contribute to building a strong, connected, engaged, inclusive community through volunteering. The objectives of the project are to: Facilitate an increase in volunteering rates on the Gold Coast (through both reducing

attrition of existing volunteers and encouraging new volunteers); Build capabilities of volunteers and potential volunteers on the Gold Coast; Build capabilities of volunteer organisations on the Gold Coast; Increase the awareness of the value of volunteers / volunteering within the Gold Coast

community; Document project methodologies and findings, and share this project documentation with

others (e.g. Local Governments); Identify functionality improvements for online volunteer systems and tools (where

appropriate).

A Project Advisory Group was established by the City to create a network of volunteering involving organisations and key industry organisations to guide the progress of the project. Members include Volunteering Queensland, Volunteering Services Australia, TAFE, Griffith University, Surf Life Saving Queensland, Red Cross, and SEEK volunteer. The project focuses on increasing volunteering for community organisations on the Gold Coast to enhance their capability and sustainability. These organisations provide important services within the community, often to the most vulnerable people. Sporting groups are additionally a focus given the importance of working towards a more healthy and active community, the linkage with GC2018 being a significant sporting event, and the role of sporting groups in creating social linkages and networks in the Gold Coast community. The project consists of 5 key phases: Phase 1 Post Games engagement with

volunteers (Volunteering Queensland project) Literature review and research

May 2018 – June 2019 (Complete)

Phase 2 Analysis of Gold Coast data and engagement with volunteering sector

April 2019 – June 2019 (Complete)

Phase 3 Develop project outcomes, actions and implementation plan

May 2019 – September 2019 (Complete)

Phase 4 Delivery of actions November 2019 – June 2021 Phase 5 Evaluation and review of the

action plan January 2021 – November 2021


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 Phase 1: Literature review and research Volunteering is defined as: Time willingly given for the common good and without financial gain. Key literature on volunteering in Queensland, Australia and internationally and major event legacy projects was reviewed. One of the most significant trends occurring world wide is the change towards volunteering opportunities that are more flexible and episodic to fit around other commitments, including less predictable and part-time work commitments. Ad-hoc, event, and one-off volunteering is therefore increasing. Other key trends and challenges relating to volunteering both internationally and locally include:

1 The volunteer base is ageing. The traditional, regular volunteer is ageing, meaning that organisations need to adapt to attract younger volunteers with more flexible roles. It can be difficult for organisations to appeal to many different generations at the same time.

2 There is a misalignment between volunteer roles in demand and the roles offered. Volunteers in Australia seem to want to be involved in animal welfare, arts and culture volunteering roles, while the vacancies are in disability services, youth services and health sectors.

3 Volunteers find increasing administration and training requirements a barrier to participation. There is somewhat of a disconnect between volunteers valuing flexibility and self-organisation, while best-practice for volunteer management is to provide formal inductions and ongoing training. These administrative requirements were noted in some studies to be barriers to participation.

4 Costs associated with travel and parking are a barrier to volunteer participation. Volunteers continue to note that the time involved with travelling, as well as the cost of travel and parking, are barriers to participation in volunteering. Many organisations are unable to offer any compensation for volunteering to cover these costs.

5 For organisations, culture and volunteer experiences are important, however the focus is often on finding new volunteers. Organisational culture and volunteer experience are important for volunteer retention, including recognition, feeling valued, inclusivity, etc. It may be more important to focus on getting this right, than on attracting new volunteers.

6 Volunteer motivations vary widely but generally include altruistic and personal motivations. There are a variety of motivations for volunteering. These vary widely by volunteer groups, type of organisation, type of activity and type of volunteer. Common motivations however fall into two groups: altruistic motivations (such as helping others) and personal motivations (such as gaining skills).


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03

7 People identify that a lack of time is the biggest barrier for volunteering. Volunteers most often mention that a lack of time is a barrier to their involvement in volunteering (whether a lack of time due to work, study or family commitments). However, almost everyone has some time to spare throughout a 12-month period. Often it's important to delve deeper into the underlying barriers for getting involved.

Phase 2: Analysis of Gold Coast data and engagement with the volunteering sector State of Volunteering on the Gold Coast Over 67,000 residents aged over 15 years indicated that they were volunteers in the 2016 Census. The rate of volunteering in City of Gold Coast is 14.9 per cent, which is lower than the rate for Brisbane (20.4 per cent), Queensland (18.8 per cent), and Australia (19 per cent). Research was undertaken to identify possible reasons why the Gold Coast has a low rate of volunteering, and whether there were particular locations or demographic characteristics that could be targeted to increase the participation rate. Volunteering rates do vary across the suburbs, with the lowest volunteering rates (~11 per cent) being in Surfers Paradise, Pimpama and Biggera Waters, and the highest rates (~18 per cent) being in Currumbin Valley-Tallebudgera, Mudgeeraba-Bonogin, and Worongary-Tallai. The demographic factors that were investigated included: age and gender of the population relative advantage and disadvantage personal income year of migration / born in Australia mobility (same/different address) distance travelled to work The analysis found that the Gold Coast has lower rates of volunteering across all of the above measures when compared to Queensland and Australia. It does not matter whether considering different age groups, income levels, mobility, or distance travelled to work, the rates of volunteering were lower on the Gold Coast for each group across the board. There were specific groups for the Gold Coast that had much lower volunteering rates, and these included: middle aged to older adults (40-79 years) people with higher incomes people born in Australia people who have not moved recently those that travel moderate distances to work (less than 30km) In other parts of Queensland and Australia, these groups are volunteering at significantly higher rates than they are on the Gold Coast.


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 Feedback from Gold Coast volunteers and community organisations The project team met some extremely dedicated volunteers from the Gold Coast community, including people who had been volunteering for decades and those who were interested in new opportunities to volunteer. Key feedback received about their volunteering experiences included: A lack of time is the most significant barrier to participation in volunteering. They were sometimes discouraged to participate based on their previous experiences of

volunteering. For example, some community members said that they had been turned away, that the training was too long and not relevant to them, and the administration processes were too intensive.

They would search online for new roles or ask an organisation they are already aware of if they were interested in volunteering.

They were confused about the different services available on the Gold Coast to find volunteering opportunities.

Three workshops were held with community organisations that have volunteers to seek their feedback and to provide some training on volunteer management. Key feedback received from organisations included: They would welcome additional training. They recognised the need to grow their networks and share knowledge. They required volunteers with general skills to undertake office duties. General roles

included administration and office management, fundraising and events, and marketing, media and communications.

They had a need for additional volunteers, however mostly only during certain times of the year, certain times of the day or week, or only for particular types of roles. In addition, most organisations told us that finding suitable volunteers and attracting volunteers to particular roles and activities was a challenge.

They mostly found and attracted volunteers through referral from existing volunteers and word of mouth.

There were gaps in the strategic planning capacity of volunteer coordinators and/or organisations as a whole - and/or a lack of time to undertake strategic planning.

Tailored strategies for individual organisations may be most effective at increasing overall volunteering rates across the area.

Similar to national trends, there was evidence that there was a mismatch between volunteer opportunities available and areas of interest for volunteers on the Gold Coast.

Similar to national trends, there was evidence of a mismatch between level of commitment desired by volunteers and organisations.

There were fairly low levels of networking between organisations that utilise volunteers.


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 Phase 3: Develop project outcomes, actions and implementation plan Two main themes emerged from the research and engagement with our organisations as to how we can meet the project objectives:

1 Encourage and make it easier for our residents to volunteer; and 2 Grow the skills and capacity of our community organisations to attract, manage and

retain volunteers. Five key outcome areas were identified in order to grow volunteering participation rates and strengthen the sustainability of our community organisations.

A number of actions have been developed to deliver the outcomes, with considerable input from the Project Advisory Group. A full list of implementation actions can be found in Attachment 1. They include the delivery of actions by a number of key partners that are members of the Project Advisory Group.


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 Following is a summary of the actions and the lead agency.

Key: VIO Volunteer Involving Organisation VSA Volunteering Services Australia VQ Volunteering Queensland Seek Seek Volunteer PAG Project Advisory Group GCVN Gold Coast Volunteering Network


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 These actions are to be implemented over the next two years, with several being ongoing. City Volunteer Programs The GC2018 Volunteering Legacy Project focusses on encouraging residents to volunteer for our local community organisations, and therefore enhancing their organisational sustainability. However it is noted that the City has a small number of programs in which people volunteer directly for the City, including Natural Areas Management Unit and City Libraries. An administrative Volunteer Management Policy has recently been developed that provides a consistent framework for involving and managing volunteers in City volunteer programs. It is not intended to significantly increase the number of Council volunteers or volunteer programs. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Corporate Plan 3.0 People contribute to a strong community spirit

3.2 We are proud of our city Support the development of a strong culture of volunteering in the city through

capitalising on the GC2018 Volunteering Program

7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Funding was transferred from the Commonwealth Games Unit to Safe and Liveable Communities Branch ($480,000 in Project 31904) at the completion of GC2018, as this project was identified in the Embracing 2018 Legacy Program. This one-off funding is being used to develop and implement the project over a three year period, with 2019-20 being the second year of the project. No additional funds are required to deliver the plan through to June 2021. People and Culture A new temporary level 4 Volunteering Project Officer position is required to administer the City’s role in delivering the Volunteering Legacy Action Plan. This can be funded by existing non-recurrent funds (Project 31904), no new funding is required.


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 8 RISK MANAGEMENT CO000443 Socially isolated residents, resulting in low resilience and poor ability to withstand

threats to health and wellbeing. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES Volunteer Management Policy (administrative only). 11 DELEGATIONS Not Applicable. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



External Project Advisory Group Partners • Volunteering Queensland • Volunteering Services

Australia • TAFE • Griffith University • Surf Life Saving

Queensland • Red Cross • SEEK Volunteer

NA The Project Advisory Group members have informed the development of the Volunteering Legacy Action Plan.

13 STAKEHOLDER IMPACTS External / community stakeholder Impacts The GC2018 Volunteering Legacy Project will have the following positive external community impacts: grow volunteer engagement and participation rates on the Gold Coast contribute to the economic, social, cultural and environmental wellbeing of the Gold

Coast enhance the skills and sustainability of local community organisations strengthen partnerships between the City and peak volunteer organisations


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 Internal (Organisational) Stakeholder Impacts City Officers will continue to lead the Project Advisory Group and be responsible for implementing the actions that are assigned to the City. 14 TIMING The GC2018 Volunteering Legacy Project is a three year project from May 2018 – June 2021. 15 CONCLUSION This report seeks Council endorsement of the Volunteering Legacy Action Plan, which aims to leverage the increased volunteering participation rates during GC2018. The Action Plan seeks to achieve the following: An increase in volunteering participation rates of Gold Coast residents measured at the

next Census in 2021; Sustainability of local community organisations as a result of the increased volunteering

participation rate; and Volunteers can easily find opportunities that match their skills, interests and availability,

and feel valued as a volunteer. A signature action is the establishment of a Gold Coast Volunteering Network to assist in the implementation of the Action Plan. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council acknowledges the report providing an update on the GC2018

Volunteering Legacy Project. 2 That Council endorse the Volunteering Legacy Action Plan including the establishment

of a Gold Coast Volunteering Network. Author: Authorised by: Brooke Denholder Alison Ewens Manager Safe and Liveable Communities Director Lifestyle and Community 9 October 2019 TRACKS REF: 73423420


ITEM 4 (Continued) VOLUNTEERING LEGACY PROJECT CS431/386/03 COMMITTEE RECOMMENDATION LC19.1114.004 moved Cr Tozer seconded Cr O'Neill 1 That Council acknowledges the report providing an update on the GC2018

Volunteering Legacy Project. 2 That Council endorse the Volunteering Legacy Action Plan including the

establishment of a Gold Coast Volunteering Network.

CARRIED

i

Volunteering Legacy Action Plan 2019-2021Draft October 2019

Attachment 4.1

783rd Council Meeting 26 November 2019 Lifestyle and Community Committee Meeting 14 November 2019

32 Adopted Report

ii Volunteering Legacy Strategy and Action Plan

Just like physical infrastructure, the Commonwealth Games 2018 built a volunteering spirit that can grow to benefit the Gold Coast community for years to come.

Volunteering Legacy


33 Adopted Report

iii

Contents

1.0 Overview 1

2.0 Developing the Volunteering Legacy Action Plan 3

2.1 Project vision 32.2 Project objectives 32.3 Governance 32.4 Project phases 32.5 Research undertaken 32.6 Identification of actions 3

3.0 What is Volunteering? 4

4.0 Volunteering Trends and Challenges 5

5.0 Volunteering on the Gold Coast 7

5.1 Current volunteering rates 75.2 What the community told us 85.3 What organisations told us 9

6.0 Action Plan 12

6.1 Alignment between objectives, outcomes and actions 126.2 Outcomes 136.3 Actions 16

7.0 Implementation 21

References 22


34 Adopted Report

iv Volunteering Legacy Strategy and Action PlanNatural Areas Management Unit (NAMU) volunteers


35 Adopted Report

1

~50,000 total

~9,500 from Gold Coast

GC2018 Volunteering Applicants:

1.0 Overview

There were approximately 15,000 volunteers involved in the Gold Coast 2018 Commonwealth Games (GC2018™), providing over 1 million volunteer hours over the 11 days of the event and many more hours in preparation.

The GC2018 Volunteering Legacy Project aims to build on this legacy of volunteering and community involvement to encourage increased levels of volunteering within the Gold Coast and Queensland communities.

The GC2018 Volunteering Legacy Project has culminated in the preparation of this Volunteering Legacy Action Plan 2019-2021 which will now be implemented over the coming two-year period.

Figure 2. Men's Shed volunteers

200

~15,000 total

~4,100 from Gold Coast

GC2018 Volunteers:

City of Gold Coast City Ambassadors:

Figure 1. Volunteer participation in GC2018


36 Adopted Report

2 Volunteering Legacy Strategy and Action PlanNatural Areas Management Unit (NAMU) volunteers


37 Adopted Report

3

2.0 Developing the Volunteering Legacy Action Plan

2.1 Project vision

The implementation of this Action Plan will help to build a strong, connected, engaged and inclusive Gold Coast and Queensland community through volunteering.

2.2 Project objectives

The objectives of the project are to:

» Facilitate an increase in volunteering rates amongst residents of the Gold Coast (through both reducing attrition of existing volunteers and encouraging new volunteers)

» Build capabilities of volunteers and potential volunteers on the Gold Coast

» Build capabilities of volunteer organisations on the Gold Coast

» Increase the awareness of the value of volunteers / volunteering within the Gold Coast community

» Document project methodologies and findings, and share this project documentation with others

» Identify functionality improvements for online volunteer systems and tools (where possible).

2.3 Governance

Led by the City of Gold Coast, the project has been overseen by a Project Advisory Group (PAG) to provide expertise and advice to progress the project. The PAG includes representatives from:

» Volunteering Queensland (VQ)

» Volunteering Services Australia (VSA)

» Seek

» Surf Life Saving Queensland

» TAFE Queensland

» Griffith University

» Red Cross.

The PAG met five times during 2019 to guide background research and determine priorities.

2.4 Project phases

The project has been undertaken in four phases which are shown below.

Figure 3. Project phases

2.5 Research undertaken

Extensive research has been undertaken to inform the development of the action plan in Phase 1 and 2 involving:

» A review of existing literature and volunteering trends, including a review of local, national and international resources

» Consultation with Gold Coast volunteer involving organisations (VIOs) through a series of workshops and an online survey

» Consultation with volunteers and community members through a series of stalls at events at key locations

» Analysis of volunteering data, including data on volunteering opportunities and volunteer preferences.

2.6 Identification of actions

This research informed the development of 25 actions grouped into five outcome statements which are outlined in this report.

These actions will be implemented over the next two years.

Phase 1. Literature Review

and Research

September 2018 - March 2019

Phase 2. Data Analysis and

Engagement

April 2019 - June 2019

Phase 3. Development of

Action Plan

May 2019 - September 2019

Phase 4. Implementation

November 2019 - June 2021

COMPLETED

COMPLETED

COMPLETED


38 Adopted Report

4 Volunteering Legacy Strategy and Action Plan

3.0 What is Volunteering?

Volunteering is defined by Volunteering Australia (2015) as:

Time willingly given for the common good and without financial gain.

This definition therefore includes both formal and informal volunteering. Formal volunteering takes place within organisations (including institutions and agencies) in a structured way, while informal volunteering takes place outside the context of a formal organisation (Volunteering Australia 2015).

This project is focused on:

Formal volunteering undertaken for community groups, not-for-profit community organisations and sporting groups.

Figure 4. Types of Volunteering

Volunteering

Formal Volunteering

Informal Volunteering

For-Profit Organisation

Community Groups

Sporting Groups

Non-Profit Organisation

Volunteering for an organisation

Types of organisations

Volunteering for a person or group


39 Adopted Report

5

4.0 Volunteering Trends and Challenges

Volunteers are preferring more flexible, ad-hoc and episodic volunteering roles.

More flexible and episodic roles may be preferred as they can fit around other commitments, including less predictable and part-time work arrangements. Ad-hoc or episodic volunteering can be utilised to encourage more sustained involvement if well planned and resourced.

1

2

4

5

6

7

8

3

The volunteer base is ageing.

The traditional, regular volunteer is ageing, meaning that organisations need to adapt to attract younger volunteers with more flexible roles. It can be difficult for organisations to appeal to many different generations at the same time.

There is a misalignment between volunteer roles in demand and the roles offered.

Volunteers in Australia seem to want to be involved in animal welfare, arts and culture volunteering roles, while the vacancies are in disability services, youth services and health sectors.

Volunteers find increasing administration and training requirements a barrier to participation.

There is somewhat of a disconnect between volunteers valuing flexibility and self-organisation, while best-practice for volunteer management is to provide formal inductions and ongoing training. These administrative requirements were noted in some studies to be barriers to participation.

Costs associated with travel and parking continue to be a barrier to participation.

Volunteers continue to note that the time cost of travelling, as well as the cost of travel and parking, are barriers to participation in volunteering. Many organisations are unable to offer any compensation for volunteering to cover these costs.

Culture and volunteer experience are important, however the focus is often on finding new volunteers.

Organisational culture and volunteer experience are important for volunteer retention, including recognition, feeling valued, inclusivity, etc. It may be more important to focus on getting this right, than on attracting new volunteers.

Volunteer motivations vary widely but generally include altruistic and personal motivations.

There are a variety of motivations for volunteering. These vary widely by volunteer groups, type of organisation, type of activity and type of volunteer. Common motivations however fall into two groups: altruistic motivations (such as helping others) and personal motivations (such as gaining skills).

A lack of time is the biggest barrier for volunteering. Or is it?

Volunteers most often mention that a lack of time is a barrier to their involvement in volunteering (whether a lack of time due to work, study or family commitments). However, almost everyone has some time to spare throughout a 12-month period. Often it's important to delve deeper into the underlying barriers for getting involved.


40 Adopted Report

6 Volunteering Legacy Strategy and Action PlanNatural Areas Management Unit (NAMU) volunteers


41 Adopted Report

7

5.0 Volunteering on the Gold Coast

5.1 Current volunteering rates

According to ABS Census data, volunteering rates for the Gold Coast LGA were significantly lower than for Queensland and Australia in 2016.

Figure 5. Volunteering on the GC compared to other areas

The lower rate of volunteering on the Gold Coast was investigated further to understand if there was any demographic or socio-economic factors influencing the rate. The following population characteristics were considered:

» Age and gender of the population

» Relative advantage and disadvantage

» Personal income

» Year of migration / born in Australia

» Mobility

» Distance travelled to work.

The results of this analysis provided no evidence that demographic or socio-economic population factors were responsible for the lower rates of volunteering.

The largest gaps, in percentage point terms, between the rates of volunteering on the Gold Coast and Queensland and Australia, were for:

» Middle aged and older people (40-79 years)

» The most advantaged 10% of the population and people with higher incomes

» People born in Australia

» People who have not moved recently

» Those that travel short distances to work.

If these groups were located in other parts of Queensland or Australia, they would be volunteering at significantly higher rates than they are on the Gold Coast.

In order to increase the absolute number of volunteers and the overall volunteering rate on the Gold Coast, it may be most effective to target:

» Middle aged to older adults (35-69 years)

» Households close to the median levels of disadvantage/advantage

» People with incomes between $500 and $1,499 per week

» People born in Australia

» People who have not moved recently

» Those that travel moderate distances to work (less than 30km).

These groups have lower rates of volunteering but also large numbers of people and therefore would make the largest difference to the overall rate of volunteering on the Gold Coast.

14.9%67,700

20.4%

18.8%

18.4%

19.0%

Gold Coast LGA

Volunteers (2016):

Brisbane LGA

Qld

South East Qld

Australia

The four percentage point differential between the rate of volunteering in the Gold Coast LGA and Queensland, is equivalent to an additional 18,000 people volunteering each year, and approximately $78m per year worth of volunteered time1.

The City of Gold Coast Corporate Plan (called Gold Coast 2022) (2017) identifies a target of 30% involvement in volunteering by 2022.

1 Assuming 134 hours per year for each volunteer based on Queensland average, and an hourly rate of $32.50.


42 Adopted Report


5.2 What the community told us

Members of the Gold Coast community, including existing volunteers and those currently not involved in volunteering, told us:

» A lack of time is the most significant barrier to participation in volunteering. A lack of time might be related to work, family or study commitments, but community members most often said that they lacked the time to participate as the major barrier. This suggests a perception that volunteering is time intensive, rather than something that can be undertaken sporadically, and potentially as a family activity.

» They were sometimes discouraged to participate based on their previous experiences of volunteering. For example, some community members said that they had been turned away, that the training was too long and not relevant to them, and the administration processes were too intensive. This discouraged their participation in any volunteering activity and they stopped looking for other volunteering opportunities.

» They would search online for new roles or ask an organisation they are already aware of if they were interested in volunteering. This suggests that organisations need to have information available online about their organisation and the volunteering roles available, and organisations need to promote themselves to raise their profile amongst the general population.

» They were confused about the different services available on the Gold Coast to find volunteering opportunities.

Figure 6. Albatross Nippers Program volunteer


43 Adopted Report

9

5.3 What organisations told us

Organisations that utilised volunteers, or were interested in utilising volunteers in the future, told us:

» They would welcome additional training. Many volunteer coordinators were interested in additional and ongoing training opportunities.

» They recognised the need to grow their networks and share knowledge. They said there was a need for networking between organisations, as well as networking between organisations and the community, and also with the business community.

» They required volunteers with general skills to undertake office duties. General roles included administration and office management, fundraising and events, and marketing, media and communications. Fewer organisations required volunteers in more specialised areas, which suggested a lack of opportunities in 'skilled' areas that are attractive to young people (looking to gain skills in their field) and older people (looking to utilise their wealth of experience).

» They had a need for additional volunteers, however mostly only during certain times of the year, certain times of the day or week, or only for particular types of roles. In addition, most organisations told us that finding suitable volunteers and attracting volunteers to particular roles and activities was a challenge.

» They mostly found and attracted volunteers through referral from existing volunteers and word of mouth. A number of organisations also utilised social media, the organisation’s own website, events and open days and appealed to family and friends of existing volunteers or members in order to attract new volunteers.

Figure 7. Volunteer involving organisations we heard from

Well established volunteering organisationsSuch as Lions, Soroptimist International, various Neighbourhood Watch branches and Veterans Support Centre Currumbin RSL.

Health organisationsSuch as Headspace, Bluecare, Drug Arm and the Benevolent Society.

Support groupsSuch as Support the Girls, Newlife Care and Commonwealth Respite Carelink Centre.

Environmental groupsSuch as Friends of Currumbin, Friends of Fleays, Gecko and Boomerang Bags.

Animal welfare groupsSuch as Bats Queensland and Wildcare Australia.

Multi-cultural groupsSuch as Multicultural Communities Council Gold Coast.

Education / youth groupsSuch as Kingston State School P&C, Currumbin Community Special School and Oxenford Coomera Community Youth Centre.

Church groupsSuch as Uniting Church, Catholic Women’s League and COH Church.

Sporting clubs and organisationsSuch as Park Run, Technix Netball Club and surf life savings clubs.


44 Adopted Report


Our analysis also found:

» There were gaps in the strategic planning capacity ofvolunteer coordinators and/or organisations as a whole- and/or a lack of time to undertake strategic planning.It was clear that some organisations had not identifiedchallenges, beyond the high level issues they wereexperiencing. They also had not explored challengesin more detail or collected evidence on which to makedecisions. These are critical elements of making strategicplanning decisions for organisations.

» Tailored strategies for individual organisations maybe most effective at increasing overall volunteeringrates across the area. Given the broad diversity oforganisations operating on the Gold Coast, all withdifferent contexts and challenges, it is unlikely thatbroad actions to address challenges can be successfullyapplied. Rather, tailored actions to suit differentorganisations and contexts may be most effective.

» Similar to national trends, there was evidence thatthere was a mismatch between volunteer opportunities available and areas of interest for volunteers on the Gold Coast. There was a high proportion of organisations involved in community services, education and training, young people, seniors and aged care, sport and disability services, and lower proportions involved in museums and heritage, animal welfare and arts and culture. There were also low proportions of organisations involved in emergency response, human rights, disaster relief, veterans’ services and migrant services.

» Similar to national trends, there was evidence of amismatch between level of commitment desired byvolunteers and organisations. More organisationsoffered regular volunteering roles than offered ad-hocand episodic volunteering roles, and few offered onlinevolunteering roles.

» There was fairly low utilisation of volunteeringresources and organisations overall. This may suggesta fairly limited amount of linking social capital betweenindividual organisations and those that can provideresources and make decisions to address challenges.

» There was fairly low levels of networking betweenorganisations that utilise volunteers. Only around onethird of volunteer coordinators told us that they regularlyinteract with another organisation, and most of thoseinteracted with very similar organisations to their own(for example, other branches of their organisation).This may suggest a fairly limited amount of bondingsocial capital (linkages between similar organisations)and bridging social capital (linkages between differentorganisations).

» Some organisations actively create barriers to entryas they prioritise commitment and conformance.In responding to volunteers dropping out, someorganisations required commitment from volunteersbefore they would provide training and resources.Requiring more solid commitments from volunteersbefore training is provided can increase barriers toparticipation in volunteering and create issues withrecruiting new volunteers.

» There was a lack of awareness of the main onlineplatforms, and some confusion around theorganisations that provide services to organisationsand their models of service.


45 Adopted Report

11Beach clean up volunteers


46 Adopted Report


6.0 Action Plan

6.1 Alignment between objectives, outcomes and actions

The three project objectives, to be achieved through the implementation of the action plan, require multi-dimensional responses in order to be achieved. For example, growing volunteering rates on the Gold Coast requires a range of actions including building capabilities of organisations so they can offer new flexible and rewarding volunteering roles, networking between organisations and the community to break down barriers, increasing awareness of opportunities that are available, reducing the barriers associated with screening and induction, and marketing volunteering as a rewarding use of time.

The six project objectives will be achieved through the five outcomes identified below. There are 25 actions identified under these five outcomes.

Facilitate an increase in volunteering rates amongst residents of the Gold Coast

Document project methodologies and findings, and share this project documentation with others

Build capabilities of volunteers and potential volunteers on the Gold Coast

Identify functionality improvements for online volunteer systems and tools (where possible)

Build capabilities of volunteer organisations on the Gold Coast

Increase the awareness of the value of volunteers / volunteering within the Gold Coast community

Objectives:

Outcomes:

Actions:

Information about volunteering is clear and easy to find

Our organisations will grow their skills and capacity in order to attract, manage and retain volunteers

Our organisations are connected with each other and our community

1 2 3Volunteer coordinators are valued and supported and volunteer management is less complex

We will grow a proactive and collective marketing capability to promote volunteering

4 5

Figure 8. Alignment between objectives, outcomes and actions


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13

6.2 Outcomes

Five outcomes were identified to achieve the objectives.


There is a need to support Gold Coast volunteer involving organisations with ongoing training and skills development to identify gaps in their capacities and develop their own strategies.

Given the diversity of organisations and the different contexts in which they operate, they experience very different challenges, and a response to a challenge in one context may not suit the same challenge being experienced in a different context.

Organisations will need to develop their own strategies to respond to their own challenges and opportunities.

Organisations can be supported to develop these strategies through a series of ongoing training and skills development workshops. These workshops will assist volunteer involving organisations to grow their organisational capacity.


There are opportunities to widen and strengthen volunteering networks on the Gold Coast to offer support and skills development to volunteer coordinators.

As well as networks between volunteer coordinators, networks within organisations should be improved to share responsibilities and encourage buy-in for volunteer programs.

Networks between organisations and between organisations and businesses also need to be widened and strengthened to increase opportunities for learning and collaboration, and to share information and services.

Finally, connections with the community also need to be strengthened to reduce barriers to participation in volunteering, by making organisations more open and active in the local community.

1

2


Complexities around volunteering infrastructure and resources needs to be resolved so that they better support and encourage volunteering, rather than acting as potential barriers.

The volunteering infrastructure and available resources to support volunteering on the Gold Coast are not widely utilised by organisations and volunteers, and may have become a somewhat confusing landscape to navigate. Confusion may be easily resolved by providing clear and simple information.

There are a wide range of useful resources available to assist volunteer coordinators with volunteer management – including the National Standards for Volunteer Involvement, example codes of conduct, insurance information, strategies for engaging target groups, etc. – but these appear to have low awareness levels and hence be underutilised. The accessibility of these resources could be improved to increase awareness and utilisation.

3


48 Adopted Report


Volunteer coordinators are valued and supported and volunteer management is less complex

Volunteer coordination is a difficult role, and the majority of coordinators are volunteers themselves.

Some of the difficulties of volunteer management are due to tensions between:

» Informality and flexibility desired by volunteers, in tension with trends toward professionalisation of volunteers and conformance

» Unresolved misalignments between the goals of volunteers and the goals of an organisation

» Volunteers viewed as a ‘free resource’, in tension with the time investment to manage volunteers and the increasing costs for participation fior volunteers:

Operating in this environment requires training, and it requires support.Volunteer coordinators could be supported through increased training and professional memberships.

Simplifying complexities in volunteer management would also support volunteer coordinators, for example, around insurance and training for volunteers.


Volunteering competes with many other uses of our time, and there is a perception that volunteering is outdated, that it is for older people and that it has to be done in a certain way.

In order to persuade new volunteers to be involved, the sector needs to work together and coordinate their message and activities. The sector needs to reposition volunteering as being inclusive, rewarding and compatible with a busy lifestyle.

Not just promotion, marketing also relates to getting the 'product' right. Volunteering roles need to be reimagined and repositioned to align with trends in volunteer involvement, including offering flexibility, and should outline the value the role offers to a volunteer.

Volunteers also look to organisations they already know, so organisations need to ensure a general awareness within the community of their services in order to attract new volunteers.

These marketing efforts need to be undertaken collectively as there is not one organisation that can change the image of volunteering by itself.

4

5


49 Adopted Report

15Garden volunteers


50 Adopted Report


6.3 Actions


1

What we need to do How we plan to do it By when Who will lead delivery

1.1 Deliver a series of capability and capacity building training workshops for organisations.

Develop and run a series of training workshops throughout the year for organisations that utilise volunteers (including for volunteer coordinators, organisation leaders and others).

The workshops will cover a range of topics including volunteer management, effective leadership, succession planning, etc.

The workshops will provide opportunities for formal and informal networking as part of the session.

Short term (<1 year) and then ongoing

City of Gold Coast to lead, with workshops delivered by others

1.2 Deliver a program of strategic planning workshops for organisations.

Develop and run a series of strategic planning workshops for organisations that utilise volunteers (including volunteer coordinators, organisation leaders and others).

The workshops will utilise tools and templates to help organisations set goals, identify problems, gather evidence, prioritise actions, and evaluate progress.

Participants will work through the tools and templates on their own with support provided by a facilitator.

Medium term (1-2 years)

City of Gold Coast to lead, with workshops delivered by others

1.3 Investigate whether workshop content can be delivered online to increase reach.

Investigate whether training workshop content (as developed for Action 1.1 and Action 1.2) could be delivered online to allow volunteer coordinators, organisation leaders and others to attend.

This may include sharing video of the sessions, or delivery of training materials through an online learning management system.


TAFE Universities VQ

1.4 Support local volunteering involving organisations to increase their sustainability

Investigate opportunities for City of Gold Coast’s Community Grants Program to support activities that improve the long term sustainability of volunteer involving organisations.

Facilitate mentoring opportunities between established volunteer involving organisations and those that require support.


City of Gold Coast


51 Adopted Report

17


2


2.1 Establish a Gold Coast Volunteering Network (GCVN) to connect organisations.

Consider the feasibility of establishing a GCVN with regular meetings and broad membership.

The GCVN would provide a forum to collaborate, discuss issues, share information and learn from each other, as well as leading, coordinating and managing other actions (for example, Action 2.3, Action 2.6, etc.).


City of Gold Coast

2.2 Incorporate networking activities in all training workshops to encourage network building between organisations.

All training workshops (Action 1.1) should include formal and structured networking activities as well as informal activities to encourage connections.

Incorporated in Action 1.1 above

Incorporated in Action 1.1 above

2.3 Investigate establishment of a formal or informal online network of volunteer coordinators to connect organisations.

Investigate the feasibility of establishing an online group through a forum, blog or social media platform for volunteer coordinators to share information and increase collaboration.


GCVN

2.4 Continue to attend community events and student days to promote volunteering.

Continue to attend community events such as the Gold Coast Show, multicultural events, and student market days to promote volunteering and the opportunities available.


City of Gold Coast

2.5 Investigate and promote opportunities for corporate and tertiary education sector involvement in the volunteering sector.

Audit businesses currently interested in corporate volunteering or providing free or discounted services or mentoring.

Share information about the opportunities for university students to undertake internships and placements with organisations to build volunteering capacity.


GCVN


52 Adopted Report



3


3.1 Deliver regular information sessions about volunteering opportunities for community members.

Deliver regular sessions for people who may be interested in volunteering and would like to learn more about how they can get involved.

Promote these sessions through the GCVN in order to increase awareness.

Ongoing VSA / VQ

3.2 Develop a youth volunteering initiative.

Encourage organisations to identify youth friendly volunteering opportunities and list them on online platforms.

Promote volunteering opportunities for young people through schools and youth organisations.

Develop a resource to assist organisations to engage young volunteers.


GCVN City of Gold Coast

3.3 Outline and communicate the differences between the key online platforms for volunteer positions.

Provide information on each of the main websites and / or develop a fact sheet for volunteers and organisations to outline the differences.

For volunteers, fact sheets should outline the different services available and how to access them, and outline the differences between the volunteer position listings for each website.

For organisations, fact sheets should outline where a position advertised on the service will be shown and a step-by-step process for adding a position.

Short term (<1 year)

VQ VSA Seek

3.4 Develop a resource kit for organisations to make already available resources easier to find and more accessible.

Develop an online resource that compiles together evaluated resources into a simple kit that is accessible for organisations.

The resource kit will compile existing content into a more accessible and comprehensive format, providing high quality resources in a single location.

The resource kit should provide different levels of detail for different organisations utilising quick tips and simple one-page summaries for those organisations with limited time and resources.


VQ GCVN City of Gold Coast

3.5 Review and update the City's volunteering webpage.

Review the City of Gold Coast volunteering website so that it directs users to the main online platforms for opportunities and key information sources.


City of Gold Coast

3.6 Investigate whether volunteering information can target new residents.

Investigate whether there are existing channels for volunteering information to be provided to new residents at a time when they may be open to being involved.


City of Gold Coast


53 Adopted Report

19

Volunteer coordinators are valued and supported and volunteer management is less complex

4


4.1 Work to recognise the value and skills of volunteer coordinators.

Promote courses available at VQ and TAFE.

Promote conferences related to volunteer management, community development, etc.

Promote the membership of professional associations for volunteer coordinators.

The courses, conferences and professional memberships will provide support, relevant information and training opportunities to volunteer coordinators, and encourage networking.


TAFE VSA VQ

4.2 Publicly recognise volunteer coordinators that provide exemplary services to the community.

Organise and hold events that recognise and support volunteer coordinators as well as recognise the efforts of volunteers in the community.


GCVN VSA

4.3 Advocate for simplified insurance approach for volunteers.

Engage with the Federal and / or State government to advocate for a national or state-based volunteer personal injury insurance similar to WorkCover, or an personal insurance that can move with a volunteer to multiple organisations, to reduce complexities and streamline volunteer inductions.

Ongoing PAG

4.4 Advocate for changes to Private Health Federal legislation to remove ambiguity around the eligibility for all volunteers to be covered for non-Medicare medical expenses.

Engage with the Federal Government to advocate for changes to federal legislation (Part 4 Section 15 of the Private Health Insurance (Health Insurance Business) Rules 2018), so that all volunteers can be covered for non-Medicare medical expenses and reduce the complexities involved in insurance cover.

Ongoing PAG

4.5 Advocate for increased investment in volunteering to the State Government.

Engage with the State Government to increase investment in volunteering, and opportunities to undertake research.

Ongoing PAG


54 Adopted Report



5


5.1 Share relevant findings of new research with organisations.

Include sharing the findings of new volunteering research as a purpose of the GCVN (see Action 2.1) and / or online network (see Action 2.3).


GCVN

Seek

5.2 Develop a shared / coordinated approach to marketing volunteering on the Gold Coast.

Develop a shared approach to marketing including the utilisation of a common language, messaging, branding and imagery to promote volunteering that can be used across the volunteering sector.

The shared / coordinated marketing approach should also include the sharing of information between organisations in the lead up to key volunteering events so that activities can be coordinated and consistent messages can be delivered.


GCVN

5.3 Share positive stories across the sector and Gold Coast about volunteers and volunteer coordinators.

Develop content that can be shared through multiple media channels to promote positive volunteering examples, including through City of Gold Coast publications.


GCVN City of Gold Coast

5.4 Investigate the feasibility of a volunteering expo event to promote volunteering opportunities.

Investigate the options and feasibility of an event to break down the barriers between organisations and potential volunteers. The event may be an expo or ‘volunteering sampler’.

As well as providing an expo of volunteering opportunities, the event may include inspirational guest speakers and provide opportunities for networking between organisations.


City of Gold Coast, supported by GGCVN

5.5 Investigate opportunities to establish a Volunteering Ambassadors program to champion volunteering.

Investigate whether a Volunteering Ambassadors program could be utilised to inspire volunteering participation, raise awareness of the value of volunteering, and feature in campaigns to develop, grow and maximise the potential of volunteering.


City of Gold Coast

5.6 Investigate models for pool of major event volunteers.

Investigate models to create a collective pool of screened and trained volunteers for major events on the Gold Coast.


City of Gold Coast


55 Adopted Report

21

7.0 Implementation

The PAG will continue to meet throughout 2020 in order to implement the actions identified. A summary of the implementation timeframes and lead organisations is provided below.

1Short Term

Medium Term

2

3

4

5

1.1 Deliver a series of training workshops. City of Gold Coast

1.2 Deliver a series of strategic planning workshops. City of Gold Coast

1.3 Investigate online delivery of workshop material. TAFE, Universities, VQ

2.1 Investigate creation of GC Volunteering Network (GCVN). City of Gold Coast

2.2 Incorporate networking activities into all training. See Action 1.1

2.3 Investigate creation of online networks. GCVN

2.4 Continue attendance at community events. City of Gold Coast

2.5 Investigate and promote corporate and tertiary education involvement.

GCVN

3.1 Deliver regular volunteering information sessions. Ongoing VSA / VQ

3.2 Develop a youth volunteering initiative.

3.3 Communicate the differences between online platforms. VQ, VSA, Seek

3.4 Develop resource kit for organisations. VQ, GCVN, City of Gold Coast

3.5 Review and update the City's volunteering webpage. City of Gold Coast

3.6 Investigate delivery of content to new residents. City of Gold Coast

4.1 Recognise the value and skills of volunteer coordinators. TAFE, VSA, VQ

4.2 Organise events to recognise volunteers and coordinators. GCVN, VSA

4.3 Advocate for simplified insurance approach for volunteers. Ongoing PAG

4.4 Advocate for changes to Private Health Federal legislation. Ongoing PAG

4.5 Advocate for increased investment in volunteering. Ongoing PAG

5.1 Share new volunteering research findings. GCVN, Seek

5.2 Coordinate approach to marketing volunteering. GCVN

5.3 Share positive stories across the sector. GCVN, City of Gold Coast

5.4 Investigate a volunteering expo. City of Gold Coast, supported by GCVN

5.5 Investigate Volunteering Ambassadors program. City of Gold Coast

5.6 Investigate models for pool of major event volunteers. City of Gold Coast


56 Adopted Report


References

Volunteering Australia (2015) Volunteering Australia Project: The Review of the Definition of Volunteering, accessed 21 February 2019, https://www.volunteeringaustralia.org/wp-content/uploads/Definition-of-Volunteering-27-July-20151.pdf

Volunteering Queensland (2017) Types of Volunteering, accessed 14 March 2019, https://volunteeringqld.org.au/volunteers/types-of-volunteering

City of Gold Coast (2017) Gold Coast 2022, accessed 6 February 2019, http://www.goldcoast.qld.gov.au/documents/bf/cogc-corporate-plan-gc-2022.pdf

Figure 9. Gold Coast volunteers


57 Adopted Report

23

cityofgoldcoast.com.au/volunteering


58 Adopted Report


ITEM 5 ARTS AND CULTURE REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) Refer 5 page attachment

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 theinterests of the local government or someone else, or enable a person to gaina 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 provide Council with an update on the 2018-19 Regional Arts Development Fund (RADF) outcomes.

4 PREVIOUS RESOLUTIONS

Ex Minute No LC18.1129.005 (in part)

1 That this document 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 report on the results of the successful applications to the 2017-18 Activate Round Two, Regional Arts Development Fund Program be received.

3 That the outcomes of the Regional Arts Development Fund 2016-17 be received.

5 DISCUSSION

Since 2002, the City of Gold Coast has partnered with the Queensland Government through Arts Queensland to deliver the RADF program. RADF continues to be a key mechanism for supporting local artists, creative industry and communities.

Since 2014, the City has transformed its approach to RADF by moving away from solely a grants program to a suite of initiatives that deliver on the strategic outcomes and key actions of the City’s Culture Strategy 2023. This approach is flexible and responsive to the community and creative sector priorities, and the rapidly changing Gold Coast cultural landscape.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1)

The objectives of RADF are to:

1 support local artists and arts and cultural activity to deliver value for local communities

2 provide opportunities for local communities to participate in arts and cultural activities 3 invest in locally-determined priorities delivered through arts and cultural activity 4 contribute towards current government priorities.

RADF provides funding to applicants across all art forms and disciplines including design, music, dance, digital, theatre, visual arts and community practice. Applications are submitted via the City’s SmartyGrants portal, and are assessed by the RADF Committee.

Three RADF initiatives were delivered in 2018-19:

Activate Activate Music Germinate.

5.1 ACTIVATE

Activate provides support for Gold Coast creatives, organisations/collectives and community groups to deliver diverse and enterprising projects that align with the Culture Strategy 2023. Applications must clearly articulate ideas, partnerships, outcomes and benefits for Gold Coast City. There are two Activate rounds per year.

In round one, applications were administered via a two stage process.

Stage One: Applicants submitted a short proposal outlining their project idea, how it aligned to the Culture Strategy 2023 objectives and a high-level budget. All eligible applicants then participated in an interview with the RADF Committee, providing further insight into the quality and viability of their projects. Applicants were then shortlisted and invited to progress to Stage Two.

Stage Two: Shortlisted applicants were invited to submit a more detailed project plan, timeline, budget, and supporting material. This stage of the assessment focussed on clearly articulating the vision, impact and objectives of the project and evidenced the applicants’ capacity to deliver.

For the second round of Activate, in response to sector feedback and to improve efficiency, the short proposal stage was removed. Applicants instead submitted the more comprehensive written application only, reducing content duplication and enabling a faster turnaround on decisions. The requirement for applicants to be interviewed by the RADF Committee was maintained.

A total of 38 applications requesting $447,857 in funding were submitted across the two Activate rounds, with 13 applicants requesting $147,052 in funding able to be supported within the available budget.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) Measure Round One Round Two Total

Number of applications submitted 22 16 38 Number of approved applications 6 (27%) 7 (44%) 13 (34%) Total funding requested – all applications $337,374.80 $140,482 $447,857 Total funding provided – approved applications

$72,665 (22%) $74,387 (53%) $147,052 (33%)

Estimated overall project costs – approved applications

$270,295 $1,471,657* $1,741,952

RADF contribution towards the overall project costs – approved applications

27% 5%* 8%

* 2 applicants provided full film project budgets totalling $1,327,200 skewing final %.

5.2 ACTIVATE MUSIC Activate Music supports the development of the Gold Coast’s music sector and is a key deliverable under the City’s Music Action Plan 2021. Funding supports projects that build capacity, increase employment and create pathways to sustainable music careers. The Activate Music initiative aims to: support the career development of Gold Coast musicians and related industry

professionals build the city’s music brand, showcasing Gold Coast content locally, nationally and

internationally invest in the growth and long term sustainability of the Gold Coast music sector. In 2018-19 Activate Music offered two areas of support: New Content Creation: supporting the development and recording of new musical works and related audio visual works that strengthen brand awareness including web content, social media and other marketing and promotional channels. It is expected that projects will incorporate strategic commercial release plans. New Market Development (Touring): supporting bands to identify and develop new audiences through regional, national and international touring. Extending networks and connections for Gold Coast acts enables new markets to be explored and new strategies to be considered to encourage long term career development. In 2018-19, $87,201 in funding was provided to 10 applicants, an increase from $75,000 provided in 2017-18.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) Measure Outcome Number of applications submitted 28

Number of approved applications 10 (36%)

Total funding requested – all applications $232,034.50

Total funding provided – approved applications $87,201 (38%) Estimated overall project costs – approved applications

$203,973


43%

5.3 GERMINATE The Germinate initiative is an investment in early stage development of Gold Coast creatives, organisations/collectives and community. Germinate is designed to support new and/or first time applicants, emerging leaders, pilot projects, transitional and exploratory practice and development activity. Funding of up to $5,000 was available per application. Each eligible application to Germinate is assessed by the RADF Committee. If a consensus is not achieved, a moderation process is undertaken to determine the final recommendation. As a rolling program, applicants can apply at any time and are notified of the outcome of their application within six weeks of submission. In 2018-19 a total of $149,153 was requested and $96,426 was allocated. Measure Outcome Number of applications submitted 36

Number of approved applications 22 (61%)

Total funding requested – all applications $149,153.20

Total funding provided – approved applications $96,426 Estimated overall project costs – approved applications

$553,547


17%

5.4 2018-19 RADF FUNDING RECIPIENTS The 2018-19 successful funding recipients across all RADF initiatives and their projects are outlined in Attachment 1.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN The RADF assists Council in meeting its commitment to the Corporate Plan: 1.0 The best place to live, visit and stay 1.6 Our modern centres create vibrant communities. We can work, live and play in our local neighbourhoods. 2.0 Prosperity built on a strong diverse economy 2.2 We have a thriving cultural economy. Our city attracts and retains creative skills, talent and investment. 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 3.4 Our city embraces culture every day. We are a creative community. Alignment to the Culture Strategy 2023: Strategic Outcome 1: Our Culture is distinctly Gold Coast Strategic Outcome 2: A place where culture is everyday Strategic Outcome 3: A community that values its cultural heritage Strategic Outcome 4: A city where creativity creates opportunity 7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Funding was available for this project through Cost Centre ED 5520 1006855. $100,000 was received from the State Government. People and Culture Council’s Senior Arts and Culture Project Officer is Council’s RADF Liaison Officer for the purposes of meeting the requirements of the agreement with Arts Queensland. 8 RISK MANAGEMENT Not Applicable.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) 9 STATUTORY MATTERS Council enters an annual agreement with the Queensland Government through Arts Queensland in which the two parties have entered into a partnership to fund and administer the RADF program. 10 COUNCIL POLICIES Not Applicable. 11 DELEGATIONS The Director Lifestyle and Community is the CEO’s delegate (under delegation 1946) and has endorsed the recommendations made by the RADF Committee. Delegation 1946:- Pursuant to s257 of the Local Government Act 2009, Council delegates to the CEO the power to:- a) Approve strategic initiatives/programs of activity for funding from the Regional Arts

Development Fund;

b) Approve applications as recommended by the Regional Arts Development Committee for funding from the Regional Arts Development Fund; and

c) Take all actions necessary and sign and execute all documents (including but not

limited to signing cheques requisitions) relating to the Regional Arts Development Fund.

12 COORDINATION & CONSULTATION To ensure a high-level of expertise and representation across art forms, cultural development and community engagement, and an appropriate probity process, all RADF assessments were made by the RADF Committee. The RADF Committee members were appointed through an expression of interest process conducted in October 2018 - there are 27 Committee members.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) The following Committee members were engaged for assessments in 2018-19: Name and/or Title of the Stakeholder Consulted

RADF Committee – Subject Matter Expertise


Mr Paul Blakey music Yes

Mrs Nooshin Laghai visual arts, multi art form Yes

Ms Carol Collins visual arts, community engagement Yes

Ms Claire Carlin multi art form, festivals Yes

Mr Mark Duckworth music, festivals Yes

Mr Byron Coathup visual arts, design Yes

Dr Sally Breen writing Yes

Mr Guy Cooper music Yes

Ms Emily Holler music Yes

Ms Rebecca Ray visual arts Yes

Mr Gavin Webber dance Yes

Ms Rebecca Barnett digital design, visual arts Yes

Mr Michael Aukland theatre, festivals Yes

Mr Jeff Licence film Yes

Mr Chris Bennie visual arts, multimedia Yes

Ms Kate McDonald theatre, community engagement, multi art form, festivals

Yes

Ms Meredith Elton theatre, community engagement, multi art form, circus/physical theatre, dance

Yes

Ms Julia Solomon music, festivals Yes 13 STAKEHOLDER IMPACTS The RADF program continues to provide benefits to the Gold Coast creative sector, artists, arts workers, arts organisations and the broader community.

In 2018-19, the City leveraged Queensland Government funding from the Department of Environment and Science - through Arts Queensland, to increase arts and cultural benefits. 14 TIMING Not Applicable.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) 15 CONCLUSION Activities funded through RADF are having a significant impact on our cultural ecology, and in 2018-19 the program continued to be an essential and highly successful mechanism for growing and supporting arts and cultural development on the Gold Coast, and delivering high quality arts, cultural and community outcomes. This report specifically outlines the details of the successful applicants to the 2018-19 RADF program through three initiatives – Activate, Activate Music and Germinate – which will provide significant outcomes locally, nationally and internationally. The RADF rounds continue to see significant demand, with 102 applications submitted across the program in 2018-19, requesting $829,045 in funding. A total of $330,679 in funding was approved to support 45 applications (44 per cent). The City’s funding leveraged a projected $2.17 million in income from other sources to meet the costs of funded projects. As a key deliverable under the City’s Music Action Plan 2021, and as the Gold Coast’s reputation as a music city grows, Activate Music plays an important role in enabling music career development. All RADF initiatives align with the Culture Strategy 2023 and are embedded within the four strategic outcomes and three major catalysts for change contributing to the creation of a lasting legacy for arts and culture in our city. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report 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 report on the results of the 2018-19 Regional Arts Development Fund (RADF) (Activate, Activate Music and Germinate) be received.

Author: Authorised by: Daniel Carroll Alison Ewens Senior Arts and Culture Project Officer Director Lifestyle and Community 28 October 2019 TRACKS REF: #73956415


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) Conflict of Interest – Cr Tozer 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: Sam Morris is mentioned as a recipient of a grant and she previously provided me a gift of advertising and cash valued at $700 The name of the person or entity is: Sam Morris The nature of the relationship is: Friend The value of the gift is: $700 The date of receipt of the gift is: 18 February 2016 The nature of the other person’s interest in the matter is: Sam is mentioned in the report as a grant recipient. 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 interest is minor and of a remote nature. PROCEDURAL MOTION moved Cr La Castra seconded Cr O'Neill Pursuant to section 175E(4)(a) of the Local Government Act 2009, Council resolves that: Cr Tozer has a real or perceived conflict of interest in this matter as outlined above.

CARRIED In accordance with Section 175E(4) of the Local Government Act 2009, Cr Tozer did not vote. PROCEDURAL MOTION moved Cr La Castra seconded Cr O'Neill Pursuant to section 175E(4)(b) of the Local Government Act 2009, Council resolves that: Cr Tozer may participate in the meeting and vote on the matter because the interest is minor and of a remote nature and the grant funding has already been determined.

CARRIED In accordance with Section 175E(4) of the Local Government Act 2009, Cr Tozer did not vote.


ITEM 5 (Continued) REGIONAL ARTS DEVELOPMENT FUND 2018-19 FN251/48/113/02/CF(P1) COMMITTEE RECOMMENDATION LC19.1114.005 moved Cr Tozer seconded Cr O'Neill 1 That the report 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 report on the results of the 2018-19 Regional Arts Development Fund (RADF) (Activate, Activate Music and Germinate) be received.

CARRIED


Attachment 5.1 Regional Arts Development Fund Successful Applicants 2018-19 GERMINATE Program

Applicant Project Description Funding

Kyle Slabb The First Lifesavers is a multi-media project designed to document the many stories of Indigenous people coming to the aid and rescue of early European settlers, explorers and shipwreck survivors.

$5,000

Belinda Raposo Costs towards Writer's Room - a creative brainstorming workshop for the screenplay ‘Out at a Funeral’.

$4,972.65

Mercury's Wings Theatre Company

Costs towards Producer/Director fees for a production of Julius Caesar.

$5,000

Meredith Elton

Wild City research and development - Earth Arts Incubator is a collaborative participatory performance art project that engages creatively with wild nature.

$5,000

Loki Liddle The Selve EP project will involve a mentorship and collaboration with JMC Academy and musician/producer Harry Edwards to develop new musical works.

$5,000

Jay Jermyn Hobart Residency 2019 is a month long self-guided residency program to explore new concepts and further the applicant’s artistic development, national networks and profile as a Gold Coast artist.

$3,556

CJ Anderson Invited to present work with 'Local Design' at Milan Design Week 2019 to show with Australia's leading furniture and object designers.

$5,000

Chris Bennie Barbara Streisandella is a series of three one-night events held seasonally that showcases the work of live electronic artists/musicians at The Walls Art Space.

$5,000

Adrienne Kenafake

DUPLEX is a two part residency project that will engage a residency at the Midlands Junction Art Centre, Perth and a residency at the Walls Art Space.

$5,000

Mark Hunter A play reading of The Last Trip - a play about death and dying - to gain input from actors, workers in the death industry and workers in the theatre industry.

$5,000

Aaron Chapman Attendance and participation in the workshop On Making A Photo Book (That Matters) presented by Magnum photographer Alec Soth in Vancouver, July 2019.

$3,789


Christian Tancred Varsity Style is a youth publishing, skills development and digital experimentation project.

$4,980

Corrina Bonshek Song to the Earth Featuring Kayan Parap - Malaysia collaboration and tour.

$4,952

Bianca Nall Attending the Melbourne International Animation Festival and for the pre-production development of animated short film titled A Mother's Work.

$4,000

Brenda Matthews The developmental edit of The Last Daughter a 100,000 word book to be released in conjunction with a film by the same name in 2020.

$4,000

Libby Harward Deadstream – Dabilbung is an Indigenous-led artistic research project that will have outcomes as a series of talks, installations and exhibitions on the Gold Coast, Brisbane, Melbourne and communities in the Murray-Darling.

$5,000

Sapodia Lindley Notes to Jala comprises of a poetry book and a Super 8mm film trailer. Costs towards the marketing, advertising and commissioning a local artist to create a painting based on a selected poem from the book.

$4,216.40

Tessa Bergan Roll Call Gold Coast: an online exhibition of themed photo portraits of 30 Gold Coast contemporary visual artists.

$4,900

Jenna Robertson Attendance at 2019 Performing Arts Connections Australia National Exchange and Conference.

$1,060

Aimee Gray Life on the Line - Kerbside Collective partner with SWELL Sculpture Festival to provide an engaging an interactive component to the inaugural SWELL kids ‘Elements’ program.

$2,000

Danielle Zuvela Seaweed: The Gathering. Attendance at the International Kelp Congress as part of the Lofoten International Art Festival 2019

$5,000

Jordan Azcune Travel to Miami, Florida to extend ongoing research on architecture and design. This will result in a solo exhibition DECO – Dynamism and the Divine, an exhibition catalogue, artist run workshops, and a panel discussion presented by the artist and guests in Miami, Gold Coast.

$4,000

TOTAL GERMINATE PROGRAM $96,426.05


ACTIVATE Program: Round One


Tammy Zarb

Creative development for the world premiere of site-specific dance work INSIDE OUT created by Movement Director, Tammy Zarb in the 2019 Bleach Festival.

$12,000

Neville Torrisheba

Youth Mentoring and Community Connection. The project provides culturally grounded creative opportunities for local young people whilst mentoring/teaching basic fibreglass and spray painting techniques to participants - a powerful mix of embedded identity, creativity/expression and employable skills

$15,000

Alicia Jones

Alicia Jones will mentor Galagiri Ngaurai (a creative troupe that devise contemporary Aboriginal dance pieces) through a range of performance mediums enabling performers to devise and design a site specific response as part of SWELL Sculpture Festival 2019.

$6,165

Swell Sculpture Festival

SWELL Sculpture Festival will produce SWELL Kids Zone “In your element”, inviting up to 5 professional artists to deliver an exciting artistic sculpture program.

$15,000

Mik Shida Deliver a series of large scale, vibrant artworks by acclaimed local artists in Coolangatta.

$4,500

Samantha Morris This project will capture and share the story of the city’s live music scene in the 70s, 80s and 90s through a new hard-cover book ‘Sounds of Paradise’.

$20,000

TOTAL ACTIVATE ROUND ONE $72,665 ACTIVATE Program: Round Two


Salvador Cantellano

Gold Coast Mapped: Gold Coast City Futures film project will follow two prominent Gold Coast artists and design futures thinkers as they delve into their design arts practice.

$12,170

Danielle Constance

Explain Normal provides industry-level professional development opportunities and performance-making training for Queensland based artists with disability and impairment. RADF supports the engagement of five Gold Coast artists.

$9,500


Andrew McKinnon Preparation of a professional collections audit, collections framework and visitor experience strategy for Surf World.

$10,000

Anna Waters- Massey Stage Mums Season 2: RADF supports the costs of artist fees for Gold Coast actors.

$10,000

APWT - Asia Pacific Writers and Translators

Four Gold Coast based writers, two established and two emerging will travel to Macau China to participate in the 11th annual Asia Pacific Writers and Translators (APWT) showcase event. In addition, these authors will participate in the Hong Kong International Literary Festival (HKILF).

$6,158

Kate Harman Research and development of “Shameless”, a new dance-theatre work to be performed by Kate Harman and Toby Angus.

$12,559

Sally Anne Ryan And Then I Met You is a feature length film project written and co-produced by Sarah Dinsey with producer Sallyanne Ryan and director Ashlee Jensen.

$14,000

TOTAL ACTIVATE ROUND TWO $74,387 ACTIVATE MUSIC Program


Joshua Bell EP Martian audio mixing and mastering. $1,300

Adam Lomas Mass Sky Raid self- titled album. $12,500

Lewis Nitschinsk Recording, mixing, mastering and release of new Pure Milk EP.

$6,200

Luke Houselander Pre-production, recording, production, mixing, mastering and marketing of a new Bones Rivers single.

$7,100

Amela Duheric Amela Duheric debut album recording and commercial release.

$8,222.80

Kye Grant Composition, production, release and promotion of an independent four track EP.

$3,238

Michael McCartney Sun of Man experiential event capturing performances of three pieces of music in a live setting.

$10,000

Louise Kacer 2019 production and 2020 release of the new Banks of the Beautiful 6 track EP including music video, photoshoot, marketing and touring release shows.

$9,920


Kate Leopold New brand development and content creation including the recording of new musical works and related audio visual works for Kate Leopold.

$19,720

Scott Thomas Dalton Pre-Production, recording and release of debut EP from Daily Llama, a collaboration between Jackson James Smith and Scott Dalton.

$9,000

TOTAL ACTIVATE MUSIC $87,200.80 2018-19 TOTAL ALL RADF PROGRAMS $330,678.85


CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION 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

6 Construction of Robina City Parklands Contractual Matter PROCEDURAL MOTION That the Committee move into Open Session.


ITEM 6 PARKS AND RECREATIONAL SERVICES CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(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.

1.2 I recommend that the report be deemed a confidential document and be treated as

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

2 EXECUTIVE SUMMARY Not applicable. 3 PURPOSE OF REPORT The purpose of this report is to seek approval to amend the City Contracting Plan 2019-20 item B1006 from “Recommendation to enter into the arrangement be brought back to Council for consideration” to read “contract(s) to be awarded under delegation for Contract LG314/1211/19/136 Construction of Robina City Parklands. 4 PREVIOUS RESOLUTIONS Ex Minute No. G19.0613.051 (in part) 3 That Council adopts the City Contracting Plan 2019-20 (Attachment 1). 5 DISCUSSION The Robina City Parklands project is listed as a high profile initiative in the Operational Plan 2019-20. For the past 18 months, the City has completed strategic planning, concept design, detailed designs and is currently undertaking preliminary site works to deliver this this strategic community asset. The design of the park is now resolved and includes features such as; Bespoke triple tower playground inspired by the local mythological creature “the

Merrimac Bunyip”1 Public amenities and a Changing Places facility Large community event lawn Walking / cycling paths Dog off-leash park Extensive picnic areas and barbecues

1 Carl Lentz, a Hinterland pioneer, wrote that the Yugambeh people and the first settlers believed the Merrimac swamp to be the home of the mythical creature of the Australian bush and wetlands, the Bunyip.


ITEM 6 (Continued) CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(P1) The project is now entering the “Invitation to Offer” phase to secure a contractor to construct the project. The Council of the City of Gold Coast (Council) resolved at its meeting on 13 June 2019 to adopt the City Contracting Plan 2019-20 which included item B1006 the construction of the Robina City Parklands. This was identified as a significant contract which required the recommendation to enter into this contract be brought back to Council for consideration. In addition, a Significant Contracting Plan (SCP) was to be prepared. The SCP determined it would be in the public interest to invite expressions of interest before inviting written offers for the construction of the Robina City Parklands. Expressions of interest (EOI) were invited by advertising in the Gold Coast Bulletin and LG Tender Box on 27 July 2019. The EOI period closed on 28 August 2019. The EOI process was considered to be successful with regard to attracting competitive interest from the market. EOI submissions were received from the following firms: EOI Offers 1 ADCO Constructions Pty Ltd 2 Alder Constructions Pty Ltd 3 Bland 2 Brilliant Landscapes Pty Ltd As Trustee for Bland 2 Discretionary Trust 4 Eureka Landscapes Pty Ltd 5 Hazell Bros (Qld) Pty Ltd 6 Jmac Constructions Pty Ltd 7 Landscape Solutions (QLD) Pty Ltd 8 Main Constructions (Building) Pty Ltd 9 Naturform Pty Ltd 10 OM Civil Pty Ltd 11 Pensar Civil Pty Ltd 12 SEE Civil Pty Ltd 13 TF Woollam & Son Pty Ltd

The EOI submissions were evaluated using a two gate evaluation process incorporating the following criteria; Work Health and Safety Experience Capability Project appreciation Local Content. Gold Coast Awards.


ITEM 6 (Continued) CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(P1) Evaluations were undertaken by four officers of Council and the result was reviewed and verified independently by an officer from City Procurement. The names of the evaluation team and the scoring matrix with assigned weightings are on file for reference. The following submission(s) were shortlisted to be invited to offer Shortlist of Expression of Interest Offers 1 Alder Constructions Pty Ltd 2 Jmac Constructions Pty Ltd 3 SEE Civil Pty Ltd

At the time of this report’s preparation, the detailed design is nearing completion and the Invitations to Offer will be invited from the shortlisted tenderers in the first week of November. Industry feedback recommends a minimum five week tender period. As such, submissions will be clarified and evaluated in accordance with the Procurement Policy and Contract Manual during end of year recess in preparation for award in January 2020. Land fill, secured for free from M1 upgrade works, has been stockpiled on the Robina City Parklands site and in order to minimise nuisance, amenity loss and reputational impacts it would be advantageous to commence construction as soon as possible by awarding the contract under delegation. Image 1. Stockpiled fill on the Robina City Parklands site.


ITEM 6 (Continued) CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(P1)

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

The Robina City Parklands project is listed as a high profile initiative in the operational plan.

7 FUNDING AND RESOURCING REQUIREMENTS

Costs for Capital Works and Service Proposals

The current forward budget for the project was approved in the Four Year Capital Works Program by Service 2019-20 to 2022-23 (adopted 13 June 2019).

When the offer is to be accepted for the construction of Robina City Parklands contract, the amount is covered by the following budget(s).

Budget/Cost Centre

Project Number

Description Financial Year Current approved budget and Four year Capital Works Program

8 RISK MANAGEMENT

The Robina City Parklands project has a project risk register which identifies potential risks and outlines suggested strategies to mitigate these risks. The risk register is in line with Council policy and will be maintained throughout the life of the project. Any major risks identified will be elevated to the project Steering Committee for consideration. The risk register is on file for reference.

9 STATUTORY MATTERS

The invitation to offer process has been carried out in accordance with the Local Government Regulation 2012 which requires adherence to sound contracting principles. These principles are defined in Section 104(3) of the Local Government Act 2009 and are as follows:

Value for money. Open and effective competition. The development of competitive local business and industry. Environmental protection. Ethical behaviour and fair dealing.

REDACTED



These principles form part of the invitation to offer process and are reinforced within the evaluation criteria as appropriate.

Section 221(1) of the Local Government Regulation 2012 provides that a local government must make a Significant Contracting Plan for each significant contract before the contract starts for any activity identified in the annual contracting plan as a significant contract.

10 COUNCIL POLICIES

The invitation to offer process has been carried out in accordance with the requirements of Council’s Procurement Policy and Contract Manual.

11 DELEGATIONS

Not applicable

12 COORDINATION and CONSULTATION

Name and/or Title of the Stakeholder Consulted



Ron Jacobs, Manager Parks and Recreational Services


Yes

Julie Brooks, Executive Coordinator Directorate Finance

Office of the COO Yes

Matt Farrow Coordinator - Category and Relationship Management (Construction)

Organisational Services Consulted

Chief Procurement Officer Organisational Services Yes

Right to Information (RTI) and Information Privacy (IP) Legislation 2009

Not applicable.

13 STAKEHOLDER IMPACTS

Not Applicable

14 TIMING

The anticipated contract commencement date is between December 2019 and January 2020.



15 CONCLUSION

The Robina City Parklands project has been progressing to plan and the City has secured fill from the M1 upgrade project to be delivered to site free of charge.

Now that fill has been stockpiled on site, it is important that the construction contract be awarded without delay. To ensure project delivery timeframes are met, it is proposed that the City Contracting Plan 2019-20 (G19.0613.051) be amended from “Recommendation to enter into the arrangement be brought back to Council for consideration” to read “contract(s) to be awarded under delegation up to a value of for Contract LG314/1211/19/136 Construction of Robina City Parklands. This amount includes a construction contingency of 10 per cent.

16 RECOMMENDATION

It is recommended that Council resolves as follows:

1 That the report 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 amend the adopted recommendation for item B1006 of the City Contracting Plan 2019-20 (G19.0613.051) from “The recommendation to enter into the significant contract (Robina City Parklands Construction) is brought back to Council for consideration” to read, “contract(s) for the construction of the Robina City Parklands be awarded under delegation up to a value listed in the report for Contract LG314/1211/19/136 Construction of Robina City Parklands.”

Author: Authorised by: Ross Macaulay Alison Ewens Coordinator Parks Asset Development and Improvement

Director Lifestyle and Community

5 November 2019

TRACKS REF: 74775143

REDACTED


ITEM 6 (Continued) CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(P1) Conflict of Interest – Cr Vorster 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: my wife is employed by Bond University which own developable land in the Robina Stadium precinct. The name of the person or entity is: Melissa Vorster The nature of the relationship is: wife The value of the gift is: not applicable The date of receipt of the gift is: not applicable The nature of the other person’s interest in the matter is: Employee of land owner is same precinct 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 the interest is minor and of a remote nature and has no greater personal interest in the matter than that of other persons in the local government area. PROCEDURAL MOTION moved Cr Gates seconded Cr Tozer Pursuant to section 175E(4)(a) of the Local Government Act 2009, Council resolves that: Cr Vorster does not have a real or perceived conflict of interest in the matter because he has no greater personal interest in the matter than that of other persons in the local government area.

CARRIED In accordance with Section 175E(4) of the Local Government Act 2009, Cr Vorster did not vote.


ITEM 6 (Continued) CONSTRUCTION OF ROBINA CITY PARKLANDS LG314/1211/19/136(P1) COMMITTEE RECOMMENDATION LC19.1114.006 moved Cr Vorster seconded Cr La Castra 1 That the report 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 amend the adopted recommendation for item B1006 of the City

Contracting Plan 2019-20 (G19.0613.051) from “The recommendation to enter into the significant contract (Robina City Parklands Construction) is brought back to Council for consideration” to read, “contract(s) for the construction of the Robina City Parklands be awarded under delegation up to a value listed in the report for Contract LG314/1211/19/136 Construction of Robina City Parklands.”

CARRIED ITEM 7 GENERAL BUSINESS ROBINA COMMON FACILITIES IMPROVEMENTS FN334/375/02/08(P1)

COMMITTEE RECOMMENDATION LC19.1114.007 moved Cr Gates seconded Cr Baildon That Council allocate $10,000 from the Division 11 Local Area Works Facilities Contribution budget as follows:

a $5000 to Robina City Soccer Club for a portable grandstand; and b $5000 to Robina Braves Baseball Club for improvements to batting cages, subject to the

satisfactory completion of earlier works at the cages.

CARRIED There being no further business the meeting closed at 2.31pm


These Pages

Numbered 1 to 83

Constitute The Adopted Report Of The Meeting

Of Lifestyle and Community

Held Thursday 14 November 2019

Documents

783 LIFESTYLE AND COMMUNITY COMMITTEE MEETING 14 … · Thursday, 14 November 2019, numbered LC19.1114.001 to LC19.1114.007, be adopted. CARRIED . ATTENDANCE . Cr H Vorster (Chairperson)