Economic Development & Major Projects …...2016/09/01 · 722nd Council Meeting 6 September 2016 3 Economic Development And Major Projects Committee Meeting 1 September 2016Adopted

722

Adopted Report for the

Economic Development and Major Projects Committee Meeting

held

Thursday, 1 September 2016

at

2 pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

722nd Council Meeting 6 September 2016 2 Economic Development And Major Projects Committee Meeting 1 September 2016Adopted Report

Index

Adopted Report

Economic Development and Major Projects Committee Meeting

Thursday, 4 August 2016

Item Direct. File Page Subject

1 EDMP LG115/1296/01/2016(P1) 4 2016 Proposed Agenda Items For The Economic Development And Major Projects Committee

2 EDMP FN251/48/113/02(P10) 9 Regional Arts Development Fund Impact Report

3 EDMP MS1/1157/14/20(P1) 38 Mayoral Mission To China – Civic Agreements - September 2016

4 EDMP PD237/76/04/04(P1) 46 Draft Gold Coast CBD Program, Market Positioning Strategy And Community Consultation

General Business

KEY:

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

722nd Council Meeting 6 September 2016 3 Economic Development And Major Projects Committee Meeting 1 September 2016Adopted Report ADOPTED AT COUNCIL 6 SEPTEMBER 2016 RESOLUTION G16.0906.021 moved Cr Vorster seconded Cr PJ Young That the Report of the Economic Development & Major Projects Committee’s Recommendations of Thursday, 1 September 2016, numbered ED16.0901.001 to ED16.0901.004, be adopted.

CARRIED UNANIMOUSLY

ATTENDANCE Cr H Vorster (Chairperson) Cr G O’Neill Cr D Gates Cr C Caldwell left meeting at 2.18pm Cr D Crichlow OAM Cr P Taylor Cr R La Castra Cr Owen-Jones (visitor) Cr Boulton (visitor) Cr Tozer (visitor) left meeting at 2.22pm Cr Baildon AM (visitor) Cr PC Young (visitor) arrived 2.04pm Mr D Scott Director Economic Development and Major Projects Ms C Gehrke Executive Co-ordinator Arts & Culture Mr D Stewart Manager Major Projects Ms S Creyton Senior Arts and Culture Program Officer Ms K Metcalfe International Relations Officer Ms L Bain CBD Project and Research Officer Mr W Moran Chief of Staff PRESENTATIONS

722nd Council Meeting 6 September 2016 4 Economic Development And Major Projects Committee Meeting 1 September 2016 Adopted Report

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

2016

ITEM BRANCH ACTION/ COMMENTS Economic Development and Major Projects Committee – Standing Item All Meetings

2016 Proposed Agenda Items for the Economic Development and Major Projects Committee Director’s Office Standing Item

723 Council Meeting –15 September 2016 Economic Development & Major Projects Committee – 14 September 2016

ITEM NAME BRANCH ACTIONS/COMMENTS

Events Report TBC City Events

Dive Attraction State Expression Of Interest Economic Development To seek Council’s endorsement to submit an Expression of Interest (EOI) to partner with Queensland State Government to scuttle the HMAS Tobruk off the Gold Coast shore for a Dive Attraction.

2016 Gold Coast Triathlon / ITU Post Event Report

2016 Blues on Broadbeach Post Event Report


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

724 Council Meeting –18 October 2016 Economic Development & Major Projects Committee – 13 October 2016


Marine Industry Update Economic Development Marine benchmark update

Heart of the City Advisory Committee minutes Economic Development Quarterly Update

Surf World Gold Coast Economic Development Surf World Update

Cruise Ship Terminal Update report Major Projects Progress update on Cruise Ship Terminal

Live Music Action Plan Arts and Culture For Council consideration – new plan to support development of live music industry on the Gold Coast

International Plan and International Trade and Investment Program 2015-2016 Six-monthly Update (Final)

Economic Development For Council noting outcomes report 2015-16 ITIP

Events Report TBC City Events

Export Assistance Scheme Economic Development Updated Guidelines



725 Council Meeting – 31 October 2016 Economic Development & Major Projects Committee – 27 October 2016


Southern Gateway Advisory Committee minutes Economic Development Quarterly Update

GC2018 Gold Coast Marketing & Implementation Plan Economic Development

China Market Update Economic Development Update on the China market including Mayoral Mission, China Plan and Market Trends

Commonwealth Games City Operations Update Commonwealth Games Unit Update on the progression of GC2018 City Operations planning in the third quarter of 2018

726 Council Meeting –15 November 2016 Economic Development & Major Projects Committee – 10 November 2016


Visitor Servicing Update Economic Development

Competitive Business Program Update Economic Development

Presentation by Mark Peters, CEO of GOLDOC



727 Council Meeting – 29 November 2016 Economic Development & Major Projects Committee – 24 November 2016


RADF Funding Round 1 for 2016/17 Arts and Culture

Southern Event Infrastructure Economic Development

Gold Coast Cycle Centre Concept Masterplan Commonwealth Games Unit

Gold Coast Cultural Precinct – Stage 1 Major Projects

728 Council Meeting – 7 December 2016 Economic Development & Major Projects Committee – 6 December 2016


Study Gold Coast Six-monthly Update Economic Development 6-monthly update on delivery of actions under SGC’s funding agreement with Council.

Update on the status of the delivery of the City’s GC2018 Commonwealth Games Program

Commonwealth Games Unit


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

It is recommended that Council resolves as follows:

That the 2016 Proposed Agenda Items for The Economic Development and Major Projects Committee be noted. Authorised by: Darren Scott Director Economic Development and Major Projects

COMMITTEE RECOMMENDATION: ED16.0901.001 moved Cr Crichlow seconded Cr O’Neill That the 2016 Proposed Agenda Items for The Economic Development and Major Projects Committee be noted.

CARRIED


ITEM 2 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 1 BASIS FOR CONFIDENTIALITY Not applicable. 2 EXECUTIVE SUMMARY Since 2002, the City of Gold Coast has partnered with the Queensland Government through Arts Queensland to deliver the Regional Arts Development Fund (RADF). The program continues to be a key mechanism for supporting local artists, creative industry and communities on the Gold Coast. Until recently, RADF was closely aligned to Queensland Government priorities and the arts policy of the day with local Councils responsible for delivering traditional grant programs within Queensland Government specified guidelines and processes. In 2013-14, a review of RADF by Arts Queensland indicated that greater impact and longer-term benefits would be delivered, if local Councils aligned RADF to their community’s priorities and arts and cultural development ambitions. In the past two years, the City has completely transformed its approach to RADF moving away from a straight grants program to deliver a suite of initiatives under the RADF banner that deliver on the strategic outcomes and key actions of the endorsed City of Gold Coast Culture Strategy 2023 (Culture Strategy 2023). The investment made by Council now leverages $100,000 from Queensland Government each year to deliver our strategic goals based on a 60% (Council) 40% (Queensland Government) co-contribution model. The new approach to RADF is nimble and responsive to the priorities of the creative sector and community and the rapidly changing cultural landscape of the Gold Coast. In alignment with the Culture Strategy 2023 and the endorsed GC2018 Accelerated Cultural Development Action Plan, RADF focusses on developing artists and Gold Coast product, meaningful professional pathways for our local artists, community engagement and sustainability. This report provides evidence of the economic, social and professional impact of Regional Arts Development investment from 2013-14 to 2015-16 including:

Total RADF funding of $683,397 has generated $2,096,597 (206%) return on investment.

RADF supported activity has created paid employment for 260 local artists and art workers.

114,762 people have attended or participated in RADF supported activity.

389 volunteers have participated in RADF supported activity.

RADF has supported 73 projects with arts development objectives creating significant professional development and career pathways via activity encouraging the exchange of skills, knowledge, new ideas and innovation through our rich network of artists, cultural workers and organisations.

Included at Section 5.8 of this report are four case studies that show the profound impact RADF has had on some of our local (and now internationally significant) artists and organisations.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 3 PURPOSE OF REPORT The purpose of this report is to provide an update on the economic, social and professional development impacts of the Regional Arts Development Fund from 2013-14 to 2015-16 and provide an overview of RADF processes and models. 4 PREVIOUS RESOLUTIONS Council at its meeting on 21 June 2016 resolved G16.0624.031

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

2. That the report on the results of the successful applications to Round Two of the BIG Creative Idea and update on the Power Up Your Arts Mentorships and GENERATE Program 2015-16 be received.

3. That the economic, social and professional development impacts are assessed over

a period of three years and a report be brought back to Committee in July 2016.

4. That a report be brought to Council in regards to the RADF process. 5. DISCUSSION 5.1 Background The Gold Coast is experiencing a cultural revolution evidenced in the ambitious and energetic vision set in the Culture Strategy 2023, the City’s first, endorsed in 2013. The new strategic direction has already seen a fresh focus in several areas including initiatives that support professional pathways for local artists, elevating and celebrating our rich Indigenous heritage, contemporary music, public art and the delivery of the Regional Arts Development Fund.

Since 2002, the City has partnered with the Queensland Government in the delivery of RADF. From 2002-2013, the RADF program was state-led with the program focussing on Queensland Government’s priorities for regional development and the arts policy of the day. The RADF model required local Councils to rollout competitive funding programs and occasional strategic projects according to Queensland Government prescribed guidelines. In 2014, following a review by Arts Queensland and extensive consultation with local Councils, a new approach to RADF was introduced that encouraged local Councils to align the program with their own strategic plans and priorities and deliver arts and cultural development initiatives tailored and responsive to their own communities. The Queensland Government also supported Councils to adopt new approaches to delivering RADF that could include a suite of programs and initiatives under the RADF banner including strategic initiatives, funding, business and professional development programs.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) Today, RADF provides a lever for actions and programs outlined under the strategic outcomes and key actions of the Culture Strategy 2023. Additionally, RADF intersects with the endorsed GC2018 Accelerated Cultural Development Action Plan, supporting the alignment of all arts and cultural investment by the City. The current key stakeholders for RADF are as follows:

Gold Coast communities, artists, art workers and organisations.

The City of Gold Coast through Economic Development and Major Projects.

The Department of Premier and Cabinet through Arts Queensland.

The Department of Tourism, Major Events, Small Business and the Commonwealth Games through the Office for the Commonwealth Games.

The RADF Funding Model – State and Local Ratios Council is invited annually by Arts Queensland to submit an application through a competitive process to participate in the program. Within the RADF framework, City of Gold Coast is considered a Category 5 Council - the category allocated to the largest Councils per capita. Funding in this category is based on a co-contribution model with the local Council required to contribute 60% of the program funding and Arts Queensland 40% with a cap of $100,000 on the State allocation. There are 59 regional Councils participating in RADF state wide. The City of Gold Coast is the only Council to leverage the maximum State allocation annually. The Evolution of RADF Over the past three years, RADF has undergone substantial changes and is now a key delivery agent for the strategic outcomes and actions identified in the Culture Strategy 2023. No longer a straight grants program, RADF offers a suite of programs and initiatives that support arts development on the Gold Coast. The following provides a roadmap of the evolution of the program including information on the delivery model, investment and impact.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 5.2 RADF 2013-14

2013-14 was the final year that RADF was delivered under the old State Government led model.

Model and Process 2013-14 In 2013-14 the RADF framework was as follows:

In 2013-14 the City of Gold Coast delivered three competitive funding rounds under the terms and conditions of the program as prescribed by Arts Queensland. Program guidelines and application documents were provided to Council for use in grants processing and Council elected a local volunteer Committee to manage the assessment of applications. Whilst it was a pre-requisite to have a local Arts and Cultural Development Policy to bid for funding, the criteria and outcomes for the program were focused heavily on the Queensland Governments regional priority and arts policy of the time. In 2013 the Culture Strategy 2023 was endorsed after extensive consultation with our community and local cultural practitioners. The strategy details three major catalysts for change, delivering unprecedented opportunities for cultural development and transformation and four strategic outcomes that will fuel our strategic vision - Built on creativity, transformed by imagination. The timing of the Culture Strategy 2023 meant the City was strongly positioned to lead the way across the state in the rollout of a new approach to RADF.

Funding 2013-14 In this period Council allocated $150,000 for the RADF program leveraging the maximum contribution from Queensland Government of $100,000 for a total of $250,000 for the year.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) Data 2013-14 Competitive Grant Rounds The data provided below is aggregated across three individual competitive grant rounds.

Impact 2013-14

The first decade of RADF delivery (2002-3 to 2013-14) saw the majority of funding requests for amounts of up to $5,000 for individuals or smaller organisations. While the scale of funding request against allocated budgets gives the appearance of a higher success rate for applications in this period, in the absence of a truly integrated approach to local priorities it provides a false positive in terms of long term benefit for Gold Coast artists and community. 5.3 RADF 2014-15

Model and Process 2014-15 In 2014-15, Arts Queensland in consultation with participating RADF Councils undertook a review of the program leading to significant changes in the partnership and delivery model for RADF. Overwhelmingly Councils state-wide indicated a desire to reposition RADF from a stand-alone program of activity to an integrated delivery mechanism to support meaningful pathways and opportunities for local artists, organisations and community through strategic initiatives within the RADF framework. The City took this opportunity to integrate RADF as a key mechanism for delivering the priorities identified by Council and the sector in the endorsed Culture Strategy 2023 thus leveraging Queensland Government funding to deliver on our City objectives. The new approach is responsive, locally focussed and uniquely Gold Coast, embedding RADF at the heart of our cultural evolution as illustrated.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10)


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) RADF Suite of Programs 2014-15 In 2014, the City was selected as one of the first Councils to work with the Queensland Government to pilot the proposed new approach to RADF. The City was seen as progressive with a singular vision and strategic approach to arts development through the Culture Strategy 2023. In considering how best to deliver RADF, two key priorities for local artists were identified:

the opportunity for artists to develop and create work and build the cultural profile of the City and;

the need for a tailored program that allowed artists to develop their own artistic practice, business and standards through mentorships and exposure to national and international opportunities.

In direct response the City developed a new delivery model for RADF that began to offer a suite of programs under the RADF banner:

In 2014-15 the RADF program included two competitive grant rounds – BIG Creative Idea – and two rounds of the Power Up Your Arts mentorship initiative. Big Creative Idea Grants (2 Rounds offered) As the competitive grant component of RADF, BIG Creative Idea provided the opportunity to support Gold Coast creatives, organisations/collectives and community to deliver diverse and enterprising projects and programs that align to the Culture Strategy 2023, clearly articulate ideas, partnerships and outcomes and display a clear connection to the Gold Coast. Central to the program are the criteria of artistic excellence, community benefit, collaboration, partnerships, sustainability and innovation.

NEW


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) The traditional grant rounds that had been delivered previously were replaced with a more flexible approach through two rounds with a two stage process. The two stage program includes the submission of a simple (two page) project outline and budget as the first step. All eligible applicants are then allocated a time to discuss their project with the RADF Committee and applicants shortlisted at this stage are invited to submit a more detailed written project application. The new approach was in response to the needs of the sector and aimed to remove perceived barriers between applicants and the RADF Committee. The process was aimed at reducing reliance on the written application, making the process more equitable for applicants by reducing the red tape associated with the old RADF delivery model instead focussing on creative outcomes, alignment to the Culture Strategy 2023 and local impact. Power Up Your Arts (2 Rounds offered) The Power Up Your Arts (PUYA) mentorship initiative was developed in response to direct feedback from the sector when developing the Culture Strategy 2023. It was proposed by the artistic community that they needed opportunities to undertake tailored and targeted professional development and / or mentorships to develop their artistic practice, networks, business acumen and increase their profile. This program also requires participants in the program to meet as a collective up to four times throughout the program seeding further collaborations and a growing sense of a broader cultural sector on the Gold Coast. PUYA offered grants of up to $10,000 and applications to this program were assessed by internal and external experts with in-depth knowledge of both the local context and of national and international best practice models in professional development. As with RADF BIG Creative Idea grants funding, the application was a two-stage process with artists invited, in the first instance, to provide a short written overview of their proposed mentorship program, including objectives and outcomes. Applications were then shortlisted and successful stage two applicants invited to an interview with the Assessment Panel to discuss their proposal in more detail. Delivery of the first round of the Power Up Your Arts Mentorship evidenced that demand was high for this new program. Arts Queensland proposed that City of Gold Coast deliver a second round with an additional $65,000 in unexpended Queensland Government funding from 2013-14 bringing the total budget for PUYA to $150,000 (including delivery expenses) supporting 14 participants. Innovation in the Assessment Process As outlined above, the period saw a complete overhaul of RADF application and assessment processes. The changes ensured greater specialist expertise in decision-making through peer assessment, more accessible and sector-friendly application processes and greater transparency and rigour. This innovative model developed by the City has subsequently become a model of best practice adopted by Arts Queensland and other local Councils. Innovations included:

Assessment criteria, priorities and guidelines aligned with strategic outcomes identified in the Culture Strategy 2023 ensuring the sector is working in close partnership with Council to deliver on shared ambitions.

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Streamlined guidelines, application and reporting processes removing the red tape and making the process more equitable and less reliant on the written application.

A two-step application framework incorporating a simple written application and a

pitching session designed to encourage face to face dialogue between applicants and committee members. Shortlisted applicants are then invited to submit a more detailed application that includes detailed project plans, budgets etc. ensuring there is still rigour around the process. All potential RADF applicants are strongly advised to discuss project ideas with Council officers before making a submission.

An expanded pool of 12 RADF Committee Members who have a range of expertise

including art form, community, business and cultural diversity. This pool allows for assessor rotation each round resulting in improved expert feedback and to better avoid any perceived conflicts of interest. Council has targeted several expert arts practitioners and marketed a public expression of interest campaign in an effort to attract quality candidates with the required skills and experience to effectively assess RADF project applications. Participating Committee members are paid a stipend for their involvement in each round; acknowledging their expert contribution to RADF and that participation in the assessment process can take in excess of 20 hours each round. This aligns with national and international best practice in peer assessment including Arts Queensland and Australia Council for the Arts.

Development and implementation of a best practice peer assessment framework and handbook for RADF Committee Members and the inclusion of a City of Gold Coast Senior Procurement Specialist in Committee assessment to observe meeting process, offer advice where required and ensure probity.

Funding 2014-15

In 2014-15 feedback provided by Arts Queensland officers was that City of Gold Coast was the only Council to receive the maximum annual allocation requested and the independent assessment panels commended the City on its strategic and innovative approach. Council’s allocated $150,000 leveraging the maximum contribution from Queensland Government of $100,000 for a total of $250,000 for the year.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) Data 2014-15 The data provided below is aggregated across the RADF program for 2014-15 which included two rounds of Big Creative Idea grants and two rounds of the Power Up Your Arts mentorship initiative.

The figures above indicate a 19% increase in successful applications from the previous period. Due to a 73% increase in the total number of applications received the overall success rate appears lower at 29%. This evidence suggests that demand is exceeding supply for the program and creates a strong case for additional financial support from Council in future iterations. The total cost of projects for the period increased by 18%, evidencing applicants are submitting more ambitious and large scale proposals. Support for paid art workers increased by 8% in this period, however, audience and volunteer numbers are down slightly. The drop can be attributed to the introduction of the tailored mentorship program for individual participants; however, the immediate statistical shortfall is far outweighed by the long term growth of participants and evidenced benefits of their resulting projects and programs. An example is provided at section 5.8.1 Case Studies: Kristy Seymour – Circus and Community Cultural Development, The Circus Corridor.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) Impact 2014-15 As the City’s cultural evolution gains momentum, and the professional development of the creative community on the Gold Coast escalates, the demand for funding has increased in both volume and ask. Larger funding requests, above $5,000 and up to $20,000 have become more prevalent. Along with the data provided above, case studies included at section 5.8 begin to show the trajectory for local artists and art workers that have begun with a relatively small investment through RADF. It is important at this point in the evolution of the program to note that RADF does not work in isolation. Running parallel to RADF, Council has undertaken a range of sector development initiatives during the reporting period that have further encouraged and strengthened project ideas and partnerships resulting in an increased level in excellence across RADF applications. For example, YARN, a three day professional development intensive facilitated by leading experts in cross disciplinary arts and arts development. YARN is designed to develop artists working processes in discrete art-form practice and interdisciplinary practice across the performing and visual arts. A key objective has been to develop in artists their capacity to make work over time and with a breadth of scale. Subsequently several RADF projects have been developed through the YARN program ensuring improved strategic planning, value for money and outcomes. An example is provided at section 5.8.2 Case Studies: Kate McDonald – Real people, real stories, Everybody NOW! A number of external factors also continue to contribute to sector development including the success of projects like Bleach* Festival, The Farm (2016 Helpmann Award nominees) and the investment being made through the GC2018 Accelerated Cultural Development Plan in five emerging arts organisations – including the SWELL Sculpture Festival - and anticipation of the Cultural Precinct and Gold Coast 2018 Commonwealth Games™ (GC2018™). These vehicles are important to deliver the opportunities and outcomes required by the city in showcasing our home grown product and engaging audiences. It is worth noting that 90% of Power Up Your Arts Round One recipients were employed on projects as part of the Bleach* Festival 2015. In February 2015, online arts journal Artshub, Australia’s leading digital platform for the arts, released a feature article on Queensland’s busiest arts and culture regions specifically noting the City of Gold Coast as number one in a list of the best Councils for the arts. 5.4 RADF 2015-16 Model and Process 2015-16 In 2015-16 the City maintained the momentum of the RADF program and in line with sector development and the priorities of the Culture Strategy 2023 delivered two competitive grant rounds of BIG Creative Idea and one round of Power Up Your Arts. Continuing the City’s commitment to a nimble and flexible approach and responsiveness to a rapidly changing sector, the need to support artists to develop projects and work over a longer period of time was identified. Artists had stated that they required longer-term investment to support sustainability and higher-quality outcomes for their projects. This approach was considered particularly important for a relatively new and emerging sector.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) In considering how best to respond to the sector’s feedback and deliver the City’s cultural objectives, a new three year initiative GENERATE was developed under the RADF banner. Instead of funding artists to create long term projects in isolation there was a strategic opportunity to align with the GC2018™ Arts and Cultural Program and deliver the program in partnership with the Office of the Commonwealth Games (OCG). This approach ensured concrete outcomes for local artists positioning them to best take advantage of the opportunities in 2018. It also leveraged the City’s business as usual budget to secure additional funding for local artists. In 2015-16 the RADF framework was:

1. Two Rounds of the Big Creative Idea grant funding

2. One Round of Power Up Your Arts mentorship initiative

3. GENERATE Developed in consultation with the Creative Leads for the GC2018™ Arts and Cultural Program and OCG, GENERATE is a three year, highly collaborative program that aims to be a generator, producer, ideas exchange, interdisciplinary and 100 per cent Gold Coast creative platform for the development of new work. While it is anticipated that much of the content developed will be included in the GC2018™ Arts and Cultural Program, the main objective is to support artists to develop distinctly Gold Coast product through a collaborative, sector-led and highly supported model. Over 60 applications were received – an unprecedented number for a RADF program. GENERATE Year One (2015-16): is a collaborative creative development phase undertaken through five days of intensive development workshops by ten successful applicants, guest participants from ACCELERATE Program Organisations – Bleach* Festival, the Circus Corridor and The Walls Art Space.

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GENERATE Year Two (2016-17): will support participants to further develop their ambitious ideas and projects initiating pilot, test and preview activity/presentations of their work between October 2016 and April 2017. GENERATE Year Three (2017-18): will work with participants to present finished work for selection and inclusion in the GC2018™ Arts and Cultural Program.

Funding 2015-6 In this period Council took the decision to reduce direct funding to the RADF program to $100,000. This meant the City was only eligible to apply for $60,000 from Arts Queensland rather than the maximum allocation available from the Queensland Government of $100,000. Considering RADF’s alignment to the strategic priorities of the Culture Strategy 2023 and in particular the City’s professional development objectives, $50,000 was earmarked from the Professional Development Pathways (PDP) budget to leverage an additional $40,000 from the Queensland Government through RADF. This investment was allocated against the Power Up Your Arts Mentorship Program directly supporting the professional development of Gold Coast artists and art workers. The PDP contribution continues to deliver on the Culture Strategy 2023, RADF objectives and also maximises the City’s opportunity to leverage the total funding available through Queensland Government. Additionally, as noted above, the City’s total RADF budget for 2015-16 of $250,000 leveraged a further $180,000 ($60,000 per annum) from OCG for the GENERATE Program.

Data 2015-16 The data provided below is aggregated across the RADF program for 2015-16 which included two rounds of Big Creative Idea grants, one round of the Power Up Your Arts Mentorship initiative and one round of the GENERATE Program.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) Figures are drawn from projections provided in applications as not all activities funded in 2015-16 have been completed. It is noted at this stage the audience figures are significantly higher than the previous period due to one applicants’ upcoming participation in the 2016 SWELL Sculpture Festival. Actuals will be more accurately reported in a November 2016 report to Council. Impact 2015-16 The ambitious new approach to delivering the RADF program on the Gold Coast has uncovered bold, fresh creative ideas for the City. The quality of applications continues to increase and successful applications are more ambitious in scope, and aspirational in delivery and outcomes. Demand continues to exceed supply for this program. 5.5 RADF 2016-17 In alignment with the key actions of the Culture Strategy 2023 the suite of programs offered within the RADF framework for 2016-17 will be as follows:


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) RADF Suite of Programs 2016-17

1. Two Rounds of the Big Creative Idea grant funding

2. The GENERATE Program 2015-16 to 2017-18: the second year of the initiative.

3. The GERMINATE Program: When developing the suite of programs for RADF for 2016-17, analysis indicated that while the Power Up Your Arts program had been a hugely successful strategic intervention (and will likely be re-introduced post-2018), there was a growing risk that young, emerging and first-time applicants were under-represented in the RADF Program. Taking a long term view and continuing a tiered approach to Gold Coast sector development the program needed to look beyond 2018 and provide opportunities and access for this cohort.

The GERMINATE Program is not intended to sustain or supplement current funding programs but rather to complement them by supporting NEW and/or first time applicants, emerging leaders, pilot projects, transitional and exploratory practice and professional development activity nurturing sustainable growth of the Gold Coast creative sector. Central to the program are the criteria of creative and professional growth, exploration, collaboration, unique partnerships, innovation and community benefit. Additionally all applicants to the GERMINATE Program will be encouraged and/or invited and supported to attend ongoing sector networking opportunities as a condition of funding. In order to remain responsive and appropriate to the developmental nature of the initiative, GERMINATE will be a rolling fund with applications progressed online via the City of Gold Coast SmartyGrants portal and assessed by members of the RADF Committee.

Funding 2016-17

In this period Council has chosen to maintain the quantum of funding from the base budget of $100,000 for RADF. As in 2015-16 this means the City is only eligible to apply for $60,000 from Arts Queensland rather than the total allocation available from the Queensland Government of $100,000. Considering RADF’s alignment to the strategic priorities of the Culture Strategy 2023, the City’s professional development objectives and the momentum gained in activity supported through RADF an additional $50,000 is again earmarked from the Arts and Culture Unit’s PDP budget to leverage an additional $40,000 from the Queensland Government. In 2016-17 the additional investment is allocated against the new GERMINATE Program supporting the early stage development of the next wave of artists, art workers and organisations on the Gold Coast. This PDP contribution continues to deliver on the Culture Strategy 2023, RADF objectives and also maximises the City’s opportunity to leverage the total funding available through the Queensland Government. The City’s total budget for 2016-17 of $310,000 includes the second stage funding of $60,000 for the GENERATE Program from OCG.

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ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 5.6 Continued Improvement in Process

In 2016–17 we will continue to further evaluate impact and fine-tune process to ensure continued delivery of high quality arts and cultural initiatives leading to professional growth and excellent artistic and community outcomes. 2016-17 delivery will include:

Continued integration with local arts and cultural priorities, policy and planning.

Further streamlining of the application process utilising the City of Gold Coast SmartyGrants online applications portal.

Updating of the RADF Committee to allow for assessor rotation resulting in improved

expert feedback and to better avoid any perceived conflicts of interest.

Continued inclusion of a City of Gold Coast Senior Procurement Specialist in Committee assessment to observe meeting process, offer advice where required and ensure probity.

Four RADF roadshow presentations annually in Council Divisions to highlight

opportunity and key program information. The sessions will be facilitated by the City of Gold Coast RADF Liaison Officer, feature previous recipients and Q and A opportunity with members of the RADF Committee.

Introduction of an annual report (November) to EDMP Committee highlighting the

outcomes of the activity undertaken by recipients within the previous financial year in the form of case studies and detailed aggregated data in alignment with the measures of the Culture Strategy 2023.

5.7 Future Data Collection and Evaluation

As an integrated program of activity RADF is incorporated into the milestones, measures and reporting of the Culture Strategy 2023. In 2016-17 measures are being further defined to accurately capture the significance of the role that activity supported through RADF plays in achieving our vision of a city. An update on the progress of programs and strategic initiatives is provided to EDMP Committee at the close of each competitive grant round with the endorsed recommendations under delegation (CR resolution G03.0523.025). All successful RADF grant applicants are required to submit an Outcome Report at the close of their agreement highlighting outcomes and learnings from their funded activity. The introduction of reporting via the City of Gold Coast SmartyGrants portal will simplify this process for applicants and be a powerful tool in the aggregation of data from outcome reports (and applications). In 2016-17 it is proposed to introduce an annual report (November) to EDMP Committee highlighting the outcomes of the activity undertaken by recipients within the previous financial year in the form of case studies and updated aggregated data in alignment with the measures of the Culture Strategy 2023.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) In 2016-17 Council will report to the Department of Premier and Cabinet through Arts Queensland quarterly on the progress of the programs and strategic initiatives as described within the partnership agreement. This data is aggregated to form a final annual report (previously produced as a separate annual report with biannual data milestones). In 2016-17 and 2017-18 Council will report to the Department of Tourism, Major Events, Small Business and the Commonwealth Games through the Office of the Commonwealth Games on the progress of the GENERATE strategic initiative as described within the partnership agreement. 5.8 Case Studies 5.8.1 Kristy Seymour – Circus and Community Cultural Development, The Circus

Corridor In 2012-13 Kristy Seymour successfully applied to the RADF Competitive Grants program for $2,700 to support a specialised circus workshop program for autistic children and their siblings on the Gold Coast, allowing them to share a creative and physical experience aiming to bridge their social and emotional boundaries. Kristy was also successful in 2014-15 in applying for funding through the RADF Power Up Your Arts Mentorship initiative for $9,580 to undertake a mentorship opportunity in the worlds’ biggest circus city Montreal working with several companies including the prestigious Cirque Du Soleil. A highlight of the week was the opportunity to meet with senior staff from Cirque Du Monde - Cirque Du Soleil’s social circus program - and discuss the future relationship between Australian circus and Cirque Du Soleil in terms of support, advocacy and training for social circus companies.

Since then Kristy has been instrumental in developing a strategy outlining an action plan with the Australian Circus and Physical Theatre Association (ACPATA) that will be implemented as a national training and professional development guide for the Australian social circus community. Upon her return she was asked to host a panel at the National Youth Circus Symposium and in 2016-17 was invited back to Montreal to continue the work started under her 2014-15 mentorship.

Additionally Cirque du Monde has also asked Kristy to contribute to their new training manual which is aimed at international best practice for working with participants with disabilities. Kristy will be writing a section on circus and autism that will be included in their international training manual.

In line with the development of the Culture Strategy 2023, circus and physical theatre was identified (and noted within Key Action 6 in the City’s GC2018 Accelerated Cultural Development Action Plan) as a key area for investment and growth for the Gold Coast. In 2014, the City formed a three year partnership with ACPATA for the Gold Coast to host the Queensland Industry Sesh and the 2015 Sesh was a part of the Bleach* Festival program. The 2015 Sesh, was held just as the ACCELERATE Triennial Funding program attached to the GC2018 Accelerated Cultural Development Action Plan was about to open. This Sesh seeded the formation of The Circus Corridor, led by Kristy Seymour, a creative collective comprised of a group of dedicated performing artists, directors and community workers who are leaders in their respective fields of practice. In 2015-16 the collective successfully secured annual funding of $40,000 (2015-16 to 2017-18) through ACCELERATE supporting the development and future-proofing of the City’s circus sector.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) The Circus Corridor were commissioned by Bleach* Festival 2016 to present a new work, delivered a summer program of activity at The Arts Centre Gold Coast and were instrumental in the collaborative delivery of STAMP Festival, a new initiative celebrating youth on the Gold Coast.

Kristy Seymour, The Circus Corridor – rehearsals 2016 In 2015-16 The Circus Corridor employed 32 artists/art workers, 28 of which were from the Gold Coast. 70% of the total value of paid employment to artists/art workers for the period went directly to Gold Coast practitioners. The collective generated $17,300 in earned income, a 336% increase on the forecast for the period. The Circus Corridor has recently participated as a guest organisation in the Stage One workshops of the RADF GENERATE Program and continues to develop pathways to showcase the dynamic physical artistic talents, environment and unique culture of the Gold Coast and surrounding communities in the lead up to GC2018™ and beyond. Investment from RADF has been instrumental in the professional development of an individual practitioner now considered an international expert in her field directly contributing to the growth of circus and physical theatre on the Gold Coast.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 5.8.2 Kate McDonald – Real people, real stories, Everybody NOW! In June 2014 Kate McDonald participated in YARN, a three day professional development intensive designed to develop artists’ working processes in discrete art-form practice and inter-disciplinary practice across the performing and visual arts. Over the duration of the program Kate seeded the idea for a new community dance and performance event, The Inaugural Annual Dance Affair (IADA).

In September 2014 Kate was successful in securing funding of $20,000 through the RADF Competitive Grants program, BIG Creative Idea to support the creative development of IADA which premiered as a keynote project over a four night sell-out season at the Bleach* Festival 2015.

Kate McDonald, IADA Bleach* Festival 2015

Kate created IADA via a community residency, researching local dance history, recording interviews with local dance legends and recruiting a large cast of community dance champions. Enlisted to share their stories and dancing styles the cast has involved everyone from the 84 year old tap dancer, to the champion ballroom couple, seniors burlesque group, old time country dance committee, to the vibrant 20 something’s and 80’s dance troupe. IADA is a large scale and distinctly Gold Coast project with excellent community cultural development outcomes. Kate sourced complementary funding avenues to support the project which includes talented artists and arts workers with strong track records of delivering large scale community arts projects.

IADA has since been presented at the iconic Woodford Folk Festival 2015 and has toured to Darebin, Victoria playing to a sell-out crowd. It was showcased as part of the Australian Performing Arts Market (APAM) Australia’s leading, internationally focused industry event for contemporary performing arts in February 2016.



Outcomes from the APAM presentation include:

One major festival presentation for a new commission – You Should Be Dancing at the Brisbane Festival 2016.

Negotiations with three national venues to tour IADA: Bundanon, Hawthorn and City of Sydney.

Negotiations with four international festivals to tour IADA – China, Hong Kong, Ireland and New Zealand.

The estimated total value of business outcomes secured/confirmed as a result of attending APAM is $150,000.

The estimated total value of potential business outcomes presently under negotiation as a result of attending APAM is $250,000 - $300,000.

Concurrently in 2015-16, Kate successfully applied to the ACCELERATE Triennial Grants program for $35,000 annually (2015-16 to 2017-18) to support the development of a new company on the Gold Coast Everybody NOW! a project-based collective dedicated to the creation of high quality, community engaged, participation based, performance experiences created on and from the Gold Coast that reach out to collaborators and presenters, nationally and internationally. In 2015-16 Everybody NOW! employed 71 artists/art workers and worked with 173 community members. 44% of the total value of paid employment to artists/art workers for the period went directly to Gold Coast practitioners.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 5.8.3 Amy Billings – International trajectory, Amy Shark Going by the professional moniker of Amy Shark, Amy Billings received funding of $12,525 in 2015-16 through the RADF Big Creative Idea grants program to support costs associated with the opportunity to collaborate with Grammy award winning international producer M-Phases and three up and coming producers Brad Hosking, Eden Mulholland and Pat Gabriel to record a six track EP. The first new single premiered on Triple J radio’s Good Nights program on 28 July 2016.

Amy Shark QMA’s 2016 In March 2016 Richard Kingsmill, Music Director for national Australian radio station Triple J presented Amy with the Queensland Music Award (QMA’s) for Pop Song of The Year. The QMA’s are a state-wide search for Queensland’s best and most innovative songwriters and musicians where artists are recognised for their song writing and musical excellence. Amy performed in front of a sell-out room of over 500 people with media noting, ‘Amy Shark showed everyone why she is LA-bound, taking out the Pop Award from an all-female field, and dropping jaws with a polished yet emotional performance of her winning track, 'Golden Fleece'.

In April 2016 Amy played live on League Nation TV to an audience of over 20,000 people presenting the new tracks and being interviewed about the release date. Following this appearance Amy was invited to perform her new work at the 2016 Titans Charity Ball to a room of 800 people and via this event she has received a large amount of radio and print publicity. Additionally in May 2016 she was nominated for Artist Of The Year in the Gold Coast Music Awards.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) In her outcome reporting Amy considers the activity a career tipping point, noting the project afforded her the time and resources required to record high quality work and greatly enhanced her chances for being placed on high rotation on radio throughout Australia. Additionally it provided her with the opportunity to work more closely with her mentor John Houlian, President of the Guild of Music Supervisors Los Angeles, introducing her to networks within the television and motion picture industry.

There are not many Gold Coast musicians that have cracked the 9,000 mark on Soundcloud (global online audio distribution platform) for the number of times a track has been played and Amy Shark is now one of them. 5.8.4 Kate Shearer – Site specific and immersive experiences, Seeing Place

Productions Through her production company Seeing Place Kate Shearer successfully applied to the RADF Big Creative Idea grant program in 2015-16 for $20,000 to undertake research with local community, then write and develop PLUNGE - a promenade, site specific performance work at the Southport Aquatic Centre using multi-media projections and the principles of visual storytelling to explore our relationship with water and lives plunged into new realities.

Born on the Gold Coast, Kate left the city in the late 1980s to attend drama school and since then has made a name for herself in the arts community in Australia and across the globe. Since returning to the city, Kate has formed a new production company and presented the premiere work Time Capsule.

Kate Shearer, Time Capsule, November 2015



This project also received $20,000 in funding to support the development phases of the project through RADF Big Creative Idea grant program in 2014-15 and was subsequently successful for major project funding of $38,000 through Arts Queensland for the full production.

Time Capsule took as its inspiration, the real life time capsule buried underneath Sundale Shopping Centre in Southport in 1969 discovered in the 1990s when the building was destroyed for property development. Ms Shearer undertook intensive research into the real time capsule, Sundale and the history of shopping, as well as writing and interviewing locals for the audio component. Kate takes the same approach to PLUNGE and is working directly with Gold Coast community in the development of the new work and with Bleach* Festival as a potential presentation partner. Additionally she is exploring opportunity for intersection with the Gold Coast 2018 Commonwealth Games™ Arts and Cultural Program.

In this instance RADF not only supports the development of an individual producer, but contributes to the ongoing growth of a new independent production company creating new work engaging a broad range of Gold Coast creative practitioners, community members and audiences. Further information on the outcomes of this stage of the project will be available in December 2016.

5.9 RADF Overview RADF is one of the City’s key mechanisms for the development of arts and cultural content and activity. A relatively modest Council investment over three years has directly contributed to the City of Gold Coast’s rapid cultural evolution. 2013-14 to 2015-16 Outcomes Economic

Total RADF funding of $683,397 has generated $2,096,597 return on investment.

RADF projects have created paid employment for 260 local artists and creatives. Community Participation and Audience Development

114,762 people have attended or participated in RADF supported activity.

389 volunteers have participated in RADF supported activity. Sector Development

RADF has supported 73 projects with arts development objectives.

RADF creates significant professional development and career pathways supporting activity which encourages the exchange of skills, knowledge, new ideas and innovation through our rich network of artists, cultural workers and organisations with national and international reach.



It is now accepted that an energetic, sustainable cultural sector is crucial in developing modern, innovative, vibrant cities. Funding for arts and cultural activity has the potential to re-vitalise a local area, an urban precinct or even an abandoned industrial site. RADF is critical to the development of the creative industries in the City. At the core of the success of creative economies is the notion that they are based on experiences not goods, but that the best goods be they in design, works of art or performance are inspired at their source by the very best ideas.

Activity supported through RADF influences employment, volunteering, tourism, investment and partnerships. RADF supports activity that unifies the community, aids sustainable change, strengthens the local economy and promotes the City’s identity. RADF has supported the career development of a broad range of local artists and creative organisations and kick started some significant and now city-defining events and festivals.

RADF is at the core of the Culture Strategy 2023. Through this important program we will continue to support opportunities to develop the talents and practice of Gold Coast artists and organisations delivering programs and strategies that evolve to meet the changing needs and capacity of the sector and community.

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

Projects funded through the RADF program assist Council in meeting its commitment to the Corporate Plan 1.0 The best place to live and visit

1.6 Our modern centres create vibrant communities. We can work 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


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 7 COMMONWEALTH GAMES IMPACT The Regional Arts Development Fund Program intersects with the GC2018 Accelerated Cultural Development Action Plan as endorsed by Council Resolution 614.0819.030, on 19th August 2014. It supports the alignment of all arts and cultural investment by the City within the Culture Strategy 2023, of which Gold Coast 2018 Commonwealth Games™ is identified as Catalyst One. 8 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Information on funding allocation for the Regional Arts Development Fund Program is outlined under Section 5 of this report. People and Culture Council’s Senior Arts and Culture Program Officer – Policy and Programs is Council’s RADF Liaison Officer for the purposes of meeting the requirements of the agreement with Arts Queensland. 9 RISK MANAGEMENT Economic Development and Major Projects Directorate Risk Register CO000400 Perceived mistrust in arts and culture investment by creative industries and

community resulting in diminished reputation of Council. This identified risk for the RADF program is mitigated through the following: 1 Clear guidelines and processes

standard application form used by all applicants

guidelines provided to all applicants, and must be referred to by all applicants

published guidelines state clearly the processes followed when assessing applications

all applicants urged to discuss their applications and the process with the RADF Liaison Officer before submitting.

2 Transparency in decision-making

all applications are peer-assessed by an external specialist panel, the RADF Committee

reasons for all decisions are documented

Unsuccessful applicants may access verbal Committee feedback for their own applications only. In line with our new processes, written feedback will not be available to unsuccessful applicants.

Details of all RADF funded projects are made available on the City of Gold Coast’s website at http://cultural.goldcoast.qld.gov.au/successful-radf-applicants-10503.html


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 10 STATUTORY MATTERS Council enters an annual agreement with the Queensland Government through Arts Queensland (FN251/48/113/LD(P2) refers) in which the two parties have entered into a partnership to administer the RADF program. Council has entered into a triennial agreement (2015-16 to 2017-18) with the Queensland Government through the Office of the Commonwealth Games in which the two parties have entered into a partnership to administer the GENERATE Program as a strategic initiative of the City of Gold Coast RADF program. 11 COUNCIL POLICIES The RADF program facilitates Council’s implementation of the Culture Strategy 2023. 12 DELEGATIONS The Chief Executive Officer has delegated authority for recommendations made by the Regional Arts Development Fund Committee regarding applications made for funding to the Regional Arts Development Fund. The Director of Economic Development & Major Projects is the CEO’s delegate 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.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 13 COORDINATION & CONSULTATION Regional Arts Development Fund Committee Members 2013-14 to 2015-16.

Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

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

Mr Garry Tamlyn - Music RADF Committee Yes

Ms Rebecca Ross – Visual Arts, multimedia

RADF Committee Yes

Ms Michelle Hanger – Dance RADF Committee Yes

Mr Michael Aird – Writing, museums and collections, Indigenous arts

RADF Committee Yes

Ms Nicole Webb - design RADF Committee Yes

Ms Melinda Collie-Holmes – Community Cultural Development (CCD), theatre, festivals

RADF Committee Yes

Ms Shanene Ditton, Chair –Contemporary music, Community Cultural Development (CCD), youth arts

RADF Committee Yes

Ms Sam Creyton, Chair - Visual arts RADF Committee Yes

Mr James McNab – Arts law, writing RADF Committee Yes

Suellen Venker - Dance RADF Committee Yes

Michael McCartney - Music RADF Committee Yes

Gavin Webber – Dance RADF Committee Yes

Linda Biuwaimai – Indigenous arts RADF Committee Yes

Jan McCormick – Festivals RADF Committee Yes

Tim Baker – Writing RADF Committee Yes

Regional Arts Development Fund Committee Members 2016. Note: the position of Chair is presently vacant. Confirmation/expansion of the Committee for 2016-17 is presently underway.






Mr Gavin Webber - Dance RADF Committee Yes

Mr Chris Bennie – Visual arts, multimedia

RADF Committee Yes

Ms Jan McCormick – Festivals and events

RADF Committee Yes

Mr Michael McCartney - Music RADF Committee Yes

Mr Jeff Licence - Film RADF Committee Yes

Dr Sally Breen - Writing RADF Committee Yes

Mr Adam Jefford - Design RADF Committee Yes

Ms Charleen Morris – Indigenous arts RADF Committee Yes

Mr Brad Rush - Theatre RADF Committee Yes

Ms Nasrin Vaziri – Multi art form, CALD RADF Committee Yes

Ms Libby Harward – Visual arts, youth RADF Committee Yes

14 STAKEHOLDERS The City of Gold Coast RADF Program's key stakeholders are:

Gold Coast communities, artists, art workers and organisations.

The City of Gold Coast through Economic Development and Major Projects.

The Department of Premier and Cabinet through Arts Queensland.

The Department of Tourism, Major Events, Small Business and the Commonwealth Games through the Office for the Commonwealth Games.

15 TIMING Not applicable.


ITEM 2 (Continued) REGIONAL ARTS DEVELOPMENT FUND IMPACT REPORT FN251/48/113/02(P10) 16 CONCLUSION The report indicates that from 2012-13 to 2015-16, RADF has been an important and highly successful mechanism for growing and supporting arts and cultural development on the Gold Coast. RADF supports activity that unifies the community, aids sustainable change, strengthens the local economy and promotes the City’s identity. RADF has supported the career development of a broad range of local artists and creative organisations and kick started some significant and now city-defining events and festivals. Moving forward, RADF will continue to support the city’s creative community through competitive funding whilst also delivering strategic initiatives that further develops the city’s creative leaders of the future. City of Gold Coast continues to work in close partnership with Arts Queensland to align RADF with the aspirations of the Culture Strategy 2023. 17 RECOMMENDATION It is recommended that Council resolves as follows: Council notes the process, economic, social and professional development impacts report of the Regional Arts Development Fund for the period 2013-14 to 2015-16.

Author: Authorised by: Sam Creyton Darren Scott Senior Arts and Culture Program Officer Director Economic Development and Major

Projects 12 August 2016

TRACKS REF: 57246172 COMMITTEE RECOMMENDATION: ED16.0901.002 moved Cr Gates seconded Cr La Castra Council notes the process, economic, social and professional development impacts report of the Regional Arts Development Fund for the period 2013-14 to 2015-16.

CARRIED


ITEM 3 OFFICE OF THE MAYOR MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) Refer 2 page attachments 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to seek Council approval for the Mayor to sign two agreements during his upcoming Mayoral Mission to China in September 2016. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION 5.1 Background The City of Gold Coast initiated the concept of establishing international relationships in the early 1980’s with its first partnership signed with Fort Lauderdale, United States of America. Initially, the partnerships were formed to build personal relationships to achieve cultural and education understanding an exchanges. Since that time they have expanded and now include fostering successful business and cultural ties, stimulating economic growth and trade through activities such as two-way trade missions, hosting inbound delegations and exchanges with students and staff. The City of Gold Coast now has 12 active International Partnerships with Sister City Agreements in countries such as China, United Arab Emirates, and Japan. Partnership opportunities are identified on the basis of mutually beneficial activities to promote bilateral cooperation. 5.2 Civic relationships The Office of the Mayor is responsible for deriving economic and cultural benefits from the City’s Sister City relationships and international connections and is supported by branches across Council. As the city’s number one international visitor market; largest source of foreign investment; largest source market for international students and an emerging export market, China continues to present significant opportunities for the Gold Coast. However, it is a complex and challenging environment for business in which competition is intense and international partnerships can assist this process. In terms of China, the City has enjoyed a long and prosperous relationship and has established Sister City agreements with Beihai (1997) and Zhuhai (2012), whilst a letter of intent to establish a Sister City relationship was signed with Chengdu (2014) and Wuhan (2015).


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) Civic relationships aim to achieve city-wide outcomes that benefit residents and the business community by:

promoting the city to the international stage

attracting international visitors and students

encouraging inward international investment

assisting Gold Coast businesses and entrepreneurs to meet potential overseas business partners, grow export revenue and develop cultural and education exchanges

exchanging knowledge and skills with other international cities that face similar challenges.

In a market such as China, the importance of government relationships cannot be under-estimated. Government plays an important role in fostering and developing new and existing relationships in the China market, resulting in improved outcomes for business and industry. Developing these relationships further will be essential to the success of the Gold Coast in a market that is seeing more competition from not only Australian states and cities but many countries worldwide. As part of the International Relations program and recognising the importance of developing friendly cooperation between China and the Gold Coast, two agreements are proposed to be signed during the Mayoral Mission to China from 18 – 26 September 2016. 5.3 Chengdu The city of Chengdu, located in the Sichuan Province of West China with a population of 15 million, has been identified as a Tier 2 city by Tourism Australia. It is a developing market (one of Tourism Queensland’s priority markets) and has some of the west’s largest concentration of universities, research institutes and financial institutions. As at April 2016, there were 299 Fortune 500 companies in Chengdu. Austrade and Trade Investment Queensland both have offices in Chengdu, and this confidence in the market reinforces the opportunities that exist for the Gold Coast in terms of investment, education and tourism. The Mayor signed a Letter of Intent to Establish a Sister City Relationship with Chengdu in 2014 which has enabled the City of Gold Coast to effectively support from a government level the ongoing development of tourism, business and investment opportunities between the two cities. The Gold Coast and Chengdu have collaborated on a number of projects since 2014, including:

Gold Coast and Chengdu Public Art Design Competition

Chengdu Civil Servant Exchange Scholarship

Sister City photo competition

Education campaign initiated by Study Gold Coast


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) The process to establish a Sister City relationship in China takes time as it requires the support of central government. It has been advised that Chengdu will not be ready to sign an agreement until at least 2017. To maintain the momentum of what has already been achieved, the Mayor would like to sign a Memorandum of Understanding (MOU) on the Mayoral Mission to China in September 2016 that will outline a four year plan of cooperation (see Attachment 1). Generating outcomes from the MOU will rely on the cooperation of Economic Development, Study Gold Coast and Gold Coast Tourism. 5.4 Sanya The city of Sanya, located on Hainan Island in the south of China, has been active in pursuing a relationship with the Gold Coast since 2013 with two official visits from Sanya to the Gold Coast during this time. Sanya is known as ‘Oriental Hawaii’ – a coastal city nestled among hills and with a population of 700,000 people. Hainan Province is a Special Economic Zone benefiting from preferential development policies and incentives for businesses who invest in the island. The focus is on developing the island into a world class tourism destination. The tourism industry is relatively new in Sanya, however most of the world-class hotels have chosen to invest in the city. Key areas of future development are similar to the Gold Coast including: cruise ship terminal and port, sports tourism and hub, marine sports and construction of artificial reefs. Opportunities for the Gold Coast exist in providing services to the tourism industry as well as education and training due to a skill shortage across the province. Business opportunities could also exist for construction service companies such as urban planners, architects and design consultants. The Mayor is very interested in investigating a relationship between Sanya and the Gold Coast and a Letter of Intent will create favourable conditions to do so at a government to government level (see Attachment 2). In accordance with the International Relations Policy, both agreements will be reviewed in 12 months to assess the long term commitment to the City.


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN International relationships are closely aligned to the key themes: 2.0 Prosperity built on a strong diverse economy

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

2.5 We are a globally recognised tourism destination

2.6 We are an emerging world-class business destination 3.0 People contribute to a strong community spirit

3.4 Our city embraces culture every day 7 COMMONWEALTH GAMES IMPACT Not applicable. 8 FUNDING AND RESOURCING REQUIREMENTS Management and funding of the agreements and civic relationship will be undertaken by the Office of the Mayor, responsibility centre CG6400, cost centre 1007493 with the support of other directorates in Council as required, particularly Economic Development and Major Projects. Assistance will also be sought from external stakeholders including Gold Coast Tourism and Study Gold Coast. People and Culture Current activities undertaken in relation to the development of Sister Cities and international partnerships are undertaken by officers within the Office of the Mayor. 9 RISK MANAGEMENT There are no significant risks associated with signing these documents. As the documents state a review date, there is opportunity to withdraw from the relationship should no outcomes be achieved. 10 STATUTORY MATTERS Not applicable. 11 COUNCIL POLICIES International Relations and Engagement Policy.


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) 12 DELEGATIONS Not applicable. 13 COORDINATION & CONSULTATION




Wayne Moran, Mayor’s Chief of Staff

Office of the Mayor Yes

Toni Brownie, Manager Economic Development and Major Projects

Yes

Derek Cheung, Business and Investment Attraction Officer

Economic Development and Major Projects

Yes

Emma Wallace, Coordinator (GC2018 Trade and Investment)


Yes

Annie Norton-Knight, Executive Coordinator


Yes

Shannon Willoughby, CEO Study Gold Coast Yes

Gordon Price, Director – International Marketing

Gold Coast Tourism Yes

14 STAKEHOLDER IMPACTS Continued stakeholder engagement forms a fundamental role in achieving the objectives of international relationships. Stakeholders include but are not limited to: 1 City of Gold Coast

2 Gold Coast Tourism

3 Gold Coast Airport

4 Study Gold Coast

5 Domestic and international businesses

6 Overseas Foreign Affairs Offices


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1) 15 TIMING The agreements will be signed during the Mayoral Mission to China 18-26 September 2016. 16 CONCLUSION The Office of the Mayor is responsible for deriving economic and cultural benefits from the City’s Sister City relationships and international connections. In a market such as China, government plays an important role in fostering and developing new and existing relationships, resulting in improved outcomes for business and industry. Developing and maintaining civic relationships is essential to the success of the Gold Coast in a highly competitive market. Signing these agreements with Chengdu and Sanya will assist to create favourable conditions for future collaboration in the areas of trade and investment, tourism, education and culture. 17 RECOMMENDATION It is recommended that Council resolves as follows: That Council authorises the Mayor to sign the agreements in Chengdu and Sanya on the Mayoral Mission to China in September 2016 as outlined above.

Author: Authorised by:Katrina Metcalfe Wayne Moran International Relations Officer Mayor’s Chief of Staff

15 August 2016 Darren Scott

Director Economic Development and Major Projects

TRACKS REF: 57234141

COMMITTEE RECOMMENDATION: ED16.0901.003 moved Cr Taylor seconded Cr O’Neill

That Council authorises the Mayor to sign the agreements in Chengdu and Sanya on the Mayoral Mission to China in September 2016 as outlined above.

CARRIED


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1)

ATTACHMENT 1

Memorandum of Understanding

Between the City of Gold Coast, Queensland, Australia and the City of Chengdu, Sichuan Province, People’s Republic of China

The Council of the City of Gold Coast and the Chengdu Municipal People’s Government, referred to herein as the Parties, recognise the importance of developing friendly cooperation between the two cities to enhance economic, cultural and business outcomes.

The Parties hereby agree to collaborate in accordance with the terms of the Memorandum of Understanding and declare their intention to continue to support a friendly relationship of cooperation through the identification of significant projects of collaboration, focusing on opportunities in the following areas:

1. Education – (a) continue to assist Study Gold Coast and the Chengdu Education Bureau to promote international study options in both cities by creating, implementing and facilitating initiatives focused on creating meaningful student experiences and, (b) investigate the possibility of an internship for students.

2. Investment – agree to make diligent efforts to enhance business exchanges and bilateral trade and investment opportunities.

3. Tourism – building engagement between Gold Coast Tourism and the Chengdu Tourism Bureau to help facilitate collaboration in the areas of consumer research, industry capacity building, and assisting in the reciprocal promotion of destinations.

4. Civil servant programs – continue to offer and promote the Civil Servant programs offered by both cities to promote cross-cultural relationships, bilateral work experience and promote mutual understanding of industry development and local culture.

5. Culture – continue to offer opportunities to residents of either city to be involved in cultural events and festivals to promote cultural understanding.

6. In-market resource – the City of Gold Coast will continue the appointment of an in-market resource based in Chengdu to stimulate international activities through high-level partnership development, mentoring, strategy development, support services and program delivery.

The Parties will endeavour to create conditions to facilitate the establishment of a Sister City Agreement between the Gold Coast and Chengdu in the near future. To enable the exchange of information, both parties agree to appoint the Office of the Mayor of City of Gold Coast and Chengdu Municipal Foreign Affairs Office to be responsible for the official and routine contacts. This agreement will remain active for 4 years, at which time the Parties will review the agreement and identify future levels of cooperation. This agreement may be modified or dissolved by mutual consent between the parties, with modification to be in writing. Both cities pledge to continue to work together in good faith and with a spirit of collaboration and friendship to build and enhance the relationship. The Memorandum of Understanding is to be signed in the City of Chengdu on 22 September 2016 and goes into effect from the date of signature. This Memorandum of Understanding is written in Chinese and English, with both texts being equally authentic. ……………………………………………... ……………………………………………… Cr Tom Tate Mr Tang Liangzhi Mayor, City of Gold Coast Mayor, City of Chengdu Queensland, of Australia People’s Republic of China


ITEM 3 (Continued) MAYORAL MISSION TO CHINA – CIVIC AGREEMENTS - SEPTEMBER 2016 MS1/1157/14/20(P1)

ATTACHMENT 2

Letter of Intent to Establish a Sister City Relationship

Between the City of Gold Coast, Queensland, Australia

and the City of Sanya, Hainan Province, People’s Republic of China

The Council of the City of Gold Coast and the City of Sanya, referred to herein as the Parties, recognising the importance of developing friendly cooperation between the two cities to enhance economic and business outcomes, hereby agree to collaborate in accordance with the terms of the Letter of Intent as follows:

1. The parties agree to actively promote mutual understanding and a friendly relationship of

cooperation and strategic intent by maintaining regular contact between the city leaders.

2. The parties agree to actively encourage business investment and knowledge exchange, and to provide support and assistance in order to promote economic cooperation in the sectors of trade and investment, tourism, education, culture, sports and environment protection.

3. The governments of both cities endeavour to create conditions to facilitate the establishment of a Sister City agreement between the Gold Coast and Sanya in the future.

4. This agreement will be reviewed by each party within 12 months of signing, to review the progress of the relationship and identify future levels of cooperation. This agreement may be modified or dissolved by mutual consent between the parties, with modification to be in writing.

Both cities pledge to continue to work together in good faith and with a spirit of collaboration and friendship to build and enhance the relationship. To facilitate the contacts and exchanges of information between the two cities, both parties agree to appoint the Office of the Mayor of City of Gold Coast and Sanya Municipal Foreign Affairs Office to be responsible for the official and routine contacts. This Letter of Intent to Establish a Sister City Relationship is to be signed in Sanya, China on 26 September 2016 and goes into effect from the date of signature. The letter is written in Chinese and English, with both texts being equally authentic. ……………………………………………... ……………………………………………… Cr Tom Tate Mr Wu Yanjun Mayor, City of Gold Coast Mayor of Sanya Queensland, Australia People’s Republic of China


ITEM 4 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) Refer 149 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to present to Council the draft Gold Coast CBD Program, the draft Market Positioning Strategy and to outline the proposed community consultation process. 4 PREVIOUS RESOLUTIONS Refer to Attachment 1. 5 DISCUSSION The revitalisation of Southport is a key economic action of the city’s Economic Development Strategy 2023 to diversify the economy, provide high value jobs for residents and attract new business and investment to the city through a connected and competitive CBD.

Southport was declared a Priority Development Area (PDA) of Queensland under the Economic Development Act 2012 (the Act) as a tool to assist in Southport’s urban revitalisation. The PDA Development Scheme includes an Implementation Strategy to assist the main purpose of the Act by creating demand through new investment, leveraging existing advantages, improving the liveability of the area and assisting in establishing a globally recognised brand for the City of Gold Coast. The draft Gold Coast CBD Program (the Program) has been developed based on these principles and outlines how the CBD Office will effect this change.

5.1 Draft Gold Coast CBD Program The Draft CBD Program is a requirement of the PDA Implementation Strategy and is complementary in its nature. The Program (refer to Attachment 2) provides a detailed vision, building on the associated intent of the PDA Development Scheme, but also providing a framework under which projects, activities and services are prioritised. The Program aims to:

Provide a clear vision for the CBD;

Identify and prioritise key projects;

Optimise opportunities;

Progress economic growth; and

Inspire the community.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) The draft Program has been developed around five themes that are important elements in creating a uniquely Gold Coast CBD: Place, People, Prosperity, Form and Movement. Place, People and Prosperity reflect the City of Gold Coast vision. Form embraces the belief that CBD development should have high-quality, contemporary urban form that provides for mixed uses, business needs and inner city living. Movement ensures that key destinations are connected, integrating all modes of travel and providing efficient options for moving around a thriving CBD.

The Program contains both immediate (2016-2020) and longer-term projects and activities, including all planned operational and capital projects. Some of these are in preparation for the Gold Coast 2018 Commonwealth Games™ (GC2018) and some are legacy projects. To help articulate this, the Program identifies five ‘Big Moves’ that are required to turn the vision into reality over the next decade. These Big Moves are complex, multifaceted and will have a transformative effect on the CBD over the long term and are as follows:

1. Connecting the CBD to the Broadwater – One of the key opportunities for Southport is to improve the visual and physical connection of the CBD to the Broadwater Parklands, the Broadwater and to embrace the associated natural assets.

2. Reinforcing the core of the CBD and specialist destinations – The core of the CBD will radiate from its central axis of Nerang and Scarborough Streets which will once again be celebrated as the main streets of Southport. It will offer an array of local shops and services with cafés, providores and alfresco dining. The CBD core will support distinct destinations such as Chinatown, legal precinct, retail spine, education and health and wellness.

3. Consolidating government services – Substantial commercial tenants such as government agencies provide the catalyst to attract new professional services to the city including planners, engineers, scientists, marketing firms and business support services.

4. Bringing the CBD alive with music, culture and events – Building on the success of events in Chinatown and the Broadwater Parklands, event infrastructure will be planned for and improved as the CBD grows.

5. Embedding smart technology into the digital fabric of the CBD – A smart CBD will use technology and citizen engagement to increase productivity and quality of life. It will enable and inspire the next generation of talented entrepreneurs as well as reduce costs and resource consumption.

These Big Moves will amplify economic growth and investment and will position Southport as a globally competitive CBD.

5.2 Market Positioning Strategy

Crucial to achieving Council’s requirements of sub-strategy 5.1.4 of the PDA Implementation Strategy, is the development of a Market Positioning Strategy (MPS). The MPS (refer to Attachment 3) will inform strategic communications and marketing for target audiences, building on the CBD’s existing strengths, uniqueness and aspirational future. The MPS was developed with the draft CBD Program as the basis, taking into consideration the Southport Priority Development Area Development Scheme, the Gold Coast City Reputation Strategy Plan and the broader competitive landscape.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) The MPS celebrates Southport’s points of difference and strengths, including its authentic character, heritage and unique coastal location, while sparking imagination and anticipation for its transformation. The MPS spans the expected aspects of a contemporary and progressive CBD such as accessibility, walkability, a prosperous business mix, lifestyle and amenity; as well as providing elements of surprise.

Coordination and consultation on the development of the MPS was through a series of workshops with the Market Positioning Strategy Project Team, the Gold Coast CBD External Working Group and the Gold Coast CBD Internal Working Group. The Internal Working Group provided feedback, selecting the following positioning narratives:

1. “redefining our cbd. We are redefining the notion of a CBD – by name, and by nature – shaping our own distinct downtown, where we embrace our urban soul and make the most of our coastal edge

2. a destination More than a city centre, our CBD is a true destination brimming with possibility and colourful experiences that embody the soul of the Gold Coast. Come, be bold and discover.

3. distinct downtown As we approach our 100th year, our CBD is transforming into a lively urban precinct where dynamic people, places and partners unite to create and celebrate what makes the Gold Coast great.”

These narratives will be used in communications for events, web content, social media and media opportunities. An implementation plan throughout 2017, 2018 and post Gold Coast 2018 Commonwealth Games™ has been developed to reach and shape the perceptions of key national and international influencers, create local ownership and instil pride amongst stakeholders.

5.3 Proposed Community Consultation

Consultation on the CBD Program is planned to commence in early October 2016 through the following channels:

Gold Coast CBD events – Saturday 1 October 2016 and Saturday 5 November 2016

An information booth will be in place at the monthly events held in Chinatown. A staff member from the CBD Office will man the booth and will be available to answer general questions, assist with completing surveys, provide general information on the CBD Program and direct people to where they can access further information. This will be supported with appropriate collateral (e.g. information banners, hard copy flyers).

Public display at Southport Library and Southport Customer Contact Centre

Hard copies of the CBD Program will be available for viewing at the Southport Library and Southport Customer Contact Centre for a period of 60 days.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1)

Presentations to key stakeholder groups in the government, retail and hospitality,

professional services, education and property/construction sectors.

It is recognised that different sectors of the community will be interested in different elements of the Program. Therefore, the above list of proposed stakeholder groups is not exhaustive and presentations will be tailored according to the audience and interest. This may include an interactive tour of the CBD, a business breakfast, student participation and/or project around one of the Program’s focus areas e.g. urban form’ or a structured seminar with members of the Chamber of Commerce or Committee for Southport.

The Program will be published on a dedicated page on the Gold Coast CBD website and City of Gold Coast Corporate website.

The proposed consultation will ask the community to structure feedback and comments around the Program’s five themes as well as identify any other initiatives to assist in the revitalisation of the CBD.

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

Revitalising Southport as the Central Business District for the city is a signature action of the City of Gold Coast’s Corporate Plan, Economic Development Strategy 2023 and the Southport Priority Development Area Development Scheme: Corporate Plan- Gold Coast 2020:

The strategic outcomes we want to see by 2020 are:

1.6 Our modern centres create vibrant communities

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

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

2.6 We are an emerging world class business destination

Economic Development Strategy 2023:

The City of Gold Coast Economic Development Strategy 2023 emphasises the importance of a Central Business District for the city. It prioritises the establishment of a CBD as one of the key economic infrastructure actions for the city’s economic development and growth.

6.3 Infrastructure – Priority Precinct Projects: Identify and drive the development of a connected city to maximise the economic benefits from a Central Business District and principal and specialist activity centres through increased density and business clustering.

Deliver targeted investment plans to support key city building priorities including Southport CBD, Chinatown, light rail corridor development, Gold Coast Health and knowledge Precinct and other priority development areas.

Southport Priority Development Area:

The State and City of Gold Coast have partnered to remove barriers to the development process and encourage increased developer confidence. The PDA brings together facilitated land planning outcomes and economic development initiatives.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1)

7 COMMONWEALTH GAMES IMPACT

The projects and activities outlined in the Program will ensure Southport is Games-ready, leveraging the benefits during the Gold Coast 2018 Commonwealth Games™ (GC2018™), fostering investment in the area. In the lead up and during the GC2018™, the CBD will also play an increasingly important role in hosting events and cultural activities and in projecting a positive city image to an international audience. Throughout the GC2018™ the potential benefit to the Gold Coast CBD brand and reputation is significant. Southport will host a number of key events during the GC2018™ including the swimming, diving, marathon and triathlon. These events will assist in showcasing the City to the world, as well as significantly contribute to the overall economic and tourism impact of the GC2018™ for the CBD. The draft CBD Program and Market Positioning Strategy will assist to ensure that the Southport community is ready to make the most of this opportunity.

8 FUNDING AND RESOURCING REQUIREMENTS

Budget/Funding Considerations

A budget estimate of $6,000 to undertake community engagement for the draft Program will be accommodated within the 2016/2017 financial year operational CBD Budget, Budget Centre ED5550O010, Cost Centre 1000466.

People and Culture

The draft Program, MPS and community engagement activities will be undertaken by the CBD Office who work closely with the rest of the organisation and are supported by the Gold Coast CBD Internal Working Group.

9 RISK MANAGEMENT

Risk No. CO000550- Economic development outcomes not maximised in Gold Coast CBD.

Risk No. CN000086 – Economic Development Strategy which promotes opportunities for economic growth and diversification.

10 STATUTORY MATTERS

These initiatives and activities are to address Council’s obligations in accordance with the Economic Development Act 2012. In particular, the Southport Priority Development Area Implementation Strategy outlines the following key focus areas and sub-strategies:

5.1.3 Improving liveability through urban place making

Sub-strategy: Plan and prioritise CBD building infrastructure projects which will be reviewed annually and planned to stimulate investment in the CBD

5.1.4 Achieving the PDA vision Sub-strategy: Establish an ongoing system for stakeholder engagement in plan monitoring and review Sub-strategy: Develop the Gold Coast CBD image, a coordinated marketing and branding strategy that will ensure a consistent message in multiple markets and across a number of formats


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) 11 COUNCIL POLICIES

No changes are proposed to any Council Policies

12 DELEGATIONS

Not Applicable

13 COORDINATION & CONSULTATION

Coordination:




Brooke Wharton - Senior City Operations Precinct Officer

Commonwealth Games Unit Yes

Dan Barr – Coordinator City Operations

Commonwealth Games Unit Yes

Graham Snow – Executive Coordinator Strategic City Projects

Planning and Environment Yes

Robyn Holland – Account Manager Community Research and Engagement

Yes

Heather Deeley - Financial Analyst Corporate Finance Yes

Consultation of the CBD Program:

The City’s Executive Leadership Team (ELT) was asked to nominate members of the Gold Coast CBD Internal Working Group. The CBD Program was prepared from December 2014 in consultation with the Internal Working Group. Members of the Gold Coast CBD Internal Working Group identified projects, activities and policy changes across the organisation and championed the CBD Themes.

Preparation for the Market Positioning Strategy

The positioning narrative was developed though workshops with the Market Positioning Strategy Project Team and the Gold Coast CBD External Working Group.

The positioning narrative was then presented to the Gold Coast CBD Internal Working Group for feedback. From this, the finalised concept was created which reflects Southport’s current position and aspirational future while staying true to the input gathered throughout the consultation process with key internal and external stakeholders.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) 14 STAKEHOLDER IMPACTS

Working closely with external stakeholders and providing appropriate engagement on the CBD Program will enable targeted feedback. The community will be encouraged to explore the five themes contained within the Program and identify initiatives to assist in the revitalisation of the CBD. By doing this, Council will meet its obligations under the Southport Priority Development Area Implementation Strategy sub-strategies 5.1.3 and 5.1.4.

15 TIMING

It is proposed that the launch of the CBD Program commence in October 2016, starting with an event in Chinatown on 1 October 2016. Community consultation will continue for two months with the option to extend until mid-December if required.

16 CONCLUSION

The revitalisation of Southport is fundamental to the City’s Economic Development Strategy 2023 and this was reinforced through the declaration of Southport CBD as a Priority Development Area (PDA) under the Economic Development Act 2012.

The draft Gold Coast CBD Program has been developed to meet Council’s objectives under the Implementation Strategy of the Southport PDA, specifically the sub-strategy of “plan and prioritise CBD building infrastructure projects which will be reviewed annually and planned to stimulate investment in the CBD”. The draft Gold Coast CBD Program details how the CBD Office will create demand through new investment, leverage existing advantages, improve the liveability of the area and assist in establishing a globally recognised brand. The Program outlines the CBD projects and activities that may be planned or undertaken by the City of Gold Coast between 2016 and 2020, including operational and capital projects. In addition, the Program outlines five Big Moves which will have a transformative effect on the CBD over the longer term.

Crucial to achieving Council’s requirements of sub-strategy 5.1.4 of the Implementation Scheme, is the development of a Market Positioning Strategy (MPS) that will ensure consistent messaging about the Gold Coast CBD is conveyed to multiple markets and across a number of formats. The MPS builds on Southport’s points of difference and strengths, including its authentic character, heritage and unique coastal location, while sparking imagination and anticipation for its transformation. The MPS spans the expected aspects of a contemporary and progressive CBD such as accessibility, walkability, a prosperous business mix, lifestyle and amenity as well as providing elements of surprise.

An ongoing program of community engagement will enable the community to gain an understanding of the opportunities and benefits of a prosperous Gold Coast CBD, creating awareness, interest and excitement about the future and inform local residents, businesses, institutions and government representatives on the objectives of the draft CBD Program.


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) 17 RECOMMENDATION

It is recommended that Council resolves as follows:

1 That Council supports the draft Gold Coast CBD Program and the Market Positioning Strategy as the basis for an ongoing program for community engagement in accordance with the Implementation Strategy of the Southport Priority Development Area.

2 A report will be presented to Council in March 2017 that outlines the results from the community engagement exercise on the draft CBD Program.

Author: Authorised by: Lisa Bain Darren Scott CBD Project and Research Officer Director Economic Development and Major

Projects

17 August 2016

TRACKS REF: 57039379

COMMITTEE RECOMMENDATION: ED16.0901.004 moved Cr Crichlow seconded Cr Taylor

1 That Council supports the draft Gold Coast CBD Program and the Market Positioning Strategy as the basis for an ongoing program for community engagement in accordance with the Implementation Strategy of the Southport Priority Development Area.

2 A report will be presented to Council in March 2017 that outlines the results from the community engagement exercise on the draft CBD Program.

CARRIED

There being no further business, the meeting was declared closed at 2.28pm


ITEM 4 (Continued) DRAFT GOLD COAST CBD PROGRAM, MARKET POSITIONING STRATEGY AND COMMUNITY CONSULTATION PD237/76/04/04(P1) ATTACHMENT 1: PREVIOUS RESOLUTIONS Council Recommendation: Council at its meeting of 24 June 2016 adopted the 2016-17 Revenue Statement and Resolution of Rates and Charges including the Gold Coast CBD Special Rate as per the resolution on page 75 and detailed in Appendix 7 (G16.0624.002).


These Pages

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Constitute The Report Of The Meeting

Of The Economic Development and Major Projects Committee

Held

Thursday 1 September 2016

Documents

Economic Development & Major Projects …...2016/09/01 · 722nd Council Meeting 6 September 2016 3 Economic Development And Major Projects Committee Meeting 1 September 2016Adopted