for the Lifestyle and Community Committee Meeting...755 Adopted Report for the Lifestyle and Community Committee Meeting held on Thursday 17 May 2018 at 1pm City of Gold Coast …

755 Adopted Report

for the

Lifestyle and Community Committee Meeting

held on

Thursday 17 May 2018 at

1pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

755th Council Meeting 29 May 2018 2 Lifestyle And Community Meeting 17 May 2018 Adopted Report

Index Adopted Report

Lifestyle and Community Meeting Thursday 17 May 2018

Item Direct. File Page Subject

1 LC CM787/790/03(P1) 4 2018 Proposed Agenda Items for the Lifestyle and Community Committee

2 LC FN334/375/02/06(P1) 6 2017-18 Local Area Works Program - Additions

3 LC PD97/1073(P1) 10 Developer Contribution - Ghostgum Grove Street Tree Planting

4 LC CM787/790/03/04(P1) 13 Asset Condition and Infrastructure Renewal Requirement

5 EPE CE196/171/02(P1) 27 Draft Environmental Offset External Investment Governance Policy

Closed Session

6 LC CS433/108/-(P18) 52 Miami Aquatic Centre Redevelopment

7 LC LG314/411/19/001(P1) 64 Miami Aquatic Centres Management Contract

General Business

8 LC CM787/790/03(P1) 69 Allocation of Funds for the Burleigh Winter Solstice Festival

9 LC CM787/790/03(P1) 70 2017-18 Local Area Works Program – Additions and Community Facility Contributions

10 LC CM787/790/03(P1) 71 Report to Committee Regarding Naming of Parks in Gilston

11 LC CM787/790/03(P1) 71 Report to Committee Regarding Equestrian Activities in the North

12 LC CM787/790/03(P1) 72 2017-18 Local Area Works Program – Additions and Community Facility Contributions

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

755th Council Meeting 29 May 2018 3 Lifestyle And Community Meeting 17 May 2018 Adopted Report ADOPTED BY COUNCIL 29 MAY 2018 RESOLUTION G18.0529.017 moved Cr Vorster seconded Cr O’Neill That the Report of the Lifestyle and Community Committee’s Recommendations of Thursday, 17 May 2018, numbered LC18.0517.001 to LC18.0517.012 be adopted, with the inclusion of the conflict of interest declared by Cr Tozer (Item 7) in the committee report, with the exception of:- Recommendation Numbers LC18.0517.006

LC18.0517.007 LC18.0517.008 LC18.0517.011 and LC18.0517.012 which were specifically resolved.

CARRIED UNANIMOUSLY

ATTENDANCE Cr H Vorster (Chairperson) Cr G Baildon AM Cr K Boulton Cr C Caldwell Cr D Gates (Acting Mayor) Cr R La Castra Cr G O’Neill Cr G Tozer Cr PC Young visitor Cr W Owen-Jones visitor Cr P Taylor visitor Ms A Ewens Director Lifestyle and Community Mr R Jacobs Manager Parks & Recreational Services Mr R Pascoe Manager Community Venues & Services APOLOGY / LEAVE OF ABSENCE Nil PRESENTATIONS Nil

755th Council Meeting 29 May 2018 4 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 1 LIFESTYLE AND COMMUNITY 2018 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE LG115/1327/01/2017(P1)

2018

ITEM BRANCH ACTION/ PREVIOUS RESOLUTION Lifestyle and Community Committee – All Meetings

2018 Proposed Agenda Items for the Lifestyle and Community Committee Director’s Office Standing Item

2017-18 Local Area works Program – Additions Lifestyle and Community Transport & Local Area Works Standing Item

755 Council Meeting – 29 May Lifestyle and Community Committee – 17 May

Developer Contribution – Ghostgum Grove Street Tree Planting Parks & Recreational Services

Asset Condition & Infrastructure Renewal Requirement Business Support

Draft Environmental Offset External Investment Governance Policy City Planning

Miami Aquatic Centres Management Contract Community Venues & Services

Miami Aquatic Centre Redevelopment Community Venues & Services

755th Council Meeting 29 May 2018 5 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 1 2018 PROPOSED AGENDA ITEMS FOR THE LIFESTYLE AND COMMUNITY COMMITTEE LG115/1327/01/2017(P1) RECOMMENDATION It is recommended that Council resolves as follows: That the 2018 Proposed Agenda Items for the Lifestyle and Community Committee be noted. Authorised by:

Alison Ewens TRACKS REF: #69516423 Director Lifestyle and Community COMMITTEE RECOMMENDATION LC18.0517.001 moved Cr Caldwell seconded Cr Tozer That the 2018 Proposed Agenda Items for the Lifestyle and Community Committee be noted.

CARRIED

755th Council Meeting 29 May 2018 6 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 2 LIFESTYLE AND COMMUNITY 2017-18 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/06(P1) Refer 1 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is for Council to approve additions to the 2017-18 Local Area Works Program as detailed in Attachment 1. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION Councillors in conjunction with City officers have suggested that the projects in Attachment 1 be added to the 2017-18 Local Area Works Program. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN 1.0 The best place to live and visit.

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

2.0 Prosperity built on a strong diverse economy

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

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

We enjoy the city and its enviable climate.

7 FUNDING AND RESOURCING REQUIREMENTS Funds are available within the various Local Area Works allocations to carry out the works as indicated in Attachment 1 within the 2017-18 financial year. In the case of the Local Area Works Program – Additions, details of the additional annual operational/maintenance costs, estimated new/upgrade and renewal costs and estimated useful life of the new assets created are shown in Attachment 1.

755th Council Meeting 29 May 2018 7 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 2 (Continued) 2017-18 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/06(P1) The new/upgrade cost is the cost to create or upgrade the asset. The renewal cost is the cost to renew the asset in today’s dollars and includes disposal costs and design costs as required at the end of the asset’s estimated useful life. The works proposed in this report will be maintained and operated using WOC maintenance budgets unless otherwise specified. Budget submissions will therefore be lodged during future budget deliberations to cover maintenance and operational costs. These assets will be included in the relevant Asset Management Plans. 8 RISK MANAGEMENT Transport and Infrastructure’s risk in the terms of project development and delivery is mitigated by the risk management procedure 6-3 which is aligned with the Risk Management Standards AS/NZS 31000:2009. Community Services’ risk in the terms of project development and delivery is mitigated by undertaking risk assessments (including consequence and likelihood assessments and mitigation actions) as part of project planning and execution. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES The policy applicable to the inclusion of Local Area Works projects listed for endorsement by Council is the Local Area Works and Services Program Policy (iSPOT #48181699) and the Community Grants Policy. 11 DELEGATIONS Not Applicable. 12 COORDINATION & CONSULTATION Name and Title of the Stakeholder Consulted

Directorate or Organisation

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

Garry Ellis, Program Coordinator Project Management Unit

Transport and Infrastructure

Yes

Jon McIlveen, Project Officer Lifestyle and Community

Yes

755th Council Meeting 29 May 2018 8 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 2 (Continued) 2017-18 LOCAL AREA WORKS PROGRAM – ADDITIONS FN334/375/02/06(P1) 13 STAKEHOLDER IMPACTS The community, ratepayers and visitors to the Gold Coast will benefit from the new and improved facilities funded from the Local Area Works Program as listed in Attachment 1. 14 TIMING Projects listed with “TBA” will be added to the Local Area Works Program once formally approved by Council and included in Design/Construction Programs for implementation in conjunction with other priority works contained in the City’s Capital Works Program. 15 CONCLUSION The proposed additions to the Local Area Works and Services Program as suggested by divisional councillors in conjunction with City officers are listed in Attachment 1. It is recommended that Council approve the additions in order that they can be delivered as soon as practicable. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the additions listed in Attachment 1 be approved for the 2017-18 Local Area Works Program. Author: Authorised by: Garry Ellis Alison Ewens Program Coordinator Project Management Unit Director Lifestyle and Community 2 May 2018 Tracks Ref: 69472596 COMMITTEE RECOMMENDATION LC18.0517.002 moved Cr Caldwell seconded Cr Boulton It is recommended that Council resolves as follows: That the additions listed in Attachment 1 be approved for the 2017-18 Local Area Works Program.

CARRIED


ATTACHMENT 1

LIFESTYLE AND COMMUNITY – ADDITIONS

Line #

Contact Officer

Div Project No

Location and / or Recipient Organisation

Description Proposed Local Area

Works Allocation

New / Upgrade. Preliminary Estimated

Capital costs $

Additional Annual

Operations & Maintenance

Costs $

Estimate Useful

Life Years

Future Renewal

Costs

1 G. Ellis

(CR92478) 6 27053

Various Community Organisations Occupying Council Leasehold Land – Division 6

Increase the allocation for project #27053 (Division 6 Community Facility Contributions 2017-18) by $5,000 from $35,000 to $40,000 to cater for future Community Facility Contributions across the Division.

5,000 N/A N/A N/A

2 J. McIlveen

(CR9888) 8 27330 Alison Road, Carrara

Increase the allocation for project #27330 (Shade Sail Carrara Railway Parklands) by $35,000 from $3,000 to $38,000 following the completion of soil testing and the calling of quotations for design and construct.

35,000 770 7 35,000

Sub Total 770 Cumulative

Total 369,839

* Cumulative total is the total value of the additional annual operational maintenance costs for local area works funded Community assets submitted to Council for notation for the 2017-18 financial year as at the date of this report.

755th Council Meeting 29 May 2018 10 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 3 LIFESTYLE & COMMUNITY DEVELOPER CONTRIBUTION – GHOSTGUM GROVE STREET TREE PLANTING PD97/1073(P1) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to recommend approval of expenditure of the 2017-18 Developers Contributions (Parks) budget as detailed in the table below. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION Developer contribution funding of $10,800 was received, relating to MCU201400484 L144 RP178831, 29 Ghostgum Grove, Upper Coomera. The developer contribution has been provided to fund street tree planting along residential streets leading to the new development. The funding will be used to supply and install 27 x 100L Lophostemon confertus street trees in the following streets;

Ghostgum Grove Eliena Way Brygon Creek Drive

The Divisional Councillor has requested that the following project be tabled for consideration:

LIFESTYLE AND COMMUNITY Contact Officer

Div Project No

Location Constraint Identified Funds 2017-18

Cassandra Brown

1

TBA

Ghostgum Grove

Eliena Way

Brygon Creek Drive

The monetary contribution of $10,800 must be constrained against works for the installation and upgrade of street trees within public road reserves of a 1km radius of the subject site.

$10,800

6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN 1.0 The best place to live, visit & stay

1.2 We live in balance with nature We manage quality rural and urban living while looking after the future of the city’s rainforest bushland, waterways and open space.

755th Council Meeting 29 May 2018 11 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 3 (Continued) DEVELOPER CONTRIBUTION – GHOSTGUM GROVE STREET TREE PLANTING PD97/1073(P1)

Strategic Framework

3.3 Creating liveable Places

3.3.3.1 Specific outcome

(2) Suburban neighbourhood streets are characterised by trees and a shared use network of interconnected thoroughfares for pedestrians, cyclists and slow-moving vehicles.

7 FUNDING AND RESOURCING REQUIREMENTS Funds are available within the Developers Contribution (Parks) Budget to carry out the works – Trust fund item PARKDIV1. A developer contribution of $10,800 (allocated to DC004) has been receipted by Council and constrained to street tree planting as specified above. This report is requesting funds be released for those works specified. 8 RISK MANAGEMENT Not Applicable. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES The allocation complies with the City of Gold Coast (City) “Budget Review Policy - Attachment A Guidelines”. 11 DELEGATIONS Not Applicable. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Councillor Division 1 Councillor Consulted

Manager Parks & Recreational Services

Lifestyle & Communities Yes

13 STAKEHOLDER IMPACTS The proposed works are considered suitable to be funded by the Developer Contribution.

755th Council Meeting 29 May 2018 12 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 3 (Continued) DEVELOPER CONTRIBUTION – GHOSTGUM GROVE STREET TREE PLANTING PD97/1073(P1) 14 TIMING The new project will commence once formally approved by Council. 15 CONCLUSION This request for the use of funds from Developer Contributions (Parks) Budget aligns with the intent of the contribution and there are sufficient funds available to carry out these works. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the works listed in this report be approved with funds to be allocated from the appropriate Developers Contribution Budgets. Author: Authorised by: Cassandra Brown Alison Ewens Parks Planning Officer Director Lifestyle & Community 25 April 2018 TRACKS REF: 68504369 COMMITTEE RECOMMENDATION LC18.0517.003 moved Cr Baildon seconded Cr Tozer That the works listed in this report be approved with funds to be allocated from the appropriate Developers Contribution Budgets.

CARRIED

755th Council Meeting 29 May 2018 13 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 LIFESTYLE AND COMMUNITY ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Refer 4 page attachments 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to provide an overview of asset condition and infrastructure renewal requirements for Parks, Recreational and Open Space and Community Facilities assets. 4 PREVIOUS RESOLUTIONS Ex Minute G17.0619.002 (in part): 2 That Council adopt the following other budget documents;

b Miscellaneous Recommendations of the Special Budget Committee To Be Adopted by Council (Attachment 5). B17.0614.020 That in early May 2018 (prior to 2018-19 budget deliberations), Standing Committees review the Asset Management Plans for relevant categories of infrastructure, with particular emphasis on the 2.3% of the City’s assets in ‘poor’ (2%) and ‘very poor’ (0.3%) condition and infrastructure renewal requirements

d The Total Asset Management Plan 2017-18 to 2026-17 (Attachment 7). 5 DISCUSSION Background Consistent with legislative trends across Australia, the Queensland Local Government Act (2009) has requirements for Councils to develop and adopt long-term asset management plans. While legislation has been one driver of asset management planning, it is important to recognise that it is good management practice to utilise these techniques to sustainably manage infrastructure assets, which is an essential component of financial sustainability. Asset Management Plans for infrastructure assets are updated annually as part of the planning and budget process. The outputs of the Asset Management Plans are summarised into the Total Asset Management Plan and presented to Council for adoption in conjunction with adoption of the annual budget. Asset Condition Assessments Condition assessments are a key component of infrastructure asset management and underpin asset management planning, asset revaluations and asset risk management. When developing work programs to undertake condition assessments, consideration is given to a number of factors that influence the prioritisation of condition assessments for example: asset criticality/profile, age, environment, utilisation, location, etc.

755th Council Meeting 29 May 2018 14 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Although condition assessments are very important, it is not affordable or practical to assess the condition of all infrastructure assets. Staff operational knowledge of the asset condition supplements available condition data. Asset Condition Rating Descriptions The condition profile of assets in the Asset Management Plans is represented using the ratings of: Very Good, Good, Fair, Poor and Very Poor. For a description of each of the condition ratings refer Attachment 1, for example: Poor condition refers to assets that have a number of minor defects and/or some

major defects i.e. the functionality of the assets is reduced. Assets in poor condition may require renewal of minor or major components.

Very poor condition refers to assets that have a number of major defects or have physically failed i.e. the functionality of the asset is substantially reduced or the asset is not functional. Assets in very poor condition require component or complete renewal or need to be disposed.

Asset Deterioration Asset condition typically deteriorates as assets progress through their lifecycle and quite often maintenance costs increase as assets age. The rate of asset deterioration depends on a number of factors, including: useful life – assets with shorter lives deteriorate faster than long life assets environment – assets in harsher environments deteriorate faster utilisation – heavily used assets deteriorate faster. Proposed Timing of Infrastructure Renewal Works The annual update of the Asset Management Plans includes revised infrastructure renewal requirements based on analysis of recent (and historic) asset condition. In conjunction with this analysis, consideration is given to appropriate timing for the renewal works including: which assets in poor or very poor condition require some intervention (e.g. require

renewal works in the coming financial year) which assets in poor or very poor condition are soon to require intervention (e.g.

require further investigation/analysis and/or require renewal works in the coming years).

It needs to be noted that: For some asset types, it is appropriate and overall more cost effective for the assets

to progress into later stages of their lifecycle i.e. into poor or very poor condition. Alternatively, there are some types of assets that should not be ‘run to failure’. For

example, infrastructure that supports critical services and/or has significant consequences of failure (such as a bridge) may require component or complete renewal at an earlier stage in their lifecycle. Playgrounds are another example of one such asset where there is a high degree of focus on the safety of users. These assets are scheduled for replacement before any safety issues arise. A poor rating on these assets reflects the need to schedule their replacement in next few years.

755th Council Meeting 29 May 2018 15 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Asset Condition Profile For condition profiles refer to: Attachment 2 – Parks, Recreation and Open Space Attachment 3 – Community Facilities The condition profiles illustrate that the vast majority of Parks, Recreation and Open Space and Community Facilities assets are in very good, good and fair condition. There are a small percentage of assets in poor and very poor condition which is expected as assets progress through their lifecycle. Asset Condition Comparative Data Comparative data on asset condition has been obtained from the below source and compared to relevant condition data in the Asset Management Plans: Australian Local Government Association: National State of the Assets Report

November 2015 Parks Recreation and Open Space Condition Rating City of Gold Coast National Average*

(parks and recreation)

1 & 2 - Very Good & Good 71% 54%

3 - Fair 25% 34%

4 & 5 – Poor & Very Poor 4% 9% *3% of national average was unallocated Community Facilities Condition Rating City of Gold Coast National Average*

(parks and recreation)

1 & 2 - Very Good & Good 85% 51%

3 - Fair 10% 38%

4 & 5 – Poor & Very Poor 5% 10% *1% of national average was unallocated The above information clearly illustrates that the City’s assets are in a comparatively healthy state. Infrastructure Renewal Requirement The infrastructure renewal requirements for 2018-19 stated in the updated Asset Management Plans are: $6.6 million – Parks, Recreation and Open Space $9.7 million – Community Facilities.

755th Council Meeting 29 May 2018 16 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) It should be noted: If renewal requirements for 2018-19 are not funded a ‘renewal backlog’ will

accumulate, which increases the potential for service interruptions and asset failures. That the renewal requirement beyond 2018-19 is subject to further review as

additional condition data is collected and subject to more advanced analysis.

Parks, Recreation and Open Space Assets The majority of Parks, Recreation and Open Space infrastructure assets are in very good, good or fair condition. As at April 2018, approximately 2 per cent of Parks and Open Space assets have been identified as approaching the end of life requiring replacement and have been included in asset renewal plans over the next three years. It should be noted that all assets are planned to be replaced prior to the asset degrading to a point where it has to be placed out of service. It is general practice for playgrounds to be replaced before there are major issues with the safety of these assets i.e. the assets are replaced before they fail. This approach prevents any loss of service to the community. Asset replacements are prioritised by examining a range of criteria including; condition, location, amount of use, safety, design/amenity and crime prevention. The amount of assets that are planned to be replaced each year is less than 1 per cent of the total asset portfolio. The Parks and Open Space condition assessment plan is a proactive inspection program that takes into account asset complexity and risk levels. Most above ground assets are assessed by qualified inspectors every 18 months which in most cases provides appropriate planning time to ensure the asset is replaced before total failure. The budget requirement to renew Parks, Recreation and Open Space assets in 2018-19 is $6.6 million. The asset replacement program consists of over 140 individual projects which often include the replacement of multiple assets within each (e.g. playground includes several items). A summary of the projects are as follows. 4 public convenience renewal / refurbishments 27 fencing projects 3 buildings and sheds projects 2 elect boxes and poles projects 3 fitness equip projects 26 furniture projects 3 irrigation projects 6 path structures and platform projects 18 playground projects 2 playing surface projects (non ROU) 3 prepared surface and pathway projects 2 retaining walls projects 4 shelter projects 22 park signs 18 softfall projects.

755th Council Meeting 29 May 2018 17 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) For all assets, especially those approaching end of life, minor repairs that extend the life of an asset are often scheduled on top of any planned routine maintenance. Also, a focus on programmed maintenance is extending the life of assets e.g. timber assets (furniture, path structures etc.) are on regular painting rotations and there is more emphasis on minor refurbishments of playgrounds through maintenance funding. This should in turn ensure that the life of these assets is optimised. Overall, the City’s Parks and Open Space assets are in a relatively good condition; however, as the City’s asset base becomes more mature as a whole, the average condition of assets may decline slightly. It is important that the City invests in the replacement of assets as and when they are required. Community Facilities Assets Off Street Car Parks All venues have regular formal inspections. Bruce Bishop Car Park is inspected twice a week, Mal Burke Car Park weekly and cemeteries every six months. Additionally, a maintenance plan exists and is in place to ensure all assets and asset components are regularly maintained, as is a renewals plan to each asset component’s end of life. Every two/three years there is an independent audit completed to verify condition assessments and to reassess maintenance schedules. For Bruce Bishop Car Park, Transit Centre, Neal Shannon Park and Mal Burke Car Park a two yearly engineering (structural) inspection is undertaken. In relation to Mal Burke Car Park, renewals continue to ensure the car park is safe for use. The focus will continue to be on maintaining the structure and replacing asset components as needed. Of the eight off street car parks asset portfolio, three venues have percentages of the asset condition in the poor to very poor category. Bruce Bishop Car Park and Neal Shannon Park are currently having remedial works undertaken, which are scheduled to be completed in 2018, that will result in an improved rating. Mal Burke Car Park has scheduled renewals (caused through the need for structural repairs) that should be completed by mid-2019 which will see an improved rating. Neal Shannon Park Surfers Paradise - 10% Poor Bruce Bishop Surfers Paradise - 2% Poor; 1% Very Poor Mal Burke Southport - 22% Poor. Major Sporting Venues In 2017-18, the Alabaster Drive Car Park on the southern side of the Gold Coast Sports Precinct was transferred from Off-street Car Parks to the Major Sporting Venues to assist coordinated asset planning and management across the entire Precinct. The car park is required to meet the City’s game day obligations to Carrara Stadium, while also servicing the significant number of other major events held across the Precinct. It is a critical component of the infrastructure offering of this international sports and community precinct. While recent Asset Management Plans have identified the need for major pavement renewals reflecting the current 10 per cent poor condition, such works have been delayed while possible improvements and impacts associated with GC2018 were determined. With no major investment forthcoming as part of the GC2018 Venue Infrastructure Program, funds have been set aside to complete pavement renewals by the end of 2019.

755th Council Meeting 29 May 2018 18 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Cemeteries Of the eight City Cemeteries, only one (Southport General Cemetery) received a condition rating that scored in the poor category. This is predominately due to the condition of the perimeter fencing and the replacement required in the Children’s Memorial Wall which has to be demolished and rebuilt due to structural failure. Southport General Cemetery – 2 per cent poor Renewal budget 2018-2019: $70,000 (including reprovisions). The repairs are planned over a two year period. The cost of a complete fence replacement is higher than originally estimated, so will be done in stages, the first to repair damaged sections requiring intervention. The Children’s Memorial Wall is to be demolished and rebuilt. Due to the sensitive nature of the change and the relocation of memorialisations on the wall itself this will take some time. Given the small percentage in the Poor category the intervention will be progressive – completed in stages as most works required are aesthetic as opposed to structural (with the exception of the Children’s memorial wall which is due for full completion in 2018). Tourist Parks Main Beach Tourist Park Renewal budget 2018-2019: $300,000 The amenities block at the Main Beach Tourist Park is identified as an asset that requires refurbishment to maintain an acceptable level of service for the paying guests. This is programmed in the 2018-19 renewal program. Full refurbishment of the main amenities block including ceiling and lighting, floor tiles, fittings and painting will be undertaken. This project will require staging to enable continuity of service. Tallebudgera Creek Tourist Park Renewal budget 2018-2019: $80,000 The 6th Avenue amenities block at Tallebudgera Creek Tourist Park is identified as requiring refurbishment to maintain appropriate service levels. This will include refurbishment replacement of fittings and renovation of splashbacks and benches including painting. Aquatic Centres Nerang Aquatic Centre Learn to Swim Pool Renewal 2018-2019: $900,000 The learn to swim pool at this facility has reached the end of both its serviceable and useful life. It is included for replacement in the 2018-2019 budget. Replacement of this facility will be in-line with more recent replacements of learn to swim pools at Mudgeeraba and Helensvale Aquatics Centre and will increase size, access ramp and permanent enclosure.

755th Council Meeting 29 May 2018 19 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Mudgeeraba Aquatic Centre The 25 metre pool at this facility is now 50 years and at the end of its design life. Whilst still operational, either a major renovation or replacement will be required within the next 3-5 years. Ongoing maintenance has kept this pool in an operational state. It is still deemed safe for continuing use. Further invasive testing of the pool shell and options analysis will be undertaken in 2018-2019 to determine the most appropriate and cost effective solution i.e. renovate/replace. Palm Beach Aquatic Centre A structural engineers report on the roof structures of both the learn to swim and hydrotherapy pools has found both structures to be at condition rating poor with replacement required within the next 3-5 years also. It is currently proposed preliminary planning will get underway in the latter part of 2018-2019 for the redevelopment of this facility. Whilst the roof structures over the learn to swim and hydrotherapy pools have limited life they are currently still considered safe for use. Ongoing monitoring will continue. Miami Aquatic Centre Design only 2018-2019: $700,000 Both the old 50 metre and learn to swim pools are considered at condition levels very poor and poor. Planning and design is currently in progress with reconstruction due to commence in the later part of 2019. Provision for detailed schematic design and construction tendering that will allow stage 1 of the Miami Aquatics Centre redevelopment masterplan to commence in 2019. Aquatic Centres are continually assessed by maintenance staff and Contract Managers. Routine Condition Based Maintenance and Audits are undertaken as part of the Planned Maintenance Program. These are carried out by either Building Maintenance trades staff or their subcontractors. Subject to defect identified, the branch senior project engineer will undertake an inspection and determine the most appropriate course of action ie investigate further, provide rectification advice, engage a consultant etc. This year engineers GHD undertook condition audit inspections on Major Sports, Aquatics Facilities, Tourist Parks, South Stradbroke Island, Off Street Car Parks and Cemetery venues. These inspections included a verification of the asset components, maintenance requirements and a reassessment of the condition scores. Due to the program of renewals over the past few years, a number of venues no longer have a score of poor or very poor as the condition of the venues has improved. Regular scheduled WH&S inspections that occur across of 35 community venues at least three times a year also provide a mechanism for the consideration/review of any deteriorating or failing assets. It should be noted that Community facility assets that are in poor or very poor condition are subject to ongoing maintenance which will continue, to ensure that the asset remains safe to the required standard to be functional and structurally sound.

755th Council Meeting 29 May 2018 20 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) Other Facilities Buildings or facilities within Libraries, Lifeguards, Animal Management and Community and Youth facilities are very good, good or fair with no buildings or facilities in poor or very poor condition. 6 ALIGNMENT TO CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Supporting delivery of the Gold Coast 2022, as follows:

A. We plan for the future of the city Key Plans and Programs of Work:

Manage the maintenance, renewal and delivery of infrastructure for the city through the Total Asset Management Plan and the forward Capital Works Program 7 FUNDING AND RESOURCING REQUIREMENTS Funding for asset renewals will form part of budget deliberations through Special Budget Committee. 8 RISK MANAGEMENT The following corporate risk is related to asset management:

CR000425 Asset Management maturity below industry level resulting in sub-optimal management of the life-cycle and costs for infrastructure assets.

In the last seven years there has been substantial improvement in the City’s asset management maturity. The further advancement of asset management planning is a key mitigation of this corporate risk, in particular: improving the integrity of renewal forecasts (through collection of additional condition data and a more advanced renewals planning tool); further analysis of risk exposures; and the ongoing updating of Asset Management Plans. 9 STATUTORY MATTERS Statutory requirements for Asset Management Plans are detailed in: Queensland Local Government Act (2009), Section 104 Local Government Regulation 2012, Sections 167 and 168 10 COUNCIL POLICIES On 19 June 2015, the Council approved the Asset Management Policy that: Sets out Council’s strategic intent for asset management; Defines the roles and responsibilities for asset management; and Provides a set of guiding principles to inform asset management decision making.

This report does not result in any changes to the above policy. 11 DELEGATIONS Not Applicable.

755th Council Meeting 29 May 2018 21 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Jess Roberts Corporate Communications

Yes

13 STAKEHOLDER IMPACTS Not Applicable. 14 TIMING The outputs of the Asset Management Plans will be summarised into the Total Asset Management Plan and presented to Council for adoption in conjunction with adoption of the annual budget. 15 CONCLUSION Parks, Recreation and Open Space and Community Facilities assets are mostly in very good, good or fair condition. There are a small percentage of assets in poor condition which is expected as assets progress through their lifecycle and these are being addressed via rolling renewal programs.

Ongoing condition assessments will underpin future updates to the Asset Management Plans along with supporting risk and safety management of these assets. Funding for infrastructure renewals will form part of budget deliberations through the Special Budget Committee. It is important to continue to invest in infrastructure renewal to ensure that ‘renewal backlogs’ do not accumulate that would increase the potential for service interruptions and asset failures. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the report be noted. Authors: Authorised by: Ron Jacobs Andrew Llewellyn Alison Ewens Manager Parks & Recreational Services

Manager Corporate Asset Management (OCOO)

Director Lifestyle and Community

Richard Pascoe Manager Community Venues & Services

2 May 2018 TRACKS REF: #69285905

755th Council Meeting 29 May 2018 22 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 4 (Continued) ASSET CONDITION AND INFRASTRUCTURE RENEWAL REQUIREMENT LG343/1045/13/01(P1) COMMITTEE RECOMMENDATION LC18.0517.004 moved Cr Vorster seconded Cr Gates That the report be referred to the Special Budget Committee meeting to be held on Monday 21 May 2018.

CARRIED

755th Council Meeting 29 May 2018 23 Lifestyle And Community Meeting 17 May 2018 Adopted Report Attachment 1 Condition Rating Descriptions

Condition Rating Scheme Generic Indicators of Asset Condition

Maintenance / Renewal Action Previous

Total AMPs

Total AMP

2016-17

5 Point Rating

Good

Very Good 1

Asset is new or as new Asset has no defects

No additional maintenance required No renewal required

Good 2

Asset is fully functional Only minor signs of wear & tear

Minor additional maintenance may be required No renewal required

Fair

Fair 3

Asset is functional Obvious signs of some deterioration

Ongoing maintenance required Renewal of minor components may be required

Poor 4

Asset functionality is reduced Number of minor defects and/or some major defects Increased risk of service interruptions

Substantial ongoing maintenance required Renewal of minor and/or major components may be required

Poor Very Poor 5

Asset functionality substantially reduced or not functional Significant number of major defects or asset has failed Substantially increased risk of service interruptions or service interruption has occurred

Renewal of major components or complete asset required or Asset requires disposal

Note: The 5 point condition rating scheme is generally used for undertaking condition assessments and is used in the individual Asset Management Plans.

Parks, Recreation & Open SpaceSummary Lifecycle Management Issues

Asset Group Unit Qty Replacement Cost ($)Amenity Buildings each 242 $42,717,017Other Buildings / Leased Buildings each 675 $322,765,972Paths km 249 $77,030,608Lighting each 3,715 $43,038,730Play Equipment each 2,765 $33,392,012Park Furniture each 5,745 $23,829,701Barbeques each 373 $9,981,000Sports Equipment & Fields each 1,302 $86,092,033Roads and Access Ways m2 617,437 $61,672,111Drainage ‐ $9,582,886Other Site Improvements ‐ $173,883,008TOTAL $883,985,078

ConditionEnd of Life Renewal Requirements for 2018-19 include:

End of Life Renewal Requirement for 2018-19 to 2027-28 include:End of Life Renewal Requirement for 2017-18 to 2026-27 include:

* No condition data available ‐ estimated by officers

Finalise text in TAMP 1 page text box and place here

10%

95%

3%

13%

11%

3%

13%

14%

48%

95%

6%

56%

57%

84%

58%

23%

50%

40%

65%

45%

5%

57%

30%

22%

13%

29%

55%

44%

47%

19%

7%

34%

3%

4%

11%

2%

2%

3%

1%

1%

1%

Amenity Buildings

Other Buildings / Leased Buildings

Paths

Lighting

Play Equipment

Park Furniture

Barbeques

Sports Equipment & Fields

Roads and Access Ways

Drainage

Other Site Improvements

Very Good

Good

Fair

Poor

Very Poor

18‐19 19‐20 20‐21 21‐22 22‐23 23‐24 24‐25 25‐26 26‐27 27‐28Required Renewal $6,598 $6,524 $6,896 $6,733 $7,198 $6,763 $6,788 $6,808 $7,303 $6,853

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

$8,000

Expe

nditu

re $000

Required Renewal

• Play Equipment replacement (18 projects), including Nolan Park (Div 4), Haynes Park (Div 11), Lake view Park (Div 12), Binung Park (Div 14), Harley Park (Div 4), Tugan Park (Div 14), Queen Elizabeth Park (Div 14) and Frascott Park (Div 11) 2018‐19 $856k• Fencing replacement 2018‐19 $603k• Public Convenience refurbishments 2018‐19 $944k• Sportsfield lighting renewal at Pizzey Park, Miami, Viney Park at Coomera and Keith Hunt Park at Labrador 2018‐19 $643k• Softfall renewal 2018‐19 $282k• Fire Trail renewal 2018‐19 $280k

Asset Condition & Risk:• The majority of Parks, Recreation & Open Space assets are in Very Good, Good or Fair condition.• Assets in Poor and Very Poor condition have been assessed and where required renewal works have been included in the capital works program.• 11% of play equipment is in poor condition. These are scheduled for renewal within the next two years as part of an ongoing program of replacement. A condition assessment plan is in place to effectively monitor and maintain these assets to ensure that a level of functionality and public safety is provided until scheduled renewal or maintenance works are undertaken.Management & Operational Issues:• There is an under‐supply of open space, sporting and recreation infrastructure within the high growth areas of the city. This issue will be mitigated to a degree through the developer contributed assets and funding of the Local Government Infrastructure Plan .• Continued growth and development with the emergence of high density areas has and will continue to place increased demands on our parks and open space, particularly those along the popular foreshore areas. • The capacity of community organisations to effectively maintain the leased facilities continues to vary from lessee to lessee with a significant number requiring support from the City. Asset Management Improvements:Improvements in the management of parks, recreation and open space assets continue, for example:• Optimisation analysis of planned versus reactive maintenance.• Introducing new assets on maintenance schedules.• Condition based renewal planning.• Improved procurement strategies for service delivery and new asset installations.• Review of designs to lower installation and maintenance costs.• Implement the use of “off‐the‐shelf” furniture in low value parks to greatly reduce up‐front capital costs.

755th Council Meeting 29 May 2018 Lifestyle and Community Committee Meeting 17 May 2018 Item 4

24 Adopted Report

Attachment 2

Community FacilitiesSummary Lifecycle Management Issues

Asset Group Unit Qty Replacement Cost ($)Libraries each 12 $58,652,850Lifeguard Towers & Facilities each 47 $5,152,779Animal Management Facilities each 3 $10,973,288Community & Youth Facilities sites 47 $75,272,800Major Sporting Venues each 6 $182,000,000Aquatic Facilities each 8 $64,000,000Off Street Car Parks each 7 $57,670,764Tourist Parks / Camp Grounds each 10 $37,431,320Cemeteries each 8 $5,386,322TOTAL $496,540,123

ConditionEnd of Life Renewal Requirements for 2018-19 include:

End of Life Renewal Requirement for 2017-18 to 2026-27 include:

* Excludes the Gold Coast Sports and Leisure Centre

32%

3%

17%

54%

93%

47%

17%

1%

60%

57%

80%

41%

2%

18%

75%

39%

54%

7%

40%

3%

5%

4%

12%

19%

31%

45%

1%

1%

17%

5%

11%

6%

1%

2%

Libraries

Lifeguard Towers & Facilities

Animal Management Facilities

Community & Youth Facilities

Major Sporting Venues

Aquatic Facilities

Off Street Car Parks

Tourist Parks / Camp Grounds

Cemeteries

Very Good

Good

Fair

Poor

Very Poor

18‐19 19‐20 20‐21 21‐22 22‐23 23‐24 24‐25 25‐26 26‐27 27‐28Required Renewal $9,679 $12,649 $8,141 $17,214 $13,406 $8,745 $7,367 $9,526 $10,987 $6,663

$0

$2,000

$4,000

$6,000

$8,000

$10,000

$12,000

$14,000

$16,000

$18,000

$20,000

Expe

nditu

re $000

Required Renewal

• Libraries renewals 2018‐19 $728k• Lifeguard Facilities renewals 2018‐18 $152K• Animal Management Facilities renewals 2018‐19 $132k• Community and Youth Facilities renewals 2018‐19 $1.06m• Major Sporting Facility renewals 2018‐19 $386k• Aquatic Facilities renewals 2018‐19 $3m• Off Street Car Park renewals 2018‐19 $604k• Tourist Park / Camp Ground renewals 2018‐19 $2.67m• Cemeteries Renewals 2018‐19 $226k

Asset Condition & Risk:• The majority of Community Facilities assets are in Very Good, Good or Fair condition.• Concrete rectification works for Bruce Bishop Carpark have continued throughout 2017‐18 with the majority high priority works across basement levels 1 to 5 planned to be completed by the end of June 2018. Remaining rectification works along with other remedial works to the above ground car parking levels under Neal Shannon Park will be progressed during 2018‐19.• Mal Burke Car Park has deteriorated in some areas. Works to ensure site safety and maintain structural integrity have been scheduled where required and are due for completion by June 2019. The existing ventilation system at Mal Burke Car Park is at end of life and requires renewal. Investigation determined that replacement is needed to ensure compliance. This replacement is scheduled for 2018‐2019.• Some Villas at Tallebudgera Creek Tourist Park and the amenities block at Main Beach Tourist Park are in poor condition. These assets are scheduled for renewal over the next four years.• Number of assets/asset components at Miami, Palm Beach and Mudgeeraba Aquatic Centres are nearing end of life. Renewal works are scheduled for 2018‐19 and future years.Management & Operational Issues:• The interim management arrangements of new Commonwealth Games venues, which has seen venues open to the public over short periods ahead of being closed for up to 5 months for GC2018 has meant that these new venues are still going through a period of familiarisation. While maintenance and operating assumptions have been based on available information and the initial limited operating periods, it is expected that it may take two years of normal operations to establish the venues fully in the marketplace and for management and operating costs to stabilise and be fully known.Asset Management Improvements:• Review existing asset data within the Enterprise Asset Register to ensure required building components are captured.• Review existing maintenance plans in the Maintenance Management System against recent condition audits and the documentedmaintenance specifications.


25 Adopted Report

Attachment 3

755th Council Meeting 29 May 2018 26 Lifestyle And Community Meeting 17 May 2018 Adopted Report Attachment 4 - Movement in Infrastructure Renewal Requirement The following table explains the movement increased and/ or decreased from the predicted 2018-19 renewal requirement (in today’s dollars) from last year’s Total Asset Management Plan. AMP Movement Comments on Updated Renewal Requirement Parks, Recreation and Open Space

+$522,000 Funding movement primarily relates to the addition of Markeri Street asbestos retaining wall and rockfall projects deferred from 2017-18.

Community Facilities (Aquatic Facilities)

- $5,340,000 Reflects a deferral of renewal funding for Miami Aquatic Centre redevelopment from 2018-19 to 2019-20 to better align with design and construction programme.

Community Facilities (Cemeteries)

+$30,000 To accommodate infrastructure upgrades and repairs at cemeteries; for example fencing, road networks and some landscaping works (e.g. retaining walls)

Community Facilities (Community and Youth facilities)

+$184,000 Higher than anticipated costs for Robina Air Conditioning contract works in 2016-17 flowing into 2017-18 financial year asset renewal program. This caused scheduled works for Paradise Point Community Centre to be deferred into 2018-19 and urgent air conditioning works unforeseen as a result of the City taking over operation of the Helensvale Community Centre (previously under lease and works originally to be paid for by the lessee) for replacement of air conditioning and changes to access control for the 2 buildings.

Community Facilities (Libraries)

+$201,000 Moderate change to renewal resulting from updated Asset Management Plan. Recent quotations for scheduled repairs are higher than original estimates. Some renewals brought forward are now at end of life with replacement parts no longer available.

Community Facilities (Major Sporting)

- $329,000 Gold Coast Cycle Centre renewal budget moved from 2018-19 to 2019-20 after site inspection indicated the level deterioration of the track surface had abated. $353,000 originally allocated for 2018-19 in previous TAMP has now been reduced to $31,000 with $347,000 allocated in 2019-20.

Community Facilities (Off street car parks)

- $2,873,000 A reduction as the priority renewal works being undertaken on remedial and concrete rectification near closure. Some funds were brought forward from the 2018-19 year to cover the works being undertaken in 2017-18.

Community Facilities (Tourist Parks)

+$157,000 -$18,000 SSI

An increase in renewal projects influenced by the Tourist Park master planning as part of the Strategic Plan will be commenced in 2018-19.

Minor change to renewal requirement as result of updated Asset Management Plan.

For details of forecast renewal requirements in future years refer to Attachments 2 and 3.

755th Council Meeting 29 May 2018 27 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 CITY PLANNING BRANCH DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 Refer 15 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY The City of Gold Coast has been successfully conducting a trial environmental external offset program since 2012, assisting three external entities (Energex, the Department of Transport and Main Roads, and the Department of Education and Training) with the delivery of their offset requirements on City conservation land. These offset partnerships have delivered a total of approximately $2.4 Million of direct restoration funding to the City for the restoration and management of approximately 34.7 hectares of koala habitat, with an additional 10 hectares of restoration due to commence in February/March 2019. It is proposed to introduce a policy, the Environmental Offset External Investment Governance Policy, to formalise the process, and shift the trial to a fully operational program governed in accordance with the policy. A process is also proposed to effectively resource the requirements for managing and implementing future offset projects in a sustainable manner, utilising funds provided by external entities. The report also proposes that delegation be provided to the CEO to enter into future partnerships, and sign the required offset ‘Deed of Agreement’ documents between the City and future external partners. 3 PURPOSE OF REPORT The purpose of this report is to seek Council endorsement of a draft policy (Attachment 1) outlining the governance of external environmental offset investment projects within the city. The report also seeks CEO delegation to enter into partnerships with external entities for this purpose. 4 PREVIOUS RESOLUTIONS Ex Minute No CP12.1114.009 (in part):

2 That Council endorse the proposed trial program utilising funding from external government and non-government agencies for the purpose of undertaking offset projects to assist external agencies in meeting their State Government environmental offset obligations.

3 That Council approve SEQ Catchments/Energex funds of $467,598 to be recognised as revenue in 2012-13 within PET budget centre PE5150O010 with an equivalent expenditure budget allocation in the same budget centre to enable the establishment funds to be disbursed in accordance with the Revegetation Specification.

6 That Council provide delegation to the CEO for the signing of the Offset Works Agreement between Council and the external entity.

755th Council Meeting 29 May 2018 28 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 Ex Minute No CP13.1211.008 (in part): 2 That Council acknowledge the successful initiation of the first offset project to be

implemented under the trial program utilising external funds for the purpose of providing environmental offsets.

3 That Council approve funds of $801,713.40 from the Department of Transport and Main Roads to be recognised as revenue within PET budget centre PE5150O010 with an equivalent expenditure budget allocation in the same budget centre to enable the establishment funds to be disbursed in accordance with the “Proposal and Quotation for Restoration Work” (Attachment 1 Option 2).

5 That Council provide delegation to the CEO for the signing of the offset Deed of Agreement between Council and the Department of Transport and Main Roads.

Ex Minute No CP17.0301.004 (in part): 2 That Council approve funds of $770,494.48 from the Department of Education and

Training to be recognised as revenue within PE budget centre PE5120O002 with an equivalent expenditure budget allocation in the same budget centre to enable the establishment funds to be disbursed in accordance with the “Proposal and Quotation for Restoration Work” (Attachment 1).

3 That Council approve the formal protection of the environmental offset by means of a statutory environmental covenant.

4 That Council provide delegation to the CEO for the signing of the offset Deed of Agreement between Council and the Department of Education and Training.

5 DISCUSSION Background Environmental offset policies exist at the Federal, and State and Local Government levels in Queensland. The Federal Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act) contains an environmental offsets policy requiring proponents to provide offsets for their impacts on Matters of National Environmental Significance (MNES). Similarly, the Queensland Environmental Offsets Policy requires offsets for impacts on Matters of State Environmental Significance (MSES). Proponents who have offset liabilities under the Federal or State Government offset policies may be required to undertake direct planting/rehabilitation works in order to compensate for impacts on matters of environmental significance. Offset works that are funded and undertaken over and above any business as usual environmental activities are identified as providing additionality, and can be utilised as environmental offsets. This provides the City with an opportunity to partner with external entities that have offset requirements under the Federal or State Government offset policies to help deliver their environmental offsets within the city, achieving environmental outcomes on City of Gold Coast conservation land with costs covered by the external entity.

755th Council Meeting 29 May 2018 29 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 The City has been successfully conducting a trial external offset program since 2012, assisting three external entities (Energex, the Department of Transport and Main Roads, and the Department of Education and Training) with the delivery of offset requirements on City conservation land. These offset partnerships have delivered a total of approximately $2.4 Million of direct restoration funding to the City for the restoration and management of approximately 34.7 hectares of koala habitat, with an additional 10 hectares of restoration due to commence in February/March 2019. The City has an active ecological restoration program aimed at improving the condition of City reserves and contributes to the corporate target of 51% vegetation cover by 2020. The cost of undertaking such work limits the total hectares of land that can be revegetated in any given year. Opportunistic funds available from external government and non-government agencies therefore provides an additional, and potentially substantial, funding source for undertaking this work and supplementing the City of Gold Coast’s existing resources. The City’s three existing external partnerships were negotiated and entered into as trial projects, with Council approval sought for each project as it arose. While the projects have been successful, there is scope to improve and streamline the processes involved in negotiating and delivering these projects. Following the success of the trial, the City is now seeking Council endorsement to shift from a trial program to a fully operational program, implemented in accordance with the draft policy. The draft policy will formalise the external investment program and govern its implementation processes. Policy inclusions The draft Environmental Offset External Investment Governance Policy (the draft policy) defines the processes required when managing contractual obligations and delivering the ecological restoration works for partnerships entered into with external entities to deliver offsets. The draft policy covers the following key aspects associated with streamlining delivery of external offset projects. Clarification of roles and responsibilities With offset projects spanning a minimum of five years for delivery, it is important that roles and responsibilities are well documented to avoid issues associated with key stakeholder turnover during the life of a project. The policy outlines all internal departments involved in the negotiation and delivery of external partnerships, and clearly defines their roles. Land value determination Restoration costs for environmental offset projects typically cover seed collection, plant propagation, site preparation, fencing, planting, watering, ongoing maintenance, cost of the land and project management.

755th Council Meeting 29 May 2018 30 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 During the trial projects, the City did not charge the external entities a land value, as the works being offset (i.e. electricity and road infrastructure and a public school) were deemed to have provided a public benefit to the Gold Coast community, without commercial gain for the provider. The policy includes a decision workflow process to determine when land value should be charged. In summary, the policy proposes land value not be charged for partnerships with entities whose offset liabilities result from works that benefit the public (e.g. essential infrastructure provision). Conversely, external entities whose liabilities result from works where there is a commercial gain (e.g. private development) would be charged a land value component. Delegations for entering into external partnerships The policy identifies the approvals required for various aspects of a partnership by clarifying roles and responsibilities, and documenting process workflows. In particular, the policy proposes the CEO have delegation to enter into external partnerships. Negotiations for partnerships can often be time sensitive, with external entities having offset delivery deadlines, as well as being in negotiation with multiple potential restoration providers. For the City’s three existing external partnerships, delegation to the CEO was requested through Council resolution on a project by project basis. This process can add an additional minimum four weeks to the project timeframe and can easily extend depending on committee schedules. During this time, a potential partner may choose to move on to another offsets provider. To avoid this potential scenario, it is proposed that the CEO be provided with delegation to enter into future partnerships, undertaken in accordance with the policy. A clearly defined scope There are Local, State and Federal environmental offset policies applicable within the city, and each policy can cover a range of environmental factors (e.g. koala habitat, marine impacts, remnant vegetation etc). Within each of these, there are multiple mechanisms by which an offset could potentially be addressed (e.g. direct planting, direct benefit management plans, advanced offsets etc). A key aspect of the draft policy’s scope is that it intends to govern partnerships with entities that have offset liabilities requiring land based planting solutions (e.g. koala habitat restoration, remnant vegetation restoration etc). The three existing trial partnerships undertaken to date have all been for land based restoration projects. This has assisted the City in refining a governance process for partnering and delivery of land based plantings. Policy exclusions Marine based offset partnerships The current scope for the draft policy focuses on land based (i.e. terrestrial) planting projects. Partnerships with external entities that involve delivery of marine based restoration projects would follow a substantially different governance process from that which has been developed and refined over the course of the existing trial offset partnerships.

755th Council Meeting 29 May 2018 31 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 The City’s previous investment in marine offsets at Broadwater Parklands resulted in a well-established, successful trial site comprising constructed marine habitat and seagrass translocation to offset reclamation of 6.5 hectares of foreshore park for the City. While this project has been a successful implementation of marine offsets, it was undertaken internally, and did not involve an external funding partner. It is proposed that marine based offset partnerships with external entities be further investigated as trial projects (similar to the trial projects undertaken to date), separate from the draft policy, with a view to refining a governance process for future inclusion into the draft policy. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN 1.0 The best place to live and visit 1.2 We live in balance with nature We manage quality rural and urban living while looking after the future of the city’s rainforest, bushland, waterways and open space. Performance measures: Total native vegetation cover:

o 51% by 2022. Condition of native vegetation cover:

o High quality vegetation (remnant) - Maintain or improve vegetation cover. o Disturbed remnant vegetation - Maintain or improve vegetation cover. o Regrowth remnant vegetation - Maintain or improve vegetation cover.

The proposed policy aligns with the City’s Our Natural City Strategy, specifically: Key priority action 3.5: Work with the development industry, major infrastructure providers and government to direct investments and activities in the permanent protection of important natural assets and provision of vegetation offsets arising from the City Plan, the Queensland Governments Environmental Offsets Act 2014 and the Commonwealth’s Environment Protection and Biodiversity Conservation Act 10999 to help secure the city’s critical wildlife corridors, core habitat areas and substantial remnants. 7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Projects undertaken in accordance with the draft policy are funded by the external entity. External funding covers total costs for project management, planning, site preparation, fencing, propagation, planting and establishment, as well as a minimum of five years of ongoing maintenance and monitoring for restoration projects. People and Culture Investment negotiation and fund management (City Planning) City Planning officer time associated with negotiation and ongoing management of offset finances is currently undertaken through an existing temporary resource funded through the Open Space Maintenance and Enhancement Separate Charge (OSMESC) Reserve. It is proposed that project management fees received for this component of any external offset projects negotiated under the draft policy will be returned to the reserve annually to offset the funding of this officer.

755th Council Meeting 29 May 2018 32 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 Restoration implementation (Natural Areas Management Unit) Natural Areas Management Unit time associated with the preparation of restoration plans, administration of contracts and supervision of on ground works has to date been undertaken by existing permanent resources funded through the Open Space Maintenance and Enhancement Separate Charge (OSMESC). For future offset projects, it is proposed that required resources for these tasks be funded through project management funds which are factored into all offset quotes. Due to the sporadic nature of offset projects, these external project management funds (including both funds received to date, as well as future funds) will be utilised on an as needs basis, to appoint temporary Natural Areas Management Unit officers to assist in the administration and supervision of on ground contractors as required. Any additional temporary staff appointed to assist will be funded solely from offset funding sources provided by the external entities. Project management funds received through the development assessment offset process (not part of this policy) will also be combined with the above project management funds, and utilised for the delivery of offset projects (whether those projects are external partnerships or development assessment conditioned). 8 RISK MANAGEMENT Corporate Risk No: CO000675 - A reduction in the extent and quality of the City’s natural asset network, green space and community access opportunities, resulting in a possible decline in city liveability, image and economic potential. Directorate Risk No: CO000672 - Critical Species Management – City wide critical species continue to decline resulting in domestic and international reputational damage impacting the economy, environment and City image. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES Not Applicable. 11 DELEGATIONS Through this report, delegation is sought for the CEO to enter into external partnerships, in accordance with the draft policy.

755th Council Meeting 29 May 2018 33 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Manager Parks and Recreational Services

Lifestyle and Community Yes

A/Coordinator Catchment Management Unit

Water and Waste Yes

Senior Lawyer Office of the Chief Operating Officer

Yes

Coordinator Legal Information

Office of the Chief Operating Officer

Yes

Senior Property Officer (Acquisitions and Divestment)

Organisational Services Yes

Corporate Governance and Policy Officer

Office of the Chief Operating Officer

Yes

13 STAKEHOLDER IMPACTS External / community stakeholder Impacts Increased restoration works, funded by external sources (rather than through rayes)

will result in positive impacts from community stakeholders.

Internal (Organisational) Stakeholder Impacts Increased workload on the Natural Areas Management Unit through an increased

number of restoration projects to manage. This has been addressed in section 8 above.

14 TIMING The policy will come into effect upon Council endorsement of the draft policy. 15 CONCLUSION The City has conducted a successful trial external offset program since 2012, assisting three external proponents (Energex, the Department of Transport and Main Roads, and the Department of Education and Training) with the delivery of their offset requirements on City conservation land. The trial has attracted approximately $2.4 Million and resulted in the restoration of approximately 34.7 hectares of City land, with an additional 10 hectares of restoration due to commence in February/March 2019. The report seeks Council endorsement for the draft Environmental Offset External Investment Governance Policy (Attachment 1). The draft policy formalises the environmental offset external investment program, and will govern its implementation processes.

755th Council Meeting 29 May 2018 34 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 (Continued) DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 The report also proposes to create a process for the use of external project management funds (including both funds received to date, as well as future funds) on an as needs basis, to appoint temporary Natural Areas Management Unit officers to assist in the administration and supervision of on ground contractors as required. Any additional temporary staff appointed to assist will be funded solely from offset funding sources provided by the external entities. Finally, the report seeks delegation for the CEO to enter into future partnerships, and sign the required offset ‘Deed of Agreement’ documents between the City and future external partners. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council adopt the draft policy being the Environmental Offsets External

Investment Governance Policy (Attachment 1).

2 That Council delegate to the CEO the power to enter into and execute partnership agreements with external agencies for the purpose of delivering environmental offsets in accordance with the Environmental Offsets External Investment Governance Policy.

3 That Council note that any potential opportunities for future trial projects for marine based offsets will be investigated and presented to Council for endorsement.

4 That a report be brought back to Lifestyle and Community Committee annually to report on implementation of the Environmental Offset External Investment Governance Policy.

5 That Council note any additional Council resourcing required to implement on ground environmental offsets works will be undertaken using:

a funds received from external offset partnerships

b funds received form offsets conditioned through the City’s development assessment process.

Author: Authorised by: Sinclair Britton Alisha Swain Senior Environmental Policy Officer Director Economy, Planning and

Environment 23 April 2018 TRACKS REF: 68074108

755th Council Meeting 29 May 2018 35 Lifestyle And Community Meeting 17 May 2018 Adopted Report ITEM 5 CITY PLANNING BRANCH DRAFT ENVIRONMENTAL OFFSET EXTERNAL INVESTMENT GOVERNANCE POLICY CE196/171/02 COMMITTEE RECOMMENDATION LC18.0517.005 moved Cr Baildon seconded Cr Tozer 1 That Council adopt the draft policy being the Environmental Offsets External

Investment Governance Policy (Attachment 1). 2 That Council delegate to the CEO the power to enter into and execute

partnership agreements with external agencies for the purpose of delivering environmental offsets in accordance with the Environmental Offsets External Investment Governance Policy.

3 That Council note that any potential opportunities for future trial projects for marine based offsets will be investigated and presented to Council for endorsement.

4 That a report be brought back to Lifestyle and Community Committee annually to report on implementation of the Environmental Offset External Investment Governance Policy.

5 That Council note any additional Council resourcing required to implement on ground environmental offsets works will be undertaken using: a funds received from external offset partnerships b funds received form offsets conditioned through the City’s development

assessment process.

CARRIED

DETAILS Council Admin

Effective from: To be completed by CPP Contact officer: Senior Environmental Policy Officer, City Planning Next review date: To be completed by CPP File reference: CE196/171/02(P1) iSpot #

This policy 62365818v14 Value Proposition 53774859

OBJECTIVES AND MEASURES

Objectives • Increase partnerships and investment in the provision of vegetation offset activity in the city

• Increase native vegetation cover as a result of vegetation offset activity

Performance measures • Area of land (hectares) where ecological restoration and management activities have been undertaken and completed to increase total vegetation cover due to offset activity

• Number of hectares of land where condition of native vegetation has been improved through external offset activities.

• Number of external offset partnerships entered into • Amount ($) invested in external offset activities within the city.

Risk assessment • Medium

POLICY STATEMENT

Council of the City of Gold Coast (Council) is committed to delivering high quality ecological restoration utilising external offset investment within Council's conservation estate, in partnership with major infrastructure providers, Commonwealth and State Governments (external entity).

The Environmental Offset External Investment Governance Policy (the Policy) defines the processes required when managing contractual obligations and delivering the ecological restoration works for partnerships entered into with external entities to deliver offsets.

Offsets will be delivered through ecological restoration and mainly occur within Council managed conservation estate. Ecological restoration includes, but is not limited to, direct planting, weed control and natural regeneration, revegetation and other maintenance activities.

Environmental offset activity in the city must be managed in accordance with the provisions of the Environmental Offsets Act 2014 and Environmental Protection and Biodiversity Conservation Act 1999 (Cwth).

Council will partner with external entities that require ecological restoration works to occur in order to compensate for their impacts on matters of National or State environmental significance, for terrestrial based offset requirements.

Ecological restoration works will be undertaken on Council managed conservation estate protected in perpetuity utilising a protection mechanism (e.g. environmental covenant). Council will not take on the external entity’s offset liability. Rather it will assist the external entity to discharge the offset liability through ecological restoration works.


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SCOPE

The Policy provisions govern partnerships between Council and external entities that have terrestrial offset liabilities arising from:

• The Queensland Government’s Environmental Offsets Act 2014; and/or • The Commonwealth’s Environmental Protection and Biodiversity Conservation Act 1999.

This policy does not apply to:

• Marine offsets under the State or Federal policies; or • Advanced offsets; or • Direct Benefit Management Plans; or • Offset projects triggered by the City Plan (offsets arising from the City Plan are governed by

the SC6.8 City Plan policy – Environmental offsets).

DEFINITIONS Council managed conservation estate: land managed by Council’s Natural Area Management Unit (NAMU) and mapped by Council as ‘conservation estate’.

Council: Council of the City of Gold Coast, the legal entity.

Deed of Agreement (DOA): a contract between Council of the City of Gold Coast and the external entity detailing the conditions of agreement including scope of proposed restoration works, terms and conditions for services provided and remuneration arrangements required to discharge all or some of the offset liability.

Ecological restoration: the process of assisting the recovery of an ecosystem that has been degraded, damaged or destroyed.

Ecological Restoration Plan (ERP): a plan developed by the Natural Areas Management Unit (NAMU), and agreed to by the external entity, detailing the ecological restoration works required to discharge all or part of the offset liability.

External Entity (EE): Commonwealth Government, Queensland Government Department or major infrastructure provider.

Matters of State Environmental Significance (MSES): list of natural values and areas as described in the Queensland Government’s ‘State Planning Policy 2014’1

Matters of National Environmental Significance (MNES): the following matters protected under the Environment Protection and Biodiversity Conservation Act 1999, chapter 2, part 3:

• World heritage properties. • National heritage places. • Wetlands of international importance. • Listed threatened species and communities. • Listed migratory species. • Commonwealth marine areas. • Great Barrier Reef Marine Park.

Offset liability – legislative requirement to undertake ecological restoration to offset unavoidable impacts to Matters of State or National Environmental Significance.

Offset register – publicly available register of all offset sites; administered by Department of Environment and Science.

Options Paper (OP) – paper detailing potential option locations that meet the requirements of the external entity offset liability. This paper will include site information, detailed costs to undertake seed collection and propagation, site preparation, ecological restoration works, maintenance and land value (where relevant) for each option.

1 https://www.dilgp.qld.gov.au/resources/policy/state-planning/spp-april-2016.pdf


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Protection mechanism – Refer to section 6

Public benefit– for the purposes of this policy, a project provides a public benefit when new or improved public infrastructure is provided, and no commercial gain is achieved for the external entity. In most instances, government agencies providing infrastructure will automatically be deemed to be providing a public benefit. Infrastructure works conditioned through the development assessment process, to be delivered by a non-government external entity, cannot be defined as providing a public benefit.

RELATED POLICIES AND DELEGATIONS

• Code of Conduct for Employees Policy • Delegated Power and Authorisations Policy • External Communication Policy • Enterprise Risk Management Policy • Investment Policy • Information Management and Information Privacy Policy • Legal Advice Policy • Procurement Policy and Contract Manual • Social Media Policy • Work Health and Safety Policy • Delegation Number (to be inserted after Council adoption)

LEGISLATION • Local Government Act 2009 (Qld) • Local Government Regulation 2012 (Qld) • State Planning Policy 2014 • Nature Conservation Act 1992 (Qld) • Environmental Offsets Act 2014 (Qld) • Environmental Offsets Regulation 2014 (Qld) • Environmental Protection and Biodiversity Conservation Act 1999 (Cth)

SUPPORTING DOCUMENTS • Attachment A: Standards • Process One: Negotiation and Options Paper • Process Table One: Negotiations and Option Paper • Process Two: Entering into a Deed of Agreement • Process Table Two: Entering into a Deed of Agreement • Process Three: Deliver Ecological Restoration Plan • Process Table Three: Deliver Ecological Restoration Plan and Manage Works

RESPONSIBILITIES Sponsor Director Economy, Planning and Environment Owner Manager City Planning

VERSON CONTROL

To be completed by Corporate Planning and Performance

Document Date Approved

Amendment

1.0


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1. BACKGROUND

Legislation requiring environmental offsets for unavoidable impacts to defined matters of environmental significance exists at both Commonwealth and State Government levels. The Commonwealth’s Environmental Protection and Biodiversity Conservation Act 1999 contain an environmental offsets policy requiring external entities to provide offsets for impacts on Matters of National Environmental Significance (MNES). Similarly the Queensland Government’s Environmental Offsets Act 2014 requires offsets for impacts on Matters of State Environmental Significance (MSES). External entities that have offset liabilities under Commonwealth or Queensland Government policies may be required to undertake ecological restoration works in order to compensate for their impacts on matters of environmental significance. This provides Council with a unique opportunity to partner with external entities to discharge their offset liability within the city. These partnerships will provide a cost effective avenue to assist in achieving our corporate target of 51% native vegetation cover.

2. PURPOSE

This standard defines the governance requirements to deliver environmental offsets funded by external entities to discharge some or all of their offset liability. This standard provides a clear process to guide Council when managing contractual obligations and delivering the ecological restoration works. Figure 1: Environmental Offset External Investment Policy Governance Process

•Environmental Offset External Investment Policy Governance Process:

1 •Process One: Negotiate with external entities and prepare Options Paper (OP).

2 •Process Two: Prepare and enter into a Deed of Agreement (DOA).

3 •Process Three: Deliver Ecological Restoration Plan (ERP) and Manage Works.


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3. ROLES AND REPONSIBILITIES

The City Planning Branch of the Economy, Planning and Environment Directorate is responsible for administering the Environmental Offset External Investment Governance Policy (the Policy). The Senior Environmental Policy Officer is the central point of contact for all issues relating to this policy. Internal and external stakeholder roles are identified in Table 1: Roles and Responsibilities.

Table 1: Roles and responsibilities

Who Role Responsibility

Senior Environmental Policy Officer City Planning Branch, Economy, Planning & Environment

Program manager

• Liaise with external entities to coordinate and manage all activities in accordance with this Policy.

• Provide a central point of contact and coordinate all communication between internal and external stakeholders.

• Manage all financial considerations in accordance with the Deed of Agreement.

• Coordinate negotiations and development of Options Paper, Deed of Agreement and Ecological Restoration Plan.

• Consult with relevant internal stakeholders to ensure implementation of any required protection mechanisms (note – stakeholders may be different depending on the type of protection measure required).

• Report to Business Owners for approval to proceed in accordance with this Policy.

• Report to Council where dictated by the Policy. • Maintain and provide access to offset receiving sites information.

Natural Area Management Unit (NAMU)

Asset custodian Internal referral

• Review feasibility of the external entity request. • Develop costed Options Paper (expert advice on the offset site

options based on EE offset liability). • Review Deed of Agreement. • Develop Ecological Restoration Plans. • Manage delivery of the ecological restoration works in accordance

with the Ecological Restoration Plan. • Manage monitoring and reporting where required within the Deed

of Agreement. • Provide internal progress updates (including expenditure of funds). • Assist in maintaining offset receiving sites information.

Catchment Management Unit (CMU)

Internal referral

• Provide advice relating to catchment management issues associated with terrestrial based offsets involving riparian restoration.

Property Services Internal referral

• Provide expert advice relating to land valuation process. • Support application of protection mechanisms where requested by

the Program manager.

Finance and Administrative Services Branch (Corporate Finance embedded within EP&E)

Internal referral

• Assist the Program manager to manage administration of external entity offset funds in line with the Deed of Agreement including increasing budget at quarterly budget review.

Legal Services • Provide legal advice in drawing up or reviewing the Deed of Agreement between Council and the external entity.


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Who Role Responsibility

Chief Executive Officer

Approval • Approve Deed of Agreement with external entity.

Manager City Planning

Owner • Approval to enter into discussion with external entities to proceed to Options Paper.

• Approval of DOA

Manager Parks and Recreational Services

Owner • Approval to enter into discussion with external entities to proceed to Options Paper.

• Approval of DOA

Director Economy, Planning & Environment

Sponsor • Approval of Options Paper • Approval of DOA

External entity External Stakeholder

• Provide information on the proposed impact. • Prepare draft Deed of Agreement utilising Council’s template. • Review all documentation developed by Council. • Provide all funding to undertake works excluding those costs

identified in section 4.2.

3.1 ABBREVIATIONS

Internal and External Stakeholders: • Environment Planning: Program Manager (EP) • Natural Area Management Unit (NAMU) • Catchment Management Unit (CMU) • External entity (EE) • Parks and Recreational Services (P&RS) • City Planning (CP) • Legal Services (LS) • Property Services (PS) • Corporate Finance (CF)

4. COSTS ASSOCIATED WITH DELIVERY OF OFFSET

4.1 CONTRIBUTION OF COUNCIL

Council will provide the following contributions and cover the following costs: • Preparation of costed Options Paper • Drafting, or review, of the Deed of Agreement between Council and the external entity.

4.2 CONTRIBUTION OF THE EXTERNAL ENTITY

The External Entity will cover the following costs (these will not be covered by Council):

• Preparation of Ecological Restoration Plans • Site preparation, fencing, plant propagation, restoration works, ongoing maintenance, project

management and supervision of contractors as required to deliver the ecological restoration works

• Rehabilitation of offset works damaged/destroyed by drought, fire, floods or other natural disaster impacts beyond the control of Council

• Monitoring reports • Survey and administrative fees associated with applying an appropriate protection

mechanism, such as a covenant, where required • Any additional items required by the external entity, but not identified within the Deed of

Agreement or quotation documents.


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5. DELEGATION

The Deed of Agreement between the external entity and Council must be signed by the CEO under delegation.

6. PROTECTION MECHANISMS

If an environmental offset receiving site is not within Council managed conservation estate, or the external entity requires additional receiving site protection, there are a range of protection mechanisms available to provide protection in perpetuity. These include (but are not limited to):

• Statutory environmental covenants under the Land Titles Act 1994 (Qld). • Nature refuges under the Nature Conservation Act 1992 (Qld). • Environmental offset protection area under section 30 of the Environmental Offsets Act 2014

(Qld).


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1 Offset request

received

2 Internal

consultation on offset proposal

4 Seek P&RS and CP

Management endorsement of

concept

4a Terminate negotiation

3 Decision to apply

land value

5 NAMU develop Options Paper

6 Review Options

Paper

7 Seek Managers and Director approval of

Options Paper

8 EE to review Options

Paper

8a EE decline Options

Paper

8b EE agrees with proposal within Option Paper.

Move to Process Two: Entering into

Deed of Agreement

3a Is EE a Government

Entity or non-Government entity?

Government Entity providing public

infrastructure

No land value applied

Non-Government Entity

3b Does the impact

meet policy’s public benefit test? No

Yes

3b Notify EE that they

must pay land value

3c EE not willing to pay

land value

3d EE willing to pay

land value

3c Terminate negotiations

3d CP to discuss with

stakeholders whether to proceed

3e Determine land value

No

No Yes Yes

No

Yes


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# Task Description Deliverables Responsibility

1 Offset proposal received Council is approached by EE requesting assistance with delivery of an offset.

2 Internal consultation on offset proposal

EP to distribute the offset request from the EE to the internal stakeholders. Discuss the project’s merits and determine if Council is likely to be able to deliver a suitable offset.

Decision to proceed

EP, NAMU

3 Decision to apply land value If EE and Council have reached an agreement to proceed, EP to determine if a land value is to be applied and calculate the land value for each of the options.

Make decision to apply land value

EP

3a Is EE Government or non-government?

Government agencies providing public infrastructure or undertaking works to benefit the public are not required to pay a land value, as their works are deemed to provide a public benefit. Move to Step 5.

Email to EE EP

3b Determine public benefit? Officers from EP will determine if the work requiring offsetting is providing a public benefit in accordance with the policy definition. Where there is no public benefit notify the EE they are required to pay a land value. Where there is a public benefit, no land value will be applied. Move to sub-process 4.

Email to EE EP

3c Terminate negotiations If non-government, with no public benefit and not wishing to pay a land value, terminate negotiations.

Email EE EP

3d Decide whether to proceed If non-government, with no public benefit but intend to pay a land value, EP to consult with stakeholders to determine if Council will proceed with negotiations.

Meeting with internal stakeholders

EP, NAMU

3e Determine land value Approach PS to estimate land value of all options proposed. Land value of all options

EP, PS

4 Seek P&RS and CP Manager endorsement of concept

Seek P&RS and CP Management approval to commence detailed negotiations to secure this offset project.

Approval email from Managers

EP and NAMU (P&RS)


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4a If no, terminate negotiation If Council decides they will not pursue the offset proposal, EP to contact the EE and terminate the negotiation.

Email or phone call to EE

EP

5 Request NAMU develop Options Paper

If Council decides to proceed, EP requests NAMU draft an Options Paper for the EE.

Email request to NAMU

EP

6 Review Options Paper NAMU provides EP with draft Options Paper outlining cost estimate for each option proposed to discharge some or all of the EE offset liability. Manager P&RS and internal stakeholders to review draft and provide comment where necessary.

Draft Options Paper

EP NAMU

7 Seek Managers & Director Approval of Options Paper

EP to finalise the Options Paper, confirm P&RS Manager approval and seek CP Manager and Economy, Planning and Environment Director approval to send to the EE.

Approved Options Paper

EP

8 EE to Review Option Paper EP to send Options Paper to EE for review. EE to review Options Paper

EP

8a EE decline If no satisfactory option can be found, terminate negotiations. EE to inform EP EE

8b EE review and agree EE to advise of preferred option and provide comments or amendments to EP. More to Process Two: Entering into Deed of Agreement.

EE response EE EP


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2 EE to prepare draft

DOA

1 Deed of Agreement template sent to EE

3 Stakeholder review

and provide comment on DOA

6 EP to amend DOA based on meeting

discussions

12 Final DOA sent to the

CEO for approval under delegation

5 EP to organise

meeting with internal stakeholders

8 EP to send DOA to

EE

Not approved

4 EE to amend DOA

Approved

11 Seek Managers

and Director approval of DOA

7 EP to send amended DOA to LS for review

9 EE to endorse and

sign DOA


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Task Description Deliverables Responsibility

1 Deed of Agreement template sent to EE

EP to provide the EE with the Deed of Agreement template (DOA - #53837219). EP send email to EE

EP

2 EE to prepare draft DOA EE to prepare the draft DOA based on information provided within the Options Paper. EE send draft DOA to EP.

EE prepare draft DOA

EE

3 Stakeholder review and provide comment on draft DOA

EP sends drafted DOA to internal stakeholders for review. EP compiles feedback on draft DOA from internal stakeholders. EP to send comments to EE.

Email compiled comments to EE

EP NAMU, LS

4 EE to amend DOA EE to review comments and make required amendments to the DOA. Send 2nd draft DOA to EP.

Amended DOA EE

5 EP to organise meeting with internal stakeholders

EP to organise a meeting with internal stakeholders to discuss the draft Deed of Agreement. This meeting is to agree on final content of DOA. Distribute minutes of the meeting to all stakeholders.

Stakeholder meeting minutes

EP, NAMU, LS, EE

6 EP to amend DOA based on meeting discussions

EP to amend the draft DOA, based on the outcomes of internal and external meeting and provides the amended Deed of Agreement to the EE for endorsement.

Final draft DOE Email to EE

EP

7 EP to send amended DOA to LS for review

EP to send the amended DOA to LS for review. LS to provide comment to EP.

Email to LS EP, LS

8 EP send DOA to EE EP to send final draft DOA to EE for endorsement. EP email to EE EP

9 EE endorsed DOA EE to endorse and sign final DOA. EE approved DOA EE

10 Seek Managers & Director Approval of DOA

EP to seek P&RS Manager, CP Manager and Economy, Planning & Environment Director approval to enter into DOA with EE.

Approved DOA NAMU, EP

11 Final DOA to CEO for approval under delegation

Chief Executive Officer (CEO) to sign the Deed of Agreement under delegated authority.

Endorsed DOA EP


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1 Set up project

number

3 Confirm funds

received

4a NAMU prepare draft

ERP

4b Internal stakeholder

review

5 NAMU to select

providers to undertake work as specified within the

ERP

4c EE review and endorse ERP

4 EP request NAMU develop draft ERP

6 Engage selected

providers

8 EP to manage funds

This process can occur several

times to deliver offset works over the life of the project

9 EE and EP to apply relevant protection

mechanism

10 EP to compile closeout report

2 Send invoice to EE


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Task Description Deliverable Responsibility

1 Set up project number EP to liaise with CF to organise project number based on details as specified within the DOA.

Project number CF, EP

2 Send invoice to EE EP to send invoice to the EE to transfer funds to the project number based on the details as specified within the DOA.

Email EE EP, EE

3 Confirm funds received Confirm correct funding amount has been received from EE based on the details as specified within the DOA.

Confirm funding received

EP

4 EP request NAMU develop draft ERP

EP to request NAMU prepares a draft ERP. Email to NAMU EP

4a NAMU prepare draft ERP NAMU undertake site visit at offset delivery site. NAMU to prepare a draft ERP.

Draft ERP NAMU

4b Internal stakeholder review NAMU to obtain feedback from EP and other stakeholders relevant to the specific works (e.g. Where NAMU are undertaking works involving riparian vegetation, liaise with Catchment Management Unit). NAMU to amend ERP and send draft document back to EP.

Stakeholder reviewed draft ERP

NAMU, EP

4c EE review and approve ERP EP to provide draft ERP to EE for review and approval. EP and NAMU to make negotiated amendments to ERP if required.

EE endorse ERP EP, EE

5 NAMU to select providers to undertake works as specified within the ERP

Based on the parameters as specified within the ERP (DOA and OP) NAMU to approach the approved panel of providers to select providers to undertake works.

Providers selected NAMU

6 Engage selected providers NAMU to engage selected provider to complete the ecological restoration works and ongoing maintenance activities. NAMU to provide monthly project updates (including expenditure) to EP. NAMU will engage the provider up to a maximum of 1 year at a time to complete the project.

Engage providers Complete works

NAMU


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Task Description Deliverable Responsibility

8 EP to manage funds EP to collate and reconcile all expenditure of funds. EP to reconcile costs paid to the provider against invoices. EP to save all invoices to iSPOT. Any unspent funds must be funnelled back into the offset site for maintenance purposes.

Fund management EP

9 EE and EP to apply relevant protection mechanism

As per the DOA, EE and EP apply and register the identified protection mechanism over the offset area.

Protection mechanism applied

EE and EP

10 EP to compile closeout report EP to coordinate collation of a closeout report to report final expenditure, summarise progress reports and record lessons learned.

Closeout report EP and NAMU


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755th Council Meeting 29 May 2018 51 Lifestyle And Community Meeting 17 May 2018 Adopted Report CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION moved Cr Baildon seconded Cr O’Neill That the Committee move into Closed Session pursuant to Section 275(1) of the Local Government Regulation 2012, for the consideration of the following items for the reasons shown:-

CARRIED

Item Subject Reason

6 Miami Aquatic Centre Redevelopment Budgetary Matter

Prejudicial Matter

7 Contract for the Management of the Miami Aquatic Centre Contractual Matter

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

CARRIED Following resumption into Open Session Items 6 & 7 were moved and carried as shown on the following pages.


ITEM 6 COMMUNITY VENUES & SERVICES MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) Refer 1 page attachment BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

275 (1) of the Local Government Regulation 2012 for the reason that the matter involves:

(c) the local government’s budget; and (h) other business for which a public discussion would be likely to prejudice the

interests of the local government or someone else, or enable a person to gain a financial advantage.

1.2 I recommend that the report/attachment be deemed non-confidential except for those

parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to present the Masterplan for the redevelopment of the Miami Aquatic Centre and to seek endorsement for the project to advance to design documentation and construction for Phase 1. 4 PREVIOUS RESOLUTIONS Council Resolution G17.0428.021 (in part): 1 That the report/attachment be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That Council note the findings of the Aquatic Centres Strategic Review as a guide to future management and development of aquatic centres in the city, noting the following specific actions that will be subject to future budget approval:

c Prepare a Master Plan to guide the future redevelopment of the Miami Aquatic Centre, with a focus on redeveloping the old 8 lane 50 metre pool and learn to swim pools, and replacing the existing demountable buildings with new buildings to include reception, entry, café, retail, club rooms, fitness centre and amenities.

3 That the future management arrangements for aquatic centres be the subject of the development of a business case considering a range of options, including contracting out or in house management.


ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) 5 DISCUSSION Project Need The Miami Aquatic Centre (MAC), considering its age and condition, is still a very active facility for the community. The facility continues to see an increase in patronage and currently receives more 310,000 visits annually making it the second most popular aquatic centre in the City. The MAC experiences the second highest visitation rate of Council’s eight aquatic centres, only behind the Gold Coast Aquatic Centre.

The drivers for this redevelopment project are: Existing facilities that are beyond their operational and serviceable lives and require

renewal. Upgrading a number of the facilities to accommodate:

a A projected increase in patronage as a result of higher density population within

the catchment; b Changing demographic; and c High performance requirements.

Renewal of Facilities The original facility comprised a 50 metre pool and opened in 1976. An amenity and entry building and a children’s play pool was constructed soon after. The existing learn to swim pool was added by a former lessee and in 1998 the “new” 50 metre pool was constructed. The original entry to the facility (located adjacent the Burleigh Bears carpark on the eastern side of the site) was closed and relocated to a temporary building on the western side of the site over 10 years ago. This temporary building continues to operate to this day.


ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) The majority of the facility is operating beyond both its functional and useful life and does not meet the requirements of a modern aquatic centre. The following key issues need to be addressed: ‘Old’ 50 metre pool - this pool is almost 50 years old and has reached the end of its

design life. In addition to the ongoing issues of leaks, the concrete shell itself is failing. Also, the pool is too shallow at both ends and not compliant with current Royal Life Saving design requirements. As such the dive blocks have had to be removed from this pool resulting in the limitation of its use.

Change facilities - only minimal works have ever been undertaken on these facilities

and they are now operating beyond their useful life.

Learn to Swim Pool - the existing Learn to Swim pool and enclosure, whilst still operational, is at the end of its life cycle (built in the early 1990's) and is not meeting current needs or demands. Despite this, the centre has enrolments of around 1,325 students.

Entry - the existing entry operates from a temporary building. Its size alone is a

limiting factor in being able to service both customers’ requirements and generate income.

Upgrading of Facilities Queensland Government data estimates the population of the Gold Coast Statistical Area in 2016 as being 577,340. This is projected to increase to 713,842 by 2026 and 882,584 by 2036. Current and projected populations for the MAC catchment are tabled below.

The design life an aquatic facility is approximately 50 years. Many local authority aquatic leisure facilities have been built for specialist or limited market users (i.e. competitive swimmers or high level sport participants). Detailed planning and comprehensive feasibility studies now are able to show more targeted user profiles.


ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) Such studies usually identify the demographic profile of residents in the project area, their current aquatic and leisure participation patterns and use of surrounding aquatic facilities that provide a sound base for designing more user-friendly facilities. The majority of aquatic facility market research indicates that in order to be viable, future complexes should cater for four distinct aquatic user markets as outlined below: Recreation and Leisure Market - usually made up of families, people coming with

friends and groups for fun, relaxation, social activity and low level competition/participation.

Competitive/ Training/Fitness Market - usually made up of people predominantly

attending facilities alone for structured fitness or competition activities.

Education Market - usually made up of children and adults wishing to increase water safety and survival skills. Includes Learn to Swim classes, school and club use and individuals improving their skills and techniques. They require hot water pools and water depths with some straight edges and easy water access etc.

Health and Therapy Market - usually made up of children, adults and older adults

wanting to relax or exercise in hot water. This market also includes specialist health condition groups such as arthritis, asthma suffers, etc. They require hot water pools and associated health relaxation areas, i.e. spa, saunas, etc.

The recently completed 2017 Aquatic Centres Strategic Review recommended that the Miami Aquatic Centre should be positioned as a High Performance centre focusing on facilities that support aquatic based high performance programs and services, including increase lap swimming space and fitness related activities. Short to medium term recommendations were to; Redevelop the ‘old’ 8 x lane 50m outdoor pool to address condition audit issues and

take the opportunity to expand the new pool to 10 lanes in keeping with the performance classifications.

Upgrade the leisure pool to a more contemporary facility. Remove demountable buildings and develop a new administration and amenity

building combining;

o Reception o Entry o Café o Retail space o Club rooms (combine all whole of site club spaces) o Gym o Change rooms; and

Expand car parking into the unused tennis courts and volleyball courts.


ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) Master Planning Process Master Planning commenced in 2017. This process further investigated, tested and developed the proposed recommendations in the 2017 Aquatic Centres Strategic Review. The report covered a number of areas including but not limited to: User Catchment and Operating Trends Future Master Plan Impacts Facility Constraints and Opportunities Ageing/ Non-contemporary Facility Mix and Layout. High Performance Centre Requirements Car Parking and Access Neighbouring Area Uses Pizzey Park Planning and Use User Tenure Considerations Constraint and Opportunities Implications Key Informant Consultation and Trends. The recommended facility mix was prepared considering the following future facility redevelopment guiding principles: Address contemporary trends for aquatic facilities. Support the positioning of the Miami Aquatic Centre as a high-performance centre in

accordance with the adopted position of the City of Gold Coast Aquatic Centres Review.

Maximise usage and viability. Consider a staged development approach Address community demand. Project Phasing As with the majority of master planning processes, the MAC Masterplan has considered both the initial redevelopment requirements as well spatially considered future stages and opportunities for the site that would be subject to the future consideration of Council. Accordingly, the Masterplan proposes the initial redevelopment of the site (refer attachment 1) will include: Phase 1 (Schematic design of Phase 1 and Documentation & Construction of Phase 1). Retain existing 50 metre Pool adjacent to Pacific Avenue. Demolish ‘old’ 50 metre pool, Learn to Swim pool structure & associated

plant/equipment. Demolish Swim Club Building and relocate to renovated former residence. Demolish existing Tennis and Volleyball courts. Remove all temporary building structures. Refurbish ‘new’ 50 metre pool and install two-part flip-up boom. Construct 50 metre heated pool with compliant access ramp, and shade covering

30% of the wetted surface area. Construct heated indoor Learn to Swim/Program Pool with access ramp. Construct additional car parking. Construct new change facilities, entry, admin and café. Construct new water play facilities.


ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18)

6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL 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 3.0 People contribute to a strong community spirit

3.3 Our community is inclusive and supportive We are a diverse community where everyone is welcome, families thrive and people know their neighbours. Corporate Plan Outcome – Plan and implements appropriate community facilities through the City’s network of Community Centres 7 FUNDING AND RESOURCING REQUIREMENTS

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Potential future phases of the Masterplan are not as yet included in either the four or 10 year Capex programs and will be subject to further investigations, needs assessment and viability testing. Subject to the outcomes of this planning further reporting will be provided to Council so it can further consider its position on such opportunities. Given that the initial redevelopment of the MAC is replacing and modernising existing services with only minor upgrades (e.g. old 50 metre pool is proposed to be extended from eight lanes to 10 lanes) there are no additional operating expenses proposed as a result of the Phase 1 of the redevelopment. People and Culture The Miami Aquatics Centre is currently managed by external management contractors, with this arrangement proposed to continue through Phase 1 of the redevelopment. The management model for the site will be considered further while redevelopment of this site is occurring. Management arrangements will either be brought in-house or tendered ahead of re-opening. This will be subject to a separate, future report 8 RISK MANAGEMENT As highlighted previously, the Miami Aquatics Centre was originally constructed in the mid- seventies with the majority of facilities, particularly the original 50 metre pool, now at the end of its useful life and not meeting current standards. Planned renewal investment seeks to address the risk of service failure while modernising the facilities to meet the significant existing and future demands of the central Gold Coast. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES Not Applicable. 11 DELEGATIONS Not Applicable.

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ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Richard Pascoe, Manager Community Venues and Services

Community Venues and Services

Yes

Brett Robinson, Executive Coordinator Major Sporting & Aquatics

Community Venues and Services

Yes

Julie Brooks, Executive Coordinator Directorate Finances

Corporate Finance Yes, in relation to financial matters

Leah Lang, City Architect Office of the CEO Yes, in relation to design matters. The Office of City Architect will be included in the Project Team through the Design Documentation phases.

13 STAKEHOLDER IMPACTS As part of the Masterplan process Council’s consultant Otium Planning and Council Officers met with both internal and external facility stakeholders. In general, those that participated in the consultation were extremely supportive of the proposed redevelopment. Further consultation is planned once the draft Masterplan has been endorsed by Council.

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14 TIMING Phase 1 of the project is planned to be completed over the following three financial years with construction planned to commence in late 2019. Over this period the Aquatic Centre is still planned to be operational on a limited basis with only the new 50 metre pool open to the public.

15 CONCLUSION The Miami Aquatics Centre with over 310,000 annual visitors is the City’s second most popular Aquatics Centre. It has been, and still is, the training facility for many past and present Commonwealth, Olympic and world champions. Tens of thousands of children have learnt to swim at this facility with many tens of thousands more attending for school carnivals, underwater hockey, and aquatic based activities. The proposed Masterplan and staging addresses the shortcomings of the existing complex. Commencing the redevelopment of this facility into a modern aquatic centre will ensure this venue will service the communities’ needs and requirements for another fifty years.

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ITEM 6 (Continued) MIAMI AQUATIC CENTRE REDEVELOPMENT CS433/108/-(P18) 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report/attachment be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the Masterplan for the Miami Aquatic Centre be used as the guiding document for the redevelopment of the facility.

3 That Design Documentation and Construction be progressed for Phase 1 as outlined in the Masterplan.

Author: Authorised by: Peter McCabe Alison Ewens Senior Project Engineer Director Lifestyle and Community 12 April 2018 TRACKS REF: 68684378

ADOPTED AS PRINTED COUNCIL MEETING 29 MAY 2018 Cr Tozer declared that a real (or perceived) conflict of interest in this matter could exist (as per section 173 of the Local Government Act 2009) due to the fact that he had in the past received gifts from Belgravia, who operate other aquatic centres in the city, but that he had considered his position and was firmly of the opinion he could participate in debate and vote on this matter in the public interest. COMMITTEE RECOMMENDATION LC18.0517.006 moved Cr Tozer seconded Cr Baildon

1 That the report/attachment be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the Masterplan for the Miami Aquatic Centre be used as the guiding

document for the redevelopment of the facility. 3 That Design Documentation and Construction be progressed for Phase 1 as

outlined in the Masterplan.

CARRIED Cr Tozer voted in the positive.



COUNCIL MEETING 29 MAY 2018 Conflict of Interest - Cr Tozer:- Pursuant to section 175E(2) of the Local Government Act 2009, I would like to inform the meeting that I have a personal interest in this matter, which I recognise may be a real or perceived conflict of interest the particulars of which are as follows: The name of the person or entity is: Belgravia The nature of the relationship is: Belgravia is an operator of

aquatic centres throughout the city

The value of the gift or benefit received is: valued at approximately $1500 The nature of the other person’s interest in the matter is: Belgravia provided

complimentary swimming lessons for my children in return for me promoting Belgravia and learn-to-swim programs including the production of a video advertising the Mudgeeraba aquatic centre

I will now leave and stay away from meeting so that the matter may be discussed and voted on in my absence. Cr Tozer left the room RESOLUTION G18.0529.013 moved Cr Vorster seconded Cr La Castra

That Committee Recommendation LC18.0517.006 be adopted as printed which reads as follows:-

1 That the report/attachment be deemed non-confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the Masterplan for the Miami Aquatic Centre be used as the guiding document for the redevelopment of the facility.

3 That Design Documentation and Construction be progressed for Phase 1 as outlined in the Masterplan.

CARRIED UNANIMOUSLY Cr Tozer returned to the room


Attachment 1: Miami Aquatics Centre Masterplan


ITEM 7 COMMUNITY VENUES & SERVICES CONTRACT FOR THE MANAGEMENT OF THE MIAMI AQUATIC CENTRE CS433/108/-(P18) 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

275 (1) of the Local Government Regulation 2012 for the reason that the matter involves (e) contracts proposed to be made by it

1.2 I recommend that the report be deemed non-confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to seek approval for a two year continuation for the incumbent contractor - City Venue Management, for the management of the Miami Aquatic Centre whilst extensive construction and redevelopment activities are carried out. 4 PREVIOUS RESOLUTIONS Ex minute G17.0428.021 (in part): 2 That Council note the findings of the Aquatic Centres Strategic Review as a guide to

future management and development of aquatic centres in the city, noting the following specific actions that will be subject to future budget approval:

c Prepare a Master Plan to guide the future redevelopment of the Miami Aquatic Centre, with a focus on redeveloping the old 8 lane 50 metre pool and learn to swim pools, and replacing the existing demountable buildings with new buildings to include reception, entry, café, retail, club rooms, fitness centre and amenities.

5 DISCUSSION Council has managed service providers for four of its aquatic centres - Helensvale, Miami, Mudgeeraba and Nerang; with contracts expiring 31 October 2018. It is planned for Helensvale, Mudgeeraba and Nerang pool management contracts to go to open tender in the near future, however the future Miami Aquatic Centre pool management requires separate consideration. Due to the planned extensive redevelopment of the Miami Aquatic Centre, which is currently in design phase and due to commence in April 2019; the level of business interruption over the eighteen month redevelopment period, which includes up to 75 per cent of the centre becoming a construction zone, will be significant. It will include extensive demolition works, a full rebuild and relocation of a 50 metre pool and the full rebuild and relocation of the Learn to Swim pool as well as the loss of car parking spaces.

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ITEM 7 (Continued) CONTRACT FOR THE MANAGEMENT OF THE MIAMI AQUATIC CENTRE CS433/108/-(P18) As a result of the extensive redevelopment, operational restrictions, and required interactions with the construction contractor/s; scenario planning has determined that maintaining the incumbent management provider over this period as the most favourable solution for Council. Retaining the current provider will ensure continuity of service and provide the best solution for maintaining high customer service, and managing interactions and WHS requirements with the construction contractor/s. Over the past 10 years, City Venue Management has developed extensive capability and knowledge of the Miami Aquatic Centre. This extensive knowledge and existing customer relationships will be essential to achieving the redevelopment outcomes of the Miami Aquatic Centre and managing community and customer expectations during that time. It is recommended that Council approve for officers to negotiate with the incumbent supplier - City Venue Management, to maintain management operations at the Miami Aquatic Centre for a two year period, with a six month extension option. The negotiated contractual arrangement will be at a reduced fee appropriate to the level of access to facilities that will be available during the construction phase of the extensive pool redevelopment. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND OPERATIONAL PLAN B We manage the city responsibly Our stewardship of the city provides value for money for ratepayers. 7 FUNDING AND RESOURCING REQUIREMENTS 2017-18 - no impact on operating revenue and expense budgets. 2018-19 - no impact on operating revenue and expense budgets. 2019-20 - reduced operating revenue and expenditure during the redevelopment period

commensurate with the access to facilities that will be available during the construction phase.

8 RISK MANAGEMENT CO000444: Core community and social infrastructure related services do not meet the needs of residents. 9 STATUTORY MATTERS Not Applicable. 10 COUNCIL POLICIES The proposed way forward is in accordance with the requirements of Council’s Procurement Policy and Contract Manual. 11 DELEGATIONS Not Applicable.


ITEM 7 (Continued) CONTRACT FOR THE MANAGEMENT OF THE MIAMI AQUATIC CENTRE CS433/108/-(P18) 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted



Richard Pascoe Manager Community Venues & Services

Yes

Peter Morichovitis Chief Procurement Office Yes Federico Caporali Coordinator Category &

Relationship Management Yes

Brett Robinson Executive Coordinator Major Sports and Aquatics

Yes

13 STAKEHOLDER IMPACTS Not Applicable. 14 TIMING The proposed contractual arrangement will be negotiated by Council and implemented by 31 July 2018 to satisfy notice periods under the existing contract. 15 CONCLUSION Due to the planned extensive redevelopment of the Miami Aquatic Centre, it is recommended to retain the incumbent supplier - City Venue Management, to maintain management operations at the Miami Aquatic Centre for a two year period, with a six month extension option. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Attachment 1 be deemed non-confidential except for those parts deemed by the

Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That a contractual arrangement be negotiated with the incumbent supplier for the management of the Miami Aquatic Centre for a period of two years with a six month extension option.

Author: Authorised by: Heather Deeley Alison Ewens Coordinator Commercial and Business Development

Director Lifestyle and Community

2 May 2018 TRACKS REF: 68370107


ITEM 7 COMMUNITY VENUES & SERVICES CONTRACT FOR THE MANAGEMENT OF THE MIAMI AQUATIC CENTRE CS433/108/-(P18)

ADOPTED AS PRINTED COUNCIL MEETING 29 MAY 2018 Conflict of Interest - Cr Tozer:- Pursuant to section 175E(2) of the Local Government Act 2009, I would like to inform the meeting that I have a personal interest in this matter, which I recognise may be a real or perceived conflict of interest the particulars of which are as follows: The name of the person or entity is: Belgravia The nature of the relationship is: Belgravia is an operator of




I will now leave and stay away from meeting so that the matter may be discussed and voted on in my absence. Cr Tozer left the room COMMITTEE RECOMMENDATION LC18.0517.007 moved Cr Tozer seconded Cr Baildon 1 That the report be deemed non-confidential except for those parts deemed by the



CARRIED


ITEM 7 COMMUNITY VENUES & SERVICES CONTRACT FOR THE MANAGEMENT OF THE MIAMI AQUATIC CENTRE CS433/108/-(P18)

COUNCIL MEETING 29 MAY 2018 Conflict of Interest - Cr Tozer:- Pursuant to section 175E(2) of the Local Government Act 2009, I would like to inform the meeting that I have a personal interest in this matter, which I recognise may be a real or perceived conflict of interest the particulars of which are as follows: The name of the person or entity is: Belgravia The nature of the relationship is: Belgravia is an operator of




I will now leave and stay away from meeting so that the matter may be discussed and voted on in my absence. Cr Tozer left the room RESOLUTION G18.0529.015 moved Cr Gates seconded Cr Crichlow

That Committee Recommendation LC18.0517.007 be adopted as printed which reads as follows:- 1 That the report be deemed non-confidential except for those parts deemed by the



CARRIED UNANIMOUSLY

Cr Tozer returned to the room


ITEM 8 ALLOCATION OF FUNDS FOR THE BURLEIGH WINTER SOLSTICE FESTIVAL CM787/790/03(P1)

ADOPTED AS PRINTED COUNCIL MEETING 29 MAY 2018 COMMITTEE RECOMMENDATION LC18.0517.008 moved Cr Vorster seconded Cr O’Neill That Council approve the allocation of $30,000 for the provision of resources to stage the Burleigh Winter Solstice Festival to be held on 21 June 2018 in James Street and Connor Street, Burleigh Heads. The Festival will be funded from Division 12 Local Promotions Program 2017-18.

CARRIED

COUNCIL MEETING 29 MAY 2018 Material Personal Interest - Cr PC Young:- Pursuant to section 175C(2) of the Local Government Act 2009, I would like to inform the meeting that I have a material personal interest in this matter, the particulars of which are as follows: The name of the person or entity who stands to gain a benefit, or suffer a loss, depending on the outcome of the consideration of the matter at the meeting is:

Cr PC Young

How this person or entity stands to gain the benefit or suffer the loss is:

ownership of property in James Street in which the event, the Winter Solstice is being held, which is the subject of the request for funding.

I will now leave meeting so that the matter may be discussed and voted on in my absence. Cr PC Young left the room RESOLUTION G18.0529.016 moved Cr Vorster seconded Cr O’Neill

That Committee Recommendation LC18.0517.008 be adopted as printed which reads as follows:- That Council approve the allocation of $30,000 for the provision of resources to stage the Burleigh Winter Solstice Festival to be held on 21 June 2018 in James Street and Connor Street, Burleigh Heads. The Festival will be funded from Division 12 Local Promotions Program 2017-18.

CARRIED UNANIMOUSLY Cr PC Young returned to the room


ITEM 9 2017-18 LOCAL AREA WORKS PROGRAM – ADDITIONS AND COMMUNITY FACILITY CONTRIBUTIONS CM787/790/03(P1) COMMITTEE RECOMMENDATION LC18.0517.009 moved Cr Tozer seconded Cr Gates That an amount of $11,000 from Division 9 LAW 2017-18 be provided to the ‘Highland Park/Gilston Early Years Family Project’ for a variety of initiatives including: a Up to $4,000 for Active & Healthy programming across several parks or shared grounds. b Up to $2,500 each for local P&C’s (Gilston, William Duncan & Worongary) and

the Benevolent Society, for initiatives assisting young families with pre-school aged children.

These donations are made outside of Council’s competitive grants and donations programs in the public interest. The Council’s Community Grants policy requires all donations of $2000 and above be acquitted.

CARRIED Meeting adjourned at 1.47pm. Meeting reconvened at 1.56pm.


ITEM 10 REPORT TO COMMITTEE REGARDING NAMING OF PARKS IN GILSTON CM787/790/03(P1) COMMITTEE RECOMMENDATION LC18.0517.010 moved Cr Tozer seconded Cr Gates That a confidential report be provided to the Lifestyle and Community Committee regarding the proposed naming of several yet un-named parks in Gilston.

CARRIED ITEM 11 REPORT TO COMMITTEE REGARDING EQUESTRIAN ACTIVITIES IN THE NORTH CM787/790/03(P1)

ADOPTED AS PRINTED COUNCIL MEETING 29 MAY 2018 COMMITTEE RECOMMENDATION LC18.0517.011 moved Cr Tozer seconded Cr O’Neill That a report be prepared regarding possible options that may be available in the north of the city for Equestrian activities (should the Oxenford Pony Club relocation be required).

CARRIED

COUNCIL MEETING 29 MAY 2018 RESOLUTION G18.0529.012 moved Cr Owen-Jones seconded Cr Caldwell

That Committee Recommendation LC18.0517.011 be adopted as printed which reads as follows:- That a report be prepared regarding possible options that may be available in the north of the city for Equestrian activities (should the Oxenford Pony Club relocation be required).

CARRIED UNANIMOUSLY


ITEM 12 REALLOCATION OF FUNDS – ROBINA BRAVES BASEBALL FACILITY CM787/790/03(P1)

ADOPTED AS PRINTED COUNCIL MEETING 29 MAY 2018 COMMITTEE RECOMMENDATION LC18.0517.012 moved Cr Vorster seconded Cr Boulton That Council approves the reallocation of $10,000 (G16.0809.019) to support building improvements at Robina Braves Baseball facility and allocate a further $10,000 towards improving playing conditions.

CARRIED

COUNCIL MEETING 29 MAY 2018 RESOLUTION G18.0529.014 moved Cr Vorster seconded Cr Owen-Jones

That Committee Recommendation LC18.0517.012 be adopted as printed which reads as follows:- That Council approves the reallocation of $10,000 (G16.0809.019) to support building improvements at Robina Braves Baseball facility and allocate a further $10,000 towards improving playing conditions.

CARRIED UNANIMOUSLY There being no further business the meeting closed at 2.02pm.


These Pages

Numbered 1 to 73

Constitute The Adopted Report Of The Meeting

Of The Lifestyle and Community

Held Thursday 17 May 2018

Documents

for the Lifestyle and Community Committee Meeting...755 Adopted Report for the Lifestyle and Community Committee Meeting held on Thursday 17 May 2018 at 1pm City of Gold Coast …