Annual Plan 2015-16 ADOPTED 19 June 2015 G15.0619.002

Table of Contents Chapter 1: Our City of Gold Coast 2015-16 ....................................................................................................... 4

1.1 Mayoral Message ............................................................................................................................... 5 1.2 Chief Executive Officer Foreword ....................................................................................................... 6 1.3 Our Liveable City ................................................................................................................................ 8 1.4 Annual Plan......................................................................................................................................... 9 1.5 Planning for the City ......................................................................................................................... 10

1.5.1 The Queensland Plan ............................................................................................................. 10 1.5.2 Gold Coast 2020 ..................................................................................................................... 11 1.5.3 Corporate Strategies .............................................................................................................. 12 1.5.4 The Gold Coast 2018 Commonwealth Games TM .................................................................. 13 1.5.5 City Plan ................................................................................................................................. 14

1.6 City Budget and City Operational Plan 2015-16 ............................................................................... 15 1.6.1 City Operational Plan.............................................................................................................. 15 1.6.2 City Budget ............................................................................................................................. 16

1.7 City Facts and Figures ...................................................................................................................... 17

Chapter 2: City Budget 2015-16 ....................................................................................................................... 18 2.1 Overview ........................................................................................................................................... 19

2.1.1 Total Budget for 2015-16 ........................................................................................................ 19 2.1.2 Key Initiatives for 2015-16 ...................................................................................................... 19 2.1.3 Debt Management .................................................................................................................. 20 2.1.4 Challenges .............................................................................................................................. 20 2.1.5 Value for Money ..................................................................................................................... 20 2.1.6 Rates and Charges................................................................................................................. 20

2.2 Rates and Charges 2015-16............................................................................................................ 21 2.2.1 Expenditure Programs 2015-16 ............................................................................................. 22 2.2.2 Source of Funds for 2015-16 .................................................................................................. 22

2.3 Long Term Financial Forecast .......................................................................................................... 23 2.3.1 Financial Goals and Strategies .............................................................................................. 23 2.3.2 Long Term Financial Outlook ................................................................................................. 24

2.4 Financial Performance ...................................................................................................................... 25 2.5 2014 Credit Review .......................................................................................................................... 27 2.6 Financial Sustainability Indicators .................................................................................................... 28 2.7 Management of Operating Position .................................................................................................. 28 2.8 Management of Debt ........................................................................................................................ 29 2.9 Management of Infrastructure Assets ............................................................................................... 29

Chapter 3: City Operational Plan 2015-16 ....................................................................................................... 30 3.1 City Operational Plan ........................................................................................................................ 31 3.2 How to read the City Operational Plan ............................................................................................. 32 3.3 Performance Evaluation ................................................................................................................... 33 3.4 Estimated Activity Statement for Activities to which the Code of Competitive Conduct applies ...... 33

3.4.1 Activities to which the Code of Competitive Conduct applies ................................................ 34 3.4.2 Community Service Obligations (CSOs) ................................................................................ 34

3.5 Explanation of terms in the City Operational Plan ............................................................................ 35 3.6 Program Summaries ......................................................................................................................... 37 3.7 Service Summaries ........................................................................................................................... 60

Appendices .......................................................................................................................................................... 121 Appendix 1: Glossary .................................................................................................................................. 122 Appendix 2: Supporting the Queensland Plan ............................................................................................ 125 Appendix 3: City Budget 2015-16: Investment towards Corporate Strategies ........................................... 126 Appendix 4: Statement of Estimated Financial Position 2014-15 ............................................................... 132 Appendix 5: Detailed Rates and Charges ................................................................................................... 136 Appendix 6: Accrual Budget and Statement of Income and Expenditure 2015-16 to 2024-25 .................. 138 Appendix 7: Statement of Financial Position .............................................................................................. 141 Appendix 8: Statement of Cash Flows ........................................................................................................ 142 Appendix 9: Statement of Changes in Equity ............................................................................................. 143 Appendix 10: Statement of Reserves 2015-16 ........................................................................................... 144 Appendix 11: Revenue Policy ..................................................................................................................... 147 Appendix 12: Debt Policy ............................................................................................................................ 158 Appendix 13: Gold Coast Waste Management Performance Plan 2015-16 .............................................. - Appendix 14: Gold Coast Water Performance Plan 2015-16 ..................................................................... -

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Chapter 1: Our City of Gold Coast 2015-16

CHAPTER ONE

OUR CITY OF GOLD COAST

2015-16

Image is courtesy of Bleach* Festival

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1.1 Mayoral Message Today, our finances are in a strong position. We have worked hard to get our priorities right and to end wasteful spending. Debt is down and for the first time in years, our credit rating outlook has improved. This year, I again invited the community to help shape our City budget by making submissions online, over the phone, in person, at one of my mobile offices, or by mail. Over 4500 locals made their voices heard - they wanted stable rates for owner-occupiers and for Council to maintain frontline services. And we listened. For the fourth consecutive year, we have delivered a lower average rates increase for home owners than the former Council was ever able to achieve. In fact, rates and charges have fallen below all measures of inflation. At the same time, we have fully funded plans to upgrade roads, improve public transport, create more local jobs, boost the safety of our suburbs and fix local priorities. On top of this, we’ve also committed to an expansion of the kerbside clean-up after a waste survey showed two-thirds of residents would support such a service. The clean-up will happen on a suburb-by-suburb basis, and households will be notified before their collection day. Our new business-like approach to planning also means the Commonwealth Games will now be delivered with no added debt, no new levy, and without raising rates. Maximising the 11 days of the Games, we are ensuring there is a legacy of pools, sporting fields, tracks and more, to serve us well into the future. Because of the support and feedback of residents, we have made real progress but there is more to be done. We will continue to consult with the community to ensure we deliver the services you expect at a price ratepayers can afford.

TOM TATE MAYOR

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1.2 Chief Executive Officer Foreword This year, the City will deliver on a diverse range of carefully considered and fiscally responsible initiatives that will continue to preserve our much-loved Gold Coast lifestyle while stimulating city growth and transformation. Most notably after years of planning and design, we will start to see the tangible preparations for the 2018 Commonwealth Games. This once in a generation opportunity will deliver around $500 million in new transport and community infrastructure, a global audience of more than 1.5 billion people and an estimated $2 billion in economic investment. The City’s 2015-16 preparatory work includes the upgrade of select infrastructure to disability access standards, upgrading the road race route, improving active transport options, developing visitor information centres and Wi-Fi in tourism precincts and upgrading water and wastewater infrastructure to key Games venues and precincts. The City will contribute and support construction on most of the Games venues this year including the Commonwealth Games Village at Southport, the Carrara Sports Precinct, the Coomera Indoor Sports Centre and upgrades to the Runaway Bay Sports Centre, Broadbeach Bowls Club and Gold Coast Hockey Centre. The city’s cultural landscape will continue to evolve with the planned start of construction on the Gold Coast Cultural Precinct and further investment in the Gold Coast Cultural Festival and Program. Stage 1 of the Cultural Precinct will deliver a versatile outdoor space for live performances and events, expanded art gallery and artist spaces and landscaped works around Evandale Lake. In addition to focusing on the 2018 Commonwealth Games opportunity, the City’s economic development arm will continue its investment attraction work (particularly in key growth sectors), growing the Gold Coast visitor economy and supporting the development of the Gold Coast CBD (including Southport PDA and Chinatown) and the Gold Coast Health and Knowledge Precinct (including Parklands PDA). City Plan The City’s new planning scheme will come into effect this year to manage the city’s forecast growth of over 300,000 people over the next 20 years. With approximately 130,000 new dwellings and 150,000 new jobs required, the plan protects our natural environment and supports efficient public infrastructure investment by directing 70 per cent of the growth into existing urban areas. It works in tandem with other key planning documents including the Southport PDA Development Scheme for example, which will support employment growth in the Gold Coast CBD to cater for around 16 per cent of all future jobs. Transport, traffic and parking In terms of transport, the City will leverage off the success of the Stage 1 light rail system to further develop a more effective bus, light rail and heavy rail public transport network and drive behaviour change away from vehicle reliance. It is important that we continue to advocate for funding for Stage 2 of the light rail system to provide the much needed future connection to heavy rail. Parking improvements will continue to be rolled out following the installation of the city’s new parking meter technology last year. By late 2015, sensor parking will be introduced, providing live data for vehicle movements across the city. New electronic signage (linked to parking space availability) will be installed and two-year parking pilot programs will commence at Broadbeach and Burleigh Heads to test demand pricing and other key concepts in

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the City’s new Parking Plan. Under the plan, any new parking revenue raised will be reinvested back into local centres and public transport services.

Council organisation The Council organisation, through its Value for Money Program and other strategic priorities, will also continue to progress a significant internal change agenda this year. Most significantly, the ICT Service Transformation Program (part of the City’s longer term ICT Roadmap), will move into implementation phase pending successful vendor negotiations and Council decision. One stream of the program will procure a single Local Government Platform solution to support the City’s customer management, health and regulatory services, planning and development, and rates and water business functions. The second stream aims to outsource the City’s ICT Managed Services including ICT infrastructure and applications and support services. Together, the program will deliver improved online capabilities including customer self-service, electronic application lodgement, electronic service delivery and mobile computing for field officers as well as longer term financial benefits. My foreword could not do justice to all of the initiatives we have planned this year to continue to transform the Gold Coast from good to great. I encourage you to read on for more detail. It truly is a great time to be a part of Gold Coast City. DALE DICKSON CHIEF EXECUTIVE OFFICER

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To discover everything Gold Coast, from local events, creative arts and restaurants, to sport, universities and business profiles; visit moregoldcoast.com.au, an insider’s guide to:

• arts and culture • business and investment news • Gold Coast events and things to do • Gold Coast lifestyle • Gold Coast sport and recreation • study and education • technology and innovation • visiting the Gold Coast.

moregoldcoast is an apolitical collaboration of local partners and contributors. moregoldcoast is our city’s first truly centralised website to promote everything Gold Coast - from business and investment attraction to living, working, visiting and studying here. It’s one of our key initiatives to help build a strong and consistent city brand ahead of the Commonweatlh Games in 2018.

1.3 Our Liveable City

The Gold Coast is a city “Inspired by lifestyle. Driven by opportunity.” We are the sixth largest city in Australia and the nation's biggest regional city. We are currently home to 535,000 residents and by 2035 the growth in the city could see an extra 320,000 people living here, with 130,000 new homes and up to 150,000 more jobs. City of Gold Coast (the city) remains the second largest local government in Australia, based on the Gold Coast's estimated resident population. The City employs more than 3,200 staff.

As a favourite tourism destination attracting 12 million visitors each year, most people know us for our theme parks and natural environment of beaches, waterways, hinterland and rainforests. Our region has natural beauty with national park areas, beautiful flora and fauna and quaint rural townships.

We have unique opportunities to live, work, study, visit and invest here. The city's economy is diversifying with industries including education, sports, film, the arts, health, food production, information technology, marine and advanced manufacturing.

There’s no other place in the world like us.

We are the Gold Coast.

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1.4 Annual Plan The Annual Plan provides a holistic view of the challenges and opportunities facing the city; the organisation's longer term financial position and the initiatives and investment priorities for the financial year. It is our plan of action to deliver the long term goals for the city and its people.

Annual Plan

City Operational PlanExplanation of the city’s program and services with identification of key new investments.

City Operational PlanExplanation of the city’s program and services with identification of key new investments.

City BudgetThe city’s expenditure programs, with a balanced budget and long term financial outlook. Includes financial policies, rates and charges.

City BudgetThe city’s expenditure programs, with a balanced budget and long term financial outlook. Includes financial policies, rates and charges.

Performance PlansFor commercialised business units,Gold Coast Waste Management and Gold Coast Water.

Performance PlansFor commercialised business units,Gold Coast Waste Management and Gold Coast Water.

Our natural attractions

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1.5 Planning for the City Our City Vision “Inspired by lifestyle. Driven by opportunity.” is supported by the Gold Coast 2020, a plan which provides clear direction on our city priorities and the programs of work being progressed over the coming years to deliver our vision.

A number of key corporate strategies on culture, transport, solid waste, ocean beaches and economic development also enable the city to focus on key areas of transformation required over the next 10 to 20 years.

The City Operational Plan and City Budget then provide the detail of what will be progressed each year towards achieving these outcomes and strategies and how they will be resourced.

Planning for the city is directed by the City Vision through an integrated approach to the development and implementation of long, medium and short term plans as shown in the diagram below. Other influences on planning for the city this year include the new Queensland Plan and the City Plan along with the continuing preparations for the Gold Coast 2018 Commonwealth Games™. Sections 1.5.1 - 1.5.5 provide details of those key components.

Corporate Strategies Gold Coast 2020 City Plan Total Asset Management PlanSUPPORTING

KEY STRATEGIES

Culture Strategy 2024

Draft Solid Waste Strategy 2024

Economic Development Strategy 2013-2023

Gold Coast City Transport Strategy 2031

Ocean Beaches Strategy 2013-2023

Annual Plan

Operational Plan

DELIVERING

Long Term Financial Forecast

Annual Budget

1.5.1 The Queensland Plan

“Inspired by lifestyle.

Driven by opportunity.”

A new Queensland Plan, launched on 31 July 2014, provides a 30 year vision for Queensland, where “Queensland will be home to vibrant and prosperous communities.”

Local government, business, industry and community organisations are encouraged to contribute to the implementation of this vision helping to maximise Queensland’s future opportunities. The alignment of the Gold Coast 2020 to the Queensland Plan is presented in appendix 2 - Supporting the Queensland Plan.

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City VisionInspired by lifestyle. Driven by opportunity.

Key initiatives progressing the Gold Coast 2020

Place Prosperity People

Progress the development of a long term seaway release solution

Progress public transport improvements of the light rail / heavy rail connection, bus services, free seniors travel and the Park and Ride facility

Complete a place making upgrade at Surf Parade, Broadbeach

Develop Southport as the city's CBD

GC2018 - develop Carrara Sport and Leisure Centre, Carrara Indoor Stadium and Gold Coast Hockey Centre

GC2018 - implement city visitor services including a flagship centre in Surfers Paradise

Establish the Gold Coast Chinatown at Southport

Secure direct flights from China, Middle East marketing campaign, contribution to Gold Coast Tourism

Develop cultural tourism and build city reputation through arts and culture

Implement key activities that capitalise on the city’s digital economy

Provision of event infrastructure in key locations around the cIty

Design and construct the Gold Coast Cultural Precinct Stage 1

Complete business and operational planning for the Cultural Precinct Riverside Hub

Develop the cultural sector by building partnerships with the business sector, tourism and non arts industries

Develop the Culture in the Park Program for the Broadwater Parklands, Southport

CCTV camera network upgrade at Broadbeach, Coolangatta, Southport, Surfers Paradise and identified hot spots throughout the city

1.5.2 Gold Coast 2020

The Gold Coast 2020 is our Corporate Plan. It provides a focused framework for Council to plan and deliver its business and services.

The Gold Coast 2020 is built around three themes:

• the best PLACE to live and visit • PROSPERITY built on a strong diverse economy • PEOPLE contribute to a strong community spirit.

Key initiatives progressing Gold Coast 2020 for 2015-16 are shown below and are included in the City Operational Plan - refer to chapter 3.

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1.5.3 Corporate Strategies

The City of Gold Coast has developed a range of strategies to support the transformation of the city over the next 10 - 20 years. The development and implementation of these strategies is supported by existing city services supplemented by new investment. The total investment in these five strategies, for 2015-16 includes the recurrent investment in services of $211.6 million and new investments of $78.9 million - refer to Appendix 3 for a detailed view. The key corporate strategies for 2015-16 are:

Culture Strategy 2023 This strategy aims to nurture the energy and creative vision of local artists and creative industries; encourage new creative collaborations and support the development of a cultural heart for the city at Evandale, offering our community and visitors world class cultural experiences. Supporting service – Culture and Heritage: $5.1 million New Investment 2015-16: $2.7 million Draft Solid Waste Strategy 2024 (under development) The Solid Waste Strategy 2024 is expected to replace the existing 2020 Vision on Waste during 2015-16. The revised strategy will focus on waste avoidance, through re use and recycling; minimizing the impact on the environment and engaging the city in positive waste behaviours. Supporting services – Waste Disposal: $38.9 million, Recycling: $7.4 million, City Cleaning: 14.3 million and Waste Collection: $17.1 million New Investment 2015-16: $21.0 million Economic Development Strategy 2013-2023 This strategy aims to drive the creation of a city which is recognized globally for its unique lifestyle, talented people, its innovation and entrepreneurial culture, ensuring the Gold Coast becomes an international location of choice for businesses and residents. Supporting services – Economic Development: $10.3 million New investment 2015-16: $14.2 million Gold Coast City Transport Strategy 2031 This strategy provides a blueprint for the city’s transport network. It aims to change the way we move around the city; managing road space better; investing in cycling and walking and improving bus and rail services. Supporting services – Parking and Facilities Regulation: $11.1 million, Transport Improvement: $37.0 million, Road Network: $22.8 million and Traffic Management and Safety: $22.3 million New investment 2015-16: $37.4 million Ocean Beaches Strategy 2013-2023 This strategy addresses the challenges of managing the city’s spectacular ocean beaches and identifies their importance to the city’s image, economy and liveability. Supporting services – Beaches and Waterways: $17.2 million, Lifeguard Service: $8.0 million New investment 2015-16: $3.5 million

Key initiatives which support these strategies are included in the City Operational Plan – refer to chapter 3.

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1.5.4 The Gold Coast 2018 Commonwealth Games TM

Our city will host the Gold Coast 2018 Commonwealth Games™ (GC2018) from 4 to 15 April 2018. This will be the 21st Commonwealth Games, the fifth time Australia has staged the Commonwealth Games, and the very first time it will be held in a regional city in Australia.

The Gold Coast will welcome athletes, officials and visitors from all over the world with open arms and warm hearts. The focus will be on the athletes, with the world's best being showcased in the pursuit of international sporting excellence. The competition will be passionate and fiercely competitive, but conducted in a fun and friendly environment.

Over the next two and a half years, the City of Gold Coast will continue to work closely with the Gold Coast 2018 Commonwealth Games Corporation and the Queensland Government to stage what will be the largest event in Australia for a decade.

New or upgraded sporting facilities and infrastructure delivered for the Commonwealth Games will provide significant benefits for the people of the Gold Coast long after the event.

These benefits are already being realised, with completion of the Gold Coast Aquatic Centre at Southport and construction of new venues at Carrara and Coomera now underway.

During 2015-16, detailed legacy planning will continue to ensure the city maximises the unique opportunity presented by the Commonwealth Games to secure positive community benefits in areas such as sport, health, arts and culture, business, tourism and the environment.

Gold Coast Aquatic Centre Gold Coast Aquatic Centre during 2014 Pan Pacific Swimming Championships Carrara Sports Precinct

Artist’s impression Carrara Sports and Leisure Centre

Artist’s impression Coomera Indoor Sports Centre

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1.5.5 City Plan

The plan provides a fresh and innovative approach to how the city will manage and support long term growth. The ultimate vision of the plan is greater economic investment and job creation whilst enhancing the Gold Coast’s enviable lifestyle.

Public consultation on the plan resulted in 2,401 submissions containing approximately 3,806 separate points. The City Plan 2015 Special Committee considered the matters raised by the community and development industry and as such, a number of changes were made to the plan. The City has also committed to a number of studies and investigations which will inform future amendments. The plan seeks to deliver greater clarity on development outcomes than its predecessor by providing certainty for residents and applicants/investors alike.

Under the new plan some parts of the city will evolve and change to create many exciting economic and lifestyle opportunities while other areas will be protected for their existing character and environmental value. It supports development that will deliver new business, education and employment choices, working to lift the city’s competitiveness and attract people, wealth and investment.

The plan promotes connected communities where people are proud of where they live, interact with each other and feel safe through well designed urban places. It will also safeguard our natural assets by concentrating growth in existing urban areas and carefully managing development. This will protect our coastal environments, waterways and green open spaces, our internationally acclaimed biodiversity and World Heritage areas.

On the 10 April 2015, Council resolved to progress the City Plan to the Minister for Infrastructure, Local Government and Planning seeking approval for adoption. The draft City Plan was delivered to the State Government on 24 April 2015.

The Gold Coast is developing into a world class city

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1.6 City Budget and City Operational Plan 2015-16 Key considerations in developing the City Budget and City Operational Plan this year include: • keeping increases for Council’s rates and charges to consumer price index (CPI) • continuing to attract investment to the city and creating jobs • funding our Commonwealth Games commitments • maintaining current levels of service across the city • continuing to deliver value of money savings through procurement, ICT Service Transformation Program and

organisational review, to assist in keeping the rates down • allocating the required level of renewal funding to ensure that our City Assets are well maintained • reducing debt by maintaining a prudent approach to debt and borrowings • maintaining ongoing financial sustainability • delivering the City Vision and key initiatives included in the Gold Coast 2020 • delivery of priority initiatives included in key corporate strategies, namely; Culture Strategy 2024, Draft Solid

Waste Strategy 2024, Economic Development Strategy 2013-2023, Gold Coast City Transport Strategy 2031 and Ocean Beaches Strategy 2013-2023.

1.6.1 City Operational Plan

The City Operational Plan 2015-16 (Operational Plan) explains the initiatives and priorities of Council’s programs and services that are planned to support the implementation of Council’s long term plans, including the Corporate Plan (Gold Coast 2020) and corporate strategies. Progress on the implementation of the Operational Plan is reported to Council on a quarterly basis. Refer to chapter three for a full copy of the Operational Plan. The Local Government Act 2009 requires Council to prepare and adopt an annual Operational Plan for each financial year which is consistent with the annual budget. Council may, by resolution, amend its annual Operational Plan at any time before the end of financial year. The image below represents the City Operational Plan and how performance is monitored.

Quarterly Performance

Reporting

Annual Plan

City Operational Plan

City Operational Plan

Council

Annual Report Accountability

Monitoring

Direction

Context

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1.6.2 City Budget

Council’s 2015-16 budget supports the delivery of both current and future priorities for the city, ensuring stewardship of city finances and assets in the longer term.

The total City Budget for 2015-16 is $1.269 billion with the majority of funding coming from General Rates and Water and Sewerage charges. The capital expenditure program has increased from the previous year by $65 million, from $223 million to $288 million, while operating cost increases have been limited to $30.4 million.

This budget provides the resources needed to deliver the broad range of programs and services available to city residents. The diagram below shows the source of funds and how this is used to fund the programs. Financial performance is reported to Council on a monthly basis during the year.

The above table shows expenses by program with internal service transactions removed (for example, the Water and Sewerage program makes internal payments to other parts of Council for services provided by those areas and also pays tax equivalents and shareholder loan repayments in accordance with guidelines governing its operation as a commercial business unit). Internal service transactions are removed in this table to show the areas in which revenue collected is actually expended. The expense figures in this table differ from those reported against the programs in section 3.6 Program Summaries of this document, where all internal transactions are included to show the full cost of providing each program.

Refer to chapter two for a detailed review of the city budget and longer term financial forecast.

An average rate increase of 1.4%

is proposed for owner occupied

residential dwellings (excluding State Government Bulk Water

Charges)

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1.7 City Facts and Figures Our residents and visitors can access a huge range of community services, recreational, sporting and cultural facilities. Facts and figures for our city include:

Area and climate

• City of Gold Coast area: 1333.7 km2 • Gold Coast’s climate is sub tropical with 300 days of sunshine annually • average summer temperatures: 21 to 28 degrees celsius • average winter temperatures: 12 to 21 degrees celsius Waterways and beaches

• ocean ways: 42km • sandy beaches: 52km • coastline: 57km • rivers: 278km (five major rivers) • creeks: 242km • navigable waterways: 260km • wetlands: 7,665ha • canals and lakes: 3,176ha • navigation locks: two • fishing platforms: 17 • marine facilities: 105 boat ramps; 29 jetties and 30 pontoons • enclosed swimming areas: eight • swimming pool complexes: seven • swimming pools: 34 (including four 50 metre pools) City owned facilities

• City administration centres: two • customer services branches: seven • libraries: 13 • mobile libraries: one • community centres: 42 • cemeteries: eight • art galleries: three

Parks and natural areas

• 2,175 parks covering approx. 15,432ha • open space parks: 1,266ha • sports parks: 644ha • utility reserves: 848ha • community facility land: 12ha • 4,500ha of world heritage listed rainforest • area of Conservation Estate: 12,494ha

(excluding National Parks and Conservation Parks managed by others) • Botanic Gardens: one • 10,000 free trees received by the community

Roads and paths

• roads: 3,898km • bikeways: 1081km • paths and walkways: 1,984km

Recreational facilities

• major sports complexes: six • sporting fields: 227 fields on 203ha • tourists parks and camping grounds: 10 • skate parks and BMX tracks: 38 • the City employs the largest professional lifeguard service in Australia,

with 26 beaches patrolled all year round.

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Chapter 2: City Budget 2015-16

CHAPTER TWO

CITY BUDGET 2015-16

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2.1 Overview 2.1.1 Total Budget for 2015-16

The total budget for 2015-16 is $1.269 billion, made up as follows: • capital expenditure $288.1 million • services and operating costs $917.2 million • debt repayments (principal) $63.9 million.

2.1.2 Key Initiatives for 2015-16

The following key initiatives are included in the budget: • Commonwealth Games - an allocation of $42.9 million, out of a total Council commitment of $223 million

over a five year period for the Commonwealth Games. • Asset Renewals - funding for the renewal of assets ($83.3 million) as identified in Council’s Asset

Management Plans, to ensure the long term sustainability of City assets and service levels to the community. • City Transport - continued commitment to an integrated and effective city transport system with allocations

for public transport initiatives ($5.8 million), major roadworks and reconstruction ($23.9 million), road network improvements ($4.7 million) and footpath and cycleways ($4.7 million).

• Tourism - allocation of $13.9 million to Gold Coast Tourism to attract more tourism to the city. • Tourist Centre Promotion - contributions totalling $6.22m towards Surfers Paradise Alliance, Broadbeach

Alliance and Connecting Southern Gold Coast for promotion of the precincts. • Cultural Precinct - the development of the first stage of the Cultural Precinct at the Evandale Parklands,

with an allocation of $10.1 million in 2015-16 towards a total cost of $37.9 million. • Culture Strategy - allocation of $2.7 million for implementation of the Culture Strategy • Events - allocation of $3.3 million for major events and functions. • Southport CBD - funding for the development of Southport CBD, including $1.19 million for the development

of Chinatown in Southport. • Investment Attraction - funding of $2.7 million for investment attraction and business development

programs. • City Planning - development of the City Plan and Local Government Infrastructure Plan with an allocation of

$1.0 million and $1.2 million respectively. • Ocean Beaches - continuation of public seawall construction with an allocation of $2.2 million. • Robina City Parklands – in addition to Local Area Works funding, an allocation of $500,000 towards the

creation of an event and sports hub, including permanent training and fitness facilities. • Centre Improvement - Surf Parade, Broadbeach – an allocation of $1.6 million towards enhancing

opportunities for alfresco dining, slowing of traffic, shade and new footpaths. • Public Conveniences Surfers Paradise - an allocation of $500,000 establishment of towards public

conveniences in Orchid Ave, Surfers Paradise. • Waste Management Kerbside Clean Up – funding of $1.96 million towards kerbside clean up for eligible

dwellings within the current waste collection areas. • Rockfall Hazard Mitigation – an allocation of $1.35 million for rockfall hazard mitigation, including works at

Lions Head and Pat Fagan Park. • Information Technology – an allocation of $20.8 million for the implementation of the Local Government

platform to improve customer access and services, and transition information technology capabilities in Council to an 'IT as a service' model. The total IT investment will be funded by efficiencies and savings resulting from the transformation project.

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2.1.3 Debt Management

Debt has been carefully managed and Council compares very favourably against industry benchmarks and other South East Queensland Councils. • Debt has been kept to a minimum with new borrowings of $41.5 million for 2015-16, representing only 14.4%

of the total capital works program of $288.1 million. • Total debt will reduce by $22.4 million in 2015-16, taking into account principal repayments of $63.9 million.

Overall, total debt has been reduced from $808 million in 2012 to $748.4 million in 2015-16. • Council is well within industry benchmarks used to measure debt and its impact on financial sustainability.

The net financial liabilities ratio (total liabilities less current assets all divided by total operating revenue) forecast for 2015-16 is 29% which is well below the maximum benchmark of 60% used by the Department of Infrastructure, Local Government and Planning to assess Council’s long term financial sustainability.

2.1.4 Challenges

There are a number of financial challenges faced by Council in forming the budget, including: • the Federal Assistance Grant was frozen by the Federal Government in 2014-15 for a three year period • additional maintenance costs following the progressive handover of landscape, station precinct, traffic signal

and CCTV maintenance in relation to the Gold Coast Light Rail • costs associated with the requirement to develop a new City Plan and Local Government Infrastructure Plan • costs associated with the hosting of the Commonwealth Games 2018.

2.1.5 Value for Money

Significant Value for Money budget adjustments achieved during the past three years will continue in 2015-16 and beyond. Value for money initiatives will focus on procurement savings, light vehicle fleet, ICT services transformation, fringe benefit tax, energy efficiencies, water usage, customer service, and sensibly opting out of specific discretionary activities or programs. The budget for 2015-16 includes procurement savings target of $4.5 million.

2.1.6 Rates and Charges

Despite the challenges, Council has managed to freeze all water and sewerage charges (excluding the State Government bulk water pass through charge) and separate charges, resulting in an overall 1.4% increase (excluding major costs outside of Council’s control) for a residential non CTP dwelling being a principal place of residence.

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2.2 Rates and Charges 2015-16 Appendix 5 provides further details of the Rates and Charges for 2015-16.

The table below represents the total rate bill split for a property that is non-strata titled principal place of residence paying the average general rate:

2014-15

Council Rates and ChargesTotal Rates &

Charges$

Total Rates & Charges

$

Total Increase%

General Rate $1,320.71 $1,363.92 3.27%Early Payment Discount @ 10.0% ($132.07) ($136.39) 3.27%City Transport Improvement Separate Charge $117.00 $117.00 0.00%Recreational Space Separate Charge $29.00 $29.00 0.00%Open Space Preservation Separate Charge $38.00 $38.00 0.00%Waste Management Utility Charge $260.30 $260.30 0.00%Net Rate and Charges (Excl. Water & Sewerage, & State Charges Outside of Council Control) $1,632.94 $1,671.83 2.38%

Sewerage $725.12 $725.12 0.00%

Water Service $212.08 $212.08 0.00%Water Consumption - Council component $1.09/kl to $1.09/kl (Based on 180kl per annum) $196.20 $196.20 0.00%

Net Total Rate and Charges (Excl. State Charges and Outside of Council Control) $2,766.34 $2,805.23 1.41%

State Charges and Outside of Council ControlWater Consumption - (State Gov't.) Bulk Water component $2.71/kl to $2.68/kl (Based on 180kl per annum) $487.80 $482.40 (1.11%)

Transitional Volunteer Fire Brigade Separate Charge $2.00 $2.00 0.00%

Net Total Rate and Charges $3,256.14 $3,289.63 1.03%

Total Rate Increase After DiscountExcluding State Costs Outside of Council Control

Including State Costs Outside of Council Control

Annual Increase $38.89 $33.49Weekly Increase $0.75 $0.64

Note 3: A transitional separate charge of $2 was introduced in 2014-15 for two years (2015-16 is the final year of the transitionary charge) to fund the Volunteer Rural Fire Brigade within the City of Gold Coast.

2015-16 Summary of Total Rates and Charges @ 10.0% Discount

Average General Rate (residential non-Community Title Property (CTP) dwelling being principal place of residence only)

2015-16

Note 1: The above rate bill separately displays State bulk water costs & Transitional Volunteer Fire Brigade Separate Charge.Note 2: The water consumption charge includes the State Government bulk water charge. The bulk water charge is $2.68/kl which represents 71.1% of the total consumption charge. This is a 1.11% decrease on the bulk water charge in 2014-15.

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2.2.1 Expenditure Programs 2015-16

The following table provides a breakdown of the major expenditure programs to be undertaken by Council as part of the 2015-16 budget (excluding internal transfers to reserves). Council's expenditure programs are guided by the priorities identified in the Gold Coast 2020. The city’s population growth is accompanied by demands for roads, transport and drainage, park and recreational facilities and social infrastructure such as libraries, community centres and aquatic facilities etc.

Compared to 2014-15, Council’s total budget indicates an increase of $103 million including an increase of $65 million in capital works. $29.2 million of this relates to capital expenditure deferred from 2014-15. A further $20 million of the capital expenditure increase relates to the reclassification of Council’s contribution to the state for GC2018 from operating (in 2014-15) to capital (in 2015-16).

Expenditure by Program 2014-15 $ Million

2015-16 $ Million

City Planning 45.1 45.9 City Transport 175.8 182.4 Community Health and Safety 63.6 65.4 Conservation and Environment 25.7 28.0 Economic Development 69.6 68.9 Internal Services 78.6 81.4 Organisational Capability 141.5 172.9 Parks, Recreation and Culture 167.4 182.0 Waste Management 91.5 103.6 Water and Sewerage 307.5 338.8 Total 1,166.3 1,269.3

2.2.2 Source of Funds for 2015-16

Council’s total budget of $1.269 billion is funded from various revenue sources. The following table provides a breakdown of the major sources of funding used to underpin Council's 2015-16 budget:

Sources of Funds 2014-15 $ Million

2015-16 $ Million

Brought Forward Surplus 17.7 23.8 Rate Revenue (Net) 956.9 995.1 Loans 45.8 41.5 Developers Contributions 30.7 39.2 Fees and Charges 78.0 91.3 Grants and Subsidies 28.6 35.9 Other 54.2 55.9 Net transfer (to)/from reserves (45.6) (13.4) Total 1,166.3 1,269.3

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Council’s borrowing program for 2015-16 is for the provision of long term infrastructure assets as follows:

The 2015-16 Loan Program is as follows:

Loan Type Loan Amount Funding of Repayments General Borrowings ($18.4m) • Flooding and Drainage

Road Construction and Reconstruction

10,530,400 General Revenue 7,884,600 General Revenue

Major Roadworks Program 272,000 City Transport Charge and differential rate

Centre Improvement Program 533,333 Special Charge Tourist Parks 2,974,241 Tourist Parks Revenue Waste Management 19,279,031 Waste Management Charge Total Loans $41,473,605

2.3 Long Term Financial Forecast 2.3.1 Financial Goals and Strategies

Detailed Ten Year Service Financial Forecasts (ten year financial plans) are maintained for the following ten key functional areas and incorporated into the long term financial forecast.

• City Transport • Waste Management • Beaches and Waterways • Flooding and Drainage • Parks, Natural Areas and Recreation • Major Sporting Venues and Aquatic Centres • Library Services • Community Centres • Tourist Parks • Water and Sewerage.

In preparing the long term financial forecast Council has sought to:

• minimise rate increases • reduce debt • maintain current high levels of service to the community • fund Council’s commitment to the Commonwealth Games • fully fund renewal requirements in order to maintain infrastructure assets • fund stage 1 of the Cultural Precinct • increase funding for key initiatives included in Council’s key Corporate Strategies • continue to achieve value for money savings to assist in keeping rate increases to a minimum.

Financial decisions are guided by corporate policies, strategies and principles of effective financial management. Council regularly models financial performance, financial position and cash flow forecasts to monitor the long term sustainability of decisions. A comprehensive analysis of the long term financial outlook is undertaken between July and December each year, and this sets the context for the development of the annual budget. Projected financial statements are included in Appendices 6, 7, 8 and 9.

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2.3.2 Long Term Financial Outlook

Council’s long term financial model includes a set of key assumptions for the nine years beyond 2015-16, which represents the first year of the forecast period. These assumptions do not reflect final Council policy but provide a guide to future financial performance.

• New social and community infrastructure will generally be delivered through the venues and facilities included in the 2018 Commonwealth Games Program.

• Targeted annual savings of $11 million to be achieved, with $10 million of these savings allocated to the Commonwealth Games.

• Continuation of the delivery of the Commonwealth Games which, in total, will be a $100 million cash contribution to be paid to the State Government (of which $60 million will be paid by 30 June 2016), plus an estimated $123 million for essential Games related works and services.

• Delivery of stage 1 of the Cultural Precinct at Evandale Parklands, with a total capital cost of approximately $37 million.

• Infrastructure asset renewal funding included generally as reflected in Asset Management Plans. • Continued funding generally at existing levels for key Corporate Strategies, including increased funding

provided in the 2015-16 budget.

In summary, the key points in relation to Council’s financial forecast are:

• In the period to 2017-18, only $14 million remains to be identified in order for Council to fully fund its commitment to the Commonwealth Games.

• Limited financial capacity to increase service levels for the next few years, with any additional community infrastructure generally being through the introduction of new and upgraded venues and facilities as part of the 2018 Commonwealth Games Program.

• Beyond 2017-18, there will be increased capacity for funding to be allocated to priorities as determined by Council at the time, such as the Cultural Precinct and associated operational expenditure, increased funding to deliver outcomes contained in key Corporate Strategies (particularly Ocean Beaches, Economic Development, City Transport, Culture).

• Reduced returns in real terms from Council’s commercial business units compared to 2015-16 levels. • Forecast new loan requirements remain low, resulting in the projected debt balance falling from a peak of

$784 million in 2014 to $292 million by the end of the 10 year forecast period. • Operating deficits are now predicted to stay between (5%) and (1%) to 2021-22, with a balanced operating

position forecast from 2022-23. This technical deficit is as a result of using accounting depreciation in the calculation. As indicated in the ratios below, using required asset renewals from the Asset Management Plans results in an operating surplus of 12% - 15%. Therefore, when measured against the Asset Management Plans, the City is adequately funding the renewal of assets.

Moving forward Council will need to take the following into account:

• reduced infrastructure charges revenue as a result of the impacts of the State Government reform to Queensland’s infrastructure funding and charging framework.

• annual review of concessions (revenue foregone) provided by Council. • continuing to minimise discretionary expenditure and delivering on its value for money agenda. • identification of potential new “non-rates” revenue sources.

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2.4 Financial Performance Council’s financial performance can be evaluated against four key pillars:

a. competitive rating levels and user pays charges b. debt levels and capacity to service debt c. the condition of Council’s infrastructure assets d. the scope and standard of services.

From a financial management perspective, Council shapes up well in terms of these four pillars in determining financial performance and sustainability i.e. scope and standard of services. Council has considerable flexibility to meet current and future challenges despite meeting the combined costs of Allconnex reintegration, Kickstart subsidies and the forecast contribution to the Commonwealth Games in a relatively compressed timeframe.

a. Competitive Rating Levels and User Pay Charges

Council’s rates and charges increases are kept to a minimum and remain competitive with other South East Queensland Councils, particularly taking into account comparative levels of service and the significant impact of external costs such as bulk water and electricity, which make up a significant portion of total operating costs.

Council applies the principles of equity, effectiveness and efficiency, simplicity and sustainability in setting rates and charges as set out in the Revenue Policy.

Council’s Revenue Policy is included in Appendix 11.

b. Debt Levels and Capacity to Service Debt

Council is focused on responsibly managing debt in the short and long term.

Total debt is forecast to reduce from $770 million in 2014-15 to below $700 million in 2018-19, with significant reductions throughout the remainder of the forecast period.

This is partly as a result of Gold Coast Water setting aside funds for major capital works, particularly the long term seaway release project, which will result in minimal, if any, borrowings for the project. Council is also well within its capacity to service the debt.

The debt service ratio (debt and interest payments divided by operating revenue) for 2015-16 is estimated at 9% and will reduce to 4% during the forecast period (well below the benchmark of 20%).

The level of borrowings drawn each financial year is carefully monitored through long term financial modelling to ensure affordability. In addition to internal assessments, Council is required to submit an annual application to the State Government, which includes the long term financial forecast, to gain approval for all planned borrowings. QTC undertakes a detailed annual credit assessment of Council and makes recommendations to the State government regarding sustainable borrowing levels.

Council seeks to minimise general rates as a funding source to repay debt, preferring to rely on specific revenue sources that are matched to the infrastructure being constructed.

Debt is only used for capital purposes. The term of the debt is matched, as best as possible, to the life of the asset up to the maximum term imposed by QTC. Borrowings usually have terms of between 9 and 15 years. Occasionally, for major capital projects, debt will be borrowed over the maximum allowable term of 20 years.

Council’s Debt Policy is included in Appendix 12.

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c. The Condition of Council’s Infrastructure Assets

Each year the Asset Management Plans for the City’s $14.4 billion infrastructure base are updated. Undertaking condition assessments is a key component of asset management that underpins planning for the renewal (i.e. replacement and refurbishment) of infrastructure. As illustrated by the below graph, the majority of the City’s infrastructure is in a very healthy state, with less than 1% of the assets being in poor condition. This is due to many of the assets being relatively young with long useful lives, the infrastructure base being well maintained and Council investing in infrastructure renewal when required.

.

Council’s Asset Condition Profile

The outputs of each of the Asset Management Plans are summarised into the overarching Total Asset Management Plan that informs the budget process and is integrated into the Long Term Financial Forecast. Council adopts the Total Asset Management Plan annually in conjunction with adoption of the budget.

The 2015-16 to 2024-25 Total Asset Management Plan states the infrastructure renewal requirement (i.e. the renewal investment required to maintain current levels of service for existing infrastructure assets) for 2015-16 is $83.3 million increasing to $98 million (today’s dollars) in ten years as illustrated below.

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The City’s infrastructure base is sustainable in the long term as the long term financial forecast includes funding for the infrastructure renewal requirements in the Total Asset Management Plan, as demonstrated by the Asset Renewal Funding Ratio – refer section 2.9.

d. The Scope and Standard of Services

Over the last decade significant community infrastructure (including libraries, aquatic centres and community and youth centres) has been provided within the city. The standards of service in terms of both infrastructure and other services continue to be of a high standard and are projected to remain so into the future. The facilities and venues delivered as part of the Commonwealth Games will further enhance this standard of service, as will the construction of stage 1 of the Cultural Precinct with the associated improved cultural programs.

2.5 2014 Credit Review Queensland Treasury Corporation (QTC) conducted a credit review of Council in 2014 as part of the annual debt application. The rating was maintained as ‘moderate’ with a ‘neutral’ outlook. A moderate rating is defined as:

“A local government with an adequate capacity to meet its financial commitments in the short to medium term and an acceptable capacity in the long term. While it has some record of reporting minor to moderate operating deficits, the local government may also have recently reported a significant operating deficit. It is likely able to address its operating deficits, manage unforeseen financial shocks and any adverse changes in its business, with moderate revenue and/or expense adjustments. The expense adjustments are likely to result in a number of changes to the range of and/or quality of services offered. lts capacity to manage core business risks is moderate.”

A neutral outlook is defined as:

“There are no known foreseeable events that would have a direct impact on the local government's capacity to meet its financial commitments. It may be possible for a rating upgrade or downgrade to occur from a neutral outlook, if such an event or circumstance warranted as such.”

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In accordance with the rating definition, Council has during the past few years in particular made “moderate revenue and expenditure adjustments” and will continue to do so in a prudent way to maintain financial sustainability.

2.6 Financial Sustainability Indicators The following financial sustainability ratios are prescribed under the Local Government Regulation 2012:

• Operating Surplus (net operating result divided by total operating revenue) • Net Financial Liabilities (total liabilities less current assets all divided by total operating revenue) • Asset Sustainability (capital expenditure on renewal of assets divided by depreciation expense).

Both the operating surplus ratio and the asset sustainability ratio use accounting depreciation as a substitute measure for required capital expenditure on infrastructure renewals. This impacts the effectiveness of these ratios. As such, the operating surplus ratio has been re-calculated with depreciation removed from the operating result and replaced with required renewals identified in Councils Total Asset Management Plan. This is shown in the below tables as:

• Operating Surplus (AMPs) (net operating result plus depreciation expense less required renewals from Asset Management Plan all divided by total operating revenue).

Council is also required to maintain three other financial ratios within limits agreed with Queensland Treasury Corporation (QTC) as part of the lending terms and conditions. These ratios are:

• Adjusted Operating Surplus (net operating result plus depreciation expense all divided by total operating revenue)

• Leverage (total debt less cash investments all divided by total operating revenue) • Debt Service Coverage (net operating result plus interest expense plus depreciation all divided by interest

expense plus prior year current debt).

Given the issues associated with using accounting depreciation as a substitute measure for required capital expenditure on infrastructure renewals, it was agreed with QTC to use an adjusted operating surplus ratio which excludes depreciation from the calculation.

In its report to Parliament ‘Results of audit: Local government entities 2013-14’ tabled on 5 May 2015, the Queensland Audit Office (QAO) highlighted inadequacies of using accounting depreciation as a substitute measure for required capital expenditure on infrastructure renewal and recommended that additional ratios be used to better understand asset performance, being the:

• Asset Renewal Funding (capital expenditure on the renewal of assets divided by required renewals from Asset Management Plan)

• Asset Consumption (written down value of assets divided by the gross value of assets).

2.7 Management of Operating Position

Ratio 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25min max

Operating Surplus 0% 10% -5% -5% -5% -2% -2% -2% -1% 0% 0% 1%

Operating Surplus (AMPs) 0% 10% 12% 13% 13% 14% 15% 13% 14% 14% 14% 15%

Adjusted Operating Surplus 16% 18% 18% 18% 20% 21% 20% 20% 21% 21% 21%

Target

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The Operating Surplus Ratio uses the operating result as shown in the Statement of Financial Performance. This result includes accounting depreciation. The benchmark result of 0% to 10% indicates that the City should be raising sufficient rates revenue to fully fund accounting depreciation. This is based on the assumption that the full depreciation figure is required to fund asset renewals. However, Council maintains Asset Management Plans for infrastructure assets, which indicates a lower figure is currently required to fund asset renewals, meaning it would be inefficient for Council to raise rates to fully cover depreciation at this stage. Council will always focus on funding the required renewals as per the Total Asset Management Plan rather than seek to fund accounting depreciation. For this reason, the Operating Surplus (AMPs) ratio has been included to demonstrate that Council is raising sufficient revenue to fund asset renewals. The Adjusted Operating Surplus Ratio, required by QTC, removes accounting depreciation from the calculation and the target result. Council is forecasting to meet the benchmark set by QTC for the full forecasting period.

2.8 Management of Debt

The three ratios above seek to provide an indication as to whether debt is being responsibly managed. Council currently sits comfortably within the required benchmarks. Debt is projected to decrease over the forecasting period, so each of these ratios continues to improve. Through prudent debt management, Council maintains the flexibility to utilise debt funding as required in the future.

2.9 Management of Infrastructure Assets

The Asset Sustainability Ratio uses accounting depreciation as a proxy for required capital expenditure on renewals (as opposed to capital renewal funding requirements determined through robust asset management planning) with the results of this ratio indicating that Council is funding 35% - 41% of the depreciation cost on renewal annually. The calculation method of this ratio does not provide an effective measure of whether the investment in capital renewal is sufficient. This is particularly obvious with the City having a relatively young asset base with the majority of infrastructure constructed since 1960, therefore it is expected that required capital expenditure on renewal is currently substantially lower than accounting depreciation.

In comparison, the Asset Renewal Funding Ratio uses required capital expenditure on infrastructure renewals (as stated in the Council adopted Total Asset Management Plan). The results of this ratio for the 10 year period is 100% which demonstrates that the City’s infrastructure is sustainable in the long term and that Council is committed to funding required renewal determined through robust asset management planning. The Asset Consumption Ratio gives an indication of the ‘as new condition’ left in the assets. The results of this ratio (as at 30 June 2014- the last audited results available) reinforces the sustainability of the City’s infrastructure assets with the result of 68% being towards the higher end of the target range. This aligns with information provided previously on condition of the City’s infrastructure with the majority of the assets being in a very healthy state.

Ratio 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25min max

Net Financial Liabilities 60% 29% 28% 29% 26% 22% 18% 14% 7% 1% -4%

Leverage 60% 31% 31% 31% 29% 26% 22% 18% 11% 5% 1%

Debt Service Coverage 2.2 2.6 2.7 2.6 2.9 3.1 3.3 3.5 3.8 4.3 4.8

Target

Ratio 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25min max

Asset Sustainability 90% 36% 36% 37% 35% 37% 38% 40% 39% 39% 40%

Asset Renewal Funding 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%

Target

Ratio 2013-14min max

Asset Consumption 40% 80% 68%

Target

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Chapter 3: City Operational Plan 2015-16

CHAPTER THREE

CITY OPERATIONAL PLAN

2015-16

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3.1 City Operational Plan The City Operational Plan 2015-16 explains the initiatives and priorities of Council’s programs and services that are planned to support the implementation of the Gold Coast 2020.

It includes those initiatives that manage risks as well as the performance plans for Council’s commercial business units. Progress on the implementation of the operational plan is reported to Council on a quarterly basis

The Local Government Act 2009 requires Council to prepare and adopt an annual operational plan for each financial year which is consistent with the annual budget. Council may, by resolution, amend its annual Operational Plan at any time before the end of the financial year.

The City Operational Plan is strongly aligned with the budget through Council’s programs: • section 3.6 contains Program Summaries for each of the 10 programs. It presents the budget allocation by

program and service; it lists the funding sources and key initiatives by service

• section 3.7 contains Service Summaries for each of the 47 services that are categorised into the 10 programs. It presents the type of expenditure for each service and lists the key initiatives that will be delivered throughout the year supporting:

- Gold Coast 2020 signature actions - Commonwealth Games (GC2018) Heads of Agreement - mitigations and controls of corporate or directorate risks - corporate strategy priority change initiatives - high profile service or business improvement initiatives - significant or high profile infrastructure initiatives.

• The Performance Plans for the two commercialised business units are:

- appendix 13 – Gold Coast Waste Management Performance Plan - appendix 14 – Gold Coast Water Performance Plan.

NB: Commercialisation is a governance framework to deliver commercial activities of Government by adapting to various degrees and features of a commercial environment including a commercial pricing framework.

Quarterly Performance

Reporting

Annual Plan

City Operational Plan

City Operational Plan

Council

Annual Report Accountability

Monitoring

Direction

Context

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3.2 How to read the City Operational Plan

The City Operational Plan is based on Council’s Programs and Services structure. The information is provided as follows:

• section 3.3 identifies how the performance of the Operational Plan will be reviewed and evaluated

• section 3.4 identifies requirements relating to the Code of Conduct and Community Service Obligations

• section 3.5 defines the terms used in the Operational Plan

• section 3.6 presents a high level view of the city’s programs and services1, focusing on the allocation of funding and the identification of key initiatives

• section 3.7 presents the city’s services and service levels, with identification of initiatives supporting the Gold Coast 2020 signature actions, GC2018 Heads of Agreement, mitigations or controls of corporate or directorate risks and key corporate strategy initiatives

• The Performance Plans for Council’s two commercialised business units being: - appendix 13 Gold Coast Waste Management

and - appendix 14 Gold Coast Water.

1 Excluded Services with $0 budget estimates for 2015-16 are: • Quarry Services • Sign Shop Operations • Local Law Enforcement - included in the ‘Public and

Environmental Health’ service.

Program Service

1. City Planning 1.1 Land Management and Development Control

1.2 Land Use and Urban Planning 1.3 Streetscape

2. City Transport 2.1 Parking Facilities and Regulation 2.2 Road Network 2.3 Traffic Management and Safety 2.4 Transport Improvement

3. Community Health and Safety

3.1 Animal Management 3.2 Cemeteries 3.3 Emergency/Disaster Management 3.4 Flooding and Drainage 3.5 Lifeguard Service 3.6 Public and Environmental Health 3.7 Public Safety 3.8 Social Development

4. Conservation and Environment

4.1 Beaches and Waterways 4.2 Catchment Management 4.3 Natural Environment Conservation

5. Economic Development

5.1 Economic Development 5.2 Tourism Management and Marketing

6. Parks, Recreation and Culture

6.1 Community Centres 6.2 Community Support 6.3 Culture and Heritage 6.4 Library Services 6.5 Major Sporting and Aquatic Centres 6.6 Parks, Natural Areas and Recreation 6.7 Tourist Parks and Campgrounds

7. Waste Management

7.1 City Cleaning 7.2 Recycling 7.3 Waste Collection 7.4 Waste Disposal

8. Water and Sewerage

8.1 Recycled Water 8.2 Sewerage 8.3 Water

9. Organisational Capability

9.1 Corporate Planning and Performance 9.2 Financial Management 9.3 Human Resources 9.4 Information Management 9.5 Risk Management 9.6 Strategic Asset Management

10. Internal Services

10.1 Council Support 10.2 Design Services 10.3 Fleet and Plant 10.4 Internal Support Services 10.5 Marketing and Promotions 10.6 Nursery Operations 10.7 Property and Facilities Management

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3.3 Performance Evaluation The performance of the City Operational Plan will be monitored through review of the following:

• progress of initiatives (quarterly) • progress of services (6 monthly) • progress against performance measures (annually).

While a comprehensive view of performance will be available, the final report will be exception based, with a focus on areas of significant or unexpected variation from the Operational Plan. The annual performance measures are shown below:

Operational Plan Performance Measures

Customer Grade of Service

Ombudsman Complaints

People Whole of Organisation Staff Turnover

Number of Notifiable incidents

Worker’s Compensation claims – average days lost

Financial

Unpaid Rates and Charges

Net financial liabilities ratio

Debt Service Coverage ratio

Adjusted Operating Surplus

Asset Asset Sustainability Ratio (Asset Management Plans)

Asset Condition

Risk Percentage of Extreme/High Corporate Risks

Assurance Percentage of Internal Audit Recommendations completed

3.4 Estimated Activity Statement for Activities to which the Code of Competitive Conduct applies

A local government's budget must, for each business activity, contain an estimated activity statement for the activities subject to the Code of Competitive Conduct. Business activities covered within the statement include Waste Management, Tourist Parks, Building Certification Group and Gold Coast Water.

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3.4.1 Activities to which the Code of Competitive Conduct applies

The following activity statements present a summary of the budget for activities subject to the Code of Competitive Conduct:

Waste Management Tourist Parks Gold Coast Water Building Certification Group

Budget $000

Budget $000

Budget $000

Budget $000

Revenue

Revenue provided for services to the Council (6,986) 0 (7,888) 0

Revenue provided for services provided to external clients (80,657) (17,424) (520,825) (140)

Community Service Obligations (2,771) 0 0 (262)

Total Revenue (90,414) (17,424) (528,713) (402)

Less: Expenditure 75,497 13,777 422,177 329

Surplus before transfers (14,916) (3,647) (106,536) (73)

3.4.2 Community Service Obligations (CSOs)

The CSO value is determined by Council and represents an activity's costs which would not be incurred if the activity's primary objective was to make a profit. The Council provides funding from general revenue to the business activity to cover the cost of providing non-commercial community services or costs deemed to be CSOs by the Council. Details of CSOs relevant to activities subject to the Code of Competitive Conduct are presented below:

Activity CSO Description Amount $’000 Waste Management Building Certification Group

Dead animal collections, street and park bin collections and eligible rate donations pertaining to charitable organisations Whole of City Kerbside Collection Program (Total budget $1.96 million) Non chargeable employee costs for time allocated to general public enquires.

1,508

1,263

262

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3.5 Explanation of terms in the City Operational Plan Technical terms used through the City Operational Plan are defined below to assist the reader in understanding the elements included in the Program and Service Summaries.

Technical Term Definition

2014-15 Net ($’s) calculation field which is the 2014-15 "Revised Revenue Budget" less the 2014-15 "Revised Expense Budget". The cost included in the annual budget for the service/ program for the 2014-15 financial year

2015-16 Expense ($’s) expense that has been budgeted for this service or program during the 2015-16 financial year

2015-16 Net ($’s) calculation field which is the 2015-16 "Revenue Budget" less the 2015-16 "Expense Budget" and is the cost/income included in the annual budget for this service or program

2015-16 Proposal ($’s) the proposed expense budget estimate for the 2015-16 financial year

2015-16 Revenue ($’s) the income that is expected for this service or program during the 2015-16 financial year

Cap capital revenues or expenses

Comm Games (column in the service pages) identifies projects and initiatives that have been tagged as GC2018 Heads of Agreement initiatives

Corp Plan (column in the service pages) identifies projects or initiatives that are also Signature Actions in the Gold Coast 2020 (Corporate Plan)

Driven by End of Life Renewal cost incurred by the proposed replacement or renewal of an asset at the end of its useful life and is included in the Capital Renewal Budget for the 2015-16 year. This excludes NCP and SLA costs

GC2018 Gold Coast 2018 Commonwealth Games™

Growth (Recurrent) Proposals the proposed operating growth budget for the 2015-16 year excluding NCP and SLA costs

Initiatives projects listed as key initiatives have been assessed on the following criteria:

• Gold Coast 2020 signature actions

• Commonwealth Games (GC2018) Heads of Agreement

• mitigations and controls of corporate or directorate risks

• corporate strategy priority change initiatives

• high profile service or business improvement initiatives

• significant or high profile infrastructure initiatives

Internal Debt Service Payments

Council’s Treasury section manages debt funding for Council. Loans are sourced externally from Queensland Treasury Corporation (QTC) based on annual funding requirements. Some of these loans are specifically tied to capital projects or programs. Where this is the case, internal loans are issued by the Treasury section to the area requiring specific debt funding and repayment schedules are established. This results in internal debt service payments from the various areas of Council to the Treasury section, which partly fund the external debt service payments to QTC

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Technical Term Definition

Internal/External Debt Service Payments

The Organisational Capability has both internal debt service payments (refer to definition) to Council’s Treasury as well as the external payments to QTC. The actual cost to Council is the external debt service payments, whereas the internal payments assist in allocating the debt costs to the relevant service area

NCP

an economic policy applied to government business activities designed to minimise restrictions on competition and promote competitive neutrality, thus achieving the most efficient delivery of goods and services to the consumer

New/Upgrade Proposals proposed for the capital new/upgrade expense budget for the 2015-16 year excluding NCP and SLA costs

Non-Recurrent Proposals proposed for the operating new non-recurrent budget for the 2015-16 year excluding NCP and SLA costs

Op operational revenues or expenses

Recurrent Base (Incl. Inflation)

proposed as the operating recurrent expense base for the 2015-16 year and includes an estimate for inflation. This figure excludes allowances for NCP and SLA costs

Recurrent Proposals amounts which are included in the proposed Operating New Recurrent Budget for the 2015-16 year excluding NCP and SLA costs

RF represents initiatives that are delivered from recurrent funding

Risk Mitigation (column in the service pages) identifies the corporate or directorate risk mitigation or control number aligned to the initiative

Service Total calculation field which is the sum of the "Total Base Budget" and the "Total New Proposals" to give a Service Total

SLA

a contract or agreement between a service provider and a customer that defines the expected level of service that will be delivered to the customer

Strategy (column in the service pages) identifies the strategy aligned to the initiative

Total Base Budget calculation field which is the sum of the “Recurrent Base (Incl. Inflation)” amount and the “Driven by End of Life Renewal” amount

Total New Proposals this is a calculation field which is the sum of the “Recurrent Proposals”, “Growth (Recurrent) Proposals”, “Non-Recurrent Proposals” and the “New/Upgrade Proposals” amounts

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3.6 Program Summaries The following pages provide a summary of each of the programs which include:

• a description of the program • key information that was considered in forming the budget • financial summary of the program budget and • key initiatives and activities being undertaken during the 2015-16 financial year.

NB: The figures included in this section may differ slightly from the summary budget figures due to the inclusion of internal transactions and transfers to reserve.

Funding for some initiatives includes unspent funding from the 2014-15 budget that has been approved to be carried forward into the 2015-16 budget.

Annual Plan 2015-16 17.06.2015 37 of 162

Program 1City Planning

City Planning: Program Total

50.7%

61.6% 43.0%

23.7% 4.4%

14.7% 1.1%

0.8%

General Revenue

Operating($'s)

7,070,778

44,719,139 47,951,621 2,646,032 586,450

- - 7,070,778

Land Management & Development Control

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

Developer Contributions and Reserves

Land Use & Urban Planning

29,524,310

Streetscape Internal Revenue

Fees & Charges

- -

Loans

29,524,310

Internal Debt Service Payments

($'s)

Total($'s)

11,356,533 586,450 Streetscape

Land Use & Urban Planning

Prog

ram

Info

rmat

ion

What City Planning Achieves:City Planning provides a strategic approach to long term planning and policy development ensuring that the City manages natural hazards, growth and development of Gold Coast City while protecting and conserving our natural resources and heritage.

Plans, programs and initiatives are developed and structured to meet the requirements of the South East Queensland Regional Plan.

Key Considerations Informing the Budget:Population growth is one of the City of Gold Coast’s (City) major challenges with pressure on the need for housing, infrastructure, commercial space, open space and parklands. The city provides a balanced response to these pressures through periodic review of the planning scheme to ensure it continues to respond to growth and changes.

During 2015-16, the new City Plan (Planning Scheme) will respond with a fresh and innovative approach to how the city will manage and support long term growth. The plan will promote connected communities and well designed urban spaces, while at the same time safeguarding the city's biodiversity and open spaces. A Local Government Infrastructure Plan (LGIP) will also be progressed, ensuring the city has a sustainable longer term approach.

As part of the Commonwealth Games preparation, city place making improvements will progress in Broadbeach, providing alfresco dining, slowing of traffic, shade and new footpaths. Additionally and as part of urban precinct maintenance and renewal a place making master plan will be developed for Palm Beach.

Bud

get I

nfor

mat

ion

Capital($'s)

8,124,051 2,646,032

Service

Land Management & Development Control

Annual Plan 2015-16 17.06.2015 38 of 162

•

•

•

29,524,310

5,465,942

3,419,850

47,951,621 City Planning: Program Total

7,070,778

Land Management and Development Control

•

Council provides a significant range of development assessment and investigation activities to ensure compliance with the Planning Scheme, guidelines and legislation pertaining to development within the City of Gold Coast.

•

Surf Parade, Broadbeach providing enhanced opportunities for alfresco dining, slowing of traffic, shade and new footpaths.•

11,356,533

Key

Initi

ativ

es

Land Use and Urban Planning

Developing a master plan for the Palm Beach business centre to identify future projects to stimulate economic growth and to enhance the social and cultural benefits of the area. 250,000

Council develops strategies and guidelines for land use and the natural and built environment including review, preparation and maintenance of the city's key statutory land use instruments (City Plan and Local Government Infrastructure Plan). Office of the City Architect provides strategic planning, architectural and urban design advice to citywide projects.

Streetscape

6,611,726

Development assessment for material change of use and subdivision applications. Council also provides advice to customers through the Town Planning Advice Centre.

Undertake assessments and approvals for plumbing and drainage, environmental and landscaping, hydraulics and water quality and operational works.

3,570,670

•

City Planning 2015-16 Expense Budget by Service 2015-16 Expense($'s)

Providing public conveniences located at Orchid Avenue, Surfers Paradise. 500,000 •

Council works to ensure that the amenity of the city is preserved for local residents and tourists in a variety of commercial precincts across the city. Through its City Place Making Council also works with commercial property owners and business operators to facilitate the physical, economic and social revitalisation of commercial centres across the city. The aim is to create attractive and vibrant places that people enjoy visiting while also celebrating the local character of an area.

1,600,000

Maintenance of urban precincts across the city. 6,804,751

Ensuring development complies with relevant legislation. This includes stormwater, swimming pool and vehicle crossing compliance.

Manage infrastructure charges revenue and assets contributed by developers (e.g. stormwater, roads, water and sewerage infrastructure) for development applications.

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Program 2City Transport

City Transport: Program Total

General Revenue 51.5%

46.0% City Transport Levy 15.8%

31.5% City Parking Revenue 13.3%

13.8% Grants, Subsidies & Contributions 11.8%

8.7% Developer Contributions & Reserves 7.0% Other Revenue 0.6%

Parking Facilities & RegulationTraffic Management & Safety

Road NetworkTransport Improvement

73,656,823

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

81,983,423 28,255,679 183,895,925

2,734,613 - 25,319,913

61,856,679 -

The Gold Coast is a linear city with unique principal activity centres including Southport, Broadbeach, Robina and Coomera. This presents unique challenges for the transport network. The Gold Coast Transport Strategy 2031, in addition to addressing these challenges will over the next few years focus on supporting the infrastructure and services needed for the Commonwealth Games in 2018.

During 2015-16, there will be a continued focus on improvements to the road network in key locations across the city. New intelligent technology is also being implemented to improve traffic management, road safety and support improved parking arrangements for city residents and visitors. Active transport improvements will include increases in on road bike lanes, upgrades of footpaths and intersections and specific investments supporting Commonwealth Games activity.

Net revenue from Parking Facilities and Regulation of $9.1 million is utilised for improvements across the City Transport network.

Operating($'s)

Internal Debt Service Payments

($'s)Service Total

($'s)

Transport Improvement

15,066,925

22,802,498

Prog

ram

Info

rmat

ion

What City Transport Achieves:City Transport aims to change the way we move around our city by improving transport networks and encouraging the community to actively travel. Its goal is to undertake planning for future transport needs for the city, reduce traffic congestion and develop a transport network that is reliable.

It provides strategic planning and advice on sustainable transport outcomes for the city including transport planning, infrastructure analysis, public transport, active transport and the active travel program.

Key Considerations Informing the Budget:

Bud

get I

nfor

mat

ion

Capital($'s)

16,467,830 28,255,679

22,585,300

57,925,609

924,301 - 15,991,226

Road Network

Traffic Management & Safety

13,202,100

Parking Facilities & Regulation

84,659,177

Annual Plan 2015-16 17.06.2015 40 of 162

•

•

•The renewal and maintenance of bridges at various locations across the city. 2015-16 projects include the renewal of the old steel bridge across Currumbin Creek on Sarawak Ave which was constructed in 1902 and is of cultural interest.

City Transport 2015-16 Expense Budget by Service

Road Network

Council works collaboratively with the State and Federal Government to plan and implement major roadwork's and transport initiatives to meet the city's transport needs.

84,659,177

•

13,416,650

19,299,580

Major Bikeways

Planning and delivery of active transport routes to encourage greater use of walking and cycling for local trips and to provide essential access routes for the 2018 Commonwealth Games™.

•

•Upgrade of existing roundabout at the intersection of Cottesloe Drive and University Drive, Robina to construct a new signalised ‘T’ intersection to improve efficiency and safety for motorists, cyclists, pedestrians and reduce incidents.

Public Transport initiatives including free off peak travel for seniors on public transport and the continuation of the Council Cab program. The budget also contributes to Translink to run additional and low demand bus services, trial new routes and to improve public transport use across the city.

Upgrade of intersection at Christine Ave and Scottsdale Drive, Robina to replace the roundabout with new traffic signals to improve safety and reduce congestion.

4,210,000

610,000

•

650,000

Construction of active transport improvements south of Laycock Street to Fern Street including Garfield Terrace, Northcliffe Terrace and Fern Street, Surfers Paradise. The section of corridor is approximately 1km long and forms part of the coastal cycle and pedestrian route.

500,000

Construction of on road bike lanes (2.8km) and bicycle awareness zones (1.1km) in areas which are constrained along Currumbin Creek Road from Tomewin Road to Currumbin Valley Primary School. Currumbin Creek Road is a major training route for cyclists and part of the Commonwealth Games time trial route.

•

400,000

Upgrade and extension of shared pathway on the western side of Entertainment Drive, Oxenford.•

550,000

Construction of a shared path, bicycle lanes and other active transport improvements for pedestrians and cyclists along Golden Four Drive between Toolona Street and Gibson Street, Tugun. The corridor is approximately 1.9km in length.

57,925,609

•

10,051,200

Upgrading bus stops across the city to improve disability access. 1,705,350

•

••

Providing essential transport infrastructure associated with new developments in partnership with developers.

5,511,068

A new two lane road link from Gemvale Road to the new Varsity Heights residential development in Reedy Creek. 7,200,000

Road Rehabilitation and Reseals (including GC2018 - upgrade to road race routes), to maintain road pavements and wearing surfaces.

Stage 1 of upgrade and reconstruction works at Burnside Rd, Ormeau from Pacific Motorway to Christensen Rd.

2015-16 Expense($'s)

1,418,000

•

•

•

A Black Spot funded project to improve safety along Norwell Rd, Norwell.

Meet the current and future transport needs of the city through the planning, design, construction and maintenance of bridge, culvert and road infrastructure, maintain safety, environmental standards, land use development compatibility and guide the funding for transport infrastructure.

1,535,000

Public Transport

•

Key

Initi

ativ

es

Stage 2 works to upgrade Helensvale Rd from Monterey Keys Drive to Hope Island Rd. Work is to cater for increased traffic volume and to provide bicycle and pedestrian infrastructure. 4,000,000

Transport Improvement

1,070,000

5,120,000

Road reconstruction program to fix roads that have reached the end of their useful life and can no longer be renewed through maintenance and rehabilitation. Projects for 2015-16 include Johnson St, Southport; Golden Four Drive, Tugun; Norwell Rd, Gilberton; Smith St, Pacific Pines; Dreamworld Pwy, Coomera and Hardys Rd, Mudgeeraba.

•

6,000,000

Routine maintenance of Council's road network of approximately 3,200km to maintain service levels for quality and safety. The maintenance program includes associated assets such as footpaths, kerbs and channels, guard rails and more.

Annual Plan 2015-16 17.06.2015 41 of 162

15,991,226

City Transport: Program Total 183,895,925

Council provides and maintains on and off street vehicle parking facilities, associated equipment, signage and line marking. Council also enforces relevant Acts and Local Laws. The budget includes funds for improving security, lighting and equipment at Bruce Bishop car park and the replacement or installation of electronic parking machines and signage across the city.

•Street lighting operation and maintenance (almost all of this cost relates to electricity for the street lighting).

Council aims to minimise traffic congestion and maximise safety for all road users by providing services such as road safety audits, street lighting, road safety initiatives and traffic systems infrastructure.

11,457,900

City Transport 2015-16 Expense Budget by Service 2015-16 Expense($'s)

Parking Facilities and Regulation

The replacement of current traffic signal lanterns with long life energy efficient LED lanterns. 463,500

•

Traffic Management and Safety 25,319,913

Key

Initi

ativ

es

Annual Plan 2015-16 17.06.2015 42 of 162

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Program 3Community Health and Safety

Community Health and Safety: Program Total

39.8% 27.1% 82.8% 12.5% 9.9% 7.9% 3.6% 4.0% 3.3% 3.6% 0.4% 2.8% 2.3%

1,827,379

1,271,371

17,695,820

Special & Separate Rates & Levies

Social Development

Operating($'s)

9,116,939

Cemeteries

Emergency/Disaster Management

2,380,650

1,981,389

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

Lifeguard Service

Flooding & Drainage

47,288,604

Public SafetyAnimal Management

- 2,345,589

-

65,414,477 4,379,416

227,213 - 1,498,584

Public and Environmental Health

Developer Contributions & ReservesGrants, Subsidies & Contributions

General RevenueFees & Charges

150,675 - 5,166,931 5,016,256

1,827,379

364,200

249,800

-

- 2,630,450

62,936 - 17,758,756

Prog

ram

Info

rmat

ion

What Community Health and Safety Achieves:Community Health and Safety ensures compliance with legislative requirements and promotes the adoption of sustainable business and living practices.

It protects the health, safety and amenity of the community and the environment and strengthens the Gold Coast community through the delivery of community programs and plans for an accessible, safe and more inclusive Gold Coast.

Key Considerations Informing the Budget:The Gold Coast is still considered one of Australia’s most rapidly growing cities. The population has grown from 35,000 in the 1960s to an estimated 537,000 as at 30 June 2014. The city has a diverse mix of residents of all ages.

Maintaining our standards of community health and safety is vitally important to our city. A wide range of city services, including animal management, social development and public and environmental health provide support and protection to city residents.

During 2015-16, key areas for development include disaster management, including support for SES services, flooding and drainage works to support city resilience, supporting community safety with an expansion of the CCTV network across the city and the continued investment in equipment for the City's Lifeguard services which ensure the safety of residents and visitors on our beaches.

Bud

get I

nfor

mat

ion

8,160,033 -

Capital($'s)

Internal Debt Service Payments

($'s)

Total($'s)

12,530,400 4,379,416 26,026,755

13,746,457

Lifeguard Service

Animal Management

Public Safety

Emergency/Disaster Management

Social Development

Cemeteries

7,998,800 161,233

Flooding & Drainage

Service

Public and Environmental Health

Annual Plan 2015-16 17.06.2015 43 of 162

Community Health and Safety 2015-16 Expense Budget by Service

•

2015-16 Expense($'s)

•

Council seeks to safeguard the health and wellbeing of the community and the environment by providing licensing and compliance services under State and Local Laws.

Flooding and Drainage 26,026,755

17,758,756

5,082,000

Council is implementing strategies to improve flooding and drainage prone areas of the city. Ongoing activities include providing city wide flood data, undertaking flood investigations, damage surveys and hydraulic modelling.

•

Animal Management 5,166,931

Council protects public safety by providing a safety camera network and other community safety initiatives and operations.

•

Council provides funding to protect the community, their pets and the environment by providing animal management services, the regulated keeping of animals and eradication of pest animal species.

1,600,450

Council owns and operates numerous cemeteries throughout the city offering pleasant and cost effective burial and ashes sites.

Emergency/Disaster Management

•

Council employs the largest professional lifeguard service in Australia to protect lives on our beaches and promote surf safety education.

•

•

Council seeks to make the city more accessible for seniors and people with disabilities and works with the community to build social connections and increase capacity to address local needs. Council also provides support to community groups with specific needs (youth, seniors, families, people with disabilities, multicultural groups) to strengthen communities and create a more liveable city.

1,075,000 Renewal of drainage pipes to maintain acceptable standards for drainage infrastructure across the city.

Public Safety 2,630,450

1,827,379

Operations and monitoring of the CCTV safety camera network. Additional CCTV security cameras in Coolangatta, Broadbeach, Surfers Paradise and Southport. 249,800

8,160,033

••

2,700,000

Drainage upgrade works that will alleviate overfloor flooding in properties on Dowling Street and Smith Street, Southport 2,480,800

Renewal of the culvert crossing on Bayview St, Runaway Bay. These works are required to ensure an acceptable standard of drainage infrastructure is maintained at the site. 1,200,000

Lifeguard Service

Controlling pest plants and animals that can pose a human health risk, cause discomfort or threaten our native plants, animals or property.

3,453,397

4,144,062

Licensing and approvals for a wide range of regulated activities including advertising, dogs and cats, use of roads, beaches and parks, filming approvals, food safety and many more.

Public and Environmental Health

•

65,414,477

Cemeteries 1,498,584

2,345,589

Council provides funding to enhance the safety of the Gold Coast Community and build resilience to disasters through disaster prevention, planning, preparedness, education, response and recovery programs. Council liaises with other government bodies involved in disaster management and awareness.

Capital funding to upgrade cemetery entrances and undertake general renewal and improvement works across the city's eight cemeteries. 227,213

Key

Initi

ativ

es

Social Development

Community Health and Safety: Program Total

Continuation of drainage upgrade works within the Surf St catchment in Mermaid Beach.Maintenance of the existing stormwater network.

Annual Plan 2015-16 17.06.2015 44 of 162

Program 4Conservation and Environment

Conservation and Environment: Program Total

70.4%

58.8% 25.2%

30.8% 4.3%

10.4% 0.1%

17,208,945

2,696,050

General RevenueSpecial & Separate Rates & Levies

Pie

Cha

rts

How the Program is FundedBudget Allocation by Service

Catchment ManagementNatural Environment ConservationBeaches and Waterways

- 3,886,075

Developer Contributions & ReservesFees & Charges

Prog

ram

Info

rmat

ion

Bud

get I

nfor

mat

ion

-

Operating($'s)

37,478,680 31,430,055 6,048,625

- 22,067,545

11,525,060

1,190,025 Catchment Management

4,858,600

What Conservation and Environment Achieves:Conservation and Environment provides high level strategic policy and planning advice, support and coordination of Council's initiatives in the areas of natural hazard management, natural resource management and environmental sustainability.

It includes fostering sustainable management of our aquatic, riverine and marine ecosystems, protection of beaches, foreshores and open space.

Key Considerations Informing the Budget:Gold Coast is one of the most biodiverse cities in Australia with unique natural assets, such as beaches, bushland, parks and waterways. Council aims to preserve our natural resources across public and private land for future generations and to enhance the liveability of our city for today’s community.

During 2015-16 Council will continue to work to rehabilitate and stabilise at risk river banks and instream channel areas. This has been identified as the most effective action for supporting water quality and waterway amenity whilst securing community health and safety in and around waterways.

The city's ocean beaches provide a habitat for unique flora and fauna. The Ocean Beaches Strategy 2013-23 guides how the city protects, enhances and manages its beaches. During 2015-16 Council will invest in public seawalls, beach and waterway access structures and facilities.

Total($'s)Service Capital

($'s)

Internal Debt Service Payments

($'s)

Beaches and Waterways

11,525,060 - - Natural Environment Conservation

Annual Plan 2015-16 17.06.2015 45 of 162

Catchment Management 3,886,075

Natural Environment Conservation 11,525,060

••

7,673,816

7,496,929

Looking after the city's tidal and non tidal waterways, including dredging.

Council maintains beaches, lakes, canals and waterways including tidal swimming enclosures, boardwalks, fencing and walkways. Council also undertakes canal maintenance, dredging and waterway cleaning.

Renewal of the revetment wall on James Cook Esplanade, Hollywell. 940,000

The construction of new seawalls to prevent coastal erosion and protect areas of public open space. 2,160,000

Key

Initi

ativ

es

Conservation and Environment: Program Total 37,478,680

2015-16 Expense($'s)

Beaches and Waterways 22,067,545

Conservation and Environment 2015-16 Expense Budget by Service

•

Provide conservation of the city's biodiversity and natural assets through environmental planning and conservation, climate change initiatives and open space land acquisition.

Council seeks to protect human health in recreational waters by providing funding for monitoring the state of the city's water environments and rapid reporting of the health status of primary recreation areas. Council supports the maintenance of legislated environmental values in the city's water environments through catchment and storm water planning and implementation.

•Looking after the city's coastal areas, including sand bypassing activities.

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Program 5Economic Development

Economic Development: Program Total

73.5%

15.9%

60.6% 8.8%

39.4% 0.9%

0.6%

0.3%

Special & Separate Rates & Levies

Internal Revenue

Economic Development

39,624,314

Other Revenue

143,040

Developer Contributions & Reserves

Fees & Charges

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

Tourism Management and Marketing

General Revenue

28,460,345 143,040

29,364,588 69,131,942

Total($'s)

Bud

get I

nfor

mat

ion

Capital($'s)

Operating($'s)

27,214,967

13,313,590 41,916,975

Tourism Management and Marketing 26,310,724

Prog

ram

Info

rmat

ion

What Economic Development Achieves:Economic Development facilitates long term economic growth for the Gold Coast.

It creates the conditions and provides the support necessary for regional economic success and prosperity including a highly skilled and educated community, strong international connections, infrastructure that meets the needs of industry and an entrepreneurial culture focused on innovation.

Key Considerations Informing the Budget:Through the Economic Development Strategy 2023, Council works to broaden the economic base of the city through investment attraction and industry development. During 2015-16, work will continue on key city building activity including Southport CBD, the Cultural Precinct, tourism infrastructure and the implementation of supporting plans such as the Destination Tourism Management Plan, the Sports Plan and International Plan.

Winning the rights to host the Commonwealth Games in 2018 is an opportunity to showcase the Gold Coast and deliver up to 30,000 new jobs, $2 billion in economic investment and $500 million in new transport and community infrastructure. Supporting this, Council will progress developments at Carrara Sport and Leisure Centre, Carrara Indoor Stadium and Gold Coast Hockey Centre, along with renewal of mall infrastructure at Nerang St Mall and Broadbeach Mall. Gold Coast Chinatown will support the building of international relationships and investment attraction.

To remain a competitive destination, an integrated (“bricks and clicks”) visitor servicing strategy will be developed and implemented prior to the Commonwealth Games in 2018. This will ensure the availability of world class, tailored information at every stage of the visitor journey.

Internal Debt Service Payments

($'s)

904,243 -

Service

Economic Development

Annual Plan 2015-16 17.06.2015 47 of 162

•

13,915,000

Funding for the Surfers Paradise Alliance.

Funding for the Gold Coast Tourism Bureau.

•

2,306,300

27,214,967

• Support for numerous major events and festivals that attract tourism to the city.

•Funding to support environmental solutions such as solar panels, stormwater harvesting and recycled water connections on Council owned facilities required for the Commonwealth Games. Funding these initiatives will reduce the operating costs of the facilities once they are handed back to Council after the Commonwealth Games.

Council supports the tourism industry by providing funding for various associations, alliances and events in the city that work to increase visitor numbers and visitor expenditure in the city. Funding provided for 2015-16 will be received by the following associations.

41,916,975 Economic Development

•

Funding contributions to the development of Commonwealth Games facilities to ensure the facilities are suitable for community use post the Commonwealth Games. Funding includes additional change and administration areas, lighting and scoreboards.

2,000,000

Council provides funding to create jobs, lift productivity, diversify the economy, grow emerging industries and build business and investor confidence in the city. Council is also providing funding for the 2018 Commonwealth Games™ to be held on the Gold Coast.

20,000,000 Council's cash contribution to the State Government as part funding for the development and upgrade of Council owned facilities required for the 2018 Commonwealth Games™.

Economic Development 2015-16 Expense Budget by Service

•Funding for the Broadbeach Management Alliance.

Tourism Management and Marketing

Funding for connecting Southern Gold Coast.

•

•

Key

Initi

ativ

es

Economic Development: Program Total

3,875,000

•

69,131,942

2015-16 Expense($'s)

Funding for the development of a Gold Coast Festival in the lead up to the Commonwealth Games. 1,240,000

•

Renewal of Nerang Street Mall from Scarborough Street to Marine Parade, including vegetation, public art, lighting, etc.

730,973

3,200,964

Continued development of Gold Coast Chinatown in Southport, including the delivery of Paifangs. 1,185,345

Upgrades to Southport Broadwater Parklands to prepare for the 2018 Commonwealth Games™ including the relocation of community infrastructure displaced by the upgrade to the Southport Aquatic Centre and reclamation of land to achieve an additional three hectares of parklands.

•

3,310,775

•

•

1,000,000

Renewal of Broadbeach Mall from Surf Pde to Kurrawa Park including vegetation, public art, lighting, etc. 200,000

200,000

•Council is partnering with the State Government to deliver the Commonwealth Games in 2018. A Commonwealth Games unit has been established within Council to ensure the best outcomes are realised for the city. This funding is for the salaries, administration and other initiatives of the Commonwealth Games unit.

3,118,470

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Program 6Parks, Recreation and Culture

Parks, Recreation and Culture: Program Total

51.1% 62.6%

13.4% 16.1%

10.1% 11.1%

10.1% 4.0%

6.4% 3.3%

5.3% 1.7%

3.6% 1.2%

Parks, Natural Areas and Recreation General Revenue

Other RevenueMajor Sporting and Aquatic Centres

Grants, Subsidies & Contributions

Recreational Space Separate Charge

LoansCommunity SupportCommunity Centres

Culture & Heritage

Developer Contributions & Reserves

17,236,513

Fees & Charges

5,677,950

-

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

182,682,456 39,020,536

Bud

get I

nfor

mat

ion

7,009,626

10,121,984

5,794,600

Operating($'s)

62,449,678

18,467,926 Culture & Heritage

126,425,407

160,900 -

11,458,300

- 965,170 Community Centres

Library Services

9,651,900

6,643,120

11,717,032

18,493,569

93,154,940

24,553,969

Community Support

-

Prog

ram

Info

rmat

ion

What Parks, Recreation and Culture Achieves:Parks, Recreation and Culture plans and manages a diverse network of high quality parks, open spaces and recreational facilities, develops and implements programs for outdoor social and physical activities and contributes to city walkability, cooling and beautification through a comprehensive greening and street planting program. It oversees extensive natural areas protecting the city’s conservation areas enlisting the community's support in the ongoing preservation, understanding and enjoyment of these important areas.

It also provides a range of cultural experiences supporting the development of the city.

Key Considerations Informing the Budget:The city's parks, open spaces and recreational facilities deliver high quality services to the city, promote activity and connect residents to the city's growing art and cultural opportunities.

During 2015-16, the development of the Gold Coast Cultural Precinct Stage 1 will progress. This stage will include the initial Artscape works, Riverside Hub (Gallery and Creative Space) and a versatile outdoor performance space and other associated works. The Culture Strategy 2023 will actively support this development by implementing programs to elevate the profile of art and culture in the city and support the development of the creative sector.

The significant investment in the maintenance and improvement of city parks, sports fields, playgrounds and community facilities will continue, including works at Tallebudgera, Runaway Bay, the Botanic Gardens and Coomera. Improvements to the city's tourist parks and visitor facilities on South Stradbroke Island are also planned.

Tourist Parks & Campgrounds

Parks, Natural Areas and Recreation

ServiceInternal Debt

Service Payments($'s)

Total($'s)

3,586,266 3,928,803

17,397,552

10,978,500

13,307,710

24,393,069

Capital($'s)

-

Major Sporting and Aquatic Centres

Library Services

Tourist Parks & Campgrounds

1,595,048

3,857,300

Annual Plan 2015-16 17.06.2015 49 of 162

•Robina City Parklands is being developed as a unique sports and community event site. These funds, and an additional $700,000 allocation from the local councillor budget, will be used to construct public amenities, community building, pathways, landscaping, drainage, signage and other minor improvements.

500,000

Construction of permanent toilet facilities at the Botanical Gardens. 500,000

•Renewal works and equipment purchases at various sporting venues across the city including the Palm Meadows baseball field, Gold Coast Cycle Centre, Carrara Indoor Stadium, Carrara playing fields and various swimming pools.

•

•

Major Sporting and Aquatic Centres 11,717,032

24,553,969

612,025 •

Library Services

Provide the community with access to sporting and recreation pursuits through major sporting facilities and aquatic venues.

2,974,241

Works to stabilise various potential rockfall hazards at Lions Head and Pat Fagan Park. 1,350,000

Funding to purchase additional items for the library collections across the city.

• Upgrade works at Betty Diamond sports fields in Tugun. 920,000

•

5,364,800

4,829,323

Parks, Natural Areas and Recreation

•

•

Parks, Recreation and Culture 2015-16 Expense Budget by Service

•

2015-16 Expense($'s)

Renewal and replacement of parks assets including public conveniences, barbeques, lighting at parks and sports fields, playground equipment, car parks, etc.

5,412,200

93,154,940

Funding to enhance community interaction and improve access to sporting and recreational pursuits. This service also seeks to strengthen the city's reputation as a great place to live and visit by providing a network of safe, accessible and attractive parks.

•

•Management of over 13,000 hectares of bushland.

Continued works to extend sporting fields at Coplick Park in Tallebudgera, adding three playing surfaces, irrigation and lighting.

9,268,838

6,343,179

Maintaining Southport Broadwater Parklands, including turf maintenance, maintaining landscaping and other park assets, cleaning, vandalism repairs and graffiti cleaning.

Managing and maintaining turf on local sporting fields. 3,467,800

Mowing, edging, weeding and watering of grassed areas throughout the city.

5,813,942

Tree pruning, removal, planting and maintenance in parks throughout the city, including responding to over 6,000 requests for tree maintenance each year.

•

•

Libraries are a highly popular, visible and integral Council service which is valued by the community. Funding builds active, engaged and learning communities by supporting reading and literacy, skill development and learning, connecting people and health and wellness programs. The city's public library services plays an important role in underpinning and strengthening economic and social capital.

Upgrade, renewal and replacement of assets at the City's seven Tourist Parks.

2,275,530

•

Key

Initi

ativ

es

Upgrade, renewal and replacement of assets at Tipplers resort on South Stradbroke Island.

•

Provide commercial tourist accommodation and facilities that encompasses seven tourist parks and three camp grounds with accommodation options including caravan and camping sites, luxury cabins and group lodgings.

•

•

1,595,048

1,770,200 Bushfire management including hazard reduction burns, fire management planning, fire breaks, fire trail construction and vegetation management.

Tourist Parks and Campgrounds 18,493,569

8,281,400

Maintenance, watering and mulching of landscaped areas throughout the city. 16,358,900

Maintaining and repairing park assets, park furniture, skate parks, bmx tracks and barbeques.

Annual Plan 2015-16 17.06.2015 50 of 162

Funding for stage 1 of the development of the Cultural Precinct at Evandale Parklands, which includes design and construction of initial Artscape works, Riverside Hub (Gallery and Creative Space), a versatile outdoor performance space and other associated works. In 2015-16 demolition of the existing Surfers Administration building and commencement of early works and other construction activities will occur.

Council gives back to the community through rates discounts, remissions, subsidies and donations to community organisations.

This service contributes to the social sustainability, recreation, education and liveability of our city. It promotes community participation by providing community and youth centres. Council provides funding to ensure equitable access, connectivity and capacity building with community sector support and development.

Culture and Heritage

Strengthening the city’s culture and heritage and providing opportunities through the development of community cultural and professional arts including traditional and contemporary indigenous culture. Council funds community and commemorative events and also contributes to the management of the Gold Coast Arts Centre. The 2015-16 budget allocates funding for the development of the Culture Strategy 2024.

18,467,926

Community Centres

10,075,000

Funding for the Gold Coast Arts Centre will provide for the ongoing management, development, renewal and maintenance of facilities. Funding also supports the art and asset acquisition programs. 4,972,266 •

•

Key

Initi

ativ

esParks, Recreation and Culture 2015-16 Expense Budget by Service 2015-16 Expense

($'s)

9,651,900 Community Support

Parks, Recreation and Culture: Program Total 182,682,456

6,643,120

Annual Plan 2015-16 17.06.2015 51 of 162

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Program 7Waste Management

Waste Management: Program Total

67.3%

62.9% 18.2%

16.3% 8.3%

13.6% 2.5%

7.2% 2.3% 1.4%

21,703,670

General Revenue

How the Program is Funded

70,061,032

Grants, Subsidies & Contributions

Waste Disposal

Recycling Developer Contributions & Reserves

Loans

7,624,216 Bud

get I

nfor

mat

ion

Operating($'s)

Capital($'s)

City Cleaning

Pie

Cha

rts

Fees & ChargesWaste Collection

14,384,516 106,149,218

Total($'s)

14,384,516

14,413,800

-

21,703,670 66,834,876 30,746,690

Budget Allocation by Service

-

Special & Separate Rates & Levies

7,624,216

-

- -

Prog

ram

Info

rmat

ion

What Waste Management Achieves:Waste management delivers world class waste infrastructure and services in the areas of waste collection, resource recovery and waste disposal.

Key Considerations Informing the Budget:

Internal Debt Service Payments

($'s)

Waste Collection

City Cleaning

Recycling

Gold Coast Waste Management is a commercial business unit of City of Gold Coast that aims to provide the Gold Coast community with a cost effective and environmentally responsible domestic and commercial solid waste collection service. Its network consists of recycling centres and active landfills.

During 2015-16, the new solid waste strategy will have a focus on diverting organic waste from landfill such as green waste, food waste, timber and wood waste. This will be supported by encouraging positive behaviours including the introduction of public place recycling. During 2015-16, recycling bins will introduced into premium parks and urban precinct CBD's.

To provide adequate services for the forecast population growth of the city a new waste and recycling drop off centre will be designed for Coomera and for the southern end of the Gold Coast there will be ongoing improvements at Reedy Creek.

17,276,326

14,413,800

17,276,326 -

Service

Waste Disposal

Annual Plan 2015-16 17.06.2015 52 of 162

Waste Disposal 66,834,876

4,838,767

Waste management kerbside clean-up service for eligible dwellings within the current waste collection area. 1,960,000

•

•

City Cleaning

•Works at the Suntown landfill to ensure effective environmental management.•

• Design and construction of a leachate system at Reedy Creek landfill to best manage environmental impacts. 3,075,000

16,696,326

Key

Initi

ativ

esWaste Management 2015-16 Expense Budget by Service 2015-16 Expense

($'s)

Preserving the health and recreation amenity of public spaces through barbeque cleaning, beach sieving, dog bag dispenser refills, event support services, flushing of footpath and road surfaces, litter collection, pavement scrubbing, precinct and mall cleaning, public space garbage collection, rubbish and illegally dumped material collection, street sweeping and toilet cleaning.

106,149,218

7,624,216

Providing a reliable and environmentally responsible solid waste collection service. Providing waste and recycling bins. Collection of waste from commercial customers, domestic premises, deposits in street and park bins and at special events. Funding also provides waste management education to residents and industries.

Waste Collection 17,276,326

Waste Management: Program Total

Waste Service Contracts for the collection of waste from residential and commercial properties throughout the city.•

Provide and encourage the use of recycling services to ensure reuse, recycling and recovery options are maximised prior to landfill disposal.

Recycling

14,413,800

Ensure our city has adequate facilities and resources to process all the city's solid waste. Council seeks to maximise recovery of waste and minimise impacts on the environment and human health.

7,400,000

Operation of waste transfer stations across the city. This cost includes the transportation of waste from the transfer stations to landfills.

New landfill liners at Reedy Creek and Stapylton landfills.

10,543,914

Annual Plan 2015-16 17.06.2015 53 of 162

Program 8Water and Sewerage

Water and Sewerage: Program Total

91.9%

72.1% 5.3%

27.5% 1.4%

0.4% 1.0% 0.4%

Budget Allocation by Service

Recycled Water

714,988

438,072,461

SewerageWater

9,742,000 348,201,194

-

8,077,552

Special & Separate Rates & Levies

How the Program is Funded

Pie

Cha

rts

61,719,000 8,077,552 507,869,013

Interest Revenue

Bud

get I

nfor

mat

ion

Internal RevenueDeveloper Contributions & Reserves

Operating($'s)

1,385,000

366,020,746

50,592,000 -

Fees & Charges

2,099,988

Prog

ram

Info

rmat

ion

What Water and Sewerage Achieves:Gold Coast Water is responsible for providing safe drinking water supplies and safe wastewater collection, treatment, reuse and disposal.

Facilities owned and operated by Gold Coast Water include four wastewater treatment plants, one advanced recycled water treatment plant, approximately 3,149 km of water mains, 530 sewerage pump stations, 56 water pump stations and 59 water supply reservoirs.

Key Considerations Informing the Budget:Gold Coast Water is a commercial business unit of City of Gold Coast that provides water, sewerage and recycled water services for the City of Gold Coast while ensuring the protection of the natural and built environment. Provision of adequate service requires planned maintenance and upgrades along with expansion of new infrastructure to cater for growth.

During 2015-16 upgrades will be completed in the Carrara precinct and at Keith Hunt Park, Labrador to ensure these venues are adequate to service the 2018 Commonwealth Games event. Additional works include sewerage network improvements across the city including Merrimac West and Coombabah. These will cater for growth and the replacement of ageing infrastructure.

Internal Debt Service Payments

($'s)

Total($'s)

Capital($'s)Service

Water

Sewerage

Recycled Water

89,156,279 139,748,279

Annual Plan 2015-16 17.06.2015 54 of 162

•

9,742,000

Water 366,020,746

Capital works to upgrade, renew and construct infrastructure across the entire water network.

Water and Sewerage: Program Total

Sewerage

• Capital works to upgrade, renew and construct sewerage infrastructure across the entire network including treatment plants, pump stations and mains.

Provide safe and reliable recycled water services.

Recycled Water 2,099,988

50,592,000

Maintain high quality health outcomes for our city by providing sewerage services to customers. Services include the collection and treatment of sewerage, the safe release of treated effluent and the provision of recycled water and biosolids for reuse. The planning, construction and maintenance of infrastructure and assets, including sewerage networks, sewage treatment plants and release systems is also an important part of this service.

139,748,279

Key

Initi

ativ

es •

110,322,865 •

Council is responsible for providing water services to customers throughout our city. Council purchases water from the South East Queensland (SEQ) Water Grid and distributes the water to customers within the boundaries of the city. Council constructs and maintains the water distribution network.

As a regulated commercialised business unit, Gold Coast Water provides a financial return to Council in the form of interest, dividends and tax equivalent payments. These returns are used to fund other operations and capital works across Council, thus keeping general rates down.

507,869,013

Water and Sewerage 2015-16 Expense Budget by Service 2015-16 Expense($'s)

Purchase of water from SEQ Water for distribution to customers. 174,145,000

Annual Plan 2015-16 17.06.2015 55 of 162

Program 9Organisational Capability

Organisational Capability: Program Total

63.9% 15.4% 12.8% 5.2% 1.8% 0.9%

Financial ManagementRisk ManagementInformation Management

2,402,000

1,204,900

76,383,225

(7,911,770)

Information Management

Risk Management

Financial Management

Strategic Asset Management

882,295 34,114,555 99,774,856

Corporate Planning & Performance

Budget Allocation by Service How the Program is Funded

Strategic Asset Management

Human Resources

- - 6,990,001

Pie

Cha

rts

- 25,145,582

2,402,000 - -

134,771,706

- -

17,233,812

769,595 8,968,973 86,121,793

Service

Bud

get I

nfor

mat

ion

Capital($'s)

Internal/External Debt Service

Payments ($'s)

Human Resources

Corporate Planning & Performance

20,819,200 112,700 -

1,204,900

Prog

ram

Info

rmat

ion

What Organisational Capability Achieves:Organisational capability supports future planning for the city and the delivery of corporate priorities through strategic risk, people, financial and information resources management.

Key Considerations Informing the Budget:Organisational services provides products and services which support the organisation to deliver high quality services to the community.

During 2015-16, the strategic vision for Information and Communications Technology (ICT) will be progressed through the implementation of the ICT Service Transformation Program. This is expected to result in the outsourcing of ICT services and provision of a Local Government Platform which will improve service quality and provide value for money. Other activities planned for 2015-16 include investing in improved capability in people management and asset management. While the city already provides mobile application solutions, for example "report an issue" (used for issues such as graffiti), the opportunity to improve mobile phone applications more widely will be investigated during 2015-16.

Total($'s)

20,706,500

Operating($'s)

6,990,001

The Organisational Capability program facilitates the collection of many corporate revenues, such as general rates and general purpose grants. This funding is not redistributed internally which creates a large surplus position in this program. Therefore, it is not possible to provide a graph for this program that is consistent with the other programs.

Annual Plan 2015-16 17.06.2015 56 of 162

Mitigate risk by supporting the governance of corporate, directorate and business risk planning. This service also provides legal services, insurance, staff immunisation, fraud prevention, internal audit and corporate security.

Funding to support the delivery of city outcomes for Council by providing responsive financial management, long term financial sustainability, financial compliance, financial accounting, asset accounting, management accounting and financial strategy. The budget for this service includes large internal transfers that don't represent a real cost to the organisation, but facilitate the proper management of funds within the organisation to promote better accountability.

Provide consultancy and support to the organisation on the complete life cycle of employees. This includes recruitment, appointments, payroll, performance management, business support, equal opportunities, organisational restructures and individual development via a coordinated program of courses that underpin each capability and role responsibility.

•

6,990,001

Risk Management

Transition information technology (IT) capabilities in Council to an 'IT as a service' model and shift to off premise ICT Services for the City of Gold Coast.

Supporting Council's business operations through the provision of information and communication technology services.

20,824,890

20,819,200

Organisational Capability: Program Total 134,771,706

Strategic Asset Management 1,204,900

Human Resources

17,233,812

Lead the implementation and ongoing governance of fit for purpose infrastructure asset management practices across the organisation to enable informed decision making by executive and Council.

Develop and implement effective corporate governance supporting organisational sustainability and value for money to the community. Services include strategic, corporate and operational planning, policy management, community engagement, corporate governance systems and processes, portfolio management, performance management and reporting, advocacy and regional collaboration.

2,402,000

Financial Management

Organisational Capability 2015-16 Expense Budget by ServiceK

ey In

itiat

ives

Information Management 86,121,793

Corporate Planning and Performance

2015-16 Expense($'s)

Annual Plan 2015-16 17.06.2015 57 of 162

Program 10Internal Services

Internal Services: Program Total

48.7% 79.8% 25.8% 8.3% 10.2% 6.9% 10.1% 3.1% 4.2% 1.2% 1.0% 0.7%

General Revenue

839,200

31,019,500 2,549,770 85,348,915

3,570,365

-

- -

Property & Facilities Management

(12,992,917)

Other RevenueCouncil SupportInternal RevenueDeveloper Contributions & Reserves

Pie

Cha

rts

Budget Allocation by Service How the Program is Funded

Marketing & PromotionsFleet & Plant

Design Services

Sale of Assets

41,636,072

Internal Support Services

Fees & Charges

-

21,630,800

Property & Facilities Management

Council Support

-

- 8,637,883

8,656,496 -

-

Internal services assists the organisation in its management of the city and supports the delivery of value for money for ratepayers.

It provides a high standard of internal products, services and facilities in response to the requirements of the organisation to enable it to deliver quality products and services to the community.

Internal Debt Service Payments

($'s)

Total($'s)

Key Considerations Informing the Budget:Internal services provides products, services and facilities which support the organisation to deliver high quality services to the community.

During 2015-16 work will continue to centralise city functions on the Waterside and Karp Court sites at Bundall. This will mean the relocation of further services from the Evandale site during the year, enabling work on the Cultural Precinct to progress. Improvements to optimise the use of the city fleet of vehicles will also continue, ensuring value for money.

The City's use of new technology will continue to increase in 2015-16, improving customer service options, with increasing online services and wider use of social media to improve communication to city residents.

Operating($'s)

51,779,645

22,008,899 2,549,770

-

8,656,496

Prog

ram

Info

rmat

ion

Bud

get I

nfor

mat

ion

Capital($'s)

3,570,365

839,200

Marketing & Promotions

Design Services

What Internal Services Achieves:

10,070,429 9,388,700

Service

Internal Support Services 41,636,072

Fleet & Plant

Annual Plan 2015-16 17.06.2015 58 of 162

Funding to manage Council's property acquisitions and disposals, manage existing land portfolio and oversee property and building lease arrangements. Council ensures buildings are fit for purpose and deliver appropriate accommodation standards through regular maintenance, security, energy management and general facilities management.

• Refurbishment and fit out of Council's building at Karp Court in Bundall in preparation for relocation of staff.

Property and Facilities Management 22,008,899

41,636,072

Marketing and Promotions

Provide general administration and operational support for Council and Customer Service Centres.

Key

Initi

ativ

esInternal Services 2015-16 Expense Budget by Service 2015-16 Expense

($'s)

Internal Support Services

2,580,000

8,656,496

Support for Councillors to enable them to perform their civic duties and ensure the availability of Council meeting agendas and minutes to residents of Council's decision making process. Provide the services required for local government elections. Facilitate the development and maintenance of effective international relations and economic development activities and developing and implementing effective advocacy strategies and functions at State and Federal Government levels.

Council Support

8,637,883

•

Internal Services: Program Total 85,348,915

3,570,365

Fleet and Plant

Provide vehicle, plant and equipment to support the delivery of services and infrastructure across the city. The budget includes funding for fleet asset management, fleet asset acquisition and disposal, fuel management, fleet asset maintenance and repair and mobile communications.

Design Services 839,200

Promote our city's reputation both locally and nationally as an investment, lifestyle and business destination by managing issues and perceptions and providing professional digital, social and mainstream marketing and communication services that deliver on key communication objectives of the Mayor and Chief Executive Officer.

Supporting the delivery of the capital works program, infrastructure services program, and maintenance of assets in the disciplines of engineering, architecture, landscape architecture, specifications, CADD, 3D visualisations, surveying, and materials testing, for all asset classes across Council.

A significant portion of the total cost of this service relates to internal transactions.

Annual Plan 2015-16 17.06.2015 59 of 162

3.7 Service Summaries The following pages provide a summary of each of the services, categorised by program.

These include:

• a description of the service • levels of service • financial summary of the service budget • key initiatives being undertaken during the 2015-16 financial year • identification of funding associated with progressing the Gold Coast 2020 and GC2018 • identification of initiatives mitigating corporate and directorate risks and • identification of key corporate strategy initiatives.

NB: The figures included in this section may differ slightly from the summary budget figures due to the inclusion of internal transactions and transfers to reserve.

Funding for some initiatives includes unspent funding from the 2014-15 budget that has been approved to be carried forward into the 2015-16 budget.

Annual Plan 2015-16 17.06.2015 60 of 162

Annual Plan 2015-16 17.06.2015 61 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Land Management and Development Control: Total

Corp Plan

Comm Games

Base Budget29,049,139

0

(1,514,829)

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

(1,514,829)

New Proposals0 0

475,171

13,015,149

2015-16 Revenue($'s)

(18,648,073)

(18,648,073)

Enhance the city's liveability through management of the land development process and implementation of the planning scheme and associated policies. This includes both planned and reactive assessment and compliance functions.

Decision making periods achieving target timeframes. Increase application of RiskSmart process.

(20,638,073) 11,902,649

Key

Initi

ativ

es

29,524,310 0

8,886,237

(1,990,000)

0

(1,990,000)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

13,015,149

(1,112,500)

Service Description:

Level of Service:

2015-16 Nett($'s)

10,401,066

0

2015-16 Expense($'s)

0

0 0

29,049,139 10,401,066

0

0

2014-15 Nett($'s)

7,500

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

230,000

(1,350,000)

0 0

0

475,171

120,000 Develop the Natural Hazard Policy Integration Project and Bushfire Consequence Modelling Project

Note 1.

Service 1.1Land Management and Development Control

Program 1City Planning

Annual Plan 2015-16 17.06.2015 62 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Land Use and Urban Planning: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

Review the Planning Scheme every 10 years and preparation of a Local Government Infrastructure Plan as per the Sustainable Planning Act 2009. Continue to provide strategic amendment program, architectural and urban design advice to city wide projects.

2015-16($'s)

0

2,094,390

4,976,388

RF: Denotes initiatives delivered from recurrent sources of funding.

CN000883

0

Service Description:

Level of Service:

Planning Scheme Review and Priority Development Areas development, develop strategies and guidelines for land use and the natural and built environment including review, preparation and maintenance of the city's key statutory land use instruments. Office of City Architect provides strategic, architectural and urban design advice to citywide projects.

5,991,895

2,094,390

4,976,388

0

0

0

4,976,388

7,070,778 7,070,778

0 0

0

2,094,390

0

0

0

0

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

4,976,388

0

0 New Proposals

0

1,214,390 Implement the Local Government Infrastructure Plan

800,000 Implement the City Plan Amendment ProgramCM000723

Service 1.2Land Use and Urban Planning

Program 1City Planning

0

2,094,390

0

0

157,839

2014-15 Nett($'s)

4,084,056

0

Note 1.

2015-16 Nett($'s)

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

2015-16 Revenue($'s)

1,750,000

0

1,907,839

0

4,084,056

Annual Plan 2015-16 17.06.2015 63 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Streetscape: Service Total

Corp Plan

Comm Games

•

Base Budget8,616,501

2,646,032

2,206,699

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals94,000 94,000

0

5,545,409

2015-16 Revenue($'s)

(2,459,833)

(2,459,833)

City Place Making is a high quality implementation unit undertaking urban renewal of the city’s commercial centres, revitalising and reactivating them to be liveable, vibrant and connected places. The upgrade to business centres contributes significantly to city lifestyle and provides opportunities for small business entrepreneurs, promoting prosperity for the city and peoples health, happiness and wellbeing. Place making capitalises on a local community’s assets, inspiration, and potential, facilitating the long term, integrated planning and development of safe, vibrant public spaces and neighbourhoods that are valued by local people and are attractive to visitors, strengthening local community and economic life.

Successful delivery of urban renewal projects and evidence of physical, economic and social improvements in centres. Successful working relationships with project stakeholders. High quality urban design outcomes. Safer streets with reduction in crime. Improved city image.

(2,993,166) 7,588,216

Key

Initi

ativ

es

11,356,533 20,000

8,363,367

(533,333)

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

5,545,409

2,042,807

Service Description:

Level of Service:

2015-16 Nett($'s)

6,156,668

0

2015-16 Expense($'s)

1,715,207

0 0

8,616,501 6,156,668

0

(533,333)

2014-15 Nett($'s)

282,000

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

45,600

0 0

2,112,699

2,740,032

1,600,000

500,000

250,000

Complete a place making upgrade at Surf Parade, Broadbeach

Construct an amenities block in Orchid Ave, Surfers Paradise

Development of a place making master plan for Palm Beach

Note 1.

Service 1.3Streetscape

Program 1City Planning

Annual Plan 2015-16 17.06.2015 64 of 162

Annual Plan 2015-16 17.06.2015 65 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Parking Facilities and Regulation: Service Total

Corp Plan

Comm Games

Transport

Strategy Risk Mitigation Initiative

82,500

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Reported faults responded to by maintenance team same day of receipt. Complaints in relation to illegal parking investigated within two days of receipt. Enforcement services provided seven days a week including routine outside business hours patrols and on call facility. Maintenance of the city's paid parking ticket machines.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

(80,000)

Service Description:

Level of Service:

Ensure quality road transport related outcomes by providing limited off street car parks and optimise the use of parking infrastructure through demand management mechanisms achieved by the enforcement of parking laws.

(7,063,406)

40,000 0

500,000

824,301

(2,718,550)

(5,892,624)

(2,344,350)

(6,716,925)

824,301

(434,200)

11,906,876

795,500

(434,200)

(17,799,500)

(6,288,700) 3,944,350

0

(8,611,174) 15,991,226

100,000 100,000

4,084,350

(17,799,500)

0

0

(40,000)

(1,213,000)

(7,145,906)

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

11,082,575

(6,802,900)

335,760

437,250 Data management for the integrated parking management system

Service 2.1Parking Facilities and Regulation

Program 2City Transport

(24,602,400)

(7,481,666)

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 66 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Road Network: Service Total

Corp Plan

Comm Games

•

Strategy Risk Mitigation Initiative

8,804,200

Repair of damaged road surfaces. Renewal of pavements and surfaces. Maintenance of associated infrastructure (kerb and channelling, culverts, bridges). Service level based on a pavement condition index (PCI of 8.5).

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Ensure safety of the road network by the maintenance of roads, pedestrian areas, roadworks, bikeways, bridges and major culverts, bus shelter maintenance, road sealing, kerbs, transport assets, traffic signals, road signs, line marking and street sweeping programs.

54,587,035

0 0

8,346,500

24,122,744

16,072,335

245,000

1,700,000

1,418,000

44,935,242

0

20,812,498

32,264,744

0

55,067,242

0

0

(10,132,000)

0 0

0

61,007,577 84,659,177

16,072,335 29,591,935

29,591,935

(1,990,000)

(8,142,000)

(13,519,600)

0

457,700

45,782,835

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

22,802,498

(13,519,600)

23,598,395

4,000,000

1,535,000

44,505

1,446,600

19,049,580

2,109,387

Rehabilitation and reseal of roads

Upgrade of the Christine Avenue and Scottsdale Drive intersection at Robina

Upgrade the roundabout at Cottesloe Drive and University Drive, Robina

GC2018 - upgrade the road race routes at Currumbin

7,200,000

6,000,000

Construction of a two lane road from Gemvale Road, Mudgeeraba

Upgrade Burnside Road, Ormeau

Upgrade of Helensvale Road from Monterey Keys Drive to Hope Island Road, Hope Island

1,070,000

250,000

Transport

Transport

Transport

Transport

Transport

Transport

Transport

Replacement of damaged kerbs and channels

Repair Sarawak Avenue bridge across Currumbin Creek, Currumbin

Safety improvements at Norwell Road, Jacobs Well

Upgrade the intersection at Turpin and Robert St, Labrador

Improvement of the city infrastructure to comply with disability access standards

Note 1.

Service 2.2Road Network

Program 2City Transport

(23,651,600)

22,184,440

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Annual Plan 2015-16 17.06.2015 67 of 162

Corp Plan

Comm Games

RF: Denotes initiatives delivered from recurrent sources of funding.

Key

Initi

ativ

es

140,000

178,000

2015-16($'s)Strategy

Transport

Transport

Risk Mitigation

Upgrade the intersection at Chelsea Avenue and Surf Parade, Broadbeach

Upgrade the intersection at Australia Avenue and Surf Parade, Broadbeach

Initiative

Annual Plan 2015-16 17.06.2015 68 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Traffic Management and Safety: Service Total

Corp Plan

Comm Games

Transport

Strategy Risk Mitigation Initiative

1,624,000

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Provision of pavement marking and expertise in accordance with relevant standards and legislation. Ensuring adequate provision of street lighting through monitoring and maintenance. Daily monitoring of traffic signal maintenance contract. Signage is manufactured in accordance with all relevant standards.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Minimise traffic congestion and maximise safety for all road users by providing investigation, concept design and recommendations for implementing traffic calming devices, pedestrian and traffic facilities, pavement line marking and signage installation and maintenance, maintenance of traffic signals and street lighting on Council roads, and manufacture of signage including project management service for externally manufactured signage.

22,467,730

0 0

1,624,000

826,000

2,208,613

23,111,300

300,000

22,285,300

826,000

0

23,111,300

0

0

0

0 300,000

0

25,319,913 25,319,913

1,908,613 1,908,613

2,208,613

0

0

0

0

0

20,843,730

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

22,285,300

0

790,000

725,000 Installation of Intelligent Transport Systems infrastructure for fibre optics at Slatyer Avenue, Bundall

60,000 Installation of traffic cameras to improve traffic management and road safetyTransport

Service 2.3Traffic Management and Safety

Program 2City Transport

0

20,053,730

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 69 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Transport Improvement: Service Total

Corp Plan

Comm Games

•

••••

•

Strategy Risk Mitigation Initiative

Transport

Base Budget37,020,779

2015-16 Expense($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

Transport

Transport

Transport

Bridge and Culvert Infrastructure constructed to Australian Standards and Land Development Guidelines. Flood immunity Q100 and Q10 (dependant on location urban v rural). Compliance with Department of Transport and Main Roads Bridge Inspection Manual. Service level based on a pavement condition index (PCI of 8.5).

3,965,000

New Proposals

5,489,830

472,000

Service Description:

Level of Service:

8,902,195

2015-16 Revenue($'s)

(26,033,000)

(26,033,000)

Meet the current and future transport needs of the city by effectively planning, designing, constructing and maintaining the city’s transport infrastructure to deliver a safe, efficient and affordable transport network.

2015-16($'s)

650,000

(41,448,000) 22,528,823

Key

Initi

ativ

es

Transport

472,000

3,965,000

16,467,830

13,626,628

Transport

Transport

(15,415,000)

0

0

0

(15,415,000)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

37,020,779 10,987,779

2015-16 Nett($'s)

10,987,779

0

8,902,195

6,844,744

0

6,066,500

0 0

57,925,609 3,750

16,477,609

2014-15 Nett($'s)

715,384

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

250,000

300,000

0 0

1,052,830

20,904,830

10,051,200

3,965,000

1,705,350

550,000

500,000

300,000

262,015

261,185

400,000

Transport

Funding reimbursements to developers for trunk (higher order roads) infrastructure

Transport

Transport

Transport

Contribution to State Govt for bus services, public transport infrastructure and free seniors travel

Upgrade of bus stops to comply with disability requirements

Active transport improvements at Golden Four Drive, Tugun

CN000834

Active transport improvements for the safe routes to school / Active School Travel Program

Construction of a shared path on Morala Drive and Lae Drive, Runaway Bay

Active transport improvements to coastal routes, south of Laycock Street to Fern Street, Surfers Paradise

GC2018 - upgrade and infill of a shared path at Entertainment Drive, Oxenford

GC2018 - on road bicycle improvements at Currumbin Creek Road, Currumbin Valley

GC2018 - intersection improvements along key routes

GC2018 - upgrades to footpaths and pedestrian crossings along key routes

Active transport improvements at Banyula Drive, Nerang

Note 1.

Service 2.4Transport Improvement

Program 2City Transport

Annual Plan 2015-16 17.06.2015 70 of 162

Corp Plan

Comm Games

•

••

••••••

RF: Denotes initiatives delivered from recurrent sources of funding.

Strategy 2015-16($'s)

Key

Initi

ativ

es

243,080

50,000

163,080

220,000

50,000

RF

RF

RF

RF

RF

RF

RF

Initiative

Transport

Transport

Transport

Transport

Transport

Risk Mitigation

Active transport improvements with secure bicycle parking throughout the city

GC2018 - wayfinding signage and linemarking throughout the city

Active transport improvements Alexander Drive, Nerang

GC2018 - active transport improvements between the Sundale Green Bridge and Main Beach

GC2018 - local path upgrades at Hope Street and Price Street, Nerang

GC2018 - development of local area traffic and transport plans

GC2018 - develop a travel and demand management plan

GC2018 - establish a transport control centre

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

Support the Park and Ride facility creation

Support the Light Rail / Heavy Rail connection

Develop and implement the Road Safety Plan

Annual Plan 2015-16 17.06.2015 71 of 162

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Annual Plan 2015-16 17.06.2015 72 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Animal Management: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

45,000

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Full compliance of Animal Management Activities in accordance with all State and Local Government Laws and Acts. Impound and care for 4,800 animals annually providing rehoming and auctioning services. Conduct routine patrols seven days per week. Conduct education programs for 150 groups and 3,500 students annually. Engage 80,000 residents through 30 annual community events and shows. Respond to complaints, approximately 12,000 annual phone enquiries and activities.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Protect the community, domesticated animals, wild fauna and the environment generally from injury and other negative impacts resulting from the keeping of animals and from pest animal species.

1,232,735

0 0

0

150,675

0

1,816,191

0

1,665,516

150,675

0

5,166,931

75,000

0

(3,350,740)

0 0

0

1,816,191 5,166,931

0 0

0

(3,350,740)

0

0

0

(30,000)

1,187,735

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

5,016,256

0

35,000

Service 3.1Animal Management

Program 3Community Health and Safety

(3,350,740)

1,152,735

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 73 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Cemeteries: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

0

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Cemetery operations are carried out in a manner that does not impact on public health. Satisfy the varying needs of religious or cultural beliefs. Provide the community with places of remembrance for grieving and healing. Heritage preservation and cemeteries are well maintained and aesthetically pleasing. Provision and maintenance of sites for housing the deceased e.g. grave sites, niches in columbarium walls.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Serve the community with places of remembrance for grieving, provide and maintain sites for the deceased including graves, columbarium niches and satisfy the varying needs of the community with special areas for religious and cultural needs. Provide cemetery infrastructure, ensure services are carried out in a manner that does not impact on public health, preserve the records of those interred in our cemeteries, preserve heritage and maintain aesthetically pleasant sites.

140,499

0 0

0

227,213

0

133,084

0

(94,129)

227,213

0

1,498,584

0

0

(1,365,500)

0 0

0

133,084 1,498,584

0 0

0

(1,365,500)

0

0

0

0

140,499

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

1,271,371

0

220,130

227,213 General improvements to the eight cemeteries across the city

Service 3.2Cemeteries

Program 3Community Health and Safety

(1,365,500)

(79,631)

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 74 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Emergency/Disaster Management: Service Total

Corp Plan

Comm Games

Base Budget1,981,389

328,200

284,000

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

CN000352

0

New Proposals0 0

0

1,021,900

2015-16 Revenue($'s)

(502,800)

(502,800)

Enhance the safety of the Gold Coast community and build resilience to disasters through disaster prevention, planning, preparedness, education, response and recovery programs and liaising with other government bodies involved in disaster management and awareness.

Preparation of the city's Disaster Management Plan. Activation and Operation of Council's Disaster Coordination Centre. Delivery of educational programmes.

(547,000) 1,079,800

Key

Initi

ativ

es

2,345,589 10,500

1,798,589

(44,200)

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

920,300

57,900

Service Description:

Level of Service:

2015-16 Nett($'s)

1,478,589

36,000

2015-16 Expense($'s)

57,900

36,000 101,600

2,017,389 1,514,589

0

(44,200)

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

284,000

328,200

100,000

CM000853 50,000

Building improvements identified within the Lionel F Perry building, Surfers Paradise

Upgrade of security arrangements for SES

Note 1.

Service 3.3Emergency/Disaster Management

Program 3Community Health and Safety

Annual Plan 2015-16 17.06.2015 75 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Flooding and Drainage: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

7,484,678

4,768 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Regularly maintain and inspect drainage systems after local flood events. Continued reductions in the number of stormwater incidents / failures across the city. Provide drainage upgrades up to a minimum of Q10-Q20 standard and augment existing systems where possible to meet the Queensland Urban Drainage Manual standards.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Increase our city's resilience against flooding through planning and improved flood emergency management and flood mitigation work, improve safety and mitigate risk for the city by collecting and channelling flood and stormwater through a network of stormwater infrastructure.

23,036,247

0 (395,322)

7,810,000

3,503,500

7,026,900

16,896,855

0

13,393,355

1,075,000

3,503,500

0

16,999,855

0

0

(103,000)

0 0

0

23,923,755 26,026,755

7,026,900 9,026,900

9,026,900

(103,000)

0

(2,000,000)

0

70,000

15,551,569

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

13,496,355

(2,000,000)

2,181,000

2,700,000 Upgrade drainage works Gold Coast Highway between Arthur St and Wave St, Mermaid Beach

2,480,800

1,200,000

Upgrade stormwater drainage at Dowling St and Smith St, Southport

Renewal of the culvert crossing on Bayview St, Runaway Bay

Implement the stormwater pipe network renewal program

Service 3.4Flooding and Drainage

Program 3Community Health and Safety

(2,103,000)

13,370,569

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 76 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Lifeguard Service: Service Total

Corp Plan

Comm Games

Ocean Beaches CN000773

Strategy Risk Mitigation Initiative

0

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Chief Lifeguard to issue daily media reports regarding beach conditions and safety.39 beaches patrolled during peak holiday period hours generally 6am to 6.30pm.34 beaches patrolled November – April hours generally 6am to 6pm. 26 beaches patrolled year round, generally 8am – 5pm.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Ensure the city’s residents and visitors when using our beaches and foreshores enjoy high levels of safety and amenity through the provision of a professional lifeguard service.

7,677,578

0 0

0

161,233

0

8,132,333

0

7,971,100

161,233

0

8,160,033

0

0

(27,700)

0 0

0

8,132,333 8,160,033

0 0

0

(27,700)

0

0

0

0

7,677,578

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

7,998,800

0

49,600

23,370 Maintenance and replacement of lifeguard equipment

Service 3.5Lifeguard Service

Program 3Community Health and Safety

(27,700)

7,627,978

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 77 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Public and Environmental Health: Service Total

Corp Plan

Comm Games

Base Budget17,655,020

62,936

(86,289)

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

(127,200)

New Proposals(22,025) 0

40,800

15,773,756

2015-16 Revenue($'s)

(1,877,885)

(1,877,885)

Ensure a high level of safety, amenity and health for the community and environment through delivery of services including, education and industry support, compliance programs for State Laws, enforcement of local laws through proactive patrols and by responding to complaints.

Enforcement services are provided seven days a week, after hours and on call. Complaints are actioned within three working days. Monitoring of: mosquito borne and vaccine preventable disease; compliance of licensed operators such as food premises, personal services, registered swimming pools and rental accommodation; non-compliance of measures such as noise, water pollution, water quality at recreational waterways; compliance with Land Protection Act 2002 for control of declared pests.

(2,067,910) 15,707,286

Key

Initi

ativ

es

17,758,756 0

15,690,846

(190,025)

(22,025)

(168,000)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

15,732,556

(66,470)

Service Description:

Level of Service:

2015-16 Nett($'s)

15,777,135

0

2015-16 Expense($'s)

20,200

0 41,200

17,655,020 15,777,135

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

(86,670)

0 0

62,936

103,736

Note 1.

Service 3.6Public and Environmental Health

Program 3Community Health and Safety

Annual Plan 2015-16 17.06.2015 78 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Public Safety: Service Total

Corp Plan

Comm Games

•••••

Risk Mitigation InitiativeStrategy

New Proposals

Base Budget

0

0

0

2,380,650

Programs to enhance safety such as the provision of a (CCTV) camera network and a Community Safety Program.

(1,865,450)

Service Description:

Level of Service:Monitor CCTV cameras 24 hours per day, seven days per week. Install new cameras in crime hotspots. Improve perceptions of safety for residents and visitors. Number of community safety activities conducted in partnership with police and neighbourhood watch. Number of times that CPTED advice is provided to inform public space improvements and new developments.

594,745

RF: Denotes initiatives delivered from recurrent sources of funding.

765,000 2,630,450

0

2014-15 Nett($'s)

0 0

Key

Initi

ativ

es

249,800

249,800

515,200

0

2015-16 Nett($'s)

0

2015-16 Expense($'s)

2015-16 Revenue($'s)

(1,865,450)

(1,865,450) 515,200 2,380,650

0

249,800 0

249,800

0

0

0

0

344,945

0

0

0

0

0

CCTV camera network upgrade at Surfers Paradise

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

344,945

2015-16($'s)

97,300

81,800

38,100

RF

32,600

CCTV camera network upgrade at Broadbeach

CCTV camera network upgrade at Southport

CCTV camera network upgrade at Coolangatta

Deployment of mobile CCTV cameras to identified hot-spots

The above New/Upgrade Proposals incur annual operating and maintenance costs of:Note 1.

Service 3.7Public Safety

Program 3Community Health and Safety

249,800

249,800

Annual Plan 2015-16 17.06.2015 79 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Social Development: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

372,400

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Deliver a range of activities to support the city's youth. Provide technical access advice on the Disability Discrimination Act and the Building Code of Australia to the organisation. Ensure key Council documents are provided in languages other than English (e.g. surf safety, disaster preparedness). Activities to promote the Gold Coast as a child and family friendly city. Deliver community development activities in partnership with community groups and local residents.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Improve the city's liveability by delivering social programs and policies to enhance access, inclusion and community connectedness.

1,937,586

0 0

0

0

0

1,827,379

0

1,827,379

0

0

1,827,379

372,400

0

0

0 0

0

1,827,379 1,827,379

0 0

0

0

0

0

0

0

1,565,186

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

1,827,379

0

0

Service 3.8Social Development

Program 3Community Health and Safety

0

1,565,186

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 80 of 162

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Annual Plan 2015-16 17.06.2015 81 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Beaches and Waterways: Service Total

Corp Plan

Comm Games

Ocean Beaches CN000472

Strategy Risk Mitigation Initiative

1,927,600

141,730 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Maintain a beach volume index of less than 1 for each beach. Dune maintenance prioritised based on annual condition/defect inspections and response to customer enquiries. Dredging activities generate sand (approx 600,00m3) for beach nourishment. Approx 350 lineal metres of Seawall constructed each year.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Support the biodiversity, stability and health of our diverse water environments. Ensure the city has healthy recreational sandy beaches.

19,726,900

0 890,000

1,020,800

4,325,000

533,600

21,493,245

0

17,168,245

60,000

4,325,000

0

21,533,945

0

0

(40,700)

0 0

0

22,026,845 22,067,545

533,600 533,600

533,600

(40,700)

0

0

0

16,800

17,799,300

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

17,208,945

0

1,725,000

2,160,000 Investigation, certification and construction of seawalls and revetment walls

940,000

135,000

Construction of a revetment wall on James Cook Esplanade, Hollywell

Construction and renewal of beach and waterway access structures

Construction of beaches and waterways facilities and amenities

Ocean Beaches

Ocean Beaches

CN000465

CN000465

Service 4.1Beaches and Waterways

Program 4Conservation and Environment

(40,700)

16,074,300

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 82 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Catchment Management: Service Total

Corp Plan

Comm Games

Base Budget2,596,050

1,087,525

1,187,525

2015-16($'s)

20,500

Strategy Risk Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

CN000894

0

New Proposals0 0

0

2,888,821

2015-16 Revenue($'s)

0

0

Protect human health in recreational waters by monitoring the state of the city's water environments and rapid reporting of the health status of primary contact recreation areas. Support the maintenance of legislated environmental values in the city's water environments through catchment and storm water planning and implementation.

Compliance with Environmental Protection (water) Policy 2009. Compliance with Public Health Act 2005. Compliance with the Coastal Protection and Management Act 1995. Catchment Management Plans and Stormwater Quality Management Plans developed and actions are implemented in accordance with legislation. Monitoring and reporting program for water environment health in accordance with legislation.

0 3,856,921

Key

Initi

ativ

es

3,886,075 0

3,886,075

0

0

0

CM000980

CN000894

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

2,788,821

968,100

Service Description:

Level of Service:

2015-16 Nett($'s)

2,596,050

102,500

2015-16 Expense($'s)

968,100

102,500 100,000

2,698,550 2,698,550

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

100,000 100,000

1,087,525

1,187,525

462,275

CN000894 102,500

100,000

Rehabilitation and stabilisation of 'at risk' river banks

Mapping of lakes and wetlands to develop safe development setback guidelines and maps

Developing a city wide model to provide for the planning and management of the stormwater asset network

Replacement and upgrade of water quality monitoring scientific equipment

Note 1.

Service 4.2Catchment Management

Program 4Conservation and Environment

Annual Plan 2015-16 17.06.2015 83 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Natural Environment Conservation: Service Total

Corp Plan

Comm Games

Base Budget10,946,522

0

475,938

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

475,938

New Proposals0 102,600

475,938

0

2015-16 Revenue($'s)

(10,956,896)

(10,956,896)

Maintain the city's natural beauty by protecting and conserving its natural assets and environment to maintain the city's land, air and water quality and to minimise the threat of bushfire.

100% of Land For Wildlife site visit requests are actioned. Council's Voluntary Conservation Agreement Policy is funded. 100% of Bushland Health Check requests are actioned for eligible properties. Review of Open Space Preservation Levy Land Acquisition Policy every five years.

(11,059,496) 0

Key

Initi

ativ

es

11,525,060 0

465,564

(102,600)

(102,600)

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

0

0

Service Description:

Level of Service:

2015-16 Nett($'s)

(10,374)

0

2015-16 Expense($'s)

0

0 0

10,946,522 (10,374)

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

0

578,538

387,864 Implement the Vulnerable Species Management Plan for Coomera, Elanora and develop a plan for Burleigh Ridge

Note 1.

Service 4.3Natural Environment Conservation

Program 4Conservation and Environment

Annual Plan 2015-16 17.06.2015 84 of 162

Annual Plan 2015-16 17.06.2015 85 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Economic Development: Service Total

Corp Plan

Comm Games

••

• ••

••••

••••

Strategy Risk Mitigation Initiative

2015-16 Expense($'s)

2015-16 Revenue($'s)

2014-15 Nett($'s)

20,000,000

2015-16($'s)

24,261,543

Economic Development and Major Projects (EDMP) facilitate economic growth for the city, through identification of city shaping projects and high quality scoping, analysis, marketing and delivery of each project in cooperation with stakeholders. EDMP provides professional technical support to GC2018 delivery agencies and coordinates the city's games preparedness, legacy and community and stakeholder engagement. The Economic Development Strategy 2023 aims to create jobs, lift productivity, diversify the economy, grow emerging industries and build business and investor confidence. It includes plans to address key city economic opportunity areas including innovation and commercialisation, infrastructure, international, workforce, competitive business and cultural capital.

Increases in business and investor confidence, increases in economic growth, increases in employment growth, increases in productivity levels, improved structural change to the economy.

Service Description:

200,000

Base Budget

200,000

300,000

275,500

Level of Service:

2015-16 Nett($'s)

498,000

1,240,000

1,185,345

Key

Initi

ativ

es

Economic Development

160,000

Economic Development

GC2018 - manage the operations of upgraded venues

CG2018 - implement the Business Readiness Program

Develop Southport as the city's CBD

0

1,000,000

3,875,000

2,000,000

13,874,880 (11,172,720) 31,562,465

(11,000,000) 28,460,345 17,460,345

(11,296,020) 41,916,975 30,620,955

1,419,285 0 400,900 400,900

20,389,745

2,710,000 (172,720) 2,701,220 2,528,500

9,745,595

New Proposals0 0 0 0

10,386,663 (123,300) 10,354,510 10,231,210

0 0 0 0

Serv

ice

Info

rmat

ion

GC2018 - contribution to State Govt to deliver and upgrade community facilities

Culture

10,386,663

RF: Denotes initiatives delivered from recurrent sources of funding.

Bud

get I

nfor

mat

ion

(123,300) 10,354,510 10,231,210

GC2018 - Southport Nerang St Mall streetscaping

GC2018 - Broadbeach Mall streetscaping

GC2018 - implement the City Safety Program

GC2018 - develop Stage 3 of the Southport Broadwater Parklands

GC2018 - contribute funding for Carrara Sport/Leisure Centre/Indoor Stadium and GC Hockey Centre

GC2018 - implementation of the Gold Coast Cultural and Festival Program

Establish the Gold Coast Chinatown at Southport

GC2018 - support the Environmental Solutions Program for Commonwealth Games Venues

Service 5.1Economic Development

Program 5Economic Development

The above New/Upgrade Proposals incur annual operating and maintenance costs of:Note 1.

Annual Plan 2015-16 17.06.2015 86 of 162

Corp Plan

Comm Games

•

RF: Denotes initiatives delivered from recurrent sources of funding.

StrategyK

ey In

itiat

ives

2015-16($'s)

100,000

55,000 Economic Development

Risk Mitigation

GC2018 - technical support for the Venue Delivery Program, marketing and communication

Implement the Student Inclusion and Experience Program

Initiative

Annual Plan 2015-16 17.06.2015 87 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Tourism Management and Marketing: Total

Corp Plan

Comm Games

••

• •

•

Economic Development

Strategy Risk Mitigation Initiative

376,274

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Report on the delivery of the Economic Development Strategy 2023 tourism related activities via the progress towards achievement of targets in key areas of: domestic and international visitor numbers, length of stay and spend; business engagement and support for tourism and sports related industries; delivery of tourist related projects.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

RF

Service Description:

Level of Service:

Tourism Management and Marketing facilitates the support of the promotion of the city as a world class visitor destination through Gold Coast Tourism and through Economic Development and Major Projects (EDMP) in the identification, scoping, analysis, investment attraction and delivery of tourism related products. The Destination Tourism Management Plan builds on the strong foundations of the city by providing a coordinated approach to guide future development and delivery of tourism on the Gold Coast. EDMP also drives the promotion of the city and the raising of its international credibility and reputation through a range of coordinated activities. EDMP manages the city's event portfolio and seeks to attract and raise the range and standard of events in the city.

18,409,806

1,250,000 (223,726)

500,000

104,243

2,162,760

17,888,220

110,010

17,783,977

300,000

104,243

2,750

25,023,457

300,000

(3,750)

(7,135,237)

(25,000) 135,010

6,500

20,050,980 27,214,967

800,000 800,000

2,191,510

(7,135,237)

0

0

1,250,000

(200,000)

18,033,532

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

24,919,214

(28,750)

110,590

915,000

69,250

Secure direct flights from China, Middle East marketing campaign, contribution to Gold Coast Tourism

500,000

335,000

Provision of event infrastructure in key locations around the city

Promote the city as an education destination in China

GC2018 - implement city visitor services including a flagship centre in Surfers Paradise

Economic Development

Economic Development

Economic Development

Economic Development

Activities to increase Chinese visitation

Support light rail corridor local employment opportunities

Service 5.2Tourism Management and Marketing

Program 5Economic Development

(7,163,987)

17,922,942

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 88 of 162

Annual Plan 2015-16 17.06.2015 89 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Community Centres: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

1,535,700

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Meeting targets on availability of facilities. Maintenance of facilities to meet legislative requirements. Provision of accessibility compliant facilities. Utilisation levels of facilities. Management of bookings and collection of usage fees.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Contribute to the social sustainability, recreation, education and liveability of our city. Promote community participation by providing community and youth centres. Ensure equitable access, connectivity and capacity building with community sector support and development.

6,284,095

0 0

1,512,100

965,170

(28,300)

4,943,020

(28,300)

3,977,850

965,170

0

6,051,420

0

0

(1,108,400)

(620,000) 591,700

0

4,914,720 6,643,120

0 0

591,700

(1,108,400)

0

0

0

23,600

4,748,395

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

5,086,250

(620,000)

864,100

733,900 Renewal of council managed community, cultural and youth centres

591,700 Improvement of the community facilities at the Upper Coomera Centre

Service 6.1Community Centres

Program 6Parks, Recreation and Culture

(1,728,400)

3,884,295

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 90 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Community Support: Service Total

Corp Plan

Comm Games

Base Budget5,734,600

3,857,300

3,917,300

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

60,000

New Proposals0 0

60,000

4,793,100

2015-16 Revenue($'s)

0

0

Offer discounts, remissions and subsidies to the city's ratepayers. Donate to community organisations throughout the city.

A balanced delivery of discounts, remissions, donations and subsidies within an agreed time frame, in compliance with all regulations and to the satisfaction of the organisation.

0 6,511,700

Key

Initi

ativ

es

9,651,900 0

9,651,900

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

4,793,100

1,718,600

Service Description:

Level of Service:

2015-16 Nett($'s)

5,734,600

0

2015-16 Expense($'s)

992,800

0 0

5,734,600 5,734,600

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

725,800

0 0

3,857,300

3,917,300

Note 1.

Service 6.2Community Support

Program 6Parks, Recreation and Culture

Annual Plan 2015-16 17.06.2015 91 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Culture and Heritage: Service Total

Corp Plan

Comm Games

••

••

Economic Development

Strategy Risk Mitigation Initiative

1,833,500

119,120 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

16 places proposed for heritage listing per year. Deliver 30 contemporary music performance opportunities for 80 participants to a total audience of 100,000. Distribute 100% of available RADF funds. Hold 12 professional arts development workshops for 400 participants. 13 medium to large civic events annually. 31 citizenship ceremonies annually.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

275,000

Service Description:

Level of Service:

Support the city's cultural development through programs that encourage high levels of community participation and engagement with arts and culture; professional opportunities for our local artists and creative industries including funding; supporting indigenous arts and culture; promoting the city's arts and culture.

5,866,553

1,765,000 0

1,217,100

256,300

3,674,610

4,911,926

150,000

4,655,626

310,000

256,300

0

5,350,926

510,000

0

(439,000)

0 150,000

0

8,586,536 18,467,926

1,759,610 11,202,000

13,117,000

(439,000)

0

(9,442,390)

1,765,000

106,400

4,033,053

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

5,094,626

(9,442,390)

200,000

10,075,000

290,000

Design and construct the Gold Coast Cultural Precinct Stage 1

500,000

390,000

Complete business and operational planning for the Cultural Precinct Riverside Hub

Programs that reflect the cultural diversity of our city and engage young people

Develop the cultural sector by building partnerships with the business sector, tourism and non-arts industries

Economic Development

Culture

Culture

Culture

Culture

Develop cultural tourism and build city reputation through arts and culture

Elevating and valuing our indigenous arts and culture and our city’s heritage

Service 6.3Culture and Heritage

Program 6Parks, Recreation and Culture

(9,881,390)

3,833,053

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 92 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Library Services: Service Total

Corp Plan

Comm Games

Base Budget24,293,069

0

100,000

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

100,000

New Proposals0 0

100,000

22,941,870

2015-16 Revenue($'s)

(2,148,770)

(2,148,770)

The city's libraries inspire a love of reading, learning and creative arts, a sense of place and local identity through programs and services that support reading and literacy, skill development and learning, provide opportunities for community collaboration, engagement, participation and cultural expression underpin and strengthen community connectiveness, wellbeing and creativity.

Number of hours each library is open each week. m² of library floor space. Library staff per capita. Membership rates as % of population. Number of public access PCs per capita.

(2,148,770) 23,175,949

Key

Initi

ativ

es

24,553,969 0

22,405,199

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

22,928,870

234,079

Service Description:

Level of Service:

2015-16 Nett($'s)

22,144,299

160,900

2015-16 Expense($'s)

35,000

160,900 13,000

24,453,969 22,305,199

0

0

2014-15 Nett($'s)

40,000

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

80,000

79,079

0 0

0

100,000

Note 1.

Service 6.4Library Services

Program 6Parks, Recreation and Culture

Annual Plan 2015-16 17.06.2015 93 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Major Sporting and Aquatic Centres: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

(404,692)

30,000 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Available every day of the year. All requests for service are actioned within 24 hours to one week.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

(498,950)

Service Description:

Level of Service:

Contributes to the social sustainability, recreation, education and liveability of our city. It promotes community, elite and international athlete sporting endeavours and provides access to quality, safe and affordable sporting venues and aquatic centres. From an economic perspective it supports the development of sporting businesses and athletes at all levels.

6,821,342

0 0

205,000

1,445,048

93,135

5,956,347

217,400

4,511,299

1,445,048

224,685

11,082,447

(503,600)

0

(5,126,100)

(42,500) 259,900

224,685

6,049,482 11,717,032

150,000 150,000

634,585

(5,126,100)

0

0

(498,950)

(106,092)

7,226,034

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

9,637,399

(541,450)

2,164,700

Service 6.5Major Sporting and Aquatic Centres

Program 6Parks, Recreation and Culture

(5,667,550)

5,061,334

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 94 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Parks, Natural Areas and Recreation: Service Total

Corp Plan

Comm Games

•

Base Budget73,764,694

13,625,629

6,815,550

2015-16($'s)

525,000

Strategy Risk Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

355,600

New Proposals1,347,500 1,587,094

355,600

53,256,382

2015-16 Revenue($'s)

(21,056,514)

(20,769,914)

Enhance community interaction and strengthen the city’s reputation as a great place to live and visit by providing a network of safe, accessible and attractive parks. To guide long term bushfire mitigation by provision of a bushfire management plan.

Grass height will be maintained 20/50 - 100mm or 80 - 150mm. Routine playground inspections (daily to two weekly dependant on use).

(29,859,287) 58,750,655

Key

Initi

ativ

es

93,154,940 173,800

63,295,653

(8,802,773)

(239,594)

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

(286,600)

49,352,482

5,494,273

Service Description:

Level of Service:

2015-16 Nett($'s)

52,994,780

3,485,323

2015-16 Expense($'s)

3,593,900

3,771,923 3,903,900

77,536,617 56,480,103

0

(8,563,179)

2014-15 Nett($'s)

402,582

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

100,000

1,397,791

150,000

500,000

50,000

450,000

50,000 50,000

5,062,450

15,618,323

6,343,179

CO0005371

506,000

500,000

205,000

153,750

1,350,000

920,000

Completion Coplick Family Sports Park extension at Tallebudgera

Complete slope remediation works at Miami Hill and Pat Fagan Park (Greenmount Hill Coolangatta)

Upgrade of Betty Diamond Sports Field, Tugun

Improve the access and the capacity of existing city sports fields and parks

Deliver vegetation management works that support flying fox management

Renovation to current standards of sports field lighting at Runaway Bay and Burleigh Heads

Establishment of permanent public amenities at the Botanic Gardens

Progress Stage 1 of Robina City Parklands (Greenheart Stadium Drive)

Refurbishment of public amenities across the city including Len Fox Park, Labrador

Replacement of public amenities at Broadwater Parklands

Establishment of a junior AFL field at the Merrimac State High School

Note 1.

Service 6.6Parks, Natural Areas and Recreation

Program 6Parks, Recreation and Culture

Contribute funding to the Gold Coast Academy of Sport

Annual Plan 2015-16 17.06.2015 95 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Tourist Parks and Campgrounds: Service Total

Corp Plan

Comm Games

Base Budget14,241,539

464,500

280,164

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals205,164 665,764

0

(2,818,813)

2015-16 Revenue($'s)

(19,705,641)

(17,120,900)

Provide commercial tourist accommodation and facilities which encompasses seven tourist parks and three camp grounds with accommodation options including caravan and camping sites, luxury cabins and group lodgings.

Number of cabins/units available at each tourist park. No. of caravan/camping sites available at each site. Open 365 days per year. Reception operating hours per day at each site.

(20,555,741) (2,713,813)

Key

Initi

ativ

es

18,493,569 37,150

(2,062,172)

(850,100)

(460,600)

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

(2,584,741)

(3,204,813)

105,000

Service Description:

Level of Service:

2015-16 Nett($'s)

(2,879,361)

537,025

2015-16 Expense($'s)

105,000

3,121,766 386,000

17,363,305 (2,342,336)

0

(389,500)

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

75,000

1,130,264

200,000

110,250

Complete utilities at Tipplers Hub, South Stradbroke Island including solar panels and solar batteries

Complete site improvements at Tipplers Hub, South Stradbroke Island, includes playgrounds and fencing

Note 1.

Service 6.7Tourist Parks and Campgrounds

Program 6Parks, Recreation and Culture

Annual Plan 2015-16 17.06.2015 96 of 162

Annual Plan 2015-16 17.06.2015 97 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

City Cleaning: Service Total

Corp Plan

Comm Games

Base Budget14,307,800

0

106,000

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals0 0

0

12,653,200

2015-16 Revenue($'s)

(1,182,900)

(1,182,900)

Preserve the health and recreation amenity of public spaces through barbeque cleaning, beach sieving, dog bag dispenser refills, event support services, flushing of footpath and road surfaces, litter collection, pavement scrubbing, precinct and mall cleaning, public space garbage collection, rubbish and illegally dumped material collection, street sweeping and toilet cleaning.

Main CBD areas are cleaned in accordance with adopted procedures. Graffiti is removed in accordance with policy. Bins are serviced in accordance with adopted procedures. Beaches are cleaned in accordance with adopted procedures.

(1,182,900) 12,670,800

Key

Initi

ativ

es

Waste Management

14,413,800 0

13,230,900

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

12,653,200

17,600

Service Description:

Level of Service:

2015-16 Nett($'s)

13,124,900

0

2015-16 Expense($'s)

0

0 0

14,307,800 13,124,900

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

17,600

106,000 106,000

0

106,000

106,000 Introduction of public place recycling into premium parks and urban precinct CBDs

Note 1.

Service 7.1City Cleaning

Program 7Waste Management

Annual Plan 2015-16 17.06.2015 98 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Recycling: Service Total

Corp Plan

Comm Games

Base Budget7,373,316

0

250,900

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals250,900 250,900

0

6,821,554

2015-16 Revenue($'s)

(355,200)

(355,200)

Provide and encourage the use of recycling services to ensure reuse, recycling and recovery options are maximised prior to landfill disposal.

Increase in the total waste recovered/recycled as a percentage of total waste collected. Increase in green waste diverted from landfill for beneficial reuse. Increase in domestic waste recovered/recycled as a percentage of total domestic waste collected (%). Contaminants in recyclable waste processed at the Materials Recovery Facility (%).

(355,200) 6,821,554

Key

Initi

ativ

es

7,624,216 0

7,269,016

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

6,821,554

0

Service Description:

Level of Service:

2015-16 Nett($'s)

7,018,116

0

2015-16 Expense($'s)

0

0 0

7,373,316 7,018,116

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

0

250,900

Note 1.

Service 7.2Recycling

Program 7Waste Management

Annual Plan 2015-16 17.06.2015 99 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Waste Collection: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

262,809

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Commercial and domestic waste collections conducted on at least a weekly basis. New and replacement bins and repair of broken bins attended to within two working days. Bulk waste bins can be serviced up to seven times per week. Needs analysis and placement of newly requested street and park bins within one week. Response to overflowing street and park bins within 24 hours. Missed services complaints (%). Other service complaints (%). Customer satisfaction level (%).

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Provide a reliable and environmentally responsible solid waste collection service, provide waste and recycling bins and collect waste from commercial customers, domestic premises, deposits in street and park bins and special events and provide waste management education to residents and industries.

17,067,309

0 0

0

0

169,617

17,106,709

0

17,106,709

0

169,617

17,106,709

100,000

0

0

0 0

169,617

17,276,326 17,276,326

0 0

169,617

0

0

0

0

162,809

16,804,500

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

17,106,709

0

0

Service 7.3Waste Collection

Program 7Waste Management

0

16,804,500

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 100 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Waste Disposal: Service Total

Corp Plan

Comm Games

Base Budget38,963,706

19,468,142

4,841,672

2015-16($'s)

2,600,000

Strategy Risk Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

Waste Management

Waste Management

6,013,500

New Proposals(1,271,828) 54,000

6,013,500

(40,937,038)

2015-16 Revenue($'s)

(81,211,831)

(78,976,303)

Ensure our city has adequate facilities and resources, as well as long term capacity to process all the city's solid waste, maximising recovery and minimising impacts on the environment and human health.

Compliance with groundwater and water quality objectives (%). Maintain adequate waste management capacity (years). Complaints relating to management of City operated waste management facilities. Manage greenhouse gas emissions from City operated waste management facilities.

(102,005,801) (37,698,334)

Key

Initi

ativ

es

Waste Management

66,834,876 500,000

(35,170,925)

(20,793,970)

(1,325,828)

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

(2,235,528)

(40,937,038)

3,238,704

Service Description:

Level of Service:

2015-16 Nett($'s)

(40,012,597)

0

2015-16 Expense($'s)

0

2,235,528 0

41,199,234 (40,012,597)

0

(19,468,142)

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

3,830,348

(591,644)

500,000

461,250

100,000 100,000

0

25,635,642

3,900,000

CN000508

1,960,000

512,500

3,500,000

3,075,000

Supply and install Stapylton landfill liner (cell 6)

Waste Management

Waste Management

Waste Management

Supply and install Reedy Creek landfill liner (cell 2)

Construction of a leachate system at the Reedy Creek landfill

Installation and operations for environmental gas /leachate extraction wells at Stapylton landfill

Conduct a kerbside clean up for eligible dwellings in the collection area

Tugun landfill capping and rehabilitation

Design of a waste and recycling drop off centre at Coomera

Unplanned repairs to refuse disposal

Note 1.

Service 7.4Waste Disposal

Program 7Waste Management

Annual Plan 2015-16 17.06.2015 101 of 162

Page left intentionally blank

Annual Plan 2015-16 17.06.2015 102 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Recycled Water: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

96,000

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Percentage of tests meeting Public Health Regulations for microbiological quality (class A+ recycled water). Percentage of water recycled (Class A+). Compliance with the Recycled Water Management Plan.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Provide safe and reliable recycled water services.

254,382

80,000 0

100,000

0

1,285,000

131,688

0

131,688

0

(180,000)

634,988

0

(180,000)

(503,300)

0 0

0

1,416,688 2,099,988

1,385,000 1,385,000

1,465,000

(503,300)

0

0

80,000

(4,000)

158,382

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

634,988

(180,000)

0

750,000 Install valves near the intersection of Days Rd and Nightjar Dr, Upper Coomera

Service 8.1Recycled Water

Program 8Water and Sewerage

(683,300)

158,382

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 103 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Sewerage: Service Total

Corp Plan

Comm Games

•

••

••

Strategy Risk Mitigation Initiative

2,593,005

23,953 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Sewerage mains breaks and chokes (per 100km sewer main). Number of sewage treatment plants compliant at all times (No.). Total sewage collected (ML). Percentage of recycled water reused (excluding Class A+). Number of sewage overflows.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

(256,700)

300,000

Service Description:

Level of Service:

Provide safe and reliable sewerage services.

(82,668,518)

3,026,831 1,525,500

4,020,205

19,938,000

5,499,931

(94,608,565)

531,800

(114,546,565)

1,049,000

200,000

19,938,000

(2,136,500)

105,299,648

1,415,300

(2,372,500)

(199,908,213)

0 531,800

236,000

(89,108,634) 139,748,279

4,334,500 30,654,000

34,448,631

(199,908,213)

0

(26,319,500)

2,770,131

(4,368,000)

(85,261,523)

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

85,361,648

(28,948,700)

17,506,900

13,500,000

1,000,000

Upgrade the sewerage network in the Merrimac West catchment

6,900,000

3,000,000

GC2018 - upgrade the sewerage pumping station at Coombabah

Refurbish the process tanks at Elanora and Coombabah sewage treatment plants

GC2018 - upgrade the sewerage infrastructure in the Carrara precinct

CN000480 Progress the development of a long term seaway release solution

GC2018 - upgrade of the recycled water infrastructure in the Carrara sports precinct

GC2018 - upgrade the sewerage system at the Keith Hunt Park Precinct (Hockey Centre), Coombabah

Service 8.2Sewerage

Program 8Water and Sewerage

(228,856,913)

(102,768,423)

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 104 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Water: Service Total

Corp Plan

Comm Games

Base Budget355,538,165

1,355,000

(1,520,335)

2015-16($'s)

200,000

Strategy Risk Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

1,608,183

New Proposals(4,131,816) (1,554,200)

2,021,483

79,365,617

2015-16 Revenue($'s)

(274,712,884)

(274,712,884)

Provide safe and reliable drinking water services in partnership with South East Queensland Water.

Total water supplied (ML). Water quality. Water main breaks (per 100 km of water main). Number of zones where microbiological compliance was achieved. Infrastructure Leakage Index.

(278,328,800) 82,414,136

Key

Initi

ativ

es

366,020,746 (6,743)

87,691,946

(3,615,916)

(2,577,616)

(413,300)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

72,635,367

3,048,519

Service Description:

Level of Service:

2015-16 Nett($'s)

80,825,281

8,387,000

2015-16 Expense($'s)

2,076,394

8,387,000 6,730,250

363,925,165 89,212,281

0

(625,000)

2014-15 Nett($'s)

412,000

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

643,200

(83,075)

273,298 273,298

730,000

2,095,581

1,000,000

720,000

350,000

Renewal of multiple reservoir roof structures, as identified during detailed condition assessments

Replace the existing water SCADA system to allow further expansion in the future

Upgrade the water supply network due to changed supply strategies from Mudgeeraba water treatment plant

Upgrade the physical security of critical Gold Coast Water assets

Note 1.

Service 8.3Water

Program 8Water and Sewerage

Annual Plan 2015-16 17.06.2015 105 of 162

Annual Plan 2015-16 17.06.2015 106 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Corporate Planning and Performance: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

36,000

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Develop Corporate Plan and Operational Plan. Manage corporate portfolio's of strategy, policy, business improvement and infrastructure. Conduct community engagement initiatives. Continuous improvement of corporate governance systems and processes, including the biennial review of corporate frameworks. Manage corporate performance, develop performance measures and produce an Annual Report, Corporate Performance Report, State of the Organisation Report and portfolio reports.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Develop and implement effective corporate governance supporting organisational sustainability and value for money to the community. Services include strategic, corporate and operational planning; policy management; community engagement; corporate governance systems and processes; portfolio management, performance management and reporting, advocacy and regional collaboration.

2,444,718

0 0

0

0

0

2,402,000

0

2,402,000

0

0

2,402,000

36,000

0

0

0 0

0

2,402,000 2,402,000

0 0

0

0

0

0

0

0

2,408,718

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

2,402,000

0

0

RF Development of the Annual Report 2014-15

RF Development of the annual Operational Plan 2016-17

Service 9.1Corporate Planning and Performance

Program 9Organisational Capability

0

2,408,718

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 107 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Financial Management: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

(29,755,629)

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

A balanced annual budget, delivered within agreed timeframe. Annual financial statements are unqualified and delivered within the agreed timeframe. Management Accounting Services delivered to the satisfaction of the Directorates. Development and execution of procurement contracts for Council. Compliance with Local Government Act requirements for rates and billing.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

(44,590,655)

Service Description:

Level of Service:

Support the delivery of city outcomes for Council by providing responsive financial management, long term financial sustainability, financial compliance and delivery of financial accounting, asset accounting, management accounting and financial strategy.

(492,508,319)

19,864,886 (9,414,024)

(19,800,000)

0

(43,991,589)

(491,048,588)

418,500

(491,048,588)

0

(1,269,320)

(9,086,816)

(637,200)

(7,206,562)

(481,961,772)

(100,000) 518,500

5,937,242

(535,040,177) 17,233,812

(18,415,000) 0

26,320,628

(481,961,772)

0

(18,415,000)

(24,725,769)

95,595

(462,752,690)

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

(9,086,816)

(70,312,217)

0

Service 9.2Financial Management

Program 9Organisational Capability

(552,273,989)

(462,752,690)

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 108 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Human Resources: Service Total

Corp Plan

Comm Games

Base Budget6,093,501

0

795,300

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

306,200

New Proposals16,300 16,300

306,200

5,302,020

2015-16 Revenue($'s)

(33,500)

(33,500)

Provide consultancy and support to the organisation on the complete life cycle of employees including recruitment, appointments, payroll, performance, HR business support, equal opportunities, organisational restructures and individual development via a coordinated program of courses that underpin each capability and role responsibility.

Employees paid correctly and on time 99% of the time and program and coordinate courses that underpin each capability and role responsibility.

(134,700) 5,302,020

Key

Initi

ativ

es

6,990,001 0

6,855,301

(101,200)

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

5,302,020

0

Service Description:

Level of Service:

2015-16 Nett($'s)

6,060,001

0

2015-16 Expense($'s)

0

0 0

6,093,501 6,060,001

(101,200)

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

574,000 472,800

0

896,500

574,000 Implementation of the Human Capital Management System

Note 1.

Service 9.3Human Resources

Program 9Organisational Capability

Annual Plan 2015-16 17.06.2015 109 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Information Management: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

12,558,090

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

IT expense as a percentage of organisational operational expense (benchmark). IT FTE as a percentage of total FTE (benchmark). Availability of critical systems (99% target). IT Service request response times (90% target).

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

(11,827,390)

Service Description:

Level of Service:

Supporting Council's business operations through the provision of information and communication technology services.

63,231,045

21,064,890 0

181,800

303,125

10,034,105

63,686,398

468,000

63,383,273

303,125

40,435

64,066,998

12,169,400

(15,000)

(380,600)

0 468,000

55,435

73,720,503 86,121,793

288,170 466,470

22,054,795

(380,600)

0

(178,300)

9,237,500

206,890

50,672,955

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

63,763,873

(12,020,690)

259,400

20,824,890 Implementation of the ICT Service Transformation Program

100,000

47,970

Replace and upgrade CoGC mobile phone app

Replacement of the library management system suite

Service 9.4Information Management

Program 9Organisational Capability

(12,401,290)

50,413,555

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 110 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Risk Management: Service Total

Corp Plan

Comm Games

Base Budget20,631,184

0

(86,184)

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

(273,900)

New Proposals20,908 20,908

(177,000)

17,782,222

2015-16 Revenue($'s)

(2,625,800)

(2,625,800)

Mitigate risk by supporting the governance of corporate, directorate and business risk planning. Provide legal services, insurance, staff immunisation, fraud prevention, internal audit and corporate security.

Business Continuity Plans. Health and Injury Management. Work Health and Safety (WH&S) and Risk Capability. Risk Governance. WH&S Governance.

(2,787,300) 17,618,084

Key

Initi

ativ

es

20,819,200 0

18,031,900

(161,500)

0

(96,900)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

17,732,222

(164,138)

Service Description:

Level of Service:

2015-16 Nett($'s)

18,005,384

112,700

2015-16 Expense($'s)

70,000

112,700 50,000

20,743,884 18,118,084

(64,600)

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

(250,000)

15,862

231,408 166,808

0

75,316

Note 1.

Service 9.5Risk Management

Program 9Organisational Capability

Annual Plan 2015-16 17.06.2015 111 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Strategic Asset Management: Service Total

Corp Plan

Comm Games

CM000634

Strategy Risk Mitigation Initiative

99,444

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Maintain asset management framework, standards and guidelines. Govern the management of asset data. Provide guidance and support to custodians and staff with annual asset management plan updates. Coordination of infrastructure capital works budget submissions. Annually produce the Total Asset Management Plan. Coordination of the asset management improvement program.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Lead the implementation and ongoing governance of fit for purpose infrastructure asset management practices across the organisation to enable informed decision making by executive and Council, through: providing direction to Council’s Asset Management Framework, policy and improvement plan; building and maintaining asset management capabilities across the organisation; ensuring asset data provides a solid foundation for asset management practices; and ensuring asset management planning provides a whole of Council view of infrastructure risks, infrastructure renewal and maintenance funding requirements and proposals for new and upgraded infrastructure.

1,118,274

187,600 99,444

0

0

187,600

1,017,300

0

1,017,300

0

0

1,017,300

0

0

0

0 0

0

1,204,900 1,204,900

0 0

187,600

0

0

0

187,600

0

1,018,830

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

1,017,300

0

0

187,600 Further develop the Integrated Asset Register

Service 9.6Strategic Asset Management

Program 9Organisational Capability

0

1,018,830

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 112 of 162

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Annual Plan 2015-16 17.06.2015 113 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Council Support: Service Total

Corp Plan

Comm Games

Base Budget6,700,100

0

1,956,396

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

1,700,000

New Proposals0 0

1,700,000

6,454,273

2015-16 Revenue($'s)

(13,800)

(13,800)

Ensure Councillors are able to perform their civic duties and ensure the availability of Council meeting agendas and minutes to residents of Council's decision making process. Provide the services required for local government elections. Facilitate the development and maintenance of effective international relations and economic development activities and developing and implementing effective advocacy strategies and functions at State and Federal Government levels.

Council/Committee meeting adopted reports publicly available within 10 days after the end of the meeting. Council Meetings Live Streamed for the general public to access. Council and Committee meeting provisions adhere to the Local Government (Operations) Regulation 2010 and Gold Coast City Council Local Law No.1 (Meetings) 2008.

(13,800) 6,568,800

Key

Initi

ativ

es

8,656,496 0

8,642,696

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

6,454,273

114,527

Service Description:

Level of Service:

2015-16 Nett($'s)

6,686,300

0

2015-16 Expense($'s)

0

0 0

6,700,100 6,686,300

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

100,000

14,527

256,396 256,396

0

1,956,396

Note 1.

Service 10.1Council Support

Program 10Internal Services

Annual Plan 2015-16 17.06.2015 114 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Design Services: Service Total

Corp Plan

Comm Games

Base Budget839,200

0

0

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals0 0

0

781,700

2015-16 Revenue($'s)

(30,100)

(30,100)

Support the delivery of Capex programs, infrastructure service programs and maintenance of City's assets, by the fully recovered direct charge of services including, infrastructure planning, design and asset management services, in the disciplines of engineering, architecture, landscape architecture, specifications, CADD, 3D visualisations, surveying and materials testing for all asset classes across Council.

Delivery at portfolio/asset class level below industry benchmarks for cost. Delivery at portfolio/asset class below industry benchmark for time. Delivery at portfolio/asset class below industry benchmark for quality (number of unresolved non conformances in expected outcomes from the project briefs).

(30,100) 781,700

Key

Initi

ativ

es

839,200 0

809,100

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

781,700

0

Service Description:

Level of Service:

2015-16 Nett($'s)

809,100

0

2015-16 Expense($'s)

0

0 0

839,200 809,100

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

0

0

Note 1.

Service 10.2Design Services

Program 10Internal Services

Annual Plan 2015-16 17.06.2015 115 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Fleet and Plant: Service Total

Corp Plan

Comm Games

Base Budget(12,992,917)

65,000

65,000

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals0 0

0

(379,000)

2015-16 Revenue($'s)

(8,339,900)

(612,800)

Provide timely advice on issues/matters that require attention within seven days of notification. Make all arrangements for re-registration and de-registration as per Queensland Transport requirements. Replacement of all vehicles/plant/equipment based on a condition monitoring and assessment methodology.

Provide timely advice on issues/matters that require attention within 7 days of notification. Make all arrangements for re-registration and de-registration as per Queensland Transport requirements. Replacement of all vehicles/plant/equipment based on a condition monitoring and assessment methodology.

(8,339,900) (274,000)

Key

Initi

ativ

es

8,637,883 0

297,983

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

(7,727,100)

(11,782,800)

105,000

Service Description:

Level of Service:

2015-16 Nett($'s)

(13,605,717)

13,838,700

2015-16 Expense($'s)

0

21,565,800 11,403,800

8,572,883 232,983

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

105,000

0 0

65,000

65,000

21,565,800 Routine replacement of fleet and plant

Note 1.

Service 10.3Fleet and Plant

Program 10Internal Services

Annual Plan 2015-16 17.06.2015 116 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Internal Support Services: Service Total

Corp Plan

Comm Games

•

Base Budget43,073,676

0

(2,887,604)

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

(3,165,000)

New Proposals37,396 37,396

(1,715,000)

42,439,866

2015-16 Revenue($'s)

(2,760,350)

(2,760,350)

This service combines a diverse range of executive, administration and support functions from across the organisation along with other miscellaneous activities to underpin the day to day city operations. Other key functions include internal plant hire, insurance, waste management tipping and external training.

85% of customer contacts will be resolved at the first point of contact. Grade of Service (% calls answered within 50 secs) 80% of the time.

(4,210,350) 38,948,910

Key

Initi

ativ

es

41,636,072 0

37,425,722

(1,450,000)

0

(1,450,000)

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

42,439,866

(3,490,956)

Service Description:

Level of Service:

2015-16 Nett($'s)

40,313,326

0

2015-16 Expense($'s)

0

0 0

43,073,676 40,313,326

0

0

2014-15 Nett($'s)

80,000

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

(4,447,000)

876,044

240,000 240,000

0

(1,437,604)

370,000

150,000

Manage impacts arising from Council’s and State Government planning reforms

Economic Development Implement key activities to capitalise on digital economy such as intelligent information management

Note 1.

Service 10.4Internal Support Services

Program 10Internal Services

Annual Plan 2015-16 17.06.2015 117 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Marketing and Promotions: Service Total

Corp Plan

Comm Games

•Strategy Risk

Mitigation Initiative

195,000

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

65 marketing programs conducted annually, with an average reach and frequency of 950,000 people. 24/7 social media management with a target of 45,000 Facebook followers. 24/7 on call media issues management. Oversee and management of Public Information and Warnings Unit at Disaster Management Centre during natural hazards. Benchmark of a minimum 51 percent proactive/positive media coverage.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Promote our city's reputation both locally and nationally as an investment, lifestyle and business destination by managing issues and perceptions and providing professional digital, social and mainstream marketing and communication services that deliver on key communication objectives of the Mayor and Chief Executive Officer.

3,518,230

15,000 0

0

0

19,000

3,500,765

0

3,500,765

0

4,000

3,551,365

195,000

0

(50,600)

0 0

4,000

3,519,765 3,570,365

0 0

19,000

(50,600)

0

0

15,000

0

3,323,230

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

3,551,365

0

0

RF Develop the Culture in the Park Program for the Broadwater Parklands, Southport

Service 10.5Marketing and Promotions

Program 10Internal Services

(50,600)

3,323,230

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 118 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Nursery Operations: Service Total

Corp Plan

Comm Games

Base Budget(83,400)

0

0

2015-16($'s)Strategy Risk

Mitigation Initiative

RF: Denotes initiatives delivered from recurrent sources of funding.

0

New Proposals0 0

0

(80,000)

2015-16 Revenue($'s)

0

0

The Nursery manages the supply of trees and plants for Council of the City of Gold Coast. This service provides high quality trees, palms and groundcovers to be used for improving parks and streetscape to encourage native wildlife species and improve our environment. The key activities undertaken by this service include growing and procuring trees for capital and operational works projects, the citizenship ceremony and the free trees for rate payers program.

Level of service matches Council's internal service. Provide trees to the community to plant on their properties. 10 trees per body corporate/year, two trees per rateable property, 50 trees per school.

0 (80,000)

Key

Initi

ativ

es

(83,400) 0

(83,400)

0

0

0

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

0

(80,000)

0

Service Description:

Level of Service:

2015-16 Nett($'s)

(83,400)

0

2015-16 Expense($'s)

0

0 0

(83,400) (83,400)

0

0

2014-15 Nett($'s)

0

The above New/Upgrade Proposals incur annual operating and maintenance costs of:

0

0

0 0

0

0

Note 1.

Service 10.6Nursery Operations

Program 10Internal Services

Annual Plan 2015-16 17.06.2015 119 of 162

Op Cap

Recurrent Base (Including Inflation) • Driven by End of Life Renewal •

Total Base Budget

Growth (Recurrent) Proposals • Recurrent Proposals • Non-Recurrent Proposals • New/Upgrade Proposals1 •

Total New Proposals

Property and Facilities Management: Service Total

Corp Plan

Comm Games

Strategy Risk Mitigation Initiative

3,387,700

0 Note 1. The above New/Upgrade Proposals incur annual operating and maintenance costs of:

Accommodation planning and projects, fire systems testing and maintenance, mechanical, electrical and lift systems maintenance, energy management, compliance reporting and additional after hours services. Maintenance is undertaken on various building components in accordance with manufacturer or legislative requirements. Maintenance and structural repairs to Council's major administration centres, leased premises, Council chambers, branch offices and Arts Centre.

2015-16($'s)

RF: Denotes initiatives delivered from recurrent sources of funding.

New Proposals

0

Service Description:

Level of Service:

Manage Council's property acquisition and disposal, manage existing land portfolio, oversee property and building lease arrangements, including residential tenancy and community leases of building and property. Ensure Council buildings are fit for purpose and deliver accommodation standards and workplace compliance including costs, regular maintenance, security, energy management and general building operations.

14,111,440

282,800 1,280,000

1,517,700

5,971,000

3,713,850

13,404,019

0

7,433,019

5,971,000

13,350

18,185,449

0

(109,600)

(4,781,430)

0 0

122,950

17,117,869 22,008,899

3,417,700 3,417,700

3,823,450

(4,781,430)

0

0

282,800

590,000

10,723,740

Key

Initi

ativ

es

Base Budget

Serv

ice

Info

rmat

ion

Bud

get I

nfor

mat

ion

2015-16 Expense($'s)

12,214,449

(109,600)

2,911,100

2,580,000 Refurbishment of Karp Court, Bundall

Service 10.7Property and Facilities Management

Program 10Internal Services

(4,891,030)

7,812,640

2015-16 Revenue($'s)

2014-15 Nett($'s)

2015-16 Nett($'s)

Annual Plan 2015-16 17.06.2015 120 of 162

Appendices

APPENDICES

Annual Plan 2015-16 17.06.2015 121 of 162

Appendix 1: Glossary

Glossary Terms Definition Accrual Accounting A type of accounting in which all transactions are recorded at the point when they occur unlike cash

accounting, where transactions are recorded when money changes hands. As cash accounting produces a less than accurate picture of the state of an organisation's finances, accrual accounting is used worldwide by businesses, governments, and non-governmental organisations

Activity The things that are done by defined individuals or branches – or to, for, or with individuals or groups – as part of the provision of Council services

Advocacy Advancing the interests of the city through pro-active representation, strong partnerships and effective collaboration with others locally, nationally and internationally

Annual Budget Council’s annual budget identifies the planned expenditure and revenue approved by Council for a financial year. This includes any specific activities identified as a priority under the Operational Plan

Annual Report City of Gold Coast’s Annual Report is a publication that provides a detailed account of the progress made in building a more sustainable city and reports the financial performance and position in the statutory financial statements and notes

Asset An item that has potential or actual value to an organisation Asset Depreciation The systematic allocation of the depreciable amount (economic value) of an asset over its estimated

remaining useful life Asset Management A systematic approach to manage assets through all lifecycle phases. This involves applying a

combination of engineering, financial and other technical practices to the management of infrastructure; costs; opportunities; risks; and performance

Asset Management Plan A plan that combines technical and financial techniques for the management of one or more infrastructure assets over the lifecycle of the asset in the most cost-effective manner in order to provide a specified level of service

Audit An examination of the records, statements, systems, and procedures of an organisation together with its stated claims for performance

Budget to actual A comparison of the annual budget vs. costs incurred or revenue received. The term ‘actual’ refers to actual expenditure and excludes committed costs

Capital Expenditure Represents expenditure on a capital project which is ‘capitalised’ into Council’s Asset Register. It should be noted that expenditure can occur under a capital budget that may be deemed operating in nature and not capitalised. (NB CAPEX is a term used in non-corporate documents)

Capital Works Program Council’s major works program assigned to ‘capital’ budgets (usually achieved over a four year period). It should be noted that not all expenditure within Council’s Capital Works Program is capitalised

Chart of Accounts The structured set of general ledger accounts that satisfies the organisation's requirements in gathering, reporting and analysing financial entries

City Plan The planning scheme document which guides changes to the way land, buildings and structures are used and developed within the city

Community The people living, working and visiting the Gold Coast e.g. residents, ratepayers, business investors and visitors

Community Engagement Expands on community consultation to include wider processes of education, advocacy, communication and participation that also contribute to Council decision making

Community Participation Community participation expands on community engagement to include those actions where Council interacts with community, but where decision making is not the focus e.g. community participation in sporting or cultural activities

Community Value The delivery of services to the population of the local government area in the most efficient and effective manner possible

Corporate Plan (Gold Coast 2020)

The Council’s Corporate Plan outlines the Council’s vision and translates it into medium and long term priorities, outcomes and strategies for a minimum five-year period

Corporate Plan Outcome The impact, result of, or consequence for the community, environment or organisation, of corporate strategies, services, policies or activities

Corporate Policy A statement, formally adopted by Council or the Chief Executive Officer that describes the Council’s position on a particular issue

Corporate Risks Issues that have been formally identified in Council’s Risk Management Framework Corporate Strategy A strategy is a long term plan which supports the creation of a desired future outcome for the

community and identifies priorities for investment Council Policy A statement, formally adopted by Council or the CEO, that describes Council’s position on a particular

issue which relates to matters of public interest and external service delivery Critical Operation The essential business activities that without which City of Gold Coast would be unable to achieve its

community service objectives

Annual Plan 2015-16 17.06.2015 122 of 162

Glossary Terms Definition Customer Level of Service A measure of the performance of the organisation in the provision of services to the residents where

certain goals are defined and the service level gives the percentage to which they should be achieved. Customer levels of service are the link between community need satisfaction and costs of providing the service

External Audit A formal, independent review of an organisation's financial statements, records, transactions, or operations. External audits are usually performed by professional accountants in order to lend credibility to financial statements, to ensure external accountability and to identify key internal weaknesses in an organisation

Financial Ratios Figures from financial statements to demonstrate relationships between key numbers - used in Local government as an indicator of financial sustainability

Forecast A prediction of future conditions and results, based on extrapolation from known factors and trends FTE (Full Time Equivalent) In relation to staff numbers, FTE refers to a figure that is based on the wages for full-time staff e.g. two

part-time employees can occupy one FTE Governance The process by which decisions are taken and implemented, organisations are controlled and

managed to achieve their objectives and the process by which organisations are directed, reviewed and held to account

Initiative An item in the Operational Plan that may be a project, program, strategy or policy. A temporary endeavour undertaken to create a unique product, service or result

Key Performance Indicator A meaningful, high-level measure used to determine whether an organisation has met, or is progressing towards, its planned outcomes

Level of Service The defined service quality for a particular activity such as road surfacing or service area such as street lighting, against which service performance may be measured. Service levels relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost

Local Government Act Queensland Local Government Act 2009 including subsequent amendments and associated regulations

Local Laws A law adopted by Council that reflects community needs and helps ensure the good rule and government of the city. They allow Council to establish permit or license regimes for activities that require regulation, to create offences for unacceptable behaviour and to allow for the issue of compliance or abatement notices

Local Area Plan A detailed planning instrument that provides a comprehensive physical and social framework for the development and use of a local area, based on the translation of broad strategic planning principles and objectives into detailed area-specific guidelines

Long term financial forecast The long term financial forecast includes at least 10 years of projected financial statements including: - statement of financial position - statement of cash flow - statement of income and expenditure - statement of changes in equity The financial forecast must also report on the relevant measures of financial sustainability for the forecast period. Council must consider the long term forecast before planning new borrowings

Long term financial Plan A document that outlines Councils goals, strategies and policies for managing finances for the period covered by the plan, including the following policies: - an investment policy - a debt policy - a procurement policy - a revenue policy; and The document covers a period of at least 10 years after the commencement of the plan

Objective Something toward which work is to be directed, a strategic position to be attained, or a purpose to be achieved, a result to be obtained, a product to be produced, or a service to be performed

Operational Expenditure Operational expenditure (OPEX) is an ongoing cost for running a product, business, or system. Its counterpart, a capital expenditure (CAPEX), is the cost of developing or providing non-consumable parts for the product or system

Operational Plan The Operational Plan is a detailed document showing how it is intended to give effect to one year's portion of the Gold Coast 2020. It is a statement of specific works to be undertaken and services to be provided in order to progress the goals and objectives set out in the Gold Coast 2020

Operational Planning The process of translating strategic and organisational aims and objectives into planned actions to ensure delivery

Outcomes The effect, impact, result on, or consequence for the community, environment or organisation, of strategies, services, policies or activities

Annual Plan 2015-16 17.06.2015 123 of 162

Glossary Terms Definition Outputs The amount of energy, work, goods, or services produced by a machine, factory, group, or an

individual in a period e.g. amount of litter removed from beaches each month Performance The progress in achieving planned outcomes over a given period of time Performance Assessment Evaluation activities undertaken to determine level of performance e.g. organisation and service

performance Performance Management Performance management is the practice of actively using performance data to support decisions

related to the delivery of outcomes articulated in Council’s long, medium and short term plans Performance Measures A quantifiable indicator used to assess how well the organisation achieves its desired capacity,

process, or outcome Performance Objective A goal or target to be reached Performance Plan The Operational Plan for each of Council's commercialised business units Performance Report A communication of performance information, generally including data and analysis, that informs a

target audience of progress toward achievement of planned standards, outcomes or objectives Performance Target A goal to be reached by a specific date Portfolio A collection of programs, projects and activities that is centrally coordinated to achieve a set of

strategic goals Portfolio Management Portfolio management is a structured and disciplined approach to achieving strategic goals and

objectives by choosing the right investments for the organisation and ensuring the realisation of their combined benefits and values while optimising the use of available resources

Precinct An area that may contain multiple asset types that primarily exist for the purpose of supporting a facility (e.g. car parks and pathways within a park primarily exist to support the amenity of the park)

Procurement Activity that relates to the engagement of external suppliers for specified works, goods or services - including planning, sourcing, contract management, purchasing, inventory management, warehousing and accounts payable

Program A program is an endeavour to deliver a particular strategic outcome and related benefits, and in doing so, coordinates a group of related projects, activities and work streams. Programs of services are natural grouping of services e.g. Waste Management Program includes waste collection, waste disposal, waste recycling and city cleaning services

Project Temporary endeavour undertaken to create a unique product, service or result Recurrent The expense or revenue associated with recurrent new initiatives will re-occur in future years. Text is

required to explain and fully justify the additional funds required. The justification should identify the effect on the level of service, list any additional labour, plant and other requirements

Risk The chance of something happening in the future that will have an impact on objectives Service Represents a range of activities provided by Council to people or property for example, Waste

Collection is a Service. See Program Service Description A plain english, high-level overview of what the service provides Stakeholder A person or organisation with an interest in the outcome or output or is affected by services, activities,

policies, services, programs, or strategies Strategic Planning The process by which the organisation envisions its future and develops strategies, goals, objectives

and action plans to achieve that future Sustainability Forms of progress that meet the needs of the present without compromising the ability of future

generations to meet their needs Technical Level of Service Technical levels of service describe how the service, activity or asset is provided, developed and

maintained in order to provide the service to the community. Service levels usually relate to quality, quantity, reliability, responsiveness, environmental acceptability and cost

Total Asset Management Plan (Total AMP)

A summary of the infrastructure asset Management plans that is adopted annually by Council as part of the planning and budget (as opposed to Council individually adopting each of the asset management plans)

Vision A statement that articulates the desired future the organisation is working towards

Work Health and Safety (WHS)

Providing a safe and healthy work environment for people engaged in work or employment. As a secondary effect, it may also protect co-workers, family members, employers, customers, suppliers, nearby communities, and other members of the public who are impacted by the workplace environment

Annual Plan 2015-16 17.06.2015 124 of 162

Appendix 2: Supporting the Queensland Plan The Gold Coast 2020 provides support for the Queensland Plan at a local level. Details of how the Gold Coast 2020 supports Queensland across all key dimensions are shown below:

The Queensland Plan

Economy

Environment

Regions

Infrastructure

Education

Governance

Health and Wellbeing

People

Community

Gold Coast 2020 Outcome

1.5 We are an active digital city2.1 hur city is innovative and grows successful businesses2.2 We have a thriving cultural economy2.4 We are a city with a strong and globally competitive business environment2.5 We are a globally recognised tourism destination2.6 We are an emerging world-class business destination

1.2 We live in balance with nature1.3 We have sustainable solid liquid waste disposal1.7 Everyone can enjoy a beach experience

1.6 hur modern centres create vibrant communities

1.1 hur city provides a choice of liveable places1.4 We have fast, frequent and reliable public transport2.3 We have infrastructure that supports productivity and growth

3.5 We are a highly skilled community

A We plan for the future of the cityB We manage the city responsibly

1.8 hur city benefits from a great Gold Coast 2018 Commonwealth Games tm3.6 We are an active and health community

3.2 We are proud of our city3.3 hur community is inclusive and supportive

3.1 hur city is safe3.4 hur city embraces culture everyday

Annual Plan 2015-16 17.06.2015 125 of 162

Appendix 3: City Budget 2015-16 - Investment towards Corporate Strategies

The corporate strategies and the identified funding for 2015-16 as at 15.06.2015 are:

Culture Strategy 2023

• Our culture is distinctly Gold Coast – our culture expresses our lifestyle, diversity and spectacular natural environment. It’s about us.• A place where culture is everyday – we are a creative community immersed in culture that is local, diverse and accessible. Culture is part of our everyday lives.• A community that values its cultural heritage – our stories and heritage are important to us. We celebrate and conserve it for future generations.• A city where creativity creates opportunity – culture generates economic growth and contributes to our city’s liveability. We have a thriving local cultural sector.

The outcomes of the strategy are:

The day to day implementation of the strategy is supported by the following service/s:

Recurrent investment (Expense)

5094626 • Culture and Heritage Service

* includes the Arts Centre operations$5,094,626

$5,094,626sub total

Operational

New activity in 2015-16 includes

150000Develop partnerships and cultural models in the implementation of the Culture Strategy 2023

$150,000

275000Elevating and valuing our indigenous arts and culture and our city’s heritage $275,000

290000Develop cultural tourism and build city reputation through arts and culture $290,000

310000Develop the cultural sector by building partnerships with the business sector, tourism and non-arts industries

$310,000

390000Programs that reflect the cultural diversity of our city and engage young people $390,000

1240000GC2018 - implementation of the Gold Coast Cultural and Festival Program $1,240,000

$2,655,000sub total

$7,749,626Total

RF: Denotes initiatives delivered from recurrent sources of funding

Annual Plan 2015-16 17.06.2015 126 of 162

Draft Solid Waste Strategy 2024

Draft Solid Waste Strategy 2024

• Waste avoidance, re-use, recycling and recovery opportunities are maximised prior to landfill disposal – its not waste, it’s a resource.

• Our capacity to manage future waste is secured – business as usual is not an optin. • Solid waste management has minimal impact on our environment and public health – safer, cleaner,

greane • The city and the community are engaged in positive waste behaviours – lets’ all play our part.

The outcomes of the strategy are:

The day to day implementation of the strategy is supported by the following service/s:

Recurrent investment (Expense)

7373316 • Recycling $7,373,316

14307800 • City Cleaning $14,307,800

17106709 • Waste Collection $17,106,709

38963706 • Waste Disposal $38,963,706

$77,751,531sub total

Operational

New activity in 2015-16 includes

93500Review waste and recycle contracts $93,500

106000Introduction of public place recycling into premium parks and urban precinct CBDs $106,000

2600000Installation and operations for environmental gas /leachate extraction wells at Stapylton Landfill

$2,600,000

$2,799,500sub total

Capital

300000Capping and rehabilitation at Reedy Creek Landfill $300,000

500000Design of a waste and recycling drop off centre at Coomera $500,000

512500Capping Stapylton landfill $512,500

512500Tugun landfill capping and rehabilitation $512,500

1085000Purchase of new waste and recycling bins $1,085,000

3075000Construction of a leachate system at the wastewater treatment plant, Reedy Creek $3,075,000

3500000Supply and install Reedy Creek landfill liner (cell 2) $3,500,000

3900000Supply and install Stapylton landfill liner (cell 6) $3,900,000

4838767Environmental Works to manage Suntown Landfill $4,838,767

$18,223,767sub total

$98,774,798Total

RF: Denotes initiatives delivered from recurrent sources of funding

Annual Plan 2015-16 17.06.2015 127 of 162

Economic Development Strategy 2013-2023

Economic Development Strategy 2013-2023

• Innovation – an environment that fosters innovation and grows successful businesses.• Cultural – a thriving cultural economy that attracts skills, talent and investment.• Infrastructure – infrastructure that supports productivity and growth.• Competitive business – a business environment that is strong and globally competitive.• Workforce – a highly skilled workforce that meets the need of business and industry.• International – a city known as an emerging world class business destination.

The outcomes of the strategy are:

The day to day implementation of the strategy is supported by the following service/s:

Recurrent investment (Expense)

10354510 • Economic Development $10,354,510

$10,354,510sub total

Operational

New activity in 2015-16 includes

0Support light rail corridor local employment opportunities RF

21760Implementation of GC2018 Quality Service Program $21,760

55000Implement the Student Inclusion and Experience Program $55,000

69250Activities to increase Chinese visitation $69,250

150000Implement key activities to capitalise on digital economy such as intelligent information management

$150,000

172720Delivery of TradeStart advisory services on behalf of the Commonwealth Government

$172,720

275500Develop Southport as the city's CBD $275,500

500000Complete business and operational planning for the Cultural Precinct Riverside Hub

$500,000

915000Secure direct flights from China, Middle East marketing campaign, contribution to Gold Coast Tourism

$915,000

$2,159,230sub total

Capital

300000GC2018 - implement city visitor services including a flagship centre in Surfers $300,000

500000Provision of event infrastructure in key locations around the city $500,000

1185345Establish the Gold Coast Chinatown at Southport $1,185,345

10075000Design and construct the Gold Coast Cultural Precinct Stage 1 $10,075,000

$12,060,345sub total

$24,574,085Total

RF: Denotes initiatives delivered from recurrent sources of funding

Annual Plan 2015-16 17.06.2015 128 of 162

Gold Coast City Transport Strategy 2031

Gold Coast City Transport Strategy 2031

• Creating liveable places – to support well-designed urban development that reduces the need to travel and is easy to access via frequent public transport, walking and cycling.

• Providing better local parking management – to manage car parking in a way that supports the economic vitality of the city and boosts sustainable transport use.

• Delivering the next generation of public transport – to improve the quality of the public transport system so it provides an attractive alternative to the car.

• Boosting walking and cycling – to provide a safe active transport network that helps make walking any cycling attractive alternatives to the car.

• Maximising road and freight performance – to develop and manage an efficient road network that meets the citys needs for the movement of people and goods, and can be safely shared by all users. •Changing our travel behaviour – to reduce car dependency and significantly increase levels of

walking, cycling, car pooling and public transport.

The outcomes of the strategy are:

The day to day implementation of the strategy is supported by the following service/s:

Recurrent investment (Expense)

11082575 • Parking and Facilities Regulation $11,082,575

22285300 • Traffic Management and Safety $22,285,300

22802498 • Road Network $22,802,498

37020779 • Transport Improvement $37,020,779

$93,191,152sub total

Operational

New activity in 2015-16 includes

40000Parking Scheme, Burleigh Heads $40,000

437250Operationalise the Integragted Parking Management System inlcuding Pay and Stay fees for customers

$437,250

3965000Contribution to State Govt for bus services, public transport infrastructure and free seniors travel

$3,965,000

$4,442,250sub total

Capital

50000Burleigh Heads active transport improvements $50,000

50000Surfers to Chevron active transport improvements $50,000

50000GC2018 - active transport improvements between the Sundale Green Bridge and Main Beach

$50,000

50000GC2018 - local path upgrades at Hope Street and Price Street, Nerang $50,000

55000Install bike parking and mid and end of trip facilities eg. bike racks, bench seats $55,000

60000Installation of traffic cameras to improve traffic management and road safety $60,000

80000Design and prepare documents for the traffic signal refurbishment program $80,000

80000Install of enhanced school speed limit signs at various primary school locations across the city

$80,000

100000Management of the Integrated Parking Management technology (replace pay and display machines)

$100,000

140000Upgrade the intersection at Australia Avenue and Surf Parade, Broadbeach $140,000

RF: Denotes initiatives delivered from recurrent sources of funding

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Gold Coast City Transport Strategy 2031

163080Active transport improvements Alexander Drive, Nerang $163,080

178000Upgrade the intersection at Chelsea Avenue and Surf Parade, Broadbeach $178,000

220000GC2018 - wayfinding signage and linemarking throughout the city $220,000

243080Active transport improvements with secure bicycle parking throughout the city $243,080

245000Upgrade the intersection at Turpin and Robert St, Labrador $245,000

250000Construction of a shared path on Morala Drive and Lae Drive, Runaway Bay $250,000

261185Active transport improvements for the safe routes to school / Active School Travel Program

$261,185

262015Active transport improvements at Banyula Drive, Nerang $262,015

300000GC2018 - intersection improvements along key routes $300,000

300000GC2018 - upgrades to footpaths and pedestrian crossings along key routes $300,000

311920Active transport improvements infrastructure projects forward planning and design $311,920

400000GC2018 - on road bicycle improvements at Currumbin Creek Road, Currumbin Valley

$400,000

550000Active transport improvements to coastal routes, south of Laycock Street to Fern Street, Surfers Paradise

$550,000

650000Active transport improvements at Golden Four Drive, Tugun $650,000

725000Installation of Intelligent Transport Systems infrastructure for fibre optics at Slatyer Avenue, Bundall

$725,000

1070000Upgrade the roundabout at Cottesloe Drive and University Drive, Robina to a new signalised ‘T’ intersection

$1,070,000

1418000Upgrade of the Christine Avenue and Scottsdale Drive intersection at Robina $1,418,000

1446600Improvement of the city infrastructure to comply with disability access standards $1,446,600

1535000Safety improvements at Norwell Road, Jacobs Well $1,535,000

1705350Upgrade of bus stops to comply with disability requirements $1,705,350

4000000Upgrade of Helensvale Road from Monterey Keys Drive to Hope Island Road, Hope Island

$4,000,000

6000000Upgrade Burnside Road, Ormeau $6,000,000

10051200Funding reimbursements to developers for trunk (higher order roads) infrastructure for active transport

$10,051,200

$33,000,430sub total

$130,633,832Total

RF: Denotes initiatives delivered from recurrent sources of funding

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Ocean Beaches Strategy 2013-2023

Ocean Beaches Strategy 2013-2023

• Everyone can enjoy a beach experience – with a growing, ageing and increasingly diverse population and finite amount of ocean beaches, It is important to manage our ocean beach environment so that everyone can enjoy a beach experience.

• Our beaches are clean and healthy – the value of the natural beach environment is often underestimated and provides significant social and economic benefits in addition to beach ecological values. Maintaining healthy and clean beaches is important to visitors and is core to why residents choose to live here.

• Our infrastructure is protected from coastal hazards – climate variability, frequent and intense storms and sea level rise are resulting in increased risk of erosion events and damage to coastal infrastructure. A holistic approach to coastal management is essential in order to protect infrastructure and manage erosion.

• There is joint stewardship of ocean beaches – Gold Coast beaches ae enjoyed by, and provide benefits to many people. Individuals, businesses and governments benefit either directly or indirectly from the sandy beaches. It is important we work together to ensure that the effort required to maintain the benefits is equally distributed.

The outcomes of the strategy are:

The day to day implementation of the strategy is supported by the following service/s:

Recurrent investment (Expense)

7998800 • Lifeguard Service $7,998,800

17208945 • Beaches and Waterways $17,208,945

$25,207,745sub total

Capital

23370Maintenance and replacement of lifeguard equipment $23,370

60000Construction of beaches and waterways facilities and amenities $60,000

135000Construction and renewal of beach and waterway access structures $135,000

137863Renewal of built structures in accordance with asset management plans $137,863

1030000Forward planning for beaches and waterways future investment $1,030,000

2160000Investigation, certification and construction of seawalls and revetment walls $2,160,000

$3,546,233sub total

$28,753,978Total

Total investment in 2015-16 $290,486,319

RF: Denotes initiatives delivered from recurrent sources of funding

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Appendix 4: Statement of Estimated Financial Position 2014-15 In accordance with Section 205 of the Local Government Regulation 2012, the following statement serves to inform the budget adoption meeting of Council’s financial operations and estimated financial position for 2014-15. A detailed schedule showing the initial 2014-15 budget and the estimated position as at 30 June 2015 is provided in the following pages.

Council’s initial 2014-15 budget provided for expenditure of $1,166.3 million and equipped the organisation with the resources to achieve the objectives as stated in Council’s adopted Corporate and Operational Plans. The 2014-15 budget anticipated an available surplus of $17.7 million from 2013-14. The final accounts for 2013-14 provided Council with an available surplus of $29.6 million which represented the net result from the total funds carried forward of $128.2 million less funds required for reprovisions and end of year adjustments of $98.6 million. The following table shows how the 2013-14 surplus was accounted for and the resulting uncommitted surplus of $11.9 million carried forward to 2014-15.

Allocation of 2013-14 Surplus Budget Adjustments $ Million

2014-15 Initial Budget (Balanced) 0

Actual 2013-14 Surplus 128.2

2013-14 Carried Forward Revenue 19.4

2013-14 Carried Forward Operating Expenditure (17.5)

2013-14 Carried Forward Capital Expenditure (100.5)

Sub-Total 29.6

Anticipated 2013-14 Surplus to underpin 2014-15 Initial Budget (17.7)

Uncommitted Surplus Carried Forward From 2013-14 11.9

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Council’s performance against the initial 2014-15 budget can be seen as a combination of variances between the initial and revised budgets and variances between the revised budget and actual results at end of year. Budget reviews throughout the year have allowed Council to revise the budget to address significant issues which arose during the year and reserve additional funds of $56.6 million. These changes were accommodated while maintaining a balanced or surplus budget position.

Significant changes to budget allocations during 2014-15 were:

Major Budget Amendments 2014-15 Budget

Adjustments $ Million

Brought Forward Available Surplus from 2013-14 11.9

Increase in budgeted investment income 5.3

Reduction in Insurance Premiums 1.0

Savings in Library Materials (0.5)

Reduction in budgeted debt Service Payments 1.7

Reduction in Regulated Parking Revenue (1.1)

Increase in contribution revenue 30.2

Additional tax equivalent payments applied to infrastructure charges revenue

6.0

Other Gold Coast Water net budget adjustments (excluding reserve transfers)

(2.1)

Additional net transfers (to) / from reserves, including transfers:

(56.6)

To Commonwealth Games Reserve (40.4)

To Fleet and Plant Acquisition Reserve (3.1)

From Carbon Liability Reserve 7.6

From Water and Sewerage Infrastructure Reserve 6.2

To Reserves for reprovision in 2015-16 (23.4)

All Other Net Variations. 21.9

2014-15 Revised Surplus Position 17.7

The revised 2014-15 budget has recognised a projected surplus of $17.7 million including $4.8 million for reprovisions into 2015-16. The 2015-16 budget is underpinned by an anticipated brought forward surplus from 2014-15 of $23.8 million and it is anticipated that the additional surplus of $6.1 million will be available across all budget items at year end.

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Actual variances compared to the revised budget will not be known until the finalisation of the 2014-15 Financial Statements. However, it is anticipated that a number of budgeted capital works projects will not be completed in 2014-15 and together with the associated funding sources, will be carried forward into 2014-15. In summary, capital works in 2014-15 are expected to achieve an 80% completion for the year. Until accounts for 2014-15 are finalised, work on these projects will be facilitated within the funding provided in the initial 2015-16 budget estimates.

OTHER CITY OF

REVISED BUDGET($000s)

REVISED BUDGET($000s)

REVISED BUDGET($000s)

REVISED BUDGET($000s)

REVISED BUDGET($000s)

REVENUERATES & UTILITY CHARGES - (67,815) (439,834) (479,630) (987,280)RATES DISCOUNTS & REMISSIONS - 0 0 42,978 42,978FEES AND CHARGES (15,927) (8,658) (4,775) (51,892) (81,251)INTEREST - (126) (2,000) (20,835) (22,962)GAIN/LOSS ON SALE OF ASSETS 0 0 5,000 (187) 4,813CONTRIBUTIONS & DONATIONS - (342) (40,070) (149,855) (190,267)GRANTS & SUBSIDIES - 0 0 (36,471) (36,471)OTHER REVENUE (451) (137) 0 (18,426) (19,014)

TOTAL REVENUE (16,377) (77,079) (481,679) (714,318) (1,289,453)

EXPENSESEMPLOYEE COSTS 635 7,829 44,977 326,215 379,656MATERIALS AND SERVICES 12,065 81,262 211,482 219,349 524,158DEPRECIATION & AMORTISATION 1,420 2,306 90,500 172,872 267,098FINANCE COSTS 8 0 0 46,791 46,800OTHER EXPENSES 2,961 (7,999) 155,053 48,584 198,598CAPITALISED EXPENSES (2,114) (15,865) (37,635) (217,895) (273,509)

TOTAL EXPENSES 14,975 67,533 464,377 595,916 1,142,801

NET RESULT (1,403) (9,546) (17,302) (118,402) (146,652)

TOURIST PARKS WASTE MANAGEMENT WATER ACTIVITIES GOLD COAST

STATEMENT OF ESTIMATED FINANCIALPOSITION (UNAUDITED)FORECAST STATEMENT OF INCOME AND EXPENDITURE FOR CITY OF GOLD COAST

FOR THE PERIOD ENDED 30 JUNE 2015

GOLD COAST GOLD COAST GOLD COAST

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2015 ESTIMATED BALANCE

($000S)

ASSETSCURRENT ASSETS

CASH ASSETS 367,274CURRENT RECEIVABLES 208,090INVENTORIES 3,188PREPAYMENTS 708

579,261

NON CURRENT ASSETSOTHER FINANCIAL ASSETS 1,150PROPERTY, PLANT AND EQUIPMENT 11,685,618ASSETS UNDER CONSTRUCTION 0

11,686,768

TOTAL ASSETS 12,266,028

LIABILITIESCURRENT LIABILITIES

CURRENT PAYABLES (74,406)UNEARNED REVENUE (1,704)CURRENT EMPLOYEE BENEFITS (24,550)CURRENT BORROWINGS (62,190)

(162,850)

NON CURRENT LIABILITIESNON CURRENT EMPLOYEE BENEFITS (49,753)NON CURRENT BORROWINGS (708,615)

(758,368)

TOTAL LIABILITIES (921,218)

COMMUNITY EQUITYRETAINED CAPITAL (6,690,247)RESERVES (4,654,563)

TOTAL COMMUNITY EQUITY (11,344,810)

STATEMENT OF ESTIMATED FINANCIAL POSITION (UNAUDITED)FORECAST STATEMENT OF FINANCIAL POSITION FOR CITY OF GOLD COAST AS AT 30 JUNE 2015

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Appendix 5: Detailed Rates and Charges The detailed rates and charges are set out in the Revenue Statement, however, a summary of Council’s rates and charges applicable in 2015-16 is provided below:

• Differential General Rates - there are a number of differential general rates and minimum general rates which are set depending on whether properties are residential, commercial/industrial or rural. For all residential property that is utilised as the owner's principal place of residence excluding rural non-CTP and horizontal CTP larger than 750m2, a minimum general rate of $858.00 applies. The applicable differential general rate categories for the properties subject to the $858.00 minimum are 1A, 1B, 1T and 1U. Just over 34.1% of these properties are on the minimum general rate. The average general rate payable for category 1A property (principal place of residence non-CTP) is $1,363.92.

• Special Rates and Charges - there are also a number of special rates (area and purpose specific) which apply, particularly in relation to provision of safety cameras, promotional activities and local business growth in Broadbeach, Surfers Paradise and the Southern Gold Coast and specific infrastructure and business centre improvement projects.

• Separate Rates and Charges – these charges apply consistently across the whole city for City Transport Improvement $117.00 (no increase), Recreational Space $29.00 (no increase), Open Space Preservation $38.00 (no increase). The Transitional Volunteer Fire Brigade Separate Charge of $2 has also been continued.

• Waste Management Utility Charge - a range of charges apply depending on the service provided. A charge of $260.30 applies to a standard 240 litre refuse/re-cycling service which is the same as the 2014-15.

• Water and Sewerage Charges – residential service charges for water and sewerage will be $212.08 and $725.12 respectively which is a nil increase.

Council sets its rates and charges on the following principles which are set out in Council’s Revenue Policy:

• Equity – ensuring the fair and consistent application of lawful rating and charging principles, without bias, taking account of all relevant considerations.

• Effectiveness/efficiency – meeting the financial, social, economic, environmental or other corporate objectives stated in Council's Corporate Plan and other adopted policies.

• Simplicity – to ensure widespread community or stakeholder understanding of a complex system. • Sustainability – revenue decisions support the financial strategies for the continued delivery of

infrastructure and services identified in Council’s long term planning.

The Local Government Regulation 2012 (S169(6)) requires the following disclosure regarding the total increase in rates and utility revenue year on year within Council’s annual budget.

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Total Rates and Utility Charges Comparison 2014-15 to 2015-16

Rates and Charges (Gross) 2015-16

Rate Category 2014-15

Initial Budget$

2015-16Growth Increase

$

Growth

Increase%

Rate Increase / (Decrease)

$

Rate Increase

%

Proposed

Budget$

Total Increase

%

General Rates, Utility Charges and Separate Rates

General Rates (Gross) 425,579,112 5,958,108 1.4% 16,552,001 3.9% 448,089,221 5.3%

City Transport Improvement Separate Charge 28,817,100 315,900 1.1% - 0.0% 29,133,000 1.1%

Recreational Space Separate Charge 7,142,700 78,300 1.1% - 0.0% 7,221,000 1.1%

Open Space Preservation Separate Charge 9,359,400 102,600 1.1% - 0.0% 9,462,000 1.1%

Waste Management Utility Charge (including carbon tax) 69,914,754 1,550,798 2.2% - 0.0% 71,465,552 2.2%

Sewerage 197,503,000 2,068,000 1.0% - 0.0% 199,571,000 1.0%

Water Supply (excluding bulk water) 91,225,000 2,803,622 3.1% - 0.0% 94,028,622 3.1%

Recycled Water 500,000 180,000 36.0% - 0.0% 680,000 36.0%

Sub-Total 830,041,066 13,057,328 1.6% 16,552,001 2.0% 859,650,395 3.6%

Special Rates

Centre Improvement Program Special Rate 423,333 - 0.0% (50,000) (11.8%) 373,333 (11.8%)

Safety Camera Network Special Rate 1,826,244 - 0.0% 39,206 2.1% 1,865,450 2.1%

Surfers Paradise Management and Promotion Special Rate 3,138,200 - 0.0% 62,764 2.0% 3,200,964 2.0%

Broadbeach Alliance Special Rate 2,005,445 - 0.0% 150,855 7.5% 2,156,300 7.5%

Connecting Southern Gold Coast Special Rate 696,165 - 0.0% 34,808 5.0% 730,973 5.0%

Sub-Total 8,089,387 - 0.0% 237,633 2.9% 8,327,020 2.9%

Total Council Rates and Charges 838,130,453 13,057,328 1.6% 16,789,634 2.0% 867,977,415 3.6%

State Government and Other Charges Outside Council Control

Transitional Volunteer Fire Brigarde Separate Charge 492,600 5,400 1.1% - 0.0% 498,000 1.1%

Bulk Water 'Pass through' charges (State Government) 161,235,000 (1,555,180) (1.0%) (1,934,820) (1.2%) 157,745,000 (2.2%)

Sub-Total 161,727,600 (1,549,780) (1.0%) (1,934,820) (1.2%) 158,243,000 (2.2%)

Total Rates and Charges 999,858,053 11,507,548 1.2% 14,854,814 1.5% 1,026,220,415 2.6%

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Appendix 6: Accrual Budget and Statement of Income and Expenditure 2015-16 to 2024-25

Note Gold Coast Water Tourist Parks Waste Management Other Council Activities

Total

Initial Budget$

Initial Budget$

Initial Budget$

Initial Budget$

Initial Budget$

REVENUE FROM ORDINARY ACTIVITIESOperating Income

Rates and Utility Charges 1 473,191,190 0 71,288,560 503,246,792 1,047,726,542Less: Discounts and Pensioner Remissions 0 0 0 (45,716,039) (45,716,039)

473,191,190 0 71,288,560 457,530,753 1,002,010,503Fees & Charges 2 4,841,800 16,772,400 8,844,735 60,818,682 91,277,617Interest 3 2,000,000 0 132,736 15,977,402 18,110,138Other Revenue 4 0 651,600 43,100 18,218,880 18,913,580Community Service Obligations 0 0 2,770,743 (2,770,743) 0

6,841,800 17,424,000 11,791,314 92,244,221 128,301,335Contributions and Donations 5 0 0 348,200 1,190,200 1,538,400Operating Grants and Subsidies 6 0 0 0 14,140,517 14,140,517

0 0 348,200 15,330,717 15,678,917

Total Operating Income 480,032,990 17,424,000 83,428,074 565,105,691 1,145,990,755

Capital IncomeCapital Contributions (Cash) 25,000,000 0 0 14,200,000 39,200,000Contributed Assets 20,000,000 0 0 100,000,000 120,000,000Capital Grants & Subsidies 7 0 0 0 21,730,600 21,730,600Profit / (Loss) on Sale of Assets 8 (5,000,000) 0 0 1,013,100 (3,986,900)

Total Capital Income 40,000,000 0 0 136,943,700 176,943,700

Total Revenue from Ordinary Activities 520,032,990 17,424,000 83,428,074 702,049,391 1,322,934,455

EXPENSES FROM ORDINARY ACTIVITIESEmployee Costs (including statutory oncosts) 44,268,000 636,800 8,113,800 275,305,217 328,323,817Materials and Services (incl Internal Transactions) 133,851,750 8,745,312 68,448,350 366,219,090 577,264,502Depreciation and Amortisation 90,500,000 1,380,878 2,242,857 168,109,243 262,232,978Finance Costs 9 3,318,027 695,828 5,328,182 36,181,152 45,523,189Other Expenses 10 174,829,024 3,558,300 964,881 74,914,007 254,266,212(Capitalised Expenses) (61,719,000) (2,974,241) (21,703,670) (201,737,215) (288,134,126)

Total Expenses from Ordinary Activities 385,047,801 12,042,877 63,394,400 718,991,494 1,179,476,572

Income Tax Equivalents 28,449,139 1,734,543 5,117,357 (35,301,039) 0Dividends and Returns 80,373,726 1,744,483 5,602,840 (87,721,049) 0

NET RESULT FOR THE YEAR 26,162,324 1,902,097 9,313,477 106,079,985 143,457,883

CAPITAL TRANSACTIONSOperating Funding

Net Result 26,162,324 1,902,097 9,313,477 106,079,985 143,457,883Transfers to Reserves (38,109,638) (50,000) (2,500,000) (103,359,975) (144,019,613)Transfers from Reserves 0 0 0 90,166,728 90,166,728Transfers to Infrastructure Charges Reserve (25,000,000) 0 0 (14,200,000) (39,200,000)Transfers From Infrastructure Charges Reserve 600,000 0 0 6,669,989 7,269,989Loans 0 0 0 0 0Brought Forward Surplus 0 0 0 23,810,345 23,810,345

Available for Capital Allocation (36,347,314) 1,852,097 6,813,477 109,167,072 81,485,332

Other Capital FundingDepreciation 90,500,000 1,380,878 2,242,857 168,109,243 262,232,978Loans 0 2,974,241 19,279,031 19,220,333 41,473,605Book Value of Assets Traded / Disposed 5,000,000 0 0 8,000,000 13,000,000Transfers from Other Reserves 7,924,500 0 2,424,639 30,068,769 40,417,908Transfers from Infrastructure Charges Reserves 18,520,000 0 0 14,905,600 33,425,600

121,944,500 4,355,119 23,946,527 240,303,945 390,550,091

Total Capital Funding 85,597,186 6,207,216 30,760,004 349,471,017 472,035,423

Allocations of Capital FundingConstructed and Purchased Assets 61,719,000 2,974,241 21,703,670 201,737,215 288,134,126Loan Redemption 3,878,186 3,232,975 9,056,334 47,733,802 63,901,297Contributed Assets 20,000,000 0 0 100,000,000 120,000,000

Total Capital Allocations 85,597,186 6,207,216 30,760,004 349,471,017 472,035,423

Budget Surplus / (Deficit) 0 0 0 0 0

Accrual Budget and Statement of Income and Expenditure for 2015-16

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$ $1 Rates and Utility Charges (Gross Levies) 6 Operating Grants and Subsidies

General Rates (Incl. Differential Rates) 448,089,221 Financial Assistance Grant 11,116,411 Water Rates 266,473,622 Library Resources 1,992,070 Sewerage 200,251,000 Grants & Subsidies - Other 1,032,036 Waste Service 71,465,552 14,140,517 Transport Separate Charge 29,133,000 Other Separate Rates 16,683,000 7 Capital Grants & SubsidiesSpecial Rates 8,825,020 Federal Grants and Subsidies 16,626,600 Other Rates 6,806,127 State Grants & Subsidies 5,104,000

1,047,726,542 21,730,600

2 Fees & Charges 8 Profit / (Loss) on Sale of AssetsBuilding And Development Fees 20,122,905 Proceeds From Sale 9,013,100 Cemetery Fees 1,365,500 Less : Disposal Costs (13,000,000) Infringements 17,924,515 and Retired Book ValueLicenses And Permits 4,180,845 (3,986,900) Other Fees And Charges 6,141,526 Parking Fees 8,246,700 9 Finance CostsPrivate Works 1,565,700 Bank Fees and Finance Charges 971,880 Property And Information Fees 3,593,226 QTC Book Debt Finance Charges 44,551,309 Refuse Tipping Fees 7,765,500 45,523,189 Tourist Park Fees 16,929,900 Water And Wastewater 3,441,300 10 Other Expenses

91,277,617 Bulk Water Purchases 174,145,000 Contributions 24,243,343

3 Interest Receivable External Audit Fees 420,000 Interest on Rate Arrears 3,745,137 Insurance 10,806,000 Interest Other 14,365,001 Other 44,651,869

18,110,138 254,266,212

4 Other RevenueRental & Lease Revenue 9,490,000 Insurance Claim Recovery 2,014,800 Commission Income 783,400 Canteen Revenue 1,877,930 Sundry Revenue 4,747,450

18,913,580

5 Contributions and DonationsServices Operations 2,500 Recycling Promotion & Resources 348,200 City Cleaning - Department of Transport and Main Roads

1,182,900

SES Operations 4,800 1,538,400

Accrual Budget and Statement of Income and Expenditure for 2015-16Notes to Accrual Budget and Statement of Income and Expenditure

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Accrual Budget and Statement of Income and Expenditure 2016-17 to 2024-25

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25

Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000) ($,000)

OPERATING INCOMERates and Utility Charges 1,095,805 1,144,958 1,196,187 1,249,562 1,305,170 1,363,001 1,423,251 1,486,019 1,551,410Less : Discounts & Pensioner Remissions (38,284) (40,006) (41,807) (43,688) (45,654) (47,708) (49,855) (52,099) (54,443)

1,057,521 1,104,952 1,154,380 1,205,874 1,259,516 1,315,293 1,373,396 1,433,920 1,496,967Fees & Charges 96,024 104,137 108,822 115,409 120,311 125,393 130,735 136,276 142,143Interest 12,314 10,885 9,840 8,878 8,334 7,892 8,446 9,454 10,486Other Revenue 21,420 23,080 22,873 22,202 18,770 19,446 20,146 20,872 21,622

129,758 138,102 141,535 146,489 147,415 152,731 159,327 166,602 174,251

Contributions & Donations 1,229 1,272 1,317 1,363 1,411 1,460 1,511 1,564 1,619Operating Grants & Subsidies 14,585 15,026 15,482 15,954 16,443 16,949 17,473 18,015 18,575

15,814 16,298 16,799 17,317 17,854 18,409 18,984 19,579 20,194

Total Operating Income 1,203,093 1,259,352 1,312,714 1,369,680 1,424,785 1,486,433 1,551,707 1,620,101 1,691,412

Capital IncomeCapital Contributions 161,200 157,210 158,230 159,260 160,301 166,660 167,774 168,900 170,037Capital Grants & Subsidies 15,775 14,259 14,179 14,564 16,832 16,057 16,478 17,211 17,749Profit / (Loss) on Sale of Assets - - - - - - - - -

Total Capital Income 176,975 171,469 172,409 173,824 177,133 182,717 184,252 186,111 187,786

Total Revenue from Ordinary Activities 1,380,068 1,430,821 1,485,123 1,543,504 1,601,918 1,669,150 1,735,959 1,806,212 1,879,198

EXPENSES FROM ORDINARY ACTIVITIESEmployee Costs, Materials & Services 904,450 960,197 991,383 1,033,292 1,090,667 1,137,235 1,184,392 1,240,080 1,293,954Write off of Allconnex Assets - - - - - - - - -Depreciation & Amortisation 272,002 282,509 292,968 304,506 312,132 317,102 325,259 330,475 338,145Borrowing Costs 42,477 40,408 38,388 35,346 31,950 28,619 26,097 22,400 19,664Other Expenses - - - - - - - - -

Total Expenses from Ordinary Activities 1,218,929 1,283,113 1,322,740 1,373,144 1,434,749 1,482,956 1,535,748 1,592,954 1,651,762

NET RESULT FOR THE YEAR 161,139 147,708 162,383 170,360 167,169 186,194 200,211 213,258 227,436

OTHER OPERATING FUNDINGTransfers To Reserves (71,914) (48,001) (42,731) (42,355) (39,356) (36,530) (71,665) (77,548) (56,973)Transfers From Reserves 90,788 50,535 27,111 27,807 28,523 29,258 30,015 30,793 31,592Transfers To Infrastructure Charges Reserve (40,200) (35,200) (35,200) (35,200) (35,200) (35,200) (35,200) (35,200) (35,200)Transfers From Infrastructure Charges Reserves 10,098 6,680 6,754 6,397 6,633 6,078 5,931 5,659 5,522Loans Brought Forward Surplus

(11,227) (25,985) (44,066) (43,351) (39,400) (36,393) (70,918) (76,297) (55,058)

Available for Capital Allocation 149,912 121,723 118,317 127,009 127,769 149,801 129,293 136,961 172,378

Other Capital FundingDepreciation 272,002 282,509 292,968 304,506 312,132 317,102 325,259 330,475 338,145Loans 42,360 47,821 23,040 20,417 16,988 24,249 13,703 20,290 14,731Book Value of assets traded / disposed 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000Transfers from Reserves 3,592 45,985 52,365 33,088 20,047 14,705 3,652 4,222 3,016Transfers from Infrastructure Charges Reserves 40,393 26,722 27,015 25,588 26,532 24,313 23,725 22,635 22,090

362,347 407,037 399,388 387,599 379,699 384,369 370,339 381,622 381,982

Total Capital Funding 512,259 528,760 517,705 514,608 507,468 534,170 499,632 518,583 554,360

Allocations of Capital FundingConstructed and Purchased Assets 322,859 333,247 320,509 316,703 311,829 330,859 296,210 318,977 356,345Loan Redemption 68,399 73,503 74,165 73,844 70,537 71,852 70,848 65,905 63,178Contributed Assets 121,000 122,010 123,030 124,060 125,101 131,460 132,574 133,700 134,837

Total Capital Allocations 512,259 528,760 517,705 514,608 507,467 534,170 499,632 518,582 554,360

Budget Surplus / (Deficit) - - - - - - - - -

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Appendix 7: Statement of Financial Position Estimated 2014-15 and Budgeted 2015-16 to 2024-25 Position

2014-15Anticipated

Result

2015-16Initial

Budget

2016-17Forecast

2017-18Forecast

2018-19Forecast

2019-20Forecast

2020-21Forecast

2021-22Forecast

2022-23Forecast

2023-24Forecast

2024-25Forecast

($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000)CURRENT ASSETS

Cash assets 367,274 391,376 350,842 300,237 258,919 237,964 226,554 218,279 255,798 299,597 323,262Receivables 208,090 181,493 192,303 201,529 210,525 220,175 229,906 240,022 250,566 261,546 272,997Inventories 3,188 3,188 3,188 3,188 3,188 3,188 3,188 3,188 3,188 3,188 3,188Prepayments 708 708 708 708 708 708 708 708 708 708 708

TOTAL CURRENT ASSETS 579,260 576,766 547,041 505,662 473,340 462,035 460,357 462,197 510,260 565,039 600,155

NON-CURRENT ASSETSReceivables 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150 1,150Other financial assets 0 0 0 0 0 0 0 0 0 0 0Property, plant and equipment 11,685,618 11,818,435 11,986,292 12,155,040 12,301,611 12,433,868 12,554,666 12,695,882 12,795,408 12,913,610 13,062,647

TOTAL NON-CURRENT ASSETS 11,686,768 11,819,585 11,987,442 12,156,190 12,302,761 12,435,018 12,555,816 12,697,032 12,796,558 12,914,760 13,063,797

TOTAL ASSETS 12,266,028 12,396,351 12,534,483 12,661,852 12,776,100 12,897,054 13,016,173 13,159,229 13,306,817 13,479,799 13,663,951

CURRENT LIABILITIESPayables 74,406 83,699 86,728 92,074 95,064 99,083 104,584 109,050 113,572 118,912 124,078Unearned revenue 1,704 1,704 1,704 1,704 1,704 1,704 1,704 1,704 1,704 1,704 1,704Provisions 24,550 24,550 24,550 24,550 24,550 24,550 24,550 24,550 24,550 24,550 24,550Interest bearing loans 62,190 68,399 73,503 74,165 73,844 70,537 71,852 70,848 65,905 63,178 59,805

TOTAL CURRENT LIABILITIES 162,850 178,352 186,485 192,493 195,162 195,874 202,690 206,152 205,731 208,344 210,137

NON-CURRENT LIABILITIESProvisions 49,753 49,753 49,753 49,753 49,753 49,753 49,753 49,753 49,753 49,753 49,753Interest bearing loans 708,615 679,978 648,835 622,490 571,686 521,566 466,702 420,102 367,900 325,012 279,937

TOTAL NON-CURRENT LIABILITIES 758,368 729,731 698,588 672,243 621,439 571,319 516,455 469,855 417,653 374,765 329,690

TOTAL LIABILITIES 921,218 908,083 885,073 864,736 816,602 767,193 719,145 676,007 623,384 583,109 539,827

NET COMMUNITY ASSETS 11,344,810 11,488,268 11,649,409 11,797,116 11,959,499 12,129,861 12,297,028 12,483,222 12,683,433 12,896,690 13,124,124

COMMUNITY EQUITYRetained capital 6,695,245 6,826,764 7,020,663 7,215,091 7,412,789 7,598,476 7,772,821 7,961,639 8,118,309 8,282,127 8,479,609Reserves 4,649,565 4,661,504 4,628,746 4,582,025 4,546,710 4,531,385 4,524,207 4,521,583 4,565,124 4,614,563 4,644,515

TOTAL COMMUNITY EQUITY 11,344,810 11,488,268 11,649,409 11,797,116 11,959,499 12,129,861 12,297,028 12,483,222 12,683,433 12,896,690 13,124,124

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Appendix 8: Statement of Cash Flows Estimated 2014-15 and Budgeted 2015-16 to 2024-25 Result

2014-15Anticipated

Result

2015-16Initial

Budget

2016-17Forecast

2017-18Forecast

2018-19Forecast

2019-20Forecast

2020-21Forecast

2021-22Forecast

2022-23Forecast

2023-24Forecast

2024-25Forecast

($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000) ($'000)

CASH FLOWS FROM OPERATING ACTIVITIESReceipts 1,191,576 1,233,518 1,248,260 1,299,584 1,353,098 1,409,793 1,467,086 1,527,575 1,592,840 1,661,533 1,732,908 Payments (925,619) (908,116) (943,897) (995,259) (1,026,781) (1,064,619) (1,117,115) (1,161,388) (1,205,967) (1,257,139) (1,308,451)

Net cash inflow/(outflow) from operating activities 265,957 325,402 304,363 304,325 326,317 345,174 349,970 366,187 386,873 404,393 424,457

CASH FLOWS FROM INVESTING ACTIVITIESProceeds from sale of property, plant and equipment 3,119 9,013 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000Dividends received 0 0 0 0 0 0 0 0 0 0 0Acquisition of other financial assets 0 0 0 0 0 0 0 0 0 0 0Payments for property, plant and equipment (233,169) (287,885) (322,859) (333,247) (320,509) (316,703) (311,829) (330,859) (296,210) (318,977) (356,345)

Net cash inflow/(outflow) from investing activities (230,050) (278,872) (318,859) (329,247) (316,509) (312,703) (307,829) (326,859) (292,210) (314,977) (352,345)

CASH FLOWS FROM FINANCING ACTIVITIESProceeds from borrowings 38,500 41,474 42,360 47,821 23,040 20,417 16,988 24,249 13,703 20,290 14,731Repayment of borrowings (56,592) (63,901) (68,399) (73,503) (74,165) (73,844) (70,537) (71,852) (70,848) (65,905) (63,178)

Net cash inflow/(outflow) from financing activities (18,092) (22,428) (26,039) (25,683) (51,125) (53,427) (53,550) (47,603) (57,145) (45,616) (48,447)

NET INCREASE/(DECREASE) IN CASH HELD 17,815 24,102 (40,535) (50,604) (41,317) (20,956) (11,408) (8,275) 37,518 43,801 23,665Cash at beginning of financial year 349,459 367,274 391,376 350,841 300,237 258,920 237,963 226,555 218,279 255,798 299,598

Closing Cash & Deposits Balance 367,274 391,376 350,841 300,237 258,920 237,963 226,555 218,279 255,798 299,598 323,263

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Appendix 9: Statement of Changes in Equity Estimated 2014-15 and Budgeted 2015-16 to 2024-25 Position

Retained Capital

Capital and Operating Reserves

Asset revaluation

Reserve

Total Community

Equity($'000) ($'000) ($'000) ($'000)

2014-15 Anticipated Result

Balance at beginning of year 6,672,381 293,645 4,232,133 11,198,159Change in net assets resulting from operations 146,651 - - 146,651Transfer to / (from) reserves (123,787) 123,787 - -Balance at end of the year 6,695,245 417,432 4,232,133 11,344,810

2015-16 Initial Budget

Balance at beginning of year 6,695,245 417,432 4,232,133 11,344,810Change in net assets resulting from operations 143,458 - 143,458Transfer to / (from) reserves (11,939) 11,939 -Balance at end of the year 6,826,764 429,371 4,232,133 11,488,268

2016-17 Forecast

Balance at beginning of year 6,826,764 429,371 4,232,133 11,488,268Change in net assets resulting from operations 161,140 - - 161,140Transfer to / (from) reserves 32,758 (32,758) - -Balance at end of the year 7,020,662 396,613 4,232,133 11,649,408

2017-18 Forecast

Balance at beginning of year 7,020,662 396,613 4,232,133 11,649,408Change in net assets resulting from operations 147,708 - - 147,708Transfer to / (from) reserves 46,722 (46,722) - -Balance at end of the year 7,215,091 349,892 4,232,133 11,797,115

2018-19 Forecast

Balance at beginning of year 7,215,091 349,892 4,232,133 11,797,116Change in net assets resulting from operations 162,384 - - 162,384Transfer to / (from) reserves 35,314 (35,314) - -Balance at end of the year 7,412,789 314,577 4,232,133 11,959,499

2019-20 Forecast

Balance at beginning of year 7,412,789 314,577 4,232,133 11,959,499Change in net assets resulting from operations 170,361 - - 170,361Transfer to / (from) reserves 15,326 (15,326) - -Balance at end of the year 7,598,475 299,252 4,232,133 12,129,860

2020-21 Forecast

Balance at beginning of year 7,598,475 299,252 4,232,133 12,129,860Change in net assets resulting from operations 167,168 - - 167,168Transfer to / (from) reserves 7,178 (7,178) - -Balance at end of the year 7,772,821 292,074 4,232,133 12,297,028

2021-22 Forecast

Balance at beginning of year 7,772,821 292,074 4,232,133 12,297,028Change in net assets resulting from operations 186,194 - - 186,194Transfer to / (from) reserves 2,624 (2,624) - -Balance at end of the year 7,961,640 289,450 4,232,133 12,483,222

2022-23 Forecast

Balance at beginning of year 7,961,640 289,450 4,232,133 12,483,222Change in net assets resulting from operations 200,211 - - 200,211Transfer to / (from) reserves (43,541) 43,541 - -Balance at end of the year 8,118,309 332,991 4,232,133 12,683,433

2023-24 Forecast

Balance at beginning of year 8,118,309 332,991 4,232,133 12,683,433Change in net assets resulting from operations 213,258 - - 213,258Transfer to / (from) reserves (49,439) 49,439 - -Balance at end of the year 8,282,128 382,430 4,232,133 12,896,691

2024-25 Forecast

Balance at beginning of year 8,282,128 382,430 4,232,133 12,896,691Change in net assets resulting from operations 227,434 - - 227,434Transfer to / (from) reserves (29,952) 29,952 - -Balance at end of the year 8,479,610 412,382 4,232,133 13,124,125

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Appendix 10: Statement of Reserves 2015-16 This document lists the purpose of each of Council’s reserves and the reserve movements contained in the 2015-16 budget including the estimated opening and closing balances and the transfers to or from each reserve as contained in the budget.

Reserve Movements in 2015-16

The following table details the opening and closing reserve balances for the financial year 2015-16 with the associated transfers to and from reserves being contained within Council's initial adopted budget for the financial year.

City of Gold Coast - Reserves - Proposed for 2015-16RESERVE BUDGETED Reserve Trf Reserve Trf BUDGETED

OPENING BAL IN OUT CLOSING BAL1-7-2015

$ $ $30-6-2016

$

Capital Projects ReserveCentre Improvement Program Reserve 1,014,047 0 0 1,014,047City Transport Improvement Reserve 0 29,133,000 (29,133,000) 0Commonwealth Games Reserve 53,738,009 17,230,986 (18,924,500) 52,044,495Cultural Precinct Reserve 1,511,500 2,245,000 (3,756,500) 0Fleet & Plant Renewal and Purchase Reserve 8,510,090 0 (726,600) 7,783,490Hope Island Infrastructure Reserve 0 0 0 0Local Area Works Reserve 0 0 0 0Open Space Reserve 3,275,761 9,447,000 (10,286,376) 2,436,385Parks & Recreation Reserve 4,131,401 5,976,000 (6,098,977) 4,008,424Property Rationalisation Reserve 2,754,540 0 (1,650,000) 1,104,540Roadworks Acquisition Reserve 7,015,000 0 (4,350,000) 2,665,000Safety Camera and Communication Network Reserve 349,997 0 0 349,997Strategic Priorities Reserve 17,632,591 0 (16,861,441) 771,150Tourist Park Reserve 95,363 50,000 0 145,363Waste Management Reserve 9,974,133 2,500,000 (2,424,639) 10,049,494Water and Sewerage Infrastructure Reserve 107,597,320 38,109,638 0 145,706,958

Total Capital Reserves 217,599,752 104,691,624 (94,212,033) 228,079,343

Self Insurance ReserveInsurance Liability Reserve 2,312,220 0 (1,656,110) 656,110Workers Compensation Reserve 9,222,000 0 (96,900) 9,125,100

Total Insurance Reserves 11,534,220 0 (1,753,010) 9,781,210

Operating ReserveCarbon Liability Reserve 0 0 0 0Events Reserve 100,000 400,000 0 500,000Gold Coast Investment Fund Reserve 104,731,082 38,377,989 (34,619,593) 108,489,478Northern Beaches Sand Nourishment Reserve 1,604,820 550,000 0 2,154,820

Total Operating Reserves 106,435,902 39,327,989 (34,619,593) 111,144,298

Total Capital & Operating Reserves 335,569,874 144,019,613 (130,584,636) 349,004,851

RESERVE BUDGETED Reserve Trf Reserve Trf BUDGETEDOPENING BAL IN OUT CLOSING BAL

1-7-2015$ $ $

30-6-2016$

Infrastructure Charges ReserveInfrastructure Charges Reserve (forecast balances) 86,861,758 39,200,000 (40,695,589) 85,366,169

Total Infrastructure Charges Reserve 86,861,758 39,200,000 (40,695,589) 85,366,169

The above reserves have been approved by Council and set aside for specific purposes. In addition reserves are held for infrastructure charges which are constrained by development conditions etc. Revenue from Infrastructure Charges fluctuates considerably and the figures provided below are estimates only.

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Purpose of Reserve

Council maintains a number of reserves within its operating fund which are excluded from the surplus deficit position. The identification of reserves allows Council to manage future commitments as part of its integrated financial management processes. The purpose of reserves contained in Council’s initial 2015-16 budget is listed below;

Capital Projects Reserves

Centre Improvements Program Reserve - provision for the capital costs, current and future renewal of completed CIP projects throughout the city.

City Transport Improvement Reserve - provision to address the City’s transport infrastructure and public transport needs and advance negotiations with the State Government to gain additional funding for initiatives under the banner of the City Transport Plan.

Commonwealth Games Reserve - provision for the future funding of contributions to the Commonwealth Games and required operational expenditure.

Cultural Precinct Reserve - for the purpose of establishment, maintenance and operation of the Gold Coast Cultural Precinct.

Fleet and Plant Renewal and Purchase Reserve - provision for the future funding of the renewal and purchase of Council’s Fleet and Plant.

Hope Island Infrastructure Reserve - provision for the future debt service payments associated with the Hope Island Infrastructure.

Local Area Works Reserve - provision for the future funding of local area works projects in accordance with relevant council policy.

Open Space Reserve - provision for the acquisition of land and non acquisition purposes directly relevant to open space preservation and nature conservation.

Parks and Recreation Reserve - provision for the acquisition of property and non acquisition purposes directly relevant to recreation, including improvements to school lands where those improvements enable community use of school sports facilities.

Property Rationalisation Reserve - provision for the future acquisition of required properties.

Roadworks Acquisition Reserve - provision for compensation payments to dispossessed land owners as a result of land acquisition for Roadworks.

Safety Camera and Communication Network Reserve - provision for the ongoing operational costs and capital replacement of CCTV camera installed across the City.

Strategic Priorities Reserve - provision for the future funding of priority projects associated with Strategic Priorities as defined in Council’s Corporate Plan.

Tourist Park Reserve - provision for the future funding of assets comprising Council’s tourist parks.

Waste Management Reserve - provision for the future funding of assets comprising Council’s waste management.

Water and Sewerage Infrastructure Reserve - provision for the future funding of water and sewerage infrastructure and renewal.

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Operating Reserves

Carbon Liability Reserve - provision of funds for Council’s landfill carbon emission liabilities.

Events Reserve - for the purpose of acquiring and funding events.

Gold Coast Investment Fund Reserve - to provide funds to maximise investment opportunities for City of Gold Coast.

Northern Beaches Sand Nourishment Reserve - provision for the future funding of a dredging project to provide for sand replenishment of the northern Gold Coast beaches.

Self Insurance Reserves

Insurance Liability Reserve

a) Provides for insurance claim liabilities prior to establishment of Gold Coast City Council Insurance Co Ltd (GCCCICL) on 1 July 2007 (i.e. Pre- Captive Insurance Liability )

b) Provides for Captive Insurance claim liabilities for Motor Vehicle, Public Liability, Property, Contractor, Councillor and Officers and Professional Indemnity insurances in accordance with retention (excess) arrangements negotiated with GCCCICL.

Workers Compensation Reserve - provides for self-insurance for workers compensation claims up to $900,000 and for outstanding claims incurred and claims not yet reported.

Infrastructure Charges Reserve

Infrastructure Charges Reserve - holds contributions made by developers for the provision of drainage, roadworks, parks, bikeways, street lighting, water, sewerage and other infrastructure assets for the enhancement of Council’s asset base.

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Appendix 11: Revenue Policy

DETAILS Council Admin

Effective from: July 2015 Contact officer: Manager Corporate Finance Next review date: June 2016 File reference: FN334/479/01 iSpot # This policy 23020574

Value Proposition 49314927 OBJECTIVES AND MEASURES

Objectives The objective of this policy is to raise a sufficient revenue base for Council of the City of Gold Coast (Council) to:

• Ensure a balanced budget and provide a strong financial basis for effective management of expenditure programmes and debt.

• Provide services to the community based on principles of intergenerational equity.

• Sustain operating capability on a long term basis; and • Encourage a strong, growing and sustainable local economy

with appropriate levels of infrastructure assets and facilities. • Provide certainty of funding for the provision of infrastructure

identified by Council in its long-term strategic financial plans and asset management plans.

Performance Measures

1. That Council’s Revenue Policy and annual budget is adopted in accordance with legislative requirements.

2. That Council’s long term financial model reflects a sustainable long-term outlook based on asset management principles.

Risk Assessment Low POLICY STATEMENT In accordance with the provisions of the Local Government Act 2009 and Local Government Regulation 2012, each year Council must prepare and adopt by resolution its Revenue Policy. Council’s Revenue Policy is based on the following principles and such principles also guide the development of Council’s Revenue. Rates and Charges and Cost-Recovery Fees Council’s rate-setting and charging structures are based on the following principles, where applicable:

• Equity – ensuring the fair and consistent application of lawful rating and charging principles, without bias, taking account of all relevant considerations.

• Effectiveness/efficiency – meeting the financial, social, economic and environmental, and other corporate objectives stated in Council’s Corporate Plan and other adopted policies.

• Simplicity – to ensure widespread community or stakeholder understanding of a complex system.

• Sustainability – revenue decisions support the financial strategies for the delivery of infrastructure and services identified in Council’s long term planning.

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These principles apply to the following activities:

• making rates and charges; • levying rates and charges; • recovering rates and charges; • granting and administering rates and charges concessions; • charging for local government services and facilities; • charging for competitive services and facilities; • charging for business services and facilities (subject to National Competition Policy); • imposing cost-recovery and other fees; and • funding Council infrastructure.

Rates, fees and charges are to be determined and applied in accordance with Appendix A which forms part of the Revenue Policy. Concessions and Rebates

• Subject to the conditions determined from time to time in Council’s Rates Rebate Policy, Council may grant rebates on rates and charges to assist owner-occupiers:

a person who holds a current Queensland Repatriation Health Card for All Conditions (issued by the Department of Veteran Affairs); or

a person who holds a current Queensland issued Pensioner Concession Card; or a person who:

• receives a Widow’s Allowance; and • holds a current Queensland issued Health Care Card; and • received a rates rebate from Council before the death of their spouse.

• Council may grant rebates of rates and charges to assist non-profit community organisations of

the classes identified in Council’s Rate Donation Policy. • Subject to the conditions determined from time to time in Council’s Voluntary Conservation

Agreement Scheme Policy, Council may grant rebates of differential general rates to assist ratepayers, who are parties to voluntary conservation agreements with Council, to manage the natural value of their land parcels the subject of the agreements.

• In accordance with the Water and Sewerage Service Code for Small Customers in South East Queensland and subject to the conditions determined from time to time in Council’s Water and Wastewater Leakage Remission Policy, Council may grant rebates of water and sewage (wastewater) consumption charges, to relieve rate payers from some of the unexpected financial burden, caused by a concealed underground water leak.

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• Subject to the conditions determined from time to time in Council’s Water Usage for Genuine

Fire Emergencies Policy, Council may grant rebates of water and sewage (wastewater) consumption charges, to relieve rate payers from the unexpected financial burden, caused by usage of water to fight a fire to protect their home or business.

• Subject to the conditions determined from time to time in Council’s Concession for Water Consumption Charges Due To Renal Dialysis Patients at Home Policy, Council may grant rebates of water and sewage (wastewater) charges, to relieve rate payers who are renal dialysis patients, from the additional financial burden, caused by a need to have dialysis at home.

Discount Council reserves the right to provide rate payers with a prompt payment discount on certain rates and charges under certain conditions as defined in Council's Revenue Statement. Deferments Council may defer payment of specific rates to assist those pensioners (as defined in Council’s Rate Rebate Policy) and Seniors Card holders who are owner-occupiers until circumstances changes or the property ownership changes. Rates available for deferment are:

• The differential general rate or part thereof in an ongoing capacity, and/or

• All rates and charges at a point in time where the eligible ratepayers may seek a one-off deferment as the account is being considered for Sale of Land action under the Local Government Regulations.

Instalments Council may agree to allow the payment of rates and charges by instalments upon terms consistent with its Rate Recovery Policy as determined from time to time. Community Service Obligations S24 of the Local Government Regulation 2012 defines a community service obligation (CSO) as an obligation that the local government imposes on a business entity to do something that is not in the interests of the business entity to do. An example would be to provide certain refuse services for community groups at no charge or to give a price concession to a specific group of customers. CSOs will be based on the agreed unit price and the estimated quantity to be provided. Each CSO will be approved by Council and developed in accordance with the process for establishing a Community Service Obligation. The cost of carrying out the Community Service Obligations (less any revenue received from performing the obligations) must be treated as revenue of the significant business activity. SCOPE This policy refers to all matters relating to rates, fees, charges, concessions, rates rebates, community service obligations and the recovery of rates and charges.

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DEFINITIONS Rates and Charges are levies that a local government imposes on land and for services, facilities or activities that are supplied or undertaken by Council or by someone on behalf of Council (including a garbage collection contractor, for example). There are 4 types of rate as and charges as defined in the Local Government Act 2009:

• General Rates (including differential rates); and • Special Rates and Charges; and • Utility Charges; and • Separate Rates and Charges

Cost Recovery Fee – is a payment for a service or facility, fixed under the provisions of a Local Government Act. Council – Council of the City of Gold Coast. Non Cost Recovery Fee – a payment for a service or facility, fixed under the provisions of a Local Government Act, other than a service or facility for which a cost recovery fee may be fixed. Community Service Obligation – of a commercial business unit of a local government, means the obligations to do anything the local government is satisfied are not in the unit’s commercial interests to perform and arise because of a direction by the local government. Infrastructure Charge – is a charge for infrastructure provided, and is collected by Council initiating an infrastructure charges notice. Revenue – means inflows or other enhancements, or savings in outflows, of future economic benefits in the form of increases in assets or reductions in liabilities of the entity, other than those relating to contributions by owners, that result in an increase in equity (i.e. capital) during the reporting period. Full Cost – represents the value of all resources used or consumed by the organisation in the provision of the unit of activity or service. Pricing - the decision of which price, or prices, to charge service users based on relevant costs imposed at the time and place of use. RELATED POLICIES AND DELEGATIONS Related policies include: • Rate Donation, Infrastructure Charges and Development Application Fee Discount Policy • Deferral of Rates Policy • Pensioner Rates Rebate Policy • Gold Coast City Council Local Laws • Process for Establishing a Community Service Obligation

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LEGISLATION Related legislation includes:

• Local Government Act 2009 • Sustainable Planning Act 2009 • Body Corporate and Community Management Act 1997 • Building Units and Group Titles Act 1980 • Fire and Emergency Services Act 1990 • Registration of Plans (H.S.P. (Nominees) Pty. Limited) Enabling Act 1980 and Registration of

Plans (Stage 2) (H.S.P. (Nominees) Pty Limited) Enabling Act 1984 • Integrated Resort Development Act 1987 • Land Valuation Act 2010 • Mixed Use Development Act 1993 • Sanctuary Cove Resort Act 1985 • South-East Queensland Water (Distribution and Retail Restructuring) Act 2009 • Local Government Regulation 2012

SUPPORTING DOCUMENTS Revenue Statement and Resolution of Rates and Charges 2015-16 Appendix A – Rates and Charges Appendix B – Process for Establishing a Community Service Obligation RESPONSIBILITIES Sponsor Chief Operating Officer Policy owner Manager Corporate Finance VERSION CONTROL

Document Date Approved Amendment

23020574 v16 16.06.15 G15.0616.027 Policy adoption 2015-16 23020574 v15 18.06.14 G14.0618.001 Policy adoption 2014-15 23020574 v14 09.08.13 B13.0621.001 Policy adoption 2013-14.

Include references to GCW, remove references to reserves.

23020574 v13 12.06.12 B12.0605.001/G12.0612.032 Policy adoption 2012-13 23020574 v12 20.06.11 G11.0620.030 Policy adoption 2011-12 23020574 v11 07.06.10 GF10.0602.003/G10.0607.014 Policy adoption 2010-11 23020574 v10 01.06.09 GF09.0527.001/G09.0601.016 Policy adoption 2009-10 23020574 v9 11.06.08 GF08.0611.003 Policy adoption 2008-09 23020574 v8 18.06.07 GB07.0618.001/G07.0618.001 Policy adoption 2007-08 23020574 v7 19.06.06 Council Budget Adoption Policy adoption 2006-07 23020574 v6 10.06.05 FI05.0607.002/G05.0610.031 Policy adoption 2005-06 23020574 v5 11.06.04 CD04.0604.007/G04.0611.024 Policy adoption 2004-05 23020574 v4 06.06.03 C03.0530.005/G03.0606.008 Policy adoption 2003-04 23020574 v3 28.06.02 Council Budget Adoption Policy adoption 2002-03 23020574 v2 29.06.01 Council Budget Adoption Policy adoption 2001-02 23020574 v1 Council Budget Adoption Policy adoption 1999-00

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Appendix A – Rates and Charges General Rates Council operates a rating system whereby land is categorised according to rates categories developed by Council for differential rating purposes having regard to such factors as usage made of the land and nature and size of improvements on the property. Differential general rates for each property will be calculated on the basis of the value of the land as assessed by the Department of Natural Resources and Mines times the rate in the dollar determined by Council for each rates category. (For clarity the value of the land is either the site value (non-rural land) or the unimproved value (rural land) determined under the Land Valuation Act 2010). Council may resolve under section 74(3) of the Local Government Regulation 2012 that the value of the land will be the 3-year averaged value of the land calculated under Chapter 4, Part 3 of the Local Government Regulation 2012. Regardless of the value of the land, there will be a minimum contribution required from each ratepayer towards the overall running of the city. This objective is accomplished by the application of minimum general rates. Separate Rates and Charges Separate charges will be levied to generate the level of funds required to provide a particular service or activity that the benefit from is shared equally by all parcels of land, regardless of their value. A separate rate will be imposed when Council considers that higher valued parcels of land will receive a greater benefit from the service or activity being funded. In cases where Council believes that all parcels of land will benefit to a particular degree, then a minimum separate rate may be applied to the rate. Special Rates and Charges Special rates or charges will be levied to generate the level of funds required to provide a service or activity that Council considers will benefit specific parcels of land or occupiers of parcels of land within the City. A special charge will be applied where Council considers that the owner of each parcel of land should contribute equally or in accordance with the degree of special benefit that Council considers each parcel of land or its occupier will receive. A special rate will be imposed should Council believe that higher valued properties will receive a greater benefit from service or activity being funded. In cases where Council believes that all properties will benefit to a particular degree, then a minimum special rate may be applied. Utility Charges – Water, Sewerage (Wastewater), Recycled Water and Waste Management Services In general, Council will be guided by the principle of user pays in the making of charges that relate to the provision of water, sewerage, recycled water and waste management services. Council will apply this principle in order to minimise the impact of rating on the efficiency of the local economy. Wherever possible, those receiving the benefits of a utility service will pay for what they receive in full through the relevant utility charge. Council will annually review its utility charges and other fees for service to ensure that revenues are meeting intended program goals and are keeping pace with the cost of providing the service. Levying of Rates In making all rates and charges Council will have regard to:

a transparency - to inform the community of the basis of those rates and charges and hence Council’s accountability;

b creating a rating regime that is cost effective to administer; c flexibility - taking account of changes in the local economy.

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In levying rates Council will also:

• Levy rates and charges as early as practicable in order to generate the maximum investment income and therefore, lessen the quantum of rate increases;

• Levy Rates and Charges (excluding Water and Sewerage charges) on a half yearly basis;

• Levy Water and Sewerage Charges quarterly with access charges in advance and consumption charges in arrears; and ensure that rate notices are as simple to read as possible yet still deliver all the information relevant to the calculation of rates and charges.

Recovery of Rates and Charges Council will exercise its rate recovery powers to reduce the overall rate burden on ratepayers, in which respect:

• it will ensure transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their obligations;

• it will make the processes used to recover outstanding rates and charges simple to administer and cost-effective;

• it will critically evaluate the prospects of success before undertaking recovery action, to minimise prospective wastage of its resources in pursuit of irrecoverable money;

• it will act consistently, to provide the similar treatment for ratepayers with similar circumstances; and

• it will be flexible by responding where necessary to changes in the local economy. Concessions on Rates and Charges In applying concessions Council will:

• endeavour to assist sectors of the rate-paying community to remain in their homes through such mechanisms as deferments;

• acknowledge that sectors of the rate-paying community (e.g. pensioners) have a reduced capacity to pay both on demand and to the full quantum;

• acknowledge the contribution of non-profit community organisations based on the level of their community assistance and economic value to the region and the community;

• ensure the same treatment for ratepayers with similar circumstances; • make clear the requirements necessary to receive concessions; • make transparent the degree of subsidy or Community Service Obligation when a user charge

does not represent full cost recovery; and • be sufficiently flexible to respond to local economic issues.

In the case of granting concessions to a class of ratepayers under section 119, 120 of the Local Government Regulation 2012, the purpose of the class concession will be stated. Consideration may also be given by Council to granting a class concession in the event all or part of the Council area is declared a natural disaster area by the State Government. Charges for Local Government Services and Facilities In setting charges for local government services and facilities, where Council is the sole supplier, prices will be based on the principle of recovering the cost to Council of providing the service or facility. In some circumstances, it may be appropriate to set charges for services below full cost recovery in order to achieve social, economic or environmental goals. In making any such decision the reason for the decision will be clearly set out in the resolution together with the estimated amount of revenue to be foregone in the subject year. Where the service or facility being supplied is one which is of ‘commercial value’ the charge for ‘competitive services and facilities’ will apply, as described below.

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Charges for Competitive Services and Facilities Council will apply, as a minimum and as far as it is practicable, the principle of full cost recovery in setting charges for services and facilities that might be supplied by other parties, including community or non-profit organisations. Council may give consideration to charging at less than the full cost of the service/facility when it considers it appropriate to do so in order to achieve social, economic or environmental goals. In making any such decision the reason for the decision will be clearly set out in the resolution, together with the estimated amount of revenue to be foregone in the subject year. When the service or facility supplied is of a commercial nature, then Council will give consideration to including a ‘profit’ element in the charge. Such consideration will be made on a case by case basis. Charges for Significant Business Activities The Local Government Finance Regulation 2012 requires Council to consider the application of competitive neutrality principle to it’s Significant Business Activities (SBAs) and are defined in S43(4) of the Local Government Act 2009 as follows (4) A significant business activity is a business activity of a local government that—

(a) is conducted in competition, or potential competition, with the private sector (including offstreet parking, quarries, sporting facilities, for example); and

(b) meets the threshold prescribed under a regulation. Achieving competitive neutrality involves the removal of competitive advantages or disadvantages arising from a Local Government’s ownership of an activity. Council may elect to apply one of two levels of reform through adoption of

(a) Full cost pricing; or (b) Commercialisation.

Each level of reform requires the application of Full Cost Pricing principles and the inclusion of the following costs in pricing:

• Operational costs. • Administrative costs and overheads. • Return of capital (depreciation). • Return on capital. • Competitive neutrality adjustments.

Council may decide to identify some activities that are to be provided at less than full cost in order to achieve a social, economic, environmental or other objective. In making any such decision the reason for the decision will be clearly set out in the resolution together with the estimated amount of revenue to be foregone in the subject year. When any such decision is applied to a Commercialised Business Unit, the direction to that Commercialised Business Unit will be recognised as a ‘Community Service Obligation’ and a subsidy shall be paid to that Commercialised Business Unit and that subsidy shall be recognised in the accounts of that Commercialised Business Unit. Cost Recovery Fees In setting cost recovery fees Council will recover the cost of providing the service or of taking the action for which the fee is charged. Council may resolve to recover less than the full cost to it where it considers appropriate. In making any such decision the reason for the decision will be clearly set out in the report together with the estimated amount of revenue to be foregone in the subject year.

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Whilst Council notes that, pursuant to s97 of the Local Government Act 2009 it may introduce a tax component into a regulatory fee in order to achieve a social or other objective, it is not Council’s intention to encompass a tax in any regulatory fee. Accordingly, Council will not recover more than the cost of administering the regulatory regime.

Funding of Council Infrastructure Council currently funds the provision of economic and social infrastructure assets from a number of sources:

• developers’ cash contributions (infrastructure charges); • loans; • grants and subsidies; • general Council revenue.

Council collects infrastructure charges through the Adopted Infrastructure Charges Resolution, for the water, sewerage (wastewater), transport, stormwater and recreation facilities networks. Infrastructure charges are specifically for the purpose of funding the demands of growth – the additional demand that development places on the infrastructure networks. Council recognises that the revenue base and forecast growth are limited. Infrastructure investment decisions must be informed by the, rigorous analysis of demand, whole of life asset management principles and prioritisation. Timing of delivery and standards of service should be regularly tested and challenged.

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Appendix B: Process for Establishing a Community Service Obligation Community Service Obligations This document outlines the process for identification, funding and reporting of community service obligations (CSO). The Policy applies to the commercialised business units of Waste Management, Gold Coast Water and Tourist Parks and those activities where Council resolves to apply Full Cost Pricing. Definition S24 of the Local Government Regulation 2012 defines a community service obligation as an obligation that the local government imposes on a business entity to do something that is not in the interests of the business entity to do Each CSO must arise from the application of a clear and explicit Council policy or resolution and be imposed for an identified economic, environmental, social or other benefit. CSOs must be transparent, fully costed, and funded. Each CSO will be funded from an identified budget to enhance transparency, accountability and inform decision making for Council’s Long Term Financial Plan and annual budget. The budgeted amount will be based on the agreed unit price and the estimated quantity to be provided. Council may subsidise the operations of commercialised business units or activities to which the Code of Competitive Neutrality applies, in order to achieve social, economic, environmental or other objectives associated with, or incidental to, the delivery of services by those business units or activities. Council recognises that, where it considers it justified on social, environmental or other non-commercial bases to charge at a rate less than the full cost price of a service the difference between the full cost price and the actual charge will be treated as a CSO. Types of CSO The following is a list of examples of CSO. This list is intended as a guide only and does not provide an exhaustive or comprehensive list of CSO.

• Delivery of service to final consumers or industry at uniform prices to achieve a Council social, economic, environmental or other policy objective, regardless of variations in the cost of supply;

• Delivery at no charge or below the full cost of providing the service (or service levels) to achieve a Council social, economic, environmental or other policy objective. Requirements to grant price concessions to particular groups of customers eg. pensioner discounts.

• Requirement imposed on business activities to purchase inputs at levels or prices that differ from purely commercial levels/prices in order to achieve a Council social, economic, environmental or other policy objective.

• A requirement to undertake (or not undertake) an activity, which would not otherwise be undertaken (or would otherwise be undertaken) so as to achieve a Council social, economic, environmental or other policy objective.

The following activities would not be regarded as CSO:

• Production of goods or services that a business unit or activity is required to provide as a part of its compliance with normal regulatory obligations that would apply to all commercial business entities whether publicly or privately owned (eg. work place health and safety or environmental compliance).

• Requirements imposed as part of competitive neutrality reforms. • Any loss of potential revenue resulting from the business activity being required to eliminate

excess profits, cross-subsidies or other forms of price discrimination. • Short term non-commercial activities that arise from strategic business decisions which are

determined to be in the long-term commercial interest of the business entity, including:

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(i) lowering prices to attract customers and establish, increase or maintain market share or improve capacity utilisation (eg. Customer loyalty programs, early payment discounts, off peak rates);

(ii) expenditure on research and development; (iii) expansion or changes in activities to achieve increased diversification; (iv) marketing or other activities to promote brand name recognition; and (v) expenditure that improves corporate image (eg. Sponsorship or voluntary activities).

The costs of certain activities associated with the implementation of major infrastructure projects, which at first glance might appear to be ‘non-commercial’ (eg. town and highway relocation due to dam construction, addressing adverse environmental or social impacts). Such activities are not CSO's and should be regarded as an integral part of the project and form part of the input costs used in assessing the viability of the project. Process For Establishing CSO 1 Determine the Policy Objective The activity must be imposed to satisfy a clearly defined corporate objective (Corporate Plan or formal Council policy). It is therefore necessary to identify the particular Council policy objective(s) and how the proposed services and benefits would achieve that objective. 2 Propose the CSO The CSO shall be described, including a statement of what it is that the business activity is to be required to do or not to do. 3 Cost the CSO The provision of the CSO should be costed using the full cost pricing methodology. The price of the CSO on an agreed unit price should represent the difference between the full cost price of providing the service and the revenue received, expressed on a per unit basis.

4 Develop performance measures Performance measures shall be developed to measure how effective the CSO is in achieving its objectives and how efficiently it is operated. These will need to be agreed between the areas responsible for the CSO and the activity responsible for its delivery. CSO submissions to City Governance need to be supported by information on the performance of the CSO.

5 Present to Council The Council will pass a separate resolution imposing the obligation on the commercialised business unit or activity. This will not necessarily be a separate resolution for each CSO, but may be a resolution determining all CSO for the Council. City Governance (in consultation with Organisational Services and the relevant commercialised business unit or activity Director) will analyse the CSO submission and make a recommendation for consideration in the annual budget and the Long Term Financial Plan. Final adoption of CSO lies with Council. 6 Reporting of CSO CSO delivered through business activities should be separately identified in the Council’s financial accounts and reported on in the Annual Report.

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Appendix 12: Debt Policy DETAILS Council Admin

Effective from: 1 July 2015 Contact officer: Executive Coordinator Financial Strategy and Development Next review date: March 2016 File reference: FN334/171/01 iSpot #

This policy 31148011 Value Proposition 49314909

OBJECTIVES AND MEASURES Objectives To outline parameters for borrowing and debt levels within the

context of Council of the City of Gold Coast (Council) Long Term Financial Plan (LTFP) and annual budget. To comply with the Local Government Act 2009 thus ensuring that Council:

(a) specifies new borrowings planned for the financial year and the next nine (9) financial years; (b) identifies the purpose of the new borrowings; (c) specifies the time over which it is planned to repay existing and proposed borrowings.

Performance measures Net Financial Liabilities ratio for current financial year and the next nine (9) financial years is under the maximum benchmark set by legislation.

Risk assessment Low

POLICY STATEMENT

Financial Targets

Consistent with the requirements in the Local Government Act 2009, the Net Financial Liabilities ratio is used as a benchmark for the level of indebtedness:

Criteria for Borrowings

Council regularly assesses the long term financial sustainability of all financial decisions by undertaking 10 year financial modelling. Council’s borrowing program will be based on a sustainable financial outlook and will only be undertaken where Council can demonstrate that repayments can comfortably be met.

Borrowings are only available for capital purposes.

When borrowing for infrastructure, the term of the loan shall not exceed the finite life of the related asset.

Ratio 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25min max

Net Financial Liabilities 60% 29% 28% 29% 26% 22% 18% 14% 7% 1% -4%

Target

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Existing and Planned Borrowings

Pursuant to section 192 of the Local Government Regulation 2012 Council’s Borrowing Policy must state the following:

1. the new borrowings planned for the current financial year and the next nine (9) financial years;

2. the period over which it is planned to repay existing and new borrowings.

2015-16 to 2024-25 Loan Program

The following tables show the budgeted loan program, detailed by purpose and loan term.

2015-16 to 2019-20 Loan Program:

2020-21 TO 2024-25 Loan Program:

Forecast Forecast Forecast Forecast Forecast2015-16

$2016-17

$2017-18

$2018-19

$2019-20

$

FUNDED SOURCESCity Transport 272,000 1,000,000

Centre Improvement Program 533,333

Tourist Parks 2,974,241 1,981,841 1,852,691 1,295,091 559,000

Waste Management 19,279,031 13,228,458 10,465,211 6,744,944 9,858,000

23,058,605 16,210,299 12,317,902 8,040,035 10,417,000

GENERAL RATE REVENUEPalm Beach Shoreline (General Loan) 6,150,000 15,502,600

General Borrowings 18,415,000 20,000,000 20,000,000 15,000,000 10,000,000

18,415,000 26,150,000 35,502,600 15,000,000 10,000,000

Total 41,473,605 42,360,299 47,820,502 23,040,035 20,417,000

Forecast Forecast Forecast Forecast Forecast2020-21

$2021-22

$2022-23

$2023-24

$2024-25

$

FUNDED SOURCESTourist Parks 1,147,600 415,600 310,100 720,700 205,500

Waste Management 5,840,000 13,833,000 3,393,000 9,569,000 4,525,000

6,987,600 14,248,600 3,703,100 10,289,700 4,730,500

GENERAL RATE REVENUEGeneral Borrowings 10,000,000 10,000,000 10,000,000 10,000,000 10,000,000

10,000,000 10,000,000 10,000,000 10,000,000 10,000,000

Total 16,987,600 24,248,600 13,703,100 20,289,700 14,730,500

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Existing Debt Pool Account Balances and Loan Repayment Terms

Queensland Treasury Corporation (QTC) is the provider of debt funding to the Council. The table below shows the remaining forecasted term of Council's existing debt pools held with Queensland Treasury Corporation (estimated as at 30 June 2015).

QTC Debt Pool - Account Balances and Terms for Council's Existing Debt

SCOPE

Borrowings are those funds which Council obtains from external sources by loans, overdraft or other financial arrangements that impose an obligation for repayment.

DEFINITIONS Terms used in this document: Council – Council of the City of Gold Coast.

Debt Pool Account Book Value Estimated Expected Term (Years) Estimated30/06/2015 30/06/2015

3 Year Debt Pool No 1 17,038,834 3.023 Year Debt Pool No 2 2,359,904 2.113 Year Debt Pool No 3 538,225 4.163 Year Debt Pool No 4 12,134,086 4.063 Year Debt Pool No 5 2,263,763 4.026 Year Debt Pool No 1 1,678,045 6.336 Year Debt Pool No 2 23,068,275 5.716 Year Debt Pool No 3 4,867,500 5.006 Year Debt Pool No 5 22,759,259 4.856 Year Debt Pool No 6 7,731,096 5.149 Year Debt Pool No 1 21,800,651 8.079 Year Debt Pool No 2 69,312,623 7.659 Year Debt Pool No 3 45,866,626 9.549 Year Debt Pool No 4 5,743,981 9.029 Year Debt Pool No 5 72,432,984 10.459 Year Debt Pool No 6 21,637,017 9.00Water Logan 4,026,318 8.3112 Year Debt Pool No 2 55,926,835 11.15Rapid Transit Acc 25,899,421 10.75Rapid Transit No 2 Acc 42,782,452 11.18Rapid Transit No 3 Acc 845,602 14.14Rapid Transit No 4 Acc 1,178,781 15.0015 Year Debt Pool No 1 27,382,155 14.1415 Year Debt Pool No 2 10,809,854 15.0015 Year Debt Pool No 3 1,658,279 14.6715 Year Debt Pool No 4 169,750,773 15.15Waste Management 24,548,492 14.31Gold Coast Water 71,620,113 16.72Total 767,661,945

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RELATED POLICIES AND DELEGATIONS Revenue Policy.

LEGISLATION Local Government Act 2009.

SUPPORTING DOCUMENTS Not Applicable.

RESPONSIBILITIES Sponsor Chief Operating Officer, OCEO Owner Manager, Corporate Finance

VERSION CONTROL Document Date Approved

Amendment

31148011 v5 2015-16 31148011 v4 G14.0618.001 2014-15 31148011 v3 GB13.0621.001 2013-14 31148011 v2 GB12.0622.002 2012-13 31148011 v1 G11.0624.001 2011-12

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Gold Coast Waste Management Annual Performance Plan 2015-16

Appendix 13

Performance Plan – Gold Coast Waste Management Page 2 of 24

Table of Contents 1. Gold Coast Waste Management (GCWM) objectives ............................................................... 4

1.1 Primary commitments ....................................................................................................... 4 1.2 Business Unit objectives ................................................................................................... 4

2. Nature and scope of the significant business activity ............................................................. 4 2.1 Nature of activities ............................................................................................................ 4 2.2 Scope of activities ............................................................................................................. 5

2.2.1 Accepted wastes ...................................................................................................... 5 2.2.2 Gold Coast waste collection area and waste precincts ............................................. 5 2.2.3 Waste collections ..................................................................................................... 5 2.2.4 Waste operations ..................................................................................................... 6 2.2.5 Waste minimisation .................................................................................................. 7

3. Financial and non-financial performance targets .................................................................... 7 3.1 Financial performance targets ........................................................................................... 7 3.2 Non-financial performance targets .................................................................................... 7 3.3 Performance reporting ...................................................................................................... 8

3.3.1 Monthly report .......................................................................................................... 8 3.3.2 Six monthly report .................................................................................................... 8 3.3.3 Annual report ........................................................................................................... 8

4. Community service obligations ................................................................................................. 8

5. Capital structure and treatment of surpluses ........................................................................... 9 5.1 Capital structure policy ...................................................................................................... 9 5.2 Taxation policy .................................................................................................................. 9 5.3 Dividend policy .................................................................................................................. 9 5.4 Capital works reserve policy .............................................................................................10 5.5 Debt policy .......................................................................................................................10 5.6 Project evaluation ............................................................................................................10

6. Proposed major investments ...................................................................................................10

7. Outstanding and proposed borrowings ...................................................................................11

8. Customer service ......................................................................................................................11 8.1 Internal customers ...........................................................................................................11

8.1.1 Service Level Agreements ......................................................................................11 8.1.2 Council’s commitment to improve quality of internal service providers ....................12

8.2 External customers ..........................................................................................................12 8.2.1 Service delivery policy ............................................................................................12 8.2.2 Customer service charter and information ...............................................................12

9. Delegated authorities ................................................................................................................12

10. Reporting framework ................................................................................................................12

Performance Plan – Gold Coast Waste Management Page 3 of 24

10.1 Corporate governance reports .........................................................................................13 10.2 External performance reporting ........................................................................................14

11. Appendices ................................................................................................................................15 11.1 Appendix 1 – Waste precinct maps ..................................................................................15 11.2 Appendix 2 – Current waste and recycling centre network ...............................................20 11.3 Appendix 3 – Performance measures for Solid Waste Strategy 2024 (proposed) ............21 11.4 Appendix 4 – Community service obligations 2015-16 (proposed) ...................................22

Performance Plan – Gold Coast Waste Management Page 4 of 24

1. Gold Coast Waste Management (GCWM) objectives

1.1 Primary commitments The primary objective of Gold Coast Waste Management (GCWM) is to provide a framework within which the City of Gold Coast’s solid waste can be managed effectively to avoid or minimise adverse impacts on the environment and public health, while allowing for economic development and improvement in the quality of life of all Gold Coast residents and visitors.

The primary objective of the Solid Waste Collections Program (Waste Collections) is to provide the Gold Coast community with a cost effective and environmentally responsible domestic and commercial solid waste collection service. The primary objective of the Solid Waste Disposal Program (Waste Operations) is to provide and operate a network of facilities capable of managing the non-hazardous solid wastes received from the city in an environmentally responsible manner.

1.2 Business Unit objectives GCWM aims to:

provide cost-effective and environmentally responsible waste management services ensure that the community and industry have access to information necessary for understanding waste

management issues and for appropriate solid waste handling ensure compliance with all appropriate standards and procedures for the storage, transport, treatment and

disposal of solid wastes set waste management charges that reflect the full cost pricing of waste management services as an

incentive to the community to accurately value and therefore, reduce consumption of resources ensure solid waste is collected, treated, sorted and disposed of in an effective manner with minimal impact

on the environment and community health ensure that all existing and new City solid waste and recycling centres are sited, designed and operated so

that adverse public health and environmental impacts, including off-site effects, are minimised research, assess and develop viable waste processing and treatment systems where appropriate so that

GCWM maintains best practice waste management and infrastructure services undertake resource recovery and other operations consistent with the adopted Solid Waste Strategy.

2. Nature and scope of the significant business activity

2.1 Nature of activities GCWM undertakes the following significant business activities:

• the operation of 12 waste and recycling centres, including two active landfills • planning and development of future waste and recycling infrastructure • general waste bin collection • recycling bin collection • green waste bin collection (optional service) • kerbside clean-ups collection • commercial bulk waste and recycling services • dead animal collection

Performance Plan – Gold Coast Waste Management Page 5 of 24

• park and street bin collection (excluding foreshore parks). These significant business activities are the same activities conducted by GCWM in financial year 2014-15.

From 1 July 2013 to 30 June 2014, 602,519 tonnes of solid waste generated throughout the Gold Coast region was collected and processed by GCWM. Of this amount 45 per cent was recovered or recycled.

An additional 195,044 tonnes of clean fill was received for beneficial reuse in the construction of bunds, day cover, landfill capping and other landfill activities.

2.2 Scope of activities

2.2.1 Accepted wastes

GCWM manages solid wastes. This is the unwanted or discarded solid material generated by domestic, commercial and industrial premises, or construction and demolition activities. This generally does not include liquid waste (with the exception of small quantities of some household chemicals), sewage, sludges, or products from hazardous or toxic waste treatment. Some limited regulated wastes are currently accepted at designated centres under controls imposed by the relevant environmental authorities. They include asbestos, tyres and treated clinical waste.

2.2.2 Gold Coast waste collection area and waste precincts

Residential properties within the designated waste collection area (DWCA) are rated by the City for a standard domestic waste and recycling bin collection service. Approximately two per cent of the 232,000 residential properties in the Gold Coast local government area are not included within the DWCA and do not receive a domestic waste and recycling bin collection service from GCWM (as at 30 June 2014). These unserviced properties are located in outlying areas, areas that are difficult to access or are part of the Hope Island exclusion zone.

Three defined solid waste service precincts have been in place since 1999 (known as waste precincts). Council resolved that non-domestic premises in these waste precincts would also receive bin collection services in order to preserve the amenity of those areas. The three main waste precincts cover all or parts of the suburbs of:

• Main Beach / Surfers Paradise / Broadbeach • Burleigh Heads; and • Coolangatta.

Council has endorsed the establishment of another waste precinct, based around the Coomera Town Centre (Minute No. CC09.1007.004). See Appendix 1 for boundary maps.

2.2.3 Waste collections

Domestic collection services are provided to all households in the Designated Waste Collection Area (DWCA). Commercial collection services are also provided in competition with private waste contractors. The Collection Services section of GCWM manages the following major collection services:

General waste collection - 181,563 domestic (wheelie bin) services, 9,364 commercial (wheelie bin) services and 7,967 bulk bin (domestic and commercial) services weekly (as at 31 January 2015). Collection of general waste is contracted to JJ Richards and Sons Pty Ltd.

Recyclable waste collection - 172,421 domestic (wheelie bin) services and 1324 commercial (wheelie bin) services once per fortnight and 1,994 bulk bin (domestic and commercial) services per week. (as at 31 January 2015) Collection of recyclables is contracted to JJ Richards and Sons Pty Ltd, recyclables processing contracted to Visy Pty Ltd.

Optional green waste collection - 11,170 fortnightly services (as at 31 January 2015). Collection of green waste is contracted to JJ Richards and Sons Pty Ltd.

Performance Plan – Gold Coast Waste Management Page 6 of 24

Annual kerbside clean-up program – bulky waste collection (six out of 14 City Divisions in 2014). Collection of bulky waste is contracted to Curbside Services Pty Ltd.

Other collection services provided include:

• park and street bin services (excluding foreshore parks)

• dead animal collections

• provision of bins and collection services for special events, sporting events and other community event bookings

• bin repair and delivery of new bins.

Council resolutions C98.0210.011 and C98.1106.018 relate to the provision of the waste collections.

2.2.4 Waste operations

The Waste Operations section of GCWM currently manages solid waste and recyclables delivered to the City’s 12 Waste and Recycling Centres, which includes two active landfills and two waste and recycling facilities on South Stradbroke Island. A map of the current facility network is included in Appendix 2.

Mainland Waste and Recycling Centres currently managed under this program include:

• Reedy Creek (includes landfill) • Stapylton (includes landfill) • Currumbin Valley • Helensvale • Jacobs Well • Merrimac • Molendinar • Mudgeeraba • Numinbah • Springbrook.

South Stradbroke Island waste and recycling centres are located at Currigee and Tipplers.

The majority of GCWM facilities operate ten hours per day seven days per week. The functions of this program include:

• the operation and maintenance of all community waste and recycling centres • the transport of solid waste from community waste and recycling centres to landfills • the management of landfill facilities for the receipt of general solid wastes • the diversion of recoverable and recyclable materials from waste delivered to landfills • the monitoring and testing of environmental indicators to ensure compliance with relevant standards and

licensing conditions • the maintenance of appropriate regulatory approvals • the disposal and recycling of materials from all sources in accordance with licence conditions • landfill gas management, including participation in projects to harvest landfill gas and produce energy • participation in regional waste management initiatives to ensure the Gold Coast community’s interests are

best served • strategic infrastructure planning and delivery of capital works program • post closure management of former landfills.

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2.2.5 Waste minimisation

The Waste Strategy and Business Planning group of GCWM develops and implements programs associated with reducing waste and increasing recycling and recovery of wastes. Their main activities include:

• development and implementation of City of Gold Coast Solid Waste Strategy and GCWM Business Plan • conducting community and schools education on waste reduction and recycling • marketing and advertising to increase positive waste behaviours in the community • undertaking ongoing review and improvement of current recycling practices • facilitation of research, development and assessment of alternative solid waste disposal technologies and

alternate processing treatments • researching and assessing recovered material markets • expanding recycling options at waste and recycling centres and landfills • increasing green waste and recyclables recovery in collections, and • coordinating performance reporting and data management.

3. Financial and non-financial performance targets A fundamental principle of commercialisation is accountability for performance. This accountability is achieved by both clearly stipulating the outcomes for the business along with the desired performance targets.

3.1 Financial performance targets Financial performance includes a pre-tax rate of return on assets of between 10.3% - 11.5%. The rate of return is calculated in accordance with the full cost pricing guidelines and is based on the financial structure of GCWM as at 30 June 2015.

It should be noted that significant competition from private landfills and waste and recycling centres exists in the waste disposal sector of the business. To retain an appropriate market share, the City of Gold Coast may need to respond to relevant market trends by amending fees and charges.

3.2 Non-financial performance targets GCWM’s key non-financial performance measures are as follows:

Performance Measure Reporting period Target and basis

1. Domestic collected waste disposed per household (kg per household per year)*

Annual Reduce waste to landfill

2019: 630 kg/hh/yr

2. Domestic self-hauled waste disposed per household (kg per household per year)*

Annual Reduce waste to landfill

2019: 220 kg/hh/yr

3. Domestic waste recycled (%)

Annual Maximise resource recovery 2019: 35%

4. Total waste recycled (%)

Annual Maximise resource recovery 2019: 50%

* Does not include comingled recyclables

Performance measures 1 and 2 have been introduced in 2015-2016 to better reflect the domestic collection and self-haul trends and to be consistent with the draft Solid Waste Strategy. In 2015, GCWM will finalise the Solid Waste Strategy 2024 and GCWM Business Plan. The proposed non-financial performance targets for the Solid

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Waste Strategy are included in Appendix 3. The performance targets for the GCWM Business Plan are under development.

Implementation of the new strategy and business plan will provide the framework for GCWM to continue to improve the quality of its infrastructure and services through identifying efficiencies and implementing innovative practices. Due to the changing nature of waste and resource management, it will be necessary for GCWM to move away from a reliance solely on traditional disposal options and deliver a more holistic waste management approach. To achieve this, significant investment will be required to meet best practice in both infrastructure and alternative waste minimisation services, which will in turn achieve better resource management and environmental outcomes for a growing Gold Coast community.

3.3 Performance reporting

3.3.1 Monthly report

GCWM produces a monthly financial report (the Cost Centre Budget Analysis and Reporting Process) on its activities.

3.3.2 Six monthly report

GCWM provides a six monthly report to the Council on the implementation of its Performance Plan including its non-financial performance measures as required by section 174(3) of the Local Government Regulation 2012.

3.3.3 Annual report

The Local Government Regulation 2012 requires that an annual statement on the operations of the commercial business unit for the preceding financial year is given to the local government and included in the local government’s Annual Report. GCWM provides the following information to Council on its annual performance:

• an annual Operating Statement to enable an informed assessment of the operations of GCWM including a comparison with its Annual Performance Plan

• particulars of any amendments made to its Annual Performance Plan in the financial year • particulars of any directions given to GCWM by the local government during the financial year (including

directions about any CSO’s to be carried out) • particulars of the impact that any changes to its Annual Performance Plan may have had on GCWM’s

financial position and operating surplus/deficit.

4. Community service obligations Section 24 of the Local Government Regulation 2012 defines a Community Service Obligation (CSO) as “an obligation the local government imposes on a business entity to do something that is not in the commercial interests of the business entity to do.”

The CSO is to be treated as revenue for the activity of an amount equal to the cost of carrying out the obligation less any revenue arising from carrying out the activity.

For this performance plan, CSOs shall be calculated using the avoidable cost methodology in accordance with Full Cost Pricing guidelines 2.5, 2.6 and 2.7. This methodology is well recognised by the regulators and other industry participants. Avoidable cost is simply all costs (including capital costs) that would be avoided if the specific CSO in question was not provided by the business activity. It would also include the administrative costs of measuring and maintaining the CSO.

The important feature of avoidable cost is that it provides a measurable approximation of marginal cost (where ‘marginal cost’ refers to the alteration or increase in total costs of providing one extra unit of service).

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In accordance with the Full Cost Pricing Guidelines April 2000 – Community Service Obligations 1.27 and 1.28; Council may direct GCWM to use internal services over external services where it is not in their commercial interests to do so in order to achieve other City objectives, such as greater economies of scale or greater confidence in the quality of goods or services obtained.

Performance targets for GCWM’s CSOs are incorporated in the standard performance targets in Section 3.2.

A list of the estimated funded CSO’s for GCWM for the 2015-16 financial year is provided in Appendix 4. Council funds the actual cost of these agreed CSOs for the 2015-16 financial year through general revenue. The application and allocation of CSO funding to GCWM by Council is currently under review by the Office of the CEO Directorate.

In addition to these identified CSOs, Council will fund those CSOs which arise from a direction of Council during the course of the year. It is GCWM’s obligation to advise Council if a CSO forms part of an actual or intended direction.

5. Capital structure and treatment of surpluses

5.1 Capital structure policy The Council’s aim is for GCWM to maximise the returns available to it through the imposition of an appropriate capital structure.

The capital structure will be reviewed annually, taking into consideration the financial performance, financial risk and sustainability of the business over the short and long term and may result in changes to forecast debt levels and future capital structures.

5.2 Taxation policy GCWM will be required to pay the following taxes, either to the Council or via the Council to the relevant government agencies:

• Commonwealth tax, specifically Fringe Benefit Tax and Goods and Services Tax • State taxes, specifically payroll tax • all remaining taxes as tax equivalents directly to the City. These tax equivalents shall include:

- income tax - capital gains tax - land tax - debits tax - stamp duty.

Federal taxes shall be assessed in accordance with the Income Tax Assessment Act 1997 (ITAA).

Tax Equivalents shall be paid in accordance with the Local Government Tax Equivalent Manual, 1998.

5.3 Dividend policy GCWM’s ten year financial plan has been developed based on the required dividend. For the 2015-16 year, the capital structure between debt and equity will see a dividend after tax profit being paid to the City of Gold Coast. A stable dividend is still forecast with growth from financial year 2015-16 onward to provide certainty to the budgets of GCWM and the city as a whole.

Any significant changes to the ten year financial plan approved by Council will require the dividend payment to be reviewed.

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5.4 Capital works reserve policy GCWM has an estimated 2015-16 capital works reserve of $7.52 million as at July 2015. The reserve represents a provision for the future funding of assets and liabilities associated with the City’s waste management services.

5.5 Debt policy Where GCWM requires debt financing, the city will raise these funds on its behalf through the Queensland Treasury Corporation (QTC). The City will make explicit the terms and conditions of all funds raised for GCWM having due regard to the City’s determination on the business unit’s target capital structure and proposed borrowing and dividend policies. GCWM will be responsible for managing this debt and use City services where necessary to assist in this regard.

Where the City believes GCWM has an unfair advantage as a result of the city’s borrowing strength, it may charge GCWM a debt guarantee charge, which fairly reflects GCWM’s own borrowing capacity. Where the reverse situation occurs and the city believes that GCWM is being disadvantaged due to the regulatory requirements of the QTC and local government accountability, then a credit amount should be included within the full cost pricing calculations to compensate for this (i.e. competitive neutrality adjustment).

5.6 Project evaluation GCWM shall report to Council on proposed major projects to have them approved on their merits.

6. Proposed major investments The key projects identified for implementation during 2015-16 are listed in the table below.

Project Description 2015-16 Y1 Base Estimate Expenses

Purchase of new wheelie bins CS4710C003 Project no: 30390 (Collections)

$1,085,000

Supply and install landfill liner at Stapylton landfill (cell 6) CS4700C003 Project no. 30479 (Operations)

$3,900,000

Supply and install landfill liner at Reedy Creek landfill (cell 2) CS4700C003 Project no. 30642 (Operations)

$3,500,000

Resource recovery at waste and recycling centres CS4700O005 Cost centre 1004664 (Operations)

$2,825,497

Waste Management Kerbside Clean Up CS4710O001 Cost centre 1004685 (Operations)

$1,960,000

Tugun closure – capping and rehabilitation of landfill CS4700C003 Project No. 30526 (Operations)

$512,500

Design for new Coomera waste and recycling centre CS4700C004 Project no. 30115 (Operations)

$500,000

Solid waste strategy implementation* CS4710O001 Cost centre 1004686 CS4710O001 Cost centre 1004689

$802,916

*Continued Implementation of Solid Waste Strategy programs includes the following main initiatives in 2015-2016:

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• Renters will now be eligible for the green waste bin collection service to help expand the optional service. At publication, over 11,000 services were in place.

• Community promotions to increase collected recycling through the uptake of the larger 360 litre recycling bin • Roll out of public place recycling bins to Southport, Surfers Paradise and Broadbeach locations. • Continuation of the highly successful high-rise recycling program. The program now has 70 participating

buildings on the Gold Coast, approximating 6000 units or apartments. • Continuation of the popular school (Wipe out Waste) and community waste education (Organic Recycling

Workshops) programs. • Food waste trials are planned for selected commercial food outlets to assess requirements for organics

waste collection and processing for the Commonwealth Games 2018.

7. Outstanding and proposed borrowings GCWM’s estimated book debt as at 30 June 2015 is forecast to be $100.39 million.

Interest and redemption payments to Queensland Treasury Corporation (QTC) on behalf of GCWM for 2015-16 are forecast at $14.384 million.

GCWM proposed borrowings for 2015-16 are forecast at $14.440 million.

The loan program as planned for the 2015-16 financial year is to be adopted as part of Council’s formal budget process. The city will manage the borrowing arrangements through QTC and budgets for the interest and redemption at an individual account level for GCWM. The interest payments will be made on a quarterly basis by Organisational Services on behalf of GCWM, with the actual charges being allocated to the solid waste program.

GCWM has a capital works reserve. Reserve funds projected to be available as at 1 July 2015 are approximately $7.52 million.

8. Customer service

8.1 Internal customers

8.1.1 Service Level Agreements

The level of service provided by internal service providers is established in service level agreements (SLAs) between GCWM and the relevant directorates. GCWM will apply the objectives of the City’s Service Level Agreement Policy in the development of these service level agreements.

The objectives to be applied are:

• ensure, by way of a service level agreement, that formal trading arrangements exist between GCWM, support services and internal suppliers

• define the scope of internal services provided • define non-legally binding, rights, obligations and performance requirements for internal suppliers and

customers involved in an agreement • specify service standards including those related to quality and quantity • specify the timeframes and timeliness of services to be provided • ensure that GCWM’s internal suppliers progressively develop full cost pricing for service delivery.

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8.1.2 Council’s commitment to improve quality of internal service providers

In adopting the Performance Plan, the City recognises that the standard of service required of GCWM is heavily dependent upon the City’s internal support service providers. Hence, there is a strong commitment by the City and its internal support service providers to deliver the quality of service required of them under the Service Level Agreements. Furthermore, there is a commitment to continually improve the quality and cost of service provided by these internal units as stipulated by the Service Level Agreements.

8.2 External customers

8.2.1 Service delivery policy

GCWM is determined to meet customer needs and provide quality services. Customer needs shall be evaluated by a variety of measures including, but not limited to:

• a customer satisfaction survey • councillor requests • customer feedback.

GCWM continues to undertake a two yearly customer survey to obtain feedback on customer satisfaction levels with solid waste collection and disposal services. These customer satisfaction levels will be measured as part of the performance measures. The next survey is due in mid 2016.

8.2.2 Customer service charter and information

The GCWM team are committed to the full and continuing implementation of the City of Gold Coast Customer Contact Strategy 2010-2020. The values and standards detailed in the Charter form part of the core beliefs of the GCWM work units and are regularly discussed and reinforced at team meetings.

The public can access information on all aspects of the services offered by calling the Customer Contact Centre on the general enquiries number – (07) 5581 6799. Extensive information is also available to the public on solid waste and recycling matters on the City’s website: www.cityofgoldcoast.com.au/waste.

9. Delegated authorities The delegated authorities relevant to GCWM are in accordance with section 257 of the Local Government Act 2009. Delegated authorities for specific GCWM staff are set out in the City’s Register of Delegations, held by the Office of the CEO Directorate.

10. Reporting framework GCWM has reporting responsibilities to Council, regulators, State and Australian Government agencies as well as to customers.

Figure 1 contains a summary of the reporting framework for GCWM.

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Figure 1: Overview of Gold Coast Waste Management’s reporting framework

10.1 Corporate governance reports This relates to reporting conducted within Council to inform business improvement and business decisions within the unit.

• Annual Operations Report: Under the Section 190(1)(c) and Section 190 (2) of the Local Government Regulation 2012 Gold Coast Waste Management must provide an annual operations report that forms part of City of Gold Coast Annual Report.

• Corporate Performance Quarterly Report: Reports progress against Gold Coast Waste Management’s implementation of its initiatives under the Corporate Annual Plan and Operational Plan.

• Monthly Financial Performance Report: Gold Coast Waste Management provides Council with a monthly (and year to date) Financial Performance Report via the Executive Leadership Team (ELT) meetings.

• Monthly High Profile Infrastructure Projects Report: Gold Coast Waste Management provides Council with a monthly report via the Executive Leadership Team meetings.

Frameworks Performance Reports

• Local Government Act 2009 and regulations (QLD)

• Environmental Protection Act 1994 and regulations (QLD)

• Waste Reduction and Recycling Act 2011 and regulations (QLD)

• Petroleum and Gas (Production and Safety) Act 2004 and regulations (QLD)

• National Environment Protection (National Pollutant Inventory) Measure (Cmwth)

Regulatory policies and frameworks External performance and data reporting

• Queensland Waste Data System Report (quarterly)

• Petroleum and Gas Safety Report (annual)

• ERA Environment Report and Licence returns (annual)

• NPI greenhouse gas emissions report (annual)

• Annual Report • Operational Plan Quarterly

Performance Report • Monthly Financial Performance Report

Corporate governance reporting

• Gold Coast 2020 (Corporate Plan) • Corporate Strategies including Solid

Waste Strategy • Corporate Policies • Long Term Financial Forecast • City Plan • Operational Plan • Total Asset Management Plans

Corporate policies and frameworks

Exte

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In

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al

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10.2 External performance reporting This relates to reporting required or requested by external organisations.

• Queensland Waste Data System (QWDS) Report: As per the Waste Reduction and Recycling Act 2011, GCWM is required to submit waste disposal and resource recovery statistics quarterly. GCWM also submits an annual data survey for overall waste and recycling activities to the Queensland Department of Environment and Heritage Protection (EHP).

• Petroleum and Gas Act Annual Report: Under the Petroleum and Gas Act s689 GCWM on behalf of the CEO must lodge a safety report in accordance with s690 annually.

• Annual Environmental Report and Licence Returns for Environmental Authorities: Under the Environmental Protection Act 1994, an annual report is developed under the conditions of the Environmental Authority (EA) issued by EHP for the Environment Relevant Activities (ERA) This report provides information to EHP on the statutory compliance for monitoring results and environmental performance of waste and recycling centres.

• Greenhouse gas emissions report: GCWM reports annually to the National Pollution Inventory as required by the National Environment Protection (National Pollutant Inventory) Measure on NPI listed substances that trip the threshold levels. This information is also required for the annual Council report.

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11. Appendices

11.1 Appendix 1 – Waste precinct maps

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N

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11.2 Appendix 2 – Current waste and recycling centre network

Key community waste and recycling centres landfills

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11.3 Appendix 3 – Performance measures for Solid Waste Strategy 2024 (proposed)

Solid Waste Strategy Performance Measure 2014 Baseline Target 2019 Target 2024

Outcome 1: Waste avoidance, reuse, recycling and resource recovery opportunities are maximised prior to landfill disposal

Total waste recycled or recovered (%) 45 50 60

Total domestic waste recycled or recovered (%) 30 35 55

Total commercial and industrial (C&I) waste recycled or recovered (%)

40 45 55

Total construction and demolition (C&D) waste recycled or recovered (%)

94 >95 >95

Outcome 2: Our capacity to manage future waste is secured

Waste infrastructure capacity (years) > 10 years > 10 years > 10 years

Outcome 3: Solid Waste Management has minimal impact on our environment and public health

Landfill gas capture efficiency (%) 9.3 20 30

Material environmental harm events from operational waste facilities (number)

0 0 0

Valid litter, odour, dust and noise complaints related to waste facility operations (number per 1000 households)

<0.5 <0.5 <0.5

Valid litter, odour, dust and noise complaints related to waste collection services (number per 1000 households)

<0.5 <0.5 <0.5

Outcome 4: The City and the community are engaged in positive waste behaviours

Domestic collected waste disposed per household (kg per household per year)

702 630 560

Domestic self-hauled waste disposed per household (kg per household per year)

247 220 200

Domestic resource recovery rate for collected recyclables (%)

61 69 76

Illegally dumped waste collected (tonnes) 610 560 510

City of Gold Coast operational waste recycled or recovered (% of total City waste)

84 87 90

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11.4 Appendix 4 – Community service obligations 2015-16 (proposed) 1. Disposal costs of solid wastes received free of charge at Waste and Recycling Centres and also at

landfills from nominated customers

GCWM accepts solid waste free of charge at Waste and Recycling Centres and landfills from a range of approved charities and organisations only (refer "Free of Charge Solid Waste Disposal – Charitable and Other Organisations Policy).

The cost estimate of this CSO is $448,281.

2. Collection and disposal of dead animals from public places

GCWM provides a dead animal collection service from roads, reserves and foreshores. This function is managed by GCWM and performed by private solid waste contractors. The direct costs will be charged to Council for provision of this service.

The provision of this CSO is expected to be ongoing.

The cost estimate of this CSO is $56,862.

3. Clean Up Australia Day – solid waste collection and disposal

GCWM supports Clean Up Australia Day with the provision of solid waste collection and disposal services and administrative support.

The provision of this CSO is expected to be ongoing.

The cost estimate of this CSO is $18,200.

4. Street and park bin services

GCWM engages private solid waste contractors to collect and dispose of solid waste from waste bins at nominated City parks, streets, boat ramps and public places. The services are performed on bins in place throughout the city.

The provision of this CSO is expected to be ongoing unless Council resolves to have City Cleaning perform these services.

Cost estimate is $468,000.

5. Waste Management Kerbside Clean Up

GCWM provides kerbside clean ups to eligible dwellings within the current waste collection area.

The cost estimate for this CSO is $1,262,800

6. CSO – Contributions and Donations

The cost estimate for this CSO is $516,600.

GRAND TOTAL FOR WASTE CSO’s $2,770,743

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Table A4: Estimated cost of Community Service Obligations; excluding rate remissions and rates donations

Summary of waste management CSO’s – 2015-16 (proposed)

CSO Undertaken TOTAL $

(A) Responsibility Centre CS4700 (disposals)

1. Disposal costs for “Free of Charge” approved charities and organisations (Landfills and Waste and Recycling Centres)

$448,281

Total for CS4700 $448,281

(B) Responsibility Centre CS4710 (collections)

2. Dead animal collection $56,862

3. Clean-up Australia Day $18,200

4. Street and park bin services $468,000

5. Whole of city Annual Kerbside Clean up $1,262,800

Total for CS4710 $1,805,862

(C) Responsibility Centre CS4740 (Total for Waste Management)

6. CSO Contributions and Donations $516,600

Grand total for Waste Management $2,770,743

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Gold Coast Water Annual Performance Plan 2015-16

Appendix 14

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Table of Contents 1. Gold Coast Water’s purpose ..................................................................................................... 3

1.1 Gold Coast Water’s commitment ....................................................................................... 3 1.2 Gold Coast Water’s business objectives ........................................................................... 3

2. Nature and scope of activities ................................................................................................... 3 2.1 Nature of activities ............................................................................................................ 3 2.2 Scope of activities ............................................................................................................. 3

Standard service areas ............................................................................................ 3 2.2.1 Non-standard service areas ..................................................................................... 4 2.2.2 Future connection to non-standard service areas..................................................... 4 2.2.3

3. Financial and non-financial performance targets .................................................................... 4

4. Gold Coast Water’s community service obligations ................................................................ 4

5. Capital structure and community returns policy...................................................................... 4

6. Proposed major investments .................................................................................................... 5

7. Outstanding and proposed borrowings .................................................................................... 5 7.1 Outstanding borrowings: ................................................................................................... 6 7.2 Proposed borrowings: ....................................................................................................... 6

8. Customer service charter and standards ................................................................................. 6

9. Delegated Authorities ................................................................................................................ 6

10. Gold Coast Water Reporting Framework .................................................................................. 6 10.1 Internal Business Performance Reporting ......................................................................... 8 10.2 Corporate Governance Reports ........................................................................................ 8 10.3 External Performance Reporting ....................................................................................... 8

11. Appendix 1: Gold Coast Water Key Performance Indicators .................................................10

12. Appendix 2: Gold Coast Water Delegated Authorities ............................................................11

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1. Gold Coast Water’s purpose

1.1 Gold Coast Water’s commitment Based on the Gold Coast 2020 plan, Seqwater Strategy (2013-18), and statutory functions, Gold Coast Water developed a concise statement of its purpose summarised in the four priorities outlined below:

Protect the health and safety of ourselves and the Community Perform regulatory requirements Prevent unacceptable impacts on the Community and natural environment Plan, develop, operate and maintain our assets prudently and efficiently.

1.2 Gold Coast Water’s business objectives Gold Coast Water’s goal over the next five years is to be widely acknowledged by Council, customers, stakeholders and regulators as providing cost effective value for money services.

Cost effective means that we undertake prudent and efficient expenditure, provide consistent, sustainable financial returns to the community, while maintaining affordable water and sewerage prices to customers.

Value for money means our service performance is within the top 20% of water businesses in Australia and in the top 5% in selected National Performance Report indicators.

2. Nature and scope of activities

2.1 Nature of activities Gold Coast Water is responsible for the provision of water, recycled water and sewerage services to customers throughout the City of Gold Coast. This covers the following primary functions:

distribution and retail of safe drinking water purchased from the SEQ Water Grid collection and treatment of sewage release of treated effluent, and provision of recycled water and bio solids for reuse planning, construction and maintenance of infrastructure and assets, including water supply, recycled water

and sewerage networks, sewage treatment plants and release systems. Gold Coast Water also provides water, recycled water and sewage analytical laboratory services directly to external customers.

2.2 Scope of activities

Standard service areas 2.2.1

Gold Coast Water is required to provide water supply and sewerage services to customers within the water and sewered areas. In general:

the water area covers those developed properties within both the urban areas and the park living domains of the city

the sewered area covers those developed properties within the urban areas of the city. The City Plan of the Council of the City of Gold Coast (Council) defines the urban areas as the built up parts of the city and those locations intended to become part of the built up area. Standard service areas for water supply and sewerage services are specified in Appendix A of the Water and Wastewater Customer Services Charter and Standards (Charter) available on Council’s website.

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Non-standard service areas 2.2.2

Water and sewerage services are currently also provided to a number of properties outside of the standard service area. Such properties may receive water supply, sewerage services, or a combination of both.

The standard of service provided to properties connected to the water supply system outside the standard service area may not be equal to that provided to properties within the standard service area. This is because these properties have typically been connected via infrastructure that is not designed or built to Council’s standards.

The standard of service provided to properties connected to the sewerage system outside the standard service area is generally the same as that which is provided to properties within the standard service area. This is because these properties have generally been connected to the sewerage system via compliant infrastructure.

Future connection to non-standard service areas 2.2.3

No future properties outside the water service area can be connected to the water supply system without Council approval, in accordance with standards for the planning, design and construction of water supply infrastructure.

Applications to connect to the sewerage system outside the sewerage service area will be considered on merit provided the existing system has the available capacity, the applicant is able to connect to it by gravity, and it is in accordance with Council standards.

3. Financial and non-financial performance targets Appendix 1 outlines the full set of financial and non-financial key performance indicators and targets which Gold Coast Water will monitor during the 2015-16 financial year.

Each key performance indicator is reviewed at least quarterly as part of Gold Coast Water’s quarterly business performance reporting process. Some indicators are also reviewed on a monthly basis by exception and all indicators are reported annually in Council’s Annual Report.

4. Gold Coast Water’s community service obligations Section 24 of the Local Government Regulation 2012 defines a Community Service Obligation (CSO) as “an obligation the local Government imposes on a business entity to do something that is not in the commercial interests of the business entity to do”.

Any CSO is treated as an expense for the activity of an amount equivalent to the cost of carrying out the obligation less any revenue arising from carrying out the obligation.

At present Gold Coast Water doesn’t have any endorsed CSOs. If during 2015-16 Council defines the CSOs applicable to the business this Annual Performance Plan will be amended.

5. Capital structure and community returns policy As a commercialised business unit, Gold Coast Water is guided by the Gold Coast Water Capital Structure and Community Returns Policy. The objectives of this policy are to:

Enable ‘ring fenced’ accountability for Gold Coast Water in the financial management of the business in line with regulatory requirements.

Set the financial parameters, including the capital structure and cost of capital, within which Gold Coast Water should operate as a commercial business.

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Provide an appropriate rate of return to the community for investments in Gold Coast Water (equivalent to the Weighted Average Cost of Capital determined by the Queensland Competition Authority).

Assist in providing long term financial sustainability to Gold Coast Water and Council by specifying the framework for return to the community.

All retained surpluses and special dividend payments will also be in accordance with this policy. To satisfy requirements under the National Competition Policy, Gold Coast Water also provides additional payments in the form of tax equivalents and interest margins for competitive neutrality.

6. Proposed major investments Project Description 2015-16 Year 1

Base Estimate Expenses

Upgrade the sewerage network in the Merrimac West catchment

$13,500,000

Upgrade the sewerage pumping station at Coombabah

$6,900,000

Refurbish the process tanks at Elanora and Coombabah sewage treatment plants

$3,000,000

Upgrade the sewerage infrastructure in the Carrara precinct

$1,049,000

Provide a long term seaway release solution $1,000,000

Renewal of multiple reservoir roof structures as identified during detailed condition assessments

$1,000,000

Install valves near the intersection of Days Rd and Nightjar Dr Upper Coomera as part of the Pimpama Recycled Water Supply Switch

$750,000

Replace the existing water SCADA system to allow further expansion in the future

$720,000

Upgrade the Currumbin water supply network due to changed supply strategies from Mudgeeraba Water Treatment

$350,000

Upgrade of the recycled water infrastructure in the Carrara sports precinct

$300,000

Upgrade the physical security of critical Gold Coast Water assets

$200,000

Upgrade the sewerage system at the Keith Hunt Park Precinct (Hockey Centre) Coombabah

$200,000

7. Outstanding and proposed borrowings In accordance with the Gold Coast Water Capital structure and Community Returns Policy, Gold Coast Water’s target capital structure is 45% debt and 55% equity. Gold Coast Water’s projected debt structure for 2015-16 is provided below:

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7.1 Outstanding borrowings:

Loan Type Opening Balance 1 July 2015

Principal Repayment Closing Balance 30 June 2016

Community Loans (Internal) $1,137,000,000 Nil $1,137,000,000 Infrastructure Loans (External) $67,431,825 $3,878,186 $63,553,639 Total $1,204,431,825 $3,878,186 $1,200,553,639

7.2 Proposed borrowings: There are no new borrowings proposed for 2015/16.

8. Customer service charter and standards Council’s Water and Wastewater Customer Service Charter and Standards (Charter) informs customers of the service they can expect to receive from Council, and the obligations of customers in relation to their use of the water and sewerage systems.

Key commitments within the Charter include:

providing customers with a continuous supply of clean drinking water at an adequate pressure and flow rate for reasonable household and business needs

collecting, treating and disposing of sewage in accordance with environmental obligations maintaining and renewing systems of pipes, to ensure customers continue to receive a reliable water and

sewerage service working with customers and the wider community to minimise the impact of planned works and unplanned

interruptions responding to customer requests for service in a timely manner.

A copy of the Water and Wastewater Customer Service Charter and Standards is available on Council’s website.

9. Delegated Authorities Gold Coast Water’s overall delegated authorities are in accordance with the Local Government Act 2009 (Section 257) and the South-East Queensland Water (Distribution and Retail Restructuring) Act 2009. Delegated authorities for specific Gold Coast Water staff are set out in Council’s Register of Delegations, held by the Office of the Chief Executive Officer (CEO).

The main overarching delegations given to the Director Gold Coast Water from the CEO to Gold Coast Water to exercise autonomy in its commercial activities are noted in Appendix 2.

10. Gold Coast Water Reporting Framework Gold Coast Water has extensive reporting responsibilities to Council, Regulators, State and Federal Government agencies as well as to customers. In total, there are well over 300 data and performance measures that Gold Coast Water is asked to report on regularly via different avenues. Gold Coast Water also receives adhoc requests for data and reports and requests to participate in surveys conducted by the Australian Bureau of Statistics and the CSIRO.

Refer to Figure 1 - Overview of the reporting framework for Gold Coast Water.

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Figure 1: Overview of Gold Coast Water’s reporting framework

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10.1 Internal Business Performance Reporting This relates to reporting conducted within Gold Coast Water to inform business improvement and business decisions within the Directorate

Monthly Water Supplied Report: Reports the Water Supplied to the Gold Coast Region. Volumes of water supplied does not equate to water billed to customers or water purchased from Seqwater.

Organisational Improvement Committee (OIC) Reporting: Reports on organisational activities of Gold Coast Water for review by managers. Information outlines performance or achievements in the areas of Customers, Compliance, Reporting and Risk, Quality and Environment and Training.

GCW Key Performance Indicator Report: Reports by exception the performance of Gold Coast Water against the GCW Monthly Key Performance Indicators. Reporting by exception means only reporting those monthly results which did not meet targets set.

Business Performance Report: A presentation by Managers to the Business Review Committee outlining the performance of each branch against performance indicators including Gold Coast Water Key Performance Indicators and other business indicators.

Compliance Reporting: The compliance reporting framework is under development.

10.2 Corporate Governance Reports This relates to reporting conducted within Council to inform business improvement and business decisions within the Directorate.

Annual Operations Report: Under the Section 190(1)(c) and Section 190 (2) of the Local Government Regulation 2012 Gold Coast Water must provide an annual operations report that forms part of City of Gold Coast Annual Report.

Corporate Performance Quarterly Report: Reports progress against Gold Coast Water’s implementation of its initiatives under the Corporate Plan and Operational Plan.

Monthly Financial Performance Report: Gold Coast Water provides Council with a monthly (and year to date) Financial Performance Report via the Executive Leadership Team (ELT) meetings.

10.3 External Performance Reporting This relates to reporting required or requested by external organisations.

National Performance Report for Urban Water Utilities: A list of elective indicators reported historically to the National Water Commission (now disbanded) that formed a benchmarking report called the National Performance Report.

DEWS Performance Indicators: A list of performance indicators reported to the regulator as required under Water Supply (Safety and Reliability) Act 2008.

Australian Bureau of Statistics (ABS): Data required by the ABS under the Census and Statistics Act 1905.

Bureau of Meteorology (BoM) Performance Indicators for National Water Account: Regulatory Indicators required under the Water Regulations 2008 for the National Water Account being prepared by BoM.

Annual Drinking Water Quality Report: Under Section 142 of Water Supply (Safety and Reliability) Act 2008, Gold Coast Water must submit a Drinking Water Quality Management Plan Report to the regulator.

Recycled Water – Quarterly and Annual Reports: Under Section 274 (6) (3) of the Water Supply (Safety and Reliability) Act 2008, the City of Gold Coast is required to prepare and make available, quarterly public reports. Section 273(2)(a) of the Water Supply (Safety and Reliability) Act 2008 requires annual reports be prepared in accordance with the Annual Reporting Guideline for Recycled Water Schemes.

Annual Environmental Report and Licence Returns for Environmental Authorities: Anything that occurs that has the potential to cause harm to the environment or public health (e.g. STP spills,

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exceedances) must be reported as per the deadlines set out by the regulator. Also an annual report is developed under the conditions of the Environmental Authority (EA) issued by the Department of Environment and Heritage Protection (DEHP) for the Environment Relevant Activities (ERA) for Sewage Treatment. This report provides information to DEHP on the statutory compliance for monitoring results and environmental performance of sewage treatment plants (STPs) and sewerage network assets.

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11. Appendix 1: Gold Coast Water Key Performance Indicators All key performance indicators are reviewed at least quarterly as part of Gold Coast Water’s quarterly business performance reports.

Gold Coast Water Key Performance Indicators KPI No. External Indicator Reference (if any)

Annual Target Target Basis

Sewerage

Sewerage mains breaks and chokes (per 100km sewer main) KPI002 QG 4.6 (DEWS) A14 (NPR) 20

Plan, develop, operate and maintain our assets efficiently and effectively

Water

Average duration of unplanned interruption – water (minutes) KPI007 C15 (NPR) 130 Prevent unacceptable impacts on the community and natural environment

Incidence of unplanned interruptions – water (per 1000 properties) KPI008 QG 4.7 (DEWS) C17 (NPR) 100 Prevent unacceptable impacts on the community

and natural environment

Water quality complaints (number per 1000 properties) (discolouration, odour, taste, illness, cloudy water) KPI009

QG 4.10 (DEWS) C9 (NPR) 2

Protect the health and safety of ourselves and the community

Total water main breaks per 100km of main—water KPI010 QG 4.5 (DEWS) A8 (NPR) 15 Plan, develop, operate and maintain our assets

efficiently and effectively

Volume of non-revenue water (ML) KPI033 QG 1.19 (DEWS) W10.1 (NPR)

5500 Plan, develop, operate and maintain our assets efficiently and effectively

Customer Service

Average response time to water service bursts and leaks (minutes to commence repair on site) KPI058 QG 4.8 (DEWS) 120 Prevent unacceptable impacts on the community

and natural environment

Average response time to sewerage incidents (minutes to commence repair) KPI059 QG 4.9 (DEWS) 120 Prevent unacceptable impacts on the community

and natural environment

Total water and sewerage complaints (includes water quality, water service and sewerage service) (number per 1000 properties) KPI061

QG4.11 (DEWS) C13 (NPR)

6 Prevent unacceptable impacts on the community and natural environment

Percentage of calls answered by an operator within 30 seconds (%) KPI130 C14 (NPR) 80% Prevent unacceptable impacts on the community and natural environment

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12. Appendix 2: Gold Coast Water Delegated Authorities AA0229: To undertake negotiations with Logan City Council for the renewal of the current Service Level

Agreement for treatment services at the Beenleigh Sewage Treatment Plant which is due to expire in 2016. DE01870: To exercise each and every power and function of Council in respect of the Water Act 2000 DE01871: To exercise each and every power and function of Council as a service provider in respect of the

Water Supply (Safety and Reliability) Act 2008. DE01872: Power, as administering authority (for the Water Act 2000, Water Supply (Safety and Reliability)

Act 2008 and Transport Operations (Road Use Management) Act 1995), to approve (or refuse where the conditions in this section have not been complied with) an application for payment of a fine by instalment.

DE01873: Power, as administering authority (for the Water Act 2000, Water Supply (Safety and Reliability) Act 2008 and Transport Operations (Road Use Management) Act 1995), to submit particulars required for registration of approval of instalment payments with the State Penalties Enforcement Registry.

DE01874: Power, as administering authority (for the Water Act 2000, Water Supply (Safety and Reliability) Act 2008 and Transport Operations (Road Use Management) Act 1995), to withdraw an infringement notice.

DE01875: Power, as administering authority (for the Water Act 2000, Water Supply (Safety and Reliability) Act 2008 and Transport Operations (Road Use Management) Act 1995), to give the State Penalties Enforcement Registry a default certificate for registration in respect of any recipient of an infringement notice who has not taken action within the time period provided by the infringement notice.

DE01876: Power, as administering authority (for the Water Act 2000, Water Supply (Safety and Reliability) Act 2008 and Transport Operations (Road Use Management) Act 1995), to: (a) commence proceedings against an applicant for an offence; or (b) accept payment of the fine in full; or (c) issue a fresh infringement notice where the registrar has cancelled an enforcement notice and referred the matter back to Council.

DE01877: Power to approve forms for use as infringement notices (for the Water Act 2000, Water Supply (Safety and Reliability) Act 2008 and Transport Operations (Road Use Management) Act 1995).

DE01913: To do anything necessary or convenient for performing the responsibilities of Council under the Local Government Act 2009 encompassing the power to enter into contracts for (1) the supply of Recycled Water in compliance with the terms of Permits issued pursuant to the Environmental Protection Act 1998 and as particularised in but not restricted to, Attachment 1 and 2 of the supply of potable water in compliance with Regulator direction pursuant to the Water Supply (Safety and Reliability) Act 2008 and as particularised but not restricted to Attachment 2.

DE02012: To determine requests for relief from water consumption and/or volumetric charges for water used in a genuine fire emergency pursuant to Council’s “Water Usage for Genuine Fire Emergencies Policy”.

DE2014: To approve or reject a written request from a Body Corporate to establish a billing arrangement and to sign the appropriate Body Corporate Water Charges Agreement pursuant to Council’s Water Sub-Metering and Billing Arrangements for Community Titles Schemes Policy.

DE02043: To execute documents pertaining to those areas of responsibility that fall within the Gold Coast Water Directorate, on behalf of Council.