Gold Coast City Annual Report 2010-11

Together we are creating a safe city where everyone belongs.

Annual Report 2010-11Gold Coast City Council

Gold C

oast City C

ouncil Annual Report 2010–11

Welcome to the Gold Coast City Council Annual Report 2010-11Cover conceptThe many faces of our city... (clockwise from top left) Peter Wade, Sophie Wood, John Whenuaroa, Jamie Lee Wilson, Evange Epa, Jean Greatbanks and Lucas Proudfoot. These are just some of the members of our community who help make the Gold Coast a great city to live, work and conduct business. Their stories have been included in our 2010-11 Annual Report, where they share their views on what makes the Gold Coast one of Australia’s most liveable cities. In partnership with the community, Gold Coast City Council is working to ensure that it is a safe city where everyone belongs.

Table of contentsChapter 1 At a glance ...............................................iiIntroduction ........................................................................................... iiOur highlights ....................................................................................... 1Our 2010-11 scorecard ...................................................................... 2Council initiative status overview .................................................... 5Our facts and figures .......................................................................... 62010-11 significant events ................................................................ 7Our liveable city’s history ................................................................... 8Celebrating our achievements ....................................................... 10Continuing water reform ................................................................. 11

Chapter 2 Our Council ............................................12Democratic governance .................................................................. 13Mayor’s Report ................................................................................... 14Our Councillors .................................................................................. 16

Chapter 3 Our organisation ....................................20Our organisational chart………… ...................................................... 21Chief Executive Officer’s Report ................................................... 22Executive Leadership Team ............................................................ 24Chief Financial Officer’s Report ..................................................... 26

Chapter 4 Our key focus areasA city leading by example ............................................. 28We are building a socially and environmentally sustainable city, empowering the community to work towards a shared vision for the future.A city loved for its green, gold and blue ......................... 34 The city’s liveability depends on how we manage its natural environment, the green – its bushland, gold – its beaches, and blue – its waterways.A city connecting people and places ............................. 42By expanding transport, communication and social networks we are creating a safer, more liveable city and enhancing its sense of community.

A safe city where everyone belongs .............................. 50We are striving to create a secure environment where people can take full advantage of cultural and recreational opportunities.A city with a thriving economy ..................................... 58Council is contributing to business and employment opportunities through a range of initiatives aimed at broadening the city’s economic base.A city shaped by clever design ...................................... 66We are providing the infrastructure to enhance the city’s lifestyle and natural environment, guiding its development in coastal, urban and rural settings.

Chapter 5 Corporate governance ...........................................72Organisational capability……… ...............................88Customer contact……… .........................................94

Chapter 6 Our business activities ...........................96Gold Coast Waste Management Statement of Operations ............................................................ 98

Chapter 7 Our financials .......................................102Community Financial Report ....................................................104Management Certif icate ...........................................................109Independent Auditor’s Report .................................................110Financial statements ..................................................................112

Chapter 8 Our legislative information ...................1322010-11 Councillor discretionary divisional donations ......140

Chapter 9 OtherGold Coast City Council Standing Committees ..................150Global Reporting Initiative (GRI) content index ....................152Legislative index ..........................................................................153Report index/acronyms .............................................................154Glossary .........................................................................................158Feedback form .............................................................................160Useful contacts............................................................................161

Cover photos by Kenny Smith Photography (community members), Skyepics (aerial) and Paul Scroop (hinterland).

i GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11

GOld COAsT CiTy COunCil AnnuAl REPORT 2010-11TABLE OF COnTEnTS

Annual Report 2010-11Our 2010-11 Annual Report provides an overview of our progress towards achieving – in conjunction with the Gold Coast community – our shared Bold Future Vision for the city. Our Annual Report demonstrates progress in implementing our Corporate Plan 2009-14, Council’s strategic planning document which provides the basis for our annual Operational Plan and Budget. It shows how Council is addressing six key focus areas which, over the next 30 years, will create a:

city leading by example

city loved for its green, gold and blue

city connecting people and places

safe city where everyone belongs

city with a thriving economy, and

city shaped by clever design.

In addition, three internal areas – corporate governance, organisational capability and customer contact – play an integral role in realising our Bold Future Vision.

Purpose of the report Council is required – under the Local Government Act 2009 and the Local Government Finance, Plans and Reporting Regulation 2010 – to prepare an Annual Report each f inancial year. Our 2010-11 Annual Report reflects our commitment to effective corporate governance through openness and accountability, ensuring efficient resource use and providing value-for-money services to the Gold Coast community. It aims to provide ratepayers, and the community as a whole, with:

an account of our revenue and related policies and how we have used public funds

an insight into the challenges and opportunities that have influenced our actions and delivery of strategic outcomes

our priorities for the year ahead, and

an accurate, balanced and transparent assessment of our achievement in implementing our Community, Corporate and Operational Plans as measured against a range of performance indicators.

Our Annual Report is an important component of Council’s performance monitoring process, which feeds into ongoing organisational planning and resource allocation.

Global Reporting index (GRi) This report has been prepared in line with Global Reporting Index (GRI) guidelines. These provide a framework for reporting our social, economic, and environmental performance in relation to the sustainability of our city. Refer to page 152 for our Global Reporting Initiative Content Index.

Chapter 1

At A glAnce1.1 introductionOur CouncilWith an annual Budget of more than $910.6 million and 2960 staff, Gold Coast City Council is Australia’s second-largest local authority. There are more than 238,000 rateable properties in a 1377 km2 area, which includes South Stradbroke Island and part of Moreton Bay, and extends West to the hinterland near Mount Tamborine and from South of Beenleigh to Coolangatta. At 30 June 2011, Gold Coast City’s population was estimated at more than 540,000.

Our Bold FutureDuring 2007-08, residents were encouraged to have their say on the future of the city, helping to draft a blueprint for the Gold Coast’s next 30 years. From this comprehensive community consultation, we developed a shared Bold Future Vision for the city, as outlined in our 2009-14 Corporate Plan. To help achieve our Bold Future objectives, a city vision and a set of principles were developed to guide the city’s planning and decision making.

Our City VisionDefined by our spectacular beaches, hinterland ranges, forests and waterways, the Gold Coast is an outstanding city which celebrates nature and connects distinct communities with the common goal of sustainability, choice and well-being for all.

Our Values Our strategic decisions and day-to-day activities will be guided by the organisational values of:

commitment, pride and passion for our city

working as one team with one vision

360 degree trust respect for each other, and getting the job done right.

Our MissionLeading the way towards a Bold Future that can sustain growth and economic development, while retaining a lifestyle that is uniquely ‘Gold Coast’.

Our Principles As a Council, we will demonstrate our commitment to a Bold Future for our city by seeking to adhere to the principles of:

Responsible decision-making to ensure balanced and transparent decisions, shaped by an informed and engaged community

openly monitor, evaluate and improve through adaptive management of our vision

consider whole-of-life costs to ensure value-for-money and affordability

Responsible leadership to commit to, and support, bold, responsible and visionary leadership that governs the city with equity, clarity and determination

sustain and enhance the quality of life we enjoy for future generations

A collaborative approach to empower citizens with a shared sense of responsibility to embrace the challenges and opportunities of change

The environment to actively protect our unique natural environment and its intrinsic value

People and the economy to achieve long-term economic security and social well-being

anddesign to

recognise and celebrate the value of good design and innovation.

Our stakeholders our community, including residents, visitors and ratepayers businesses and investors local service providers community groups State and Federal Government agencies, and other local governments, and

professional organisations – industry/local government/professional.

1.2 Our highlightsExpenses against revenue: five-year trend (see page 104)

Am

ount

($’0

00)

200,000

400,000

600,000

800,000

1,000,000

1,200,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Revenue ■ Expenses

Our assets, what we own: five-year trend (see page 105)

Ass

ets

($’0

00)

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Assets

Total liabilities, what we owe, showing debt component: five-year trend (see page 105)

Am

ount

($’0

00)

200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,0001,800,000

2006-07 2007-08 2008-09 2009-10 2010-11■ debt ■ liabilities

7.44 per cent decrease in Council’s net greenhouse gas emissions. See pages 30 - 31.

Assisted Queensland during the floods and Cyclone Yasi. See page 33.

Constructed safe,

world-class venues. See page 41.

The largest professional

lifeguard service in Australia with 25 beaches patrolled year-round. See page 53.

Rainbow BayPhoto by Aaron Spence (Panedia)

The paper used in this report is manufactured using low environmental impact FSC accredited pulps and is totally chlorine free.

GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11 001ii GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11 iii GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11

AT A GlAnCEOUR HIGHLIGHTS

AT A GlAnCEAnnUAL REPORT 2010-11

AT A GlAnCEInTRODUCTIOn

1.3 Our 2010-11 scorecard About our scorecardThis scorecard summarises progress towards long-term targets which are central to our Bold Future Vision for the city and the implementation of the Community Plan. It also provides an overview of our annual performance measures relating to the implementation of our 2009-14 Corporate Plan and 2010-11 Operational Plan. Overall performance is determined by our achievement of performance measures and the progress of major initiatives (see page 5), rated by:

● On track ● Monitor closely ● Action required

Progress towards our Bold FutureKey Focus Area 1 - A city leading by example Page 28

Headline targets Assessing progress

● making Council’s operations carbon neutral by 2020

The most recent data available shows that by 30 June 2010, Council had reduced its net greenhouse gas emissions by 7.44 per cent since the previous year. Progress continues on developing a corporate policy to help Council achieve its goal of carbon neutral operations.

● improving the proportion of residents and businesses adopting sustainable living practices

The volume of waste recycled per capita increased by 7.5 per cent during 2010-11 and 27 tourism-related businesses participated in Council’s eco-efficiency program. By 30 June 2011, there were 44,596 instances of Gold Coast residents participating in State and Federal government programs to reduce energy consumption. These included ClimateSmart Home Service visits, and installing solar power or hot water systems.

Key Focus Area 2 - A city loved for its green, gold and blue Page 34


● moving the city towards the goal of 50 per cent of native vegetation cover across its land area by 2020 (no net loss)

Most recent data reported in 2007 shows that 49.1 per cent of the city was covered by native vegetation. There has been moderate growth in membership of the Land For Wildlife program during the past five years and Council hopes to increase participation by landowners in its Voluntary Conservation Agreement scheme during 2011-12.

● consistently achieving the highest level (i.e. “A” grading on the Environmental Health Monitoring Program) on city waterway report cards for all natural and constructed waterways

There were mixed results in the city’s latest waterways report card. While there was an improvement in the overall health of the city’s waterways, moving from C- to C+, there was an apparent decline in the health of some Gold Coast estuaries during the year, requiring continuing improvements and riverine restoration works.

Key Focus Area 3 - A city connecting people and places 2


● increasing public transport use to seven per cent for all trips by 2014

Council has continued to promote the use of public transport to reduce traffic congestion on the city’s road network as well as greenhouse gas emissions, with the number of trips by public transport increasing by 16 per cent to 4.9 per cent of all trips in 2010-11. Use of public buses increased by four per cent to patronage of more than 17 million.

● the Gold Coast being a leader in broadband infrastructure and accessibility in regional Australia

The percentage of businesses, within Council’s Pacific Innovation Corridor, that are connected to broadband increased by 0.5 per cent during 2010-11 to 98.5 per cent. Council is working to attract the National Broadband Network to the Gold Coast as early as possible. A community engagement plan is being developed to promote the use of the network.

Key Focus Area 4 - A safe city where everyone belongs Page 50


● increasing the physical activity levels of Gold Coast residents by five per cent through the Active and Healthy program

Despite wet weather and a cooler than average winter, participation in Council’s Active and Healthy program increased by 9.9 per cent during 2010-11, to total 214,690 patrons, with many popular activities operating at capacity. Interest in school holiday programs continues to grow, along with community awareness of available activities.

● an 80 per cent satisfaction rating by residents in relation to access to spaces for community meetings and activities

The use of community centres declined by 21 per cent during 2010-11, as fewer programs were offered by business and community groups due to current economic conditions. However, there was an increase of 12 per cent in the use of both sports fields and public pools. There was also an increase in utilisation of Council’s indoor stadiums.

Key Focus Area 5 - A city with a thriving economy Page 58


● recovery of the Gold Coast economy from the Global Financial Crisis with the Gold Coast having an average growth rate of between 1.5 and two per cent per annum

The Gold Coast economy’s annual growth rate has averaged 0.9 per cent since the Global Financial Crisis, an encouraging result given the impacts of the Global Financial Crisis on the construction and finance sectors. During the same period, to June 30 2010, the Queensland economy grew by an average of 1.9 per cent annually.

● 25 per cent of all new jobs being created in the knowledge-based and export-oriented industries

Council’s long-term goal is that 25 per cent of all new employment will be in knowledge and export-based industries to further diversify and strengthen the local economy. As at March 2011, 30 percent of all current jobs are within these industries. Employment in these sectors increased during the past two years. However, it is still too early to establish a trend on available data for new jobs.

Key Focus Area 6 - A city shaped by clever design Page 66


● our goal of having the most liveable, healthy, active and resource-efficient major city in Australia

Council compares the Gold Coast with Brisbane and/or Queensland state averages to determine our progress towards this target. Gold Coast residents’ participation in Active and Healthy programs exceeds Queensland’s average and the city’s waste reduction makes it slightly more resource-efficient than Brisbane. However, public transport usage, which is below Brisbane’s, and unemployment and labour force participation figures, which are below state averages, all impact on the city’s liveability.

● annual city-wide energy consumption being less than corresponding national and state averages by 2040

Council is unable to obtain energy consumption data at this time. However, energy supply data shows that despite a continuing steady increase in the city’s population, there has been no corresponding increase in electricity supply to the city. Data from energy provider Powerlink shows that electricity supply to the Gold Coast during 2010-11 was lower than during the previous two years.

Corporate Plan and Operational Plan implementation during 2010-11

Key Focus Area 1 - A city leading by example Page 28

Annual Performance Measures Assessing progress Overall performance

● percentage of Council’s Budget allocated between green and private motorised modes of transport

● volume of fresh drinking water consumed per capita per day

● level of State and Federal Government subsidies and grants awarded to Council

● City’s mapping for flood impacts

Council’s increase in its Budget allocation for green modes of transport, from 21 per cent in 2009-10 to 54 per cent in 2010-11, reflects our commitment to enhancing the sustainability of the city. We also have continued to work with the community to reduce the daily consumption of drinking water during 2010-11 so the average consumption per capita is 184 litres. Improvements to our Flood Management Decision Support System during 2010-11 will provide the city with greater coverage in the event of flooding.

2010-11

2009-10

Key Focus Area 2 - A city loved for its green, gold and blue Page 34


● number of hectares of land made available for conservation and wildlife protection

● resilience of beaches to storm surges (Beach Volume Index)

● average annual grading of waterways across the city ● percentage of materials diverted for recycling/

re-use at landfill and transfer stations

Through a range of activities, we are protecting the city’s bushland, beaches and waterways. We have continued to acquire land as conservation areas and encouraged residents to maintain habitats for native plants and animals. The volume of material recycled at Council landfills and waste transfer stations has increased from 25.49 per cent to 34.92 per cent of total waste received. There was an overall improvement in the health of city waterways during the year and eight of the Gold Coast’s 13 beaches were considered adequately resilient to storm surges.

2009-10

2010-11

Key Focus Area 3 - A city connecting people and places Page 42


● road network capacity versus degree of traffic saturation

● average age of road surfaces between treatments ● Pavement Condition Index ● percentage of trips made by public transport ● library membership as a percentage of population ● community centre utilisation

Council has continued to promote public transport use to reduce traffic congestion and greenhouse gas emissions, with total trips increasing by 16 per cent during 2010-11. The average age of road surfaces was within Council’s target range. Further, the condition of the city’s roads, while still not meeting Council’s performance objectives, did improve. Library membership, equivalent to 48 per cent of the city’s population, exceeded the Queensland state average.

2010-11

2009-10

Key Focus Area 4 - A safe city where everyone belongs Page 50


● per capita rate of crimes against people and property per 100,000 population

● number of fatalities at patrolled beaches during patrol hours

● incidence of notifiable diseases ● notifications of vaccine preventable diseases

Queensland Police Service data shows an overall decrease in the per capita rates of crime against people and property per 100,000 residents since 2006-07. There were no fatalities at lifeguard-patrolled Gold Coast beaches during patrol hours in 2010-11. Citywide, Council programs assisted in reducing the number of disease-spreading mosquitoes and the incidence of Ross River and Barmah Forest viruses, both below the state averages. The incidence of notifiable diseases decreased by 28 per cent for the year to March 2011, assisted by Council immunisation programs.

2010-11

2009-10

Key Focus Area 5 - A city with a thriving economy Page 58


● regional unemployment rate ● Gold Coast’s average annual employment growth ● number of businesses in nine key industries – trend

over time ● number of special events held on the Gold Coast ● number of domestic and international visitors and

level of expenditure

The Gold Coast’s unemployment rate rose to 6.3 per cent, which was above the state average, although its average annual employment growth also exceeded the state’s. While the overall proportion of employment in knowledge-based sectors increased, business numbers in Council’s key industries declined by 16.2 per cent. Despite a marked decrease in international visitor numbers, the total number of visitors to the city increased, boosted by the number of day-trippers. There has been steady growth in the number of special events held on the Gold Coast.

2010-11

2009-10

Key Focus Area 6 - A city shaped by clever design Page 66


● percentage of development applications that met legislative timeframes

The State Government’s Sustainable Planning Act 2009 provides the framework for the approval process for all development applications made to Council, whether by individuals or companies. While the number of building and planning applications received by Council has decreased since 2009-10, we have continued to improve our efficiency in the processing of applications, with the percentage of applications completed within the Sustainable Planning Act 2009 Decision Making Period increasing significantly during 2010-11.

2010-11

2009-10

Together we are creating ourOur blueprint for a future Gold Coast

GCCC5605 Printed on environmentally friendly paper

Together we are creating ourOur blueprint for a future Gold Coast

2009-2014Corporate PlanGold Coast City Council

Gold Coast City CouncilPO Box 5042 Gold Coast MC Qld 9729 AustraliaPhone: +61 7 5582 8211 Email: [email protected] Web: goldcoastcity.com.au

Knowledge-based Centre of Excellence A collaborative centre developed between business, education and government to create and develop the region’s knowledge economy capabilities by building a critical mass in specific industries. Activities of such centres will include training a skilled labour force, accessing global knowledge and worlds best practice and the development and delivery of high level research and related industry commercialisation activities

Leadership capability frameworkA framework that enables Council to consistently develop the leadership capabilities of its employees to ensure the delivery of high standards of service and value to the community

Market researchThe systemic collection, analysis and reporting of data about the market and its preferences, opinions and trends

MeasureObjective evidence of the degree to which intended outcomes are being achieved

Open spacesAll land and water areas of any size or type, on which no or very few built structures are present, and consequently, which has its surface open to the sky. Open space could include forests, farming land, beaches, lakes, dams, deserts and urban parks

Operational PlanCouncil’s Operational Plan translates strategic and operational aims and objectives into actions to give effect to a one-year portion of the Corporate Plan

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

Performance measuresEvidence of the degree to which the actions by Council are achieving intended objectives for the purposes of monitoring progress and reporting effectiveness

Planning schemeA legal instrument that sets out the provisions for land use, development and protection with a view to facilitating fair, orderly, economic and sustainable use of land within the city

Renewable energyRenewable energy is energy generated from natural resources (such as sunlight, wind or tidal movement) which are naturally replenished. The energy sources are sustainable and represent a more environmentally friendly form of energy as most do not contribute significantly to the greenhouse effect and global warming

Resource allocationThe process that ensures Council’s finite resources are allocated in an efficient and effective manner to enhance service delivery and ultimate outcomes for the community

Social InfrastructureCommunity facilities, services and networks which help individuals, families, groups and communities meet their social needs, maximise their potential for development, and enhance community wellbeing. They include:

universal facilities and services such ■■

as education, training, health, open space, recreation and sport, safety and emergency services, religious, arts and cultural facilities and community meeting places

lifecycle-targeted facilities and ■■

services, such as those for children, young people and older people

targeted facilities and services ■■

for groups with special needs, such as families, people with a disability and Indigenous and culturally diverse people

StakeholderA person or organisation with an interest in the outcome or output or is affected by services, activities, policies, services, programs, or strategies of Council

Strategic planningThe process by which the organisation envisions its future and develops strategies, goals, objectives and action plans to achieve that future

Strategic prioritiesCouncil’s priorities as outlined in the Corporate Plan or as approved through the annual strategic planning, resource allocation and budgeting cycle

StrategyA strategy is a public statement outlining how Council intends to achieve an objective, or set of objectives, through a high-level plan of action

SustainabilityForms of progress that meet the needs of the present without compromising the ability of future generations to meet their needs

Triple Bottom LineThe process whereby we consider the environmental, social and economic impact our decisions have on the sustainability of our city. The triple bottom line symbols shown against each of our outcomes indicates how each outcome contributes in a positive way to delivering environmental, social or economic benefits to the city

Waterfuture Waterfuture is a Gold Coast Water strategy that provides a blueprint for managing the city’s water supply in a sustainable way over the next 50 years

WellbeingThe state of being healthy and contented

Gold Coast City Council Corporate Plan 2009-2014 46

Working for our future – today

Operational Plan2010-11

ADOPTED 11 JUNE 2010

GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11 003002 GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11

AT A GlAnCEMEASURInG OUR PERFORMAnCE


Council office worker at EvandalePhoto: Brian Usher

1.4 Council initiative status overviewThe table below outlines the status of each Council initiative, listed within the 2010-11 Operational Plan, as at 30 June 2011. Each initiative has been assessed as being on track, monitor closely or action required. Council utilises this information, assessed on a quarterly basis, to influence decision making on Council initiatives. Further information on Council initiatives can be located throughout this report.

summary: 94 initiatives: ● On track: 74 ● Monitor closely: 16 ● Action required: 4

Council initiatives and their status as at 30 June 2011

Corporate Plan and Operational Plan implementation during 2010-11 - continued

Corporate Governance Page 72

Annual performance measures Assessing progress Overall performance

● level of compliance with audit recommendations

● total portfolio return on investment ● percentage of Council policies overdue for

review ● percentage of injured staff who return to

Council’s workforce ● Business Continuity Planning

All audit actions raised prior to 2004 have been 100 per cent completed, with actions raised from 2005 onwards continuing to be progressed. Despite the economic climate, Council’s investments continued to outperform industry benchmarks, achieving healthy returns for the community. There was a decline in the frequency of lost-time incidents and injuries, and in the cost of medical expenses claims during 2010-11, while the return-to-work rate for injured staff exceeded the state average. Some 79 Council and administrative policies were reviewed or developed during the year and the percentage of policies overdue for review has declined during the past three years.

2010-11

2009-10

Organisational Capability Page 88


● bankable savings achieved ● percentage of staff with 10 years plus tenure ● percentage of females in executive positions ● staff turnover ● number of complaints lodged against

Council with the Queensland Ombudsman

Council exceeded its Value-for-Money Action Plan target of $4,447,000 in 2010-11, achieving savings of $4,953,324 through strategic procurement techniques. There has been a decrease in the staff turnover rate, with the Global Financial Crisis of 2008 contributing to the stability of Council’s workforce. Some 41 per cent of staff members have 10 or more years service and 27.5 per cent of Council’s executive positions are held by women.

2010-11

2009-10

Customer Contact Page 94


● customer service call centre quality monitoring score

● media portrayal of Council decisions and activities

Since January 2011, there has been a significant increase in the number of calls received by Council, with an extra 35,000 relating to Allconnex Water. Despite this increased operational load, the service standard of our customer call centre has exceeded performance objectives. Overall, Council has received favourable media coverage of its activities, with an average rating of 50.9 per cent. Council initiatives to boost the local economy were reported favourably, conveying the message that it supports business growth and makes decisions benefiting the business community.

2010-11

2009-10

Key Focus Area 1 - A city leading by example P28

initiative status

Climate Change Strategy

Corporate Strategy Development

Council/State Government Projects Partnership

Key Focus Area 2 - A city loved for its green, gold and blue P34

initiative status

Capital Works Program - Flood Mitigation

Capital Works Program - Ocean Beaches

Capital Works Program - Stormwater Drainage

Capital Works Program - Tidal Waterways

Catchment Management Plans

Foreshoreway Program

Greenheart

Inspirational Parks Program - Parkland Acquisition

Major Open Space Program - Grassed Area Management

Major Open Space Program - Landscape Maintenance

Major Open Space Program - Parks Facilities Maintenance

Major Open Space Program - Parks Maintenance

Natural Area Management

Nature Conservation Strategy Implementation

Solid Waste Management Strategy

Surfers Paradise Foreshore Redevelopment

Waste Management Collection

Waste Management Disposal

Watercycle Strategy

Key Focus Area 3 - A city connecting people and places P42

initiative status

Cultural Development

Gold Coast Heritage Management Plan

Gold Coast Rapid Transit Project

Library Service Operations and Infrastructure Program

Major Bikeways Program

Major Roadworks Program

Regulated Parking

Review of the Gold Coast City Transport Strategy

Road Network Improvements

Road Rehabilitation and Reseal Program

Rural Bridges Program

State Program Public Transport

Key Focus Area 4 - A safe city where everyone belongs P50

initiative status

Alcohol Management Plan

Animal Management

Aquatic Facilities Redevelopment Program

Carrara Sports Precinct Masterplan

Community and Youth Centres

Community Development and Capacity Building

Community Safety Program

Community Well-being Strategy

Environmental Health

Environmental Health Compliance Operations

Equitable Access

Gold Coast Stadium Redevelopment at Carrara

Licensing and Approvals

Lifeguard Operations

Local Law

Runaway Bay Sports Complex

Youth Program

Key Focus Area 5 - A city with a thriving economy P58

initiative status

Advocacy Program - Economic Development Strategy

Capacity Development Program - Economic Development Strategy

Commonwealth Games Bid

Economic Development Strategy

Export Program - Economic Development Strategy

Investment Attraction Program - Economic Development Strategy

Pacific Innovation Corridor Program - Economic Development Strategy

Surfers Paradise Transit Centre Refurbishment

Tech GC program - Economic Development Strategy

Tourism Program - Economic Development Strategy

Tourist Parks Operations

Key Focus Area 6 - A city shaped by clever design P66

initiative status

Centre Improvement Program

Growth Management Strategy

Local Area Plans

New Planning Scheme Review Project

Priority Infrastructure Plan - Full Deployment and Review

Corporate governance P72

initiative status

Asset Management Plan Coordination

Asset Management Strategy (Infrastructure and Land) 2010-2015

Building Revaluations

Community Engagement

Corporate Risk Management Program - Risk Governance

Corporate Risk Management Program - Risk Management Information System

Ethics and Fraud Risk Management Policy

Financial Management

Fraud Risk Assessment Project

Implementation of Improvements to the Corporate Governance Framework

Infrastructure as Constructed Data Project

Infrastructure Asset Custodian Policy

Integrated Community Plan

Non Current Asset Accounting Policy

Performance Measure Development

Portable and Attractive Items Policy

Road Network Assets Capitalisation

Workplace Health and Safety Program - WHS Aggression Management Project

Workplace Health and Safety Program - Workplace Health and Safety Management System (WHSMS)

Organisational capability P88

initiative status

Councillor and Officer Communication Policy

Enterprise Resource Planning (ERP)/Property Program

Information Management (IM) Program

Long-term Environmentally Sustainable Design (ESD) Workplace

Service Desk Upgrade/Replacement

Value For Money Action Plan

Voice Services Project

Customer contact P94

initiative status

Customer Contact Strategy

GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11 005004 GOld COAsT CiTy COunCil AnnUAL REPORT 2010-11

AT A GlAnCECOUnCIL InITIATIVE STATUS OVERVIEW


1.5 Our facts and figuresFast facts

Gold Coast City Council is Australia’s second largest council in terms of population and the sixth largest city in Australia

Residents in Gold Coast City: 541,024

Rateable properties within the city: 238,665

Allocated for council’s Budget in 2010-2011: $910,628,995

Gold Coast City Council Area: 1377.97 km2

Gold Coast City’s climate is sub-tropical, with on average 287 days of sunshine annually

Average summer temperatures: 19 to 29 degrees Celsius (66 to 83 degrees Fahrenheit)

Average winter temperatures: nine to 21 degrees Celsius (48 to 69 degrees Fahrenheit)

Recreational facilities Sporting complexes: six

Sporting fields: 213 fields on 191 hectares

Tourists parks and camping grounds: 11

Skate parks and BMX tracks: 45

Gold Coast City Council employs the largest professional lifeguard service in Australia, with 25 beaches patrolled year-round

Parks and natural areas 2162 parks covering 20,164 hectares of land

Hectares of natural environment: 30,073

Botanic gardens: one Free trees received by the community: 30,000

Trees planted annually: 10,000 Public bins emptied: 3326 daily Public toilets maintained: 246

Roads and paths Roads: 3006.88km

Bikeways: 700km

Paths and walkways: 2158km

Waterways and beaches Oceanways: 36.04km Ocean beaches: 54.37km Coastline: 58.47km Rivers: 276.951 km (five major rivers) Creeks: 242.04km Navigable waterways: 272.61km Wetlands: 7665 hectares Canals and lakes: 3176 hectares Navigation locks: two Fishing platforms: 37 Marine: 105 boat ramps; 23 jetties and 26 pontoons

Enclosed swimming areas: seven Swimming pool complexes: seven Swimming pools: 23 (including four 50-metre pools)

Council-owned facilities Council administration centres: two Customer service branches: five Libraries: 12 Mobile libraries: two Community centres: 39 Cemeteries: eight Art galleries: two

Our community 51 per cent are female, with 49 per cent male

45 per cent are under 35 years of age, with 55 per cent, 35 years of age or older

25 per cent were born overseas, with New Zealand and the United Kingdom providing the highest representation

83 per cent speak English at home only, with Japanese being the next highest

11 per cent have achieved a bachelor or higher degree, 19 per cent have undertaken vocational education

1.6 2010-11 significant events

July 2010 August 2010

2–3 Gold Coast Airport Marathon

17-18 Kokoda Challenge

4 August - 16 september Gold Coast Eisteddfod

19-20 Broadbeach Jazz and Food Festival

27-29 Gold Coast Show

september 2010 October 2010 november 2010

10-19 Swell Sculpture Festival

19 Multicultural Festival

3 Gold Coast Half Iron Man Triathlon

9 Head to Paradise Regatta

22-24 Armor All Gold Coast 600 and 600 Sounds Concerts

5-14 Pan Pacific Masters Games

7 Coolangatta Gold

21 Kirra Kite Festival

december 2010 January 2011 February 2011

5-12 Gold Coast Kitesurfing Pro World Championship Tour

Various Christmas carols and new Year’s Eve festivities

2 Summafieldayze

7-19 Magic Millions Carnival

23 Big Day Out

10-13 AnZ RACV Ladies’ Masters

11-12 All Stars Bumehla Festival

16-21 Burleigh Breaka Pro

March 2011 April 2011

25 Feb - 9 March Quiksilver Pro and Roxy Pro

1-10 Australian Surf Life Saving Championships

May 2011 June 2011

1 Gold Coast Luke Harrop Memorial Triathlon

19-22 Sanctuary Cove Boat Show

26-29 Blues on Broadbeach

3-13 Cooly Rocks On

16 June - 9 July Surfers Paradise Festival

Gold Coast Airport Marathon Broadbeach Jazz and Food Festival

Coolangatta Gold

Summafieldayze

ANZ RACV Ladies Masters

Burleigh Breaka Pro

Sanctuary Cove Boat Show Australian Surf Life Saving Championships

Gold Coast CityAusTRAliA

Qld

Sunrise on Stradbroke IslandPhoto: South Stradbroke Island Conservation

Photo credits: Gold Coast Airport Marathon: Events Queensland Gold Coast; Broadbeach Jazz and Food Festival: Broadbeach Alliance/Remco Photography ; Coolangatta Gold: Surf Life Saving Australia/Harvpix; Summafieldaze: Cross Promotions; AnZ Ladies Masters: TA Golf ; Burleigh Breaka Pro: Surfing Queensland; Sanctuary Cove Boat Show: Mulpha Sanctuary Cove; Australian Surf Life Saving Championships: Surf Life Saving Australia/Harvpix.

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AT A GlAnCEOUR FACTS AND FIGURES

1.7 Our liveable city’s historySince its early days of settlement, the Gold Coast’s liveability has made it a desirable destination - and that trend continues today with sustained population growth.

The Gold Coast City has a rich tradition of indigenous cultures including the Yugambeh people whose descendants are among the city’s population of more than 541,000

English-born explorer John Oxley had initially put Mermaid Beach on the map, after landing his cutter The Mermaid there in 1823. However, the earliest European settlement was not along the beach strip that is now home to some of the city’s most valuable real estate, but in the hinterland, where red cedar was sourced for the colonies of Brisbane and Sydney.

This industry ended with the removal of the last of the tall timber in the 1870s but some of the cedar workers remained in the district to operate large cattle stations in the river valleys. Eventually these properties were divided into smaller sugar, cotton and dairy farms .

The opening of a train line from Brisbane to Southport, and Queensland Governor Anthony Musgrave’s decision to build a beachside holiday home here in the late 1880s, laid the foundation for the city’s future as a fashionable tourist destination.

It was the advent of the motor vehicle and opening of a new road, linking Brisbane to Southport in 1925, that changed the pace of life in what had been a sleepy seaside town of 5000 residents.

At Elston, entrepreneur Jim Cavill built the Surfers Paradise Hotel and, after eight years of campaigning, succeeded in 1933 in having the township named after his landmark establishment.

The 1950s marked the beginning of a period of rapid growth for the Gold Coast which has never lost momentum.

Serviced holiday apartments and shopping arcades were built along the tourist strip. The first high rise building, the 10-storey Kinkabool, in Hanlan Street, Surfers Paradise, dominated the skyline in 1959.

A little over a decade since the Town of the South Coast, incorporating the coastal area between Southport and Coolangatta had been proclaimed in 1948, the area was ready for another name change and city status.

The name Gold Coast had been coined to describe the area during its post-war economic boom, and recognising its promotional value, the State Government proclaimed the City of Gold Coast in May 1959.

Increasing numbers of visitors to the Gold Coast became residents, encouraging major land developments – the canal estates of Florida Gardens, Paradise Island, Chevron Island and later the Isle of Capri – which only added to the city’s attraction.

now one of Australia’s most desirable places to live, due to its climate, lifestyle and natural environment, the Gold Coast is also one of the most rapidly growing regions in the country.

Gold Coast City Council is committed to balancing this growth with sustainability to ensure the quality that has helped the city to prosper throughout its history - its liveability - is maintained into the future.

This information related to the history of the Gold Coast has been developed in consultation with the Gold Coast Local Studies Library. Images also have been supplied by the Gold Coast Local Studies Library.

Gold Coast Highway through Surfers Paradise, Queensland, taken from the Walk Arcade, 1958.

Photo by Mr Laurie Holmes.

Kirra Point and Marine Parade, Kirra, Queensland, circa 1927.

Photographer unknown

Now and then...Southport Broadwater Parklands today and the old Broadwater

Pier Theatre, f irst constructed in 1927.Photo: Alinga

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1.9 Continuing water reform during 2010-11In line with the State Government’s South East Queensland Water Reform, Allconnex Water assumed responsibility for providing water and wastewater distribution and retail services to residents of the Gold Coast, Logan and Redland local government areas on 1 July 2010. Under the reforms, Council was required to transfer all of its remaining water and wastewater assets to the new entity, Allconnex Water, in exchange for an equity share in the business. An independent skills-based board became responsible for the strategic direction of the business, including setting of charges.

The board later announced a 20 per cent increase in charges for Gold Coast customers, following a significant rise in bulk water costs. Part of the justification for the price rise was the apparent need for significant ongoing infrastructure investment across the three local government areas, along with the withdrawal of the State Government’s capital investment subsidy and the costs of establishing the new business.

After a prolonged public debate on its water reform model, the State Government announced in April 2011 that it would legislate to give local governments the opportunity to regain control of water and wastewater distribution and retail services, with the exception of bulk water assets.

Gold Coast City Council resolved, on 25 July 2011, to withdraw from Allconnex Water and re-establish its own water business within its corporate structure. Under the terms established by the State Government, Gold Coast City Council, having initiated this decision, will be required to meet the full cost of this transfer, including Logan and Redland City Councils’ direct and consequential costs.

Work is underway to implement Council’s decision, to take effect on 1 July 2012.

1.8 Celebrating our achievementsCouncil and its staff received widespread recognition during 2010-11 for their efforts to improve community life and the liveability of Gold Coast City, with individuals and initiatives receiving state, national and international awards, which included the:

Highly Commended Award for a Business/Industry Development Project, Business GC’s Swim initiative, presented at the 2010 Economic development Australia Awards for Excellence

Silver Award 2010 for Council’s historical publication, Now and Then - A Gold Coast Journey from the Past to the Present, in the national Trust of Queensland Awards Program

Highly Commended Excellence Award for Council ’s Asset Management Improvement Program, from the institute of Public Works Engineering Queensland

Regional Play Space Award, for the Pirate Playground at Palm Beach Parklands, from Parks and leisure Australia (Queensland)

Inclusive and Connected Communities Regional Award, for Council’s Sports Fusion project, from Parks and leisure Australia (Queensland)

Best Government Department or Agency Award in the 2010 Inclusive Community Champions Awards, for Council’s commitment to creating inclusive communities, presented by the spinal injuries Association of Queensland

All Abilities Playground at Kurrawa Pratten Park, a f inalist in the category of Best Recreation, Leisure, Entertainment Venue or Precinct in the Inclusive Community Champions Awards, presented by the spinal injuries Association of Queensland

Enjoying the All Abilities Playground at Kurrawa Pratten Park. Photo: Remco Jansen

Access Pathways to Macintosh Island Park, a finalist in the category of Best Recreation, Leisure, Entertainment Venue or Precinct in the Inclusive Community Champion Awards, presented by the spinal injuries Association of Queensland

Finalist nominations for the Palm Beach Aquatic Centre, Oceanway, All Abilities Playground, Thrower House and Council’s beach viewing platforms in the 2010 Inclusive Community Champions Awards, presented by the spinal injuries Association of Queensland

Industry Merit Award, for the Discovery Park Water Sensitive Urban Design Retrofit Project, presented by the stormwater industry Association of Queensland (siA)

Merit Award for Environmental Planning, Conservation or Rural, received by Gold Coast City Council’s Bioregional Corridor Studies, presented by the Planning institute of Australia (Queensland)

Excellence Award for Regional Planning Achievement to Division 12 Councillor Greg Betts, presented by the Planning institute of Australia (Queensland)

Admission of Planning, Environment and Transport Director, Warren Rowe, to the honour roll of professional planners as a Fellow of the institute’s Queensland division, by the Planning institute of Australia (Queensland)

State winner in the 2010 Award for Excellence in Infrastructure: stormwater industry Association of Queensland

Outstanding Service Award presented to David Strotton, who has 36 years experience as a Council lifeguard, at the Professional Ocean lifeguard service national Conference, and

Win by Council lifeguards Luke Ingwersen, Steve Madden and Rhys Ferszt in the national Annual Lifeguard Teams Challenge Championship, at the Professional Ocean lifeguard service national Conference

Council lifeguards with their awards. Photo: Lifeguard Services

Further awards were received in 2010-11 for the Gold Coast’s centrepiece recreational area, Southport Broadwater Parklands (see page 27) and Gold Coast beaches (see page 55).

Council’s 2009-10 Annual Report was also a winner at state, national and international levels demonstrating transparency in reporting, receiving awards for excellence at the:

institute of internal Auditors Australia - Queensland Public sector Annual Report Awards in Brisbane: First Place - Best Overall Annual Report; First Place - Best Local Government Annual Report; First Place - Best Financial Disclosure Annual Report

Australasian Annual Reporting Awards in Melbourne: Winner Gold Award for Distinguished Achievement in Reporting; First Place - Governance Reporting Award - Public Sector; Finalist - Electronic (Online) Reporting Award - Public Sector

MerComm international ARC Awards in new york: Winner Gold Award - non-Profit Organisation: Local Government; Honors Award - Cover Photo/Design: Local Government.

Hinze DamPhoto: Shenaye Noendeng (SMA Photography)

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AT A GlAnCECELEBRATInG OUR ACHIVEMEnTS

Chapter 2

Our COunCilThe Gold Coast’s local government area is divided into 14 divisions, each represented by an elected Councillor.

At local government elections every four years, voters from across the city select a Councillor to represent their division, and directly elect the Mayor. The next local government elections are due in March 2012.

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2.1 democratic governance

Defining Council’s roles and responsibilitiesGold Coast City Council is an elected body responsible for the effective management of the Gold Coast local government area. With its community base, local government is often regarded as the grassroots level of government, and the most accessible to the people it represents. While Australia’s local, state and federal authorities each have their own administrative responsibilities, many of these are shared between the three tiers of government.

the powers of local governments are outlined under Section 9 of the Local Government Act 2009. this section outlines Council’s powers to ensure the sound governance of its local government area. Council’s roles and responsibilities are wide-ranging, with Council responsible not only for providing much of the infrastructure needed for a growing city, but also strategic leadership while meeting the city’s day-to-day requirements. Specif ic responsibilities of the Mayor and Councillors are defined later in this section of our Annual Report.

this list demonstrates the many and diverse services which fall within the scope of Council’s operations:

aquatic centre management animal management catchment management cemeteries centre improvement city cleaning community and cultural development

economic and industry development

emergency/disaster management

environmental health compliance

environmental planning flood mitigation/drainage international connections and export developments

lakes, canals and waterways management

library services lifeguard services natural areas management nature conservation ocean beach management parks and recreation services

pest management public health and immunisation services

regional tourism promotion road/bikeway construction and maintenance

sporting facilities strategic land and transport planning

tourist parks urban design, and waste management.

Representing the interests of the communityCouncillors provide the most direct representation to their communities. While each Councillor represents a division, a Councillor’s ultimate consideration must be to represent the current and future interests of the overall local government area. each Councillor brings an individual perspective to decisions Council makes on behalf of the community. Council’s authority is exercised as a whole, with decisions being made not by individual Councillors but collectively when sitting as a Council.

the community is actively involved in local government by participating in Council elections and community consultation programs, as well as informing Councillors of relevant divisional issues. Information on our Councillors, as well as their contact details, is provided on pages 16 to 19.

Fulfilling their obligationsthe Mayor and Counci l lors acknowledge their duties and responsibilities by their declaration of off ice. this requires the Mayor and Councillors to give a solemn undertaking that they will fulfil the duties of office faithfully and impartially, according to their best judgment and ability. to represent the community effectively, Councillors are required to attend regular meetings and to vote on all matters which require a decision. the responsibilities of Councillors are defined under Section 12 of the Local Government Act 2009. this section also defines the additional roles of the Mayor.

Ensuring good governanceto ensure accountability within local government, anyone performing a responsibility must do so in accordance with principles outlined under Section 4 of the Local Government Act 2009. this includes the Mayor, Councillors, local government employees and any other person performing a responsibility within local government. the local government principles aim to ensure the system of local government is accountable, effective, efficient and sustainable.

these principles guide:

sustainable development and management of assets and infrastructure, and delivery of effective services

democratic representation, social inclusion and meaningful community engagement good governance of, and by, local government, and

ethical and legal behaviour of Councillors and local government employees.

the Local Government Act 2009 also outlines disciplinary actions for the Mayor and Councillors if they are found to have engaged in inappropriate conduct or misconduct. these actions range from being removed from a meeting, to being counselled or dismissed from office. Collectively, they safeguard local government from the misuse of power and authority. the new Local Government Act 2009 became effective on 1 July 2010 and provides a clear outline of the roles and responsibilities of Councillors.

Making and enforcing Council lawsGold Coast City Council is empowered under the Local Government Act 2009 to form and enforce local laws, regulations and policies necessary for the effective management and governance of the local area. Council administers a range of permits and licences to ensure community health and well-being, and to maintain the liveability of the city.

Many issues faced by residents can be identified as the responsibility of either Council or State or Federal governments. the interaction of local, State and Federal laws can be complex, and occasionally enquiries to local Councillors may need to be referred to another level of government which has jurisdiction over a matter outside Council’s control.

Gold Coast City Council ChambersPhoto: Kenny Smith Photography

2.2 Mayor’s ReportI am delighted to provide an overview of Gold Coast City Council’s achievements during the past year, along with an update on progress made in implementing key objectives defined by the Bold Future initiative.

In working to enhance our city’s liveability, Council sets both short and long-term goals across a broad stream of services, placing particular focus on aligning these with our Bold Future Vision.

this report contains a wealth of information about Council’s Corporate plan Key Focus Area 4 – A safe city where everyone belongs – which links with the high priority Council has given to community safety over the past 12 months.

to achieve this, Council has continued working closely with the Queensland police Service to address community safety concerns and help make our city a secure place to live, visit and conduct business.

Initiatives such as conducting safety audits of the city’s key nightclub precincts (including Surfers Paradise and Broadbeach CBDs) and supplementing the successful graff iti removal and prevention measures, with the Artbox program to lower the incidence of graffiti, all play their part.

We have also incorporated CpteD (Crime prevention through Environmental Design) principles into major projects like the Planning Scheme Review, Gold Coast Rapid transit project, Surfers paradise Foreshore redevelopment and Cavill Mall master plan.

Alcohol management has been another major focus, with Council working with police to trial the DrinkSafe precinct initiative in Surfers paradise, as well as the introduction of nightlink bus services to provide more late night transport options.

Council’s dedicated staff work on thousands of different programs and projects each year. one key ongoing program is the extensive upgrade of the city’s stormwater systems – a 20-year project that will see drainage infrastructure expanded to minimise and eliminate susceptible areas from flash and local f looding.

We’ve also established a Disaster Coordination Centre – a state-of-the-art facility that plays a critical role in coordinating disaster response operations within the city, so the community can recover from any disaster as quickly as possible.

Council maintains numerous core programs and services including our trusted lifeguards, who keep our beaches safe year round, to ongoing road network improvements, provision of off-road bicycle and pedestrian paths, and provision and enforcement of appropriate licensing, approval and local law legislation to ensure the lifestyle we enjoy on the Gold Coast is maintained.

We’ve even taken a long-term approach to making our parks safer by introducing the Active and Healthy Gold Coast program, encouraging outdoor activity and more people into our green spaces. this in turn makes the parks safer places to be, leading to even higher usage and enjoyment of the city’s green spaces.

please take time to read the 2010-11 Gold Coast City Council Annual Report. We are proud of the progress Council has made during the past 12 months, and look forward to another year of exciting and lifestyle-enhancing achievements in 2011-12.

Ron Clarke MBE Gold Coast City Mayor

“As this is the last annual report I present before retiring from public office in March

2012, I thank all our residents for the privilege and honour of being your Mayor

for the past eight years.”

Gold Coast City Mayor, Ron Clarke

Photo: Kenny Smith Photography

Burleigh Headland

Photo: Skyepics


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Division 4Cr Margaret Grummitt

Cr Grummitt served the Gold Coast community for many years as a police off icer. this is her second term as Councillor, now representing Division 4. She is Deputy Chair of the Community and Cultural Development Committee, and a member of the engineering, economic Development and tourism Committees. Greening suburban streets and empowering residents to recycle are priorities for Cr Grummitt.

t: (07) 5581 6434 F: (07) 5581 5292E: [email protected]: Labrador Community Hub, 57 Billington Street, Labrador Qld 4215Office hours: 8.30am – 4.30pmEnrolled voters: 19,996

Division 5Cr Peter Young Ba

Division 5 has been represented by Cr Young since 2000. Formerly a consultant providing specialist advice to government and industry, he is committed to sustainable development. He chairs the Sustainable City Future Committee and serves on Council’s Special Budget, Economic Development and Tourism, and City planning committees. He is also Chair of Council’s Commonwealth Games Coordinating Committee. Cr Young holds a Bachelor of Arts Degree with majors in political Science, Government and public Administration, and Human Geography.

t: (07) 5582 8400 F: (07) 5582 8478 E: [email protected]: Gold Coast City Council, Nerang Administration Centre, 833 Southport Nerang Road, nerang Qld 4211Office hours: 8am – 4.40pmEnrolled voters: 21,666

Division 6Cr Dawn Crichlow oaM

With a varied background in small business, Cr Crichlow was elected to Council in 1991. now representing Division 6, she chairs Council’s engineering Services Committee and is a member of its Special Budget, Economic Development and Tourism and Finance Committees. Working for the people is a priority for Cr Crichlow.

t: (07) 5581 6280 F: (07) 5581 6899E: [email protected]: 47 Nerang Street, Southport Qld 4215Office hours: 8.30am – 4.30pmEnrolled voters: 19,645

Division 7Cr Susie Douglas

this is Cr Douglas’ second term representing Division 7. A former registered nurse/midwife, she is committed to building better communities. Chair of Council’s economic Development and Tourism Committee, she is a member of the Special Budget, Finance, and City planning committees.

t: (07) 5581 6760 F: (07) 5581 5293E: [email protected]: Gold Coast City Council, Chambers, 135 Bundall Road, Surfers Paradise Qld 4217Office hours: 8am – 4.40pmEnrolled voters: 20,873

2.3 Our CouncillorsMayorCr Ron Clarke MBE aasa aCis

this is Cr Clarke’s second term as Mayor of Gold Coast City. He is a member of all Council’s Standing Committees and chairs full Council. Cr Clarke was also elected to serve his second term on the executive Committee of the local Government Association of Queensland (LGAQ). A former Olympian, chartered secretary and accountant, Cr Clarke was Chairman of the Council for the encouragement of philanthropy in Australia before becoming Mayor of Gold Coast City in 2004. He lists the preservation of the Gold Coast’s lifestyle for residents and visitors as a key priority.

t: (07) 5581 5283 F: (07) 5581 6054 E: [email protected] Address: Gold Coast City Council Chambers, 135 Bundall Road Surfers Paradise Qld 4217 Office hours: 8am – 5pm

Division 1Cr Donna Gates

Cr Gates’ early career was in radio and small business before being employed by Council in 1996. She has represented northern residents since 2007, is Deputy Chair of the engineering Services Committee, and a member of the Special Budget, City Planning and Community and Cultural Development Committees. the provision of community facilities, support services and managed growth continue to be a priority for Cr Gates.

t: (07) 5581 6301 F: (07) 5582 8355E: [email protected]: Gold Coast City Council, nerang Administration Centre, 833 Southport Nerang Road, Nerang Qld 4211Office hours: 8am – 4.40pmEnrolled voters: 24,389

Division 2Cr John Wayne

A former graphic designer, Cr Wayne is serving his first term in Council representing Division 2. protecting the city’s public open spaces and waterways is a priority for this keen scuba diver and father of six. He is Deputy Chair of Council’s City planning Committee, and also serves on the Sustainable City Future, Special Budget and Finance Committees.


Division 3Cr Grant Pforr

Cr Pforr is serving his second term representing Division 3. A former local businessman, with a family building company established in 1964, Cr pforr is also a former champion lifesaver, committed to community safety, the environment and balanced sustainable development. Cr pforr is a member of the Commonwealth Games Council Advisory Committee, Special Budget, City Planning, Sustainable City Future and engineering Committees, as well as the non-statutory events Advisory Committee.

t: (07) 5581 1680 F: (07) 5577 4028E: [email protected]: Sovereign House, 12 Falkinder Avenue, paradise point Qld 4216 Office hours: 8.15am – 4.15pmEnrolled voters: 21,614

Our Council, opposite page (from left) Gold Coast City Mayor, Ron Clarke, Cr Donna Gates, Cr John Wayne and Cr Grant pforr. Photos: Steve Holland. Pictured below (from left) Cr Margaret Grummitt, Cr Peter Young and Cr Dawn Crichlow, Photos: Steve Holland, with Cr Susie Douglas, Photo: Kenny Smith Photography.

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Division 12Cr Greg Betts

Cr Betts worked in the airline industry for 15 years before being elected to represent Division 12 in 2004. He regards urban design and land use planning as priority issues. Deputy Chair of Council’s Sustainable City Future Committee, Cr Betts is a member of the Special Budget, City Planning and Community and Cultural Development Committees.

t: (07) 5581 6382 F: (07) 5581 7640E: [email protected]: Burleigh Heads Office, Cnr Park Avenue and Ocean Street, Burleigh Heads Qld 4226Office hours: 8.30am – 4.30pmEnrolled voters: 21,679

Division 13Cr Daphne McDonald diplGadmin

Cr McDonald is a long standing Councillor of Gold Coast City, f irst elected in 1991. In 2007 she was elected Deputy Mayor. Cr McDonald represents Division 13 and is on a number of Council committees. She is Deputy Chair of the Corporate Governance and Administration Committee, and a member of the Sustainable City Future Committee, Audit Advisory Committee, Special Budget Committee, Motorsport Taskforce and Council of Mayors (SEQ).

t: (07) 5581 6228 F: (07) 5581 6547E: [email protected]: Palm Beach Office 26 Eleventh Avenue, Palm Beach Qld 4221Office hours: 8.30am – 4.30pmEnrolled voters: 21,732

Division 14Cr Chris Robbins Ba GraddipEd

Councillor Robbins has had a varied and interesting working life, including f ields such as the arts, health education, events management, small business, restaurants and teaching. She is committed to preserving the unique environment and lifestyle of the southern Gold Coast, and is serving her second term representing Division 14. Cr Robbins is Deputy Chair of the Finance Committee. She also is a member of the Special Budget, Community and Cultural Development, and Sustainable City Future Committees.

t: (07) 5581 5275 F: (07) 5581 5299E: [email protected]: 413 Golden Four Drive, Tugun Qld 4224Office hours: 8.30am – 4.30pm (closed Mondays and from Noon – 1pm Tuesday to Friday)Enrolled voters: 21,667

Division 8Cr Bob La Castra

Division 8 has been represented by Cr La Castra, a former television presenter, actor, singer and script writer, since 1997. A priority for Cr la Castra is the acquisition of open space areas to meet the city’s active recreational needs. He chairs the Community and Cultural Development Committee and is a member of the Special Budget, economic Development and tourism, and Corporate Governance and Administration Committees. Cr la Castra also chairs the non-statutory events Advisory Committee.


Division 9Cr ted shepherd

Cr Shepherd has represented Division 9 since 2000. His background is in design drafting and city transport planning. Chair of the City Planning Committee, Cr Shepherd is a member of the Special Budget, engineering Services, Corporate Governance and Administration committees. He takes a keen interest in rural and community issues.

t: (07) 5582 8876 F: (07) 5530 6508E: [email protected]: Cnr Swan lane and Don Murphy lane, Mudgeeraba Qld 4213Office hours: 8.30am – 4pmEnrolled voters: 21,511

Division 10Cr Eddy Sarroff

Cr Sarroff has served Division 10 since 1995. He has a background in business and commercial property investment and a commitment to the prosperity of the entire city. He chairs Council’s Finance Committee and is a member of its Corporate Governance and Administration, Special Budget, and Engineering Services Committees.

t: (07) 5581 6171 F: (07) 5581 5294E: [email protected]: Gold Coast City Council Chambers, 135 Bundall Road, Bundall, Qld 4217Office hours: 8am – 4.40pmEnrolled voters: 20,538

Division 11Cr Jan Grew MFtV (Bond) GaiCd

Cr Grew has represented her Division since 1994. Cr Grew chairs the Corporate Governance and Administration Committee, is Deputy Chair of the economic Development and tourism Committee, and a member of the Special Budget and Community and Cultural Development Committees. She is also a member of the non-statutory events Advisory Committee and chairs the Community Communication Advisory Committee. In 2004, Cr Grew graduated from Bond University with a Masters Degree in Film and television. A graduate of the Australian Institute of Company Directors, she has an extensive background in marketing, public relations and events coordination.

Cr Grew has a passion for the film industry, and the arts, and is keen to provide more community facilities, including a youth centre, for her area.

t: (07) 5582 8255 F: (07) 5582 8240E: [email protected]: Robina library and Community Centre, Robina town Centre, Robina Qld 4226Office hours: 9am – 4.40pmEnrolled voters: 22,145

Opposite page (from left) Cr Bob La Castra, Cr Ted Shepherd, Cr Eddy Sarroff, and Cr Jan Grew with (below, from left) Cr Greg Betts, Cr Daphne McDonald, and Cr Chris Robbins. Photos: Steve Holland.

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3.1 Our organisational chart Council’s organisational diagram shown below not only represents the physical structure of Gold Coast City Council but also demonstrates how we deliver good governance. Council discharges its responsibility for the delivery of services to the community through the Chief Executive Officer and directorates.

Chapter 3

Our OrganisatiOnCouncillors set the organisation’s strategic direction, in consultation with the community, and under authority from the State Government. Our organisational structure enables Council to make responsible, accountable decisions, supported by expert advice overseen by both internal and independent external audit processes.

Cleaning the beach at Surfers Paradise.Photo: Brian Usher

Organisational chart reference:

(1) The State Government provides authority to Council through the Local Government Act 2009.

(2) The community elects the Council and provides input towards the city’s priorities.

(3) The Standing Committees consider the strategic direction for the city, within specialised areas, and provide recommendations to full Council.

(4) Council establishes priorities and considers recommendations received from its Standing Committees.

(5) Through the Chief Executive Officer and the Executive Leadership Team, Council decisions are carried out. The Executive Leadership Team also provides Council with advice on priorities and strategic direction.

(6) Internal Audit conduct appraisals from within Council, which provide assurance that the organisation is discharging its responsibilities effectively.

(7) The Audit Advisory Committee oversees the activities of internal audit and provides independent external review of our governance and internal control frameworks.

(8) Council’s controlled entities were established to manage specific functions within the city. These entities report their operational and financial position to Council through the Finance Standing Committee.

Council directoratesAn overview of each directorate is outlined below:

Business Improvement Leading enterprise business improvement initiatives.

City GovernanceWorking with the Gold Coast City Council to achieve good governance, long-term sustainability and the delivery of the Bold Future Vision.

Community ServicesProviding community services in the areas of public health and safety, waste and natural resource management, cultural and social development and sport and recreation.

Economic Development and Major ProjectsStrengthening the Gold Coast economy through creation and delivery of projects in partnership with the community, private and public sectors.

Engineering ServicesDelivering and maintaining quality municipal infrastructure and services for the Gold Coast now and for the future.

Organisational ServicesDelivering administrative, business support and financial services to Gold Coast City Council.

Planning Environment and TransportSupporting and facilitating the creation of a sustainable living city for the people of the Gold Coast now and into the future by undertaking land use and infrastructure planning and exercising development control.

Reform ProgramProviding organisational support for the implementation of water reforms for South East Queensland, as they impact on Gold Coast City Council.

Council (4)

Audit Advisory Committee (7)

Chief Executive Officer (5)

Internal Audit (6)

City Governance

Engineering Services

Economic Development and

Major Projects

Organisational Services

Planning Environment

and Transport

Reform Program

Community Services

Business Improvement

Community (2) State Government (1)

Controlled/Funded Entities (8)

• Gold Coast Arts Centre• Surfers Paradise Alliance• Broadbeach Alliance• Connecting Southern

Gold Coast• Gold Coast City Council

Insurance Company Limited

Executive Leadership Team (5)

Standing Committees (3)

• City Planning• Economic Development and Tourism• Community and Cultural Development• Corporate Governance and Administration• Engineering Services• Sustainable City Future• Special Budget• Finance

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020 GOLD COAST CITy COunCIL AnnuAl RePoRt 2010-11

OuR ORGAnISATIOnIntRoDuCtIon

Gold Coast City by night.Photo: Patrick Oberem

3.2 Chief Executive Officer’s ReportAsafecityisaliveablecity.AspartofitseffortstomaintainandimprovetheGoldCoast’sliveability, Council is focused on creating a safe city.

Throughout the 2010-11 year, the second in our five-year Corporate Plan, Council has undertaken a number of initiatives to achieve the aspiration, defined through our Bold Future survey, of creating “a safe city where everyone belongs”.

The devastation of the South East Queensland f loods in January reinforced the need for a city to be well prepared for extreme weather events.

Our Sustainable Flood Management Strategy aims to ensure that our stormwater infrastructure will cope with future f lood risks. Since 2002, Council has spent $87.7 million on citywide stormwater drainage projects. however, a review has shown that $150 million over the next nine years will be needed to address the city’s future drainage requirements.

The raising of the hinze Dam wall – a project initiated by Council – is now complete. This upgrade has the capacity to reduce peak flood outflow by 50 per cent in a one-in-100-year event and has significantly reduced the number of potentially flood-affected houses along the nerang River catchment. Our state-of-the-art Disaster Coordination Centre in Southport can play a critical role in coordinating disaster response operations within the city, if required.

We continue to be challenged by economic conditions on the Gold Coast but in response we are continually seeking ways to “future-proof ” the city.

Our Economic Development Strategy 2020 is the blueprint for our economic growth over the next decade. Through eight key business development programs, such as our investment attraction and TechGC initiatives, we aim to create 8000 jobs per year, 30 per cent of which are in export-oriented and knowledge-based industries.

Two significant projects to be completed in the past year are the $25 million redevelopment of the Surfers Paradise Foreshore and Stage Two of the $17 million Southport Broadwater Parklands. Both facilities will provide significant recreational space for residents and visitors now and in the future, as well as ongoing economic benefits via the staging of major events like the Gold Coast Marathon.

The design of the Surfers Paradise Foreshore boasts a number of urban safety features, such as high quality lighting, wide pedestrian paths and disability ramps.

The $949 million Gold Coast Rapid Transit project is progressing well. This project, one of the biggest transport infrastructure projects undertaken on the Gold Coast, is a major step forward in transforming the city into a modern, accessible destination.

Another transformative achievement for the city was the completion of the $144 million redevelopment of the Gold Coast Stadium at Carrara, which is home to the Gold Coast Suns AFL team. This world-class venue will serve as the main anchor for the Carrara Sports Precinct, for which the master planning is now underway.

Council continues to fulf il its commitment to the community in terms of providing important social infrastructure, particularly in the city’s growing north. new construction projects include the new helensvale Branch Library, at a cost of $19.3 million, and the $20 million upper Coomera Community Centre, while we have committed $9.4 million in the coming year for the acquisition of parkland for sports and recreation.

Finally, our Enterprise Resource Planning (ERP) and Property Program, which will replace over 70 of our existing systems into a single integrated solution, will greatly improve organisational eff iciency and our capacity to improve the experience of customers doing business with us.

I extend my thanks to Mayor Clarke and the Councillors, my Executive Leadership Team colleagues and all GCCC employees for their excellent efforts in meeting the challenges of the past year and making this city a better place for us all.

Dale DicksonChief Executive Officer

“Councilcontinuestofulfilitscommitmentto the community in terms of providing

important social infrastructure, particularly in the city’s growing north.”

GoldCoastCityCouncilChiefExecutiveOfficer,DaleDickson.


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OuR ORGAnISATIOnChIEF ExECuTIVE OFFICER’S REPORT

OuR ORGAnISATIOnChIEF ExECuTIVE OFFICER’S REPORT

Joe McCabeDirector City Governance Commenced position August 2003

Areas of responsibility corporate asset management

corporate communication

corporate planning and performance

Councillor support

financial management

fraud prevention and security

legal services and insurance

risk management

Qualifications Graduate of Australian Institute of Company Directors (GAICD), Bachelor of Business in Public Administration (QuT), Local Government Clerks Certif icate – Queensland.

Glen PotterDirector Organisational Services Commenced position April 2010

Areas of responsibility billing/revenue collection/legal recovery

customer contact

facilities management

human resources

information management

information technology

procurement

property management

records management

spatial information.

Mark HarveyDirector Reform Program Commenced position May 2008

Area of responsibility organisational support for the implementation of water reforms for South East Queensland as they impact on Gold Coast City Council

Qualifications Bachelor of Business (Public Administration) (RMIT), Diploma of Australian Institute of Company Directors (AICD).

3.3 Executive Leadership TeamDale DicksonChief Executive OfficerCommenced position July 2003

Areas of responsibility manage the local government focusing on public resources, service delivery and continual improvement

manage local government employees and promote equal opportunities

establish and implement policies and priorities of the local government

ensure access of information to the community

keep records of proceedings, accounts and transactions of the local government and its committees

assist Councillors in making a decision or supply information to which the local government has access

QualificationsMaster of Public Policy and Management (Monash), Bachelor of Business in Local Government (RMIT), Graduate Diploma of Management (CQu), Local Government Clerks Certif icate – Queensland and Victoria

Warren Day PSMDirector Engineering Services Commenced position July 1995

Areas of responsibility city cleaning

Councillor works

emergency/disaster management

fleet and plant

flood mitigation/drainage

lakes, canals, waterways

municipal design services

ocean beach management

road/bikeway construction

road maintenance

road/network management and safety

signshopoperations.

verge maintenance

Qualifications honorary Professor – School of Engineering (Gu), Master of Business Administration (Deakin), Bachelor of Engineering (JCu), Certificate of Local Govt Engineering nSW, Certificate of Local Govt Engineering QLD, Certificate as Municipal Engineer VIC, Public Service Medal (PSM) Australia Day honours 2009.

Colette McCoolDirector Community Services Commenced position March 1999

Areas of responsibility

aquatic centres

building certif ication

catchment management

cemeteries

community and cultural development

community grants

community safety

environmental health compliance

libraries

lifeguard service

management associations

natural areas management

off-street car parking and transit centre

parks and recreation

pest management

public health and immunisation

regulatory services (city parking, animal management, local law compliance)

social planning and development

sporting facilities

tourist parks

waste management

Qualifications Master of International Management (nTu), Fellow of Australian Institute Company Directors (FAICD), Graduate Diploma Public Executive Management (nTu), Graduate Diploma Administration (nTu), Graduate Diploma English as Second Language (nTu), Diploma Librarianship (Melb), Bachelor of Arts (uQ).

naida TattersallDirector Business Improvement Commenced position January 2010

Areas of responsibility program management

enterprise change management

Enterprise Resource Planning (ERP)/Property Program

Qualifications Doctor of Philosophy (u of A), Master of Educational Administration (unE), Graduate Certif icate in hRD (CSu), Bachelor of Arts (RCAE), Diploma in Teacher Librarianship (KCAE), Teaching Certif icate (nSW).

Darren ScottDirector Economic Development and Major Projects Commenced position March 2006

Areas of responsibility economic and industry development

feasibility studies

international connections and export developments

major projects

regional promotion

special events

tourism policy

QualificationsMaster of Business Administration (uQ), Bachelor of Engineering (hons) (uWA), Graduate of Australian Institute of Company Directors (GAICD).

Warren Rowe PSM

Director Planning, Environment and Transport Commenced position October 1995

Areas of responsibility centre improvement

Climate Change Strategy and Policy

contributed asset handover

development compliance

environmental planning

growth management

infrastructure charging

nature conservation

Office of the City Architect and heritage

open space acquisition

planning, implementation and assessment

regional f loodplain planning

strategic land use planning

transport planning and policy

urban design

Qualifications Bachelor of Regional and Town Planning (2A hons) (uQ), Graduate Diploma of Business Administration (QuT), Graduate Diploma in Executive Leadership (CSL), PSM - Public Service Medal. Fellow of the Planning Institute of Australia. Fellow of the urban Development Institute of Australia (FDIA).

Changes to the composition of the Executive Leadership Team

In line with the South East Queensland Water Reform, the position of Director Gold Coast Water was removed from the Executive Leadership Team in 2010-11.

Our Executive Leadership Team (from left) Warren Rowe, Mark harvey, Colette McCool, Joe McCabe, Dale Dickson, naida Tattersall, Darren Scott, Warren Day and Glen Potter.

Photos: Steve Holland and Marley McKean

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OuR ORGAnISATIOnExECuTIVE LEADERShIP TEAM

OuR ORGAnISATIOnExECuTIVE LEADERShIP TEAM

Southport Broadwater Parklands. Photo by Alinga

Our award-winning Southport Broadwater Parklandsthe Gold Coast’s centrepiece recreational area, Southport Broadwater Parklands, was recognised for its excellence in design and contribution to the liveability of the city with accolades including:

State winner in the 2010 Award for excellence in Infrastructure: Stormwater Industry Association of Queensland

State winner in the Award for Water Sensitive urban Design: Healthy Waterways Queensland 2010

national winner in the national landscape Architecture Award for urban Design: Australian Institute of Landscape Architects (AILA) 2010

State commendation in urban Design: Australian Institute of Landscape Architects (AILA) 2010

State commendation in urban Design: Australian Institute of Architects (AIA) 2010

Regional commendation in urban Design: Australian Institute of Architects (AIA) 2010

Finalist in the Climate Smart Built environment Award: Premier’s Climate Smart Sustainability Award 2010

Finalist in Best Practice in local Government: Institute of Public Administration Australia 2010

Finalist in excellence Award: Institute of Public Administration Australia 2010

State winner in Community Projects over $15 million: Queensland Master Builders Association 2010

State winner in Best Façade category: Association of Wall and Ceiling Industries 2011

national winner in Best Façade category: Association of Wall and Ceiling Industries 2011

Winner 2010 Inclusive Community Champion for Best Recreation, leisure, entertainment Venue or Precinct: Spinal Injuries Association of Queensland

Award for Sporting and Community Service Facilities over $15 million: Housing and Construction Awards, and

Regional commendation – the Hub in urban Design: Australian Institute of Architecture, Gold Coast Region Awards 2011.

The past few years can best be described by the saying ‘the more things change, the more they stay the same’. While Gold Coast City Council has experienced considerable change, it continues to face the challenges of the second phase of the Global Financial Crisis, along with the ongoing water reform program and continued growth and community expectations.

Financial environmentThe financial environment in which we currently live is uncertain and challenging. As the closest level of government to the community, Council is aware of the f inancial diff iculties being experienced by the community and has developed a number of strategies to lighten the load on ratepayers while providing assistance to the business community.

These strategies include:

identifying operational savings and achieving value for money

keeping rates increases to a minimum, and

maintaining the accelerated infrastructure program and provision of incentives to the business community.

Financial performanceCouncil was highly successful in implementing the above strategies to achieve value for money savings during 2010-11, with:

operational savings of $31.2 million

project savings of $7.4 million, and

procurement savings of $5 million.

Council has budgeted to realise further savings in 2011-12, being:

operational savings of $16.4 million, and

procurement savings of $5.1 million.

These savings were used to assist in the delivery of additional works and services, enabling Council to minimise the rates increase in 2011-12.

Keep rates increases to a minimumFunding of $6.7 million was identif ied in 2010-11 to enable a Cost of Living Rebate of $50 for owner-occupied dwellings in 2011-12.

As a result, Council was able to restrict the rates increase in 2011-12 (after the Cost of Living Rebate) for owner-occupied dwellings on the minimum General Rate and average General Rate to 0.2 per cent and 1.6 per cent respectively.

Deliver infrastructure and business incentivesCouncil was able to maintain an accelerated infrastructure program by delivering a capital works program of almost $280 million and by contributing $51.5 million to the Rapid Transit Project. This not only provides valuable infrastructure to the community but also assists with employment and economic growth. Major projects undertaken in 2010-11, or funded from 2010-11 funds, include:

completion of the Southport Broadwater Parklands

completion of the Surfers Paradise Foreshore redevelopment

completion of the Gold Coast Stadium

continuation of the Gold Coast Rapid Transit Project

the Gold Coast’s Commonwealth Games bid

commencement of the new helensvale Library and Community Facilities

commencement of the upper Coomera Community Facilities, and

funding of a police helicopter trial for the Gold Coast.

Business incentive programs for 2010-11 included the Investment Attraction Program, Export Assistance Program, Tech GC, Centre Improvement Program, funding of GC Tourism and business centre alliances, Priority Infrastructure Program rebate and Priority Infrastructure Program subsidy schemes.

In addition to the delivery of the above initiatives, Council’s weighted average return on investments was 6.12 per cent compared to the uBSA Bank Bill Index of 4.98 per cent, resulting in an additional return of $6.4 million above the index.

“Council will continue to strive to provide value for money services and facilities, and assist

ratepayers and the business community through lower rates, an accelerated infrastructure

program and business development programs.”

3.4 Chief Financial Officer’s Report

Chief Financial Officer, John Blair. Photo: Kenny Smith Photography

By way of explanation, the $1.4 billion loss reflected in the Statement of Comprehensive Income for 2010-11, is attributable to the loss of almost $1.5 billion on water reform. This loss is only a book entry, under the requirements of the Australian Accounting Standards, and has not impacted on Council’s working capital, f inancial operations or the year-end accumulated budget surplus. The loss merely reflects the difference between the value of assets transferred to Allconnex Water and the value of the participation rights Council holds in Allconnex Water.

Financial sustainabilityCouncil regularly monitors its financial performance and financial outlook throughout the year to adapt to changing conditions and requirements.

Council has adjusted its f inancial plan to compensate for the reduction in returns from the water and wastewater business, which is due largely to the capping of the retail water prices while bulk water charges continue to rise above CPI.

The decision by Council to bring back the water and wastewater retail and distribution business from Allconnex Water to Gold Coast City Council also has been included in the plan, but further adjustments may be necessary when the full impact of the decision becomes available.

Council continues to borrow to help fund the accelerated infrastructure program. Importantly, financial indicators demonstrate that Council is managing the use of debt responsibly and has the capacity to maintain its borrowing program.

Preliminary information relating to Council’s asset management plans indicate that Council’s assets generally are in good condition, and there is no immediate need to adjust the financial plan. however, there may be a need to place more emphasis on the renewal of assets in future years given the ageing of assets.

Based on the current plan, Council’s financial performance indicators (as shown in the table below) demonstrate a strong outlook when assessed against the established sustainability benchmarks.

Indicator Target 2010-11 2015-16 2020-21

Working capital >1:1 6.30:1 2.63:1 2.10:1

operating surplus 0%-15% 21.0% 15.1% 22.0%

Debt service <20% 7.09% 10.14% 8.86%

Net financial liabilities <60% 26% 66% 35%

Interest coverage <10% -0.1% 4.3% 2.5%

Asset consumption 40%-80% 70% 82% 79%

See pages 107 - 108.

Looking aheadThe challenges we face as a community are likely to continue into the near future and Council will continue to work towards meeting these challenges.

Council will continue to strive to provide value for money services and facilities, and assist ratepayers and the business community through lower rates, an accelerated infrastructure program and business development programs.

John Blair, Manager Corporate Finance

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OuR ORGAnISATIOnCHIeF FInAnCIAl oFFICeR’S RePoRt

OuR ORGAnISATIOnChIEF FInAnCIAL OFFICER’S REPORT

Lucas Proudfoot came to the Gold Coast six years ago, drawn by the city’s lifestyle and employment opportunities. A musician and cultural performer, he is passionate about his role in educating children about the Coast’s rich indigenous heritage through his Circular Rhythm contemporary music, song and dance presentations. Lucas is an advocate for the Evandale cultural precinct which he believes will enhance the city’s reputation as a cultural hub and encourage greater participation in the arts. “Having a cultural precinct, attracting international artists, will do that,” he says.

LUCAS PROUDFOOT

Key Focus Area 1

LIVEABILITY: A CITY LEADING BY EXAMPLEEmpowering our community through information and knowledge sharing

Cultural performer, Lucas Proudfoot (right).


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OUR KEy FOCUS AREASKEY FoCuS AREA 1 - A CItY LEADInG BY EXAMPLE

Key performance indicator summarySee page 32

● Percentage of Council’s Budget allocated between green and private motorised modes of transport

● Volume of fresh drinking water consumed per capita per day

● Level of State and Federal Government subsidies and grants awarded to Council

● City's mapping for flood impacts

Additionally, we are developing or reviewing our:

Gold Coast City transport Strategy

Growth Management Strategy

Community Well-being Strategy, A Safe and Inclusive Gold Coast

Watercycle Management Strategy

Solid Waste Management Strategy, and

ocean Beaches and Foreshores Strategy.

Dealing with climate changeCouncil is increasing its efforts to mitigate the potential impact of climate change on the city, working with residents and community leaders to develop the city’s climate change resilience.

We are leading by example in aiming to ensure that Council’s operations are carbon neutral by 2020 and have made significant progress towards achieving this goal by:

operating 45 hybrid passenger vehicles and two hybrid trucks

trialling Council’s f irst electric vehicle

installing energy-efficient LED lights to reduce carbon emissions

using covers at all Council pools to reduce electricity use, saving more than 850 tonnes of Co

2 emissions annually

making energy eff iciency improvements to our nerang and Surfers Paradise administration buildings, reducing Co2 emissions by 2100 tonnes annually

generating solar power at the Southport Broadwater Parklands, reducing some 80 tonnes of Co2 emissions annually, and

targeting five-star environmental performance according to the national Australian Built Environment Rating (nABERS) system in planning our new Robina workplace.

Contributing to the community through rates discounts, remissions, subsidies, donations, contributions, rebates, interest-free loans, event sponsorship and other funding, we contributed $49 million to the community during 2010-11. Major beneficiaries were:

ratepayers (including pensioners) receiving discounts – $29.8 million

pensioner ratepayers – $6.6 million in Council remissions and $5.1 million in State Government subsidies, and

community organisations – $2.4 million in donations equivalent to their rates, $3.6 million as donations and grants (not including donations to assist with the delivery of minor community events) and $1.6 million as assistance for water and wastewater charges.

Sharing decision-makingWe are working in partnership with the community by providing residents with the opportunity to have a say on issues that influence their lives and the liveability of their city. through community consultation, we are building a more sustainable city by involving residents in decisions that will shape the future of the Gold Coast, and also improving our understanding of community needs and our response to them. A component of this is Council's 'Have your say' website. During 2011-12, a new community engagement policy will be developed. under the Local Government Act 2009, a community engagement policy is required to be implemented. It is anticipated this will be considered by Council before June 2012. Initiatives that were the focus of community consultation during 2010-11 included the:

Gold Coast City Council Library Services Review

Gold Coast Cultural Precinct Masterplan

Draft Vision for Surfers Paradise

Cavill Mall redevelopment

Statement of Proposal for Gold Coast City’s new Planning Scheme, and

future of South Stradbroke Island.

Maintaining strategic partnershipsWe are committed to achieving a shared vision for the city by developing strong partnerships with other levels of government, the business sector and the community. our key strategic partnerships include the:

Communit y Safet y E xecutive Forum which consist s of representatives from Council, the Queensland Police Service, Gold Coast tourism, neighbourhood Watch, the Department of Communities and the Combined Chamber of Commerce who discuss safety issues

Council of Mayors SEQ, an advocacy organisation that represents the interests of residents in South-east Queensland. Its charter is to influence State and Federal Government funding priorities for the region. Council of Mayors represents regional and city councils within a 35,000 km2 area, from the Gold Coast to the Sunshine Coast and toowoomba, and

Gold Coast Waterways Steering Committee, established in July 2010, to improve community access to the city’s tidal waterways through better planning and delivery of facilities for commercial and recreational boaties. the steering committee is concerned with the sustainable management of waterways, including the dredging of navigation channels, and supporting local marine and tourism industries.

Our highlightsWe continued to work with the community to respond to current and emerging challenges, encouraging residents to become more involved in Council’s decision-making processes that affect not only everyday life but also the long-term liveability of Gold Coast City. During 2010-11 we made further significant progress towards building a more socially and environmentally sustainable city by:

continuing to involve the community in decision-making leading by example in our efforts to reduce the city’s carbon footprint assisting other communities affected by natural disasters continuing to develop strategies to achieve our Bold Future Vision for the city, and

working in partnership with other councils and government agencies.

Addressing our challengesthrough our Bold Future Vision community consultation process in 2007-08, residents helped Council to identify what they saw as the long-term challenges facing the city and how they would like to see it develop during the next 30 years. In the f irst steps towards achieving this shared Bold Future Vision, we are working to address the challenges of climate change, community engagement and leadership to ensure that our city is a place where:

there are strong foundations for sustainability

there is active community involvement

there is collaborative leadership and strong partnerships, and

we respond to current and emerging challenges by working together.

Our progressFocusing on our Bold Future Visionto achieve our Bold Future Vision for the next 30 years, we are developing strategies with a long-term planning perspective, considering community needs, legislative requirements, potential opportunities and barriers as well as f inancing and resourcing requirements.

We are already implementing our:

Climate Change Strategy 2009-14 – see page 31 nature Conservation Strategy 2009-19 – see page 36 Sustainable Flood Management Strategy 2010-15 – see page 52 BusinessGC 2020 Economic Development Strategy – see page 60

Asset Management Strategy 2010-15 – see page 75, and

Customer Contact Strategy 2010-20 – see page 94.

7.44%decrease in Council's net greenhouse gas emissions.

44,596incidence in uptake of government incentives for sustainable living practices.

15,221visits to Council's 'Have your say website'.

$29.8 millionin discounts to ratepayers (including pensioners).

WE ARE BuILDInG A SoCIALLY AnD

EnVIRonMEntALLY SuStAInABLE CItY,

EMPoWERInG tHE CoMMunItY to WoRK

toWARDS A SHARED VISIon FoR tHE

FutuRE.




Helping neighbours in need...The December-January flooding, which left three quarters of Queensland declared natural disaster areas, also resulted in an enormous level of assistance and support from the Gold Coast to our neighbouring communities.Council and city residents banded together to bring relief to some of the 70 towns and hundreds of thousands of people affected by the worst f looding in Queensland since 1974, by providing financial and material assistance to stricken communities.

An army of volunteers, including children on school holidays, transformed the ground floor of the Council chambers at Evandale into an assembly line during a 10-day hamper drive.

More than 2500 hampers containing a range of essential household items, donated by members of the Gold Coast community, were packed for dispatch to the Gold Coast’s f lood-affected neighbours, Goodna, Ipswich, Lowood and Brisbane, as well as those further afield in Oakey, Esk, Dalby, Chinchilla, Condamine and Theodore. Around 1000 temporary beds were also airlifted from the Gold Coast to Theodore.

Council deployed staff from its Incident Management Team to the Lockyer Valley and Somerset Regional Councils, to assist in managing the flood emergency and also to help Somerset to develop its own capacity to deal with the disaster.

During the flood clean-up, Council crews and equipment assisted Brisbane and Ipswich City Councils, with Council staff also helping to repair roads in the Ipswich area.

In the aftermath of Cyclone Yasi in North Queensland in early February, Council deployed Environmental Health Officers to the Hinchinbrook Shire Council. Council Environmental Health Officers also assisted following the flooding in the Ipswich City and Lockyer Regional Council areas.

To boost the recovery effort, Council provided $450,000 in financial support, with $130,000 donated to the Premier’s Flood Appeal, $200,000 to communities in the Lockyer Valley, $75,000 to Ipswich City and $45,000 to Theodore.

The major impacts of the wild weather on the Gold Coast included localised f looding, minor landslides and damage to property caused by trees and leaking roofs.

Council has ensured the city is able to meet the challenge of extreme weather events and other potential disasters.

Its Disaster Management Unit – in consultation with Emergency Management Queensland, Queensland Ambulance Service, Queensland Fire and Rescue, Queensland Police Service, the Department of Main Roads, Queensland Health, Queensland Parks and Wildlife Service, Telstra, Energex and Gold Coast Airport – prepared an updated disaster management plan for the city during 2010-11.

Council’s Disaster Coordination Centre, a leading-edge facility in Southport, plays a crucial role in the city’s response to a major emergency and helping the community recover as quickly as possible.

The Gold Coast City Council Disaster Hotline is 1800 606 000. For other emergencies phone 000. For further information, visit goldcoastcity.com.au/disaster

Looking aheadWe will continue to work with business, the community and other levels of government in 2011-12 to develop innovative solutions to respond to current and emerging challenges facing the city by:

allocating $789,000 for the continued roll-out of our Climate Change Strategy – Council’s blueprint for becoming carbon neutral by 2020 – with community education and emissions reduction initiatives such as vegetation offsets for Council’s vehicle fleet

continuing our Marine Projects Partnership with the State Government, allocating $1 million for dredging navigation channels, improved planning of the Broadwater precinct and developing a waterfront destinations strategy

providing rates rebates totalling $6.6 million to approved pensioners, $2.2 million to non-profit organisations, and water and wastewater concessions of $1.5 million to non-profit organisations to enhance community services

continuing to develop and review the strategy portfolio which contributes to delivering our Bold Future Vision for the city and our Corporate Plan, and

providing $28.17 million for the Enterprise Resource Planning (ERP) Property Program, an integrated computer solution to transform our operations, so that Council can become a world-class, 24/7 customer service organisation (see page 93).

Our performance ● Percentage of Council’s Budget

allocated between green and private motorised modes of transport

As shown by the graph below, Council’s budget allocation for green modes of transport has increased significantly, from 21 per cent in 2009-10 to 54 per cent in 2010-11. this increase of more than $40 million in the past year reflects Council’s contribution to the Rapid transit Project and its commitment to sustainable public transport.

Proportion of Council’s Budget allocated between green and private motorised transport

Perc

ent

100

80

60

40

20

02006-07 2007-08 2008-09

–––– Private motorised –––– Green transport2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Green transport ($)

9,719,400 14,222,608 20,675,904 21,258,928 61,569,000

Private motorised ($)

104,769,600 74,296,392 71,112,496 81,472,872 52,880,000

Total expenditure ($)

114,489,000 88,519,000 91,788,400 102,731,800 114,449,000

Green transport

8% 16% 23% 21% 54%

Private motorised

92% 84% 77% 79% 46%

● Volume of fresh drinking water consumed per capita per day

Figures from Allconnex Water indicate that the downward trend in the consumption of water, that has been evident in recent years, continued during 2010-11. As shown by the graph below, the average consumption of drinking water per capita per day is 184 litres.

Drinking water consumed per capita per day

L pe

r cap

ita

250

200

1502006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

L per capita 242 207 214 202 184


While the graph below would appear to indicate a significant reduction in the level of State and Federal Government subsidies and grants awarded to Council during the past year, it points instead to a return to the level of funding received prior to 2007. this reduction in subsidies and grants is due to the:

completion of the Gold Coast Stadium, which received $36 million in 2009-10

formation of Allconnex Water as a separate legal entity, which received $7 million in 2009-10, and

completion of Southport Broadwater Parklands, receiving $18.5 million in 2009-10.

Level of State and Federal Government subsidies and grants awarded to Council

$ m

illio

n

80

60

40

202006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Funding ($ million) 68.06 61.96 68.60 78.35 39.10

● City's mapping for flood impactsAs shown by the graph below, improvements continued on Council’s Flood Management Decision Support System during 2010-11, providing greater coverage of the city in the event of flooding.

Percentage of Gold Coast City covered by Council’s Flood Management Decision Support System.

60

40

20

0

Perc

ent

2008-09 2009-10 2010-11

2008-09 2009-10 2010-11

Coverage 37% 41% 58%

Cleaning up following South East Queensland’s floods.Photo: Stefan Siems

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OUR KEy FOCUS AREASKEY FOCUS AREA 1 - A CITY LEADING BY EXAMPLE


Sophie and her brother Caleb love growing up on the Gold Coast. they enjoy the city’s natural environment, particularly its beaches, as well as the many community facilities the city has to offer. Among their favourite places are Council’s libraries, which provide a wide range of educational and enjoyable activities for children and adults, and the Southport Broadwater Parklands. “We love going to the rock pools at Broadwater parklands,” says Sophie.

SOPhiE AnD CALEB WOOD

Key Focus Area 2

LIVEABILITY: A CITY LOVED FOR ITS GREEN, GOLD AND BLUEProtecting and enhancing the natural environment, open spaces, beaches and waterways

Southport Broadwater Parklands fans, Sophie and Caleb Wood (right).



OUR KEy FOCUS AREASKEY FoCuS AREA 2 - A CItY LoVED FoR ItS GREEn, GoLD AnD BLuE

$6.77minvested in Council's Nature Conservation Strategy in 2010-11.

C+Gold Coast waterways overall grading.

49.1%of vegetation coverage across the city.

$44 millionallocated to Gold Coast City Council's Parks

Program to continue the greening of the Gold Coast.

All ratepayers are contributing to conserving the city’s natural heritage through the open Space Preser vation Lev y. Since 1999, this has provided some $38 million for the acquisition of more than 3950 hectares of ecologically signif icant land in 12 key areas citywide.

Maintaining our parksCouncil continued to invest in the greening of the Gold Coast during 2010-11, allocating more than $44 million to its parks program.

More than $35.68 million was allocated to our Major open Space Program – with the upkeep of the city’s grassed areas costing more than $15.19 million alone – and for the maintenance of parks, park facilities and landscaping to maintain our city’s image.

We are committed to ensuring our city’s open spaces are safe, with parks maintenance focused on ensuring that trees pose no risk to life or property, and that playgrounds and other facilities are well maintained.

Acquisitions under our $7.41 million Inspirational Parks Program included the former Paradise Country site at nerang, an extension to Bromley Park at Palm Beach and 5.3 hectares at Platypus Park on the Coomera River at oxenford.

For further information on Council’s parks, visit gcparks.com.au

investing in capital worksCouncil’s $15 million Capital Works Program represents a substantial investment in two of the city’s signature features – its beaches and waterways.

our $1.838 million ocean beaches capital works program included the construction of sea walls and dredging at the mouths of tallebudgera and Currumbin creeks, as well as the provision of beach showers, furniture and fencing.

to help protect Gold Coast waterways from pollution, Council allocated $12.49 million to stormwater drainage projects which will reduce the risk of flooding in the city. Key projects undertaken during the year included works at Seagull Avenue, Mermaid Beach and nagel Street, Miami.

Flood mitigation works of $188,000 during 2010-11 will protect and enhance the city’s waterways. Work continued during the year on the Bond university culvert upgrade and the culvert renewal program which included the re-profiling of silted drains.

Access to water-based recreation has been improved through our $511,000 tidal Waterways Program which includes boat ramps, swimming enclosures and foreshoreway projects such as the Surfers Central Riverwalk.

Managing catchment areasWe are committed to ensuring the ongoing health of the Gold Coast’s waterways, allocating more than $1.36 million to our Catchment Management Plans in 2010-11.

In line with catchment management plans and actions identified in the SEQ Regional Water Quality Management Strategy, we have continued to focus on:

the ecological health and biodiversity of our waterways

water quality and the extent of riparian vegetation along waterways, and

developing stormwater management plans.

investing in city foreshoresCouncil continued its investment in the Foreshoreway Program during 2010-11 to encourage green modes of transport for travel and recreation along the foreshores of beaches and waterways.

During 2010-11, more than $2.18 million was allocated for works on the: Broadwater Foreshore; Bilinga oceanway shared path; Ann Jackson Memorial Park at Paradise Point; tallebudgera Creek north; and the thrower Drive underpass at Currumbin.

Creating a GreenheartPlanning continued during 2010-11 on our 50-year program to create one of the world’s largest urban parklands, the Greenheart of the Gold Coast.

In one of the most significant projects of its kind being undertaken in Australia, the proposed Greenheart will not only secure the Carrara-Merrimac f loodplain but also create a world-class community space, with walking and cycling trails among the many planned features.

Hydraulic and soil investigations and bulk ear thworks were undertaken on the Greenheart’s southern cell during the year.

Refurbishing Tipplers ResortCouncil has a long-term vision for South Stradbroke Island, in line with the community’s Bold Future Vision for the Gold Coast environment.

Since acquiring tipplers Resort for $7 million in 2008-09, it has been working to preserve the cultural heritage and natural values of the area, its traditional links to the Yugambeh and Quandamooka indigenous people, and its 230 plant and animal species.

During 2010-11, work continued on the retrofitting of electricity networks, and the installation of solar technology and low-emission light f ittings.

Our highlightsWe have continued to invest heavily in projects and programs which contribute to the safety and liveability of the city by enhancing its social and environmental sustainability. During 2010-11, we continued to work with the community to:

preserve and enhance the city’s natural heritage and values create safe, world-class public recreational areas encourage the use of green modes of transport along city foreshores, and

minimise waste and encourage recycling.

Addressing our challengesour Bold Future Vision community consultation during 2007-08 revealed residents’ concerns for the future liveability of the Gold Coast and the need to balance development and population growth with retaining the city’s natural heritage and values. We are working to address these challenges so that our city is a place where:

parks and open spaces are safe and accessible for all members of the community

biodiversity is protected wildlife corridors are well managed the city’s coastline is protected to sustain its amenity and biodiversity water resources and waterways are protected and enhanced, and we manage resources and waste responsibly for the benefit of future generations.

Our progressPreserving our natural heritageCouncil is working closely with the community to preser ve the natural heritage of one of the most biodiverse regions in Australia, Gold Coast City.

our $6.77 million nature Conservation Strategy shows an increasing commitment to preserving rare and threatened plant and animal species, many of which can be found on private land.

through Land for Wildlife and Voluntary Conservation Agreement programs, residents are working with Council to protect and restore wildlife habitats, with the ultimate goal of retaining at least 50 per cent of native vegetation.

Council is also committed to koala conservation, relocating koalas from high-risk areas to conservation zones at Lower Beechmont and Wongawallen. Council’s removal of wild dogs and foxes from these areas also is benefitting other native wildlife.

tHE CItY’S LIVEABILItY DEPEnDS on HoW

WE MAnAGE ItS nAtuRAL EnVIRonMEnt,

tHE GREEn – ItS BuSHLAnD, GoLD – ItS

BEACHES, AnD BLuE – ItS WAtERWAYS.

Key performance indicator summarySee pages 38 and 40

● number of hectares of land made available for conservation and wildlife protection

● Beach health report (Beach Volume index)

● Average annual grading of waterways across the city

● Percentage of materials diverted for recycling/re-use at landfill and transfer stations




Walkers enjoy Springbrook National Park.Photo: Remco Jansen

Revegetating Kirra dunesA 14-month revegetation program to protect and enhance Kirra’s sand dunes is an essential element of Council’s restoration of one of the Gold Coast’s best known surfing beaches.

under the State Government-funded Kirra Beach Restoration Project, some 18,000 plants will be used to revegetate a 1.7 kilometre stretch of dunes in an effort to manage the build-up of sand on the beach.

Community consultation over the long-term options for Kirra’s management has taken place since 2009.

Minimising wasteCouncil’s 2020 Vision on Waste, our long-term strategy to deal with the city’s solid refuse, is focused on the recovery of resources through recycling.

our Wipe out Waste (WoW) program in schools is educating school children and members of the community on how to minimise waste. More than 300,000 students and city residents have participated in the program since its launch in May 2000.

For further information on our waste management initiatives, see our Statement of operations on page 98.

Looking aheadWe will continue to invest heavily in a range of programs which will protect the city and its natural environment, to ensure its liveability for future generations. Key initiatives for 2011-12 will include:

capital works programs and drainage upgrades of $27.4 million to protect the city from flooding

waste management capital works of $32.6 million to ensure we meet the needs of our growing city

land acquisitions funded by $10 million from the open Space Preservation Levy to preserve the city’s natural heritage and values

maintenance of fire tracks and water tankers in rural areas to protect residents and the city’s natural areas from the threat of bushfire

ensuring the ecological health of the city’s waterways through our Catchment Management Program

allocating $11 million to manage our beaches, which contribute significantly to the liveability of the city and its economy

maintaining waterways and boating facilities for the safety of residents and visitors

works at our showpiece Botanic Gardens and the ongoing maintenance of park facilities, and

the acquisition of parkland for recreation and sporting activities to enhance the liveability of Gold Coast City and the health and well-being of the community.

30,000free trees provided to the community in 2010-11

Our performance ● number of hectares of land available for

conservation and wildlife protectionLand for Wildlife, Voluntary Conservation Agreements, and Open Space Preservation Levy

As shown by the graph below, membership of our Land for Wildlife program has grown moderately during the past f ive years. During 2010-11, it was boosted by the recruitment of 19 new properties – a total of 119 hectares of retained habitat and 54.9 hectares of habitat under restoration. Although eight properties were deregistered due to change of ownership, the total area currently under Land for Wildlife management is 3672 hectares. A recruitment drive is planned for 2012.

A new Higher Voluntary Conservation Agreement (VCA) at Springbrook and a new General VCA at neranwood were registered during 2010-11, bringing the total area covered by the scheme to 517 hectares. the number of properties and the total area covered by VCAs have not changed signif icantly during the past f ive years, as new VCAs have offset the loss of VCA properties sold. Proposed changes to the VCA policy, broadening eligibility criteria and providing greater incentives for landowners, have the potential to significantly increase participation in the scheme.

During 2010-11, our open Space Preservation Levy, in addition to Federal Government funding under the national Reserve System, allowed Council to secure a Bally Mountain property for its conservation reserve in upper Bonogin, Austinville and tallebudgera valleys. A Priority Acquisition List, endorsed by Council in late 2010, will be used to guide our land acquisitions during the next f ive years.

Are

a pr

otec

ted

(hec

tare

s)

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ VCA ■ LFW ■ OSPL

2006-07 2007-08 2008-09 2009-10 2010-11

OSPL 3,192 3,587 3,590 3,854 3,957

LFW 3,257 3,683 2,195 3,568 3,672

VCA 484 562 565 508 517

Total hectares 6,933 7,832 6,350 7,930 8,146




● Beach health report (Beach Volume index)While the resilience of Gold Coast beaches to storm surge is monitored by Council each year, this is the f irst year we have included these survey results in our Annual Report. Resilience to storm surge is measured by the Beach Volume Index (BVI). A beach with a BVI of 1.00 is considered to have enough sand to withstand medium storm events, while a BVI value of less than 1.00 indicates the beach is vulnerable to erosion back to the seawall. As shown by the graph below, at June 2011, eight of the Gold Coast’s 13 beaches were considered to be adequately resilient to storm events.

Survey results from 2010-11 have been comparable to those of the past five years, in that the central Gold Coast beaches, with BVI scores less than 0.9, remain vulnerable to storm events. Beaches with low BVI scores are prioritised for attention under Council’s four-year Capital Works Program.

9

6

3

0

num

ber o

f B

each

es

2008-09 2009-10 2010-11

12

15

–– Number of beaches with BV≥1 –– Performance objective

2008-09 2009-10 2010-11

Number of beaches with BVI ≥1 7 8 8

Performance objective 13 13 13

● Average annual grading of waterways across the city (as rated in the SEQ healthy Waterways Report Card)

As shown by the table below, the most recent f igures available from the annual SEQ Healthy Waterways Report for 2010 indicate an improvement in the health of Gold Coast waterways over the previous year. In the Healthy Waterways Report Card, the Gold Coast’s waterways achieved an overall grading of ‘’C+’’ up from ‘’C-‘’ in 2009.

2006 2007 2008 2009 2010

Freshwater waterways

Pimpama/Coomera catchment

C+ B- B- B+ B

Logan River D+ D D D D+

Albert River B B- B- A- B-

Nerang catchment C+ A- B+ B B+

Tallebudgera / Currumbin catchment

C B+ A- B B+

Estuarine waterways

Pimpama River estuary C C+ C+ C C

Coomera River estuary A- B B B- C+

Nerang River estuary B B B B B-

Tallebudgera Creek B+ B- B B B

Currumbin Creek estuary A- B- B- B C

Marine and Moreton Bay

Southern Moreton Bay D B- C+ F F

Average result B- B+ B C- C+

● Percentage of materials diverted for recycling/re-use at landfill and transfer stations

As shown by the graph below, the overall volume of material recycled at Council landfills and transfer stations during the year continued its upward trend. this equates to 34.92 per cent of the total waste received being recycled, in line with the 2020 Vision on Waste.

Perc

ent 30

25

20

15

102006-07 2007-08 2008-09

–––– Percentage of materials diverted for recycling/re-use at landfill and transfer stations

2009-10 2010-11

35

2006-07 2007-08 2008-09 2009-10 2010-11

Total waste received at landfills (excluding soil for landfill cover)

551,084 681,117 617,658 578,444 668,556

Soil received at landfills 251,800 154,869 250,062 182,690 264,151

Total materials diverted for recycling/re-use from landfills and waste and recycling centres

108,038 118,989 134,143 147,466 233,506

Percentage of materials diverted for recycling/re-use at landfill and transfer stations

19.60 17.47 21.72 25.49 34.92

Creating safe, world-class venuesThe Gold Coast’s climate and outdoor lifestyle make it one of Australia’s most liveable cities, and Council’s creation of two world-class community recreation areas is allowing residents and visitors to make the most of it.Constructed in several stages to minimise the impact on local businesses and visitors, the Surfers Paradise Foreshore Redevelopment was completed in April 2011, under budget and three months ahead of schedule.

The redevelopment aimed to reconnect the heart of Surfers Paradise to one of the city’s landmark beaches, creating a safer, more accessible public space and additional recreational facilities along the beachfront.

In a collaborative effort, Council contributed $20 million, the State Government provided $5 million and the Juniper Property Group carried out a portion of works in front of its Soul high-rise development.

The project has provided a 20-metre wide pedestrian promenade, beach shelters, barbecues, picnic areas, public toilets, feature lighting and improved beach access, including ramps for people with disabilities.

As well as delivering much needed infrastructure for the city, the project also provided economic stimulus through employment, with 90 per cent of workers on the site being Gold Coast-based.

To provide ongoing employment and maintain the momentum of the Southport Broadwater Parklands redevelopment, Council provided an additional $17 million for the second stage of the project, completed in December 2010.

This included improving the entry to the parklands in front of the Southport Pool, building a children’s water play area and creating Anzac Hill as a focal point for commemoration events.

A 2.8 hectare reclamation area at the southern end of the parklands includes picnic facilities, shelters and barbecues on the foreshore, access through the sand dunes to the Broadwater and a large lawn area for organised events or relaxed recreation.

one of our city’s younger residents, Sam Gledhill (right).


The Surfers Paradise Foreshore Redevelopment.Photo: Alinga

040 GOLD COAST CiTy COUnCiL AnnuAL REPoRt 2010-11 GOLD COAST CiTy COUnCiL ANNUAL REPORT 2010-11 041

OUR KEy FOCUS AREASKEY FOCUS AREA 2 - A CITY LOVED FOR ITS GREEN, GOLD AND BLUE


Although semi-retired, John Whenuaroa drives the Council-funded Cancer treatment Bus twice weekly, transporting oncology patients to and from hospital. “I get to know the regulars and build a relationship with them. It’s good they get some social interaction. It makes them happy, and I enjoy seeing them happy,” he says. Donated by Gold Coast Mayor Ron Clarke and family, the bus honours their late daughter, Monique. John hopes to see its valuable service continued well into the future. “I feel it’s important for the community to provide a service like this to these folk and their families,” he says.

JOhn WhEnUAROA

Key Focus Area 3

LIVEABILITY: A CITY CONNECTING PEOPLE AND PLACESExpanding transport, communication and social networks that link people, homes, workplaces, schools, communities and significant places locally and globally

Bus driver John Whenuaroa’s smiling face cheers cancer patients.



OUR KEy FOCUS AREASKEY FoCuS AREA 3 - A CItY ConnECtInG PEoPLE AnD PLACES

Key performance indicator summarySee pages 46 and 48

● Road network capacity versus degree of traffic saturation (in specified areas)

● Average age of road surfaces between treatments

● Pavement Condition index

● Percentage of trips made by public transport

● Library membership as a percentage of population

● Percentage of library stock in languages other than English

● Community centre utilisation

● Allocation of Regional Arts Development Fund grants

$23 millioninvested in our libraries in 2010-11.

16%increase in the use of public transport.

98.5%of businesses within the Pacific Innovation Corridor are connected to broadband.

17,775 trips made by seniors and people with disabilities using Council Cabs.

Council continued to invest in library infrastructure with the $229,000 redesign of the Runaway Bay Library and the $678,000 refit of the Palm Beach Community Lounge. Design work was completed for a new library at upper Coomera as well as at Helensvale, which will have a music lab and 200-seat auditorium.

At 30 June 2011, there were 263,925 members of Council libraries citywide, representing some 48 per cent of the city’s estimated population. For further details on Council’s libraries, visit the website, goldcoast.qld.gov.au/library

improving safety of roads and bikewaysour investment of more than $52 million in improving the safety of the city’s transport network during 2010-11 will ensure it keeps pace with the Gold Coast’s population growth. During the year we allocated:

$25.91 million to our Major Roadworks Program, with the upgrade of: Bonogin Road, Mudgeeraba; Gilston Road, nerang; Smith Street, Gaven; and Peanba Park, Willow Vale

$15.74 million to our Road Rehabilitation and Reseal Program, which ensures roads continue to meet Council’s high standards

$2.74 million for improvements to roads identified as accident black spots or where traffic flows could be improved

$2.78 million to our Rural Bridges Program, which is improving the road network with the construction of new bridges and the replacement of ageing structures, and

$4.84 million to our Major Bikeways Program for the city’s on and off-road cycle network.

A city transport strategy will be f inalised in late 2012, following community consultation in late 2011 and early 2012.

Meeting community transport needsCouncil continues to improve public transport services to better meet community needs and reduce traffic on the city’s road network.

In addition to the $70 million provided by the State Government for public transport on the Gold Coast, Council in 2010-11:

subsidised bus services, providing some $7 million for transLink to operate Surfside buses, with passengers taking over 17 million individual trips during the year

funded Council Cabs, a door-to-door service for 17,775 seniors and people with disabilities to travel to their local shopping centre for $2 each way

operated a park and ride service at Bundall, providing easy access to the busy Evandale commercial precinct for more than 24,000 passengers, and

provided transport for some 6000 oncology patients to specialist treatment on the Cancer Bus, established by Gold Coast Mayor Ron Clarke and family in honour of their late daughter, Monique.

Creating a new cultural precinctthere has been a chorus of approval from the Gold Coast community for a new arts and cultural precinct at Evandale.

Council’s community consultation relating to the redevelopment of Evandale showed strong support for the proposal, with 79.7 per cent of submissions favouring the idea of a centralised cultural precinct and 70 per cent supporting Council’s draft master plan for the area.

the 1300 submissions received by Council recognised the need for a cultural heart for the Gold Coast to cater for the growing population in Australia’s sixth largest city, and to attract the large-scale productions that currently tour the nation’s capitals.

However, the project is dependent on the Evandale Gold Coast City Council’s Administration Centre being relocated.

A proposed Council off ice workplace at Robina would allow the redevelopment of Evandale and deliver some $2 million a year in efficiency savings, while contributing to Council’s goal of carbon neutral operations. Council has decided to defer a decision to commence the Robina workplace project until May 2012. See page 88 for more information.

Contributing to the artsCouncil continued to contribute to the cultural life of the city during 2010-11, allocating more than $848,000 to arts activities for residents of all ages and interests. this included:

providing $250,000 to 37 programs through the Regional Arts Development Fund

Creative Juices programs, with 11 workshops filled to capacity, and

Making Music Live!, a 10-week music workshop for young people which culminated in public concerts at the Robina Community Centre and Surfers Paradise Beach.

Conserving our city’s heritageDecades of unprecedented growth and development mean the Gold Coast of today bears little resemblance to the city that was proclaimed in 1959.

to protect the city’s history and heritage, we allocated more than $196,000 to our Gold Coast Heritage Management Plan in 2010-11.

Since endorsing our heritage register in March 2010, Council has entered or proposed the entry of 75 places of signif icance and continued research to support heritage conservation in the city.

BY EXPAnDInG tRAnSPoRt,

CoMMunICAtIon AnD SoCIAL nEtWoRKS

WE ARE CREAtInG A SAFER, MoRE LIVEABLE

CItY AnD EnHAnCInG ItS SEnSE oF

CoMMunItY.

Our highlightsWe have continued to maintain the momentum of the social and community infrastructure programs which are transforming our city and helping to realise the community’s Bold Future Vision for the Gold Coast. Highlights of our progress during 2010-11 include:

the Rapid transit Project – commencement of construction on the biggest transport infrastructure project undertaken on the Gold Coast in which Council is working with the State and Federal governments and the private sector

expansion of our public library services, which are now Australia’s second largest, with major investments in new infrastructure and resources, and

improvements to the safety of the road transport network and extension of the bikeway network.

Addressing our challengesEnsuring the Gold Coast has the transport and social infrastructure necessary to keep pace with its rapid growth and development was one of the key concerns raised by residents during Council’s Bold Future community consultation during 2007-08. We are addressing these issues so that our city is a place where:

there is a far greater choice of transport systems

public transport and other environmentally friendly modes of travel are attractive and desirable for people to use

the transport network is well maintained and meets relevant safety standards

vibrant community and cultural hubs meet local needs

the community takes pride in its heritage and diversity, and

we are well connected globally and locally.

Our progressLending support to librariesthe Gold Coast has Australia’s second largest public library service due to Council’s commitment to cultural development.

During 2010-11, Council invested more than $23 million in its 12 branch libraries, Local Studies Library, mobile libraries, information services, and a wide range of innovative and creative programs.

these included Literati, showcasing 20 great Australian authors; Cultures on the Coast, focusing on the city’s multicultural community; and older Adults only, for those aged over 55.




Pedal power is gaining momentum on city bikeways.Photo: Tourism Queensland

Providing safe city parkingthe continuing growth of Gold Coast City means vehicle parking is now at a premium.

the Whole-of-City Vehicle Parking Strategy continued to work with local businesses and community members to address current and future needs and the issue of safe on and off-street city parking.

By enforcing parking regulations seven days a week and providing after-hours parking patrols, we are ensuring a greater turnover in parking places for residents and visitors.

Looking aheadCouncil will continue to invest in a range of community and social infrastructure programs to meet the increasing demands of a growing city. our 2011-12 Budget includes:

major roadworks of $44.3 million in growth areas including Robina, Mudgeeraba, nerang, Hope Island and Yatala

road maintenance programs of $44.6 million, to ensure the city’s road networks are maintained to the highest standard

initiatives to make public transport services more widely available throughout the city, including trials of a ferry service between Southport Broadwater Parklands and the Spit, and new bus services including low population density areas

expanded Council Cab services for seniors and people with disabilities, and additional support for the oncology patient transport service, the Cancer Bus

$36.6 million for library services, providing $13.5 million for construction of the new Helensvale Branch Library

$10 million for construction of the upper Coomera Community Centre, to include a community centre, library, pool and recreational parkland

additional bikeways to promote green transport which has health benefits for the community and environment

planning of the ormeau Community and Youth Centre, and

providing additional facilities to complement the existing Robina Community Centre through the Robina Space project.

100%of 'urgent' priority road defects

made safe within 24 hours.

Our performance ● Road network capacity versus degree of

traffic saturation (in specified areas)the graph below shows traff ic saturation on three varying Gold Coast City roadways during the past five years (old established, high profile, growing residential). During 2010-11, Ferny Avenue, Surfers Paradise, continued to be saturated with traffic in the peak evening period, although our surveys have shown traffic moves at reasonable speeds through central Surfers Paradise. there was a return to lower traff ic volumes at the intersection of Sunshine Boulevard, Mermaid Waters, following the completion of roadwork on the Gold Coast Highway during the year, as traffic had increased on Sunshine Boulevard during the construction of bus lanes on the highway. traffic at napper Road, Arundel, also decreased during the year.

While the Gold Coast’s annual rate of population increase has tapered off from the levels experienced in the late 1990s and early 2000s, the increase of 2.5 per cent during 2010-11 still added to traffic volumes on roads. Surveys have shown that average trip distances within the city have increased, as new residents often live in outer suburbs with limited access to public transport and must travel greater distances between work, school and shopping centres.

Perc

enta

ge s

atur

atio

n

1.00

0.80

0.60

0.402006-07 2007-08 2008-09

––– Saturation ––– Ferny Ave, Surfers Paradise

––– Sunshine Blvd, Mermaid Waters – – – napper Road, Arundel

2009-10 2010-11

1.20

1.40

2006-07 2007-08 2008-09 2009-10 2010-11

Saturation 1.000 1.000 1.000 1.000 1.000

Ferny Avenue, Surfers Paradise

0.949 1.165 1.176 1.197 1.267

Sunshine Boulevard, Pacific Fair, Mermaid Waters

0.569 0.797 1.162 0.976 0.719

Napper Road, Arundel 0.976 0.865 0.972 1.073 0.879

● Average age of road surfaces between treatments

the graph below shows the average age of road surfaces between treatments was within Council’s target range.

Average age of road surface

Age

in y

ears

20

8

12

16

4

0

––– Average road surface age ––– Performance objective (upper)––– Performance objective (lower)

2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Average road surface age 13.2 14.7 13.2 10.7 11.6

Performance objective (upper)

15 15 15 15 15

Performance objective (lower)

10 10 10 10 10

$52 millioninvested to improve the safety of roads and bikeways in 2010-11.

See Improving safety of roads and bikeways on page 45.


OUR KEy FOCUS AREASKEY FOCUS AREA 3 - A CITY CONNECTING PEOPLE AND PLACES


Artist’s impression of the light rail’s Broadbeach North Station.Image: Gold Coast Rapid Transit Project

● Pavement Condition indexthe graph below shows the average condition of segments of our city’s road network, as measured by our Pavement Condition Index (PCI). While the index did not meet Council’s performance objective during 2010-11, there was an improvement in the condition of the city’s roads following completion of the Road Rehabilitation and Reseal Program, Council maintenance activities and other road improvement projects.

Pavement Condition index

––– Pavement Condition index––– Performance objective (minimum standard)

inde

x

2006-07 2007-08 2008-09 2009-10 2010-11

8.00

7.50

7.00

6.50

8.50

2006-07 2007-08 2008-09 2009-10 2010-11

Pavement Condition Index

7.60 7.44 7.45 7.12 7.83

Performance objective (minimum standard)

7.9 7.9 8.2 8.3 8.3

● Percentage of trips made by public transportCouncil has continued to promote the use of public transport to reduce traffic congestion on the city’s road network as well as greenhouse gas emissions. Bus services on the Gold Coast are provided by Surfside under contract to the transLink transit Authority, which is funded by the State Government along with Council contributions. total trips by public transport increased by 16 per cent in 2010-11 as shown by the graph below. this data has been provided by translink and is collected through an annual voluntary survey undertaken by its patrons.

Trips by public transport

Perc

enta

ge

2006-07 2007-08 2008-09

––– Actual ––– Objective

2009-10 2010-11

6

4

2

0

8

2006-07 2007-08 2008-09 2009-10 2010-11

Actual 3.2 3.2 4.2 4.2 4.9

Objective 5.5 6 7 7 7

● Library membership as a percentage of population

As at 30 June 2011, there were 263,925 registered library members, equivalent to 48 per cent of the Gold Coast population. Gold Coast City’s library membership, as a percentage of the population, has exceeded the Queensland state average for the past four years.

Popu

lati

on (%

)

2006-07 2007-08 2008-09

––– GCCC ––– QLD state average

2009-10 2010-11

48464442

5052

2006-07 2007-08 2008-09 2009-10 2010-11

GCCC 42.94 47.25 47.31 48.93 48.05

QLD state average 47.04 43.3 45.72 42.63 42.63

Note: Figures have been modif ied from previous Annual Reports to align with the Queensland Public Libraries Statistical Bulletin. The 2010-11 QLD state average will be updated following the release of these figures in December 2011.

● Percentage of library stock in languages other than English

the percentage of library stock in languages other than English was below Council’s target of two per cent in 2010-11. At 30 June 2011, Council’s library collections included 26,853 items in languages other than English.

2009-10 2010-11

Non-English library stock 0.65 0.74

Performance objective 2 2

● Community centre utilisationtrends in the use of community centres declined when compared to 2009-10. The lower figures for Southport Community Centre were due to the closure of the old centre and transition to the new facility. the use of Robina and Albert Waterways Community Centres as venues for activities was affected by increased competition from new school halls built locally under the Federal Government’s infrastructure program. the economic environment resulting from the Global Financial Crisis has affected the viability of programs offered by community and commercial customers who might otherwise have used community centres as venues.

2009-10 2010-11

Percentage of utilisation 44.8 35.4

● Allocation of Regional Arts Development Fund (RADF) grants

Council remains committed to supporting creative programs through the Regional Arts Development Fund. Competition for grants remains high, and while there has been a steady increase in the percentage of eligible applications that can be funded, one in four eligible applications could not be supported due to lack of resources.

RADF successful applicants

Perc

enta

ge

2006-07 2007-08 2008-09

–––– Percentage of successful applicants

2009-10 2010-11

60

40

20

0

80

2006-07 2007-08 2008-09 2009-10 2010-11

Eligible applicants 68 53 51 53 50

Successful applicants 25 28 22 37 37

Successful applicants 37% 53% 43% 70% 74%

Providing a ground-breaking transport networkOne of the largest public transport infrastructure projects undertaken in Australia, the Rapid Transit Project will transform the Gold Coast, making the city more accessible for residents and visitors.The $949 million project is a long-term partnership between the State and Federal governments, Council and the private sector consortium, GoldLinQ, and is delivering Queensland’s first light rail system.

Construction began in early 2010-11 on the first stage of the project, a 13km priority route from Griffith University’s Parklands campus to Broadbeach.

This will include 16 stations and bus interchanges, planned for Southport and Broadbeach.

Passenger services are scheduled to start in 2014. Operating seven days a week, the system is expected to move up to 10,000 people an hour during peak periods.

Ultimately, the light rail system will link Helensvale with Coolangatta and bus services will connect the light rail corridor with other areas of the Gold Coast.

As traffic congestion has grown along with the city, an integrated, sustainable public transport system such as the Rapid Transit Project will be essential to keep the Gold Coast moving.

The project will provide wide-ranging benef its for the Gold Coast by:

providing an affordable and reliable alternative to motor vehicle travel between key centres

reducing the number of private vehicle trips by up to 10 per cent

reducing the city’s greenhouse gas emissions by 114,000 tonnes during its first 10 years of operation

providing the cornerstone for a fully integrated public transport system for the Gold Coast, and

generating economic benefits by providing around 6300 direct and indirect jobs and revitalising the city by creating additional investment opportunities.

Council has contributed $120 million to the project, with the Queensland Government and Federal Government providing $464 million and $365 million respectively.

GoldLinQ, a group of companies with decades of collective experience in rail projects in Australia and overseas, will design, build, operate and maintain the system.

The State Government will continue to deliver the early works underway in Southport, Broadbeach and at the Parklands precinct.


OUR KEy FOCUS AREASKEY FOCUS AREA 3 - A CITY CONNECTING PEOPLE AND PLACES


Since moving to the Gold Coast from England 11 years ago, Jean Greatbanks has become an active member of the community, promoting volunteer policing and neighbourhood Watch to help create a safer city. “I’m involved in community policing, crime prevention and looking after the security of our neighbourhood,” she says. As a retiree, Jean loves the Gold Coast’s lifestyle and its people, and she is not about to slow down. “My husband and I love to go dancing and to socialise,” she says. Jean also enjoys the Gold Coast’s beaches and hinterland which she believes offer “the best of both worlds”.

JEAn GREATBAnKS

Key Focus Area 4

LIVEABILITY: A SAFE CITY WHERE EVERYONE BELONGSIncreasing our community spirit, enriching our quality of life and enjoying a wide variety of cultural and recreational activities

Community crimestopper, Jean Greatbanks (right).



OUR KEy FOCUS AREASKEY FoCuS AREA 4- A SAFE CItY WHERE EVERYonE BELonGS


● Per capita rate of crimes against people and property per 100,000 population


● notifications of vaccine-preventable disease

● incidence of notifiable diseases

new housing developments, particularly in the Coomera and Pimpama River catchments, have benefited from Council’s new planning requirements such as the stringent flood code.

Protecting our beachesProtecting the Gold Coast’s beaches for future generations was one of the key priorities of participants in Council’s Bold Future Vision community consultations.

through its Shoreline Management Plan, Council is protecting one of the Gold Coast’s most valuable natural assets, its 54 kilometres of sandy beaches. Erosion has long been a problem for Gold Coast beaches. It was f irst noted at Southport in 1894 but was at its worst in 1967 after 11 cyclones removed most of the sand from the beaches, creating scarps that extended back beyond the boundaries of many oceanfront properties.

Following this, Council began working with coastal engineers from Delft university in the netherlands on a range of measures, including a seawall, to protect the city. Six metres high, and 16 metres wide, the seawall was constructed in three layers, ranging from armour boulders, each weighing four tonnes, to a clay shale foundation, along the beachfront.

Constructed along a designated alignment, the wall is known as the A-line. It is the city’s f irst line of defence against attack from the ocean during extreme weather events, when waves of 11 metres have been recorded by buoys off Main Beach and Kirra.

Work on the seawall is ongoing, with Council allocating $321,000 for improvements on a 250 metre section between Chairlift Avenue and nagel streets, Miami, in 2010-11. Work will begin on the next priority area of narrowneck in 2011-12.

Saving livesthe safety and enjoyment of the city’s ocean beaches by residents and visitors is due largely to the efforts of Council’s lifeguard services. there were no surf related fatalities at patrolled beaches during 2010-11, although there were 1932 rescues, 1300 during the December-January period alone. This was a significant increase from the total of 1431 rescues for the 2009-10 year. the redevelopment of the Surfers Paradise Foreshore (see also page 41) included the demolition of the former lifeguard facilities which were replaced with a new tower and storage area, improving the effectiveness of lifeguard operations at one of Australia’s best known beaches.

$52,500provided to CareFlight Rescue

Addressing safety concernsCouncil is responding to community concerns about alcohol-related violence, drafting an Alcohol Management Plan in 2010-2011 to improve public safety and neighbourhood amenity. this plan will be considered during 2011-12. With the State Government, Council is working to manage safety in late night precincts such as Surfers Paradise, Broadbeach and Coolangatta. this included supporting the trial of a DrinkSafe Precinct in Surfers Paradise and advocating for a reduction in licensed trading hours.

In partnership with the Queensland Police Service, Council is working to improve public safety throughout the city so residents and visitors can fully enjoy our public facilities and spaces. Safety audits were carried out in the precincts of Surfers Paradise and Broadbeach, and Council off icers have been using technical design in major infrastructure projects such as the Rapid transit Project, Cavill Mall Masterplan and Surfers Paradise Foreshore redevelopment to assist in the prevention of crime.

the enforcement of Council’s local laws helps maintain a high standard of health, safety and amenity for the city’s residents and visitors. During 2010-11, Council mounted campaigns to address issues such as littering, illegal camping and touting and worked with the Queensland Police Service and Liquor Licensing Branch to deal with issues relating to the consumption of alcohol in public places.

the city’s safety camera network supports the police and other law enforcement agencies by providing CCtV surveillance of key entertainment precincts. Council responded to almost 15,000 requests relating to local laws during the year, including abandoned vehicles, rubbish dumping and overgrown blocks.

Council supports a range of programs aimed at preventing graffiti. the Artbox Program is part of Council's holistic approach to reducing graff iti vandalism by painting traf ic signal boxes with bright, artistic designs.

Our highlightsWe have continued to work closely with the Queensland Police Service and other State and Federal government agencies to improve safety within the city and maintain high standards of public health and amenity for residents and visitors. During 2010-11 we:

took stock of the city’s ability to deal with natural disasters

continued to expand our Active and Healthy program for people of all ages and abilities

continued a program of capital works to provide additional facilities to meet the diverse needs of members of the community, and

continued a range of measures to protect the city from disease, resulting in our rate of mosquito-borne illnesses being well below state averages.

Addressing our challengesthe Gold Coast’s rapid growth challenges Council to continue to provide the social infrastructure to meet the needs of the community so that people of all ages and backgrounds can enjoy a sense of safety, well-being and belonging. In line with our Bold Future Vision for the Gold Coast, we will continue to provide the projects and programs that ensure:

our active and healthy community embraces recreation, leisure and social interaction

we have a safe and secure community for residents and visitors

we maintain high quality public health services

our community is inclusive, supportive and vibrant, and

our social infrastructure meets the diverse needs of the community.

Our progressDealing with the threat of natural disastersthe aftermath of Queensland’s floods and cyclones provided a timely opportunity to assess the city’s ability to deal with natural disasters.

Council’s Sustainable Flood Management Strategy comprises 18 actions to address the city’s existing and future flood risks.

A key element is a long-term, major upgrade to provide infrastructure necessary to cope with extreme rainfall and flooding.

Since 2002, $87.7 million has been spent on stormwater drainage projects. A further investment of $150 million will be needed over the next nine years to meet the drainage needs of the growing city.

A significant State Government project to raise the level of the Hinze Dam wall in the Gold Coast hinterland has almost doubled the dam’s storage capacity and reduced the number of homes at risk of flooding in the nerang River catchment.

WE ARE StRIVInG to CREAtE A SECuRE

EnVIRonMEnt WHERE PEoPLE CAn tAKE

FuLL ADVAntAGE oF CuLtuRAL AnD

RECREAtIonAL oPPoRtunItIES.

$87.7 millioninvested in stormwater drainage projects since 2002.

6014vaccinations provided by Council immunisation clinics.

1932rescues by Council lifeguards.

214,690participants in Council's Active and Healthy program representing a 9 percent increase.

$160,000provided to Surf Life Saving Queensland branches


OUR KEy FOCUS AREASKEY FoCuS AREA 4- A SAFE CItY WHERE EVERYonE BELonGS

OUR KEy FOCUS AREASKEY FoCuS AREA 4 - A SAFE CItY WHERE EVERYonE BELonGS

Maintaining public healthBy providing a wide range of environmental health services, Council is working to maintain a high standard of community health. Its Catchment Management unit monitors the health of the city’s waterways and ocean beaches, while the pest management unit works to minimise the impact of noxious weeds, mosquitoes, vermin and other pests on people and property. the incidence of mosquito-borne illnesses on the Gold Coast, such as Ross River and Barmah Forest viruses, is well below the state average (see page 56). Council immunisation clinics provided a total of 6014 vaccinations to 2593 residents during the year.

Council’s licensing and approvals service aims to ensure the safety and well-being of Gold Coast residents and visitors by maintaining high standards of public health and safety. to comply with Council regulations, individuals and businesses are required to have licences or approvals for activities ranging from keeping animals to selling food, installing advertising or f ilming in public places. More than $3 million was allocated to this service in 2010-11.

More than 3500 public and environmental health complaints were dealt with by Council during the year, leading to six prosecutions for breaches of state or local laws. Council is committed to ensuring restaurants and cafes maintain high standards of public safety and monitors compliance with inspections and enforcement activities where necessary, with six prosecutions either commenced or f inalised during the year. other complaints centred on air, water, waste or noise pollution.

Supporting young peopleYoung people represent the Bold Future of the city, and Council is developing their leadership skills and providing input into the city’s decision-making through involvement in the Junior Council program. In 2010-11, 28 schools and 78 students registered with the Junior Council program, one of the largest of its kind in Australia. Five Junior Council meetings have been held since July 2010, with the new Junior Mayor and Executive team sworn in at the May meeting.

Catering for all needsCouncil is committed to providing facilities and services for people with disabilities through a range of programs and initiatives. the opening of the Kurrawa Pratten All Abilities Playground at Broadbeach in December 2010 was a significant step towards equitable access as it allows children with disabilities to play outside and alongside their more able friends and siblings. More than 800 community members contributed to the design of the playground which incorporates educational aspects of play.

Upgrading public poolsthe Gold Coast has three Council-owned pools that meet international competition standards, following the opening of the new 50-metre olympic City Pool at Palm Beach in February 2011. During 2010-11, more than $7.25 million was spent on the redevelopment of aquatic facilities across the city, with planning and design of pools at Helensvale and nerang and early works on the Mudgeeraba Aquatic Centre. the new pool at Palm Beach represents the first stage in developing an aquatic recreation and youth centre in the area. the upgrade of public pools across the city demonstrates Council’s commitment to safe aquatic recreation and sustainable design.

Managing pets and pestsCouncil’s animal management services play an important role in ensuring not only the health and safety of the community but also pets and native wildlife. Council dealt with more than 11,000 animal management issues during the year, in addition to carrying out regular patrols of public areas including parks and beaches. It reopened the Stapylton pound in 2010-11 to relieve some of the pressure on its Coombabah facility and introduced new operating hours for the convenience of the community. Education programs provided by Council help prevent dog attacks and animal cruelty, while eradicating pests such as rabbits and foxes is helping native species to survive.

Activating the communitythe Active and Healthy program has gone from strength to strength, with increasing numbers of residents participating in Council’s sport and recreational activities. More than 150 free or low-cost activities are offered weekly in Council parks or community facilities. Members of the community can participate in the program either as individuals or through local organisations, schools or government agencies. the Active and Healthy Citywide Program offers activities for people of all ages and abilities including children, older adults and people with disabilities. In addition, Council offers a holiday program for school-aged children and the Vibe program for young people.

Creating a world-class sporting precinctthe redeveloped Gold Coast Stadium will be the focal point of a world-class sporting precinct at Carrara, under a master plan to be f inalised in 2012, when the result of the Gold Coast’s bid for the Commonwealth Games is known. the Metricon Stadium was a $144 million joint project between Council, the State and Federal governments and the Australian Football League. It was completed in May, within budget and ahead of schedule, for the f irst game between newcomers the Gold Coast Suns and ALF legends the Geelong Cats. With thousands of interstate visitors coming to the Gold Coast to support their teams, the stadium already is boosting the city’s tourism industry.

Contributing to community groupsthrough its Gold Coast Gives program, Council supported the donation of $33,873 in the year to April to local community community groups. Gold Coast Gives is a free and secure online donation service and resource hub assisting local not-for-profit community groups.

Looking aheadDuring 2011-12, Council will continue to work in partnership with the Queensland Police Service to address community safety concerns. It also will:

allocate $500,000 for a six-month trial of a police helicopter service

invest $3.3 million in crime prevention through environmental design and $228,000 in upgrading the safety camera network in Southport, Surfers Paradise, Broadbeach and Coolangatta

allocate $14.4 million for a range of environmental health initiatives including immunisation clinics, food safety training and resources to respond to community complaints relating to illegal waste dumping and air, water and noise pollution

continue social planning activities to meet the needs of young people, families, seniors and people with disabilities

provide funding to develop a strategy to create a strong, safe and inclusive community with access to appropriate social infrastructure

allocate $7.7 million to lifeguard services to enhance the safety and enjoyment of people using the city’s beaches

ensure the city’s animal population is cared for, with improvements to Council’s pound services, the eradication of pest species such as rabbits and foxes, and public education campaigns, and

give priority to sporting facilities in its Budget to include new fields at the Coomera Sports Park, expansion of f ields at the Runaway Bay Sports Complex and early site works at the Mudgeeraba Aquatic Centre.

Our award-winning beachesGold Coast beaches are world-class and Council’s efforts in maintaining them, along with our management of waste, were recognised with Keep Australia Beautiful awards:

Tallebudgera Beach winning the Cleanest Beach in Australia award for 2010, the Community Action and Partnerships Award and the Dame Phyllis Frost Litter Prevention Award

Kirra Beach receiving an award for Environmental Innovation

Southport (Broadwater Parklands) receiving an award for Energy Innovation

Burleigh Beach receiving an award for Litter Prevention, and

Gold Coast City winning the Sustainable Cities Queensland Award for Litter and Waste Management.

A watchful eye over our beaches... a Gold Coast City lifeguard on duty.

Photo: Brian Usher

054 GOLD COAST CiTy COUnCiL AnnuAL REPoRt 2010-11 GOLD COAST CiTy COUnCiL AnnuAL REPoRt 2010-11 055

OUR KEy FOCUS AREASKEY FOCUS AREA 4- A SAFE CITY WHERE EVERYONE BELONGS


722,000people used community swimming pools

Our performance ● Per capita rate of crimes against people

and property per 100,000 populationQueensland Police Ser vice data shows that there has been a decrease in the per capita rate of crimes against people per 100,000 residents since 2008-09 and that these f igures are at their lowest level in four years, as shown by the tables below. While there was a marked increase in the per capita rate of crimes against property per 100,000 residents during 2010-11, when compared with the previous year, the f igure was well below that of 2006-07. overall, there has been a decrease in the per capita rates of crime against people and property since 2006-07.

It is important to note that these f igures relate specif ically to the Gold Coast local government area, whereas statistics previously published related to the Queensland Police Service District, whose boundaries differ from those of Council’s local government area.

As policing is managed by State and Federal Government agencies, it is important to note that Council has limited responsibility for this performance measure.

Cri

mes

aga

inst

pe

ople

Cri

mes

aga

inst

pr

oper

ty

––– Crimes against people ––– Crimes against property

800

700

600

500

400

7,000

6,000

5,000

4,000

3,0002006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Crimes against people 568 557 600 533 508

Crimes against property 6,470 5,364 5,407 5,191 5,606


the Gold Coast has the largest council lifeguard service in Australia, dedicated to educating swimmers about surf safety and keeping the beaches safe for residents and visitors. As in previous years, there were no fatalities at any patrolled Gold Coast beach during patrol hours during 2010-11.

12 per cent increase in use of sporting fields

and swimming pools

● Notifications of vaccine preventable diseases notifications

As shown by the graph below, the incidence of notif iable diseases decreased by 28 per cent for the year to March 2011. Recent outbreaks of Pertussis (Whooping Cough) and Measles and a death from Diphtheria have increased the awareness of diseases which can be prevented by vaccines. Pertussis is a highly debilitating respiratory disease which can have serious complications, including brain injury. As immunity to the disease wanes over time, a free Pertussis vaccine is now offered to prospective parents, grandparents and other adults in households with infants up to six months old.

the continuing school-based vaccination program offers free vaccinations for Hepatitis B, Chickenpox and Human Papillomavirus to eligible Year 8 students, and Diphtheria-tetanus-Pertussis (DtP) vaccine to all Year 10 students. In 2011, 7368 Year 10 students were eligible for the funded DtP vaccine, although only 3612 students received the booster dose.

incidence of diseases preventable by immunisation

num

ber o

f illn

esse

s200300400500600700800

1000

––– hepatitis B (All) ––– Pertussis2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Pertussis 263 231 360 752 671

Hepatitis B (All) 96 89 54 98 95

Measles 0 1 3 2 6

Rubella 2 0 0 0 0

● Incidence of notifiable diseasesAlthough the heavy rainfall during 2010-11 signif icantly increased the potential for outbreaks of Ross River and Barmah Forest viruses, Council’s Mosquito Control Program succeeded in reducing populations of adult mosquitoes responsible for spreading disease. the incidence of both Ross River and Barmah Forest viruses decreased during the year, in contrast to the state averages, as shown by the table below.

incidence of Barmah Forest Virus (per 100,000 population)

2006-07 2007-08 2008-09 2009-10 2010-11

Gold Coast City Council 7.78 11.18 10.04 7.83 3.06

Brisbane City Council 8.14 12.71 8.37 8.27 4.45

Logan City Council 6.82 7.96 5.56 5.93 2.73

Redland City Council 14.97 14.22 19.72 14.60 7.54

State 19.01 26.81 22.00 20.42 10.22

incidence of Ross River Virus (per 100,000 population)

2006-07 2007-08 2008-09 2009-10 2010-11

Gold Coast City Council 15.90 22.57 13.26 17.68 6.81

Brisbane City Council 10.30 31.08 11.77 20.33 9.65

Logan City Council 8.00 17.43 10.74 13.33 5.82

Redland City Council 33.70 29.19 13.87 36.51 12.55

State 31.70 48.30 31.73 42.59 16.31

Creating community connectionsCouncil’s community and youth facilities represent the heart of the city, providing welcoming, safe, socially inclusive and vibrant spaces where people can participate in a wide variety of activities or access a range of services. By working in par tnership with community members and external stakeholders, including other government agencies and service providers, we are strengthening the social fabric of the city by providing opportunities for people of all ages and abilities to connect.

Through community and youth facilities, Council is able to offer a range of programs such as its Active and Healthy recreational activities, as well as cultural heritage and community development initiatives.

Buildings have been designed to create dedicated spaces for specialised activities such as computer rooms, art workshop spaces, conference rooms with audio visual facilities and stages for public gatherings, exhibitions or performances.

These community facilities provide places where people can interact and contribute to the cultural life of the city by sharing their talents.

They provide focal points for social and educational activities, ranging from weddings to community expos, to playgroups for parents and children, and hobby and community interest groups as well as the University of the Third Age for over 50s.

Council’s community and youth facilities also provide places for residents to access counselling and support services.

Cultural and recreational activities available through Council’s community and youth facilities include arts and dance classes, drama workshops, choir performances, flower arranging, indoor bowls, meditation, bridge clubs and fitness activities including yoga, zumba and pilates.

Through a major capital works program, Council is addressing the shortage of community facilities in the northern Gold Coast area. During 2010-11, the design phase of the Upper Coomera Community Hub was completed (see page 70- and the design of the Ormeau Community and Youth Centre was substantially completed.

In addition, works were completed on a major extension to the Varsity Lakes Community Centre, the redevelopment of the former Coolangatta State School as the Kirra Hill Community and Cultural Centre, and fit-out of the new Southport Community Centre.

Southport’s Community centre.Photo: John Mills


OUR KEy FOCUS AREASKEY FOCUS AREA 4- A SAFE CITY WHERE EVERYONE BELONGS


A born and bred Gold Coaster, Jamie Lee Wilson has lived in London, Melbourne and Brisbane but still prefers her home city. “the weather is perfect and my family is here,” she says. Jamie’s career in the entertainment industry, as a dancer and recording artist, has taken her across Europe and Asia, and she hopes to make her debut in the united States shortly. “Council’s BusinessGC program has opened up a lot of doors for me,” says Jamie Lee. “It’s helped me reach out into different industries, such as fashion.”

JAMiE LEE WiLSOn

Key Focus Area 5

LIVEABILITY: A CITY WITH A THRIVING ECONOMYEnsuring a wide range of employment and business opportunities, with a focus on education, research and development to support aspirations and quality of life

Plenty to smile about...entertainer, Jamie Lee Wilson (right).



OUR KEy FOCUS AREASKEY FoCuS AREA 5 - A CItY WItH A tHRIVInG EConoMY

Key performance indicator summarySee pages 62-64

● Regional unemployment rate (compared to state and national averages)

● Gold Coast’s average annual employment growth

● number of businesses in nine key industries – trend over time

● number of special events held on the Gold Coast (international, national and local)

● number of international visitors and level of expenditure

● number of domestic visitors and level of expenditure

● Percentage of gross regional product derived from export-oriented industries

● Percentage of employment in key industry sectors (population, knowledge and construction-based)


Council has continued to work to build a sustainable and prosperous future for the city through seven key programs:

Advocacy Program, advancing the interests of the city through proactive representation and by building effective working relationships with the business community and State and Federal governments. More than $557,000 was allocated to this program in 2010-11. An important element of the Advocacy Program is Council’s Business GC Advisory Board, whose members represent key business, industry, academic and government bodies. It continued to work to encourage national and international business investment on the Coast throughout the year.

Export Program, diversifying the economy by working with local businesses to encourage the export of goods and services by strengthening economic and cultural links with overseas connections. this program includes the Export Assistance Scheme, to help businesses boost their share of export sales, with 50 companies receiving grants of $3000 for export-related initiatives during 2010-11 and the Federal Government’s tradestart Export Program, managed by Council to support small businesses and which generated more than $18.5 million in export sales during the year.

Capacity Development Program, a series of projects to broaden and diversify the city’s economic base by encouraging growth in key industry groups, such as the f ilm and surf industries, and by developing opportunities for businesses to become eco-efficient. Key achievements of the year included:

o establishing a Surf Industry taskforce, to formulate an accredited program for skills development and training in the surf industry

o an eco-efficiency program, in which 28 participating local tourism businesses achieved savings of up to 30 per cent of their costs associated with energy, water and waste, and

o providing assistance to the film industry through Film Gold Coast, which provided a $150 million boost to the city’s economy, as well as industry experience for local f ilm and television students on productions.

Pacific innovation Corridor Program, creating vibrant local business precincts and developing national and international business opportunities through globally connected innovation, knowledge and technology initiatives.

TechGC Program, which aims to expand the city’s knowledge-based industries by fostering projects focused on science, technology and higher education. through Science technology Engineering and Maths (StEM) Schools and Industry Development projects, the techGC Program aims to boost the numbers of students in these areas by raising interest through workshops, science fairs and professional development programs for teachers.

through techGC, Council also is working with higher education institutions to encourage greater participation by students in science and technology courses at tertiary level to ensure the city has the skills required for future-related businesses. Council is working with the State Government, Queensland Health and Griff ith university to establish a Health and Knowledge Precinct at Southport. through the Gold Coast Innovation Centre, Council is providing valuable mentoring and support to entrepreneurs in knowledge-based industries.

Tourism Program, to bring greater diversity to the Gold Coast’s tourism industry by working with industry stakeholders to identify infrastructure-related projects that can create new experiences for visitors to the city. A dive attraction has been proposed, and two sites are being investigated as possible locations for an artif icial reef which could be created from a decommissioned Australian navy vessel. Adventure and youth tourism markets are other business opportunities Council and tourism industry representatives are exploring, and

investment Attraction Program, which actively targets and attracts key industries, employers, investment and infrastructure investment to the city. See page 65 for key achievements of the Investment Attraction Program.

Bidding for the GamesCouncil has teamed with the State Government and the Australian Commonwealth Games Association in a bid to host the 2018 Commonwealth Games, establishing a unit to assist with every stage of the bid submission.

Hosting the Commonwealth Games would have wide-ranging and long-term social and economic benefits for the city, through infrastructure improvements and international promotion of the Gold Coast as a business location or tourist destination.

the Games submission, or ‘bid book ’, was presented to the Commonwealth Games Federation in a formal ceremony, attended by Gold Coast Mayor Ron Clarke, in Kuala Lumpur, Malaysia, in May 2011.

the Federation’s Evaluation Committee visited the Gold Coast in June to assess the city’s capacity to host the games.

the city will host representatives of the 72 Commonwealth Games member countries who will review the city for a week before casting their votes for the successful host city. the Federation’s Executive Board also will visit the Gold Coast before the vote is taken in early november 2011.

Special note: The Gold Coast was successful in winning the 2018 Commonwealth Games bid, announced 12 November 2011 in St Kitts and Nevis.

CounCIL IS ContRIButInG to BuSInESS

AnD EMPLoYMEnt oPPoRtunItIES

tHRouGH A RAnGE oF InItIAtIVES AIMED At

BRoADEnInG tHE CItY’S EConoMIC BASE.

Our highlightsAn uncertain economic climate and poor weather during key tourist periods combined to create challenging conditions for the Gold Coast economy in 2010-11.

Council has continued to work with the State and Federal governments and local business and industry groups to ensure the city is placed to take advantage of new and emerging opportunities in Australia and abroad. Despite the downturn, Council was able to help boost the local economy by:

encouraging new businesses to establish their operations on the Gold Coast, creating hundreds of new jobs and bringing millions of dollars in investment to the city

helping existing Gold Coast businesses to establish new export markets for their products and services, and

securing several major sporting events for the city, as well as partnering with the State Government to bid for the 2018 Commonwealth Games.

Addressing our challengestourism and construction have been signature industries for the Gold Coast for decades but Council recognises that a broader economic base is vital to achieving our Bold Future Vision for the city’s long-term prosperity. While maintaining our support for existing industries, we are focusing on education, research and development so that our city is a place where:

the economy is built on a diversified knowledge and strong export base

our infrastructure supports globally competitive business development and growth

the supply of skilled labour meets local business requirements

the lifestyle and opportunities make the city a desirable destination, and

regional collaboration and proactive representation enhance the city.

Our progressGuiding economic developmentCouncil’s BusinessGC 2020 Economic Development Strategy is a key component of its Bold Future planning for the Gold Coast, to realise the community’s vision of a city that is recognised internationally for its liveability, innovation and entrepreneurship.

0.9%growth in Gold Coast economy since the global financial crisis.

30%of employment being in knowledge and export-based sectors.

$18.5 millionin export sales generated by Gold Coast businesses involved in Council’s Export

Program and the Federal Government’s tradestart Export Program.




● Gold Coast’s average annual employment growth

During the 12 months to May 2011, the Gold Coast’s employment growth exceeded the state average, as shown by the graph below. While this is promising, the Gold Coast’s labour market has been unable to keep up with the number of job seekers, resulting in an increase in the Gold Coast’s unemployment rate.

When comparing f igures from the past f ive years, note that after 2008-09 there was a change in the reporting boundary for employment statistics.

Annual employment growth

Perc

enta

ge

4

6

8

10

2

0

––– QLD State ––– Gold Coast2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Gold Coast 8.2% 2.9% 1.4% 1.8% 3.3%

QLD State 4.7% 2.4% 2.2% 0.6% 2.6%

● number of businesses in nine key industries – trend over time

After four years of growth, business numbers in Council’s key industries declined by 16.2 per cent during 2010-11, as shown by the graph below. As the Gold Coast’s economy is susceptible to peaks and troughs, Council’s Economic Development Strategy aims to create long-term economic prosperity, with an emphasis on a diversified and sustainable knowledge and export base.

Business numbers in nine key industries

10,0008,0006,0004,0002,000

0Tota

l key

indu

stri

es

2006-07 2007-08 2008-09 –––– Key industries

2009-10 2010-11

12,000

2006-07 2007-08 2008-09 2009-10 2010-11

Health and medical 1,297 1,512 1,674 1,863 1,594

Sport 847 942 1,164 1,210 927

ICT 549 549 778 854 578

Marine 448 657 769 740 646

Food 287 463 577 662 570

Environment 448 405 486 582 423

Creative 942 1,000 1,343 1,420 1,076

Education 258 259 259 259 259

Tourism 1,971 2,043 2,337 2,545 2,463

Total 7,047 7,830 9,387 10,135 8,536

● number of special events held on the Gold Coast

As shown by the graph below, there has been consistent and steady growth in the number of events held on the Gold Coast during the past f ive years, with the number of regional and local events continuing to increase annually. Regional, national and international events have direct and indirect economic benefits for the region and Council continues to position the city as an events destination.

Special events by category

Even

ts

500

200

300

400

100

0

–– international –– national - - Regional –– Local/Community2007-08 2008-09 2009-10 2010-112006-07

2006-07 2007-08 2008-09 2009-10 2010-11

International 21 21 16 22 25

National 32 34 33 38 37

Regional 72 108 118 104 134

Local/Community 180 194 301 321 423

● number of international visitors and level of expenditure

As shown by the tables below, there has been a sharp decrease in the number of international visitors to the Gold Coast and their level of expenditure since 2009-10.

International visitor numbers dropped by 8.8 per cent during the year ending June 30, 2011, and their expenditure decreased by 18.5 percent – to less than during 2006-07.

the number of visitors from two of our largest source markets, new Zealand and Japan, declined by 8.7 and 25 per cent respectively during the year, while the number of visitors from China, now our second largest source market, continued to grow, increasing by 10.2 per cent.

international visitor expenditure

Expe

ndit

ure

($ m

illio

n)

950

900

850

800

750

700

––– Expenditure ($ million)2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Number of visitors 829,595 849,114 785,979 825,618 753,265

Expenditure ($ million)

$794 $820 $896 $897 $731

Securing major eventsCouncil is positioning the Gold Coast as an events destination, securing a series of major sporting competitions for the city in 2011-12 that will have direct and indirect economic benefits for the region. In September 2011, the Gold Coast will host the inaugural Indigenous Rugby League Carnival, to be followed by the IRB Rugby Sevens tournament in november and the Gold Coast Kite-surfing Pro World tour in December.

investing in our tourist parks More than $17 million was invested by Council in the Gold Coast’s tourist parks whose cabins, caravan sites and camping areas add to the diversity of the city’s tourism industry.

Visitors to Council’s seven tourist parks can enjoy a range of new and upgraded facilities, such as cabins of different sizes and styles to meet specific needs, and improved access for people with disabilities.

Council’s tourist parks have earned the green tick for their eco friendly features and, in line with Council’s commitment to using cleaner, greener energy, all hot water systems in older style cabins in its parks have been converted to solar power.

the wet weather during october and the extreme events of the Christmas-new Year holiday period which impacted on the entire tourism industry in Queensland also put a dampener on Council’s tourist park businesses during the summer of 2010-11.

Visitor numbers also were affected by f looding in the parks’ key markets of toowoomba, Ipswich and Brisbane.

Providing new opportunitiesthe refurbishment of the Surfers Paradise transit Centre will have spin-off benefits for local business by repositioning the centre as a more attractive option for commercial tenancies. During 2010-11, Council provided more than $658,000 towards the $1.9 million project to undertake essential repairs and renovate the centre to make it more functional and to generate greater community usage.

Uncovering talentSome of the city’s hidden talent was revealed, providing a boost to the local music industry through Gold Coast uncovered, a competition to discover the city’s best unsigned talent during 2010-11. Sponsored by Council’s BusinessGC, radio station Hot tomato and Jupiters Hotel and Casino, the competition was won by local band nine Sons of Dan, whose music video was selected for national airplay by the Rage and Video Hits music television programs. Entertainer Jamie Lee Wilson (see page 58) was also involved in this competition.

25international events held on the

Gold Coast in 2010-11

Looking aheadWe will continue to support the city’s tourism industry by encouraging investment in new projects, to increase visitor numbers and expenditure and by positioning the Gold Coast as a leading host city for major sporting events. During 2011-12 we will:

provide $780,000 to support the State Government’s bid for the city to host the 2018 Commonwealth Games, with the winning city to be announced in november 2011

continue to fund organisations working to boost tourism by providing:

o Gold Coast tourism with $13.9 million

o Surfers Paradise Alliance with $3 million

o Broadbeach Alliance with $1.7 million; and

o Connecting Southern Gold Coast with $639,600

continue to work towards achieving our Bold future Vision for the Gold Coast’s long-term prosperity, through our Economic Development Strategy, by allocating the following funds:

o Advocacy Program - $443,600

o Capacity Development Program - $403,000

o Export program - $825,000

o Investment Attraction Program - $1,010,000

o Pacific Innovation Corridor Program - $152,500

o tech GC Program - $188,000; and

o tourism Program - $14,623,400

and

allocate $11.88 million to operate our seven tourist parks which provide a range of accommodation options for visitors, from cabins to caravans and camping sites.

Our performance ● Regional unemployment rate (compared

to state and national averages)the Gold Coast’s annual average unemployment rate rose again during 2010-11. At 6.3 per cent, it sits above the state and national averages, as shown by the graph below, although the rate of growth in unemployment has slowed during the past 12 months to May 2011.

When comparing figures from the past f ive years, note that after 2008-09 there was a change in the reporting boundary for employment statistics.

Regional unemployment rate

Perc

enta

ge

4

6

8

2

0

––– QLD State ––– national ––– Gold Coast

2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Gold Coast 4.0% 3.3% 5.0% 6.1% 6.3%

QLD State 4.1% 3.7% 4.4% 5.7% 5.5%

National 4.5% 4.2% 5.0% 5.5% 5.1%




● number of domestic visitors and level of expenditure

the number of domestic visitors to the Gold Coast grew by 18.6 per cent to 10,630,587 in the year ending 30 June 2011. this was driven by a 28.8 per cent increase in the number of domestic day visitors totalling 7,330,508 and a slight increase of 0.9 per cent in the number of domestic visitors who stayed overnight or longer totalling 3,330,079. Although total domestic expenditure decreased by 7.5 per cent, as shown by the graph below, there was a 26.1 per cent increase in spending by domestic day visitors.

Expe

ndit

ure

($ m

illio

n)

3,700

3,600

3,500

3,400

3,300

3,200

––– Expenditure ($ million)2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Number of visitors

9,722,309 8,833,868 9,140,846 8,959,984 10,630,587

Expenditure ($million)

$3,543 $3,588 $3,350 $3,550 $3,284

● Percentage of gross regional product derived from export-oriented industries

While the number of businesses exporting within Council’s Pacif ic Innovation Corridor (PIC) precincts declined from 5.1 per cent in 2009-10 to 5.0 per cent in 2010-11, the number of businesses planning to export is expected to increase to 6.2 per cent during 2011-12. the most popular regions for planned exports include new Zealand/Pacific Islands, South East Asia, Europe and north Asia/Japan.

Export-oriented businesses

Perc

enta

ge

4

6

8

10

2

0

––– Export-oriented businesses2007-08 2008-09 2009-10 2010-11

2007-08 2008-09 2009-10 2010-11

Actual 7.6% 6.7% 5.1% 5.0%

● Percentage of employment in key industry sectors (population, knowledge and construction-based)

Council’s long-term goal is that 25 per cent of all employment in the city will be in the knowledge and export-based sectors. the overall proportion of employment in knowledge-based sectors has increased during the past two years, while in the population and construction-based sectors it has declined during this period, as shown by the graph below.

Percentage of employment in three key sectors

Perc

enta

ge

0

20

40

60

80

2009 2010 2011■ Knowledge ■ Population ■ Construction

Sector 2008-09 2009-10 2010-11

Knowledge 27.5% 30.2% 30.0%

Population 57.1% 57.9% 56.2%

Construction 15.5% 11.9% 13.8%


While the graph below would appear to indicate a significant reduction in the level of State and Federal government subsidies and grants awarded to Council during the past year, it points to a return to the level of funding received prior to 2007. this reduction in subsidies and grants is due to the:

completion of the Gold Coast Stadium, which received $36 million in 2009-10

formation of Allconnex Water as a separate legal entity, which received $7 million in 2009-10, and

completion of Southport Broadwater Parklands, which received $18.5 million in 2009-10.

Level of State and Federal government subsidies and grants awarded to Council

($ m

illio

n)

40

60

80

20

0

––– Funding ($million)2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

Funding ($ million) 68.06 61.96 68.60 78.35 39.10

Attracting investmentCouncil’s Investment Attraction Program is paying dividends for the Gold Coast. As a result of the program, the successful companies are now injecting more than $105,000 a day into the local economy and creating hundreds of jobs annually.The program aims to support companies from outside the city which are considering expanding their operations or relocating to the Gold Coast. Financial assistance, at Council’s discretion, is a key component of the package.

By attracting new companies to the Gold Coast, or helping existing businesses expand, the program aims to move the local economy beyond its traditional bases of tourism and construction, with diversified industries bringing highly skilled workers to the city.

In the two years since its establishment, the program has created 1400 jobs and attracted capital investment of $95 million.

The program aims to expand export-focused and knowledge-based industries in nine sectors including the creative industries of film, fashion and music; education; the environment; food; health and medical, information and communications technology; marine; sport and tourism.

Council has received widespread interest from businesses considering establishing a presence in the city and from film projects seeking a suitable production location.

The program has had 31 successful city investment outcomes, 11 of which – four companies and seven film projects – are eligible for assistance payments.

Film projects attracted to the Gold Coast during the past two years include the television program Sea Patrol series f ive, and movies such as Bait 3D, Singularity and the P.J. Hogan production, Mental.

Key successes of the Investment Attraction Program include establishing a software development team in the city, with IBM and software development company Opmantak choosing the Gold Coast as an operational base.

Eco-Kinetics’ location of its solar assembly plant on the Gold Coast conf irms the city as a popular base for businesses in the alternative energy sectors, while clothing manufacturer SurfStitch has relocated its headquarters to the Gold Coast.

Council’s High Performance Sport Attraction Program brought eight training camps to the Gold Coast, with direct benefits of $418,000 to the city during 2010-11. These included the Australian Rugby Sevens, Boomers Australian Men’s Basketball, Melbourne Hart Soccer Team, Matildas Women’s Soccer Team and Australian Women’s Water Polo team training camps.

Actor Xavier Samuel during filming of the action thriller, Bait 3D.Photo: Ben Timony


OUR KEy FOCUS AREASKEY FOCUS AREA 5 - A CITY WITH A THRIVING ECONOMY


Peter Wade appreciates the way in which Council dealt with his concerns regarding facilities for people with disabilities at Southport Broadwater Parklands. “My request was responded to immediately,” he says. “I can now go swimming, entering through the disabled access to the water.” Attracted by the city’s lifestyle, Peter moved to the Gold Coast 31 years ago. one of the things he loves most about the city is the “excellent facilities Gold Coast City Council has developed for the disabled”. Looking ahead, Peter says: “I would really like to see development and strategies in place for our disabled travellers on public transport.”

PETER WADE

Key Focus Area 6

LIVEABILITY: A CITY SHAPED BY CLEVER DESIGNDirecting the city's development and providing the infrastructure to enhance our environment and lifestyle, while promoting sustainable living choices through coastal, urban and rural settings

A voice for people with disabilities, Peter Wade (right).



OUR KEy FOCUS AREASKEY FoCuS AREA 6 - A CItY SHAPED BY CLEVER DESIGn


● Percentage of development applications that met legislative timeframes

$5.68 millioninvested to revitalise the city’s ageing business areas.

93% of building and planning applications processed within legislative timeframes.

$305kin infrastructure charge rebates for affordable housing.

$21 millionfor construction of a new public recreation area at Upper Coomera.

Reduced traffic speeds make the centres safer for pedestrians, cyclists and motorists while landscaping, artwork and outdoor dining is adding to their ambience.

Where there is local support for a Centre Improvement Program, Council will provide two-thirds of the capital costs of the project, with commercial property owners paying the remainder as a levy through the rates system over 10 years.

Projects completed in 2010-11 included Station Street, nerang, and the Golden Four Drive, tugun.

Contributing to housing affordabilityLack of affordable housing continues to be a problem for low income earners in Gold Coast City, but one that Council is attempting to address within the scope of its resources and responsibilities.

While housing prices and rents are driven by market forces beyond Council’s control, it continued to work with industry, community housing providers and State and Federal Governments in 2010-11 to tackle the problem.

More than $1.5 mil l ion from Counci l ’s contribution to the establishment of the Gold Coast Housing Company, now known as the Horizon Housing Company, was invested in a new, affordable housing project, launched at Ashmore in March 2011. the new units will accommodate 15 to 20 people from low to moderate income levels.

As an incentive to developers of affordable housing, Council provided infrastructure charge rebates of $305,000 during the year.

Its detailed assessment of the city’s needs during 2010-11 will ensure the new Planning Scheme supports the future delivery of diverse and affordable housing.

Stimulating developmentA second round of rebates of up to $200,000 was provided by Council to developers of residential and non-residential building projects during 2010-11, to stimulate the city’s economy through the local construction industry.

Successful applicants for the rebate – provided by Council using uncommitted funds from the f irst round of the Infrastructure Charges Subsidy from the previous financial year – were required to begin construction on projects within six months and have them finished within 12 months.

the development of 5000 residential lots was approved by Council during 2010-11.

Streamlining development applicationsCouncil is committed to ensuring its Planning Scheme and procedures for approving development applications support efficient decision-making and timely processing, in line with the State Government’s Sustainable Planning Act 2009 (SPA).

the Act provides the framework for the approval process for all development applications made to Council, whether by individuals or companies, and a timeframe for Council’s decision-making.

the total number of applications during 2010-11 was down from previous years, with Council receiving 13,793 building applications and 3789 planning applications. However, it has continued to work closely with the development industry to reduce processing times, with the percentage of applications completed within the SPA Decision Making Period increasing significantly during the year.

to streamline the processing of applications, Council’s Planning Environment and transport (PEt) Directorate established two project teams, the PEt Reform team and the Development Assessment Improvement Program, with significant benefits for the community and industry.

Council’s Housing Affordability Program delivered savings in time and money for industry during the year, as Council worked to reduce delays in the processing of applications which might otherwise add to the cost of projects.

under the Housing Affordability Program, Council further developed its RiskSmart program for the fast tracking of applications relating to:

attached dwellings second detached dwellings partial third storeys extensions to established attached dwellings industry and warehouses reconfiguration of up to five lots educational establishments, and family accommodation.

Creating a community hubCouncil wil l commence construction of a $21 mill ion public recreation area at upper Coomera in november 2011, following extensive community consultation.

the site, at the corner of Abraham and Reserve roads, was acquired by Council in December 2008, with detailed planning occurring during 2010-11 for its development as the upper Coomera Community Hub.

Its proximity to local businesses and residential areas will ensure the area becomes a focal point for the surrounding community.

Our highlightsthe planning decisions we make today will determine the future liveability of Gold Coast City. During 2010-11, we continued to work to achieve our 30-year Bold Future Vision by:

working with the community to plan a $21 million sports, leisure and service facility at upper Coomera, with work scheduled to commence in late 2011

involving the community in the review of our Planning Scheme (town plan)

working with commercial property owners, traders and local residents in the revitalisation of key business centres

streamlining development applications, and offering incentives to developers to stimulate the city’s construction industry.

Addressing our challengesthe long-term sustainability of our city and the need to ensure development does not adversely affect its liveability were among key issues identif ied by Gold Coast residents during Council’s Bold Future Vision community consultations during 2007-08. We are working with the development industry and the community to ensure that by 2014, we will have a city where:

integrated land use planning takes account of environmental, social and economic needs, to provide the basis for a sustainable community

our revised Planning Scheme improves the provision of affordable and accessible housing, while ensuring high quality social outcomes

infrastructure is planned and delivered to meet the needs of a growing community, and

high quality urban design creates a world-class city that accom-modates diverse built forms.

Our progressRevitalising commercial centresCouncil, commercial property owners, traders and the local community worked together to revitalise the city’s ageing business areas through the $5.68 million Centre Improvement Program in 2010-11.

the Centre Improvement Program represents more than the makeover of commercial centres – it is contributing to their economic and social revitalisation by creating attractive and vibrant places where people want to shop and do business.

Every Centre Improvement Program project enhances the liveability of Gold Coast City, creating pedestrian-friendly areas with shady, tree-lined footpaths that draw people to the area.

WE ARE PRoVIDInG tHE InFRAStRuCtuRE

to EnHAnCE tHE CItY’S LIFEStYLE AnD

nAtuRAL EnVIRonMEnt, GuIDInG ItS

DEVELoPMEnt In CoAStAL, uRBAn AnD

RuRAL SEttInGS.




Drafting a new Planning SchemeCouncil is drafting a new Planning Scheme to provide a blueprint for the Gold Coast’s growth and development for the next 10 years.A $5 million, four-year review of the 2003 Planning Scheme has involved the community and stakeholders in developing a plan for the city’s land use and management, aligned with residents’ Bold Future Vision for the Gold Coast.

During our Bold Future community consultation in 2007-08, more than 11,000 residents shared their vision for the future of the city, identifying key priorities including its future development.

The revised Planning Scheme will integrate the community’s vision for sustainable development into Council’s decision-making to take account of the Gold Coast’s landscape, coastline and beaches.

It will set out development patterns, including the preferred use of every Gold Coast property, identify which natural areas should be protected and where shops, industry and public spaces should be located.

Drafting of the new Planning Scheme progressed well during 2010-11. The Bold Future Planning Scheme Statement of Proposal was well received by the community and stakeholders following its release in late 2010.

The first draft of the new Planning Scheme will be submitted to the Department of Local Government and Planning in December 2011. It is expected to be finalised in 2013 following community consultation in 2012.

to meet residents’ sporting and recreational needs, the hub will include a library, multi-purpose community centre, aquatic facilities which focus on fun and enjoyment, public plaza areas, walking and cycling trails linked to the immediate area as well as other districts, and social areas including a small park.

the hub will provide an attractive and welcoming environment that helps to create a sense of community, bringing people together in sporting and recreational activities and enhancing the character of the local area.

Members of the community will be encouraged to become involved in helping to create welcoming public spaces that promote health and well-being.

Approving major projectsthe Gold Coast has not been immune to the impact of continuing global financial uncertainty, with a slowing in the demand for approvals for major building developments.

However, the city has major projects – worth a total of more than $590 million – on the horizon following Council approval during the year.

they include a 52-storey mixed development at Main Place, Broadbeach, and a $140 million retail redevelopment at Robina town Centre.

Developing Local Area PlansLocal Area Plans are contributing to the city’s image by enhancing the character of local communities and balancing high quality urban design with environmental considerations.

Some $450,000 was allocated to this ongoing program of works during 2010-11, which included the adoption and commencement of the Coomera town Centre Structure Plan and the adoption of the Palm Beach Action Plan.

Looking aheadWe will continue to work to ensure Council’s decisions support the community’s vision for the city, by encouraging sustainable development that takes account of impacts on the Gold Coast’s landscape, coastline and beaches. our 2011-12 Budget provides:

$44.3 million for major roadworks

$6 million for the redevelopment of Cavill Mall, Surfers Paradise, which will include outdoor dining areas, improved lighting, arbours, furniture and pavements

$3.9 million for bikeway projects which will provide health benefits for the community and environment

$5.3 million for Centre Improvement Program projects to revitalise the city’s commercial areas including:

o Davenport Street, Southport

o thomas Drive, Chevron Island; and

o Mermaid Beach, from Markeri Street to Alfred Street on the Gold Coast Highway, and

funding for the Planning Scheme, to be finalised in 2013, which will provide a clear focus for achieving our Bold Future Vision objectives for the sustainable development of the city.

Our performance ● Percentage of development applications

that met legislative timeframes the State Government’s Sustainable Planning Act 2009 provides the framework for the approval process for all development applications made to Council, whether by individuals or companies.

While the number of building and planning applications received by Council has decreased since 2009-10, as shown by the table below, it has continued to improve its efficiency in the processing of applications, with the percentage of applications completed within the SPA Decision Making Period increasing significantly in 2010-11, as indicated by the graph.

Percentage of development applications that met legislative timeframes

80%

75%

70%

65%

Dec

isio

ns m

ade

2006-07 2007-08 2008-09

–––– Within legislative decision-making period

2009-10 2010-11

85%

90%

95%

number of building and planning applications received

30,000

25,000

20,000

15,000

num

ber

2006-07 2007-08 2008-09

–––– Total applications

2009-10 2010-11

35,000

2006-07 2007-08 2008-09 2009-10 2010-11

Total applications 33,227 31,081 20,216 21,339 17,582


OUR KEy FOCUS AREASKEY FOCUS AREA 6 - A CITY SHAPED BY CLEVER DESIGN


Artist’s impression of a possible design for the proposed Evandale Cultural Precinct.

Evange Epa is the Gold Coast’s Junior Mayor and represents the youth of the Gold Coast. Since moving to the Gold Coast with his family from Sydney six years ago, Evange has been involved actively in church and community work, such as youth leadership development. “There are so many great community initiatives that young people are involved in yet they do not get the recognition they deserve,” he says. While Evange appreciates the natural beauty of the Gold Coast, the people are what he loves most about the city. “Everyone is friendly and kind,” he says.

EvangE Epa

The Gold Coast’s Junior Mayor, Evange Epa (left).


Chapter 5

CORPORATE GOvERnAnCE, ORGAnisATiOnAl CAPAbiliTy And CusTOmER COnTACT

072 gold Coast City CounCil AnnuAl REpoRT 2010-11 gold Coast City CounCil AnnuAl RepoRt 2010-11 073

ouR CoRpoRatE govERnanCEInTRoDuCTIon

Key performance indicator summarySee pages 86-87

● level of compliance with audit recommendations

● total portfolio return on investment

● number of complaints lodged against Council with the Queensland ombudsman

● percentage of Council policies overdue for review

● percentage of injured staff who return to Council’s workforce

● Cost of finalised claims against Council by medical expenses and time lost compared to overall scheme (Queensland) costs

● number of incidents in which there were lost-time injuries and number of days lost due to injury

● percentage of Business Continuity plan desktop reviews undertaken as per the Risk Management Calendar of Events (target is 100 per cent)

● percentage of Business Continuity plan Critical operations and Business Continuity plans updated as per the Risk Management Calendar of Events

● percentage of accountable and critical staff who have completed all appropriate levels of Business Continuity plan training (target is 100 per cent trained within two years)

organisational planning planning for a Bold Future Council has developed an integrated approach to planning, ensuring its processes support the short and long-term delivery of the city’s Bold Future Vision. Key activities relating to organisational planning are Council’s:

Bold Future vision a 30-year vision for the city

Community plan a minimum 10-year plan required under the Local Government Act 2009

Corporate plan a minimum five-year plan required under the Local Government Act 2009

Corporate strategies planning scheme required under the Sustainable Planning Act 2009, and

operational plan a one-year plan required under the Local Government Act 2009.

During 2010-11 Council implemented the second year of the Corporate Plan 2009-14.

developing a Community plan The Local Government Act 2009 requires all councils across Queensland to produce and adopt minimum 10-year Community plans, by 1 December 2011. Community plans are required to be supported by long-term financial plans and asset management plans, to ensure the sustainable delivery of services.

The Act states that a local government may adopt a suite of existing documents as its long-term Community plan. on 15 April 2011, Council adopted the following plans and documents as the basis for its Community plan:

Bold Future Vision

Corporate Plan 2009-14

Budget, 10-Year Financial plans and long-Term Financial Model 2010-11

Core Asset Management plans

Corporate Strategies

Quarterly Corporate performance Report, and

Annual Report.

implementing our Corporate plan The Corporate Plan 2009-14 outlines the actions required by Council to realise the 30-year Bold Future Vision for the city over a f ive-year period. The Corporate plan provides the focus for the delivery of priorities outlined in the annual operational plan. Council’s progress in achieving its corporate objectives is reviewed quarterly through the Corporate performance Report.

Enhancing strategic planning organisational planning is supported by enhanced strategic planning that helps to ensure plans are responsive to emerging issues and challenges. During 2011, a Futures Thinking network was established. This network discusses emerging issues and trends (environmental scanning) and their potential future impacts to develop “futures intelligence” which can be used to inform decision-making.

Encouraging community participation The Local Government Act 2009 emphasises the importance of meaningful community engagement in Council decision-making. While Council has an existing Community Consultation policy, it is anticipated that during 2011-12, it will adopt a new policy on community engagement which will outline how the community will be involved in shaping decisions and actions which will impact on the city now and into the future.

Managing our assets Council is developing its second generation Asset Management plans for the city’s infrastructure, to support the Community plan and Bold Future Vision planning. The development of core Asset Management plans, in line with our Asset Management policy approved by Council in August 2010, and our Asset Management Strategy (Infrastructure and land) 2010-2015, represented the start of an ongoing improvement process. These core plans will continue to be ref ined to inform Council’s long-term f inance forecast, by providing estimates of expenditure required to maintain current levels of service into the future, and f inancial projections for capital investment for the renewal of existing assets. In coming years, Council’s Asset Management plans will be enhanced further to include alternative service level options for Council’s consideration.

5.1 Corporate governance

What is governance?Governance involves the control and management of an organisation to achieve its objectives. It encompasses decision-making and implementation, optimisation of performance, and how the organisation is directed, reviewed and held to account.

our highlightsThe introduction of new State Government legislation resulted in changes to Council’s planning and processes during 2010-11. Key achievements for the year included:

the adoption of a Community plan in April 2011

savings of $4.95 million through a new strategic procurement strategy, with projected savings to rise to $7.39 million in 2011-12

a return on Council’s investment portfolio that outperformed industry benchmarks, despite the current economic climate, earning an additional $7.2 million

the development of core Asset Management plans and an Asset Management policy approved in August 2010, and

training of 320 senior staff in corporate governance principles and practices through Council’s Walking the Talk program.

addressing our challengesour Corporate Governance Framework provides the foundation for effective decision making, sound management and accountability across the Council organisation. We are meeting the challenge of continuously improving our corporate governance by focusing on:

integrated organisational planning, to support Council to deliver the Bold Future Vision and provide financial stability

efficient resource allocation, to ensure we make the best use of limited resources

effective performance management, to support responsible, transparent and accountable government, and

stringent internal control mechanisms to ensure legislative compliance and to support Council in delivering its priorities.

our progressDefining corporate governanceCorporate governance of Council is distinctly different from the democratic governance responsibilities of the Mayor and Councillors. Corporate governance concerns the way in which decisions are made and implemented, how the organisation is managed to achieve its objectives, how performance is optimised and how Council is directed, reviewed and held to account.

The Australian national Audit office has identified six key corporate governance principles:

✔ leadership

✔ Accountability

✔ Integrity

✔ Integration

✔ Commitment

✔ Transparency

delivering community outcomesour Corporate Governance Framework aims to reinforce accountability standards within the Council organisation, ensuring its objectives are being achieved eff iciently and effectively for the community. This provides the:

Council with a high level of assurance that desired strategic outcomes are being achieved within an acceptable level of risk

Audit Advisory Committee with a high level of assurance that the appropriate control mechanisms are in place to ensure effective delivery of services within an acceptable level of risk

Chief Executive officer with a high level of assurance that the organisation is consistently delivering Council’s strategic outcomes and community value, and

organisation with a good understanding of corporate governance and its role in delivering community value.

Council’s framework for corporate governance is represented in the diagram below, with the delivery of community value and outcomes at the core.

organisational foundations see page 77

organisational planning (plan) see page 75

Allocate resources see page 76

performance monitoring and management (review) see page 76

Community value and outcomes

gold C

oast City C

ouncil annual Report

Municipal Infrastructure portfolio

(5 years)

Information and Communication

Technology portfolio

Capital Works program (5 years)

Corporate plan* (5 years)

Med

ium

-ter

m

pla

nnin

g

Bold Future visionAdopted as the Community plan along with a suite of supporting documents*

long

-ter

m

pla

nnin

g Community plan (10+ years)

Annual Budget* (1 year)operational plan (1 year)short-term planning

Corporate performance

Report Q1


Report Q2


Report Q3


Report Q4

planning Scheme (10 years)

priority Infrastructure plan (15 years)

Strategies* (5-30+ years)

Asset Management plans* (10+ years)

long-Term Financial plan*

Five-Year Budget

linking Council’s key plansThe diagram below shows the links between Council’s key plans and its Annual Report.

*Denotes a document adopted as part of the Community Plan

gold Coast City CounCil AnnuAl REpoRT 2010-11 075

govERnanCEouR CoRpoRATE GoVERnAnCE

074 gold Coast City CounCil AnnuAl REpoRT 2010-11


organisational foundations Council ’s Corporate Governance Framework suppor ts the organisation’s delivery of its Bold Future Vision and Council’s key plans by minimising risk, promoting efficiency and ensuring compliance with legislation. It aims to reinforce the accountability standards within Council and ensure that organisational objectives are being achieved efficiently and effectively, ultimately providing value-for-money to the community.

The organisational foundations supporting Council’s operations are outlined below, with detailed information on each activity outlined in the following pages:

(a) control environment

(B) corporate risk management

(C) control activity

(d) information and communication

(E) monitoring

(a) Control environment

Ensuring efficient resource useThe Corporate Governance Committee (CGC) supports the Executive leadership Team (ElT) by ensuring corporate resources are used efficiently to develop and implement policies and strategies, and to deliver significant projects for Council. The committee, which meets monthly, is chaired by the Director City Governance, and comprises managers from all directorates. This inclusive membership allows a corporate approach to be taken on key organisational developments, ensuring that advice, where appropriate, can be provided to the Executive leadership Team. During the past year, the committee considered a range of corporate activities including 27 concept plans, two business cases, 10 project management plans and four post-implementation reviews for corporate projects. It also reviewed four project management plans for corporate strategies and 14 policies. Key initiatives considered include the:

Review of Council policy - Waste Management policy

Waste Management Information System upgrade project

Desktop Architecture plan project

Corporate Activity Framework Review

Corporate Strategy Framework Review

priority Infrastructure plan (pIp) Governance Framework

Development of Council Ecological offsets policy

Conflict of Interests policy

Solid Waste Management Strategy

online Social networking/Media policy

Community Engagement policy

Asset Management Improvement program

Disaster Recovery phase 3

program Management Framework

Information Management Strategy 2010-15 – Implementation plan

Geospatial project

Watercycle Management Strategy

Amendment of people and Culture policies affected by the ERp/property program, and

Flood Search System update - Concept plan.

As part of the corporate governance process, the committee considers quarterly reports on corporate projects including their performance and benefits.

Managing infrastructure projects The Infrastructure Delivery Governance Committee (IDGC) monitors the planning and delivery of municipal infrastructure projects outlined in Council ’s Capital Works Budget. Some $156.3 million was allocated to planning and delivery of projects during 2010-11, with 329 projects completed during the year. The Municipal Infrastructure Improvement project developed key business process improvements, centred on planning and project delivery, to support the implementation of the Municipal Infrastructure Framework.

strengthening governance through the Code of ConductAll Council employees are bound by standards of ethical behaviour outlined in the Code of Conduct for Employees. The current code is based on ethical principles of:

respect for the law and our system of government

respect for people

integrity diligence, and economy and efficiency.

In accordance with amendments to the Public Sector Ethics Act 1994 during 2010-11, Council began to revise its Code of Conduct to align with the new focus on principles and values. The new Code of Conduct will continue to be progressed by Council during 2011-12 and will be based on a template produced by a joint local government project team.

A breach of the Code of Conduct by an employee can damage business and public and work relationships. Breaches are assessed for investigation and, where proven, remedied through formal disciplinary proceedings.

A copy of the Code of Conduct can be obtained without fee by anyone via the Internet, Council libraries or customer service counters. Employees also can access the code via the Council’s intranet, or through the people and Culture or Fraud prevention and Security Branches.

All employees are advised personally of their responsibilities under the Code of Conduct. As part of Council’s corporate induction processes, all new employees are required to acknowledge that they have read and understood the Code. In 2010-11, 255 employees attended training in governance and Code of Conduct requirements.

Reporting public interest disclosures Members of the public and Council staff are encouraged to report unethical conduct through a 24-hour reporting hotline, (07) 5582 8816. provisions for the protection of public interest disclosures are incorporated in Council’s policies to ensure that people can report official misconduct without fear of reprisal. Matters that raise suspicion of official misconduct are referred to the Crime and Misconduct Commission (CMC). Council investigations of suspected official misconduct are subject to monitoring and review by the CMC, and outcomes are reported to the Audit Advisory Committee.

The way in which public interest disclosures are to be reported publicly changed following the repeal of the Whistleblowers Protection Act 1994 and the introduction of the Public Interest Disclosure Act 2010 (pID Act) on 1 January 2011. under section 61 of the pID Act, the public Service Commission (pSC) is responsible for overseeing public interest disclosures and preparing an annual report on the operation of the Act. From 1 January 2011, agencies are required to report information about public interest disclosures to the pSC, whose annual report will be made available publicly.

Council manages its responsibilities for public interest disclosures in accordance with principles of the Public Interest Disclosure Standard No 1. In addition, Council has begun drafting a new public Interest Disclosure policy.

overseeing procurementA new branch was established in July 2010 to bring procurement to a strategic level and further strengthen Council’s corporate governance processes. The Corporate procurement office commenced operation in July 2010 after a review identified potential savings of around 1.5 per cent over the next three years through the application of strategic procurement techniques. The initial target of $4.47 million for the 2010-11 f inancial year was exceeded as the branch realised $4.95 million in procurement savings.

The procurement office is responsible for all Council’s procurement including infrastructure, ICT and materials and services. It manages Council’s procurement strategy through sourcing, tendering, contracting, purchasing, and inventory and stores.

A review during 2010-11 of Council ’s f inancial delegations for contractual commitments resulted in the revocation of most existing delegations. These were replaced by administrative authorisations, with the authority to enter into contracts now resting primarily with the Chief procurement officer and those reporting to that position.

The Chief procurement officer’s role provides Council with a single point of accountability, further strengthening Council’s corporate governance, in line with new legislation including the Local Government Act 2009. It also ensures Council receives value-for-money for the goods and services it purchases. The procurement Branch is expected to save Council $7.39 million during 2011-12, with this target rising to $9.46 million during 2012-13.

Corporate strategy implementationCouncil is working to achieve the Bold Future Vision for the Gold Coast through the development and implementation of strategies to address the future needs of the city. Strategies currently being implemented include the:

Climate Change Strategy 2009-14 nature Conservation Strategy 2009-19 BusinessGC 2020 Economic Development Strategy Asset Management Strategy 2010-15 Customer Contact Strategy 2010-20 Information Management Strategy 2011-15, and Sustainable Flood Management Strategy 2010-15.

Strategies which are being developed or are under review include the:

Transport Strategy

Growth Management Strategy Community Well-being Strategy Watercycle Management Strategy Solid Waste Management Strategy, and ocean Beaches and Foreshores Strategy.

Resource allocationCouncil’s f inancial resources are raised through a combination of rates, fees and charges, as well as Federal and State Government grants, which provide for the delivery of priorities and outcomes identified in Council’s Bold Future Vision and key plans.

Council makes decisions on its priorities and allocates resources through its annual planning and budgeting process, delivering best value to the community. To implement current strategic priorities, Council has established two temporary directorates with responsibilities for:

implementing water reform The temporary Reform program Directorate represents Council’s interests as a major shareholder in Allconnex Water. Its activities during 2010-11 included monitoring Allconnex Water’s performance and reporting to Council, consulting with participating shareholder councils of Redland City and logan City and reviewing Allconnex Water decisions, including water charges affecting Gold Coast residents. The directorate will continue to guide Council’s water reform during 2011-12.

improving business systems Council’s capital investment of $41 mill ion in its Enterprise Resource planning (ERp) and property program during the next two years represents much more than the introduction of new information technology systems. It will bring massive change to the organisation’s operations, providing the opportunity to implement more efficient, fully integrated, corporate-wide processes which will improve Council’s service delivery to the community. The operation of a temporary Business Improvement Directorate, until January 2013, will ensure a single point of accountability for cost control and benefits realisation.

performance management Council’s outcome-based corporate performance management approach is an integral part of its planning and resource allocation cycle. Council is required by the Local Government Act 2009 to prepare a series of reports informing the community of its progress in achieving the outcomes of short, medium and long-term plans. These reports not only inform the State Government and community about activities and projects we have undertaken and what they have achieved, but also provide a valuable contribution to discussions in relation to our future direction. Council’s commitment to excellence in performance management and reporting was demonstrated during 2010-11 by our:

continued review of existing outcome measures and development of new measures, recorded in a newly created corporate measure library

sourcing of data, where possible, from corporate systems to ensure a single source of truth and reducing the reporting impost on the organisation

improvements to Council’s internal capability report, the State of the organisation Report, with the inclusion of human resources data and analysis and some workplace health and safety data, enabling the phasing out of some existing reports to further reduce the burden on the organisation

2009-10 Annual Report which maintained our exceptionally high standard of reporting, again achieving awards for excellence at state, national and international levels, and

continued developments to make the quarterly Corporate performance Report more meaningful to decision makers.

Council will continue to dedicate time and effort during the coming year to improve its performance management by:

reviewing the corporate performance management structure and processes to support the future state integrated planning process

improving the range of performance measures, and providing training to staff on performance measurement.





Council contracts with each entity to deliver the following services:

gold Coast arts Centre pty ltd (trading as the arts Centre gold Coast)Funding of $3,780,000, comprising an operating grant of $2,675,000 and capital development and maintenance programs of $1,105,000, was provided during 2010-11 to:

manage and maintain the Gold Coast Arts centre facility and its various venues

present and promote performing and visual arts at the venues for the benefit of residents and visitors to the city

manage the Gold Coast Arts Centre Fund and The Gold Coast Art Gallery Gift Fund

promote community donations to the Gold Coast Arts Centre Fund and the Gold Coast Art Gallery Gift Fund, and

acquire and maintain outdoor sculptures for the Sculpture Walk at Evandale parklands.

surfers paradise alliance ltdFunding of $3,553,298 was provided during 2010-11 to:

manage marketing and promotional activities in the Surfers paradise central precinct, and

manage non-mechanical day cleaning activities in the precinct.

Broadbeach alliance ltdFunding of $1,534,666 was provided during 2010-11 to:

manage marketing and promotional activities in the Broadbeach central precinct, and

manage a security patrol service on publicly owned land in the precinct in collaboration with the Queensland police Service.

Connecting southern gold Coast ltdFunding of $639,600 was provided during 2010-11 to:

build business capacity increase employment opportunities identify export opportunities, and identify investment attraction opportunities.

(B) Corporate risk managementCouncil is committed to creating a culture of risk management to support its strategic and operational goals and objectives. Its Risk Management Branch, supported by members of the Risk Management Advisory Committee, has continued to build on Council’s achievements during the past eight years in developing and implementing a comprehensive and flexible risk management program, supported by the Enterprise Risk Management Framework.

The framework aims to deliver on Council’s Corporate plan key focus areas by developing sound risk management practices, building risk management capability, providing continuous improvement on the management of risk and ensuring a safe work environment for Council staff.

To this end, Council’s Risk Management Advisory Committee provides support, ongoing advice, recommendations and reports on the strategic and operational ef fectiveness, corporate consistency and continuous improvement of risk management across the organisation.

100%of planned workplace health and safety

internal audits conducted in 2010-11

Developing our risk profile Council’s Executive leadership Team is responding to the changing risk environment through regular reviews and discussions of the organisation’s corporate risk profile. It holds quarterly reviews and an annual ‘emerging issues’ workshop to identify changing conditions which will require Council’s response. These reviews and annual workshop are held prior to Budget submission to ensure any actions required to manage and mitigate risks are funded appropriately. Emerging issues are discussed across all Council directorates to meet the challenge of anticipating change.

developing risk management leadership capability Council’s risk management capability has continued to be developed through customised training programs aligned with its leadership development framework. These risk management programs are based on sound risk management principles and delivered across the organisation to ensure a consistent and sustainable risk capability. The phases of the program are: awareness; application; systems and tools; and maturity and performance. The program builds on the overall capacity of the organisation to continuously improve its risk management performance to ensure informed decision-making.

our risk management information system Council’s Risk Management Information System is the corporate application for collecting, recording, storing and reporting risk data. It captures corporate and directorate risks, security incidents, risks relating to f leet, plant and property, incident and injury management and rehabilitation and management of workers’ compensation claims. The on-line reporting system has been customised and enhanced to meet Council’s business needs. Business intelligence technology is used to export information to provide reporting of valuable data.

providing incident management and business continuity Council’s Business Continuity Management program is being improved continually to ensure the organisation’s resilience to business disruption or disaster. Testing the state of readiness, reliability of plans and the leadership skills of staff responsible for managing incidents occurs annually. our Incident Management plan has been reviewed extensively, taking into account our past experiences and independent reviews to ensure it best meets organisational needs.

implementing workplace health and safetyThe safety of employees and members of the public is Council’s key priority in its workplaces and work practices. Council undertakes regular workplace inspections to ensure a safe working environment and actively encourages employees to follow safe work practices. By sharing information and learning from safety incidents, we aim to ensure they are not repeated.

During 2010-11, Council’s Executive leadership Team endorsed and promoted the personal Safety Action plan (pSAp) to raise awareness of safety across Council. The pSAp required senior managers to take part in the below processes which have contributed to a reduction in the number of injuries and lost time due to injury across the organisation:

workplace inspections risk assessments incident investigations

safety conversations, and safety procedure reviews

Ensuring equity in employmentGold Coast City Council is an equal opportunity employer, dedicated to creating a healthy and safe workplace free from discrimination and harassment. We are creating a workplace which recognises employees’ skills and performance, not race, age, gender, religion or disability. In such an environment, all employees have the opportunity to develop to their full potential and pursue a career path of their choice.

By eliminating unlawful discrimination, we aim to provide everyone with the opportunity to compete equally for jobs and career opportunities. We also are focused on assisting the Equal Employment opportunity (EEo) target groups of women, Aboriginal and Torres Strait Islanders, people from non-English speaking backgrounds and people with disabilities, to improve their representation rates, in and across our workforce.

A signif icant focus for Council has been improving employee data relating to EEo target groups. A key action has been to increase the response rate by employees to the EEo survey from 53 per cent to 61 per cent during 2010-11. This means Council’s EEo data is more reflective of its workforce and that Council can have greater confidence in its data. Results of its 2010-11 survey shows:

EEo target groupgCCC workforce

(indicative, based on EEo survey data)

gold Coast local government area (aBs

2006)

Women 41.63% 50.8% (population)

49.74% (employed people)

Indigenous people 2.5% 1.2%

people from non-english speaking backgrounds

11.5% 10.3%

people with disabilities 8.14% 21%

In line with Council’s goal to better manage its workforce, EEo data reports are produced detailing employee data across each of the EEo target groups, and across directorates, as well as age and benchmark groups. These reports enable Council management to build a clearer picture of representation rates of EEo target groups in management, clerical, operational and professional areas.

In conjunction with these developments, Council has maintained routine activities to prevent discrimination and harassment, including:

the review of Council position descriptions to ensure they include a statement of commitment to principles of Equal Employment opportunity, diversity and merit

the assessment of all recruitment advertisements to ensure the wording is non-discriminatory and not unnecessarily exclusionary, and that advertisements contain a statement that Council is an EEo employer

provision of the Employee Assistance program (EAp) as a staff counselling and support service

the review of Council’s people management policies to ensure that EEo principles are upheld and promoted, and

the publication of Council’s Good Working Relationships policy and EEo Management plan on the Intranet.

Key developments in preventing discrimination and workplace harassment during 2010-11 included:

investigating the feasibility of conducting online EEo Awareness sessions for all staff, with online training in EEo awareness to be provided to all staff with computer access during 2011-12, and

re-establishing a Diversity and Equity off icer (DEo) network, with the appointment of 21 DEos across Council. Following an introductory workshop, with the assistance of the Anti-Discrimination Commission of Queensland, DEos will receive further training during 2011-12.

Reducing Council’s insurance costsGCCC Insurance Company limited, a wholly-owned subsidiary of Gold Coast City Council, is a key component of Council’s risk f inancing strategy. It is responsible for creating and protecting the organisation through the cost-effective financing of selected risks of Council. Its strategic objectives are to retain value for Council by reducing or eliminating insurance premiums paid to unrelated or third party insurers and to avoid or mitigate the disadvantages of the conventional insurance market.

The company was established in 2007 in Guernsey, Europe’s leading captive insurance centre, because of its banking and investment facilities and its proximity to the london market. Importantly, Guernsey has a mature regulatory framework and is committed to f inancial anti-secrecy rules and key standards of tax and banking openness.

The company board, appointed in June 2007, remains unchanged and comprises:

Chairman, Mr Steve Butterworth

Mr Kevin Rye, of Heritage Insurance Management

Mr nick Heys, of Heritage Insurance Management

Mr Dale Dickson, GCCC Chief Executive officer, and

Mr David Montgomery, GCCC City Solicitor.

Heritage Insurance Management limited, which is part of the Heritage Group and one of the largest independent captive insurance managers globally, is the company’s manager and compliance off icer. The company’s broker is Arthur J Gallagher, one of the world’s largest insurance brokerage and risk management firms. Council also utilises the services of Sydney-based General Security Australia Insurance Brokers. This f irm advises Council on various insurance matters including workers’ compensation excess, valuation of Council assets for insurance purposes, travel insurance and insurance on Council’s rental properties.

An unprecedented number of catastrophic natural disasters globally, including the earthquake and tsunami in Japan, earthquakes in new Zealand, as well as f looding and Cyclone Yasi in Queensland and f loods in new South Wales and Victoria have all impacted on the insurance industry. This has produced a hardening in the overall rates offered by the insurance market to all clients and has impacted on the availability of coverage for catastrophic events such as flood and particularly high wind and cyclones. In spite of this, GCCC Insurance Company limited managed to achieve significant premium reductions, principally in professional indemnity, as a result of its continued sound claims experience.

Funding controlled public sector entitiesCouncil provides substantial funding to entities it has established to manage specif ic functions within the city. These entities are registered public companies and are classif ied by the Department of local Government and planning as controlled (public sector) entities due to Council being the sole member/shareholder of each entity and thereby having the power to appoint the directors to their respective boards. Council’s controlled entities include Gold Coast Arts Centre pty ltd, Surfers paradise Alliance ltd, Broadbeach Alliance ltd, Connecting Southern Gold Coast ltd and the Gold Coast City Council Insurance Company ltd.

Council’s approach in establishing each of these entities has been to:

acknowledge the benefits to the community of entrusting community representatives with the responsibility for managing the delivery of certain functions and/or activities, and

respect their autonomy as separate legal entities, bound by the Corporations Act 2001, but to ensure an appropriate corporate governance framework is in place for them to operate, including a performance monitoring and partnering process implemented via a Council standing committee.





Complaints including first-tier complaints (from 1 July 2010)

Council directorates

total complaints outstanding as at 30 June 2010

Complaints received between 1 July 2010 and 30 June 2011

Complaints finalised between 1 July 2010 and 30 June 2011


Gold Coast Water (now disbanded)

2 0 2 0

Community Services* 0 25 25 0

engineering Services 1 6 7 0

planning, environment and transport

3 26 27 2

City Governance 0 0 0 0

organisational Services 1 0 1 0

economic Development and Major projects

0 84 82 2

Business Improvement 0 0 0 0

Office of the CEO 0 55 55 0

privacy complaints 0 7 6 1

total 7 203 205 5

*Complaints reported to Community Services are regarded as f irst-tier complaints. During the past year, the directorate received some 62,000 contacts from the public relating to requests for service or information, expressions of opinion, and the provision of information to facilitate complaints about administrative actions of Council. City parking, with 37,000 contacts from the public, accounted for about half of this f igure, with issues relating to infringement notices and requests for clemency or waivers, and general complaints about parking on the Gold Coast. Animal management, with noise complaints about barking dogs, is another significant source of contact.

second-tier complaints (from 1 July 2010)


Complaints received between 1 July 2010 and 30 June 2011

Complaints finalised between 1 July 2010 and 30 June 2011


Complaints Review Coordinator

0 5 5 0

(E) Monitoring

Focusing on accountability The Institute of Internal Auditors Australia has identified four key elements of accountability relating to corporate governance which have been applied throughout Council’s corporate governance framework. These elements are:

external audit, provided by Queensland Audit office and its contract audit f irm, WHK

audit committee, provided by the Audit Advisory Committee (AAC) reporting to Council

internal audit, provided by professional officers and external contractors, and

executive management, reflecting the organisational structure and related authority.

Corporate governance and accountability mechanisms are monitored, reviewed and strengthened through regular communication and collaboration between these four key elements. Some of Council’s controlled entities also have audit committees.

External auditThe Queensland Audit office (QAo), through its nominated contract external audit f irm, WHK, is required by the Auditor-General Act 2009 to perform an annual external audit of Council. In addition to providing an external audit opinion of Council’s annual financial statements, the external auditors provide interim and final reports to Council recommending improvements to our internal control systems and practices. progress on implementing agreed external audit recommendations is tracked and reported via the internal audit recommendations database.

Council’s external auditors are invited to attend each meeting of its Audit Committee, to provide regular feedback on areas of audit significance for Council and to update the AAC on the progress of external audit activities. Through its internal audit function, Council maintains regular communication with the external auditors, QAo and WHK, to maximise the efficiency of the audit process.

audit advisory Committee (formerly audit advisory Board) Council recognises the importance of an Audit Advisory Committee (AAC) as a key component of its corporate governance framework. The AAC, formerly the Audit Advisory Board, is appointed by and responsible to Council. Its role includes monitoring and reviewing:

the integrity of key financial documents

the eff iciency, objectivity and effectiveness of the internal audit function

internal controls, risk management, fraud prevention and security

legislative and policy compliance

corporate governance, external repor ting and f inancial management, and

the effectiveness of business systems, technical systems and external audit reports.

The AAC has no executive powers, nor the authority to implement actions, nor does it have any delegated responsibility. It reports to Council following each AAC meeting and provides appropriate advice and recommendations to facilitate Council’s decision making.

The AAC met seven times during 2010-11: at quarterly meetings; an annual planning meeting; a draft f inancial statement review meeting; and a final financial statement review meeting. Council’s Chief Executive officer, Manager Internal Audit and the external auditors were invited to attend each AAC meeting as expert observers. Council officers were scheduled to present reports and respond to AAC requests for information or advice on particular matters relating to components of Council’s AAC policy.

Certif ication to AS/nZS 4801 provides the foundation for safety across Council. Council’s commitment to continuous improvement in workplace health and safety is evident in its extensive internal and external auditing of its WHS Management System. Council’s safety procedures are confirmed quarterly across the organisation and endorsed by Council’s Executive leadership Team.

Council WHS training has been developed to meet the specific safety training needs of the organisation, with courses tailored to individual work areas. During 2010-11, Council’s WHS training team organised the delivery of 534 courses with a total attendance of 5352, as some Council employees attended more than one course.

Council cares for all of its employees, supporting injured employees’ to return to work, whether their injury was work or non-work related. our policy for providing rehabilitation assistance to employees, whose injury was not work-related, was introduced to reflect Council’s commitment to staff. While Council is committed to preventing injuries, rehabilitation and return-to-work programs are contributing to our organisational objectives and targets by reducing employees’ time away from work.

(C) Control activity

developing policies In total, 76 Council and administrative policies were reviewed or developed during 2010-11. In September 2010, Council adopted a Customer Contact policy to guide Council off icers and their approach to dealing with customers. This policy aims to create a customer-centric culture throughout Council, focusing on equitable access for people with specif ic needs and the establishment of formal, reportable service levels for consistent customer contact across the organisation. In accordance with Right To Information legislation, Council’s website was updated during the year to include its policies on the publications Scheme.

(d) information and communication

accessing informationThe Right to Information Act 2009 and the Information Privacy Act 2009, which came into effect on 1 July 2009, demonstrate a commitment by government to providing access to information to the community, balanced by appropriate protection for individuals’ privacy. Members of the community can apply for access to documents held by Council, subject to statutory exemptions, unless it is contrary to the public interest to provide that information. The Acts also allow members of the community to apply for amendments to be made to documents concerning their personal affairs, where it is believed the information is incomplete, out-of date, inaccurate or misleading.

Council’s Right to Information and Information privacy unit receives and processes all requests for information relevant to the legislation, dealing with 187 applications during 2010-11. Applicants who are dissatisfied with Council’s response to their requests are able to have matters referred for consideration by a person independent of the Right to Information and Information privacy unit. During 2010-11, there were four applications for independent review, indicating most applicants were satisfied with the approach taken by Council’s Right to Information and Information privacy unit.

During 2010-11, Council participated in a self-assessed audit, led by the Queensland office of the Information Commissioner, which analysed the progress of agencies in complying with the legislation and guidelines relating to the right to information and information privacy reforms. The chart (above right) outlines Council’s progress in implementing the reforms and indicates that Gold Coast City Council is ahead of other Councils with implementation. Council will work towards achieving full compliance during 2011-12.

Reform implementation

0%

gold Coast City Council All agencies - 66%

local government overall

70%60%50%40%30%20%10% 80% 90% 100%

Managing the complaints processCouncil adopted a General Complaints process policy on 21 october 2005 in line with the Local Government Act 1993. The new Local Government Act 2009, which came into effect on 1 July 2010, imposed a new reporting regime to be implemented by councils from 1 July 2011. Formerly, Council reported only on administrative action complaints which had been the subject of a first or second-tier review. The Local Government (Operations) Regulation 2010 now requires all complaints about administrative action to be reported.

The new Act has not changed the definition of a local government’s administrative action. An administrative action may be a decision, an act, the formulation of a proposal or intention, the making of a recommendation or a failure to carry out an act, make a decision or provide a written statement of reasons for a decision. Consistent with the Local Government Act 1993, a complainant under the new Act must be an affected person, that is, one who apparently is affected directly by an administrative action of a local government.

There are some matters which are not within the scope of the Complaints (Administrative Action) policy. For example, a request for service or information, matters which raise issues of legal liability, matters which come under other legislative regimes or where there is another avenue of appeal, such as the Queensland Civil and Administrative Tribunal (QCAT).

Council is committed to dealing promptly and fairly with all complaints and to addressing complaints at the first point of contact, usually a Customer Contact officer. If a matter is not resolved at this point, the complaint is forwarded to the manager of the relevant area for initial review either by the original decision-maker, the manager, or another of f icer in the branch nominated by the manager. A complainant who remains dissatisfied may apply for an independent review by a designated complaints officer or, for information privacy complaints, by the Council’s legal Services Branch. If still dissatisfied, a complainant will be advised of external review options such as through the Queensland ombudsman’s off ice, the office of the Information Commissioner or QCAT.





outlining the aaC’s terms of referenceThe AAC’s terms of reference are included in the Audit Advisory Committee policy, which sets out the committee’s duties. These include, but are not limited to:

reviewing and monitoring Council’s risk exposure

monitoring the progress of major damage or compensation claims against Council

reviewing and recommending all significant changes to financial management policies

monitoring compliance with regulations relevant to Council’s activities

reviewing half-yearly reports on the activities and investigations of the Fraud prevention and Security Advisor

reviewing and updating the AAC’s terms of reference at least every four years

reviewing and reporting to Council on the performance of the AAC against its terms of reference and the annual audit plan

reviewing audit risk assessments and projects

reviewing Council’s draft annual f inancial statements

reviewing processes associated with procurement

reviewing issues relating to financial and comparative performance of Council business units, and

initiating special projects or investigations on any matter within its terms of reference.

Meeting the aaC’s terms of referenceA formal agenda is prepared for each committee meeting, based on the AAC’s terms of reference. Each quarterly meeting agenda includes, as a minimum:

progress towards completion of the internal audit plan

reports on completed internal and external audit activities, and

progress towards implementation of internal and external audit recommended actions for improvement.

The f inancial statement timetable supports the AAC’s review of Council’s draft annual financial statements prior to their issue to external auditors. This meeting also considers management representations from responsible executives, including the management certificate included in the draft financial statements and representations from the Chief Executive officer (CEo) and Chief Financial officer (CFo) to the AAC.

once external audit reports are received from the external auditors of Council and its controlled entities, they are presented to the next meeting of the AAC and Council. Verbal updates on the external audit progress may be provided to AAC members prior to the issuing of the formal documents.

At each AAC meeting, members document any recommendations to Council, particularly with respect to improvements in matters they have considered. A formal report is presented to Council via the responsible standing committee, currently Corporate Governance and Administration, following each AAC meeting. The CEo is the executive responsible for the AAC reports to Council, while the Manager Internal Audit provides the secretariat for AAC.

The A AC Chair repor ts annually to Council, via the Corporate Governance and Administration Committee, on matters considered by the AAC during the previous year and the priority areas to be considered during the coming year. This report summarises the separate reports provided to Council during the year and allows further discussion between the AAC Chair and Councillors on any related matter.

audit advisory Committee meeting attendanceDuring 2010-11, there was a quorum for each AAC meeting, where the appointed Chair presided. The AAC applies Council procedures for committee meetings. Attendance of AAC members for the 2010-11 meeting schedule is summarised below:

14.0

9.10

08.1

0.10

26.1

1.10

17.1

2.10

11.0

3.11

25.0

5.11

17.0

7.11

paul Raftery, Chair (EQ) √ √ √ √ √ √ √

Graeme Stratford (EQ) √ √ √ √ √ √ √

len Scanlan (EQ) √ √ X √ √ √ √

Ron Clarke, Mayor (CQ) √ √ √ X √ X X

Daphne McDonald, Deputy Mayor (C) √ X √ √ √ √ √

C = Councillor; E = External member; Q = signif icant professional qualif ications and experience in f inancial management

audit advisory Committee members Council has maintained a leading practice audit committee structure, with independent, professional members, since 1 January 2005. As required by the Local Government Act 2009 and supporting regulations, Council revised the composition of its Audit Advisory Committee, to include two Councillors from 1 July 2010, and to retain the existing three external members of the committee, one of whom is the committee’s Chair. The committee’s Councillor positions are held by the Mayor and Deputy Mayor, whose details are on pages 16 and 19 of this Annual Report. The external members of AAC are:

paul Raftery (Chair)FFTA, FAIB&F, FAICD, AFAIM, ASA

Current position

Executive Director, First Asia pacific Group pty ltd; holder of several board and advisory positions.

previous positions

Shell Group (1989-2000); Anglo Coal (2000-2002); Thiess (2001-2002).

Qualifications

Master of Business (professional Accounting) QuT; Master of Business (Banking) Monash university; Diploma in Treasury Management, The Australian Society of Corporate Treasurers, in association with Monash university; Master of Commerce (Finance) Melbourne; Graduate Diploma in Finance (with Distinction) RMIT; and Bachelor of Economics (Hons) Sydney.

graeme stratford ACA, GAICD

Current positionsCouncil university of Southern Queensland; Audit Committee, Ipswich City Council; director of many private companies, secretarial roles, and advisory boards.

previous positionsChartered Accountant and partner with priceWaterhouseCoopers, Director of Endeavour Foundation, member of various audit committees.

QualificationsBachelor of Accounting, university of South Australia; Graduate Diploma of Commercial Computing, QuT; Registered company auditor; Australian Institute of Company Directors Course Diploma.

len scanlan FCPA, FCA, FAICD, FAIM, FIIA (Aust)

As Auditor-General of Queensland, Mr Scanlan was responsible for the external audit of more than 800 public sector entities, including local government.

previous positions:

Queensland Audit off ice; premier’s Department; Transport Department; Queensland Treasury; Chair Redland Shire Council Audit Committee (2005-10); Chair Brisbane City Council Audit Committee (2005); Member Moreton Bay Regional Council Audit Committee (2008); Chair Queensland Water Commission Audit and Risk Management Committee (2008); Chair Queensland Health Audit Committee (2009); Audit Committee member of: public Trust office, Crime and Misconduct Commission, Health Quality Complaints Commission, Commission for Children and Young people and Child Guardian, legal Aid Queensland, and Sunshine Coast Regional Council.

Qualifications

Bachelor of Business (Accountancy) QuT; Company Director’s Course Diploma; Fellow CpA Australia; Fellow Institute of Chartered Accountants Australia; Fellow Institute of Internal Auditors; Fellow Australian Institute of Company Directors; Fellow of Australian Institute of Management; national Fellow Institute of public Administration Australia; Bachelor of Arts, university of Queensland; and Master of public Administration, university of Queensland.

appointment of external aaC members As an advisory committee of Council, the AAC is re-established following each local government election, with external members appointed to the committee in line with Council’s four-year term. The current external professional members of the AAC have been appointed until 2012. Recruitment of external AAC members, following each Council election, involves public advertising of positions and a merit-based selection process aimed at ensuring the committee has an appropriate mix of f inancial management, governance, risk management and local government skills and experience. While existing external members can be re-appointed for a second term, at least one external member position is considered for replacement during each term.

Remuneration of external audit advisory Committee membersIn accordance with a previous Council resolution (G09.1019.012), the remuneration of the external members of the Audit Advisory Committee was adjusted, in line with the Brisbane Consumer price Index as at 1 July 2010. The remuneration paid to external members for 2010-11 was $16,579, with an additional $8158 paid to the nominated Chair.

internal auditCouncil has complied fully with State Government legislation relating to internal audit and its Audit Advisory Committee. This section details Council’s internal audit activities for the year and includes its 2010-11 Internal Audit Report.

Evaluating our activities and controls Internal audit is an independent professional appraisal function, established within Council, to examine and evaluate its activities. By reviewing Council’s risks, internal controls, efficiency, effectiveness, governance, performance and compliance, internal audit aims to provide assurance that Council and its management are discharging their responsibilities effectively.

The general direction of Council’s internal audit activities over the medium-term is documented in a three-year Strategic Internal Audit plan, while the specif ic internal audit activities to be performed in the current year are outlined in the Annual Internal Audit plan. Both these plans are reviewed, modif ied and recommended to Council through the Audit Advisory Committee’s reports to Council.

During 2010-11, Council continued to maintain an eff icient and effective internal audit function, as required under the Local Government Act 2009. This function was provided by experienced in-house professional internal audit staff, supplemented by specialist external contractors as required.

Focusing on organisational preparednessThe 2010-11 Internal Audit plan involved 582 days of internal audit activity. This included 35 separate reviews, covering a range of special projects, and feedback on a number of corporate reports and documents. However, the key focus of Council’s Internal Audit plan during 2010-11 was ensuring the organisation was prepared for the implementation of its Enterprise Resource planning/property program (see also page 93), which will replace 70 outdated computer systems with one integrated solution.

number of days internal audit spent in each directorate during 2010-11

directorate days per cent

Office of the CEO 67 11

City Governance 129 22

Community Services 70 12

economic Development and Major projects 10 2

engineering Services 58 10

Business Improvement 79 14

organisational Services 147 25

planning, environment and transport 22 4

Internal audit review activities fell into eight categories: core assurance; probity and compliance; major projects; governance and risk management; information technology; program reviews and f ield testing; assets and operations; human resources; and special projects.

number of days internal audit spent by focus area during 2010-11

Category days per cent

Core assurance 70 12

probity and compliance 35 6

Major projects 30 5

Governance and risk management 141 25

Information technology 47 8

Program reviews and field testing 60 10

Assets and operations 35 6

Human resources 25 4

Special projects 139 24





Monitoring our internal audit performance performance targets for the internal audit function are established annually with the CEo and AAC as part of Council’s annual planning day. progress towards Council’s annual performance targets is monitored by the Manager Internal Audit and CEo, and reported to the AAC as part of the quarterly internal audit report.

The quarterly internal audit report presented to each AAC agenda includes:

the status of each internal audit activity and progress against the annual internal audit plan

reports on completed internal and external audit activity (including internal and external quality assurance for Internal Audit Branch)

progress towards the completion of previously recommended internal and external audit improvement actions

resourcing and branch productivity levels

details of internal audit activity not requiring a separate report

proposed changes to the Internal Audit plan, and

information regarding the Queensland Audit office external audit contractors, WHK, and any information sessions held or updates on proposed areas of focus.

Maintaining professional standards Council’s Internal Audit Branch is staffed by professionally qualif ied internal auditors, all with extensive experience in financial management, business systems and auditing. Staff are actively encouraged and supported in maintaining relevant professional qualif ications and forming associations with relevant professional bodies. All internal audit officers hold professional accounting qualif ications. Most are also members of the Institute of Internal Auditors (IIA), with several holding post-graduate internal audit qualifications such as Certified Internal Auditor (CIA) or Certified Information Systems Auditor (CISA).

During 2010-11, the Institute of Internal Auditors (IIA) conducted an external quality review of Council’s Internal Audit Branch, which confirmed full compliance with most of the institute’s internal audit standards and no areas of non-compliance with the standards.

Executive managementCouncil’s Executive leadership Team (ElT) consisting of the Chief Executive of f icer and Directors, is accountable ultimately for maintaining appropriate Council systems of internal control, risk management and compliance, in accordance with the requirements of Council ’s corporate governance framework and legislative environment. Monthly, quarterly and annual cycles of directorate management representations, covering significant Council-wide risk and control matters, support the CEo’s annual representations to the Audit Advisory Committee and the Auditor-General.

Meeting regularly with the executive Internal Audit meets regularly with Council’s Chief Executive officer and provides a summary of the discussion and decisions to the AAC Chair. This ensures corporate issues receive appropriate attention, allowing the Chief Executive officer to provide emphasis and support where required. Additionally, each Director is scheduled to attend at least one AAC meeting during the Audit Advisory Committee’s term, to discuss significant matters affecting their directorate and the completion of audit recommendations. The Chief Executive officer provides an update on developments within Council at each AAC meeting.

implementing internal audit-recommended actionsManagement’s per formance in implementing internal audit-recommended actions within agreed timeframes is measured and reported quarterly to the CEo and AAC. High risk and long outstanding actions are referred to the CEo. Council’s Annual Report includes, as a key performance indicator, the level of Compliance with Internal Audit Recommendations (see page 86).

Meeting international standards Council has adopted a range of international standard best practice models and frameworks, to provide quality assurance in the services it provides to the community and the way in which it conducts business internally. our assurance of quality is confirmed by audits carried out by independent bodies, or through a process of self-assessment, allowing us to benchmark our standards against those of similar organisations.

The table below shows the standards and areas to which they relate across the organisation.

standard adopted by status assessor

ISo 9001:2008 Quality Management Systems

planning, environment and transport, engineering Services

Certified BSI Group

ISo 14001:2004 environmental Management Systems

engineering Services Certified BSI Group

AS/nZS 4801:2001 Workplace Health and Safety Management Systems

All directorates Certified BSI Group

ISo AS/nZS 31000:2009 Risk Management

All directorates Adopted Self assessed

AS/nZS 5050:2010 Business Continuity Managing Disruption-Related Risk

All directorates Adopted Self assessed

CoBIt (Control objectives for Information and related technology)

All directorates Adopted ernst & Young

looking ahead During 2011-12, we will continue to work to further strengthen our corporate governance processes that will support the delivery of improved value to the community by:

reviewing the Corporate Governance Framework to address organisational and legislative changes

implementing the Asset Management Framework and Asset Management Strategy, including the continued development of second generation Asset Management plans, to provide a basis for more informed decision-making

improving the Risk Management Information System to allow essential risk management and safety data to be captured

introducing a new Community Engagement policy to identify how the community will be involved in shaping decisions and actions which will impact the city now and into the future, and

providing $28.17 million for the Enterprise Resource planning (ERp) property program, an integrated solution to transform our operations and improve our corporate governance, particularly in the areas of f inance, procurement and assets (see page 93).

New legislation affecting Council’s operationsnew legislation and changes to existing Queensland Government legislation have impacted on Council’s operations during 2010-11. Particularly significant were changes to the:

Local Government Act 2009From 1 July 2010, the Local Government Act 2009, replaced the Local Government Act 1993. the new Act provides a clear outline of the roles and responsibilities of Councillors and aims to encourage stronger, more sustainable and capable local governments and eff icient delivery of services. It improves guidance on f inancial planning and reporting, increasing the accountability and transparency of councils to their communities and provides for greater opportunities for new enterprises and partnerships.

under the new Act, Council was required to produce and adopt a minimum 10-year Community plan, and adopted in April 2010 a suite of existing documents, plans and reports as the basis for its Community plan. In December 2010, Council developed Core Asset Management plans in accordance with the new Act’s requirement to develop long-term asset management plans. Council also adopted a long-term financial plan in June 2011 to meet new legislative requirements. As Council has undertaken long-term financial planning and forecasting for a number of years, disclosing this information in its annual Community Budget Report, this new legislative requirement had minimal impact on existing operations. A further change to financial planning has placed a greater focus on asset management when allocating financial resources. Steps were taken during the year to better integrate asset management plans with forecasting data.

Integrity Act 2009 During 2010-11, Council administered its Register of lobbyists and began to develop a policy relating to professional lobbyists, following the introduction of the Integrity Act 2009. the Act means that professional lobbyists who wish to lobby state or local government representatives in Queensland including Ministers, parliamentary Secretaries, Ministerial staff, Councillors (including mayors) and senior staff working in State or local government public sector agencies, must be listed on the Register of lobbyists. Registration requirements previously set out in the Queensland Contact with Lobbyist Code were replaced on 1 January 2010 by requirements under the Integrity Act 2009.

South East Queensland Water (Distribution and Retail Restructuring) Act 2009under the South East Queensland Water (Distribution and Retail Restructuring) Act 2009, Council transferred all staff, assets and operations of the former Gold Coast Water directorate to the newly established water and wastewater business, Allconnex Water, on 1 July 2010. this represented a major change to Council’s operations. While Council retains an ownership interest in Allconnex Water, it is no longer directly responsible for the pricing or delivery of water and sewerage services. For information on the water reform program, see page 11.

Sustainable Planning Act 2009new planning and development laws came into effect on 18 December 2009, when the Sustainable Planning Act 2009 replaced the Integrated Planning Act 1997. the new legislation aims to achieve sustainable planning by managing the development process, the effects of development on the environment and by continuing to coordinate and integrate local, regional and state planning.

the introduction of the legislation modified the way in which Council regulated new development, requiring changes to its systems and procedures surrounding development assessment. these changes were managed through a planning Reform project which ensured Council’s response to the changes complied with legislative requirements.

the new legislation requires planning schemes across Queensland to become standardised, through the application of standard definitions and standard approaches to development regulation under the Queensland planning provisions. Council’s Bold Future planning Scheme Review program will bring the city’s planning scheme into line with these new requirements.

Signif icantly, in 2010-11 the Sustainable Planning Act was amended to change the way in which infrastructure charges for new development in Queensland operated. the amendments resulted in the State Government setting maximum charges for all new development for three years while longer-term reform of infrastructure charging takes place. Council subsequently adopted a charge for residential development which was less than the state’s maximum, resulting in Gold Coast City’s charges being among the lowest in Queensland. For non-residential development, Council adopted the state’s maximum charge.

Council’s Animal Management staff at work.Photo: Brian Usher

gold Coast City CounCil AnnuAl REpoRT 2010-11 085084 gold Coast City CounCil AnnuAl REpoRT 2010-11

govERnanCEouR CoRpoRATE GoVERnAnCE govERnanCE

ouR CoRpoRAte GoVeRnAnCe

our performance ● level of compliance with

audit recommendations All audit actions raised prior to 20 04 have been 10 0 per cent completed. The timing of the completion of audits, the number of audit-recommended actions, and the complexity of the actions, all impact on our completion rates at 30 June each year.

Completion of previous years’ agreed audit-recommended actions as at 30 June 2011

% c

ompl

eted

40

20

60

80

100

0201120092005 20062004 2007 2008 2010

■ year audit actions raised

year of audit action raised

2004 2005 2006 2007 2008 2009 2010 2011

% c

om

plet

ed

at 3

0 Ju

ne

2011 99 99 98 91 88 66 40 28

2010 99 99 97 88 79 55 38

2009 96 96 91 74 58 53

2008 96 94 85 66 46

2007 77 59 53 25

● total portfolio return on investmentAs shown by the table below, GCCC investments continued to outperform designated industry benchmarks during 2010-11. unforeseen international events, such as the Japanese earthquake and tsunami and the circumstances in the Middle East and north Africa affected interest rates, while Australia’s two-speed economy created uncertainty over the future direction of off icial domestic interest rates. Despite this economic climate, Council was able to strategically position its investments to take advantage of opportunities to lock in healthy returns. Its out-performance of the uBSA Bank Bills Index earned an additional $7.237 million, while out-performance of the QTC Cash Fund earned an additional $4.063 million.

2006-07 2007-08 2008-09 2009-10 2010-11

GCCC 6.42% 7.26% 6.33% 5.23% 6.12%

Benchmark 6.43% 7.33% 5.48% 3.90% 4.98%

*Council benchmarks its performance against the Bank Bill Index and UBS Bills Index

● number of complaints lodged against Council with Queensland ombudsman

As shown by the figures below, there was a decrease in the number of complaints lodged against Gold Coast City Council with the Queensland ombudsman during 2010-11, compared with 2009-10. During the same period, there was also a decrease in the total number of complaints against all councils in Queensland. There were no f indings of maladministration* against Gold Coast City Council by the ombudsman during 2010-11.

*The term ’maladministration’ is not used in the Ombudsman Act 2001. However, it is frequently used to describe the types of administrative error about which the Ombudsman may express an adverse opinion and make recommendations.

Complaints against Council

num

ber o

f C

ompl

aint

s

––– Complaints against all councils in Queensland ––– Complaints against gold Coast City Council

2006-07 2007-08 2008-09 2009-10 2010-11

2,5002,2502,0001,7501,5001,2501,000

750500250

0

2006-07 2007-08 2008-09 2009-10 2010-11

Complaints against all councils in Queensland

1,888 1,843 1,979 2,275* 2,126

Complaints against Gold Coast City Council

218 206 206 228 201

Maladministration found against Gold Coast City Council

2.00 2.00 1.00 1.00 0.00

Complaints received per 1,000 people - Gold Coast City Council

0.43 0.42 0.41 0.44 0.37

Complaints received per 1,000 people for all councils in Queensland

0.45 0.43 0.45 0.51 0.47

*Figure has been updated to coincide with the Queensland Ombudsman’s Annual Report.

outcomes of complaints finalised by the Queensland ombudsman in 2010-11 were:

not investigated ............................................................................... 188 no maladministration established .................................................... 9 no maladministration finding necessary ......................................... 3 discontinued after investigation commenced............................... 4 withdrawn after investigation commenced.................................... 3 Total* .................................................................................................. 207

*This f igure relates to complaints f inalised in 2010-11 and includes complaints outstanding from 2009-10.

● percentage of Council policies overdue for review

Some 79 Council and administrative policies were reviewed or developed during 2010-11. This included human resource policies, to align with Council’s Enterprise Bargaining Agreement, and the development of policies relating to customer contact and information management and privacy.

As shown by the graph below, the percentage of policies overdue for review has declined during the past three years.

percentage of policies overdue for review

perc

enta

ge

2007-08 2008-09 2009-10 ––– % overdue policies

2010-11

403020

010

50

Measure 2007-08 2008-09 2009-10 2010-11

total approved policies 159 157 158 151

number of policies overdue for review

65 59 25 30

% overdue policies 41 38 16 20

● Percentage of injured staff who return to Council’s workforce

As shown by the table below, the return-to-work rate for Council staff injured at work has continued to outperform the state average. Q-Comp has found that good rehabilitation outcomes may result in improved employee morale, increased productivity and a reduction in personal injury litigation.

Feb 08 Feb 09 Feb 10 Jun 10 Jun 11

Council 97.2% 96.03% 96.5% 98% 97%

State 88.1% 87% 85.9% 87% 89%

● number of incidents in which there were lost-time injuries and number of days lost due to injury

As shown by the graph below, there was a decline in the frequency of lost-time incidents and injuries during 2010-11. This can be attributed to a number of corporate initiatives rolled out during the past 12 months.

––– days taken ■ incidents

inci

dent

s

day

s lo

st

2006-07 2007-08 2008-09 2009-10 2010-11

150100

500

200250300350

6,0005,0004,0003,000

7,0008,0009,00010,000

2006-07 2007-08 2008-09 2009-10 2010-11

Incidents 236 244 312 318 251

Days taken 5,569 5,948 9,727 6,803 5,156

● percentage of Business Continuity plan desktop reviews undertaken as per the Risk Management Calendar of Events (target is 100 per cent)

While the graph below shows the increase in the number of Business Continuity plan desktop reviews during the past f ive years, it is important to note that prior to 2009-10, not all directorates had the resources to undertake the annual review.

Business continuity reviews

––– target ––– BCp desktop review

des

ktop

re

view

s

2006-07 2007-08 2008-09 2009-10 2010-11

80%

60%

40%

100%

2006-07 2007-08 2008-09 2009-10 2010-11

target 100% 100% 100% 100% 100%

BCp Desktop reviews 71% 71% 71% 100% 91%

● percentage of Business Continuity plan Critical operations and Business Continuity plans updated as per the Risk Management Calendar of Events

Business Continuity plans were reviewed across Council during 2009-10, resulting in a heavy administrative impact on the organisation. Consequently, the review cycle was changed so that all business impact analysis will be reviewed during the second quarter of 2011-12.

Critical operations and BCps reviewed

––– target ––– BCps Review

perc

enta

ge

2006-07 2007-08 2008-09 2009-10 2010-11

80

60

40

20

0

100

2006-07 2007-08 2008-09 2009-10 2010-11

target 100 100 100 100 100

BCps reviewed 100 0 0 100 0

● percentage of accountable and critical staff who have completed all appropriate levels of Business Continuity plan training (target is 100 per cent trained within two years)

The focus of Business Continuity plan training during 2010-11 was managerial staff who control and manage Council’s response to incidents and events. From 2011-12, training will be delivered for incident management and business continuity staff below management level.

percentage critical staff trained

––– target ––– BCps Review

perc

enta

ge

2006-07 2007-08 2008-09 2009-10 2010-11

80

60

40

20

0

100

2006-07 2007-08 2008-09 2009-10 2010-11

target 50% 50% 50% 50% 50%

BCp training 100% 43% 17% 23% 3%

● Cost of finalised claims against Council by medical expenses and time lost compared to overall scheme (Queensland) costs

As shown by the table below, there was a decrease in the cost of medical expenses claims during 2010-11, due partly to fewer complex injuries sustained by staff. Council provides rehabilitation for staff that focuses on their f itness for work. Although this involves an increased cost, the goal is to prevent the recurrence of injuries.

2006-07 2007-08 2008-09 2009-10 2010-11

GCCC All insurers GCCC All insurers GCCC All insurers GCCC All insurers gCCC all insurers

Medical expenses $1,113 $800 $926 $946 $1,535 $886 $1,758 $1,083 $1,178 $1,151

time lost $11,531 $8,746 $8,468 $10,735 $10,485 $10,720 $12,466 $11,797 $16,397 $11,661





our progressPlanning for future office needs Council has deferred a decision to commence its Robina workplace project until May 2012 while it considers its f inancial position and the impact of the State Government’s water price capping, standard infrastructure charges and a new waste disposal levy.

Many of Council’s staff who provide a range of services to support the Gold Coast community are off ice-based professionals. The proposed Robina workplace aims to move them from ineff icient and poorly located administration buildings into highly eff icient, environmentally sustainable, premises.

In June 2010, Council acquired a 1.4 hectare site, strategically located at Robina, for $9.9 million as the first stage of its long-term solution to meet its workplace needs until at least 2040.

The purchase of this site, near the Robina Railway Station, represents a key investment in one of the city’s leading business centres.

off ices located near public transport will become increasingly important, for Council staff and the community, as the city continues to grow towards a population of one million.

When completed, the new workplace will deliver around $2 million a year in efficiency savings. It will contribute to achieving Council’s goal of carbon neutral operations, and allow development of the cultural precinct at Evandale to proceed as offices and staff are relocated.

Achieving greater efficienciesnew developments in technology and communications are helping Council to achieve greater eff iciencies in its operations. During 2010-11, Council enhanced its service delivery and organisational capability through:

the final phases of the ICT network Infrastructure plan project, which has increased network access to some Council sites, improving customer service

the conclusion of a tender for the supply of Voice over Internet protocol (VoIp) telephony, to replace Council’s telephone system in early 2011-12, delivering a cost-effective and resilient communication network, and

phase 3 of the Disaster Recovery project, which provides the ability to recover vital corporate information in the event of a disaster, and ongoing computer services in the event of a disruption to mains power at the Surfers paradise administration site.

achieving value-for-moneyDuring 2010-11, Council implemented a Value-for-Money Action plan to make more effective use of its resources through a mix of efficiency gains, bankable savings and avoided costs in specified areas.

Council has adopted strategic procurement techniques to achieve quantif ied, bankable savings. This resulted in total procurement savings of $4,953,324 during the year, exceeding Council’s 2010-11 target of $4,447,000 (see also page 76).

$4.95 millionin bankable savings due to Council implementing

strategic procurement techniques

41 per centof Council staff with 10 years or more service

Managing our workforceproviding value-for-money servicesWe are committed to providing value for money to Gold Coast ratepayers in every aspect of our service delivery. Australia’s second largest local authority, Gold Coast City Council has one of the lowest levels of staff, relative to the city’s population, of any local authority in the country. There was a further decrease in Council’s workforce during 2010-11, due to the South-East Queensland water reforms and the separation of Gold Coast Water from Council operations on 30 June 2010.

The changes in Council’s staffing levels are shown by the table below.

gold Coast City Council staffing levels

2009-10 2010-11

Actual staff (headcount)

FtE Actual staff (headcount)

FtE

Full-time 2,948 2,963.1 2,545 2,529

part-time 157 89.4 189 106.9

temporary 225 216.9 226 207.5

total employees 3,330 3,269.4 2,960 2,843.4

increasing workforce stabilityAs shown by the graph below, there has been a decrease in the turnover rate of Council staf f, whether full-time, part-time, temporary or casual employees, in recent years. The Global Financial Crisis of 2008 has contributed to the stability in Council’s workforce, as superannuation investment losses have forced some older employees to remain in the workforce for longer.

Rate of turnover of Council staff since 2005

perc

enta

ge

5

10

15

20

02005 2006 2007 2008 2009 2010 2011

■ Staff turnover rate

Workforce composition by age groups The table below illustrates the average age of Council employees, as well as the percentage of employees in each age range. overall, the average age of Council staff is 43.21 years. It should be noted that most employees, some 30.98 per cent, are between 35 and 44 years of age.

years percentage years percentage years percentage

<25 3.78% 35 - <45 30.98% 55 - <65 16.44%

25 - <35 21.27% 45 - <55 26.49% 65+ 1.03%

Workforce composition by genderThe proportion of women in the workforce across Australia has increased significantly during the past 25 years. Changing social attitudes, greater educational opportunities, smaller families and an increase in f lexible working hours have contributed to these changes in women’s employment. To ensure it recruits and retains the best people available, Gold Coast City Council aims to have an appropriate mix of male and female employees. our workforce profiling activities are helping to better understand our workforce so we can meet current and future staff ing requirements. At 38.7 per cent, the proportion of women in Council’s workforce represents a slight increase from that of recent years.

61.3%

38.7%

■ Male■ Female

2008-09 2009-10 2010-11

Gender Female Male Female Male Female Male

percentage 37.30 62.70 37.10 62.90 38.70 61.30

Recognising our long-term employees The commitment and support of long serving employees over many decades has helped Council to provide world-class services and infrastructure to the community.

Council has a tradition of recognising the contribution of long-term employees through a range of initiatives including service mementos, certificates of appreciation, and annual celebrations.

Service milestones are acknowledged and celebrated on the completion of 10, 20, 30 and 40 years of service, calculated at 30 June annually.

Garry Willman (left) with Gold Coast Mayor, Ron Clarke, and Tom orr (absent) joined Council’s 40-year Club and were recognised for their service during 2010-11.

Photo: People and Culture Branch

5.2 organisational capability

our highlightsWe have continued to strive to achieve greater efficiencies in Council’s operations through our management of people and financial resources during 2010-11 by:

further developing the leadership capability of the organisation to attract and retain the best employees

providing ongoing training and re-skilling opportunities for our workforce

implementing a Value-for-Money Action plan, and

using the latest developments in technology and communications to improve our service delivery.

addressing our challengesWe are committed to providing high level services to the community while ensuring value-for-money for ratepayers. our challenge is to ensure we have the organisational capability and innovation to achieve our corporate priorities and the ability to meet changing community needs.

Customer contact staff at work.Photo: Brian Usher

gold Coast City CounCil AnnuAl REpoRT 2010-11 089088 gold Coast City CounCil AnnuAl REpoRT 2010-11

govERnanCEoRGAnISATIonAl CApABIlITY


exploring one of the Gold Coast’s many parks.

Photo: Remco Jansen

Walking the talk Council’s Walking the Talk program is helping to create a world-class organisation and workforce culture through supportive leadership and management, effective communication and shared organisational values.

The Walking the Talk leadership Capability Development Framework has been developed specifically for Gold Coast City Council. It aims to assist Council to attract and retain good leaders and further develop leadership by helping us to:

build capability through a clear organisational vision supported by team plans, along with recognition of the need for change to achieve results

act capably, with leaders taking responsibility for their decisions and ensuring that plans are followed through

support capability by building productive and healthy work environments based on the organisation’s values and recognition of the range of talent, skills and perspectives in its workplace, and

grow capability, through leaders who are committed to developing their people and creating an environment that fosters ongoing learning and professional development.

Since 2009, we have been enhancing capability in these key areas, through priority short courses that will continue to develop members of the senior leadership group during the next three to five years. During 2010-11, 873 staff participated in three priority courses offered by Council. These courses were rated as satisfactory or very satisfactory by 97.25 per cent of participants, with 98 per cent reporting they would recommend the course to other Council employees.

providing corporate learning and development opportunitiesIn August 2010, Council approved three new registers of pre-qualified suppliers to provide courses aligned with its future learning and development initiatives. These include:

people management and organisational learning and development

organisational development and human resources consulting services; and

leadership capability through coaching and mentoring.

This has changed the way in which approved suppliers prepare and deliver course outlines and materials.

All courses identif ied in Council’s annual corporate learning and development calendar have been aligned with the four key components of the leadership Capability Development Framework. This ensures suppliers deliver learning outcomes that are tangible, and can be passed down throughout the organisation, adding value to Council as a whole.

During 2010-11, a total of 2001 participants attended 141 internal, corporate-led course activities. This included 20 employees who graduated with a Diploma of project Management; and 61 staff who commenced the Certificate IV Frontline Management course, which has been tailored specifically to meet Council’s needs.

supporting employment initiativestraineeships Council recruited 36 participants for its annual corporate traineeship scheme, under the State Government’s Skilling Queenslanders for Work program, during 2010-11. Most trainees completed their programs, gaining relevant industry experience, referees for future career opportunities and nationally recognised qualifications. These included a Certificate II Horticulture, Certificate II Conservation and land Management, Certif icate III local Government (Regulatory Services), or a Certificate III Business Administration. Almost half the participants, 17 trainees, gained immediate employment with Council.

Community Employment scheme Council’s Community Employment Scheme has helped participants gain nationally recognised qualifications while working to improve the Gold Coast’s community assets. Through Council supervised Green Army projects, part of the State Government’s Skilling Queenslanders for Work program, 62 participants gained skills allowing them to become more competitive in the job market. A total of 36 participants, 58 per cent, obtained meaningful employment after taking part in the scheme, which almost achieved the State Government’s target of 60 per cent, a good result in the current economic climate.

student placements Formerly known as work experience, student placements are provided by Council under the sponsorship of an educational or training organisation, allowing participants to gain valuable but unpaid on-the-job experience. During 2010-11, Council provided placements to 100 students from universities, and Technical and Further Education (TAFE) colleges.

Employment scheme initiatives

num

ber 100

120140160

406080

200

––– traineeships ––– student placements ––– Community Employment scheme

2006-07 2007-08 2008-09 2009-10 2010-11

2006-07 2007-08 2008-09 2009-10 2010-11

traineeships 32 40 37 38 36

Community employment Scheme

42 42 50 62 62

Student placements 144 143 140 127 100

090 gold Coast City CounCil AnnuAl REpoRT 2010-11 gold Coast City CounCil AnnuAl RepoRt 2010-11 091

govERnanCEoRGAnISAtIonAl CApABIlItY


Re-skilling our workforceTo enhance the capability of its workforce, Council has assisted staff to begin further training and re-skilling. Qualifications were obtained by staff in vocational and trade skills including:

Diploma of Management (two staff)

Certificate III Transport and logistics (f ive staff)

Certificate V project Management (five staff), and

Certificate III Road Construction and Maintenance (32 staff).

determining executive remunerationMany factors play a role in determining remuneration levels for Council executives, including work value, job complexity, and external, independent, market-related benchmarks. This ensures remuneration levels for executives are appropriate, and that Council is well placed to retain and attract executives who have the skills to help deliver value-for-money services to the community. Executive staff members (the Chief Executive officer, directors, managers and executive coordinators) are engaged under fixed-term contracts.

In 2009-10, Council renewed the contract of the Chief Executive officer for a further four years, with the option of a further one-year extension. This contract included an annual pay increase of 3.5 per cent or Consumer price Index, whichever is greater.

Since July 2003, Council has twice engaged independent consultants to assess the responsibilities of the CEo’s position, as for all other senior executive positions.

Council engages Mercer Australia pty ltd to provide benchmarking data on the remuneration of managers. This provides an objective process for aligning their remuneration with established market data.

Remuneration packages for Council’s executive staff may include a performance-based incentive bonus, paid subject to their achievement of agreed operational targets. The remuneration levels shown below include a cash base salary but not vehicle allowances, minor non-monetary benefits for some executives, such as professional memberships, or superannuation of 12 per cent.

salary range Executives

$90,0001 - $100,000 4

$100,001 - $110,000 6

$110,001 - $120,000 50

$120,001 - $130,000 13

$130,001 - $140,000 14

sub total 87

salary range Executives

$140,001 - $160,000 15

$160,001 - $180,000 2

$180,001 - $210,000 5

$210,001 - $220,000 3

$340,001 - $350,000 1

total 113*

* The total number of executives for 2010-11 is lower than the total of 125 in 2009-10, due to Gold Coast Water staff not being included in Council statistics. The table includes a higher level of disclosure than required by legislation.

looking aheadThroughout the organisation, Council is committed to improving the eff iciency of operations, ensuring resources are used more effectively and promoting a culture of safety. During 2011-12, we will continue to implement our:

initiatives to continually re-skill our workforce, to provide improved services to the community

ERp/property program, to improve business eff iciencies by integrating core activities in Council’s key support services (see page 93)

Value For Money action plan, to make more effective use of Council resources, and

Workplace Health and Safety program, to provide a work environment that places a high priority on safety and actively encourages safe work practices.

Enhancing our service deliveryGold Coast ratepayers will reap the rewards of Council’s organisation-wide initiative to replace more than 70 outdated computer systems with one integrated program by December 2012. When completed, the system will provide a one-stop-shop for ratepayers and quality information and advice from a single source.During 2010-11, more than $34 million was allocated to the enterprise Resource planning (eRp)/property program to improve all aspects of Council’s business operations and enhance customer service for ratepayers.

the business case for the combined program has shown Council’s total capital outlay of $86.3 million will be substantially offset by more than $143 million in bankable benefits and the saving of a further $75 million in future information communications technology costs.

the program will be phased in over four stages, from november 2011, initially providing for f inance, procurement and asset management of Council’s fleet and plant.

eventually, it will be integrated into all of Council’s operations, transforming the way it does business and greatly improving customer service.

the real winner is the ratepayer, with the third phase of the program delivering a world-class customer service experience including rates and billing information, licensing, planning and development approvals, permits, registrations and inspections, compliance applications, searches, and customer relationship management.

the introduction of the eRp/property program will be supported by Council’s Information Management program, which has signif icantly improved the management and retention of essential information.

the Information Management program successfully managed Council’s compliance with the State Government’s Right to Information and Information privacy legislation. Council achieved more than 80 per cent compliance with the new legislation, exceeding the averages of other local authorities in Queensland (see also page 80).

to integrate with the eRp/property program, the Information Management program has improved record keeping compliance. An updated and consolidated website platform also is being developed.

During 2010-11, Council finalised the tender for a new geospatial system which will have significant benefits, reducing disruption to the community during scheduled works.

A worker at Council’s Southport depot.Photo: Brian Usher

tending the plants at Council’s nursery.Photo: Brian Usher

Council customer service staff.Photo: Brian Usher

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our highlights We are committed to achieving the highest standards of service and this is reflected in initiatives which included:

endorsing the Customer Contact Strategy Implementation plan, to support Council’s vision of excellence in its dealings with customers

ensuring the new Customer Contact Branch has the skills and capabilities to support our strategy and service delivery for our customers

adopting Council’s Customer Contact policy in September 2010, which defines how Council should interact with its customers, and

commencing a program of work to enhance our main Internet site’s technology and content.

addressing our challengesCouncil deals with its many customers in many different ways, through more than one million telephone calls, some 400,000 items of correspondence by post, 200,000 enquiries via email, 200,000 inquiries at service counters across the city and more than 1.5 million visitors to its website annually.

To achieve our goal of becoming a truly customer-focused, 24/7 organisation, we need to ensure our information is understandable and accessible through a range of communication channels – and that we are always open to new ways in which to improve our service.

our progressour Customer Contact Strategy, adopted in 2010, was driven by an awareness of the needs of the thousands of people who do business with us each day. To better meet their needs, we have been addressing issues concerning:

the difficulty for customers in reaching the right person for assistance, with more than 120 Council phone numbers listed in the White pages

limited web capability, preventing Council from offering modern service options such as online bookings

limitations in providing timely information to customers, due to difficulties in retrieving customer information easily, and

severely limited access to out-of-hours contact with Council staff.

When implemented fully, Council’s Customer Contact Strategy will provide:

service through one telephone number, 1300 MYGCCC (1300 694 222), one fax number and one email address

expanded online services, including facilities for online payments, increased access to Council information, booking of Council services and the ability for customers to receive automatic updates and submit and track applications and requests

integrated software systems for customer correspondence and accounts, and

a centralised customer contact centre, able to handle 85 per cent of customer inquiries in the first instance.

looking aheadour Customer Contact Strategy will continue to be updated as new technology evolves and community needs emerge. Council will use feedback from the community to ensure that in every aspect of customer contact we continue to meet community needs and expectations.

This may include:

using social media such as Facebook or Twitter to interact with customers

Smartphone applications to access information and report problems

self-service options via the telephone or internet

providing information to customers via email or SMS, and

using video conferencing or web-chat style interaction to support customer contact.

our performance ● Media portrayal of Council

decisions and activitiesoverall, media coverage of Council’s activities has been favourable, with an average rating of 50.9 per cent. Generally, Council initiatives to boost the local economy were reported favourably, with the overall message that Council supports business growth and makes decisions that benefit the business community.

––– all broadcast and print media

Favo

urab

ility

ra

ting

(%)

2007-08 2008-09 2009-10 2010-11

55

50

45

60

● Customer service call centre quality monitoring score

Since January 2011, there has been a significant increase in the number of calls received by Council, with an extra 35,000 calls relating to issues concerning Allconnex Water. Despite this increased operational load, with the average length of calls increasing to seven minutes (well above the average time of three minutes), the service standard of our customer call centre has exceeded performance objectives.

2009-10 2010-11

Quality score (%) 90 89

performance objective (%) 85 85

1 million+telephone calls received each year

5.3 Customer contact our customer service staff represent Council’s face to the

community.Photo: Brian Usher

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6.1 Council’s business activities

Definitions of activitiesBefore the end of each f inancial year, the Minister must decide, for the f inancial year, the expenditure amounts (the “threshold amounts”) for identifying a “signif icant business activity” that should be a Type 1 or 2 business activity.

Signif icant business activities where the threshold expenditure has been set by the Minister for the year ended 30 June 2011 are as follows:

Type 1 (a) for water and sewerage combined activities - $39.4 million

(b) for other activities - $23.6 million

Type 2 (a) for water and sewerage combined activities - $11.8 million


Council’s business activitiesCouncil has one Type 1 business activity, Gold Coast Waste Management.

On 10 November 1997, and following a public benefit assessment and in-depth review of each activity, Council resolved to implement full-cost pricing for Gold Coast Waste Management by 30 June 1998, with commercialisation by 30 June 1999.

Although still significant, Type 2 (commercial) business activities have smaller expenditure thresholds than Type 1 business activities. Council had one Type 2 business, Tourist Parks, for the 2010-11 financial year. It should be noted that while Council’s tourist parks are recognised off icially as a Type 2 business, a public benef it assessment has been undertaken previously and Council resolved that no additional reforms would be implemented at this stage. Council continues to apply full-cost pricing to the business unit as commercialisation of the business will not result in further signif icant benefits.

Under Section 47 of the Local Government Act 2009, certain business activit ies are required to be reformed under the framework for competitive business activities, whether or not they have $270,000 in annual adjusted expenditure. Council has one such business activity, the Gold Coast Building Certif ication Group, to which the Code of Competitive Conduct has applied since 27 August 1998.

Other competitive business activities, prescribed by section 47 of the Local Government Act 2009, are those in which a local government either competes with the private sector, or competes with others by competitive tender, for the provision of services to itself. These activities have more than $270,000 in annual adjusted expenditure. Council did not have any other business activities to which the Code of Competitive Conduct applied during 2010-11.

Section 45(a)(b) of the Local Government Act 2009 requires Council to list the business activities that it conducted during the f inancial year, and to identify its signif icant business activities, as outlined below:

Type 1 commercial business activities Council maintained direct control of its Type 1 business activity in Gold Coast Waste Management, including its pricing policy, major expenditure, levels of service and environmental considerations. Commercial reform continued to be implemented throughout the year by Gold Coast Waste Management. A performance plan for Gold Coast Waste Management for the coming financial year was adopted and published as part of Council’s 2011-12 Operational Plan.

Type 2 commercial business activitiesCouncil had only one Type 2 business, Tourist Parks, for the 2010-11 financial year.

Other business activitiesCouncil’s other business activities include cemeteries, community facilities, off-street parking and swimming pools.

Section 45(c) of the Local Government Act 2009 requires Council to state whether the Code of Competitive Conduct was applied to business activities and, if not, the reason. An annual review of each of Council’s business activities was conducted. At its meeting in June 2010, Council resolved the code would continue to be applied to its existing building certification activity described previously in 2010-11.

Council has resolved not to apply the code to other business activities as the benefits of adopting the code for these business units are outweighed by the associated costs such as:

the activities are within the organisational structure in a way that makes it difficult and resource intensive to identify operating costs

there are low levels of competition in these activities

resources required to adopt the code are greater than those needed for the Building Certif ication Group

the lack of fundamental commercial information, such as assets and valuations, may lead to inappropriate decision-making when considering the budget, and

there are limited resources available, due to competing priorities within the Community Services Directorate, responsible for these activities.

Council is required under Section 45(d) of the Local Government Act 2009 to state whether any of the significant business activities were not conducted in the preceding financial year. Council has no details to report for the year in relation to this section.

Council is required under Section 46(1) of the Local Government Act 2009 to state whether any new significant business activities were identified in the financial year. Council has no details to report for the year in relation to this section.

Trade Practices Act compliance program Council’s activities, including business activities established under the framework of the Local Government Act 2009, are subject to the Trade Practices Act 1974. Council’s Legal Services Branch monitors trade practices issues, providing guidance and direction to Council and Council officers on relevant issues.

Competitive neutrality complaints about Council’s business activities Chapter 3 of the Local Government Act 2009 sets out requirements for establishing a competitive neutrality complaints process for business activities established under the provisions of the Act. In accordance with these requirements Council, at its 26 June 1998 meeting, decided to adopt an internal complaints process for such matters in relation to its Type 1, Type 2 and other business activities. Under this process, the Chief Executive Officer is authorised to appoint referees on a case-by-case basis. Council has set the fee for making a complaint at $100 to cover administration costs.

Section 119(i) and (j) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide a summary of investigation notices related to its business activities and competitive neutrality complaints. Council has no details to report for the year in relation to this section.

Chapter 6

OUR BUSINESS ACTIVITIESIntroduction Council’s business activities are addressed under Chapter 3 of the Local Government Act 2009. This legislation demands good industry practices and removes the privileges of Council ownership in terms of setting prices and conducting business. It also gives the public the right to scrutinise some major investment and f inancial decisions. Council is required to provide a:

performance plan for the coming f inancial year (prepared and adopted as part of Council’s annual Operational Plan)

annual report on the previous f inancial year (annual Statement of Operations), and

independent review of complaints about unfair advantages over competitors.

As well as detailing the operations of Gold Coast Waste Management, this section provides a brief outline of the activities of Council’s smaller businesses. These include Council’s tourist parks business, identified as a new Type 2 business in 2006-07, and the Gold Coast Building Certif ication Group.

Council ’s most signif icant business unit is Gold Coast Waste Management. It was established as a commercialised local government business to deliver the best waste management service to the Gold Coast Community (see also page 98).

Maintaining Southport Broadwater Parklands.Photo: Brian Usher

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Council directions to Gold Coast Waste Management during 2010-11 Section 32(2)(d) of the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010 requires the annual operations report to contain particulars of directions the local government gave the unit for the financial year. The business unit was required by Council to implement the following decisions:

Waste collection and transportation services contract (Contract No. LG314/411/10/046T) was awarded to JJ Richards commencing from 4 July 2011 for eight years with an optional one-year extension (Resolution No. G10.0726.024)

Recyclable Materials Recovery Services contract (Contract No. LG314/411/09-165T) was awarded to Visy recycling, commencing 1 July 2010 for eight years with an optional one-year extension (Resolution No. CC10.0512.006)

Closure of the Suntown Landfill to landfill operations (Resolution No. CC10.0714.024), and

Closure of the Pimpama Waste and Recycling Centre (Resolution No. GB10.0621.002).

Another significant direction to Gold Coast Waste Management during 2010-2011 was for:

the commencement of Gold Coast Waste Management’s Asset Management Plan and development of a Core Asset Management Plan. The next phase of the project, which includes detailed asset data collection and finalisation of a working Asset Management Plan, is underway. (Resolution No G09.1211.026)

Particulars of any changes made to the unit’s annual performance planSection 32(2)(b)(c) of the Local Government (Beneficial Enterprises and Business Activities) Regulation 2010, requires an annual operations report for a commercial business unit to contain particulars of any changes made to a unit’s annual performance plan and the impact the changes had.

Several projects outlined in Gold Coast Waste Management’s 2010-11 Performance Plan will be progressed during 2011-12, as listed below, with the exception of the Coomera Waste and Recycling Centre which has been deferred until 2012-13. These changes to the 2010-11 Performance Plan, which had minimal immediate effects on operations, include new infrastructure such as:

design and construction of Reedy Creek Waste and Recycling Centre and Resource Recovery Centre

upgrade of Helensvale Waste and Recycling Centre and Resource Recovery Centre

supply and installation of landfill liners at Stapylton Landfill, and

design concept of Coomera Waste and Recycling Centre and Resource Recovery Centre, along with landfill closure works including:

O capping and rehabilitation of Molendinar Landfill, and

O gas capture upgrade, capping and rehabilitation of Suntown Landfill.

The review of our 2020 Vision on Waste Strategy was deferred to coincide with the introduction of new State Government legislation covering waste and the waste levy, expected to be released in late 2011.

Key Performance Indicators (KPIs) The total waste received at Council landf ills, compared with previous years, increased during 2010-11. This was due mainly to a signif icant increase in f ill disposal (soil-based wastes from construction and demolition projects) being accepted at landfills.

There also has been an increase in the volume of materials diverted for recycling/reuse. This change is due mainly to an increase in the amount of construction and demolition waste able to be recycled.

In 2010-11, an extensive data review was completed and some different calculation methods and assumptions have been adopted. Consequently, the waste data for 2010-11 is more accurate but may not appear to compare as well with previously reported figures.

When calculating total materials diverted from landfills, green waste tonnage was estimated from waste entering the facility (incoming). While the green waste content in incoming domestic mixed loads must be estimated, green waste leaving the site (outgoing) is able to be more accurately measured. Therefore, from 2010-11 onwards, green waste tonnages will be calculated from the more accurate outgoing figures.

Customer satisfaction – domestic customers

2005-06 2006-07 2007-08 2008-09 2009-10

Satisfaction level 95.6% 95.7% 95.0% 96.2% 99.1%

Very satisfied 85.1% 81.6% 61.4% 67.9% 93.1%

Somewhat satisfied 10.7% 14.1% 33.6% 28.3% 6.0%

Somewhat dissatisfied

3.4% 2.4% 2.4% 2.1% 0.2%

Very dissatisfied 0.5% 0.5% 1.0% 0.7% 0.0%

Neither satisfied nor dissatisfied

0.2% 1.4% 1.7% 1.0% 0.7%

Customer satisfaction with Gold Coast Waste Management services has remained consistently high for the past five years. In light of this consistently high result, we intend to survey customer satisfaction only every second year. No survey was completed during 2010-11.

Number of domestic waste and recycling collections

2006-07 2007-08 2008-09 2009-10 2010-11

Waste 180,525 162,000 166,915 167,887 169,791

Recycle 160,095 152,000 156,603 157,926i 160,238

Percentage growth in number of domestic waste and recycling collectionsii

2006-07 to 2007-08

2007-08 to 2008-09

2008-09 to 2009-10

2009-10 to 2010-11

Waste -10.26% 3.03% 0.58% 1.13%

Recycle -5.06% 3.03% 0.84% 1.46%

Net amount and type of recyclable waste from kerbside recycling collection (tonnes)

2006-07 2007-08 2008-09 2009-10 2010-11

Glass 16,577 20,112 22,252 21,252 22,790

High density polyethylene

563 584 560 613 872

Polyethylene terephthalate

591 650 668 805 845

Other plastics 453 638 452 568 1,072

Steel 751 803 754 719 802

Aluminium 298 347 298 301 356

Cardboard and mixed paper

20,776 24,071 23,569 22,246 24,796

Total 40,009 47,203 48,553 46,504 51,534

6.2 Gold Coast Waste Management Statement of Operations

Managing the city’s solid waste Gold Coast Waste Management (GCWM) is working to minimise the impact of waste on the environment, while protecting and improving the quality of life for the city’s residents and visitors. It is meeting the challenge of effectively managing solid waste in one of Australia’s fastest growing cities by:

collecting kerbside solid waste and recyclable material operating five landfill sites, 11 waste and recycling centres (known previously as waste transfer stations) and one bin station

collecting and disposing of solid waste from South Stradbroke Island servicing park and street bins providing waste and recycling services for major events collecting dead animals planning for future waste management infrastructure providing education programs targeting recycling and waste minimisation

supporting community events such as Clean Up Australia Day continuing to develop strategies to increase recycling and reduce waste, and

encouraging partnerships with industry to target specific waste streams.

Gold Coast Waste Management’s achievements were recognised during the year by Keep Australia Beautiful Queensland, which presented Council with the Sustainable Cities Queensland Award for Litter and Waste Management 2010 (see also page 55).

Focusing on our 2020 Vision on Waste GCWM’s foresight in ensuring the city has the appropriate infrastructure to reduce waste and enhance its re-use, recycling, collection, treatment and disposal, is reflected in our 2020 Vision on Waste strategic plan, developed in 2002.

Our 2020 Vision on Waste strategy reflects Council’s commitment to the sustainable management of the Gold Coast’s solid waste, as part of its Bold Future planning for the city. The strategy conforms with legislative requirements under Queensland’s Environmental Protection (Waste Management) Policy 2000, currently under review in accordance with Part 7 of the legislation.

It is anticipated that this review will set a high-level direction for Council that ensures more sustainable and integrated management of the city’s solid waste for the next 10 years. The focus will be on moving the Gold Coast away from an over-reliance on traditional landfill sites to more sustainable waste management options.

The current strategy provides that by 2020:

waste production will be signif icantly minimised, with a further reduction in the volume and mass of waste processed and handled

resource recovery will be noticeably increased, with a higher rate of recovery and processing of resources, and the introduction of new resource recovery facilities and services, and

education and action will create behavioural change through:

O waste education programs O awareness and understanding of waste minimisation and

resource recovery

O the correct use of waste and recycling services and facilities

O a reduction in the contamination of resources recovered

O public involvement and participation in decision making, and

O litter awareness and reduction.

Achieving our objectives During 2010-11, we continued to implement a wide range of programs, in line with our 2020 Vision on Waste. This included our:

continuation of the e-Waste recycling program, with household hazardous waste collection points, and the introduction of thin f ilm plastics recycling, at Helensvale and Merrimac Waste and Recycling Centres

continuation of public place bin recycling at Paradise Point and Broadwater Parklands

provision of composting and worm farming workshops

significantly advanced review of alternative waste technologies

ongoing maintenance of the GreenGC website

improvement of waste data management

development of a greenhouse gas emissions model to 2020 and an emissions reduction strategy (with associated costs) to achieve carbon neutrality by 2020

preparation for the proposed State Government waste levy, by gaining funding for upgrading weighbridges and data collection systems, and

research on solid waste minimisation, such as expanded polystyrene recycling and potential markets.

We have continued to work to ensure we have the necessary infrastructure and services to meet the waste management needs of our growing city, spending $7.86 million during 2010-11 on upgrading or improving waste management facilities. During the year we:

completed the design and lodged planning applications for the new Reedy Creek landfill cell and Reedy Creek Waste and Recycling Centre, incorporating a resource recovery area

constructed a new Stapylton landfill cell

constructed and commissioned the Molendinar Resource and Recycling Centre

upgraded the Helensvale Waste and Recycling Centre

progressed the conceptual design for the Coomera Waste and Recycling Centre and resource recovery area, and

carried out closure works at Suntown Landfill, including the upgrade of gas capture infrastructure.

Looking ahead Population growth, emerging technologies and new processes for managing solid waste mean GCWM needs to continue to be innovative to ensure its operations and waste infrastructure are effective and efficient.

To support its strategies, GCWM has a 10-year capital works program to upgrade the city’s waste management facilities to:

ensure they cope with projected population increases and incorporate emerging waste technologies where appropriate, and

maintain facilities in line with the programs outlined in the 2020 Vision on Waste, and improve our environmental stewardship.

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Lending a hand during Clean Up Australia Day.Photo: Yuichiro Yanome

Change (percentage) in net amount and type of recyclable waste from kerbside recycling collection (tonnes)iii

2006-07 to 2007-08

2007-08 to 2008-09

2008-09 to 2009-10

2009-10 to 2010-11

Glass 17.58% 9.62% -4.71% 6.75%

High density polyethylene

3.60% -4.29% 8.65% 29.70%

Polyethylene terephthalate

9.08% 2.69% 17.02% 4.78%

Other plastics 29.00% -41.15% 20.42% 47.03%

Steel 6.48% -6.50% -4.87% 10.40%

Aluminium 14.12% -16.44% 1.00% 15.49%

Cardboard and mixed paper

13.69% -2.13% -5.95% 10.28%

Total 15.24% 2.78% -4.41% 9.76%

Commercial and other collections (services per week)

2006-07 2007-08 2008-09 2009-10 2010-11

Commercial wheelies 9,044 8,865 10,033 9,291 10,556

Bulk 6,357 5,161 8,067 7,164 7,842

Compact (bulk and ROROs)

203 77 89 94 89

RORO 15 15 2 12 15

Kilograms per household per week (kg)

2006-07 2007-08 2008-09 2009-10 2010-11

Kerbside domestic collection (waste and recyclables)

19.68 21.51 22.2 20.88 18.45

Kerbside domestic collection (waste only)

14.22 14.87 15.57 14.89 13.73

Kerbside domestic collection (recycling only)

5.46 6.64 6.63 5.66 4.72

Contaminants in the kerbside domestic recycling collection

0.64 0.76 0.59 0.34 0.21

Waste diverted from waste and recycling centres and landfill (tonnes)

2006-07 2007-08 2008-09 2009-10 2010-11

Total waste received at landfills (excluding soil for landfill cover)

551,084 681,117 617,658 578,444 668,556

Soil received at landfills 251,800 154,869 250,062 182,690 264,151

Materials diverted from landfills1 143,501 296,243 310,832 311,020 223,699

Percentage of materials diverted from landfills (diversion rate)

26% 33% 34% 38% 33%

Total materials diverted for recycling/re-use from landfills and waste and recycling centres

108,038 118,989 134,143 147,466 233,506

Performance Indicatorsiv

Program Component Performance measure Target 2006-07 2007-08 2008-09 2009-10 2010-11

Waste collections

Domestic wastePercentage of missed services complaints <0.08% 0.05% 0.06% 0.06% 0.04% 0.05%

Percentage of other complaints <0.04% 0.00% 0.00% 0.00% 0.00% 0.00%

Recycling2

Kerbside recycling service

Percentage of missed services complaints <0.08% 0.03% 0.05% 0.03% 0.01% 0.03%

Percentage of other complaints <0.04% 0.02% 0.00% 0.00% 0.00% 0.00%

Customer satisfaction 90.00% 95.70% 95.00% 96.20% 99.10% not surveyed

Recycling rate per capita 42.45kg 90.93kg 90.66kg 101.37kg 95.66kg 102.77kg

Total tonnage recycled 19,000t 45,788t 51,841t 51,446t 49,266t 51,534t

Landfill recycling3 Total tonnage recycled 8,500t 11,671.07t 15,775t 15,091t 12,272t 9,536t

Waste and recycling centres Net financial returns from the sale of recyclables

$40,000 $92,512 $188,342 $85,149 $309,248 $338,530

Waste and recycling centres Total tonnes recycled 1,200t 2,449t 4,467t 5,435t 6,261t 9,810t

Green waste Total tonnes recycled 35,000t 43,097t 48,280t 71,372t 73,100t 59,543t

Concrete Total tonnes received for recycling 22,000t 18,053t 24,156t 22,828t 19,428t 19,536t

Asphalt Total tonnes recycled 15,000t 22,453t 29,014t 71,372t 36,045t 41,788t

Total recycling statistics4 Total city waste recycled annually 191,739 t 352,551t 367,704t 366,547t 285,039t

notes(Footnotes)

1. From 2010-11, clean f ill (soil) is not included as a recyclable in the total

materials diverted from landfills

2. Clean f ill has not been considered as recycled material for

2010-11 calculations

3. The volume of recyclables at landfills decreased during 2010-11 due to

Molendinar landfill now operating as a waste and recycling centre.

4. The f igures for this component have been amended to include total

recycling at landfills, waste and recycling centres and kerbside recycling

(End notes)

i. The 2009-10 figure for waste and recycling collections (MGBs) has

been amended from 160,120 to 157,926 as it incorrectly included

commercial wheelie bins

ii. The table, Percentage Growth in Number of Domestic Waste and

Recycling Collections, has been updated due to a change in calculation

methods

iii. The table, Change (percentage) in net amount and type of recyclable

waste from kerbside recycling collection (tonnes), has been updated

due to a change in calculation methods

iv. Performance indicators for percentage of missed service complaints

and other complaints (waste and recycling) that were omitted in the

2009-10 Annual Report are now included in the table

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Chapter 7

OUR financial STaTEMEnTS

Aerial view of the Gold Coast from Main Beach.

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ouR FinanCialsIntRoDuCtIon

What are the financial statements?Financial statements are formal records of an organisation’s financial activities and provide an overview of our short and long-term financial condition. the financial statements consist of four major elements, the: Statement of Comprehensive Income (see page 112), Statement of Financial position (see page 113), Statement of Changes in equity (see page 114) and Statement of Cash Flows (see page 115).

Table of ContentsWhat are the financial statements? ..................................... 102Community Financial Report ................................................ 104Management Certificate ...................................................... 109Independent Auditor’s Report ............................................. 110Statement of Comprehensive Income for the year ended 30 June 2011 ........................................... 112Statement of Financial position as at 30 June 2011 ............ 113Statement of Changes in equity for the year ended 30 June 2011 ........................................... 114Statement of Changes in equity for the year ended 30 June 2010 .......................................... 114Statement of Cash Flows for the year ended 30 June 2011 ... 115Notes to and forming part of the financial statements .......... 1161. Summary of significant accounting policies .................. 1162. Statement of Significant Functions .............................. 1203. Rates and utility charges................................................. 1214. Fees and charges ............................................................. 1215. Interest ............................................................................ 1216. other revenue ................................................................. 1217. Contributions and donations ......................................... 1218. Grants and subsidies ....................................................... 1219. loss on disposal of non-current assets ......................... 12110. employee costs ............................................................... 12111. Depreciation and amortisation ...................................... 12212. Borrowing costs .............................................................. 12213. other expenses ............................................................... 12214. Capitalised expenses ...................................................... 122

15. Cash assets ..................................................................... 12216. Receivables ..................................................................... 12217. Inventories ...................................................................... 12218. non-current receivables ................................................ 12219. participation rights in Allconnex Water ......................... 12220. other financial assets ..................................................... 12321. Intangibles ....................................................................... 12422. property, plant and equipment ...................................... 12423. unearned revenue ........................................................... 12524. employee benefits .......................................................... 12525. employee numbers ......................................................... 12525. Interest-bearing loans .................................................... 12527. Contingent liabilities....................................................... 12628. Commitments for expenditure ...................................... 12629. Reconciliation of net result for the year to net

cash inflow from operating activities ............................ 12630. Superannuation .............................................................. 12631. trust fund ........................................................................ 12732. post-balance date events ............................................... 12733. Conditions over contributions ....................................... 12734. Financial risk management ............................................. 12835. operating leases, hire charges and rentals ................... 12936. Self-insurance reserve ................................................... 12937. Initial recognition of non-current assets ....................... 12938. South east Queensland Water Reform .......................... 12939. Activities to which the Code of

Competitive Conduct applies ........................................ 130

Identifying our expenses: where our money was spentthe following graph shows the allocation of our $828.158 million of operating expenditure (excluding capitalised expenditure).

Expenses by type 2010-11

employee costs

Materials and services

Depreciation and amortisation

Borrowing costs

loss on disposal of non-current assets

other

Expenses by type Expense ($) Percentage

employee costs 256,732 31%

Materials and services 270,177 33%

Depreciation and amortisation 150,806 18%

Borrowing costs 42,122 5%

loss on disposal of non-current assets 10,959 1%

other 97,362 12%

the primary expense components shown in the graph above include materials and services (33 per cent), employee costs (31 per cent) and depreciation (18 per cent). total gross expenses have decreased by approximately 22 per cent since 2009-10. this has been due to decreases in employee expenses of 11 per cent, and a decrease in depreciation expenses of 35 per cent following the transfer of assets to Allconnex Water.

the graph below shows the major expenditure programs of 2010-11. More detailed explanations of expenditure can be found throughout the Annual Report. Council’s expenditure programs are guided by the priorities identif ied in the city’s Corporate plan, and reflect the demands of a rapidly growing city. Much of the expenditure in 2010-11 was related directly to providing the necessary infrastructure and utilities required to service the city and maintain the Gold Coast as a destination of choice for visitors and residents. the rapid expansion of the city has posed particular problems for Council in providing adequate infrastructure, such as roads and public transport. the large population growth also has increased the demand for services such as libraries, parks and recreational facilities.

Expenses by program 2010-11

City planning City transport Community Health

and Safety Conservation and

environment economic

Development

Integrated Water Cycle

Internal Services organisational

Capability parks, Recreation

and Culture Waste Management

Expenses by Program Expense ($) Percentage

City planning 37,477,626 4%

City transport 209,651,624 25%

Community Health and Safety 77,413,954 9%

Conservation and environment 37,458,235 4%

economic Development 28,306,393 3%

Integrated Water Cycle 483,317 0%

Internal Services 34,064,648 4%

organisational Capability 220,983,006 26%

parks, Recreation and Culture 152,536,562 18%

Waste Management 46,582,331 6%

Note: The table above totals 99 per cent due to rounding of f igures.

Statement of Financial PositionCalculating our net worththe Statement of Financial position (see page 113) shows what we own (our assets), what we owe (our liabilities) and our net worth.

Assets: what we ownthe major components of our assets include:

property, plant and equipment (land, buildings, roads, stormwater drainage)

capital works in progress, and

cash assets (mainly short-term investments).

together, these account for 99 per cent of all our assets. As at 30 June 2011, Council held $10.2 billion of assets, a decrease of $1.3 billion from 2009-10 due to the disposal of assets to Allconnex Water and movements in property, plant and equipment.

Our assets: five-year trend

Ass

ets

($’0

00)

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Assets

2006-07 ($’000)

2007-08 ($’000)

2008-09 ($’000)

2009-10 ($’000)

2010-11 ($’000)

Assets 8,953,141 9,603,164 11,028,274 11,455,878 10,170,412

Reviewing our liabilities: what we oweCouncil’s liabilities include debt, amounts owed to suppliers, and amounts owing to employees for leave entitlements.

our total liabilities were $873 million, as at 30 June 2011, up from $752 million the previous year. the increase in liabilities is due mainly to the increase of $170 million in outstanding loans.

Total liabilities (showing debt component): five-year trend

Am

ount

($’0

00)

200,000400,000600,000800,000

1,000,0001,200,0001,400,0001,600,0001,800,000

2006-07 2007-08 2008-09 2009-10 2010-11■ debt ■ Liabilities

2006-07 ($’000)

2007-08 ($’000)

2008-09 ($’000)

2009-10 ($’000)

2010-11 ($’000)

liabilities 761,869 854,000 391,951 752,122 873,310

Debt 643,577 709,239 256,658 594,554 764268

7.1 Community Financial Reportthe Community Financial Report provides a plain english explanation of our financial statements, which appear on pages 112-130, so they can be understood easily by readers who have no financial background.

Allconnex Wateron 1 July 2010, the water and wastewater distribution and retail businesses of Gold Coast City Council, logan City Council and Redland City Council were transferred to Allconnex Water. Council’s financial statements relating to the transfer are included in explanatory notes 32 and 38.

However, more recently Council decided to discontinue its participation in Allconnex Water and to establish a commercialised water and wastewater retail and distribution unit within Gold Coast City Council.

Subject to the appropriate legislative amendments allowing councils to exit the Allconnex Water arrangement, the new entity is scheduled to start on 1 July, 2012. the f inancial impact on Gold Coast City Council is not yet known, as matters such as compensation to logan City Council and Redland City Council need to be determined.

Council believes the decision to opt out of the Allconnex Water arrangement is for the long-term benefit of Gold Coast ratepayers.

Local Government Actthe f inancial sustainability ratios, as required by the new Local Government Act 2009, have been incorporated into this report, along with historical data.

Statement of Comprehensive Income the Statement of Comprehensive Income (see page 112) shows whether Council’s operations were in surplus or deficit during the 2010-11 financial year, and is calculated using the formula:

Total revenue – total expenses = net result

the net result for 2010-11 has been a surplus of $98.3 million from normal operations. In order to accurately reflect the results from normal operations, the $1.499 billion loss from water reform and $17 million from post-acquisition losses relating to Allconnex Water have been excluded from the net result.

A positive net result (after adjustments) does not necessarily mean there is a surplus of funds that can be used for Council operations or future capital expenditure. Some of the net result is made up of items representing funds which have been allocated for a specific purpose or ‘in kind’ revenue. For example, during 2010-11 these included:

$163 million of infrastructure assets such as roads, drains and parks that developers contributed to Council, with the value of these assets included as revenue. However, the revenue is not in the form of cash that can be used for Council operations or future capital expenditure; and

$29 million of cash that developers contributed to fund future infrastructure associated with new development. Council is restricted as to how it may use these funds.

Expenses against revenue: five-year trend

Am

ount

($’0

00)

200,000

400,000

600,000

800,000

1,000,000

1,200,000

02009-102008-092007-082006-07 2010-11

■ Revenue ■ Expenses ■ Net result

2006-07 ($’000)

2007-08 ($’000)

2008-09 ($’000)

2009-10 ($’000)

2010-11 ($’000)

Revenue 970,803 966,953 969,033 1,078,748 926,498

expenses 702,257 817,189 872,471 1,063,547 828158

net result 268,546 149,764 96,562 15,201 98,340

Sourcing our revenue: where our money came fromthe following graph shows the various sources of Council’s $926.5 million in revenue during 2010-11. Revenue by category 2010-11

General rates Waste management

rates Wastewater

management rates Water management

rates

other rates and charges Fees and charges Interest other revenue Contributions and

donations Grants and subsidies

Revenue by category Revenue ($) Percentage

General rates 326,702,124 35%

Waste management rates 54,777,272 6%

Wastewater management rate 1,620,114 0%

Water management rate -2,752,856 0%

other rates and charges 43,838,395 5%

Fees and charges 97,646,037 11%

Interest 123,290,034 13%

other revenue 44,898,465 5%

Contributions and donations 197,381,128 21%

Grants and subsidies 39,097,911 4%

the largest contributions to revenue were provided by general rates (35 per cent), contributions and donations (21 per cent), interest (13 per cent) and fees and charges (11 per cent).

Revenue from all rates decreased by 37 per cent in 2010-11, due primarily to the loss in water and wastewater rates to Allconnex Water, although general rates revenue rose by 10 per cent due to the growth in rateable properties and the general rates increase.

Contributions and donations increased by $13.7 million (seven per cent) from 2009-10. the value of physical assets handed to Council increased by $33.5 million, but cash infrastructure charges decreased by $16.7 million, reflecting the current economic conditions affecting the building industry. there were also small decreases in other categories of contributions.


ouR FinanCialsCoMMunItY FInAnCIAlS ouR FinanCials

CoMMunItY FInAnCIAlS

Financial ratiosFinancial ratios use figures from financial statements to demonstrate relationships between key numbers. the ratios are selected carefully in an attempt to form a ‘story’ about the financial health of the organisation. In the commercial world, ratios such as dividend yield and price/earnings are commonly used by investors to help them select which shares they should buy or sell. For government organisations, ratios that focus on f inancial sustainability are more appropriate.

the Local Government Act 2009 requires councils to report on specific financial sustainability ratios. the historical actual values are shown in the table below, while the forecast ratios are shown in graphical form under the explanation for each ratio.

Historical financial ratios

Ratio 2006-07 2007-08 2008-09 2009-10 2010-11

Working capital 3.0 4.1 4.5 4.8 6.3

Revenue ratio (%) 67.0 65.0 63.0 63.1 45.8

operating surplus ratio (%) 41.4 21.7 12.9 4.4 21.0

Debt ratio (%) 8.5 8.9 3.6 6.5 8.6

Debt servicing (%) 12.0 14.0 2.0 3.0 7.1

Net financial liabilities (%) 48.0 52.0 (12.0) 8.0 25.5

Interest cover (%) 0.9 2.4 (2.2) (0.7) (11.0)

Asset consumption ratio 0.7 0.7 0.7 0.7 0.7

Note: Some of the ratios have been adjusted to remove the impact of large one-off transactions from water reform activities and local government boundary adjustments. This allows a better comparison of trends over time. In 2009-10, the operating surplus used in the ratios was adjusted to remove the effect of contributions to the Gold Coast Rapid Transit Project and Carrara Stadium redevelopment, as these are capital in nature but appear in operating expenses, as Council does not own the assets.

Working capital ratiothe working capital ratio measures Council’s ability to repay its short-term debt (due in the coming 12 months) using short-term assets (cash and other assets that can be converted quickly to cash). In 2010-11, Council’s short-term assets were six times the value of its short-term liabilities, a healthy position and one where Council is confident that liabilities will be paid as they fall due.

Working captial ratio

Rat

io

21

34567

0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Working capital –– Target (minimum)

Revenue ratiothis ratio measures Council’s reliance on rates revenue (including utility charges) to fund its annual Budget. Historically, the reliance on rates has been increasing incrementally. However, the mix in funding changed in 2010-11 with the loss of water and wastewater rates, so the ratio has dropped in the short-term forecast.

Perc

enta

ge

2010

3040506070

0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Revenue ratio

Operating surplus ratiothis indicator measures the extent to which revenue raised covers operational expenses.

A positive ratio will indicate that rates collected are sufficient to cover operational expenditure while helping to fund proposed capital expenditure. Gold Coast City Council is forecasting a zero or positive ratio for each year of the forecast period. It should be noted that some adjustments have been made to the operating surplus figures in the first few years of the forecast, for contributions to the Rapid transit and Carrara Stadium projects that are capital in nature but are classed as operating expenditure, because the assets are not owned by Council. these projects are funded by debt and capital reserves, so they distort the operating surplus ratio when included.

Operating surplus ratio

Perc

enta

ge

105

152025

0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Operating surplus ratio ■ Acceptable range

Debt ratiothe debt ratio measures the total liabilities as a percentage of total assets. In basic terms, it is the proportion of assets funded by debt. the higher the percentage of assets funded by debt, the higher the f inancial risk to the organisation. the 2010-11 f igure of 8.6 per cent demonstrates a very low reliance on debt to fund assets.

Debt ratio

Perc

enta

ge

105

152025

0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Debt ratio –– Target

Managing our debtCouncil utilises debt funding for capital works, when it is deemed appropriate. When used to fund assets that provide a benefit to the community over many years, debt funding enables Council to spread the cost of those assets over the life of the asset.

Debt must be managed prudently to ensure that repayments are manageable. Council’s borrowing policy restricts the use of debt funding to capital expenditure only, and debt service payments must not exceed 20 per cent of total recurrent revenue in any one year.

Council also seeks to minimise borrowings, where repayments must come from General Rates funding, in order to keep rates increases to a minimum. Instead, Council seeks to borrow against other established revenue streams such as infrastructure charges, specific levies and utility charges. this is another way Council ensures a sustainable financial future.

In 2010-11 debt funding was raised for the following purposes:

City transport ................................................................... $19.8 million

parks and recreation .......................................................$23.7 million

Flooding and drainage ...................................................... $3.3 million

tourist parks ...........................................................................$1 million

Waste management .......................................................... $6.8 million

enterprise Resource planning systems ...................... $34.1 million

Stimulus package projects ............................................ $15.1 million

Rapid transit project ..................................................... $51.5 million

General capital works ...................................................... $37.7 million

Total new borrowings ........................................ $193 million

Statement of Changes in Equitythe Statement of Changes in equity (see page 114) shows how much we are worth.

Community equityCommunity equity is represented by Council’s net worth, what we own (total assets of $10.2 billion) minus what we owe (total liabilities of $873 million). Community equity, as at 30 June 2011, was $9.3 billion, which is $1.4 billion less than the previous year. this decrease is attributable mainly to the transfer of assets to Allconnex Water, as part of the State Government Water Reform

Community equity = what the community owns – what the community owes

Community equity: five-year trend

Ass

ets

($’0

00)

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Community equity

2006-07 2007-08 2008-09 2009-10 2010-11

Community equity ($’000)

8,191,272 8,749,164 10,636,323 10,703,756 9,297,102

Statement of Cash FlowsBuilding our community equitythe Statement of Cash Flows (see page 115) shows Council’s cash inflows and outflows. this statement shows our ability to pay our bills and have money left over for the future. our year-ending cash balance, at 30 June 2011, was $590 million, 11 per cent more than that of the previous financial year. the increase in cash is due to interest received on invested funds and a reduction in expenses payments.

Cash balance: five-year trend

Cas

h ba

lanc

e ($

’000

)

100,000200,000300,000400,000500,000600,000700,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Cash balance

2006-07 2007-08 2008-09 2009-10 2010-11

ending cash balance (’000)

$376,744 $404,782 $370,074 $527,781 $590,066

Future directionsCouncil is working continuously to improve its forward f inancial planning. Currently, work is centred on implementing changes in line with the Local Government Act 2009, including the better integration of asset management planning into the long-term financial modelling.


ouR FinanCialsCoMMunItY FInAnCIAlS ouR FinanCials

CoMMunItY FInAnCIAlS

Debt servicing ratiothe debt servicing ratio provides a ready analysis of whether Council is raising enough revenue to comfortably meet its total debt repayments (principal and interest). the debt service ratio is forecast to remain within Council’s own policy benchmark of 20 per cent.

Perc

enta

ge

64

81012

0

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Debt servicing ratio

2

Net financial liabilities ratiothis ratio indicates the extent to which Council is capable of funding liabilities serviced by its operating revenues. A value of less than 60 per cent indicates that Council has the capacity to comfortably fund its liabilities. Council does not meet the benchmark in some years in the forecast period, which may require it to make some adjustments to the level of borrowings. Despite not meeting the benchmark in some years, when considered in the context of all other ratios, Gold Coast City Council has a responsible financial forecast and a manageable level of debt. In the context of a household budget, this ratio would indicate whether a homeowner’s annual salary plus savings could repay the mortgage and all other debt, assuming no money were spent on anything else during the year.

Net financial liabilities ratio

Perc

enta

ge

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Net financial liabilities –– Target (maximum)

0-10

1020

4050607080

-20

30

Interest coverage ratiothis ratio indicates the extent to which operating revenue is committed to funding net interest expense (i.e. interest expense less interest revenue). Council is forecast to stay well under the upper limit for a sustainable local government. In 2010-11, the impact of Allconnex Water interest has been removed.

Interest coverage ratio

Perc

enta

ge

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Interest cover –– Target (maximum)

-4

4

0

812

Asset consumption ratiothis ratio shows the written-down value of Council’s depreciable assets, as compared to their as-new value in current terms. this ratio indicates the condition of Council’s physical assets, and shows they are in relatively new condition.

Asset consumption ratioPe

rcen

tage

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2022

■ Asset consumption rate ■ Acceptable range

0

2010

3040

60708090

100

50


ouR FinanCialsMAnAGeMent CeRtIFICAte

ouR FinanCialsCoMMunItY FInAnCIAlS


ouR FinanCialsInDepenDent AuDItoR’S RepoRt

ouR FinanCialsInDepenDent AuDItoR’S RepoRt

Statement of Financial Position as at 30 June 2011Note 2011 ($’000) 2010 ($’000)

CuRREnt assEts

Cash assets 15 590,066 527,781

Receivables 16 97,931 147,828

Inventories 17 3,255 3,591

prepayments 612 677

691,864 679,877

NON-CURRENT ASSETS

Receivables 18 1,140,816 202

participation rights in Allconnex Water 19 1,377,205 -

Other financial assets 20 1,150 1,000

Intangibles 21 6,023 9,535

property, plant and equipment 22 6,728,494 10,456,901

Capital works in progress 224,860 308,363

9,478,548 10,776,001

total assEts 10,170,412 11,455,878

CuRREnt liaBilitiEs

payables 53,777 93,117

unearned revenue 23 2,158 2,930

Employee benefits 24 20,244 22,549

Interest-bearing loans 26 34,209 22,828

110,388 141,424

NON-CURRENT LIABILITIES

Employee benefits 24 32,863 38,972

Interest-bearing loans 26 730,059 571,726

762,922 610,698

total liaBilitiEs 873,310 752,122

nEt CoMMunity assEts 9,297,102 10,703,756

CoMMunity EQuity

Retained capital 5,448,696 4,391,582

Asset revaluation surplus 3,641,297 6,124,848

Reserves 207,109 187,326

total CoMMunity EQuity 9,297,102 10,703,756

The above statement should be read in conjunction with the accompanying notes on pages 116 - 130.

7.2 Our financial statementsStatement of Comprehensive Income for the year ended 30 June 2011

Note 2011 ($’000) 2010 ($’000)

REVEnuE

Rates and utility charges 3 460,576 715,788

less: discount and pensioner remission (36,391) (34,920)

424,185 680,868

Fees and charges 4 97,646 81,786

Interest 5 123,290 25,585

other revenue 6 44,898 28,555

265,834 135,926

Contributions and donations 7 197,381 183,635

Grants and subsidies 8 39,098 78,319

236,479 261,954

total REVEnuE 926,498 1,078,748

EXPEnsEs

employee costs 10 256,732 291,102

Materials and services 429,571 577,250

Depreciation and amortisation 11 150,806 233,058

loss on disposal of non-current assets 9 10,959 73,151

post-acquisition losses - Allconnex Water 19 17,023 -

loss on water reform 38 1,499,016 -

Borrowing costs 12 42,122 19,565

other expenses 13 97,362 166,339

2,503,591 1,360,465

less: capitalised expenses 14 (159,394) (296,918)

total EXPEnsEs 2,344,197 1,063,547

nEt REsult (1,417,699) 15,201

otHER CoMPREHEnsiVE inCoME

Increase/(decrease) in asset revaluation surplus 22 (9,276) (61,149)

(9,276) (61,149)

TOTAL COMPREHENSIVE INCOME / (LOSS) FOR THE YEAR (1,426,975) (45,948)


Gold Coast City CounCil AnnuAl RepoRt 2010-11 113

ouR FinanCialsouR FInAnCIAl StAteMentS

112 Gold Coast City CounCil AnnuAl RepoRt 2010-11


Statement of Cash Flows for the year ended 30 June 2011Note 2011 ($’000) 2010 ($’000)

CasH FloWs FRoM oPERatinG aCtiVitiEs

Receipts

Rates and utilities 493,271 654,699

Fees and charges 103,459 88,198

Interest 88,630 19,260

Contributions 34,320 54,030

Grants and subsidies 39,098 78,319

GSt receipts 56,619 70,016

other 45,021 23,817

860,418 988,339

payments

employee costs 215,292 244,164


Borrowing costs 42,122 19,565

GSt payments 53,786 70,088

other 90,500 162,349

750,101 801,128

Net cash inflow/(outflow) from operating activities 29 110,317 187,211

CasH FloWs FRoM inVEstinG aCtiVitiEs

proceeds from sale of property, plant and equipment 2,089 4,656

Payments for acquisition of other financial assets 20 (150) -

payments for property, plant and equipment (208,302) (372,056)

Net cash inflow/(outflow) from investing activities (206,363) (367,400)

CasH FloWs FRoM FinanCinG aCtiVitiEs

proceeds from borrowings 192,995 346,945

Repayment of borrowings (23,281) (9,049)

Net cash inflow/(outflow) from financing activities 169,714 337,896

CasH FloWs FRoM otHER aCtiVitiEs

Cash paid to Allconnex Water for water reform 38 (11,383) -

Net cash inflow/(outflow) from other activities (11.383) -

NET INCREASE/(DECREASE) IN CASH HELD 62,285 157,707

Cash at the beginning of the financial year 527,781 370,074

Cash at the end of the financial year 15 590,066 527,781


Statement of Changes in Equity for the year ended 30 June 2011Retained

capital Infrastructure

charges reserve Operating

reserves

Capital projects reserve

Self - insurance reserve (i)

Asset revaluation

surplus

Investment reserve

Total community

equity

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Balance at beginning of year 4,391,582 44,097 8,434 115,335 12,448 6,124,848 7,012 10,703,756

Allocation of comprehensive income for the year

net operating surplus (1,578,840) 30,335 1,352 71,505 (985) - 58,934 (1,417,699)

Decrease in asset revaluation surplus (ii) - - - - - (9,276) - (9,276)

Other changes in equity

Initial recognition of non-current assets (iii) 20,321 - - - - - - 20,321

transfer of asset revaluation surplus (iv) 2,474,275 - - - - (2,474,275) - -

transfer to retained capital from reserves 141,358 (25,771) - (78,854) - - (36,733) -

Balance at end of year 5,448,696 48,661 9,786 107,986 11,463 3,641,297 29,213 9,297,102

(i) Refer to note 36 for further details on the self-insurance reserve

(ii) Refer to note 22 for further details on asset revaluation surplus

(iii) Refer to note 37 for further details on assets initially recognised

(iv) the transfer of asset revaluation surplus to retained capital relates to assets transferred under the South east Queensland Water Reform and does not include any amount applicable to assets disposed of in the ordinary course of business


Statement of Changes in Equity for the year ended 30 June 2010Retained

capital Infrastructure

charges reserve Operating

reserves

Capital projects reserve

Self- insurance reserve (i)

Asset revaluation

surplus

Investment reserve

Total community

equity

$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Balance at beginning of year 4,209,833 58,368 520 126,233 10,639 6,190,371 40,359 10,636,323

Allocation of comprehensive income for the year

net operating surplus (173,731) 47,310 6,914 38,608 1,809 - 94,291 15,201

Decrease in asset revaluation surplus (ii) - - - - - (61,149) - (61,149)

Other changes in equity

Initial recognition of non-current assets (iii) 113,381 - - - - - - 113,381

transfer of asset revaluation surplus (iv) 4,374 - - - - (4,374) - -

transfer to investment reserve - (19,395) 1,000 (1,000) - - 19,395 -

transfer to retained capital from reserves 237,725 (42,186) - (48,506) - - (147,033) -

Balance at end of year 4,391,582 44,097 8,434 115,335 12,448 6,124,848 7,012 10,703,756

(i) Refer to note 36 for further details on the self-insurance reserve

(ii) Refer to note 22 for further details on asset revaluation surplus

(iii) Refer to note 37 for further details on assets initially recognised

(iv) the transfer of asset revaluation surplus to retained capital relates to cultural assets transferred to the Gold Coast Arts Centre pty ltd on 30 June 2010 due to a change in control of the underlying assets and does not include any amount applicable to assets disposal in the ordinary course of business






(iii) Cash donations and contributionsBy nature, all donations are non-reciprocal and, as such, are recognised as revenue upon receipt of the funds. Council also receives cash contributions from property developers to construct or upgrade infrastructure assets within the city, such as roadworks, drainage, pathways and park facilities. It is possible for such contributions to fall within the scope of AASB Interpretation 18 (transfers of Assets from Customers), particularly where in exchange for a developer cash contribution Council has a performance obligation to provide/upgrade assets specifically related to the associated property development or connect the property development to an existing network. AASB Interpretation 18 requires these cash contributions to be recognised as revenue when the related service obligations are fulfilled.

the significant majority of cash contributions received by Council from property developers have no associated performance obligation and therefore do not fall within the scope of AASB Interpretation 18. As such, Council treats all developer cash contributions as being non-reciprocal in nature, with revenue recognised on receipt of the funds. An equivalent amount is transferred from Retained Capital to the Infrastructure Charges Reserve, thereby quarantining the funds until expended.

(iv) Non-cash donations and contributionsnon-cash assets donated or contributed to Council in excess of the respective asset recognition threshold are recognised as revenue when Council obtains control of the underlying assets. Council generally obtains control over portable donated assets whenever the items are physically handed to Council. Council obtains control over contributed land parcels on the date the title deed is transferred to Council. Control over infrastructure assets contributed to Council by property developers in the form of roadworks, stormwater drainage and pathways is deemed to occur when the development becomes “on maintenance” (i.e. when Council becomes liable for any ongoing maintenance).

(i) Cash assetsFor the purposes of the Statement of Financial position and the Statement of Cash Flows, cash assets include all cash and cheques receipted but not banked as well as cash on hand, deposits held at call with financial institutions (net of outstanding bank overdrafts) and short-term investments in money market instruments.

Interest income on term deposits and investments is recognised as it accrues.

( j) ReceivablesRates revenue and debtors are normally recognised upon issue of the rates notice within the respective rating period. Any rates for the accounting period not yet issued at balance date are accrued where the associated service has been provided by Council on or before 30 June. Rates are payable within 30 days of issue. Interest of 11 per cent is charged on outstanding balances. Impairment will exist only where arrears are deemed to be greater than the proceeds Council would receive from sale of the respective property.

trade debtors are recognised at fair value at the time of sale or service delivery less, where applicable, an amount for impairment. the collectability of trade debtors is assessed periodically and, if there is objective evidence that Council will not be able to collect all amounts due, the carrying amount is reduced for impairment. An impairment loss is recognised within other expenses in the Statement of Comprehensive Income. All known bad debts were written-off against the impairment at balance date. Subsequent recoveries of amounts previously written-off are credited against other expenses in the Statement of Comprehensive Income. no interest is charged on outstanding trade debtors.

Allconnex Water loans receivable are comprised of “A” rated senior debt and “triple B” rated subordinated debt. under the loan agreement with Allconnex Water, these loans are subject to quarterly interest-only payments for three years from 1 July 2010, based on a fixed interest rate of 6.6723 per cent for senior debt and a fixed interest rate of 7.5125 per cent for subordinated

debt. on maturity of the interest-only period, the loan terms will be renegotiated with Allconnex Water.

Interest-free loans relate to advances provided to sporting bodies with leases on Council-controlled land. Repayment terms are usually a maximum of ten years. Security is not normally obtained.

(k) Participation rights in Allconnex Waterthe South East Queensland Water (Distribution and Retail Restructuring) Act 2009 established a statutory body, the Southern SeQ Distribution Retailer Authority on 3 november 2009, to deliver water and wastewater services to customers within the local government areas of the participating councils, being Gold Coast, logan and Redlands. on 1 July 2010, the Authority acquired legislative power to begin trading using the business name Allconnex Water.

under the provisions of a participation Agreement, Gold Coast City Council has a 61.65 per cent ownership interest in Allconnex Water with logan City Council having 27.21 per cent and Redland City Council 11.14 per cent.

on 1 July 2010, Gold Coast City Council transferred assets, liabilities and employees necessary for Allconnex Water to commence trading. Council received compensatory assets in the form of participation rights (which represents Council’s ownership interest in Allconnex Water) and loans receivable. Refer to note 38(b) for further details.

As a party to the participation Agreement, Gold Coast City Council has the right to receive a proportional share of the net profits of Allconnex Water as a participation return. Such returns will be paid from post-tax operating profits after adjusting for capital receipts. For 2010-11, no participation returns were paid or declared payable by the Board of Allconnex Water.

the Board of Allconnex Water is comprised of independent directors. no individual council has the ability to dominate the Authority’s decision making, so as to obtain greater benef its from its activities, than any other participant. It is on this basis that Gold Coast City Council has adopted the equity accounting provisions of AASB 128 in accounting for its ownership interest in Allconnex Water. As such, the value of participation Rights in Allconnex Water is increased/decreased for Council’s share of Allconnex Water’s post-acquisition profits/losses with any increase/decrease being recognised as a gain or loss within the Statement of Comprehensive Income.

legislation to introduce a cap on water price increases was enacted by the Queensland State Government on 27 June 2011. It is not possible to separately quantify the potential financial impact on Council.

(l) Other financial assetsother financial assets held by Council at reporting date comprise shareholdings in two non-listed companies valued at cost.

(m) InventoriesQuarry materials are valued at the lower of cost and current replacement cost. Costs are assigned to individual items of stock on the basis of weighted average cost.

Consumables are valued at cost, adjusted when applicable, for any loss of service potential.

(n) Property, plant and equipmenteach class of property, plant and equipment is stated at cost or fair value less, where applicable, any accumulated depreciation.

(i) Asset recognition thresholdsItems of property, plant and equipment are fully capitalised, provided their value on acquisition exceeds the following thresholds:

Asset type Threshold

Fleet, plant and equipment $5,000

Site improvements $5,000

Cultural assets $10,000

Buildings $10,000

Infrastructure assets $10,000

7.3 30 June 2011 Notes to and forming part of the financial statements1. Summary of significant accounting policies(a) Basis of preparationthese financial statements are general purpose financial statements prepared under the accrual basis of accounting in accordance with the requirements of the Local Government Act 2009, the Local Government (Finance, Plans and Reporting) Regulation 2010 and the Australian Accounting Standards.

Australian Accounting Standards include Australian equivalents to International Financial Reporting Standards (AIFRS). Compliance with AIFRS ensures that the f inancial statements comply with International Financial Reporting Standards (IFRS) except where the AIFRS include additional provisions inserted by the Australian Accounting Standards Board that relate specifically to not-for-profit entities. As a not-for-profit entity, Council has applied these provisions.

except where otherwise stated, these f inancial statements have been prepared in accordance with the historical cost basis.

(b) Date of authorisationthese financial statements were authorised for issue on the date they were submitted to the Queensland Audit office for f inal signature. this is the date the Management Certif icate was signed.

Council has the power to amend the financial statements after they are authorised for issue until adoption of the f inancial statements by Council as part of the Annual Report.

(c) The local government reporting entityGold Coast City Council is a not-for-profit reporting entity constituted under the Queensland Local Government Act 2009 and is domiciled in Australia.

All funds through which Council controls resources to carry on its functions have been included in these financial statements. In the process of reporting on Council as a single unit, all internal transactions within Council’s operations have been eliminated.

Gold Coast City Council controls Citipac International pty ltd, Gold Coast Arts Centre pty ltd, Gold Coast City Council Insurance Co ltd, Surfers paradise Alliance ltd, Broadbeach Alliance ltd and Connecting Southern Gold Coast ltd. Apart from Gold Coast City Council Insurance Co ltd, all entities controlled by the Council are either one dollar shareholdings or companies limited by guarantee. Consolidated f inancial statements have not been prepared as the controlled entities’ transactions are not material. As such, transactions between the Council and its controlled entities have not been eliminated.

Council also has a 61.65 per cent ownership interest in Allconnex Water and a 13.64 per cent shareholding in SeQ Regional Recreational Facilities pty ltd. transactions between Council and these two entities have not been eliminated. Council’s ownership interest in Allconnex Water is accounted for under the equity accounting provisions of AASB 128, whereby Council’s share of post-acquisition prof its/losses of Allconnex Water are recognised within Council’s accounts.

(d) Accounting policiesAccounting policies adopted are consistent with those of the previous year. Australian Accounting Standards that have been issued recently or amended but are not yet effective will have no material impact on Council’s accounting policies, financial result or financial position as most of the changes are matters of presentation.

(e) Critical accounting judgments and key sources of estimation uncertaintyIn the application of Council’s accounting policies, management is required to make judgments, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. the estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. the estimates and ongoing assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised and in future periods as relevant.

Judgments, estimates and assumptions that have a potential significant effect are outlined in the following financial statement notes:

Valuation of property, plant and equipment – note 1(n) and note 22

provisions for employee entitlements – note 1(t) and note 24, and

Contingencies – note 27.

(f ) Currency, rounding, comparatives and adjustmentsCouncil uses the Australian dollar as its f inancial currency and its presentation currency. Amounts disclosed in the financial statements have been rounded to the nearest $1000, or where that amount is $500 or less, to zero.

Where necessary, comparative figures for the previous year have been adjusted to conform to changes in presentation made in the current year. Where material, any errors or omissions in prior year accounts are adjusted retrospectively in accordance with the provisions of Australian Accounting Standard AASB108.

(g) Taxation and tax equivalentsIncome of local authorities and public authorities is exempt from Commonwealth taxation except for Fringe Benefits tax and Goods and Services tax (GSt). As such, input tax credits receivable and GSt payable from/to the Australian tax office are recognised and accrued.

Also recognised within the accounts are tax equivalent payments forwarded by Allconnex Water under the provisions of the South-East Queensland Water (Distribution and Restructuring) Act 2009. tax equivalents are distributed by Allconnex Water to the three participating councils (being Gold Coast City Council, logan City Council and Redland City Council) on a pro-rata basis to their ownership interest. tax is payable quarterly based on a percentage of Allconnex Water’s gross revenue until its f irst tax assessment.

(h) Rates, utility charges, grants, subsidies, donations and contributionsRates, utility charges, grants, subsidies, donations and contributions are recognised as revenue on receipt of funds or earlier upon unconditional entitlement to the funds.

(i) Rates and utility chargesRevenue for rates and utility charges is recognised upon issue of the levies within the respective rating period or, where earlier, upon receipt of the monies.

(ii) Grants and subsidiesGrants and subsidies that are non-reciprocal in nature are recognised as revenue upon receipt of the funds. Should the transaction be reciprocal in nature, revenue is recognised over the term of the related funding arrangement. Council does not currently have any reciprocal arrangements associated with grants or subsidies.





(q) Land under roadsland under roads acquired after 30 June 2008 is recognised as a non-current asset where Council holds title or a financial lease over the asset. Council currently does not have any such land holdings.

land under the road network within the Council area that has been dedicated and opened for public use under the Land Act 1994 or the Land Title Act 1994 is controlled by the State pursuant to the relevant legislation. As such, this land is not recognised in these financial statements.

(r) Biological assetsCouncil operates a nursery to produce bedding plants and trees for its own use. In view of the immaterial nature of this operation, the accounting procedures related to biological assets have not been applied. Costs associated with the nursery are included in Council’s general operations as they are incurred.

(s) Impairment of non-current assetsAll non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists, Council determines the asset’s recoverable amount. Any amount by which the asset’s carrying amount exceeds the recoverable amount is recorded as an impairment loss.

(t) Employee benefitsemployee benefits are accrued for annual leave and long service leave in respect of services provided by the employees up to the reporting date. Where it is expected that the leave will be taken in the next twelve months, the liability is treated as a current liability. otherwise the liability is treated as non-current.

(i) Annual leavethe current liability for annual leave is measured at the nominal amount, based on remuneration rates which are expected to be paid when the liability is settled and includes related employee on-costs. the non-current portion is calculated on the same basis as the value approximates the present value of the estimated future cash outflows.

(ii) Long service leavethe liability for long service leave is measured as the present value of the estimated future cash outflows to be made in respect of services provided by employees up to the reporting date. the estimated future cash outf lows have been discounted to their present value, based on interest rates on Commonwealth Government guaranteed securities, as at the reporting date. the value of the liability was calculated using current pay rates and projected future increases in those rates and includes related employee on-costs.

(iii) Sick leaveSick leave entitlements are non-vesting and expended when taken by employees and hence no recognition of sick leave has been made in the financial statements.

(iv) Superannuationthe superannuation expense for the reporting period is the amount of the statutory contribution Council makes to the superannuation plan which provides benefits to its employees. Details of those arrangements are set out in note 30.

(u) Interest-bearing loan liabilitiesAll loans payable by Council are measured and disclosed in the Statement of Financial position at book value of the principal outstanding. Interest is recognised as it accrues.

Borrowing costs are included in the capitalised cost of an asset only in instances where loan borrowings have been drawn down by Council to fund the construction of a specific asset and interest incurred during construction is deemed material to the overall cost of that asset. All other borrowing costs are treated as an expense.

(v) Leasesoperating lease payments are charged as an expense in the Statement of Comprehensive Income in the periods in which they are incurred. Council has no finance lease in operation as at the balance date.

(w) Components of equity(i) Retained capital, asset revaluation surplus

taken together, these accounts represent the amount of wealth currently required and in use by Council for its operations and to maintain its conventional assets and infrastructure at existing levels of operating capability.

(1) Retained capitalthis represents the amount of Council’s net funds not set aside in reserves to meet specif ic future needs. the main part of this amount is not available for Council to spend as it has already been invested in assets used to provide services.

(2) Asset revaluation surplusthe asset revaluation surplus is comprised of adjustments relating to changes in value of property, plant and equipment which arise primarily from changes in the purchasing power of money. net incremental changes in the carrying value of classes of non-current assets since their initial recognition are accumulated into this surplus. Increases and deceases on revaluation are offset within a class of assets. Where a class of assets is decreased on valuation, that decrease is offset first against the amount remaining in the asset revaluation surplus in respect of that class. Any excess is treated as an expense within the Statement of Comprehensive Income. When an asset is disposed of in the ordinary course of business, the amount in the surplus for that asset is retained as a surplus.

(ii) Infrastructure charges reservethis represents unspent cash contributions paid by property developers for the provision of drainage, roadworks, park facilities, bikeways, footpaths and other infrastructure assets for the enhancement of Council’s asset base.

(iii) Capital projects reservethis reser ve was created to provide a fund to of fset future infrastructure works.

(iv) Investment reservethis reserve was created to provide funds to maximise investment opportunities for Council.

(v) Self-insurance reservethis reserve was created to provide a contingency amount to offset unforeseen self-insurance pay-outs for public liability and workers’ compensation.

(vi) Other operating reserves Development fluctuation

provides for future funds management to facilitate fluctuations in building and development application processing.

priority infrastructure plan subsidy

established for the purpose of funding the temporary local planning Instrument and costs associated with the priority Infrastructure Five point plan.

priority infrastructure rebate

established for the purpose of funding developer contribution rebates granted to not-for-profit community groups.

(x) Trust funds held for outside partiesFunds held in the trust account on behalf of outside parties include those from security deposits lodged to guarantee performance, developer contributions collected on behalf of third parties and unclaimed monies paid into the trust account by Council. Council performs only a custodial role in respect of these monies, and because they cannot be used for Council purposes, they are not considered revenue nor brought to account in these financial statements. They are disclosed in note 31 for information purposes only.

All land is recognised as property, plant and equipment. However, acquisitions of minor land parcels (less than 100m2 or less than 3m in width) are recorded at nominal value due to having no realisable market value or possessing negligible service potential.

other than network assets, any item of property, plant and equipment with an acquisition value less than the relevant recognition threshold is expensed during the period of acquisition.

(ii) Network assetsnetwork assets are groups of homogenous type assets where individually each asset falls below the recognition threshold but, when considered as a whole, are material in value. For each accounting period, the aggregate acquisition cost of all items comprising a network asset type is capitalised and recorded as a single asset within the appropriate asset class. each network asset is depreciated over the estimated useful life of the underlying assets. Disposals of individual items comprising a network asset are not recognised on the basis of materiality. Street signs, regulated parking meters, waste disposal bins, water bubblers, bike racks, fences and gates, irrigation systems and water reticulation meters are recognised by Council as network assets as at the reporting date.

(iii) Value of assets acquiredAll assets purchased or constructed during the accounting period have been brought to account at cost. Cost is determined as the fair value of the assets given as consideration plus costs incurred in getting the assets ready for use. Where Council has constructed non-current assets, cost includes the cost of all services, materials and plant used in construction, direct labour on the project and an appropriate proportion of labour overheads. Borrowing costs are included in the capitalised cost of an asset only in instances where loan borrowings have been drawn down by Council to fund the construction of a specif ic asset and interest incurred during construction is deemed material to the overall cost of that asset.

property, plant or equipment contributed to Council is brought to account as contribution revenue based on the fair value of each asset at the time of acquisition. Where an active market exists for a contributed asset, fair value represents the amount for which the asset could be exchanged, or a liability settled, between knowledgeable willing parties in an arm’s length transaction. Where an active market does not exist, as is the case for most infrastructure assets contributed to Council, fair value is deemed to be the lower of the replacement or reproduction cost embodied in the contributed asset.

(iv) Expenditure on existing assetsRoutine operating maintenance, repair costs and minor renewals to maintain the operational capacity of a non-current asset is expensed as incurred.

(v) RevaluationsInfrastructure assets, land, site improvements, buildings and cultural assets are measured on the revaluation basis, at fair value, in accordance with AASB116 property, plant and equipment and the Local Government (Finance, Plans and Reporting) Regulation 2010. All other non-current assets, principally f leet, plant and equipment and intangibles, are measured at depreciated cost.

non-current physical assets measured on the revaluation basis are revalued where required, so that the carrying amount of each asset class does not differ materially from its fair value at the reporting date. A comprehensive revaluation is undertaken at least once every three to f ive years for each applicable asset class, whereby asset values, asset component unit rates and asset condition are assessed by external valuers or Council staff who are suitably qualified in their respective field. A desktop revaluation involving the application of a suitable index is undertaken at the reporting date whenever there has been a material movement in value for an asset class subsequent to the last comprehensive revaluation.

For both comprehensive revaluations, and any interim desktop revaluation, Council adopts the gross revaluation method, whereby any accumulated depreciation at the date of the revaluation is restated proportionally, with the change in the gross carrying amount of the asset, so that the net carrying amount (disclosed in the accounts as written-down value) of the asset after revaluation equals its revalued amount.

Details of valuers and methods of asset valuation are disclosed in note 22.

(vi) Depreciationland and cultural assets are not depreciated as these assets are considered to have an unlimited useful life. Depreciation for all other items of property, plant and equipment is calculated on a straight-line basis so as to write-off the net cost or revalued amount of each depreciable asset, less its estimated residual value, progressively over its estimated useful life to the Council.

purchased and contributed assets are depreciated from the date of acquisition, other than network assets, which are depreciated from the beginning of the financial year following their date of acquisition. Date of acquisition for contributed infrastructure assets is when the development reaches the stage of “on maintenance”, which is the point in time that a developer hands over a completed contributed asset to Council. Internally constructed assets are depreciated from the time an asset is completed and commissioned ready for use.

useful lives of infrastructure assets are determined from the weighted average of individual component lives that together comprise the financial asset.

Any expenditure that increases the originally assessed capacity or service potential of an asset and exceeds the capitalisation threshold for the respective asset class is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to the Council. the estimated useful lives of property, plant and equipment are reviewed annually.

Major depreciation periods for assets when initially placed into service are:

Asset Depreciation period

Fleet, plant and equipment two to 20 years

Site improvements five to 80 years

Buildings 25 to 50 years

Roads, bridges and major culverts 10 to 100 years

pathways seven to 50 years

Flood mitigation and drainage 10 to 100 years

(o) Intangible assetsonly intangible assets which have a cost exceeding $5000 are capitalised. All other costs associated with acquiring intangible assets are expensed during the period incurred.

expenditure on internally generated intangible assets is recognised from the date of the approval by Council of a capital expenditure authorisation for the acquisition or development of the asset. expenditure on internally generated assets, up to the decision to generate the asset in a particular form, is treated as research expenditure and is not capitalised.

It has been determined that there is not an active market for any of Council’s intangible assets. As such, all intangible assets are recognised and carried at cost less accumulated amortisation.

Amortisation is calculated on a straight-line basis so as to write-off the net cost over a period from five to 10 years. Amortisation periods for intangible assets are reviewed annually.

(p) Capital work in progressthe cost of property, plant and equipment and intangible assets being constructed or internally generated includes the cost of purchased services, materials, direct labour and an appropriate proportion of labour overheads.





3. Rates and utility charges2011 ($’000) 2010 ($’000)

General rates 361,962 329,431

Water and sewerage rates - 295,310

Cleansing charges 54,777 48,192

City transport improvement separate charge

22,272 21,895

open space preservation separate charge

8,814 8,664

Recreational space separate charge 4,764 4,684

Special rates and charges 7,987 7,612

460,576 715,788

4. Fees and charges2011 ($’000) 2010 ($’000)

Building and development fees 16,987 19,103

tourist park fees 14,114 13,322

Infringements 10,579 10,066

licences 2,709 2,613

property information fees 1,385 1,906

private works 32,501 11,257

parking fees 7,255 7,095

Refuse tipping fees 6,561 5,291

Wastewater fees - 972

Water supply service fees - 3,199

General service fees 5,555 6,962

97,646 81,786

Note: Private works for 2011 includes $31.8 million for Allconnex Water, which relates to goods and services procured by Council on behalf of Allconnex Water.

5. Interest2011 ($’000) 2010 ($’000)

Interest on rates arrears 3,654 3,767

Interest on developers' contributions 958 1,234

Interest on Allconnex Water loans receivable 80,373 -

Interest on invested cash funds 38,305 20,584

123,290 25,585

6. Other revenue2011 ($’000) 2010 ($’000)

external service level agreements 12,979 8,005

Allconnex Water tax equivalent income 10,612 -

Reimbursements and recoveries 11,462 7,227

Rental and lease revenue 4,290 4,199

Water transportation revenue - 4,144

Vehicle leasing 641 739

State Government fire levy commission 613 669

legal charges on levy arrears 545 461

Sundry 3,756 3,111

44,898 28,555

7. Contributions and donations2011 ($’000) 2010 ($’000)

Capital contributions

Developers' cash contributions 29,377 46,076

Contributed assets 163,061 129,605

other capital contributions 1,834 4,850

194,272 180,531

operating contributions and donations 3,109 3,104

197,381 183,635

8. Grants and subsidies2011 ($’000) 2010 ($’000)

operating grant and subsidy revenue

General purpose government grant 10,319 9,467

other operating grants and subsidies 8,971 41,587

19,290 51,054

Capital grant and subsidy revenue 19,808 27,265

39,098 78,319

9. Loss on disposal of non-current assets

2011 ($’000) 2010 ($’000)

Cash proceeds from disposals 2,089 4,656

trade-in values received 715 3,966

total consideration received 2,804 8,622

less: Carrying amount of property, plant and equipment disposed of

(13,761) (81,770)

less: Carrying amount of intangible assets disposed of

(2) (3)

loss on disposal (10,959) (73,151)

Note: The above disclosure only accounts for non-current assets disposed of by Council in the ordinary course of business and, as such, does not include assets transferred from Council to Allconnex Water on 1 July 2010 as part of the South East Queensland water reforms. Refer to Note 38 for further details.

Property, plant and equipment disposed of during 2010 includes cultural assets and items of plant and off ice equipment with a combined carrying amount of $12,125,000, which were transferred from Council to the Gold Coast Arts Centre Pty Ltd on 30 June 2010. These assets were transferred due to a change in control of the underlying items.

10. Employee costs2011 ($’000) 2010 ($’000)

Wages and salaries 199,026 223,589

Employee benefits 33,138 38,120

Superannuation 21,856 24,396

payroll tax 57 1,809

Workers' compensation 1,412 1,672

Fringe benefits tax 1,078 1,188

other employee-related costs 165 328

256,732 291,102

Wages and salaries (above) includes costs associated with the hire of temporary staff from employment agencies.

2. Statement of Significant Functions For the year ended 30 June 2011

Grant and subsidy revenue Other revenue Total revenue Expenses Net result Assets

Function ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)

Waste Management 40 90,797 90,837 60,204 30,633 226,187

engineering Services 13,415 173,059 186,474 267,854 (81,380) 4,498,282

Community Services 5,239 65,804 71,043 235,062 (164,019) 1,675,743

planning, environment and transport 54 20,609 20,663 149,364 (128,701) 11,205

economic Development and Major projects 4,479 1,682 6,161 40,713 (34,552) 24,116

City Governance and organisational Services 15,871 644,448 660,319 1,699,999 (1,039,680) 3,734,879

eliminations (108,999) (108,999) (108,999) - -

39,098 887,400 926,498 2,344,197 (1,417,699) 10,170,412

Note: Expenses for the function of City Governance and Organisational Services include $1.5 billion for the loss on water reform (refer to Note 38 for details)

For the year ended 30 June 2010

Grant and subsidy revenue Other revenue Total revenue Expenses Net result Assets

Function ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)

Gold Coast Water 8,603 384,496 393,099 271,459 121,640 4,134,335

Waste Management 39 76,688 76,727 55,091 21,636 145,913

engineering Services 16,543 107,581 124,124 300,436 (176,312) 4,320,685

Community Services 5,610 72,958 78,568 248,736 (170,168) 1,788,230

planning, environment and transport 107 25,262 25,369 97,886 (72,517) 10,137

economic Development and Major projects 36,500 1,690 38,190 71,178 (32,988) 6,384

City Governance and organisational Services 10,917 424,897 435,814 111,904 323,910 1,050,194

eliminations - (93,143) (93,143) (93,143) - -

78,319 1,000,429 1,078,748 1,063,547 15,201 11,455,878

Total assets are reconciled with the amounts shown for assets in the Statement of Financial Position as follows:

2011 ($’000) 2010 ($’000)

Current assets 691,864 679,877

non-current assets 9,478,548 10,776,001

10,170,412 11,455,878

The Statement of Significant Functions is based on the significant business activities adopted by Council:

Gold Coast Waterprior to implementation of the South-east Queensland water reform process (refer to note 38 for details) Gold Coast Water provided a wide range of water and wastewater services, which incorporated the catchment, purif ication, distribution, treatment and disposal of water and wastewater within the City of Gold Coast. this activity constituted a type 1 business activity under the national Competition policy guidelines and as such conformed to full cost pricing principles.

Waste ManagementWaste Management incorporates operation and management of Council’s waste transfer and disposal facilities, together with the management of Council’s waste collection and recycling contracts. this activity constitutes a type 1 business activity under the national Competition policy guidelines and as such conforms to full cost pricing as outlined in the Local Government Act 2009 and Local Government Finance Standards 2010.

Engineering Servicesengineering Services incorporates the design, construction and maintenance of the city’s infrastructure associated with roads, drainage, flood mitigation, beaches and waterways.

engineering Services also manages Council’s fleet and plant assets and operates Council’s own quarry facility.

Community ServicesCommunity Services undertakes a broad range of regulatory services together with the provision and operation of community and recreational facilities within the city. the regulatory roles involve inspection and licensing in the areas of health, animal control, regulated parking and local laws. the provision of community and recreational facilities includes parks, community centres, caravan parks, libraries and major sporting facilities.

Planning, Environment and Transportplanning, environment and transport incorporates the strategic planning of the city’s built environment, including town and transportation planning, together with building/plumbing inspection services.

Economic Development and Major ProjectsResources within this activity are directed towards encouraging economic growth within the city and developing specific infrastructure to complement business and economic diversity.

City Governance and Organisational Servicesprimarily concerned with the governance role within the organisation and the provision of corporate-wide services, its activities include legal services, community relations, corporate planning and performance, corporate finance, corporate risk and insurance, rates levying, corporate supply (including accounts payable), internal audit, the provision of computer/network services and executive administration within the office of the Ceo.





In June 2011, the Fairer Water Prices for SEQ Amendment Bill 2011 was passed by the Queensland parliament. this legislation requires the participating councils to develop and publish final price paths for water and wastewater charges (encompassing residential and small customers) by 30 March 2013 for the period 1 July 2013 to 30 June 2019. As these price paths have not been determined, an uncertainty also exists as to the value of infrastructure assets presently owned by Allconnex Water, which may be returned to the Council should amending legislation be passed allowing the Council to withdraw. this uncertainty may also impact on the value of Council’s ownership interest in Allconnex Water reported in the financial statements.

notwithstanding these uncertainties, in the absence of amending legislation passed by the Queensland parliament, Council believes that the value of its ownership interest in Allconnex Water remains appropriate as this is based on the best information available at the time of preparing the financial statements.

19.2 Summarised financial information of Allconnex Water for 2010-11

($’000)

Statement of Comprehensive Income

Revenue from continuing operations 644,893

expenses from continuing operations 644,568

net result before income tax equivalents 325

less: Income tax equivalent expense (27,937)

net result after income tax equivalents (27,612)

Add: other items of comprehensive income -

total comprehensive income/(loss) for the year (27,612)

Statement of Financial Position

Current assets 156,271

non-current assets 4,176,723

4,332,994

Current liabilities 161,652

non-current liabilities 1,948,932

2,110,584

net assets 2,222,410

Equity

Contributed equity 2,261,514

Accumulated surplus/(deficit) (39,104)

total equity 2,222,410

Other financial information

Contingent liabilities 444

Capital commitments 120,907

non-capital commitments 16,633

19.3 Cash payments between Council and Allconnex WaterDuring the reporting period, the following cash payments (inclusive of any applicable GSt) were made by the Council to Allconnex Water:

Payments to Allconnex Water ($’000)

Cash paid to Allconnex Water on establishment of the entity for compensation of employee benefits and unearned revenue transferred from Council to Allconnex Water on 1 July 2010

11,383

Reimbursement of one-off allowances and bonuses paid by Allconnex Water to staff during 2010-11 that relate to their previous employment with Council

448

payment of water and wastewater levies on Council properties 1,574

payments for the provision of services provided by Allconnex Water to Council, which includes laboratory services for water testing and water and wastewater connections to Council properties

635

Payments to Allconnex Water ($’000)

on payment of revenue collected by Council as an agent for Allconnex Water, which includes water and wastewater levies, sundry debtors, developers’ cash contributions and general fees and charges

267,587

281,627

During the reporting period, the following cash payments (inclusive of any applicable GSt) were received by Council from Allconnex Water:

Payments received from Allconnex Water ($’000)

Reimbursement to Council for costs incurred in the establishment of Allconnex Water

8,309

tax equivalents paid to Council by Allconnex Water under the provisions of the South-East Queensland Water (Distribution and Restructuring) Act 2009

13,886

Interest on senior and subordinated debt 53,598

payments received for the provision of services contained within a formal service level agreement with Allconnex Water

14,278

Reimbursement to Council for materials and services procured on behalf of Allconnex Water

31,417

121,488

19.4 Obligations/liabilities between Council and Allconnex Waterthe following are recognised in the Statement of Financial position as obligations/liabilities that exist between Council and Allconnex Water as at 30 June 2011:

Details Recognised in the accounts as ($’000)

Senior and subordinated debt owed to Council by Allconnex Water

non-current asset - Receivables

1,140,732

Accrued interest on senior and subordinated debt owed to Council by Allconnex Water

Current asset - Receivables

26,775

Amount owing to Council at balance date for materials and services procured on behalf of Allconnex Water

Current asset - Receivables

3,415

Water and wastewater levies collected but not forwarded to Allconnex Water at balance date

Current liability - payables

4,167

Sundry debtors and general fees and charges collected as an agent but not forwarded to Allconnex Water at balance date


1,863

Amount owing to Allconnex Water at balance date for the overpayment of tax equivalents


3,275

20. Other financial assets2011 ($’000) 2010 ($’000)

Investment in Gold Coast City Council Insurance Co ltd

1,000 1,000

Investment in SeQ Regional Recreational Facilities pty ltd

150 -

1,150 1,000

During the reporting period, Council acquired $150,000 in non-redeemable preference shares of SEQ Regional Recreational Facilities Pty Ltd, which was incorporated on 18 October 2010 for the purpose of developing and managing the Wyaralong trail bike facility. Council’s shareholding equates to 13.64 per cent. Other equity holders are Brisbane City Council, Lockyer Valley Regional Council, Logan City Council, Redland City Council, Ipswich City Council, Scenic Rim Regional Council and Somerset Regional Council. The shares were acquired via a $150,000 cash payment.

11. Depreciation and amortisation2011 ($’000) 2010 ($’000)

Depreciation was charged in respect of:

Site improvements 22,327 18,918

Buildings 13,843 14,104

Fleet, plant and equipment 14,236 15,646

Roads, bridges and major culverts 60,791 69,994

pathways 6,053 5,541

Flood mitigation and drainage 30,024 29,039

Water and sewerage infrastructure - 75,617

147,274 228,859

Amortisation was charged in respect of:

Software 3,532 4,199

3,532 4,199

150,806 233,058

12. Borrowing costs2011 ($’000) 2010 ($’000)

Bank finance and interest charges 1,541 1,270

Finance charges – interest-bearing loans 40,581 18,295

42,122 19,565

13. Other expenses2011 ($’000) 2010 ($’000)

Audit services 320 320

Rates write-offs and prior year credit levies 5,034 2,239

Impairment loss – receivables 1,828 1,751

Contributions and donations 89,275 83,464

Bulk water purchases - 77,064

Sundry 905 1,501

97,362 166,339

14. Capitalised expenses2011 ($’000) 2010 ($’000)

employee costs 39,285 41,958


159,394 296,918

15. Cash assets2011 ($’000) 2010 ($’000)

Cash on hand 36 37

Cash at bank 2,628 5,479

Short-term deposits 587,402 522,265

590,066 527,781

16. Receivables2011 ($’000) 2010 ($’000)

Rates debtors 33,909 108,029

Fees and charges 4,806 11,150

Infringements 13,695 12,118

Recoverable private works 4,127 5,582

Accrued investment interest 13,421 6,394

Accrued interest on Allconnex Water loans receivable

26,775 -

Interest on rates arrears 3,976 3,118

Interest-free loans 207 90

other debtors 6,715 9,792

107,631 156,273

less: Impaired receivables 9,700 8,445

97,931 147,828

17. Inventories2011 ($’000) 2010 ($’000)

Quarry stockpile 398 685

Consumables 2,857 2,906

3,255 3,591

18. Non-current receivables2011 ($’000) 2010 ($’000)

Interest-free loans 84 202

Allconnex Water loans receivable senior debt

633,740 -

Allconnex Water loans receivable subordinated debt

506,992 -

1,140,816 202

19. Participation rights in Allconnex Water19.1 Movement in value of participation rights in Allconnex Wateron 1 July 2010, Council acquired a 61.65 per cent ownership interest in the Southern SeQ Distribution Retailer Authority (trading in the name of Allconnex Water), which was established under Queensland State legislation for the purpose of delivering water and wastewater services to customers within the local government areas of Gold Coast City Council, logan City Council and Redland City Council. Refer to note 38 (b) for further details. Council’s ownership interest in Allconnex Water is accounted for under the equity method as detailed within AASB 128. the following provides a summary of the movement in participation rights for 2010-11:

2011 ($’000)

Value of participation rights in Allconnex Water acquired on 1 July 2010

1,394,228

Council's share of post-acquisition losses for 2010-11 (17,023)

Value of participation rights in Allconnex Water as at 30 June 2011

1,377,205

Subsequent to balance date, all three participating councils resolved to opt out of Allconnex Water, which has a potential impact on the value of the participation rights. Refer to note 32 on post-balance date events for further details.





22.4 Valuation of property, plant and equipment

(a) Landland parcels purchased during 2010-11 are recognised at cost, which represents fair value for these assets as at 30 June 2011. Minor land parcels (less than 100m² or less than 3m in width) are recorded at nominal value. All other land parcels (including land contributed to Council during 2010-11) are independently valued at current market value or, for specialised land, current replacement cost by State Valuation Services within the Department of environment and Resource Management. Approximately one-third of all land parcels are revalued each year via a continual three-year rolling revaluation process.

As at the reporting date, the following are located within the administrative boundaries of Council:

(i) 8797 ha of parks (including 181 ha leased to local clubs and associations) on land that is a reserve under the Land Act 1994; and

(ii) 3007 km of roads on land as defined under the Land Act 1994.

land under roads and reserve land are not controlled by Council and, as such, are not recognised within Council’s f inancial statements.

(b) Site improvementsSite improvements were subject to an indexation increase of 1.98 per cent during the current reporting period. this increase was determined through an internal assessment of the movement in component unit rates since June 2010 when a full revaluation was undertaken. Site improvements capitalised at cost during 2010-11 have been subject to the indexation increase.

(c) BuildingsBuildings were independently valued at fair value by AssetVal pty ltd as at 31 May 2011. All expenditure on buildings capitalised during 2010-11 is valued at cost.

(d) Fleet, plant and equipmentAll items of fleet, plant and equipment are measured at cost less accumulated depreciation.

(e) Cultural assetsCultural assets were revalued to current market value as at 30 June 2008 by the Art Gallery Manager, who referenced external sales evidence as part of the revaluation process.

Any cultural assets acquired since 30 June 2008 are either valued at cost or, where donated, at current market value. the majority of cultural assets in Council’s books as at 30 June 2010 were transferred to the Gold Coast Arts Centre at balance date due to a change in control of the underlying assets.

(f ) Infrastructure assetsInfrastructure assets are comprehensively revalued every three to f ive years, whereby assets are valued at their depreciated current replacement cost, based on component unit rates, in line with asset renewal practices. Specific details for each asset class are shown below:

Asset class Last full revaluation

Roads, bridges and major culverts 2010

Assets within this class were subject to an indexation increase of 1.6 per cent during the current reporting period. this increase was determined via an internal assessment of the movement in component unit rates since June 2010, when a full revaluation was undertaken. Assets capitalised at cost during 2010-11 have been subject to the indexation increase.


Pathways 2009

pathways were subject to an indexation increase of 2.6 per cent during the current reporting period. this increase was determined via an internal assessment of the movement in component unit rates since June 2010 when a similar indexation was undertaken. A full revaluation was last undertaken for pathways in June 2009. Assets capitalised at cost during 2009-10 and 2010-11 have been subject to indexation increases.


Flood mitigation and drainage 2009

Flood mitigation and drainage assets were subject to an indexation increase of 2.6 per cent during the current reporting period. this increase was determined via an internal assessment of the movement in component unit rates since June 2010 when a similar indexation was undertaken. A full revaluation was last undertaken for flood mitigation and drainage assets in June 2009. Assets capitalised at cost during 2009-10 and 2010-11 have been subject to indexation increases.

23. Unearned revenue2011 ($’000) 2010 ($’000)

prepaid private works - 814

tourist park advanced deposits 997 969

other 1,161 1,147

2,158 2,930

24. Employee benefitsCurrent 2011 ($’000) 2010 ($’000)

Annual leave 17,162 19,398

long service leave 3,082 3,151

20,244 22,549

Non-current 2011 ($’000) 2010 ($’000)

Annual leave 1,767 3,465

long service leave 31,096 35,507

32,863 38,972

Total employee benefits 53,107 61,521

25. Employee numbers2011 2010

number of employees at reporting date based on full-time equivalents

2,853 3,284

26. Interest-bearing loans2011 ($’000) 2010 ($’000)

opening balance 594,554 256,658

loans raised 192,995 346,945

Repayments (63,862) (27,344)

Finance charges 40,581 18,295

Closing balance 764,268 594,554

Disclosure in the Statement of Financial position as follows:

Current liabilities 34,209 22,828

non-current liabilities 730,059 571,726

764,268 594,554

Note: Council recognises all interest-bearing loans within the accounts at book value. Total market value of interest-bearing loans at balance date was $ 818,874,000 (2010: $616,570,000).

21. Intangibles2011 ($’000) 2010 ($’000)

Computer software 57,184 59,593

less: accumulated amortisation (51,161) (50,058)

6,023 9,535

22. Property, plant and equipment22.1 Summary of property, plant and equipment for 2010-11

Opening WDV Additions Disposals Revaluations Depreciation Closing WDV Closing accum depn Closing gross value

($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)

land 1,925,448 67,317 (124,118) (119,022) - 1,749,625 - 1,749,625

Site improvements 236,749 15,408 (891) 4,033 (22,327) 232,972 186,303 419,275

Buildings 336,053 50,832 (3,842) 16,114 (13,843) 385,314 305,770 691,084

Fleet, plant and equipment 79,594 16,410 (4,344) - (14,236) 77,424 58,301 135,725

Cultural assets 565 (515) - - - 50 - 50

Roads, bridges and major culverts

1,812,605 75,085 (659) 29,035 (60,791) 1,855,275 830,726 2,686,001

pathways 154,398 14,425 (133) 4,104 (6,053) 166,741 79,926 246,667

Flood mitigation and drainage 2,097,025 140,724 (3,092) 56,460 (30,024) 2,261,093 630,908 2,892,001

Water and sewerage infrastructure

3,814,464 - (3,814,464) - - - - -

10,456,901 379,686 (3,951,543) (9,276) (147,274) 6,728,494 2,091,934 8,820,428

Note: Asset additions include purchased assets, capitalised expenditure on constructed assets (including capital maintenance costs), contributed assets, the initial recognition of assets (refer Note 37) and any transfer of assets between asset classes.

22.2 Reconciliation of carrying amount of assets disposed of in Note 9 to total asset disposals in Note 22.1Asset disposals in note 22.1 include the written-down value (WDV) of non-current assets transferred to Allconnex Water on 1 July 2010 under the South east Queensland water reform (refer note 38), as well as the WDV of non-current assets disposed of by Council in the ordinary course of business.

note 9 discloses the loss on disposal of non-current assets in the ordinary course of business. the following table reconciles the carrying amount of property, plant and equipment disposed of in note 9 to the total value of all assets disposed of during 2010-11 in note 22.1:

Disposals Note 9 ($’000) Transferred to Allconnex ($’000) Total disposals Note 22.1 ($’000)

land 3,025 121,093 124,118

Buildings 2,376 1,466 3,842

Site improvements 883 8 891

Fleet, plant and equipment 3,864 480 4,344

Roads, bridges and major culverts 388 271 659

pathways 133 - 133

Flood mitigation and drainage 3,092 - 3,092

Water and sewerage infrastructure - 3,814,464 3,814,464

13,761 3,937,782 3,951,543

22.3 Summary of property, plant and equipment for 2009-10

Opening WDV Additions Disposals Revaluations Depreciation Closing WDV Closing Accum Depn Closing Gross Value

($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000) ($’000)

land 1,772,357 79,550 (545) 74,086 - 1,925,448 - 1,925,448

Site improvements 192,183 84,094 (18,789) (1,821) (18,918) 236,749 177,575 414,324

Buildings 336,010 23,492 (9,345) - (14,104) 336,053 252,272 588,325

Fleet, plant and equipment 82,895 23,098 (10,753) - (15,646) 79,594 57,931 137,525

Cultural assets 10,703 1,379 (11,517) - - 565 - 565

Roads, bridges and major culverts 1,913,915 154,330 (21,485) (164,161) (69,994) 1,812,605 757,190 2,569,795

pathways 141,906 17,085 (1,006) 1,954 (5,541) 154,398 71,599 225,997

Flood mitigation and drainage 2,072,433 33,168 (8,330) 28,793 (29,039) 2,097,025 571,627 2,668,652

Water and sewerage infrastructure 3,597,325 292,756 - - (75,617) 3,814,464 1,885,132 5,699,596

10,119,727 708,952 (81,770) (61,149) (228,859) 10,456,901 3,773,326 14,230,227

Note: Asset additions include purchased assets, capitalised expenditure on constructed assets (including capital maintenance costs), contributed assets, the initial recognition of assets (refer Note 37) and any transfer of assets between asset classes. Asset disposals in Note 22.3 include cultural assets and items of plant and equipment with a carrying value of $11,463,000 and $662,000, respectively, which were transferred from Council to the Gold Coast Arts Centre Pty Ltd on 30 June 2010. These assets were transferred due to a change in control of the underlying items.





31. Trust fundFunds held for outside parties in trust at year end represent:

2011 ($’000) 2010 ($’000)

Infrastructure charges collected for outside parties

40,209 27,205

Monies held for Allconnex Water 2,783 -

Security deposits 8,053 8,927

Moreton Bay waste water study 253 253

Disaster relief fund 198 185

other 683 2,394

52,179 38,964

Council performs only a custodial role in respect of these monies. As these funds cannot be used by Council, they are not brought to account in these f inancial statements.

32. Post-balance date eventsOwnership interest in Allconnex Wateron 7 April 2011, the premier announced that the Queensland Government had decided to repeal sections of the South East Queensland Water (Distribution and Retail Restructuring) Act 2009 which require the creation and operation of the water distributor-retailer entities. this decision meant that participating councils were offered the option of continuing with or withdrawing from their respective distributor-retailer authorities.

In response to the premier’s announcement, the following events have occurred subsequent to balance date:

1. on 25 July 2011, Gold Coast City Council resolved to advise the Queensland Government of its desire to opt out of Allconnex Water. Gold Coast City Council further announced a price mitigation plan that outlines its intended water prices for the next five years. this plan is yet to be approved by the Queensland Government.

2. on 28 July 2011, the Minister for energy and Water utilities announced that the Queensland Government would concentrate its efforts on drafting the necessary legislation that will allow councils to demerge from their water distributor-retailers.

3. on 8 August 2011, Redland City Council resolved to advise the Queensland Government of its desire to opt out of Allconnex Water and re-establish Redland Water, for retail water distribution, as of 1 July 2012.

4. on 23 August 2011, logan City Council resolved to advise the Queensland Government of its desire to opt out of Allconnex Water and re-establish its retail water distribution operations, as of 1 July 2012.

5. on 16 September 2011, Gold Coast City Council reaffirmed its earlier decision to opt out of Allconnex Water by resolving to re-establish its water and wastewater retail and distribution commercialised business unit (formerly known as Gold Coast Water) as of 1 July 2012. Gold Coast City Council also resolved to appoint a suitably qualif ied management consultant to investigate and advise Council of the most economical and effective means of progressing the change.

While all three participating councils have announced an intention to withdraw from Allconnex Water, any withdrawal is subject to necessary amendments to the South East Queensland Water (Distribution and Retail Restructuring) Act 2009 being drafted and passed by parliament. Amendments to the existing participation Agreement may also be required in order to effect any withdrawal from Allconnex Water.

the absence of amending legislation gives rise to an uncertainty as to the ability of the participating councils to withdraw from Allconnex Water and how any proposed withdrawal will occur, including the return of ownership interest held by Council. Any amendments to the legislation, and the participation Agreement providing for the withdrawal of the participating councils, may impact on the value of Council’s ownership interest in Allconnex Water reported in the financial statements.

Other Post-balance date events no other matter or circumstance has arisen since the end of the financial year that has materially affected or may materially affect the operation or results of Council or the state of affairs of Council in the subsequent financial year.

33. Conditions over contributionsContributions which were recognised as revenue during the current reporting period, and which were obtained on the condition that they be expended on the acquisition of assets, but had yet to be applied in that manner, as at the reporting date were:

2011 ($’000) 2010 ($’000)

Car parking 652 254

Street lighting - 18

Water headworks (2) 1,330

Sewerage headworks - 421

parks 8,153 6,667

Conservation 16 133

Stormwater drainage 3,018 2,276

Roads, streets and bridges 5,642 1,743

Streetscaping 310 -

Bikeways 95 131

Flood/tidal works 174 129

Base mapping 1,610 545

19,668 13,647

Contributions which were recognised as revenue in a previous period, and were expended during the current financial reporting period, were:

2011 ($’000) 2010 ($’000)

Car parking (570) (310)

Water headworks (2,605) (6,086)

Sewerage headworks (2,132) (7,652)

parks (4,368) (6,227)

Stormwater drainage (1,849) (3,178)

Roads, streets and bridges (2,624) (3,852)

Streetscaping (165) -

Bikeways (60) (71)

Flood/tidal works (235) -

Base mapping (496) (542)

(15,104) (27,918)

net increase in the infrastructure charges reserve resulting from contributions for the reporting period

4,564 (14,271)

27. Contingent liabilitiesBased on advice from Council’s solicitors, there are a number of claims and legal cases that may result in f inancial settlement being made by Council. the total of these contingent liabilities is expected to be up to $26,200,000 (2010: $32,400,000).

the national native title tribunal has registered a claim by the Gold Coast native title Group people covering a substantial portion of non-freehold land and waters and resources within the city’s boundaries.

28. Commitments for expenditure(a) Capital commitments Capital expenditure contracted for at balance date, but not provided for in the financial statements, are:

2011 ($’000) 2010 ($’000)

no later than one year 15,430 36,269

later than one year and not later than five years

404 1,839

15,834 38,108

(b) Non-capital commitments Commitments under non-cancellable operating leases and contractual commitments at balance date, but not provided for in the financial statements, are payable as follows:

2011 ($’000) 2010 ($’000)

no later than one year 101,340 84,762

later than one year and not later than five years

154,685 45,663

Later than five years 83,601 7,511

339,626 137,936

These commitments are not recognised in the financial statements as liabilities.

29. Reconciliation of net result for the year to net cash inflow from operating activities

2011 ($’000) 2010 ($’000)

net result for the year (1,417,699) 15,201

Add/(deduct) non-cash items

Depreciation and amortisation 150,806 233,058

Contributed asset revenue (163,061) (129,605)

post-acquisition losses – Allconnex Water 17,023

Investing activities

loss on disposal of non-current assets 10,959 73,151

Other activities

loss on water reform 1,499,016 -

Change in operating assets and liabilities

(Increase)/decrease in receivables and prepayments 50,080 (27,478)

Increase in inventories 336 609

Increase/(decrease) in creditors and accruals (39,298) 17,295

Increase in employee benefits 2,155 4,980

Net cash generated by operating activities 110,317 187,211

Note: The movement in employee benefits for 2011 excludes $10.57 million transferred to Allconnex Water on 1 July 2010, which forms part of the loss on water reform.

30. SuperannuationCouncil contributes to the local Government Superannuation Scheme (Qld) (the scheme). the scheme is a Multi-employer plan as defined in the Australian Accounting Standard AASB119 employee Benefits.

the Queensland local Government Superannuation Board, the trustee of the scheme, advised that the local government superannuation scheme was a complying superannuation scheme for the purpose of the Commonwealth Superannuation Industry (Supervision) legislation.

the scheme has two elements referred to as the Defined Benefits Fund (DBF) and the Accumulation Benefits Fund (ABF). the ABF is a defined contribution scheme as defined in AASB119. Council has no liability to or interest in the ABF other than the payment of the statutory contributions as required by the Local Government Act 2009.

the DBF is a defined benefit plan as defined in AASB119. Council is not able to account for the DBF as a defined benefit plan in accordance with AASB119, because the scheme is unable to account to Council for its proportionate share of the defined benefit obligation, plan assets and costs.

Any amount by which either fund is over or under-funded would only affect future benefits and contributions to the DBF, and is not an asset or liability of the Council. Accordingly, there is no recognition in the financial statements of any over or under-funding of the scheme.

the audited general purpose f inancial report of the scheme, as at 30 June 2010 (the most recent available), which was not subject to any audit qualif ication, indicates that the assets of the scheme are sufficient to meet the vested benefits.

the most recent actuarial assessment of the scheme was undertaken as at 1 July 2009. the actuary indicated that “the DBF is in a very modest f inancial position with regard to the net asset coverage of vested liabilities. Investment returns will be volatile under the required investment strategy, particularly over short periods. the DBF therefore needs sufficient reserves to be able to withstand a reasonable range of such influences. Because the DBF is now running down and cash f lows are negative, the VBI (Vested Benefit Index) should not be allowed whenever possible to retreat below 100 per cent. once below 100 per cent, benefits drawn reduce the available assets for remaining members and hence the net asset coverage of vested benefits declines further.

In order to withstand a one-in-ten ‘low return’ outcome, the DBF would need reserves of the order of eight per cent to 10 per cent having regard to the investment strategy adopted. Given the current position of the DBF, such reserve can essentially only eventuate from either excess investment returns over salary increases or additional employer contributions.

Council has been advised by the trustee of the scheme, following advice from the scheme’s actuary, that additional contributions may be imposed in the future at a level necessary to protect the entitlements of DBF members. under the Local Government Act 2009, the trustee of the scheme has the power to levy additional contributions on councils which have employees in the DBF when the actuary advises such additional contributions are payable - normally when the assets of the DBF are insufficient to meet members’ benefits.

the next actuarial investigation will be made as at 1 July 2012.

the amount of superannuation contributions paid by Council to the scheme in this period for the benefit of employees was $26,216,653 (2010 $28,904,392).





Amount subject to variable rates

Impact on net result and retained capital

2011 ($’000) 2010 ($’000) 2011 ($’000) 2010 ($’000)

Financial assets 21,610 42,673 216 427

Financial liabilities

- - - -

Net amount 21,610 42,673 216 427

Should interest rates decrease by one per cent, the impact depicted in the above sensitivity analysis would be equal in amount in the reverse direction.

35. Operating leases, hire charges and rentalsthe following operating leases, hire charges and rental expenses are recognised for the period under Materials and Services within the Statement of Comprehensive Income:

2011 ($’000) 2010 ($’000)

Vehicle, plant and equipment hire 22,489 29,661

property and venue hire 5,387 5,174

other rentals 608 620

28,484 35,455

36. Self-insurance reserveYear end balances for Council’s self-insurance reserve are comprised of the following sub-categories:

2011 ($’000) 2010 ($’000)

Workers' compensation 6,835 6,521

public liability 4,628 5,927

11,463 12,448

Council holds a licence under legislation in Queensland to manage its own workers’ compensation claims. Council is self-insured for public liability claims applicable to financial years up to 2006-07. Insurance claims for public liability after 30 June 2007 are the responsibility of Gold Coast City Council Insurance Co ltd, which is wholly-owned by Council.

37. Initial recognition of non-current assetsthe initial recognition of non-current assets relates to items of property, plant and equipment that should have been included in previous years’ f inancial accounts but have only been identif ied and placed into the f inancial asset register during the current reporting period. these assets are generally identif ied during comprehensive reviews undertaken as part of a revaluation process. All identified assets have been initially recognised within the accounts at their written-down fair value as at the reporting date and are included within note 22.1 as part of “Additions” for the respective asset class.

Retrospective adjustments have not been applied under the provisions of Australian Accounting Standard AASB108 due to the impractical nature of determining the written-down value for each initially recognised depreciable asset prior to the reporting date.

Initial recognition of non-current assets by asset class:

2011 ($’000) 2010 ($’000)

land - 118

Buildings 20,321 -

Site improvements - 45,552

Roads, bridges and major culverts - 67,399

Flood mitigation and drainage - 312

20,321 113,381

38. South East Queensland Water ReformDuring 2007-08, the Queensland Water Commission released a report to the Queensland Government on the urban Water Supply Arrangement in South east Queensland. the report outlined a range of structural and regulatory reforms for urban water arrangements in South east Queensland, including enhanced economic regulation and pricing.

(a) Bulk waterthe South East Queensland Water (Restructuring) Act 2007 established four new statutory bodies, which transferred the control of bulk water infrastructure from existing local government water businesses.

the new entities comprise:

(i) two new bulk water supply authorities, owned by the State Government, which control both water storage and manufactured water facilities

(ii) a state-owned bulk water transmission company to manage the major water grid assets in South east Queensland, and

(iii) a state-controlled water grid manager to operate the water grid and regulate pricing.

pursuant to gazetted transfer notices, Council’s bulk water assets and certain freehold land and employees were transferred to the new bulk water supply and transport entities during 2008-09 with compensation received by Council in the form of cash and a retirement in QtC loans.

b) Water distribution and retailthe South East Queensland Water (Distribution and Retail Restructuring) Act 2009 established a statutory body, the Southern SeQ Distribution Retailer Authority, on 3 november 2009, to deliver water and wastewater services to customers within the local government areas of the participating councils, being Gold Coast, logan and Redland.

on 1 July 2010, the Authority acquired legislative power to begin trading using the business name Allconnex Water.

the governance arrangements of Allconnex Water are set out within a participation Agreement whereby Gold Coast City Council has a 61.65 per cent ownership interest with logan City Council having 27.21 per cent and Redland City Council having 11.14 per cent.

the Board of Allconnex Water is comprised of independent directors. no individual Council has the ability to dominate the Authority’s decision making, so as to obtain greater benefits from its activities, than any other participant. It is on this basis that Gold Coast City Council has adopted the equity accounting provisions of AASB 128 in accounting for its ownership interest in Allconnex Water.

the total contribution of each participating council to Allconnex Water was established using a regulatory asset base (RAB) valuation approved by the Queensland Government for water pricing purposes. the RAB represents the market value of water and wastewater assets as at 30 June 2008 (the date bulk water assets were transferred) adjusted to 30 June 2010. using this approach, and by applying the ownership interest ratios contained within the participation Agreement, Gold Coast City Council was allocated assets in the form of participation rights and loans receivable totalling $2.535 billion.

Allconnex Water operates under a tax equivalent regime with all tax paid being distributed to the participating councils on a pro-rata basis to their ownership interest.

tax is paid quarterly, based on a percentage of Allconnex Water’s gross revenue, until its f irst tax assessment for the year.

34. Financial risk managementCouncil’s activities expose it to a variety of f inancial risks including credit risk, interest rate risk and liquidity risk. exposure to f inancial risks is managed in accordance with Council-approved policies on f inancial risk management. these policies focus on managing the volatility of financial markets and seek to minimise potential adverse effects on the financial performance of Council.

Risk exposure is measured using a variety of methods as follows:

Risk exposure Measurement method

Credit risk Ageing analysis

liquidity risk Maturity analysis

Interest rate risk Sensitivity analysis

(a) Credit riskCredit risk exposure refers to the situation where the Council may incur f inancial loss as a result of another party to a f inancial instrument failing to discharge its obligations. In the case of rates debtors, Council has the power to sell the property to recover any defaulted amounts. In effect, this power protects Council against credit risk for such debtors.

For other types of debtors and receivables, Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk. By the nature of local government operations, there is a geographical concentration of risk in Council’s area.

Council has investments with the Queensland treasury Corporation (QtC), banks and various other financial institutions. the QtC cash fund is an asset management portfolio that invests with a wide variety of high credit rating counterparties. Deposits are capital guaranteed. other investments held by Council at year end are with high-rated, regulated banks or f inancial institutions, and whilst not capital guaranteed, the likelihood of a credit failure is remote. Council does not invest in derivatives or other high-risk investments.

the maximum exposure to credit risk at balance date in relation to each class of recognised financial asset is the gross carrying amount of these assets inclusive of any impairment.

no collateral is held as security by Council in relation to any financial assets.

the following table represents Council’s maximum exposure to credit risk:

Financial assets 2011 ($’000) 2010 ($’000)

Cash and cash equivalents - QtC 21,610 42,673

Cash and cash equivalents - other financial institutions

568,456 485,108

Rates debtors 33,909 108,029

other debtors and receivables 73,806 48,446

697,781 684,256

no financial assets have had their terms negotiated so as to prevent them from being past due or impaired and are stated at the carrying amounts as indicated.

the following tables provide ageing analyses of Council’s rates debtors and other debtors/receivables that are either fully performing, past due or impaired:

Ageing Analysis for Debtors as at 30 June 2011

Debtor type

Fully performing

Past due <12 months

Past due >12 months Impaired Total

($’000) ($’000) ($’000) ($’000) ($’000)

Rates debtors

(18,223) 19,490 32,403 239 33,909

other debtors and receivables

55,031 8,871 443 9,461 73,806

Total debtors and receivables

36,808 28,361 32,846 9,700 107,715

Ageing Analysis for Debtors as at 30 June 2010

Debtor type

Fully performing

Past due <12 months

Past due >12 months Impaired Total

($’000) ($’000) ($’000) ($’000) ($’000)

Rates debtors 67,878 21,972 17,906 273 108,029

other debtors and receivables

21,507 15,889 2,878 8,172 48,446

Total debtors and receivables

89,385 37,861 20,784 8,445 156,475

(b) Liquidity risk liquidity risk refers to the situation where the Council may encounter diff iculty in meeting obligations associated with f inancial liabilities that are settled by delivering cash or another financial asset. Council is exposed to liquidity risk through its trading in the normal course of business and borrowings from the Queensland treasury Corporation.

the following maturity analysis sets out the liquidity risk of financial liabilities held by Council. Amounts disclosed represent the contractual undiscounted cash flows at balance date:

2011 ($’000) 2010 ($’000)

0 to 1 year 135,322 151,843

1 to 5 years 349,251 249,078

over 5 years 736,386 637,498

1,220,959 1,038,419

Outflows in the above table are not expected to occur significantly earlier and are not expected to be signif icantly different than presented in the table.

(c) Interest rate riskCouncil is exposed to interest rate risk through its borrowings from QtC and investments held with f inancial institutions. the risk in borrowing is effectively managed by borrowing only from QtC and having access to a mix of floating and fixed funding sources such that the desired interest rate risk exposure can be constructed. Interest rates on Allconnex Water loans Receivable are fixed until the 2012-13 reporting period. Given that the interest rate risk in other areas is minimal, Council does not undertake any hedging of interest rate risk.

the following interest rate sensitivity analysis depicts the outcome to the f inancial result and equity should there be a one per cent increase in market interest rates over the period in which f inancial assets and liabilities are subject to changes in interest rates. the calculations assume that the increased interest rate would be held constant over the period, with the change occurring at the beginning of that period. It is assumed that interest rates on overdue Council rates and charges remain unchanged.





the natural beauty of purlingbrook Falls, Springbrook.Photo: Andre D.

loans receivable that are recognised as a non-current asset in Council’s books are comprised of “A” rated senior debt and “triple B” rated subordinated debt. under the loan agreement with Allconnex Water, these loans are subject to quarterly interest-only payments for three years, based on a fixed interest rate of 6.6723 per cent for senior debt and a fixed interest rate of 7.5125 per cent for subordinated debt.

As a party to the participation Agreement, Gold Coast City Council has the right to receive a proportional share of the net prof its of Allconnex Water as a participation return. Such returns will be paid from post-tax operating profits after adjusting for capital receipts. For 2010-11, no participation returns were paid or declared payable by the Board of Allconnex Water.

transitional arrangements to support the separation of the distribution and retail water business from the participating councils includes an agreement for Gold Coast City Council to provide a range of payroll, procurement, billing, cash collection and ICt services. these services are provided as part of a formal service level agreement with Allconnex Water for a period of up to three years, based on commercial terms.

on 1 July 2010, Gold Coast City Council transferred assets, liabilities and employees necessary for Allconnex Water to commence trading under a scheme prepared in accordance with the South East Queensland Water (Distribution and Retail Restructuring) Act 2009 and gazetted on 29 June 2010.

Assets and liabilities transferred to Allconnex Water and compensatory assets received by Council are:

Assets transferred to Allconnex Water ($’000)

Cash 11,383

property, plant and equipment 3,937,782

Intangible assets 66

Capital works in progress 96,128

4,045,359

Liabilities transferred to Allconnex Water ($’000)

unearned revenue for prepaid private works 814

Employee benefits - annual leave 3,938

Employee benefits - long service leave 6,631

11,383

Net assets transferred 4,033,976

Assets received by Council ($’000)

participation rights in Allconnex Water 1,394,228

loans receivable - senior debt 633,740

loans receivable - subordinated debt 506,992

2,534,960

Loss on water reform 1,499,016

Subsequent to balance date of these accounts, all three participating councils have resolved to opt out of Allconnex Water. Refer to Note 32 on post-balance date events for further details.

39. Activities to which the Code of Competitive Conduct appliesDefinitions of activitiesBefore the end of each financial year, the Minister must decide, for the financial year, the expenditure amounts (the “threshold amounts”) for identifying a “significant business activity” that should be a type 1 or 2 business activity.

Significant business activities, where the threshold expenditure has been set by the Minister for the year ended 30 June 2011, are as follows:

type 1 (a) for water and sewerage combined activities - $39.4 million


type 2 (a) for water and sewerage combined activities - $11.8 million


type 3 “Business activities” - trading in goods and services to clients in competition with the private sector or the submission of a competitive tender in the local government’s own tendering process in competition with others for the provision of goods and services to itself.

A local government may elect to apply a Code of Competitive Conduct (CCC) to its identif ied type 3 business activities. this requires the application of full-cost pricing, identifying the cost of community service obligations (CSos) and eliminating the advantages and disadvantages of public ownership within the activity. For the purposes of full-cost pricing, costs have been allocated to activities on the basis of direct costs incurred in the activity, while indirect costs have been appropriated on the basis of a model agreed by Council. the allocated basis will be reviewed annually.

Council has resolved in relation to the activities listed below to implement the following reforms:

Activity Reform Reason for code not being adopted

Waste management type 1

tourist parks CCC

Building Certification Group

CCC

Community facilities no reform Incur relatively low level of competition and normally operate at a loss

Off-street car parking no reform Incur relatively low level of competition and normally operate at a loss

Swimming pools no reform Incur relatively low level of competition and normally operate at a loss

Cemeteries no reform Incur relatively low level of competition and normally operate at a loss

Financial details for type 1 business activities and activities for which the Code of Competitive Conduct applies for the year ended 30 June 2011:

Waste Management

Tourist Parks

Building Certification Group

Actual $'000 $'000 $'000

Revenue

Revenue for services provided to Council 13,361 - 64

Revenue for services provided to external clients 63,215 14,104 36

Community Service obligations 14,261 - 206

total revenue 90,837 14,104 306

less: expenditure 60,204 13,815 267

Net result 30,633 289 39

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. 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 Council. Details of CSos relevant to Council’s type 1 activities are presented below:

Activity CSO Description Actual $’000

Budget $’000

Waste Management

Recycling services, free-of-charge collections, operation of waste transfer stations and rural bin stations, dead animal collections, street and park bin collections and eligible rates donations pertaining to charitable organisations

14,261 14,080





Surfers Paradise by night, looking north.Photo: James Bowyer

8.1 Legislative informationRemuneration for the Mayor and Councillors holding office for 2010-11Section 114(1)(a)(b) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide particulars of the total remuneration paid by it to each of its Councillors, under the remuneration schedule, and the total superannuation contributions paid by it for each of its Councillors during the year. These particulars are contained in the table below.

Staff member Annual salary Super Total

Mayor and Deputy Mayor

Clarke R W $197,360 12% $221,043

McDonald D I $143,590 12% $160,820

Councillor

Pforr G J $120,420 12% $134,870

Betts G J $120,420 12% $134,870

Robbins C L $120,420 12% $134,870

Gates D $120,420 12% $134,870

Grummitt M J $120,420 12% $134,870

Wayne J C $120,420 12% $134,870

Councillor with Chairperson allowance

Grew J E $124,010 12% $138,891

Crichlow D M $124,010 12% $138,891

Sarroff E $124,010 12% $138,891

Young P J $124,010 12% $138,891

Shepherd E L $124,010 12% $138,891

Douglas S K $124,010 12% $138,891

La Castra R $124,010 12% $138,891

Note: The Local Government Remuneration Tribunal sets the ranges on which Councillor remuneration is based.

Remuneration of CouncillorsSections 42 and 45 of the Local Government Operations Regulation 2010 requires Council to provide a copy of any resolution made during the year authorising the payment of remuneration for Councillors. This is detailed below. Council resolved as follows (G11.0221.016)

1. That, pursuant to section 42(5) of the Local Government (Operations) Regulations 2010, Council determine the salary of the Mayor, Deputy Mayor and Councillors to be as follows for the 2011 calendar year, consistent with the range of salaries set out by the Local Government Remuneration and Discipline Tribunal in its remuneration schedule.

2. That the rate and amount of remuneration to be paid within the range specified in the remuneration schedule is as follows:

Remuneration - percentage of rate payable to an MLA,

effective 1 Jan 2011

Resultant remuneration, effective 1 Jan 2011

- percentage of $133,800

Mayor 147.5 $197,360

Deputy Mayor 107.32 $143,590

Chairperson 92.68 $124,010

Councillor 90 $120,420

a. As the rate of remuneration to be paid to Councillors varies as between Councillors, Council determine that the reason for the variation is to reflect the increased time commitment (including for preparation), the responsibility, the expectations and the involvement in Council’s affairs by a Councillor who is the Chairperson of a Standing Committee of Council.

2. That Council:a. Continue to provide superannuation benefits for Councillors

in recognition of the full-time nature of the role and to pay that superannuation into an appropriate scheme under section 226 of the Local Government Act 2009; and

b. Note a Councillor may make salary sacrifice arrangements, for superannuation only, under section 226 (4) of that Act.

Expenses incurred by, and facilities provided to, Councillors Section 114(1)(c) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide particulars of the expenses incurred by, and the facilities provided to, each of its Councillors, under the Expense Reimbursement Policy during the year. The items are detailed in the table below and are predominantly non-cash components of remuneration provided within the annual budget allocation. Expenses incurred by, and facilities provided to, Councillors under the Expense Reimbursement Policy

Division Councillor Conferences and training

Printing and advertising

Mobile phones Total

Mayor Clarke RW $188 $16,059 $816 $17,063

1 Gates D $2,186 $4,770 $1,925 $8,881

2 Wayne JC $3,142 $2,447 $998 $6,587

3 Pforr GJ $6,600 $4,516 $1,776 $12,892

4 Grummitt MJ $1,496 $4,743 $978 $7,217

5 Young PJ $5,359 $4,104 $8,266 $17,729

6 Crichlow DM $0 $4,291 $1,553 $5,844

7 Douglas SK $1,724 $3,007 $2,231 $6,962

8 La Castra R $6,600 $669 $2,383 $9,652

9 Shepherd E $3,894 $4,080 $2,028 $10,002

10 Sarroff E $0 $658 $2,498 $3,156

11 Grew J $1,775 $4,070 $2,574 $8,419

12 Betts GJ $6,536 $651 $2,122 $9,309

13 McDonald DI $5,033 $2,316 $1,159 $8,508

14 Robbins CL $590 $3,490 $1,030 $5,110

Note: Additionally, the Mayor and Councillors were provided with office accommodation, office secretarial support, computers, an office telephone, related tools-of-trade equipment and either a motor vehicle or motor vehicle allowance, in accordance with the Queensland Public Service benefit cost per year (assessed annual value). Amounts rounded to whole dollars.

Division Councillor Incidental allowance Spent Reimbursed back

to Council

Mayor Clarke RW $23,000 $15,659 $7,341

1 Gates D $5,000 $5,778 N/A

2 Wayne JC $5,000 $5,700 N/A

3 Pforr GJ $5,000 $8,044 N/A

4 Grummitt MJ $5,000 $3,562 $1,438

5 Young PJ $5,000 $5,132 N/A

6 Crichlow DM $5,000 $5,944 N/A

7 Douglas SK $5,000 $7,149 N/A

8 La Castra R $5,000 $337 $4,663

9 Shepherd E $5,000 $8,462 N/A

10 Sarroff E $5,000 Nil $5,000

11 Grew J $5,000 $1,527 $3,473

12 Betts GJ $304 $304 N/A

13 McDonald DI $8,000 $2,202 $5,798

14 Robbins CL $5,000 $2,998 $2,002

Note: Any expenditure over and above the allowance has been funded by the Councillor personally.

Chapter 8

Our legislative infOrmatiOnThis section contains legislative information Council is required to provide, which has not been disclosed previously in this report. Additional information has been included on selected topics to provide greater transparency in our reporting.

GoLD CoAST CITY CouNCIL ANNuAL REPoRT 2010-11 133

ouR LEGISLATIVE INFoRMATIoN

132 GoLD CoAST CITY CouNCIL ANNuAL REPoRT 2010-11


Travel2010-11 Domestic travel details for CouncillorsSection 114(1)(c) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide particulars of the expenses incurred by, and the facilities provided to, each of its Councillors, under the Expense Reimbursement Policy during the year. The following domestic travel expenses are included in the Expenses Reimbursement Policy.

Councillor Dates Destination Purpose Total cost

Grew, J 14/10/10 to 15/10/10 Adelaide Attended - Gold Coast Road Show Investment Meetings $989

Grummitt, M 19/06/11 to 19/06/11 Canberra Attended - Regional Development Forum $1,248

Betts, G 12/10/10 to 15/10/10 Coffs HarbourAttended - 11th International Cities, Town Centres and Communities Society Conference 2010

$1,362

Betts, G 10/11/10 to 12/11/10 Coolum Attended - utopia 2010 PIA State Planning Conference $1,936

Shepherd, E 10/11/10 to 12/11/10 Coolum Attended - utopia 2010 PIA State Planning Conference $1,860

Wayne, J 10/11/10 to 12/11/10 Coolum Attended - utopia 2010 PIA State Planning Conference $2,059

Grummitt, M 28/07/10 to 30/07/10 Gympie Attended - ALGWA State Conference (GF10.0616.003) $863

McDonald, D 28/07/10 to 30/07/10 Gympie Attended - ALGWA State Conference (GF10.0616.003) $843

Douglas, S 06/05/11 to 06/05/11 Melbourne Attended - GC Film meeting $682

Gates, D 29/03/11 to 30/03/11 Melbourne Attended - Site inspections with Stralliance Developments $119

Wayne, J 09/09/10 to 10/09/10 Perth Attended - Perth Study Tour $1,364

Betts, G 08/09/10 to 12/09/10Perth and Melbourne

Attended - Perth and Melbourne Study Tour $2,470

Gates, D 08/09/10 to 12/09/10Perth and Melbourne


Shepherd, E 08/09/10 to 12/09/10Perth and Melbourne


Clarke, R 22/02/11 to 22/02/11 Sydney Conference speaker - urban Transport World Australia 2011 $198

Grew, J 29/04/11 to 29/04/11 Sydney GC Film meeting $260

Total: $20,929

NB: Total cost includes gross costs for car, cab,flight, accommodation, conference registration and ad hoc expenses.

2010-11 Overseas travel details for CouncillorsSection 116 of the Local Government Finance, Plans and Reporting Regulation 2010 requires disclosure of information about any overseas travel made by a Councillor or local government employee in an official capacity during the financial year. The following tables provide this information.

Councillor Dates Destination Purpose Total cost

Young, P 18/09/10 to 23/09/10 Hong Kong and ChinaMulti Sector Trade Mission to Southern China and Hong Kong, incorporating the China International Small to Medium Enterprise Fair

$4,980

Clarke, R 10/05/11 to 11/05/11 Kuala Lumpur Commonwealth Games Federation ceremonial bid handover $5,989

La Castra, R 01/04/11 to 08/04/11 London SportAccord Trade Mission $10,706

Pforr, G 08/09/10 to 16/09/10orlando and Fort Lauderdale

Surf Expo Trade Mission $7,586

Young, P 07/11/10 to 11/11/10 TaipeiInternational Summit on Climate Change and Low Carbon Metropolises (flights and accommodation funded by the Taipei Government)

$436

McDonald, D 20/10/10 to 31/10/10 Tokyo and Yokohama TIFFCoM Trade Show and Sister City - Yokohama $3,674

Total: $33,371

NB: Total cost includes gross costs for car, cab, f light, accommodation, conference registration and ad hoc expenses.

Expenses Reimbursement Policy Section 114(1)(d) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide a copy of the local government’s expenses reimbursement policy. This policy (adopted minute no. GA10.1013.005 / G10.1101.004) is detailed below.

Policy statement The payment and/or reimbursement of expenses and provision of facilities for Councillors must only be for the actual cost of legitimate business use and only in accordance with the Local Government Act 2009 (LGA) and the Guidelines for Councils: Reimbursement of Expenses and Provision of Facilities for Mayors and Councillors (Guidelines) issued by the Chief Executive of the Department of Local Government, Sport and Recreation.

Council is committed to ensuring that Councillors are provided with the facilities required to enable them to perform their duties. Councillors should not be financially disadvantaged when carrying out the requirements of the role of Councillor and should be fairly and reasonably compensated in accordance with statutory requirements and community expectations.

The payment and/or reimbursement of expenses and provision of facilities for Councillors:

is to be open and transparent, prudent, responsible, acceptable to the community and in accordance with statutory requirements

based on ensuring economy and efficiency, and

subject to Budget provisions.

Council’s annual report must contain a copy of the policy and a copy of any resolution made during the year authorising payment of expenses or provision of facilities to Councillors. Spouses, partners and family members of Councillors are not entitled to reimbursement of expenses or to have access to facilities allocated to Councillors. For details about entitlements in regard to the payment or reimbursement of Councillor expenses and the provision of facilities for Councillors, refer to: Guidelines for Councillor Expenses and Facilities.

Councillor complaints and misconductSection 114(1)(f)(g)(h) of the Local Government Finance, Plans and Reporting Regulation 2010 requires disclosure in respect of Councillor complaints and misconduct. The following table provides this information in which a total of six complaints were made, under the below sections of the Local Government Act 2009, during 2010-11.

Complaints about the conduct or performance of Councillors assessed as frivolous or vexatious under section 177(4)

Nil

Complaints about inappropriate conduct referred to the Mayor under section 177(5)

1

Complaints about misconduct referred to the Department of Local Government under section 177(6)

3

Complaints assessed by the Chief Executive Officer as being about official misconduct, and referred to the Crime and Misconduct Commission, under section 177(7)

2

Complaints heard by a conduct review panel Nil

Complaints heard by the tribunal Nil

Complaints dealt with by the Chief Executive Officer under section 177(8) Nil

orders and recommendations in respect to Councillor misconduct made under section 180(2) and (4)

Nil

orders made in respect of inappropriate conduct under section 181 Nil

Attendance at Council meetings during 2010-11 Section 114(1)(e) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to provide details of the number of meetings attended by each Councillor during the year. These particulars are contained in the table below.

Council and standing committees attendance July 2010 to June 2011 total attendance

Council Sustainable Corp Governance and Admin Planning Engineering Community Economic Finance Corp Governance

and FinanceSpecial Budget Total

Clarke RW 40 0 4 1 0 2 0 0 0 16 63

Gates D 42 0 0 40 20 19 0 0 0 15 136

Wayne JC 41 19 0 39 0 0 0 16 3 16 134

Pforr GJ 38 18 1 37 7 0 0 0 0 15 116

Grummitt MJ 42 0 1 0 20 20 19 0 0 17 119

Young PJ 39 20 0 38 0 0 17 0 0 15 129

Crichlow DM 41 0 0 0 19 0 15 17 2 16 110

Douglas SK 36 0 0 40 0 0 20 16 3 14 129

La Castra R 38 0 15 0 0 16 18 0 0 12 99

Shepherd E 41 5 15 40 20 0 0 0 0 16 137

Sarroff E 41 0 14 0 18 6 0 17 3 17 116

Grew J 40 0 16 0 0 18 19 0 0 14 107

Betts GJ 42 20 0 40 0 12 4 0 0 16 134

McDonald DI 39 15 16 0 18 0 0 0 0 16 104

Robbins C CL 42 18 0 0 0 20 0 17 2 17 116

NB: Standing committee attendance relates only to where Councillors have attended as part of their official position.





Corporate travel expenditure (International) Councillors and Directorates

Expe

ndit

ure

($)

50,000

100,000

150,000

200,000

250,000

300,000

350,000

02006-07 2007-08 2008-09 2009-10 2010-11

■ Councillors ■ Council staff

Cooperation between local governments Section 119 (1)(c) of the Local Government Finance, Plans and Reporting Regulation 2010 requires information to be disclosed on action taken for, and expenditure on, a service, facility or activity supplied by another local government, under an agreement for conducting a joint government activity, and for which the local government levied special rates or charges for the financial year.

Council had no details to report for the year under this section.

Expenditure on grants to community organisationsSection 117 of the Local Government Finance, Plans and Reporting Regulation 2010 requires disclosure of information about expenditure for the financial year on grants to community organisations and expenditure from each Councillor’s discretionary fund.

In 2010-11 community organisations received $2.4 million in donations equivalent to their rates, $3.6 million as donations and grants (not including donations to assist with the delivery of minor community events) and $1.6 million as assistance for water and wastewater charges.

The table below summarises funding allocated to community organisations through Council’s 2010-11 Community Grants Program.

Community Grants Program Amount

Community Safety and Emergency Response $357,157

Arts and Culture $324,638

Community Development $99,670

History and Heritage $28,600

Nature Conservation $14,500

Sport Recreation and Physical Activity $16,450

Community Capacity Building $8,233

Total $849,248

For expenditure from each Councillor’s discretionary fund, see pages 140-149.

2010-11 Overseas travel details for Council staff

Employee Position Conference dates Destination Purpose Total cost

Adamson, MInternational Relations Officer

18/09/10 to 24/09/10Hong Kong and China

Multi Sector Trade Mission to Southern China and Hong Kong, incorporating the China International Small to Medium Enterprise Fair

$5,693

Alam, K Hydraulic Engineer 10/03/11 to 12/03/11Sylhet, Bangladesh

International Conference on Environmental Technology and Construction Engineering for Sustainable Development

$963

Burns, IIndustry Development Officer



$5,845

Case, B Manager Projects Services 30/09/10 to 13/10/10 Delhi Commonwealth Games bid activities/meetings $7,007

Clayfield-Hoskin, R

Lifeguard Education Officer 12/07/10 to 20/07/10 Kanagawa Kanagawa Prefecture Lifeguard Exchange $2,797

Collins, DManager Directorate Business Systems

24/09/10 to 08/10/10 DubaiDisaster / Emergency Management Plan meetings with the Dubai Municipality

$692

Corkill, DManager Strategic and Environmental Planning and Policy

07/11/10 to 11/11/10 TaipeiInternational Summit on Climate Change and Low Carbon Metropolises (flights and accommodation funded by the Taipei Government)

$747

Dickson, D Chief Executive Officer 13/03/11 to 19/03/11Dubai and Abu Dhabi

Middle East Trade and Investment Roadshow $9,761

Dickson, D Chief Executive Officer 25/09/10 to 05/10/10London/ Guernsey/Delhi

Insurance meetings in London/Guernsey and Commonwealth Games bid in Delhi

$17,087

Dixon, DExec Coordinator Economic Development

22/11/10 to 26/11/10 Auckland Auckland Roadshow $2,446

Dixon, DExec Coordinator Economic Development


Giudice, R Senior Export Advisor 22/01/11 to 29/01/11 Dubai Arab Health Trade Mission $5,864

Lee, SAsset Management Coordinator

14/11/10 to 19/11/10 New Zealand IPWEA Asset Management Tour of New Zealand $4,156

Margetts, K Senior Lifeguard 12/07/10 to 20/07/10 Kanagawa Kanagawa Prefecture Lifeguard Exchange $2,823

McCool, C Director Community Services 25/10/10 to 30/10/10 Seoul, Korea Alliance for Healthy Cities 2010 Conference $4,112

McNab, R Executive Officer - Events 01/04/11 to 08/04/11 London SportAccord trade mission $9,274

McNab, R Executive Officer - Events 08/05/11 to 13/05/11Rotterdam, Netherlands

World Veterans’ Table Tennis Championships 2014 Bid $4,128

McNamee, PDisaster Management Education Officer

10/08/10 to 13/08/10 Wellington NZConference Speaker - Australasian Hazards Management Conference 2010

$2,681

Mepham, DCoordinator Transport Futures

17/11/10 to 19/11/10The Hague, Netherlands

Walk 21 and ICTCT Conference $2,212

Morgan-Bindon, M

Manager Library Services and Cultural Development

07/08/10 to 15/08/10Malmo and Goteberg - Sweden

International Federation of Library Associations $4,152

Norton-Knight, A

Advocacy Officer 22/11/10 to 26/11/10 Auckland Auckland Roadshow $2,732

Norton-Knight, A


Norton-Knight, A


Pascoe, RExecutive Coordinator - Commonwealth Games

30/09/10 to 13/10/10 Delhi Commonwealth Games bid activities/meetings $7,025

Perry, GManager Economic Development


Ramsay, C Tourism Project Officer 16/10/10 to 22/10/10Beijing and Zhuhai, China

World Youth and Student Travel Conference $5,722

Scott, D Director EDMP 06/07/10 to 10/07/10 London Commonwealth Games bid meetings $10,121

Smith, NIndustry Development Officer

02/06/11 to 09/06/11 Los AngelesAssociation of Film Commissions International Locations Expo and 3rd Annual Produced By Conference

$5,457

Smith, NIndustry Development Officer

24/10/10 to 02/11/10Tokyo and Yokohama

TIFFCoM Trade Show and Sister City - Yokohama $8,917

Stark, BIndustry Development Officer

08/09/10 to 16/09/10orlando and Fort Lauderdale

Surf Expo Trade Mission $7,069

Webb, JExec Coordinator Major Assessment



$3,090

Wise, RIndustry Development Officer

27/02/11 to 02/03/11 Dubai Gulfood Trade Show $3,959

Wise, RIndustry Development Officer

29/10/10 to 03/11/10 Dubai Speciality and Fine Food Trade Event $4,575

Total: $158,874

NB: Total cost includes gross costs for car, cab,flight, accommodation, conference registration and ad hoc expenses.

Changes to Council tendersSection 119(1)(d) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to report the number of invitations to change tenders under section 177(7) during the year. The following changes to tenders which totalled nine, occurred in 2010-11.

Contract No. Description Month Reason for change

LG314/254/10/004 Tallebudgera Creek Tourist Park - refurbishment of an existing ablutions building

July 2010 Revised scope of works, revised drawings

LG314/254/10/059 Burleigh Beach Tourist Park - construction of a recreation room

August 2010 Replace drawings, and changes pertaining to addition of roofing and ceiling finishes

LG314/254/11/004 232 Old Pacific Highway, Pimpama - design, supply and installation of a security fence system

February 2011 Change in drawing dimensions and location of site. original site was changed from temporary design solution to permanent solution

LG314/254/11/032 Karbunya Street, Mermaid Beach - construction of stormwater drainage

April 2011 Council received conditions of approval from DTMR for drilling under road after tender closed

LG314/254/11/034 Pappas Way, Nerang - road construction from Mackenzie Drive to Cayuga Street

April 2011 Changes to pay items ‘Brief Description’ in Schedule of Rates

LG314/254/11/050 Design and construction of two finger pontoons at Paradise Point and Palm Beach

March 2011 Concrete pontoons specified

LG314/254/11/055 Supply and installation of a new chiller plant at the Arts, Centre Gold Coast

May 2011 Analysis of tenders indicated excessive cost. Accordingly, it was decided not to accept any tender but to change the scope of works by replacing adiabatic condensers with packaged air cooled chiller and deleting some non-critical items

LG314/411/10/182 Security services for collection and processing of money from Council sources and delivery to Council’s administration office and contracted banker

November 2010 Change to have in place a recording system for discrepancies

LG314/411/10/182 Security services for collection and processing of money from Council sources and delivery to Council’s administration office and contracted banker

october 2010 Reduced requirement to bank parking meter coin from two days to seven days





Consultant expenditure by natural account category and year

Category 2006-07 2007-08 2008-09 2009-10 2010-11

Architects $1,567,254 $13,494 $5,784 $42,239 $264,594

Building (old) $178,553 $2,050 $1,000 $0

Design $714,730 $3,306,970 $948,470 $101,591 $293,880

Engineering and construction $11,108,213 $4,474,051 $875,316 $1,137,985 $884,349

Environmental $5,471,115 $1,364,374 $1,163,636 $2,623,925 $2,348,212

Geotechnical $3,080 $29,387 $23,092 $18,686 $7,539

IT and communications $1,550,327 $552,411 $139,590 $320,398 $633,071

Landscape (old) $268,750 $11,033 $6,318 $550

Land use planning and development $181,744 $356,058 $176,441 $95,718

Managerial $239,951 $378,933 $638,653 $332,139

Material test services (old) $5,245 $0 $1,200 $945

other business services $1,676,949 $1,258,000 $914,738 $260,239 $558,090

Photogram (old) $6,901 $0 $983

Records management (old) $10,948

Strategy and policy $532,107 $352,036 $502,551 $694,685

Surveyors (old) $53,842 $6,100 $22,830 $9,088

Town planning $1,279,141 $119,334 $24,644 $8,500

Total $23,895,049 $12,091,006 $5,213,644 $5,841,792 $6,113,260

Council registers Section 119(1)(e) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to report a list of the registers kept by the local government. The registers are outlined below:

local laws beneficial enterprises business activities to which the competitive neutrality principle applies

roads cost recovery fees contracts worth $100,000 or more

delegations (by Council and by CEo)

interests (for Councillors and CEo)

regulatory fees assets electoral gifts prequalif ied suppliers cats and dogs infrastructure charges food business and auditors Robina Central Plan contacts with lobbyists

Council also makes available minutes of Council and Council Standing Committee meetings which are available electronically via Council’s website on goldcoastcity.com.au/minutes.

Rating rebates and concessionsSection 119(1)(f) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to include a summary of all concessions for rates and charges granted by the local government. Council has several policies, with reference to rebates and concessions, as detailed below:

Remission of Rates Policy under this policy generally, eligible pensioner ratepayers receive a rates rebate for their principal place of residence, subject to a maximum amount.

Rates Donation Policy under this policy generally, eligible non-profit community-based organisations receive a rates rebate, based on community benefit.

Voluntary Conservation Agreement Scheme Policy under this policy generally, eligible ratepayers receive a rates rebate on that part of their property reserved for the preservation of significant native flora and fauna species and ecological communities.

Deferral of Rates Policy under this policy generally, eligible pensioner ratepayers and Queensland Seniors Card holders can defer, for up to a lifetime, payment of their general rates levied on their principal place of residence, that is above the set minimum.

More detailed information about rebates and concessions or other general rating matters can be found by visiting the Council website, goldcoastcity.com.au, or by calling the Customer Contact Centre, 1300 366 659, between 7am and 6pm business days.

Shareholder delegatesSection 119(1)(i) of the Local Government Finance, Plans and Reporting Regulation 2010 requires Council to outline the names of the local government’s shareholder delegates for its corporate entities.

Council had no details to report for the year under this section.

Additional disclosureDebt PolicyBelow is the debt policy (formerly known as the borrowing policy) extract that has been revised for this year’s Annual Report.

This policy relates to the parameters for borrowing and debt levels within the context of Council’s Long-Term Financial Plan and annual Budget. The criteria for the borrowing of funds are as follows:

Council regularly assesses the long-term financial sustainability of all f inancial 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 available only for capital expenditure and not used to fund recurrent expenditure and operational activities of the Council.

In borrowing for infrastructure, the term of the loan shall not exceed the finite life of the related asset.

The budgeted loan program for the financial years 2011-12 to 2015-16 are detailed in the 2011-12 Debt Policy, adopted as part of that year’s Budget (minute no. GB11.0624.005) which is open for inspection.

Expressions of interestDuring 2010-11, the following expressions of interest were called by Council and are detailed below:

EoI/Contract No. Description Advertised

LG314/411/11/062 Expression of interest for a permit to operate Broadwater By Night and/or Produce By The Pier events on Council-controlled land. Selective tender process now being undertaken

october 2010

LG314/1185/11/040 Expression of interest for the supply and implementation of a Budget preparation review and reporting solution

May 2010

LG314/254/11/038 Expression of interest for the demolition of the existing library, and construction of a new library and community centre at Sir John Overall Drive, Helensvale

December 2010

LG314/254/11/038 Expression of interest for the construction of the Coomera community hub at Reserve Road, upper Coomera

March 2011

Consultant expenditureThe following outlines a summary of our expenditure for services rendered by a consultant, summarised by reference to categories of services during 2010-11. This is detailed below.

Consultant expenditure by year

25,00020,00015,00010,000

5,0000

Am

ount

($ ‘0

00)

2006-07 2007-08 2008-09

–––– Expenditure

2009-10 2010-11

30,000

2006-07 2007-08 2008-29 2009-10 2010-11

Expenditure ($) 23,895,049 12,091,006 5,213,644 5,841,792 6,113,260

Changes to the Local Government Finance Standard in 2005 included a definition of consultancies, which is narrower than traditional use/reference of a consultant and therefore has affected the amount being charged as consultant expenditure in subsequent years.

Entertainment or hospitality expenditureThe following provides a summary of our expenditure for entertainment or hospitality services during 2010-11.

Entertainment and hospitality expenditure

Expe

ndit

ure

(’00

0)

2006-07 2007-08 2008-09 –––– Expenditure

2009-10 2010-11

500400300200

600700

2006-07 2007-08 2008-09 2009-10 2010-11

Expenditure $629,777 $619,740 $380,105 $385,481 $332,125

Advertising expenditureThe following outlines a summary of our expenditure for advertising during 2010-11.

Council’s annual advertising expenditure

Expe

ndit

ure

($ ‘0

00)

2006-07 2007-08 2008-09 2009-10 2010-11

■ Advertising ■ Marketing and promotion

1,0001,5002,0002,5003,0003,5004,000

2006-07 2007-08 2008-09 2009-10 2010-11

Advertising ($) 3,648,410 2,624,912 1,797,886 1,771,429 1,595,384

Councillor advertising ($)

n/a 19,727 12,199 2,538 10,645

Marketing and promotion ($)

n/a 268,008 375,141 763,484 793,520

Total ($) 3,648,410 2,912,647 2,185,225 2,537,451 2,399,549

Non campaign advertising Amount

Careers $257,465

Tenders $156,349

Public notices $46,925

Allconnex tenders $60,662

Road closures $4,874

Impounded vehicles $2,300

Natural hazards $5,328

Community news $27,452

Total $561,355

Major campaign advertising Amount

Be a Good Sort Recycling $24,193

City news $65,980

Community news $20,695

Cultural Precinct consultation $33,550

Disaster Hotline $19,642

Investment attraction $52,710

South Stradbroke Island $24,177

Mates For Life - Flood Injury Prevention $54,987

Future of Tipplers public consultation $23,868

SMART motorcycle safety $57,916

Tourist parks $32,357

Total $410,075

Minor campaign advertising Amount

Active travel $16,080

Allconnex pre-launch $10,910

Australia Day event $8,259

Bark Stoppers $3,576

Broadwater Rockpools $2,500

Car Safe $10,320

Cemeteries $3,225

Clean up Australia Day $4,983

Community centres $8,238

Community grants $1,779

Creative Juices $2,059

Flood relief thank you $1,522

Gold Coast Cycle Series $1,950

Graffiti prevention $6,106

Managing Aggression Against Staff $4,275

Pat and Play (preventing dog bikes to children) $8,272

Planning Scheme review $8,345

Science Fair $2,298

Sustainable Gardens $2,711

Water messages $15,239

Total $122,647





organisation Description of donation Amount

Gullivers Coomera Swimming Club Donation to assist with trophies for swim meets $200

Jacobs Ridge Neighbourhood Watch Donation to assist with general administrative costs and local events $500

Jacobs Well and District Progress Association Donation to assist with hall hire charges for meetings and administrative costs $1,000

Jacobs Well Volunteer Marine Rescue Donation to assist with operational costs to support the volunteers $400

Living Rivers uniting ChurchDonation to assist with fundraising event, Art in the old Church, held over weekend 20-22 May 2011

$500

Livingstone Christian College Divisional donation to assist with end-of-year awards and graduation $200

Livingstone Christian College P and F Donation towards school Spring Fair $1,000

Norfolk Village Neighbourhood Watch Donation to assist with establishment costs for the group $500

Norfolk Village State School Divisional donation to assist with end-of-year awards and graduation $200

Norfolk Village State School P and C Donation to assist with costs associated with school fundraising activities $500

North East Albert Landcare Group Donation to assist with general administration costs $300

Northern Gold Coast RSL Sub Branch Donation to assist with general administration costs $300

ormeau Bulldogs AFL Club IncDivisional donation to assist with general administrative costs and to assist with Presentation Day

$500

ormeau Junior Cricket Club Inc Divisional donation to assist with general administrative costs $400

ormeau Junior Rugby League Club Inc Divisional donation to assist with purchase of training equipment $500

ormeau Pimpama Tennis Club Inc Divisional donation to assist with general administrative costs $200

ormeau Progress Association Donation to assist with general administrative costs and end-of-year celebrations $500

ormeau Progress Association Donation to assist with establishment of Puggles Playgroup $500

ormeau Senior Rugby League Club Inc Divisional donation to assist with general administrative costs $500

ormeau State School Divisional donation to assist with end-of-year awards and graduation $200

ormeau State School P and C Donation to assist with costs associated with school fundraising activities $500

Ormeau Woods State High School Divisional donation to assist with end-of-year awards and graduation $200

Ormeau Woods State High School P and C Donation to assist with costs associated with school fundraising activities $500

oxenford and Coomera Community Youth CentreDonation to provide assistance with workshops and creating the 5th Annual Festival of Light 2011

$300

Peachey Community Garden Inc Donation to assist with general administrative costs of the organisation $500

Pimpama Island and District Community Centre Association

Donation to assist with general administrative costs $200

Pimpama Island Sports Association Divisional donation to assist with general administrative costs $200

Pimpama State School Divisional donation to assist with end-of-year awards and graduation $200

Pimpama State School P and C Donation to assist with school Annual Auction and other fundraising activities $500

Rivermount College Divisional donation to assist with end-of-year awards and graduation $200

Saint Stephen's College Divisional donation to assist with end-of-year awards and graduation $200

Saint Stephen's College P and F Donation to assist with costs associated with school fundraising activities $500

Sunfish South Moreton Branch Donation to assist with Clean up the Pin event $500

Teuila Cultural Services IncDonation to assist with operational and setup costs for activities and events. For the Teuila Dance School, Samoa Day celebrations and the Pacific Island Fiafia event

$500

Toogoolawa School Donation to assist with end-of-year graduation event and school open Day $300

upper Coomera State College P and C Donation to assist costs associated with school fundraising activities $500

upper Coomera State College P and C Donation to assist with Senior School and Middle School Academic Awards Ceremonies $400

Wildcare Australia Inc Donation to purchase materials to build enclosures for rehabilitating native birds in Division 1 $300

Willowvale Neighbourhood Watch Donation to assist with general administration and insurance costs $300

Woongoolba Ladies Bowls Club Inc Divisional donation to assist with general administrative costs $200

Woongoolba Limited Hours Child Care Centre Donation to assist with general administrative and insurance costs $300

Woongoolba Mens Bowls Club Donation to provide safer outside seating and shade $200

Woongoolba State School Divisional donation to assist with end-of-year awards and graduation $200

Woongoolba State School Donation to assist with costs associated with school Tennis Program $300

ToTAL $29,800

Division 2


AB Paterson College Ltd Donation to assist towards the costs of organising a major fundraising event $250

Discovery Park Tennis Club IncDonation towards the purchase of a laptop and a MYoB accounting program to assist the club in running all its financial requirements electronically

$1,388

GECKo Donation to assist towards the Green Ball - Currumbin Wildlife Hospital $500

Helensvale Combined Local Chaplaincy CommitteeDonation towards the purchase of two drums in connection with the Committee's Drumbeat Program

$400

Helensvale Cricket Club Donation to assist the purchase of a ride-on mower to maintain the grounds at Hession Oval, Helensvale

$1,000

Helensvale Swimming Club Donation to assist with providing trophies for end-of-season presentation $500

8.2 2010-11 Councillor discretionary divisional donationsSection 117 of the Local Government Finance, Plans and Reporting Regulation 2010 requires disclosure of expenditure from each Councillor’s discretionary fund. This is detailed below.

Mayor


Cancer Council QueenslandDonation to provide the hire of 12 toilets for the 10th Gold Coast City Relay for Life at Evandale Lake on 9-10/4/11

$2,000

Care for Life Suicide Prevention AssociationMayoral community donation to support the 8th edition of the Young People's Help and Information Page in the White Pages, to be published in 2011-12.

$1,500

Friends of the Gold Coast Botanic GardensDonation to provide transport costs associated with the supply of eight buses for local school students to attend the education program at the Botanic Gardens in Terms 3 and 4 of 2011

$4,000

Gold Coast Rose SocietyDonation to support 2.5 days venue hire with lighting for the 12th Annual Show at the Robina Community Centre on 19-20/11/11

$1,400

ToTAL $8,900

Division 1organisation Description of donation Amount

Albert and District Motorcycle ClubDivisional donation to assist with general administrative costs of club operating at Stanmore Park, Yatala, and to assist with repair of plant and equipment

$200

Albert Valley Community AssociationDonation to assist with administrative and insurance costs and contribution to Carp Busters for fish stocking Albert River

$800

Alberton Cricket Club Divisional donation to assist with general administrative costs $200

Alberton Progress Association Donation to assist with administrative and insurance costs $1,000

Assisi Catholic College Divisional donation to assist with end-of-year awards and graduation $200

Assisi Catholic College P and C Divisional donation to assist with costs associated with annual bush dance $500

Australian Primary Schools' Film Festival Donation to assist with trophies and printing of programs for Dream a Better World 2011 event

$600

Beenleigh and Districts Baseball Club Divisional donation to assist with general administrative costs $100

Bethlehem Community Preschool and KindergartenDonation to assist with costs associated with community events including gala auction on 30 october

$300

C3 Church Donation to assist with general administration costs associated with community events $500

Cedar Creek State School Divisional donation to assist with end-of-year awards and graduation $200

Cedar Creek State School P and C Donation to assist with annual Christmas at the Creek fete $500

Coomera Anglican College Donation to assist with annual awards night presentation $200

Coomera Anglican College Foundation Donation to assist with sustainable lifestyle show event $300

Coomera Anglican College P and F Donation as contribution to annual Rowing Regatta and Coomera Lifestyle Expo $1,000

Coomera Chamber of Commerce Inc Donation to assist with the establishment of a Junior Chamber of Commerce in Coomera $300

Coomera Comets Touch Football Club IncDivisional donation to assist with general administrative costs and contribution to Touched by Cancer Carnival

$800

Coomera Crushers Junior Rugby League Club Inc Divisional donation to assist with general administrative costs $500

Coomera East State SchoolDonation to assist with costs associated with establishment of Honour Boards for new school

$500

Coomera Girl Guides Divisional donation to assist with general administrative costs $100

Coomera Junior Chamber of CommerceDonation to provide seed funding to support the Junior Coomera Chamber of Commerce in development with youth activities for the Coomera region

$500

Coomera Magpies JAFC Inc Divisional donation to assist with general administrative costs $500

Coomera Magpies Senior AFC Inc Divisional donation to assist with general administrative costs $500

Coomera Netball Club Divisional donation to assist with administration costs associated with club's activities $300

Coomera Scout Group Divisional donation to assist with general administrative costs $200

Coomera Springs State School Divisional donation to assist with end-of-year awards and graduation $200

Coomera Springs State School P and C Donation to contribute to P and C's student discos fundraising events $500

Coomera State School Divisional donation to assist with end-of-year awards and graduation $200

Coomera State School P and C Donation to assist with costs associated with school fundraising activities $500

Coomera Valley Rotary Club Inc Donation to assist with general administrative costs $500

Guanaba South Coast Country Music Club Donation to assist with general administrative costs $200






Arundel State School P and C Donation towards the costs of oven/shelving $1,000

Biggera Waters State School Donation towards the schools’ Chaplaincy program $500

Coastlife Care Association Donation towards resources for sporting equipment and youth program $500

Fusion Gold Coast To assist with administrative expenses $1,000

Gold Coast Catchment Association Donation towards Beachcare group, which continues to benefit Division 4 $1,500

Gold Coast Hockey Association Inc Donation towards administration costs - purchase of photocopier and computer equipment $1,000

Guide Dogs Qld - Gold Coast Assistance with funding to purchase laser printer for Labrador office $479

Labrador Kindergarten Association Assistance with funding to purchase computer equipment $2,000

Labrador Sports Club Inc Donation to assist with the purchase of a field sweeping machine $4,000

Labrador State School Assisting school with purchase of choir shirts for the eisteddfod $3,000

Labrador State School Donation towards the school’s Chaplaincy program $1,000

Labrador State School Donation to assist with costs associated with funding the Learning for Life program $2,000

Little Souls Taking Big Steps Donation to assist in funding administration and building maintenance costs $1,000

Neighbourhood Watch - Southport 2 Donation towards the cost of printing the quarterly newsletter $100

Paradise Kids Assistance with administrative expenses $2,647

Parkwood Arundel Residents’ Association Donations towards advertising/signage for the association and greening projects $400

Parkwood Rotary Club Assistance with administrative expenses associated with a charity bike ride $1,000

Qld Police-Citizens Youth Welfare AssociationDonation to assist PCYC with administrative expenses associated with its Strategies to Assist Youth (STAY) program

$550

SAPH Vision Quest Association Inc Assistance with administrative expenses $2,280

SAPH Vision Quest Association IncDonation to assist with costs associated with basic programs for disadvantaged young people and families

$500

Southport Church of ChristDonation to assist with expenses associated with the Free Lunch in the Park (FLIP) program held in Harley Park, Labrador, every second Sunday

$540

Southport Labrador Cricket Club Donation towards administrative purposes $3,000

ToTAL $29,996


African Communities Association Donation towards administration costs and capacity building of members $500

African Communities Association Donation to assist with capacity building and to promote social inclusion and participation $400

Australian Air League Inc - Gold Coast Squadron Donation to assist with hall hire charges for meetings and administrative costs $500

Coastlife Adventist Church Donation towards purchase of The Pinnacle of Terror $1,000

Domestic Violence Prevention Donation towards administration costs $300

GECKO - GC and Hec Ass Inc Donation towards GECKo Gold Coast Environmental Awards Night $1,000

Gold Coast Advocacy Inc Donation towards administration costs and capacity building $300

Gold Coast Family History Donation towards upgrading three old computer monitors at a cost of $189 each $500

Gold Coast Masters Cycling Club Inc Donation towards purchase of six stop watches $500

Gold Coast Mountain Bike Club Inc Donation towards the purchase of two-way radios $4,000

Headway Gold Coast IncDonation towards cost of providing activities for Gold Coast residents, with acquired brain damage, to enhance their lives

$300

Hinterland Field Archers Inc Donation towards the construction of two concrete pads $500

Hinterland Field Archers IncDonation to assist construction of two shade cloth coverings for beginners and visitor seating areas

$400

Javeenbah Theatre Company Inc Donation towards administration costs $500

Jubilee Primary School P and CDonation towards the completion of the recycled rainwater to toilet extension at Jubilee Primary School

$500

Lions Club of Nerang Highland Donation towards administration costs $400

National Seniors Association Donation towards administration costs $400

Nerang and District Meals on Wheels Donation towards volunteer service to the frail and disabled $500

Nerang and District Meals on Wheels Donation towards the purchase of an air conditioning unit for volunteer area $500

Nerang BMX Club IncDonation towards the Nerang Nationals Race Meet in January 2011 and upgrading the gardens and grounds

$3,500

Nerang Cardinals Baseball ClubDonation towards purchase of a "Tornado Edger" to allow maintenance of high quality and safer edging of infield of diamond

$400

Nerang Community Association Inc Donation towards administration costs $500

Nerang Girl Guides Donation towards new camping equipment $500

Nerang Girl GuidesDonation to assist with lightweight tents to replace old and worn heavy ridge tents, to enable younger girls to camp

$530

Nerang Legacy Laurel Club Donation to assist with administration costs to benefit local war widows $400

Nerang Legacy Laurel Club Donation towards administration costs for fundraising events for war widows $500


Helensvale Swimming ClubDonation to assist towards the cost of purchasing trophies for end-of-season presentation night

$200

Jacobs Well Fishing and Social Club Inc Donation to assist towards Clean up The Pin Day 2011 $500

Lions Club of HelensvaleDonation to assist in meeting the cost of hiring the Helensvale Community Centre for Australia Day Citizenship Ceremony 2011

$140

Lions Club of HelensvaleDonation to assist with the purchase of new sound equipment for the male singing group, Memory Lane, to provide entertainment at various retirement villages and nursing homes

$500

Lung/Respiratory Friend Support Donation towards the replacement of outdated brochures $500

NHW Coomera 3 Donation towards the cost of replacing worn and missing signage $300

NHW Helensvale Coomera 1Donation towards administration and associated costs relating to formation of a three area NHW team

$400

oxenford and Coomera Community Youth Centre Donation towards the costs Festival of Light 2011 $4,000

oxenford State School P and C Association Donation to assist with the implementation of a Homework Club $1,000

Parkwood Arundel Residents Association Donation towards advertising and signage for the association $500

QCWA Coomera Branch Donation towards replacing the front and side fences $4,000

QCWA Coomera BranchDonation to assist towards the reinstatement of flag pole and sign after new removal building installed

$500

River Downs Neighbourhood Watch Coomera 5Donation to assist with maintenance of camera surveillance system, additional signage and hard drive capacity

$400

Rotary Club of Coomera ValleyDonation to assist towards administration and insurance costs for various functions throughout the year

$300

Helensvale Neighbourhood Watch, Zone 2 Donation to assist with administration costs for annual rental of space for meetings $200

The Qld Country Women's AssociationDonation to assist towards costs associated with electrical safety checks and grounds improvements.

$1,305

Village Community Services Inc Donation towards the purchase of a camera and photography items $500

Village Community Services Inc Donation towards the Through my Eyes program $4,000

Village Community Services Inc Donation towards 'Combat force training for sport and recreation' $4,000

Village Community Services Inc Donation towards the establishment of 2011 Strategic Plan $2,500

ToTAL $29,783


Australian Air League Gold Coast Squadron Donation to assist with organisational costs for event to be held in Division 3 $2,000

Coombabah State High School Donation towards end-of-year scholastic awards/speech night $1,000

Coombabah State School Donation towards trophies presented for achievement awards, etc $500

Gold Coast Cycle Training Club Donation to assist with provision of funds to increase trailer capacity for use in club events $1,680

Gold Coast North Youth CentreCosts associated with free "Let's Live and Give Life" annual memorial skate day in memory of Jye Strong and Nathan Sprecak

$2,200

Neighbourhood Watch Area 9 Coombabah Administration costs $200

Paradise Point Scout Group Donation to assist with the purchase to of equipment to support operation of the club $500

Probus Club of Hollywell Combined IncDonation to purchase equipment to assist with general administration and services provided by the club

$1,200

Rotary Club Of Hope IslandContribution to young driver education program aimed at Year 12 students from local schools

$4,000

Rotary Club Of Hope IslandAssistance with rental and operating costs of second hand book stall at local markets, funds from which support the local community

$2,000

Runaway Bay Baseball Club Inc Purchase of safety equipment and catching gear $1,200

Runaway Bay Cricket Club Donation to purchase a new PA system to assist with operation of club's activities $1,000

Runaway Bay Lions Club IncCost of assisting elderly and disabled residents with removal of large household rubbish items no longer collected via kerbside pick-up

$1,500

Runaway Bay Lions Club Inc Contribution towards upgrade of air-conditioning and operational costs $1,000

Runaway Bay Lions Club IncDonation to support the club with costs associated with administration and coordination of youth development

$1,000

Runaway Bay Little Athletics Centre IncReplacement of compact lawn tractor mower used for additional maintenance of competition tracks and for transportation of heavy equipment around site

$1,700

South Stradbroke Island LandcareDonation to assist with operational costs of the organisation relating to environmental protection of Stradbroke Island

$320

St Francis Xavier Primary School Contribution towards end-of-year awards ceremony trophies etc $500

Vision In ParadiseCost of maintaining vehicle which provides transport for frail aged residents to medical/hospital appointments, etc

$1,500

ToTAL $25,000






Parkwood Nth and Sth NHW Running costs $500

Queens Cricket Club Bowling machine and balls $4,000

Southport and Districts orchid SocietyDonation to assist with purchase of a laptop, printer etc for use for administration of the society

$1,000

Southport Bowls Club Inc Annual Keith Hunt Trophy $100

Southport Meals on Wheels Senior Citizens Donation for the replacement of old chairs and purchase of 80-100 new chairs $4,000

Southport olympic Swimming ClubDonation to assist with the purchase of a timing system to provide race analysis and to assist in race and training techniques

$1,100

Southport Runners and Walkers Club Inc Donation to assist with purchase of administration equipment $1,000

Southport Special SchoolDonation to purchase a class set of robotics kits for the school to directly assist students with special needs

$4,000

YHES House (Inc) Redesign and update website $2,000

ToTAL $23,000


Benowa State Primary School Divisional Donation to pay for hire of display boards for school's 125th anniversary fete $522

Churches of Christ CareDonation to assist with cost of setting up a men's shed for residents of the retirement village

$1,000

Gold Coast Greek Festival Donation to assist with the funding of Greekfest 2011, to be held on 10 July 2011 $1,000

Gold Coast Hinterland Historical Society Donation to assist with the purchase of additional lighting and ceiling fans $1,000

Greek orthodox Community of St Anna Donation towards cost of organising Greek Festival $2,000

Jazz Radio - 94.1 Donation to assist with the purchase of computers to continue daily operations $1,000

Main Beach Progress Association Incorporated Donation to cover survey of residents of Main Beach and Paradise Waters $1,500

Main Beach Tedder Avenue Association Inc Donation towards operating costs of Trading Group $2,000

Mercurys Wings Theatre CompanyDonation to assist with the purchase of discreet outdoor lighting bar to improve safety and presentation

$880

Spotlight Theatre Company Donation to assist with the repair and painting of the foyer in the main theatre $1,000

Surfers Paradise AFL Club Donation to assist with the purchase of modified goal posts for the junior club $1,000

Surfers Paradise Anglican Crisis Care Donation to assist with the purchase of kitchen equipment to feed people in crisis $2,500

Surfers Paradise Apollo Soccer ClubDonation to assist with the purchase of equipment and new playing strips for the junior teams

$1,000

Surfers Paradise Cricket Club Donation towards two portable cricket pitches $4,000

Surfers Paradise Primary School P and C Assoc Donation towards cost of hire of display boards for Art Show $1,000

Surfers Paradise Rowing ClubDonation to assist with the purchase of safety lighting for boats to enable 360-degree visibility

$1,000

The Japanese Society of Gold Coast Inc Donation to assist with cost of holding Essence of Japan Harmony Day 2011 $2,500

ToTAL $24,902


All Saints Anglican School Donation for medallions plus engraving $345

All Saints Swimming Club Donation towards purchase of trophies for end-of-year presentation $300

Ashmore PCYCAssistance with the Youth Club's Stay Program to provide targeted welfare assistance to at risk youth and significantly disadvantaged families

$3,000

Ashmore State School Manufacture/supply and assembly of aluminium bench seats $1,650

Ashmore State School Donation towards alterations to downpipes on the tuckshop $2,630

Ashmore uniting Church Staging of Christmas carols for local residents $2,500

Australian Croatian Pensions Club Gold Coast Inc Donation towards purchase of shade tents, tables, chairs and scoreboards $1,081

Broadwater Dragons Paddling Club Inc Donation towards hire of portable toilets, skip, safety boat and PA System $2,000

Coast Acoustics For music festival - hire of marquee, stage and sound and lighting equipment $1,500

GC Stingrays Gridiron Club Inc Data Projector for training purposes and awards nights $1,064

Gold Coast Soccer Donation towards running costs of the club $2,160

Lions Club of Carrara Inc Donation towards administration costs $250

Mudgeeraba NHW5 Staging of Christmas carols for local residents $1,000

Nerang 2 Neighbourhood Watch Donation towards administration costs $500

Nerang Rugby union Club Assistance with providing training equipment $2,870

Nerang Soccer Club Donation towards community events for the Club's 40th Anniversary celebrations $2,650

Paradise Radio Yacht Club IncDonation towards the acquisition and fit-out of a motor van that can store rescue dinghies, outboard motors, course marks and equipment

$4,000

Rotary Club of Ashmore Inc Donation to community outing for aged care residents Nerang/Carrara area $500

ToTAL $30,000


Nerang Neighbourhood Centre Donation towards the Keep Kids In School' Program (KKIS) $500

Nerang Police Citizens Donation to assist with operational and administration costs $3,000

Nerang Pony Club Donation towards administration and maintenance costs $500

Nerang Pony Club Donation to assist with operational costs for activities and events $400

Nerang Probus Club Inc Donation towards administration costs and capacity building of older members $400

Nerang Red Cross Donation towards administration and maintenance costs $500

Nerang Red Cross Donation to assist with roof repairs and maintenance costs $500

Nerang RSL and Memorial Club Inc Donation towards administration costs $500

Nerang RSL and Memorial Club IncDonation to assist the Nerang RSL and Memorial Club's Swimming Club with trophies for its swimming carnival

$300

Nerang RSL Sub-BranchDonation towards the club's annual Commemoration Services and commitments to the welfare/capacity building of members

$400

Nerang RSL Sub-Branch Donation to assist with capacity building of local area veterans and their families $400

Nerang RSL Women's Auxiliary Donation towards administration costs and capacity building of members $400

Nerang RSL Women's Auxiliary Donation to assist with administration costs and capacity building of members $400

Nerang Scout Group Donation towards replacing toilets and cisterns and painting toilets and showers $500

Nerang Scout Group Donation to assist with supply and fit of large blowers/fans in scout den to circulate air within $500

Nerang Senior Citizens Club Inc Donation towards administration costs of events for the capacity building of members $500

Nerang Senior Citizens Club Inc Donation to assist with capacity building of senior members of the local community $500

Nerang Soccer Club Inc Donation towards administration costs $500

Nerang State High SchoolDonation to assist the Nerang State High School P and C with upgrading facilities which can then be made available for community use

$300

Nerang State High School P and C Donation towards administration costs in updating and renewing MYoB program $500

Nerang State Primary School P and C Donation towards building greater capacity to support students and families $500

Nerang Swimming Club Donation towards purchasing sports and aerobic equipment $500

Nerang Tennis Club Donation towards purchasing light bulbs and water bubbler $500

Nerang Tennis ClubDonation to assist with the replacement of an old photocopier in order to reduce paper wastage

$498

Nerang-Highland Park Lions Club Inc Donation to assist with the purchase of a trailer for the club’s fundraising projects $400

Northern united Netball Association Donation to assist Division 5 players of the association with capacity building initiatives $500

Pacific Pines Junior AFL Club Donation towards toilet hire for use by team members and general public for 2010 AFL Season $500

Pacific Pines Netball Club Donation towards administration costs, equipment and uniforms $4,000

Park Lake State School P and C Donation towards purchase of a new flagpole for ANZAC Day and other services $500

Park Lake State School P and CDonation to assist the Park Lake State School P and C with memorial plaque in its ANZAC memorial garden

$500

Pets For Therapy Donation towards the purchase of petrol vouchers $300

Pets For Therapy Donation to assist with operational costs for volunteers $200

QCWA Coomera Branch Donation to assist with operational costs $200

Rosella Jam Inc Donation towards costs involved in pressing CDs and organising graphics for CDs $400

Rotary Club of Nerang IncDonation towards expanding the club’s capacity to raise further funds and better serve the community with focus on Nerang

$500

SAPH Vision Quest Association Inc Operating costs - SAPH Vision Quest $300

SAPH Vision Quest Association Inc Donation to assist with capacity building of Division 5 disadvantaged youth $250

Scripture union Queensland operating costs - Scripture union Queensland $500

Silkwood Scouts Donation towards administration costs and ongoing leadership training fees $500

St Brigid's Primary School P and C Donation towards administration costs and a Zip Boil hot water boiler for the canteen $500

St Margaret's Anglican ParishDonation to assist in the provision of air-conditioning in the meeting/activities room to benefit local community initiatives

$1,100

The Queensland Country Women's Association Donation towards moving a small building from Hillview to a site within its grounds $300

Wildcare Australia IncDonation to assist with the purchase of materials to build enclosures for rehabilitating native birds in Division 5

$720

ToTAL $44,998


Gold Coast Academy of Sport LtdDonation towards administration assistance - upgrading of business laptop and colour laser printer

$1,000

Gold Coast Centre Against Sexual Violence Donation towards GC Centre Against Sexual Violence Inspire Magazine - Information to the public

$500

Gold Coast Pistol Club Limited Donation towards a members’ notice board $300

Gold Coast Youth orchestra Donation to assist in administration and to help acquire some new equipment and a fridge $2,500

NHW (Southport 10) Running costs $500

Parkinson's Society of the Gold Coast Inc. Donation to assist with operation and administration costs to support and assist sufferers $500






Broadbeach 5 Neighbourhood Watch IncDonation towards administration costs which will enable the group to continue to promote safety, security and quality of life to residents in Division 10.

$500

Broadbeach Bowls and Community Club Inc Assistance with sponsorship of the men's blue ribbon pairs two day bowls event 8-9/8/10 $1,000

Broadbeach Croquet Club Inc Donation towards planning and building permits for proposed new clubhouse at Broadbeach $1,000

Broadbeach united Soccer Club IncDonation for assistance to replace goals for both junior and senior teams at the Broadbeach united Soccer Club

$4,000

Friends of the Gold Coast Regional Botanic Gardens Inc

Donation towards transport costs to enable school students in Division 10 to participate in the Friends’ Education Program at the Gold Coast Botanic Gardens

$1,500

Gold Coast and Hinterland Environment CouncilDonation towards the hire of two mobile stages for the "Green Day out" festival in Kurrawa Park Broadbeach on Sunday 12 June 2011

$500

Gold Coast Hungarian Senior Citizens Club Inc Donation towards 10th anniversary celebrations $200

Supporting Children In Primary Schools - Broadbeach (SCIPS) auspiced by Sunny Kids Inc

Donation towards the SCIPS Broadbeach State School program which supports children at risk in the school to remain engaged in education

$800

ToTAL $9,500


Australian Active Kids IncDonation to assist Australian Active Kids with the purchase of gymnastic and first aid equipment

$1,198

Bond University Faculty of Humanities and Social Sciences

Donation to assist Bond university with its annual Bond university Film and Television Awards to encourage young film makers on the Gold Coast

$200

Deaf Club Gold Coast IncDonation to assist the Deaf Club Gold Coast Inc to cover the cost of computer training for deaf people of all ages

$1,300

Global Care (Elevation Church)Donation to assist the Elevation Church with its Global Care grocery distribution section, with fuel costs to deliver food to the needy in the community

$1,000

Gold Coast Cricket Club (Dolphins)Donation to assist the Gold Coast Cricket Club with the purchase of cricket pitch covers and a laptop computer

$1,400

Gold Coast Dragon Boat Association Inc Donation to assist with the purchase of club equipment $1,400

Gold Coast Film FantasticDonation to assist the Gold Coast Film Festival with its 2011 Cool Japan Gold Coast program at the Robina Community Centre from 21 to 27 November 2011

$1,397

Gold Coast Master Rowers Donation to assist the Gold Coast Master Rowers with the purchase of equipment $1,400

Gold Coast Music IndustryDonation to assist the Gold Coast music industry with funding to develop a junior music program

$1,000

Gold Coast Sailing ClubDonation to assist the Gold Coast Sailing Club with the Sailors with Disabilities program at Varsity Lakes

$1,400

Newlife Care IncDonation to assist Newlife Care Inc (the care services arm of the Newlife uniting Church at Robina) with the purchase of non-perishable food for Christmas hampers for the less fortunate in our community

$1,500

Newlife Care IncDonation to assist the Robina Newlife uniting church to purchase toys for its Newlife Care Inc Children's playgroup

$1,160

Qld Association for Gifted and Talented Children IncDonation to assist the Qld Association for Gifted and Talented Children to run art workshops for gifted and talented children and gifted learning-disabled children

$500

Robina Australian Rules Football ClubDonation to assist the Robina Australian Rules Football Club with the purchase of club equipment

$1,400

Robina Bowls Club Donation to assist the Robina Bowls Club with its Family Fun Day $800

Robina City Raiders Soccer ClubDonation to assist the Robina City Soccer Club with the purchase of a public address system and field line marking machine

$1,400

Robina Lions Club Donation to assist the Robina Lions with their 17th Annual Children’s Movie Carnival at Robina Events Cinemas

$250

Robina State High School P and C AssociationDonation to assist the Robina State High School P and C Association with the purchase fitness stations for the school

$1,500

Robina State SchoolDonation to assist the Robina State School with equipment for its Community Performing Arts Centre

$1,400

Robina State SchoolDonation to assist the Robina State School with purchase of book vouchers for its end-of-year graduation ceremony for deserving students

$250

Robina View Club Donation to assist the Robina View Club with the purchase of a computer $1,200

Scripture Union Gold Coast (Robina State High School)Donation to assist the Robina State High School Scripture union with funding for school camps

$600

The Probus Club of Varsity Lakes Inc Donation to assist the Probus Club of Varsity Lakes with the purchase of laptop computers $1,199

Varsity CollegeDonation to assist Varsity College with its creative art department after-school dance program

$1,500

Varsity College P and CDonation to assist the Varsity College P and C with the college's end-of-year awards and presentation night

$1,000


Austinville Valley Landcare Group Administration and project support $1,500

Beechmont State School Donation towards academic achievement and end-of-year concert $100

Clover Hill State School Donation towards academic achievement $400

Combined Churches of Mudgeeraba - Carols by Torchlight

Administration and function costs $1,000

Communities for Sustainable Futures (McPherson Range Group) Inc

Volunteer administration and equipment $300

Gilston State School Donation towards academic achievement $400

Glenwood Park North Neighbourhood Watch Volunteer administration and equipment $300

Gold Coast and Hinterland Axemen's Club Volunteer administration and equipment $200

Gold Coast and Hinterland Spinners and Weavers Group Inc


Gold Coast Antique Auto Club Inc Administration expenses $300

Gold Coast Catchment Association (Austinville Valley Landcare)

Donation towards purchases and equipment $500

Gold Coast Hinterland Heritage Museum Administration costs $500

Gold Coast Hinterland Heritage Museum Construction of specialist display cabinet $2,500

Gold Coast Hinterland Heritage Museum To complete deck project with deck tables and tableware $850

Gold Coast Hinterland Tourism - Information Centre operation costs for Tourism Information Centre $1,000

Gold Coast Justices Association Inc Community Support Program $200

Gold Coast Rose Society Donation towards annual Rose Show $200

Gold Coast Wood Turners Inc Administration and building maintenance costs $1,000

Hinterland Community Band Administration and insurance costs $3,000

Hinterland Regional Park Bushcare Group Volunteer administration and equipment $600

Kings Christian College Donation towards academic achievement $1,000

MASTAS-Martial Arts Training Volunteer administration and equipment $200

Motor Cycle Enthusiasts Club Gold Coast Inc. Volunteer administration and equipment $750

Mt Nimmel Community Hall Inc Donation towards administration expenses $200

Mt Nimmel Community Hall Inc - Austinfest Donation towards Austinfest function $700

Mudgeeraba and Hinterland Horse Trail Club Administration costs $400

Mudgeeraba and Hinterland Horse Trail Club Donation towards supply and installation of security screens at clubhouse $3,900

Mudgeeraba Bowls Club Purchase of equipment $1,500

Mudgeeraba Chamber of Commerce and Industry Inc Donation towards Christmas lightup for community $200

Mudgeeraba Combined Probus Club Inc Donation towards computer software and hardware $200

Mudgeeraba Creek State Primary School Donation towards academic achievement $400

Mudgeeraba Guides Support Group Volunteer administration and equipment $200

Mudgeeraba Hockey Club Donation towards equipment purchase $700

Mudgeeraba Pony and Hack Club Inc Donation towards a computer $500

Mudgeeraba RSL Sub-Branch - Anzac Day Committee Contribution towards Anzac Day 2011 $3,500

Mudgeeraba State School Donation towards academic achievement $400

Mudgeeraba Tennis Club Administration costs $300

Mudgeeraba Troop - 14th Light Horse Regiment Administration and display costs $300

Mudgeeraba Troop-14th Light Horse Regiment Inc - Museum Committee


QWCA - Mudgeeraba/Springbrook Administration costs $300

Rotary Club of Mudgeeraba Donation towards 30th anniversary special function $300

Somerset College Donation towards academic achievement $1,000

Springbrook Catchment Management Landcare Group Plant purchase for revegetation projects $1,000

Springbrook Mountain Community Association (SMCA) Volunteer administration and equipment $200

Springbrook Neighbourhood Watch Volunteer administration and equipment $200

Springbrook State School Donation towards academic achievement $200

Springbrook Tennis Club Volunteer administration and equipment $300

William Duncan School Donation towards academic achievement $400

Worongary State School Donation towards academic achievement $400

ToTAL $35,000

** Cr Shepherd has declared a perceived conflict of interest for: Gold Coast Hinterland Heritage Museum, Mudgeeraba and Hinterland Horse Trail Club and Mudgeeraba Hockey Club.






Palm Beach Soccer Club Donation towards the purchase of a laptop $800

Palm Beach State School Donation towards school presentation costs $300

Palm Beach Touch Association Donation to assist with the cost of training courses and general administrative assistance $600

Palm Beach Youth Music Venture Donation towards administration costs $250

Southern Gold Coast 60 and Better Program Inc Donation towards purchase of laptop $500

St Andrews Lutheran College Donation towards school presentation $250

Tallebudgera Beach School Donation towards purchase of diaries $300

Tallebudgera State School Year 7 graduation ceremony $300

Volunteer Marine Rescue Association Qld Donation for the purchase of equipment and general administrative assistance $600

ToTAL $16,083

Division 14


Bilinga Neighbourhood Watch Donation towards operational costs $400

Blue Care Talleyhaven Aged Care Facility Donation towards operational costs of aged care facility's annual fete $50

Coolangatta Tweed Heads AFL Club Inc Donation towards end-of-year awards $250

Currumbin Community Special School operating costs - Currumbin Community Special School $200

Currumbin Tennis Club Inc Donation towards operational expenses (postage/stationery/newsletters) $350

Currumbin Wildlife Hospital Foundation Donation towards operational expenses (disposal of wildlife bodies) $750

Dragons Abreast Gold Coast Inc Donation towards equipment $500

Friends of Currumbin Inc Donation towards administration expenses for educational programs $700

Friends of Kirra Hill Inc Donation towards operational expenses $2,000

GECKO-Gold Coast and Hinterland Environment Council

Donation towards 350 org event to promote solutions to climate crisis $500

Gold Coast Catchment AssociationDonation towards expenses associated with establishment of a Beach Care dune care group, provide appropriate equipment, cover costs of consumables and provide technical advice by an officer

$2,500

Gold Coast Magic Donation towards operational expenses $500

Gold Coast Youth Service Inc Donation towards young people's Christmas party, supporting attendees from Division 14 $100

Kirra Kite Festival c/- Connecting Southern Gold Coast To assist with inaugural festival expenses - free community event $1,000

Marlin Waters Neighbourhood Watch Donation towards administration costs $250

Palm Beach Currumbin High School Donation for education program conducted by In The Bin for PBC students $4,000

RSL of Aust (Qld) Branch/Currumbin-Palm Beach Sub-Branch

Donation towards operating expenses, Australia Day 2011 celebrations $400

SAPH Vision Quest Assn Inc Operating costs - SAPH Vision Quest $550

Surf World Gold Coast Inc operating costs - Surf World Gold Coast $3,600

Tallebudgera State School Donation towards Arts program $250

The Woodwork and Craft Club Inc To provide fire hydrant without which the club would be unable to get building certification $4,000

Tugun Central Neighbourhood Watch Donation towards administration costs etc $250

Tugun South Neighbourhood Watch Donation towards operational costs $400

Tugun West Neighbourhood Watch Donation towards operational expenses $400

Varsity Lakes Community Resource Centre Donation towards rent of kitchen (meals for homeless) $600

Woodwork and Craft Club Inc Donation towards operational expenses $500

ToTAL $25,000


Varsity Lakes Community LimitedDonation to assist the Varsity Lakes Community Ltd with its Varsity Lakeside Run for Fun on Sunday 22 May 2011

$1,250

Varsity Lakes Community Resource CentreDonation to assist the Varsity Lakes Community Resource Centre with the purchase of a piano for sing-a-longs for children and elderly residents who attend the centre

$1,200

Varsity Lakes Community Resource CentreDonation to assist the Varsity Lakes Community Resource Centre with the purchase of a television and DVD player including mounting equipment

$1,196

Varsity Vipers Basketball ClubDonation to assist the Varsity Vipers Basketball club with the purchase of uniforms for this newly formed club within the Gold Coast City Regional Basketball Association

$3,000

ToTAL $34,000


Australian School of Meditation and Yoga Donation towards the purchase of a PA system $500

Bonds Pirates Rugby union Donation towards operating and administration costs $1,000

Broadbeach 7 NHW Donation towards administration costs $1,000

Burleigh Arts Group Inc Donation to assist in administration website $500

Burleigh Heads Boardriders Club Inc. Donation towards the Junior Development Program $1,500

Burleigh Heads RSL Donation towards administration and maintenance costs of the Burleigh RSL and Memorial Hall $3,000

Burleigh Heads Scouts Donation towards administration costs $2,000

Burleigh Heads State School Donation for community garden equipment $2,000

Burleigh Heads Tennis Club Donation towards administration and various equipment costs $2,000

Burleigh Miami Senior Citizens Club Inc Donation for the purchase of equipment - stove/oven $605

Burleigh uniting Church Donation to assist equipment and volunteer training $1,000

Burleigh-Miami Senior Citizens Club Inc. Donation towards the purchase of three indoor bowling mats $3,495

Gold Coast Music Industry Association Donation for the purchase of musical equipment $500

Gold Coast Writers' Association Donation towards administration costs $600

Gold Coast Youth Services Inc Donation to assist with annual Christmas Party for Homeless Youth $500

Miami State Primary School Donation for equipment for the Special Education Program $1,000

Miami Swimming Club Donation towards running costs of two swimming meets this season $1,000

Miami Tennis Club Inc Donation towards administration costs $400

Stand up Paddle Surfers Australia Donation for purchase of tent and first aid training $900

The Probus Club of Burleigh North Inc Donation towards administration costs $500

ToTAL $24,000

Division 13


Australian Shuffleboard Assoc operating costs $250

Crossing Divides Inc Donation towards administrative costs $250

Elanora Primary School Year 7 graduation award $200

Elanora Primary School Sponsoring 2010 Yearbook $50

Gold Coast Curling Club Inc Security camera and computer $295

Gold Coast Motocross Club Donation towards minor equipment/repairs $250

Gold Coast Tweed Pipes and BandsDonation to assist with general administration costs, maintenance and replacement of uniforms

$600

Gold Coast Youth Service Inc Young people’s Christmas party $200

Gold Coast Youth Services Donation towards materials for workshops $250

Heat Basketball Club Icemaker for injuries $400

Hillcrest Christian College Sponsor Year 12 Valedictorian Dinner $200

Hockey Burleigh Inc Donation towards room hire $250

King's Christian College Donation towards school trophies $250

Lions Club of Palm Beach Currumbin 201Q1 Donation towards catering and administration costs $616

Lions Club Palm Beach Currumbin School Breakfast Project $1,500

Neighbourhood Watch NHW-1 Donation towards administration costs $250

outrigger Canoe Club of AustraliaDonation to assist with administrative costs associated with building Junior Development Program and purchase of equipment for operation of club activities

$600

Palm Beach 7 Neighbourhood Watch Newsletter publication $250

Palm Beach Boardriders Creek To Creek Contest sponsorship $2,000

Palm Beach Cricket Club Cricket nets $2,772

Palm Beach Currumbin Pensioners League Donation towards trolley and portable clothes rack $250

Palm Beach Neighbourhood Centre Conduct workshops $500





Composition Cr SK Douglas(Chairperson) Cr JE Grew (Deputy Chairperson)

Cr M J Grummit

Cr PJ Young Cr DM Crichlow Cr R La Castra

Quorum is 4

Engineering Services Committee Director responsible: Director Engineering Services

Areas of responsibility include: Beaches and foreshores Bikeways Bus shelters City cleaning Disaster and emergency management

Drainage and stormwater management

Dredging Flood mitigation works Footpaths

Mowing and parks maintenance

Plant and vehicles Roads and drainage infrastructure

Signs – directional Stormwater maintenance Street lighting Streetscaping Traffic matters

Composition Cr DM Crichlow (Chairperson)

Cr D Gates (Deputy Chairperson)

Cr GJ Pforr Cr MJ Grummitt Cr EL Shepherd Cr E Sarroff

Quorum is 4

Finance Committee Director Responsible: Director Organisational Services

Areas of responsibility include: Annual Report Asset management Enterprise bargaining Performance reporting of controlled entities: Allconnex Water, Arts Centre, Broadbeach Alliance Ltd, Gold Coast City Insurance Company Ltd and Surfers Paradise Alliance

Procurement Property matters Rates recovery Risk management Review of monthly f inancial reports

Sundry debtors Trust fund matters Write-off accounts

Composition Cr E Sarroff (Chairperson) Cr CL Robbins(Deputy Chairperson)

Cr JC Wayne Cr DM Crichlow Cr SK Douglas

Quorum is 4

Sustainabile City Future Committee Director responsible:Director Planning Environment and Transport

Areas of responsibility include: Activity Centre Strategy Bold Future Bushland Management Strategy

Climate Change Strategy Environmental protection and planning

Flood mitigation planning Flood policy and planning affecting water quality

Greenheart strategic policy (detailed master planning to remain with Community and Cultural Development Committee)

Griffith Knowledge Precinct strategic land use and policy

Harbour 2020 Study strategic land use and policy

Housing Policy Infrastructure charges planning

Landscape Strategy Local area planning reviews Local Growth Management Strategy

Nature Conservation Strategy

Noxious plants Open space planning Parks, gardens and recreational areas

Planning Scheme review Promotion of practices supporting ecologically sustainable development

Protection of natural sites South Stradbroke Island State Government Regional Planning agenda

Transport planning and policy, including parking policy

Urban heritage and character

Composition Cr PJ Young (Chairperson) Cr GJ Betts (Deputy Chairperson)

Cr JC Wayne

Cr GJ Pforr Cr DI McDonald Cr CL Robbins

Quorum is 4

Special Budget Committee Director responsible: Director City Governance

Areas of responsibility include: Discounts and rebates Draft Budget (including review of preliminary Draft Budget and individual 10-year financial plans)

Long-term financial modelling

Leakage policy Overall long-term financial planning

Rates and utility charges Revenue policy Review of quarterly Budget reviews

Composition Mayor, Cr RW Clarke (Chairperson)

All Councillors

Quorum is 8

9.1 Gold Coast City Council Standing CommitteesCouncil had seven Standing Committees and one Special Budget Committee as at 30 June 2011, consisting of varying numbers of Councillors.

The Standing Committees consider matters and make recommendations to meetings of the full Council. Details of these committees, their responsibilities and their membership are outlined below.

City Planning Committee Director responsible: Director Planning, Environment and Transport

Areas of responsibility include: Affordable Housing Strategy Assessment and development applications

Building compliance Bushfire risk assessment Centre Improvement Program

Community open space assessment

Development compliance Ecological assessment Hydraulic assessment Infrastructure contribution assessment

Landscape assessment Local Growth Management strategy implementation

Plumbing and drainage Private certif ication audits Slope stability assessment Stormwater quality assessment

Transport and parking assessment

Tree clearing Tree preservation – private land

Urban design assessment

Composition Cr EL Shepherd (Chairperson)

Cr JC Wayne (Deputy Chairperson)

Cr D Gates

Cr GJ Pforr Cr PJ Young Cr SK Douglas Cr GJ Betts

Quorum is 5

Community and Cultural Development Committee Director responsible: Director Community Services

Areas of responsibility include: Animal control Arts and crafts markets Cemeteries Community facilities and youth centres

Community relations and promotions

Community safety Cultural centre Cultural development Cultural policy and events Events Health protection eg standards of specialised premises, food hair, skin, etc

Immunisation

Libraries Lifeguard services Local Law enforcement Malls management Off-street car parking operations

Pest management Regulated parking Social services Older persons Youth development Sport and recreation Tourist parks and camping grounds

Waste and recycling

Composition Cr R La Castra (Chairperson)

Cr MJ Grummitt (Deputy Chairperson)

Cr D Gates Cr JE Grew Cr GJ Betts Cr CL Robbins

Quorum is 4

Corporate Governance and Administration Committee Director responsible :Director City Governance

Areas of responsibility include: Advocacy Audit Committee Communications and public relations

Corporate Governance Framework

Corporate structure Corporate and operational planning, reporting and measurement

Councillors’ conferences and training attendance and reporting

Information management Local law development and review

Policy development and review

Senior executive performance

Composition Cr JE Grew (Chairperson) Cr DI McDonald (Deputy Chairperson)

Cr R La Castra Cr TE Shepherd Cr E Sarroff

Quorum is 4

Economic Development and Tourism Committee Director responsible: Director Economic Development and Major Projects

Areas of responsibility include: Economic and industry development

Economic development strategy

Industrial diversity International connections and export development

Major city initiatives Major projects Performance reporting of Gold Coast Tourism

Pacific Innovation Corridor Regional Economic Development Advisory Board (REDAB)

Regional marketing Tourism development Tourism planning Transit Centre and Bruce Bishop Car Park redevelopment

GolD CoAST CiTy CounCil ANNUAL REPORT 2010-11 151150 GolD CoAST CiTy CounCil ANNUAL REPORT 2010-11

oTHERGOLD COAST CITY COUNCIL STANDING COMMITTEES

oTHERGOLD COAST CITY COUNCIL STANDING COMMITTEES

9.3 index of legislative requirementsThe below table outlines Council’s legislative requirements disclosed within this Annual Report.

Local Government Act 2009

Requirement Title Pages

Section 45(a)(b)(c)(d) Identifying significant business activities 96-97

Section 46(1) Assessing public benefit 97

Section 201(1)(a)(b) Remuneration 92

Local Government Finance, Plans and Reporting Regulation 2010


Section 110(a)(b) General purpose financial statement 102-103, 109-130

Section 111 Community Financial Report 104-108

Section 112(a)(b) Relevant measures of financial sustainability 107, 138

Section 113(b) Resolutions 116-130

Section 114(1)(a)(b)(c)(d)(e)(f)(i)(ii)(g)(h)(i)(ii)(iii) (iv)(v)(vi)(vii)(viii) Councillors 133-135

Section 115(1)(a)(b)(2)(a)(i)(ii)(iii)(b) Administrative action complaints 80-81, 86

Section 116(a)(b)(c)(d)(e)(f) Overseas travel 135-136

Section 117(a)(b)(i)(ii) Expenditure on grants to community organisations 31, 137, 140-149

Section 118(1)(a)(b) Reserves and controlled roads 125

Section 119(1)(a)(b)Assessment of community, corporate and operational plans

2-5, 28-71

Section 119(1)(c)(i)(ii) Service facility or activity 137

Section 119(1)(d) Tenders 137

Section 119(1)(e) Registers 138

Section 119(1)(f) Concessions 138

Section 119(1)(g) Internal audit 81-84

Section 119(1)(h) Equal opportunity in employment 78

Section 119(1)(i) Corporate entities 138

Section 193(2) Reporting complaints for 2010–11 80-81

Local Government Beneficial Enterprises and Business Activities Regulation 2010


Section 32(1)(2)(a)(b)(c)(d) Annual operations report 98-100

Section 76,98,99 Shareholder delegates – corporate entities 138

Section 137 Notice of intention to investigate 97

Local Government Operations Regulation 2010


Section 42(5) Remuneration schedule resolutions 133

Section 45(1) Expenses reimbursement policy resolutions 133

Section 119(3) Resolving administrative action complaints 80-81

Public Sector Ethics Act 1994


Section 23 Reporting 77

Public Interest Disclosure Act 2010


Section 61 Reporting 77

9.2 Global Reporting initiative (GRi) content indexThe Global Reporting Initiative (GRI) is a network-based organisation that produces a comprehensive sustainability reporting framework used widely around the world. The GRI’s core goals include the mainstreaming of disclosure on environmental, social and governance performance. Council began using the GRI reporting framework in 2006-07. Since this time, Council has developed its reporting processes, with this Annual Report disclosing a higher number of GRI framework components than those of previous years. The table below provides this information.

Report profile

GRi reference number and description Pages

Strategy and analysis

1.1 Mayor and CEO statements 14, 22

Organisational profile

2.1 Name of the organisation i

2.2 Organisation’s role in providing services 8, 13

2.3 Operational structure of the organisation 21

2.4 Location of organisation’s headquarters 159

2.7 Nature of markets served 13

2.8 Scale of the reporting organisation 21, 89, 104

2.9 Significant changes of size and structure 25, 89

2.10 Awards received in the reporting period 10, 27, 55

Report parameters

3.1 Reporting period for information provided ii

3.3 Reporting cycle ii

3.4 Contact point for questions regarding the report 157-159

3.5 Process for defining report contents ii, iii

3.6 Boundary of the report ii

3.7 Limitations on the scope 13

3.8 Basis for reporting business units 96-100

Governance, commitments and engagement

4.1 Governance structures of the organisation 74

4.4Mechanisms for shareholders and employees to provide recommendations

31, 75, 90

4.5Linkage between compensation for senior executives and the organisation’s performance

92

4.6Process in place for the highest governance body to ensure conflicts of interest are avoided

81-84

4.8 Internally developed statements of values and codes ii

4.12Externally developed charters to which the organisation subscribes or endorses

84

4.13 Memberships of associations16-19, 24-25,

82-84

4.14 Stakeholder groups engaged by the organisation ii, 61, 65

4.16 Approaches to stakeholder engagement 31, 61, 65

4.17 Key topics and concerns 2-5

indicators

GRi reference number and description Pages

Economic

EC1 Revenues and operating costs 104, 112

EC4 Financial assistance received from government 32

EC6Policy, practices, and proportion of spending on locally-based suppliers

76

Environmental

EN2 Percentage of materials diverted for recycling 40

EN5Energy saved due to conservation and efficiency improvements

31

EN6Initiatives to provide energy efficient or renewable energy-based products and services

31

EN7 Initiatives to reduce indirect energy consumption 31

EN13 Biodiversity habitats protected or restored 36-40

EN14 Plans for managing impacts of biodiversity 36

EN18 Initiatives to reduce greenhouse gas emissions 2, 30

EN22 Total weight of waste by type and disposal method 98-100

labour practices

LA1 Total workforce 89

LA2 Rate of employee turnover 89

LA7 Rates of occupational health and safety claims 87

LA11Programs for skills management that support the continued employability of staff

90

LA13Workforce composition per category according to gender and age group

89

Society

SO1Nature, scope and effectiveness of programs and practices that assess and manage the impacts of operations on communities

28-71

SO2Number of business units analysed for risks related to corruption

81-84

SO3Number of employees trained in the organisation’s anti-corruption policies and procedures

77

SO4 Actions taken in response to incidents of corruption 77

Product responsibility

PR5 Customer satisfaction 94, 99-100


oTHERINDEX OF LEGISLATIVE REQUIREMENTS

oTHERGLOBAL REPORTING INITIATIVE CONTENT INDEX

Global Reporting Initiative ............................................... iii, 152, 156

Glossary .............................................................................................158

Gold Coast Arts Centre Pty Ltd ..................... 78, 79, 116, 121, 124

Gold Coast City Council Insurance Company Limited ............... 78

Gold Coast Gives ............................................................................. 161

Gold Coast Housing Company (Horizon Housing Company) .. 69

Gold Coast Rapid Transit Project ................... 5, 14, 22, 26, 49, 107

Gold Coast Stadium Redevelopment ........................................5, 59

Gold Coast Tourism ............................................................31, 62, 150

Gold Coast Uncovered ...................................................................... 62

Gold Coast Waste Management ........................................ I, 96-101

Gold Coast Water ................................... 25, 81, 85, 89, 92, 120, 127

GoldLinQ .............................................................................................. 49

Governance ............... 4-5, 13, 74-84, 86-87, 92-93, 120, 134, 152

Grants ........................................................ 30-32, 48, 60-61, 64, 104, 112, 115-116, 121, 137, 139, 140-149

Greenheart.............................................................................. 5, 37, 151

Health and safety ................................. 5, 21, 54, 76, 79-80, 92, 152

Healthy Waterways Report Card .....................................................40

Heritage Management Plan .........................................................5, 45

Highlights ................................. i, 1, 30, 36, 44, 52, 60, 68, 74, 88, 94

Hinze Dam ............................................................................... 11, 22, 52

Housing affordability ......................................................................... 69

Human resources ........................................................... 25, 76, 83, 90

Immunisation program ..................................................................3, 39

Information Privacy Act 2009 ..........................................................80

Infrastructure Charges Subsidy ...................................................... 69

Infrastructure Delivery Governance Committee ....................... 77

Integrity Act 2009 .............................................................................. 85

Internal Audit ..........................................................21, 79, 81-84, 153

International standards ..................................................................... 84

International visitors ............................................................... 3, 60, 63

Investment Attraction Program ............................. 5, 26, 61-62, 65

Jobs ............................................................................... 2, 49, 60, 65, 78

Junior Council ...................................................................................... 54

Key industries .................................................................... 3, 60-61, 63

Kurrawa Pratten All Abilities Playground ....................................... 54

Land acquisition ..............................................................................5, 38

Land for Wildlife ....................................................................... 2, 36, 38

Leadership ............... iii, 21-22, 24-25, 30, 54, 72, 74, 77, 79, 84, 90

Legislative information ....................................................... I, 132-151

Library services ...................................................................... 31, 44, 46

Licensing and approvals .................................................................... 54

Lifeguard services .............................................................. 53-54, 150

Local Area Plans ..............................................................................5, 70

Local Government Act 2009 ................................................................ ...........................13, 75-76, 85-97, 104-107, 116, 126, 133-134, 153

Local laws .............................................................. 13, 53-54, 120, 138

Major events ...........................................................................22, 62, 98

Making Music Live! .............................................................................. 45

Mayor ........... i, 12-16, 22, 31, 42, 45, 61, 74, 82, 133-134, 140, 151

Mayor’s Report ................................................................................. i, 14

Medical expenses claims ..............................................................4, 87

Mission ................................................................................................... 2

Mosquito control ................................................................................ 56

Notes to Financial Statements ............................................. 116-130

Objectives ..................................ii, 3-4, 14, 70, 74-75, 77-80, 94, 98

Oceanways ............................................................................................. 6

Ombudsman ............................................................................ 4, 74, 86

Open Space Preservation Levy .................................................37-38

Operational Plan ....................................................... iii, 2-5, 75, 96-97

Organisational capability ................................... i, iii, 4-5, 88-93, 105

Organisational structure ..................................................... 20, 81, 97

Overseas travel expenditure ................................................ 135-136

Pacific Innovation Corridor Program .......................................61-62

Parking Strategy ................................................................................. 46

Parks ............................................................. 5-6, 10, 36-37, 62, 96-97

Pavement Condition Index .................................................... 3, 44, 48

Performance Indicators ................................................3, 27, 99-100

Performance Management .......................................................74, 76

Planning Scheme ...................................5, 14, 31, 68-71, 75, 85, 139

Policies ..............iii, 4, 13, 74, 77, 78, 80, 82, 86, 103, 116, 128, 138

Priority Infrastructure Plan ........................................... 5, 75, 77, 119

Procurement ..................................... 4, 25-26, 74, 76, 82, 84, 88, 93

Public health............................................................................ 21, 52, 54

Public Interest Disclosure Act 2010 ...................................... 77, 153

Public pools ......................................................................................2, 54

Public safety .................................................................................. 53-54

Public Sector Ethics Act 1994................................................. 77, 153

Rapid Transit Project ............ 5, 14, 22, 26, 32, 44, 49, 53, 106-107

Rates ........26-27, 103-104, 115-122, 125, 128-129, 137-138, 152

Regional Arts Development Funding ..................................... 44, 48

Regional unemployment rate .............................................. 3, 60, 62

Remuneration, Councillors ...........................................................133

Remuneration, Executive ................................................................. 92

Reporting hotline ............................................................................... 77

Research ................................................................. 45, 58, 60, 98, 118

Resource allocation ................................................................ iii, 74, 76

Return on investment ............................................................. 4, 74, 86

Revegetation .............................................................................. 38, 146

Right to Information Act 2009 .........................................................80

Risk management ................................. 5, 74, 77-79, 83-84, 87, 128

Robina Workplace Project ......................................................... 45, 88

Safety camera network .............................................................. 53-54

Safety training .............................................................................. 54, 80

Scorecard ....................................................................................... i, 2-4

Self-insurance ...................................................................................129

Shoreline Management Plan ............................................................ 53

South-East Queensland Water (Distribution and Restructuring) Act 2009 ........................ 116, 123

Southport Broadwater Parklands ........................................................

.............................................9-10, 22, 26-27, 31-32, 34, 41, 46, 64, 66

Staff turnover ..................................................................................4, 89

Stakeholders .......................................................................... 57, 61, 71

Report Index continued page 156

9.4 Report index and acronyms2020 Vision on Waste ...........................................................38, 40, 98

Accountability ......................................................................... 74,76, 81

Acronym list ......................................................................................156

Active and Healthy program ..................................................... 52, 54

Advertising ................................................................................133, 139

Advocacy ...................................................................... 61-62, 156-158

Alcohol Management Plan ..........................................................14, 53

Allconnex Water ............................................. 11, 32, 76, 85, 104-105

Animal management ......................................................................... 54

Asset Management Plans ....................................................75, 84-86

Asset Management Policy .......................................................... 74-75

Audit Advisory Committee ................................................. 74, 81-84

Awards ..................................................................................... 10, 27, 55

Beach resilience (Beach Volume Index) ......................................... 40

Bikeways ................................................................................ 5-6, 45-47

Bold Future ......................................................... ii, 2, 30, 70-71, 74-77

Borrowing policy ......................................................................106, 138

Broadbeach Alliance ............................................................. 62, 78-79

Building and Planning Applications ...................................... 3, 68, 70

Business activities ..........................................96-101, 120, 130, 153

Business Continuity Plans ..........................................................74, 87

BusinessGC .............................................................................30, 58, 62

Capacity Development Program ..........................................5, 61-62

Capital works ......................................................... 5, 37-38, 57, 75, 77

Carrara Stadium ........................................................................ 54, 107

Cash Flow Statement .......................... 102-103, 106, 115, 126, 128

Centre Improvement Program ....................................... 5, 26, 68-70

Challenges ................... 26-27, 30, 36, 44, 52, 60, 68, 74-75, 88, 94

Chief Executive Officer ....... 21-24, 74, 78, 81-82, 92, 97, 134, 136

Chief Executive Officer’s Report ................................................... 22

Climate change ..................................................5, 24, 30-32, 76, 151

Code of conduct ................................................................................. 77

Committees ..........................................................16-19, 21, 134, 150

Commonwealth Games bid.......................................... 5, 26, 61, 136

Community ........................................ 13-14, 22-71, 77, 90, 104-106

Community and youth facilities ...................................................... 57

Community consultation and engagement ... 5, 31, 71, 75, 77, 84

Community Consultation Policy ..................................................... 75

Community Financial Report ...................................... 104-108, 153

Community Plan ............................................................ 2, 5, 74-75, 85

Complaints .................................... 4, 54, 80-81, 86, 96-97, 100, 134

Compliance ................................ 5, 24, 54, 74, 82-84, 86, 93,97,150

Connecting Southern Gold Coast .................... 62, 78-79, 116, 149

Conservation ......................................... 2-3, 10, 30, 36-38, 105, 138

Consultants ................................................................................ 92, 138

Contacts ............................................................................................ 161

Contents ......................................................................................... i, 102

Controlled entities ........................................ 21, 78, 81-82, 116, 151

Corporate governance ........................................ 5, 18-19, 21, 74-87

Corporate Governance Committee .............................................. 77

Corporate Governance Framework ................ 5, 74, 77-78, 81, 84

Corporate Plan ................................ 2-3, 14, 22, 25, 32, 75, 105, 158

Corporate Planning and Performance ................................. 25, 120

Council Cab ................................................................................... 45-46

Council roles and responsibilities ................................13, 16-19, 85

Councillors ..................................................................................... 16-19

Divisions donations .......................................................... 140-149

Domestic travel ...........................................................................135

International travel .....................................................................135

Reimbursement ..........................................................................133

Remuneration ..............................................................................133

Creative Juices ........................................................................... 45, 139

Crime .................................................3, 14, 50, 52-54, 56, 77, 83, 134

Crime and Misconduct Commission ..............................77, 83, 134

Cultural precinct ..................................... 28, 31, 45, 71, 88, 139, 161

Customer contact .........................i, 4-5, 25, 30, 76, 80, 86, 94, 138

Customer satisfaction survey ...................................... 99-100, 152

Customer service ............................................4, 6, 32, 77, 88, 93-94

Democratic governance ............................................................13, 74

Development applications ........................................... 3, 68-70, 150

Directors’ profiles ........................................................................24-25

Disaster management ................................................................ 24, 33

Domestic visitors......................................................................... 60, 64

Drinking water consumption ........................................................... 32

DrinkSafe Precinct .......................................................................14, 53

Economy .......................... 2-5, 21, 38, 58, 60, 65, 69, 77, 86,94,134

Elections ....................................................................................... 12-13

Employment ......... 2-3, 28, 41, 58, 60, 62-64, 78, 89-90, 121, 123

Energy consumption ................................................................... 2, 152

Enterprise Resource Program/Property Program ..........................

................................................................ 5, 22, 24, 32, 76-77, 84, 92-93

Entertainment or hospitality .........................................................139

Environment ...................... ii, 21, 26-27, 34, 36, 38, 52, 68, 70, 105

Environmental Health ................................................... 2,5, 24, 33, 54

Equal Employment Opportunity (EEO) ......................................... 78

Ethics ........................................................................................ 5, 77, 153

Events (Special) .........................................................................7, 62-63

Executive Leadership Team ............ i, 21-22, 24-25, 77, 79, 80, 84

Executive remuneration ................................................................... 92

Export Program ........................................................................ 5, 61-62

Expressions of interest ...................................................................138

External audit......................................................................... 20, 80-84

Fairer Water Prices for SEQ Amendment Bill 2011 ...................123

Financial ratios ......................................................................... 103-107

Financial statements ............................ i, 81-82, 102-103, 109-130

Financial sustainability ............................................ 27, 104, 107, 138

Flooding ....................................... 1, 3, 32-33, 37-38, 52, 62, 78, 106

Global Financial Crisis (GFC) ................................................. 2, 60, 89


oTHERREPORT INDEX

oTHERREPORT INDEX

Rainbow Bay, looking north towards Surfers Paradise.

Photo: Pawel Papis

Continued from page 155

Standing committees ..................................................i, 16, 21, 134, 150

Statement of Cash Flows ........................................... 102, 106, 115, 117

Statement of Changes in Equity ...............................102-103, 106, 114

Statement of Comprehensive Income ....................................................

...........................................................27, 102-104, 112, 117, 119, 123, 129

Statement of Financial Position ................................................................

............................................... 102-103, 105, 113, 117, 119, 120, 123, 125

Statement of Operations ....................................... i , 38 , 96 , 98-101

Stormwater drainage .................................5,22, 37, 52, 53, 105, 127

Strategic partnerships ............................................................................ 31

Strategic planning ........................................................................... 75, 120

Strategies ..........................................................26, 30, 66, 75-77, 98, 143

Summary of Significant Accounting Policies .......................... 103, 116

Surfers Paradise Alliance ............................................ 21, 62, 78-79, 116

Surfers Paradise Foreshore Redevelopment ............. 5, 14, 26, 41, 53

Sustainable Planning Act 2009...................................... 3, 69-70, 75, 85

Targets ............................................................................... 2, 61, 80, 84, 92

TechGC ................................................................................................ 22, 61

Tenders .................................................................................. 137, 139, 153

Tipplers Resort..........................................................................................37

Tourism ..................... 2, 5, 21, 26, 31, 47, 54, 60-63, 65, 136, 146, 150

Tourist parks .................................................5, 62, 96-97, 106, 130, 139

Traffic congestion .................................................................... 2,3, 48-49

Trainees ......................................................................................................90

Training ......... 54, 61, 65, 74, 76-80, 87-88, 90, 92, 113, 142, 144-149

Transport improvement....................................................................... 121

Travel expenditure ................................................................................ 137

Unemployment .................................................................. 2-3, 60, 62-63

Upper Coomera Community Hub...................................................57, 69

Values ................................................ ii, 36-38, 77, 90, 107, 116, 118, 152

Visitor numbers .............................................................................. 3, 62-63

Voluntary Conservation Agreements .................................................38

Walking the Talk Program ................................................................ 74, 90

Waste

Disposal .......................................................................................... 98-99

Domestic ..................................................................................... 99-100

Education ..............................................................................................98

Recyclable ...............................................................................2, 98-100

Water consumption ............................................................................ 3, 32

Water reform ............... 11, 21, 76, 85, 89, 114-115, 120-121, 129-130

Waterways ................... i, ii, 2-3, 5-6, 27, 31, 34, 36-38, 40, 48, 54, 120

Whistleblowers Protection Act 1994 ...................................................77

Workforce ...........................................................4, 74, 78, 87-90, 92, 152

Workplace health and safety ................................... 5, 76, 79, 80, 84, 92

oTHERSUB CHAPTER

156 GolD CoAST CiTy CounCil ANNUAL REPORT 2010-11 GolD CoAST CiTy CounCil ANNUAL REPORT 2010-11 157

oTHERREPORt iNdEx ANd ACRONymS

oTHERREPORT INDEX AND ACRONYMS

Acronym list AAC Audit Advisory Committee

ABF Accumulation Benefits Fund

CEo Chief Executive Officer

CGC Corporate Governance Committee

CiA Certified Internal Auditor

CiSA Certif ied Information Systems Auditor

CMC Crime and Misconduct Commission

CoBiT Control Objectives for Information and related Technology

CPTED Crime Prevention Through Environmental Design

DBF Defined Benefits Fund

EEo Equal Employment Opportunity

ElT Executive Leadership Team

ERP Enterprise Resource Planning/Property Program

FTE Full-time Equivalent

GCCC Gold Coast City Council

GCWM Gold Coast Waste Management

GRi Global Reporting Initiative

GST Goods and Services Tax

iCT Information and Communications Technology

iDGC Infrastructure Delivery Governance Committee

KPi Key Performance Indicator

lFW Land for Wildlife

lGA Local Government Act

lGAQ Local Government Association of Queensland

oSPl Open Space Preservation Levy

PCi Pavement Condition Index

PiC Pacific Innovation Corridor

PiDA Public Interest Disclosure Act

PiP Priority Infrastructure Plan

PSC Public Service Commission

QCAT Queensland Civil and Administrative Tribunal

QTC Queensland Treasury Corporation

RADF Regional Arts Development Fund

REDAB Regional Economic Development Advisory Board

SEQ South East Queensland

VCA Voluntary Conservation Agreement

WDV Written-down Value

WHSMS Workplace Health and Safety Management System

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This annual report gave me a clear picture of the performance of Gold Coast City Council during 2010-11:

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For more information email annualreport@goldcoast.

qld.gov.au or telephone the Annual Report Enquiry Line

on (07) 5581 7456 or write to Gold Coast City Council,

PO Box 5042, GCMC QLD 9729.

Gold Coast City Council 2010-11 Annual ReportWe value your feedback

9.5 GlossaryAdvocacy The act of speaking or arguing in favour of something such as a cause, idea or policy. In the context of Council’s strategic priorities, it refers to achieving an outcome, such as funding or legislative change, from the State or Federal Government.

Assessment Evaluation activities undertaken to determine level of performance e.g. organisational capability and service delivery.

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

Benefit An improvement or gain as a result of a project, strategy, policy or other initiative. Benefits may be financial or non-financial (e.g. efficiency gains or service improvements).

Best Practice A method or technique for accomplishing a business outcome, that has consistently shown results superior to those achieved by other means ,and which is used as an industry benchmark.

Business Continuity Plan (BCP)A clearly defined and documented plan that provides the guidelines for Council in maintaining its critical operations in the event of disruption. The BCP contains guidelines for the business to continue to operate within a defined timeframe, utilising a set of pre-defined resources and procedures.

Corporate Plan A strategic document, with a minimum five-year outlook, which outlines the key strategies to be undertaken to achieve the organisation’s desired outcomes. This is a legislative requirement for Council.

Community PlanA strategic document with a minimum 10-year outlook, which identifies community needs and articulates the Council’s and community’s long-term vision, aspirations and priorities for the community. This is a legislative requirement for Council.

Critical operations The business activities essential for Council to achieve its community service objectives.

External Audit A formal, independent review of an organisation’s financial statements, records, transactions or operations. External audits are performed usually by professional accountants. This lends credibility to financial statements, to ensure accountability and identify key internal weaknesses in an organisation.

Financial year The financial year, for the purpose of this annual report, is the period from 1 July 2010 to 30 June 2011.

FTE (Full-time equivalent) In relation to staff numbers, FTE refers to a figure that is based on the wages for full-time staff.

Governance The process by which decisions are taken and implemented, organisations are controlled and managed to achieve their objectives, and by which organisations are directed, reviewed and held to account.

Global Reporting initiative (GRi) An initiative of an independent institution, whose mission is to develop and disseminate globally applicable guidelines and indicators, for reporting sustainability.

Note: These indicators are for voluntary use by organisations to report on the environmental, social and governance performance dimensions of their activities, products and services.

initiativeA program of work or a project initiated to achieve a measurable benefit within a quantifiable timeframe.

Key Performance indicator Evidence of the degree to which Council’s actions are achieving intended objectives, for the purposes of monitoring progress.

local Government Boundary Reform The State Government’s restructure of Queensland local government which included Gold Coast City Council.

operational Plan A document with a one-year outlook which outlines the key activities to be undertaken to achieve the desired outcomes set out in the Corporate Plan. This is a legislative requirement for Council.

outcomes The effect, impact, result on, or consequence for the community, environment or organisation, of strategies, services, policies or activities. Note: outcomes define why services are delivered, not how they are delivered.

outcome-based Performance MeasuresObjective evidence of the effectiveness of Council’s progress towards achieving a desired outcome.

Program A group of Council services, projects, policies, activities or initiatives structured to achieve common goals.

Performance Measures Evidence of the degree to which the actions by Council are achieving intended objectives, for monitoring progress and repor ting effectiveness.

Performance objective A goal or target to be reached. Its general aim is to improve performance continuously.

Scorecard In the context of this report, a visual display of the most significant performance information, consolidated so that an overall understanding can be gained at a glance.

Service A group of related activities contributing to a common outcome.

South East Queensland Water Reform A range of structural and regulatory reforms proposed for urban water supply arrangements in South East Queensland.

Strategic Priorities Council’s priorities, as outlined in its Corporate and Community Plans, or as approved through the annual strategic planning, resource allocation and budgeting cycle.

Trend A movement or change in results in a general direction, usually in an upward or downward direction.

Vision A statement that defines the desired future towards which the organisation is working.

9.6 Feedback form


oTHERFEEDBACK FORM

oTHERGLOSSARY

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9.6 Feedback form 9.7 useful contactsFor details on information in this report, please contact Council’s Annual Report Enquiry Line on (07) 5581 7456 or email us at [email protected]

Council websitesGold Coast City Council goldcoast.qld.gov.au

Mayor of the Gold Coast mayor.goldcoast.qld.gov.au

Bold Future boldfuture.com.au

BusinessGC businessgc.com.au

Cultural online cultural.goldcoast.qld.gov.au

Gold Coast Cultural Precinct ourcityoursay.com.au

Gold Coast Flora and Fauna goldcoastflorafauna.com.au

Gold Coast Gives ourcommunity.com.au/goldcoastgives

Gold Coast libraries goldcoast.qld.gov.au/library

Gold Coast Parks gcparks.com.au

Gold Coast Pet and Animal Expo goldcoastpetexpo.com.au

Gold Coast Tourist Parks goldcoasttouristparks.com.au

GreenGC greengc.com.au

Have your Say Gold Coast gchaveyoursay.com.au

Mates for life m8s4life.com.au

Planning and Development online pdonline.goldcoast.qld.gov.au

Seamless Borders seamlessborders.com.au

Sister City Cultural Exchange culturalexchange.goldcoast.qld.gov.au

Events Gold Coast eventsgoldcoast.com.au

Sustainable GC sustainablegc.goldcoast.qld.gov.au

Tastes of Gold Coast tastesofgoldcoast.com.au

Annual Report 2010-11 Project TeamProject Manager Craig Rowsell

Corporate Brand and Communication Coordinator Jonathon Morris

Graphic Designer Breanna Chalk

Writer Lisa Brady

Financial Statements Belinda Cullum

Branch librariesBroadbeach ......................... (07) 5581 1555 Burleigh Heads ................... (07) 5581 7230 Burleigh Waters ...................(07) 5581 1700 Coolangatta .........................(07) 5581 7240 Elanora ..................................(07) 5581 1671Helensvale ............................(07) 5581 1625 Local Studies ....................... (07) 5581 7217 Mudgeeraba ........................ (07) 5581 1684Nerang ...................................(07) 5581 7180 Palm Beach .......................... (07) 5581 7250 Robina ................................... (07) 5581 1600 Runaway Bay ....................... (07) 5581 7220 Southport ............................ (07) 5581 7200 Mobile Library ......................(07) 5581 7272

CouncillorsMayor - Cr Ron Clarke MBE AASA ACiS

T: (07) 5581 5283 F: (07) 5581 6054 E: [email protected] Gold Coast City Council Chambers, 135 Bundall Road, Surfers Paradise Qld 4217. Office hours: 8am - 5pm

Division 1 - Cr Donna GatesT: (07) 5581 6301 F: (07) 5582 8355 E: [email protected] Gold Coast City Council Nerang Administration Centre, 833 Southport Nerang Road, Nerang Qld 4211. Office hours: 8am – 4.40pm

Division 2 - Cr John WayneT: (07) 5582 8555 F: (07) 5582 8545 E: [email protected] Gold Coast City Council Nerang Administration Centre, 833 Southport Nerang Road, Nerang Qld 4211. Office hours: 8am – 4.40pm

Division 3 - Cr Grant PforrT: (07) 5581 1680 F: (07) 5577 4028 E: [email protected] Sovereign House,12 Falkinder Avenue,Paradise Point Qld 4216. Office hours: 8.15am - 4.15pm

Division 4 - Cr Margaret GrummittT: (07) 5581 6434 F: (07) 5581 5292E: [email protected] Labrador Community Hub, 57 Billington Street, Labrador Qld 4215. Office hours: 8.30am - 4.30pm

Division 5 - Cr Peter young BA

T: (07) 5582 8400 F: (07) 5582 8478 E: [email protected] Gold Coast City Council, Nerang Administration Centre, 833 Southport Nerang Road, Nerang Qld 4211. Office hours: 8am - 4.40pm

Division 6 - Cr Dawn Crichlow oAM

T: (07) 5581 6280 F: (07) 5581 6899 E: [email protected] 47 Nerang Street Southport Qld 4215. Office hours: 8.30am – 4.30pm

Division 7 - Cr Susie Douglas T: (07) 5581 6760 F: (07) 5581 5293 E: [email protected] Gold Coast City Council Chambers, 135 Bundall Road, Surfers Paradise Qld 4217. Office hours: 8am – 4.40pm

Division 8 - Cr Bob la CastraT: (07) 5582 8206 F: (07) 5596 6010 E: [email protected] Gold Coast City Council, Nerang Administration Centre, 833 Southport Nerang Road, Nerang Qld 4211. Office hours: 8am – 4.40pm

Division 9 - Cr Ted ShepherdT: (07) 5582 8876 F: (07) 5530 6508 E: [email protected] Cnr Swan Lane and Don Murphy Lane, Mudgeeraba Qld 4213. Office hours: 8.30am – 4pm

Division 10 - Cr Eddy SarroffT: (07) 5581 6171 F: (07) 5581 5294 E: [email protected] Gold Coast City Council Chambers, 135 Bundall Road, Bundall, Qld 4217. Office hours: 8am – 4.40pm

Division 11 - Cr Jan Grew MFTV (Bond) GAiCD

T: (07) 5582 8255 F: (07) 5582 8240 E: [email protected] Robina Library and Community Centre, Robina Town Centre, Robina Qld 4226. Office hours: 9am – 4.40pm

Division 12 - Cr Greg BettsT: (07) 5581 6382 F: (07) 5581 7640 E: [email protected] Burleigh Heads Office, Cnr Park Avenue and Ocean Street, Burleigh Heads Qld 4226. Office hours: 8.30am – 4.30pm

Division 13 - Cr Daphne McDonald DiplGAdmin

T: (07) 5581 6228 F: (07) 5581 6547 E: [email protected] Palm Beach Office 26 Eleventh Avenue, Palm Beach Qld 4221. Office hours: 8.30am – 4.30pm

Division 14 - Cr Chris Robbins BA GradDipEd

T: (07) 5581 5275 F: (07) 5581 5299 E: [email protected] 413 Golden Four Drive, Tugun Qld 4224 Office hours: 8.30am – 4.30pm. (closed Mondays and from Noon – 1pm Tuesday to Friday)


oTHERUSEFUL CONTACTS

oTHERFEEDBACK FORM

Together we are creating a safe city where everyone belongs.

Key contactsMailing addressGold Coast City Council PO Box 5042 GCMC Qld 9729 Australia

General enquiriesTelephone: 1300 694 222 After hours emergency: 1800 637 000 International: +61 7 5582 8211 Facsimile: (07) 5596 3653 Website: goldcoast.qld.gov.au Email: [email protected]

Administration Centres

Surfers Paradise135 Bundall Road Bundall Qld 4217 Telephone: 1300 694 222

Nerang833 Southport Nerang Road Nerang Qld 4211 Telephone: (07) 5582 8211

Gold C

oast City C

ouncil Annual Report 2010–11

Gold Coast City Annual Report 2010-11

Documents

Transcript of Gold Coast City Annual Report 2010-11