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784

Adopted Report for the

Events Tourism and Governance Committee Meeting

held on

Tuesday 03 December 2019

at

2pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

784th Council Meeting 6 December 2019 2 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report

Index

Adopted Report

Events Tourism and Governance Committee Meeting

Tuesday, 3 December 2019

Item Direct. File Page Subject

1 OCOO LG115/1355/01/2019(P1) 4 Events Tourism and Governance Committee Action List and Forward Planning Schedule

2 OCOO LG113/580/24(P1) 5 City Operational Plan 2019-20: Performance Report Quarter One

3 OCOO LG964/06/20/02/CF(P1) 11 Audit Committee 2020 Composition

4 OS HR829/02(P1) 17 Travel and Travel Related Expenses – Councillors And Staff 1 July – 30 September 2019

5 OS IM634/171/05(P5) 25 Information Management Policy and Information Privacy Policy

6 OCEO HR203(P10) 137 Corporate Structure Report No 27

7 OCEO CS105/2018/01/01(P1) 150 Gold Coast 2018 Commonwealth Games

Closed Session

8 OS RV36/188/-(P14) 243 2019-20 Quarter One Report – Rates and Water Debt Management

9 OS RV36/188/01(P6) 252 Sale Of Land For Overdue Rates

OCEO Strategic Review of Fleet Services – Presentation Only

OCEO - State of Organisation 2018-19 – Presentation Only

General Business

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

784th Council Meeting 6 December 2019 3 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ADOPTED BY COUNCIL 06 DECEMBER 2019

RESOLUTION G19.1206.013 moved Cr La Castra seconded Cr PC Young

That the Report of the Events, Tourism and Governance Committee Recommendations of Tuesday 3 December 2019, numbered ETG19.1203.001 to ETG19.1203.009, be adopted.

CARRIED

ATTENDANCE

Cr R La Castra (Chairperson) Cr P C Young Cr D Gates Cr W M A Owen-Jones Cr K L Boulton Cr P A Taylor Cr D I McDonald Cr G M O'Neill

Cr G Tozer visitor

Mr D R Dickson Chief Executive Officer Mr A J McCabe Chief Operating Officer Mr G Mather Acting Director Organisational Services Mr S Hinde Executive Coordinator Business Engagement Ms M Forsyth Coordinator Governance, Risk, Compliance and Security

APOLOGY / LEAVE OF ABSENCE

Nil

PRESENTATIONS

CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS

PROCEDURAL MOTION moved Cr Boulton seconded Cr Taylor

That the Committee move into Closed Session pursuant to section 275 (1) of the Local Government Regulation 2012, for the consideration of the following item/s for the reason/s shown:-

Subject Reason

Strategic Review of Fleet Services (Presentation Only) Industrial matters affecting employees

CARRIED

PROCEDURAL MOTION moved Cr La Castra seconded Cr Boulton

That the Committee move into Open Session. CARRIED

Note: The proposed State of Organisation 2018-19 presentation was deferred to a future meeting

784th Council Meeting 6 December 2019 4 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 1 OFFICE OF THE CHIEF OPERATING OFFICER EVENTS TOURISM AND GOVERNANCE COMMITTEE ACTION LIST AND FORWARD PLANNING SCHEDULE LG115/1328/01/2019(P1)

Item Action Officer &/or Branch

Action/Previous Resolution

(785) Events, Tourism and Governance Committee 28 January 2020

Controlled Entities Policy Office of the Chief Executive Officer

Olympics 2032 Update Office of the Chief Executive Officer

Presentation Only

(786) Events, Tourism and Governance Committee 13 February 2020

RECOMMENDATION It is recommended that Council resolves as follows: That the list of proposed Agenda Items for the Events, Tourism and Governance Committee be noted. Authorised by:

Joe McCabe TRACKS REF: # 54648256 Chief Operating Officer COMMITTEE RECOMMENDATION ETG19.1203.001 moved Cr Owen-Jones seconded Cr Boulton That the list of proposed Agenda Items for the Events, Tourism and Governance Committee be noted.

CARRIED

784th Council Meeting 6 December 2019 5 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 2 OFFICE OF THE CHIEF OPERATING OFFICER CITY OPERATIONAL PLAN 2019-20: PERFORMANCE REPORT QUARTER ONE LG113/580/24(P1) Refer Attachment 1 – Performance Dashboard: City Operational Plan 2019-20 Quarter 1 Refer Attachment 2 – Performance Dashboard: Legend and Definitions 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The City Operational Plan 2019-20, adopted by Council 13 June 2019 supports the delivery of Gold Coast 2022 and provides direction for all City of Gold Coast services during the current year.

This report is a legislative requirement under the Local Government Act 2009 and section 174 of the Local Government Regulation 2012, which requires a written assessment of the progress towards implementing the annual operational plan. 4 PREVIOUS RESOLUTIONS Ex Minute G18.1207.016 – Adoption of Gold Coast 2022 Corporate Plan (revised version) Ex Minute G19.0613.032 – Adoption of Annual Plan and Budget 2019-20. 5 DISCUSSION The Operational Plan for 2019-20 comprises eight external Service Programs, delivering 35 services, and two internal Service Programs comprising 13 services.

This report provides an assessment of the financial and non-financial performance of City Operational Plan initiatives during quarter one of 2019-20. 5.1 CITY OPERATIONAL PLAN 2018-19 PROGRESS

As at quarter one, the City Operational Plan consisted of 55 reported initiatives with a total budget of $259.1 million.

A summary of the key results are below:

Non-financial progress:

42 (76%) of the 55 initiatives were either ‘On Track’ or ‘Completed’

10 (18%) were ‘Monitor’ and 2 (4%) were ‘On Hold’

1 initiative (2%) has been assessed as ‘Action Required’ - the planning of Tranche 3 of the Cyber Resilience Program is still to be finalised and a recovery plan and re-baselining activity is being considered by the Steering Committee.

Financial progress:

Year-to-date spend was $28.6 million (11%) of the total budget of $259.1 million (excluding commitments) as at 25% of the year elapsed.

784th Council Meeting 6 December 2019 6 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2019-20: PERFORMANCE REPORT QUARTER ONE LG113/580/24(P1) Commitments as at Q1 total $108 million (42%) bringing the year-to-date spend and

commitments total to $136.6 million (53%) of the total budget of $259.1 million as at 25% of the year elapsed.

1 initiative (2%) has been assessed as ‘Action Required’ - the planning of Tranche 3 of the Cyber Resilience Program is still to be finalised and a recovery plan and re-baselining activity is being considered by the Steering Committee.

The performance dashboard can be found at Attachment 1. 5.2 PROPOSED VARIATIONS TO THE OPERATIONAL PLAN A number of additions to the City Operational Plan are proposed as a result of carry-over of Gold Coast 2022 signature actions and new key initiatives for the recently endorsed Water Strategy (see table below).

*Strategy Key: C=Culture, E=Economic Development, N=Our Natural City, O=Ocean Beaches, S=Solid Waste, T=Transport

784th Council Meeting 6 December 2019 7 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2019-20: PERFORMANCE REPORT QUARTER ONE LG113/580/24(P1) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN This report summarises Council’s progress towards implementing the City Operational Plan 2019-20 including Signature Actions from the Corporate Plan Gold Coast 2022. 7 FUNDING AND RESOURCING REQUIREMENTS This report has been developed using existing internal resources only. 8 RISK MANAGEMENT The initiatives covered by this report address a range of risks on the Corporate Risk Register. 9 STATUTORY MATTERS This report is presented to Council pursuant to the Local Government Act 2009 and section 174 of the Local Government Regulation 2012, which states:

“(3) The chief executive officer must present a written assessment of the local government’s progress towards implementing the annual operational plan at meetings of the local government held at regular intervals of not more than 3 months. (4) A local government may, by resolution, amend its annual operational plan at any time before the end of the financial year. (5) A local government must discharge its responsibilities in a way that is consistent with its annual operational plan.”

10 COUNCIL POLICIES Not applicable. 11 DELEGATIONS Not applicable. 12 COORDINATION & CONSULTATION Each Director has approved directorate contributions to this report. 13 STAKEHOLDER IMPACTS Not applicable. 14 TIMING This report is provided on a quarterly basis in accordance with section 174 of the Local Government Regulation 2012. This performance report provides a performance assessment of the City Operational Plan 2019-20 for quarter one.

784th Council Meeting 6 December 2019 8 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 2 (Continued) CITY OPERATIONAL PLAN 2019-20: PERFORMANCE REPORT QUARTER ONE LG113/580/24(P1) 15 CONCLUSION As at quarter one, 76% (42) of the Operational Plan initiatives were either ‘On Track’ or ‘Completed’ and 53% ($136.6 million) of the revised budget of $259.1 million has been spent or committed. This represents good progress on implementation as at Quarter 1. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 Approve the City Operational Plan 2019-20 Quarter 1 Performance Report

2 Approve the proposed variations to the City Operational Plan 2019-20 (identified at section 5.2 of this Report).

Author: Authorised by:

Sarah Wilton Joe McCabe Manager Corporate Planning and Performance

Chief Operating Officer

11 November 2019

TRACKS REF: 74702816 COMMITTEE RECOMMENDATION ETG19.1203.002 moved Cr Owen-Jones seconded Cr Boulton 1 Approve the City Operational Plan 2019-20 Quarter 1 Performance Report

2 Approve the proposed variations to the City Operational Plan 2019-20 (identified at section 5.2 of this Report).

CARRIED


Performance Dashboard: City Operational Plan 2019-20 Quarter 1 Attachment 1


Performance Dashboard: Legend and Definitions Attachment 2

Term Definition

YTD Spend or % Spend

Year-To-Date expenditure. This does not include commitments for the financial year.

YTD Spend + Commitments

Year-To-Date expenditure and commitments for the financial year.

Commitments Project commitments for the project from the Corporate financial system (SAP).

Revised Budget The current year's approved budget for the project as per the last budget adoption or budget review.

Note 1 All percentages in the dashboard report have been rounded.

Note 2 SAP financial data is as at 9 October 2019 to adjust for end of month adjustments.

Note 3 Initiative Q1 data (excluding SAP financial data) is as at 30 September 2019.

Note 4

Initiative Dashboard Source: TRACKS-#74527262-v1-SHAREPOINT_#1_2019-20_INITIATIVE_DATA saved at G:\SHARE\CPP Reporting\10. 2019-20 Reporting\Q1 2019-20 Reporting

784th Council Meeting 6 December 2019 11 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 OFFICE OF THE CHIEF EXECUTIVE OFFICER AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1) 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT This report recommends a range of extensions to Audit Committee appointments of independent members. These extensions will support continued stability in the operations of the Audit Committee and maintain the strategy of staggering tenure periods of committee members for succession planning purposes. 4 PREVIOUS RESOLUTIONS

G12.0622.018 (in part)

That Council appoint the following independent external members to the AAC for the specified terms: Mr Bill Turner - 1 July 2012 to 30 June 2016

G15.0602.014 (in part)

That Council extend the appointment of Mr Bill Turner as independent member to the Audit Committee for a further two years to 30 June 2017.

That Council appoint Mr Bill Turner as Audit Committee chairperson from 1 July 2015 to 30 June 2017.

GA15.1208.011 in part

That the appointment of Mr Bill Turner as independent member to the Audit Committee be extended to 31 December 2018.

G17.0613.014 (in part)

That Council extend the tenure of Mr Bill Turner as chairperson of Council’s Audit Committee until 31 December 2018 and extend his appointment as independent member of the Audit Committee until 31 December 2019.

G18.1207.016

That Council extend the tenure of Mr Bill Turner as chairperson of Council’s Audit Committee to align with this membership of the Audit Committee until 31 December 2019.

G16.0607.017 (in part)

That Council appoint Mr Geoff King as the fourth external independent member of the Audit Committee for the initial period 1 July 2016 to 31 December 2019.

784th Council Meeting 6 December 2019 12 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 (Continued) AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1)

G17.0131.017 (in part)

That Council appoint Mr Mitchell Petrie as the independent member of the Audit Committee for an initial four year period from 1 February 2017 to 31 December 2020.

G18.0621.052 (in part)

That Council appoint Mrs Kerry Phillips to replace Mr Scanlan as independent member of the Audit Committee for an initial three and a half year period from 1 July 2018 to 31 December 2021.

5 DISCUSSION As a large Local Government, Council is required by section 105(3) of the Local Government Act 2009 to establish an Audit Committee. The Local Government Regulation 2012 section 210 also stipulates that the composition of the Audit Committee must consist of a minimum of three and a maximum of six members, and one, but no more than two, councillors appointed by the local government. Council’s Audit Committee Policy and Charter set out the purpose, responsibilities, membership and administrative arrangements for the committee in accordance with these legislative requirements. Council’s Audit Committee currently consists of six members:

two councillors – Councillor Owen-Jones and Councillor Tozer; and

four independent members – Mr Bill Turner (Chair), Mr Geoff King and Mr Mitchell Petrie and Mrs Kerry Phillips.

Current independent member appointments are as follows:

Mr Bill Turner - member to 31 December 2019 and Chairperson to 31 December 2019

Mr Geoff King - member to 31 December 2019

Mr Mitchell Petrie - member to 31 December 2020

Mrs Kerry Phillips – member to 31 December 2021

Council also appoints one of the external members as chairperson of the Audit Committee as a further demonstration of the importance of independence and objectivity during committee deliberations. Mr Bill Turner’s current appointment as chairperson and member of the Audit Committee is until 31 December 2019.

To provide for an orderly handover of the chairperson role at the end of this period, it is recommended that Mr Turner’s appointment as a member of the committee is extended to 31 December 2020 to allow for a 12 month transition to the next committee chairperson.

784th Council Meeting 6 December 2019 13 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 (Continued) AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1) The continuation of Mr Turner as an experienced independent member of the Audit Committee is supported on the basis of past performance and the need for ongoing stability in the operation of the committee. Based on the performance of the committee after serving several years as an independent member of the committee and providing a succession plan for the chairperson role, it is recommended that Council appoint Mr Mitchell Petrie as Audit Committee chairperson from 1 January 2020 to 31 December 2021, and also extend his membership to 31 December 2022. To support continued stability in the operations of the Audit Committee and maintain the strategy of staggering tenure periods of committee members for succession planning, this report also recommends extending the tenure of Mr Geoff King as an independent member of the Audit Committee for a further three years from 1 January 2020. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN An effective Audit Committee is crucial to the achievement of the following Corporate Plan outcomes for Council:

Key Focus Area: Corporate Governance, organisational capability and customer contact

Outcome A: Delivering effective corporate governance

Action A2.4: Organisational Foundations – implement internal controls which support the organisation to deliver its vision and plans, minimise risk, promote efficiency and ensure compliance with legislation.

7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations The recommendations contained in this report do not require any additional funding. Council remunerates external independent members of the Audit Committee. External members are paid $4,886.00 per annum which covers all time, travel and incidental expenses paid quarterly in advance, with an additional $2,400.00 per annum for the independent chairperson. Remuneration is adjusted annually for CPI. These amounts are budgeted for annually within the Corporate Assurance-Audit Committee budget centre funded from SAP Cost Centre 1005509 Audit Committee. Costs for Capital Works and Service Proposals Not Applicable. In accordance with the budget review guidelines the following circumstances require referral to the Special Budget Committee Not Applicable. People and Culture Not Applicable.

784th Council Meeting 6 December 2019 14 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 (Continued) AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1) 8 RISK MANAGEMENT Council’s Risk Management Information System includes a range of identified risks and mitigations, which are subject to regular monitoring by the Audit Committee. 9 STATUTORY MATTERS Section 105(3) of the Local Government Act 2009 and section 210 of the Local Government Regulation 2012 are relevant. Local Government Act 2009

s105 Auditing, including internal auditing (2) Each large local government must also establish an audit committee. (3) A large local government is a local government that belongs to a class

prescribed under a regulation. (4) An audit committee is a committee that—

(a) monitors and reviews— (i) the integrity of financial documents; and (ii) the internal audit function; and (iii) the effectiveness and objectivity of the local government’s internal auditors; and

(b) makes recommendations to the local government about any matters that the audit committee considers need action or improvement.

Local Government Regulation 2012 S210 Audit committee composition

(1) The audit committee of a local government must— (a) consist of at least 3 and no more than 6 members; and (b) include—

(i) 1, but no more than 2, councillors appointed by the local government; and (ii) at least 1 member who has significant experience and skills in financial matters.

(2) The chief executive officer cannot be a member of the audit committee but can attend meetings of the committee.

(3) The local government must appoint 1 of the members of the audit committee as chairperson.

10 COUNCIL POLICIES Council’s Audit Committee Policy and Charter outline the purpose, responsibilities, membership and administrative matters relating to the Audit Committee. 11 DELEGATIONS Not Applicable.

784th Council Meeting 6 December 2019 15 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 (Continued) AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1) 12 COORDINATION & CONSULTATION The Chairperson of the Governance, Administration and Finance Committee, the Chief Executive Officer and the current Chairperson of the Audit Committee were consulted in relation to the recommendations contained in this report.

Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

Is the Stakeholder Satisfied With Content of Report and Recommendations

Chairperson, Audit Committee Bill Turner

Independent member Consulted Only

13 STAKEHOLDER IMPACTS Continuation of the practice of extending experienced external professional members to Council’s Audit Committee is consistent with strong governance practices and will benefit the Gold Coast community and Council by facilitating independent, objective and effective oversight of Council’s operations. 14 TIMING Appointment periods of independent members are staggered where possible to minimise the risk of significant concurrent turnover of committee members and allow for succession planning. 15 CONCLUSION To maintain the existing broad mix of skills, qualifications and experience on Council’s Audit Committee and to continue the current practice of staggering the appointment of independent committee members, it is recommended that Council endorse the following extensions and appointments outlined in this report. The tenure of current Audit Committee chairperson and member Mr Bill Turner is due to expire on 31 December 2019. Mr Turner’s membership is to be extended a further 12 months to facilitate transition to a new chairperson, while Mr Geoff King’s tenure is to be extended a further three years. This report recommends that Council resolves to extend the original appointment resolution of Mr Mitchell Petrie, to 31 December 2021, and that Mr Petrie be appointed as committee Chair from 1 January 2020 for a two year period. Following these extension and appointments, if the recommendations in this report are accepted, the tenures of each independent Audit Committee members will be as follows:

Mr Mitchell Petrie - member to 31 December 2022/ Chairperson to 31 December 2021

Mr Bill Turner – member to 31 December 2020

Mrs Kerry Phillips – to 31 December 2021

Mr Geoff King - member to 31 December 2022

784th Council Meeting 6 December 2019 16 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 3 (Continued) AUDIT COMMITTEE 2020 COMPOSITION LG964/06/20/02/CF(P1) 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council extend the appointment of Mr Bill Turner as independent member to the

Audit Committee for a further 12 months to 31 December 2020.

2 That Council appoint Mr Mitchell Petrie as Audit Committee chair from 1 January 2020 to 31 December 2021 and extend his membership by two years to 31 December 2022.

3 That Council extend the appointment of Mr Geoff King as independent member to the Audit Committee for a further three years to 31 December 2022.

4 That Council acknowledges the contribution of current Audit Committee chairperson, Mr Bill Turner, and thanks him for his dedication in the role since July 2015.

5 That the CEO issues relevant documentation to formalise these extensions and appointments.

6 That Council note the appointment of external members will continue to require funding over more than one financial year, and that similar annual funding to that approved in the 2019-20 budget will be required in future years.


Grant Mather Joe McCabe Acting Director, Organisational Services Chief Operating Officer 20 November 2019

TRACKS REF: 74402666 COMMITTEE RECOMMENDATION ETG19.1203.003 moved Cr Owen-Jones seconded Cr Boulton 1 That Council extend the appointment of Mr Bill Turner as independent member to

the Audit Committee for a further 12 months to 31 December 2020.

2 That Council appoint Mr Mitchell Petrie as Audit Committee chair from 1 January 2020 to 31 December 2021 and extend his membership by two years to 31 December 2022.

3 That Council extend the appointment of Mr Geoff King as independent member to the Audit Committee for a further three years to 31 December 2022.

4 That Council acknowledges the contribution of current Audit Committee chairperson, Mr Bill Turner, and thanks him for his dedication in the role since July 2015.

5 That the CEO issues relevant documentation to formalise these extensions and appointments.

6 That Council note the appointment of external members will continue to require funding over more than one financial year, and that similar annual funding to that approved in the 2019-20 budget will be required in future years.

CARRIED

784th Council Meeting 6 December 2019 17 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 4 ORGANISATIONAL SERVICES TRAVEL AND TRAVEL RELATED EXPENSES – COUNCILLORS AND STAFF 1 JULY – 30 SEPTEMBER 2019 HR829/02(P1) Refer Attachment A and B 1 BASIS FOR CONFIDENTIALITY Not applicable. 2 EXECUTIVE SUMMARY Not applicable. 3 PURPOSE OF REPORT This report provides a summary of Council funded travel activities for Councillors and staff for the period 1 July to 30 September 2019 and a comparison report summarising travel expenditure for 1 July to 30 September 2018. 4 PREVIOUS RESOLUTIONS Ex Council Minute No GF08.0611.007:

“That a report be brought back to Council on all conferences paid for by Council, attended by staff, contractors or consultants, on a three monthly basis. The report to contain details of the dates, cost, the relevant budget numbers they were charged to, and whether the attendees were speakers at the conference or convention.”

5 DISCUSSION A report of Council funded travel activities for Councillors and staff for the period 1 July to 30 September 2019 is provided as Attachment A. There were 63 travel requests processed within this period. There were 9 conference speakers (Council employees). The following table shows a comparison with the same period last year.

1 Jul – 30 Sep 2018 1 Jul – 30 Sep 2019

No. of Travel Requests

Total Expenditure ($)

No. of Travel Requests

Total Expenditure ($)

Commonwealth Games Related Travel 0 0 0 0 Conferences 40 94,939 36 69,336 Business Meetings 27 28,762 14 18,352 Trade Missions 4 31,736 0 0 Awards Ceremony 1 502 0 0 Study Tours / Site Visits 4 5,183 3 4,326 Expo / Trade Show 0 0 1 1,227 Conference Speakers 8 7,564 9 11,808

Total 84 168,686 63 105,049

784th Council Meeting 6 December 2019 18 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 4 (Continued) TRAVEL AND TRAVEL RELATED EXPENSES – COUNCILLORS AND STAFF 1 JULY – 30 SEPTEMBER 2018 HR829/02(P1) A comparison report by directorate for travel related expenditure for the period 1 July to 30 September 2018 and 1 July to 30 September 2019 is provided as Attachment B. Also provided in Attachment B is a quarterly international travel comparison summary report. This report summarises total international travel related expenditure for the periods 1 July to 30 September 2018 and 1 July to 30 September 2019. The expenditure on travel and related activities for the 2019-20 financial year of $105,049 represents 0.01% of Council’s initial accrual budget of $1.730 billion for 2019-20. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Not applicable. 7 FUNDING AND RESOURCING REQUIREMENTS All travel costs are funded from individual directorate budgets. 8 RISK MANAGEMENT Not applicable. 9 STATUTORY MATTERS The Local Government Regulation 2012 requires disclosure of overseas travel in Council’s Annual Report. 10 COUNCIL POLICIES Corporate Travel and Accommodation Policy – Employees and Contractors. Expenses Reimbursement and Provision of Facilities for Mayor and Councillors Policy. 11 DELEGATIONS Not applicable. 12 COORDINATION & CONSULTATION Not applicable. 13 STAKEHOLDER IMPACTS Not applicable. 14 TIMING This Report is for the period of 1 July to 30 September 2019.

784th Council Meeting 6 December 2019 19 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 4 (Continued) TRAVEL AND TRAVEL RELATED EXPENSES – COUNCILLORS AND STAFF 1 JULY – 30 SEPTEMBER 2018 HR829/02(P1) 15 CONCLUSION The attached summary of travel expenditure is submitted for the information of Council. The report lists activities undertaken by Council that require either airfares or accommodation for staff, contractors or Councillors to attend an event. All travel is subject to a formal approval process. Furthermore, there is regular corporate oversight through reports to the CEO and external disclosure via Council’s Annual Report. Overall, Council’s travel costs continue to amount to a very small percentage of Council’s overall annual budget i.e.0.01%. 16 RECOMMENDATION It is recommended that Council resolves as follows: That the information contained in the report be noted. Author: Authorised by:

Christina Da Silva Grant Mather Corporate Travel and Admin Officer A/Director Organisational Services 7 November 2019 TRACKS REF: 74656245 COMMITTEE RECOMMENDATION ETG19.1203.004 moved Cr Owen-Jones seconded Cr Boulton That the information contained in the report be noted.

CARRIED

As at: 11 October 2019

From To Position Title Description Provider Venue Reg Fee** Travel Accom Other* Total Gross Cost

9/07/2019 9/07/2019 Energy Management Project Engineer Site visit to view the Co-generation Unit at Rivalea Evo Group Corowa $0 $591 $0 $91 $681

6/08/2019 10/08/2019 Energy Management Project Engineer Spencer Gulf Renewable Energy Conference Informa Australia Pty Ltd Adelaide $1,645 $349 $326 $363 $2,683

10/09/2019 12/09/2019 Executive Officer - Office of the CEO LGMA Queensland Annual Conference 2019 Local Government Managers

Association Townsville $1,580 $258 $430 $224 $2,492

$3,225 $1,198 $756 $677 $5,856


11/07/2019 11/07/2019 Supervising Conservation Officer

The Australian Mammal Society Conference (Koala Research Day) The Australian Mammal Society Sydney $180 $288 $0 $84 $552

31/07/2019 1/08/2019 Manager City Development The 2nd Build to Rent Australia Conference Melbourne Criterion Conferences Melbourne $1,308 $460 $162 $356 $2,286

18/08/2019 19/08/2019 Chief Innovation and Economy Officer

4th Annual Australian Smart Cities, Digitization & Infrastructure Summit Aventedge Sydney $0 $310 $0 $0 $310

19/08/2019 21/08/2019 Digital Developer AWS Public Sector Summit Amazon Web Services Canberra $0 $427 $355 $246 $1,027

25/08/2019 28/08/2019 Supervising Environmental Planner National Biodiversity Offsets Conference 2019 Environmental Institute of Australia &

New Zealand Canberra $1,004 $439 $483 $269 $2,195

25/08/2019 28/08/2019 Senior Environmental Policy Officer National Biodiversity Offsets Conference 2019 Environmental Institute of Australia &

New Zealand Canberra $1,004 $496 $483 $330 $2,312

3/09/2019 7/09/2019 Executive Coordinator Devices and Systems (IoT) International Built Environment Week 2019 Building and Construction Authority Singapore $0 $1,420 $1,445 $862 $3,727

3/09/2019 7/09/2019 Chief Innovation and Economy Officer International Built Environment Week 2019 Building and Construction Authority Singapore $0 $1,420 $1,445 $807 $3,672

16/09/2019 17/09/2019Executive Coordinator Contributed Assets And Development Compliance

Local Government Regulation & Compliance Conference Criterion Conferences Sydney $1,979 $263 $331 $302 $2,874

16/09/2019 17/09/2019 Supervisor Development Compliance Planning

Local Government Regulation & Compliance Conference Criterion Conferences Sydney $1,979 $263 $331 $263 $2,836

$7,454 $5,784 $5,035 $3,519 $21,792

Booking Comment***

Conference Speaker

Booking Comment***

Total:

CEO Approval

Total:

CEO Approval

CEO Approval

G19.0514.015 / CEO ApprovalG19.0514.015 / CEO Approval

CEO Approval

Attachment A

Quarterly Travel Report1 July to 30 September 2019

CEO Office

Economy, Planning & Environment

784th Council Meeting 6 December 2019 Events, Tourism and Governance Committee Meeting 3 December 2019

20 Adopted Report


1/08/2019 2/08/2019 Councillor Division 13 ALGWA (Q) Leading with Influence Leadership Forum ALGWA Australian Local Government Women's Association Brisbane $350 $0 $186 $15 $551

$350 $0 $186 $15 $551


4/07/2019 8/07/2019 Librarian - Local Studies ALIA New Librarians' Symposium 9 Australian Library and Information Association Adelaide $435 $427 $640 $379 $1,881

12/07/2019 19/07/2019 Lifeguard Participant of the 2019 Outbound Kanagawa Lifeguard Exchange Kanagawa Government Kanagawa, Japan $0 $1,482 $0 $340 $1,822

12/07/2019 19/07/2019 Lifeguard Participant of the 2019 Outbound Kanagawa Lifeguard Exchange Kanagawa Government Kanagawa, Japan $0 $1,482 $0 $340 $1,822

5/08/2019 7/08/2019 Leading Hand Cemetery Services 2019 ACCA QLD Education Seminar Australian Cemeteries and Crematoria

Association Mackay $295 $381 $322 $289 $1,287

6/08/2019 12/08/2019 Senior Arts And Culture Project Officer

Darwin Aboriginal Art Fair Foundations Indigenous Curators Program and Symposium 2019 Darwin Aboriginal Art Fair Foundation Darwin $0 $680 $1,009 $775 $2,463

9/09/2019 14/09/2019 Manager Health Regulatory And Lifeguard Services EHA (QLD) Inc 78th Annual State Conference 2019 Environmental Health Australia Mission Beach $770 $305 $849 $620 $2,543

11/09/2019 13/09/2019 Manager City Libraries QPLA 2019 Conference Queensland Public Libararies Association Mackay $480 $505 $308 $275 $1,568

$1,980 $5,263 $3,127 $3,017 $13,387


29/07/2019 31/07/2019 Coordinator Corporate Risk And Business Continuity BCI Australasia Summit 2019 Business Continuity Institute Sydney $2,140 $226 $387 $336 $3,088

11/08/2019 13/08/2019 Executive Coordinator Strategic Asset Management Mainstream 2019 Conference The Event Management Group Melbourne $3,485 $307 $399 $308 $4,499

11/08/2019 13/08/2019 Senior Asset Data Officer (governance) Mainstream 2019 Conference Eventful Management Melbourne $0 $435 $414 $170 $1,018

9/09/2019 9/09/2019 Coordinator Asset Data (governance) Chief Data & Analytics Officer (Focus Day) Corinium Global Intelligence Melbourne $1,045 $268 $159 $326 $1,798

10/09/2019 12/09/2019 Chief Operating Officer LGMA Queensland Annual Conference 2019 Local Government Managers Association Townsville $0 $484 $0 $0 $484

17/09/2019 18/09/2019 Executive Coordinator Internal Audit

Gartner Annual audit Retreat for Key Deputies Conference Gartner Group Melbourne $0 $382 $166 $242 $790

$6,670 $2,101 $1,524 $1,383 $11,678

Booking Comment***

CEO Approval

Total:

Council

Lifestyle and Community

Total:

Booking Comment***

Conference Speaker

CEO Approval

CEO Approval

Booking Comment***

CEO Approval

Office of the Chief Operating Officer

Total:


21 Adopted Report


1/08/2019 2/08/2019Executive Coordinator Procurement Planning and Development

ALGWA Leadership Forum 2019 Australian Local Government Women's Association Brisbane $0 $0 $152 $21 $173

1/08/2019 2/08/2019 Executive Coordinator Procurement Operations ALGWA Leadership Forum 2019 Australian Local Government Women's

Association Brisbane $0 $0 $152 $46 $199

5/08/2019 7/08/2019 Chief People and Culture Officer Reimagine HR - Conference Gartner Group Sydney $0 $235 $448 $374 $1,058

22/08/2019 22/08/2019 Manager Customer Contact National Event Program Business Meeting Sydney Agenda Strativity Sydney $0 $288 $0 $0 $288

22/08/2019 23/08/2019 Chief Information Officer 2019 The Future of Procurement Conference Procurement Australia Melbourne $0 $0 $0 $354 $354

2/09/2019 3/09/2019 Coordinator Category & Relationship Management Conference Your Future in Procurement Local Buy Brisbane $880 $0 $148 $78 $1,106

10/09/2019 13/09/2019 Chief Information Officer 2019 Infor Public Sector User Forum Infor Global Solutions Adelaide $1,100 $435 $544 $332 $2,411

$1,980 $958 $1,445 $1,205 $5,587


9/07/2019 9/07/2019 Coordinator Customer Management WSAA Meeting Water Sewers Association of Australia Sydney $0 $171 $0 $121 $292

21/07/2019 22/07/2019 Executive Coordinator Integrated Waste Planning

Modernising APAC Water Systems in the Digital Age Conference SWAN Asia-Pacific Alliance Twin Waters, QLD $150 $0 $228 $93 $471

21/07/2019 22/07/2019 Senior Water Use Officer Modernising APAC Water Systems in the Digital Age Conference SWAN Asia-Pacific Alliance Twin Waters, QLD $150 $0 $228 $93 $471

21/07/2019 22/07/2019 Coordinator Network Monitoring

Modernising APAC Water Systems in the Digital Age Conference SWAN Asia-Pacific Alliance Twin Waters, QLD $150 $0 $228 $93 $471

24/07/2019 25/07/2019Executive Coordinator Strategic Asset and Data Management

WSAA Asset Management Network Meeting 2 Water Services Association of Australia Melbourne $350 $346 $189 $196 $1,081

18/08/2019 21/08/2019 Director Water and Waste Action 2030 Watercare Conference Watercare New Zealand Auckland $0 $780 $564 $637 $1,980

2/09/2019 3/07/2019 Manager Business Performance

Water Services Association of Australia FS & R Business Meeting Water Services Association of Australia Melbourne $100 $285 $193 $265 $842

9/09/2019 11/09/2019 Director Water and Waste Water Services Association of Australia Symposium and Members Business Meeting, Water Services Association of Australia Canberra $0 $566 $607 $220 $1,393

10/09/2019 13/09/2019 Manager Asset Solutions Conference No Dig Down Under 2019 Plus Business Meetings in Canberra Trenchless Australia Canberra/Melbourne $1,000 $654 $498 $371 $2,523

11/09/2019 13/09/2019 Senior Engineer Asset Technical Standards WSAA Code and Appraisal Group Business Meeting Water Services Association of Australia Melbourne $350 $466 $355 $407 $1,577

18/09/2019 20/09/2019 Coordinator Source Control WSAA Wastewater Source Management Network Meeting Water Services Association of Australia Cairns $350 $540 $258 $180 $1,329

$2,600 $3,808 $3,346 $2,675 $12,429

Booking Comment***

Organisational Services

Conference Speaker/ registration, flights & accommodation funded by conference organiser

Booking Comment***

Water and Waste

Total:

Total:

CEO Approval

CEO Approval

CEO Approval

CEO Approval


22 Adopted Report


3/07/2019 26/07/2019 Director Transport and Infrastructure

23rd International Symposium on Transportation and Traffic Theory and Business Meetings

International Advisory Committee Members London/Luasanne $0 $7,536 $1,364 $2,051 $10,951

30/07/2019 1/08/2019 Strategic Transport Planner AITPM National Conference Australian Institute of Traffic Planning and Management Incorporated (AITPM) Adelaide $1,360 $498 $317 $192 $2,367

30/07/2019 2/08/2019 Road Safety Project Officer AITPM National Conference Australian Institute of Traffic Planning and Management Incorporated (AITPM) Adelaide $0 $0 $0 $217 $217

13/08/2019 14/08/2019 Coordinator Transport Structures Bridge Asset Management & Renewal Conference Criterion Conferences Sydney $2,199 $108 $186 $226 $2,720

14/08/2019 18/08/2019 Executive Coordinator Survey Services 15th South East Asia Survey Congress/Conference SSSI Qld Darwin $1,343 $684 $888 $392 $3,307

22/08/2019 23/08/2019 Manager Business And Program Management Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

22/08/2019 23/08/2019 Manager City Maintenance Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

22/08/2019 23/08/2019 Director Transport and Infrastructure Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

22/08/2019 23/08/2019 Manager Infrastructure Delivery Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

22/08/2019 23/08/2019 Manager Transport And Traffic Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

22/08/2019 23/08/2019 Manager City Assets Working Day Directorate Leadership Team Meeting City of Gold Coast Mount Tamborine $0 $0 $100 $0 $100

2/09/2019 5/09/2019 Project Officer (disaster Management) 2019 Guardian User Group Conference QIT Plus Ayr $844 $532 $414 $297 $2,087

2/09/2019 5/09/2019 Coordinator Disaster Management 2019 Guardian User Group Conference QIT Plus Ayr $844 $558 $414 $160 $1,976

10/09/2019 13/09/2019 Coordinator Beaches Australasian Coasts & Ports 2019 Conference Encanta Event Management Hobart $1,624 $378 $498 $450 $2,950

16/09/2019 18/09/2019 Director Transport and Infrastructure National Roads and Traffic Expo 2019 Terrapinn Pty Ltd Melbourne $0 $695 $507 $451 $1,653

16/09/2019 18/09/2019 Coordinator Transport Infrastructure Program National Roads and Traffic Expo 2019 Terrapinn Pty Ltd Melbourne $0 $304 $492 $431 $1,227

17/09/2019 18/09/2019 Manager Transport And Traffic National Roads and Traffic Expo 2019 Terrapinn Pty Ltd Melbourne $0 $289 $268 $408 $965

25/09/2019 27/09/2019 Road Safety Project Officer Australasian Road Safety Conference 2019 Australasian College of Road Safety Adelaide $1,700 $432 $369 $249 $2,749

$9,913 $12,014 $6,319 $5,522 $33,768

Reg Fee** Travel Accom Other* Total Gross Cost

Total: $34,171 $31,126 $21,739 $18,013 $105,049

# This report provides information on attendance at business meetings, conferences, seminars and similar activities.* Other - includes daily allowances, cab charges, car hire and other minor costs.** Registration - Includes conference registration or other costs required to attend the event.*** Booking Comments - Where applicable a comment is made to clarify the details of the event attendance.

Conference Speaker / CEO Approval

Conference Speaker/ CEO Approval/ flights, accom, transfers and rego funded by organiser

Transport & Infrastructure

Booking Comment***

CEO Approval


Total:

CEO Approval

Conference Speaker / CEO ApprovalConference Speaker / CEO Approval


CEO Approval

CEO Approval

CEO Approval

CEO Approval

CEO Approval

CEO Approval


23 Adopted Report

Attachment B

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

Lifestyle and Community 7 7 $4,860 $1,980 $3,912 $5,263 $3,671 $3,127 $2,975 $3,017 $15,417 $13,387Councillors 2 1 $464 $350 $8,712 $0 $4,314 $186 $2,069 $15 $15,559 $551Economy, Planning & Environment 12 10 $12,235 $7,454 $4,620 $5,784 $5,869 $5,035 $4,179 $3,519 $26,903 $21,792Traffic and Infastructure 15 18 $12,692 $9,913 $3,832 $12,014 $5,519 $6,319 $3,426 $5,522 $25,470 $33,768Water & Waste 18 11 $450 $2,600 $8,243 $3,808 $7,800 $3,346 $7,247 $2,675 $23,740 $12,429Office of the CEO 5 3 $1,750 $3,225 $2,499 $1,198 $4,131 $756 $2,864 $677 $11,244 $5,856Organisational Services 15 7 $13,889 $1,980 $4,579 $958 $5,445 $1,445 $4,108 $1,205 $28,021 $5,587Office of the Chief Operating Office 10 6 $7,753 $6,670 $5,432 $2,101 $5,226 $1,524 $3,921 $1,383 $22,332 $11,678Total 84 63 $54,093 $34,171 $41,827 $31,126 $41,976 $21,739 $30,790 $18,013 $168,686 $105,049

01 Jul 18 - 30 Sep 18

01 Jul 19 - 30 Sep 19

$0 $3,645$18,335 $0$4,396 $7,399$5,603 $10,951

$10,191 $1,980$6,419 $0

Office of the Chief Operating Officer $6,781 $0$2,568 $0

$54,295 $23,975

(This summary report provides information on international travel, but excludes events that have been funded externally)

Travel Accom TotalOther

01 July - 30 September 2018 and 01 July - 30 September 2019Quarterly International Travel Comparison Summary Report

Total

Lifestyle and CommunityCouncillorsEconomy, Planning & Environment

Quarterly Travel Comparison Summary Report01 July - 30 September 2018 and 01 July - 30 September 2019

(This summary report provides information on attendance at business meetings, conferences, seminar and similar activities)

No. of Attendees Registration

Traffic and InfastructureWater & WasteOffice of the CEO

Organisational ServicesTotal


24 Adopted Report

784th Council Meeting 6 December 2019 25 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 ORGANISATIONAL SERVICES INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07 Refer: Attachment 1 - Draft Information Management Policy Attachment 2 - Draft Records Governance Standard Attachment 3 - Draft Information Asset Custodian Standard Attachment 4 - Draft Metadata Standard Attachment 5 - Draft Information Management Policy - Summary of Material Amendments Attachment 6 - Matrix of Legal and Regulatory Information Management Requirements Attachment 7 - Draft Information Privacy Policy Attachment 8 - Draft Information Privacy Standard Attachment 9 - Draft Information Privacy Breach Response Standard Attachment 10 - Draft Privacy Impact Assessment Guideline Attachment 11 - Draft Information Privacy Policy - Summary of Material Amendments 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT This report seeks Council approval for the new Information Management Policy and Information Privacy Policy. 4 PREVIOUS RESOLUTIONS Ex Council Minute G19.0326.036:

1. That Council note this report.

2. That the proposed Information Management Policy be the subject of an informal workshop comprising Councillors and relevant personnel as identified by the CEO, to be conducted before the next Council meeting.

Ex Council Minute G19.0326.037:


2. That the proposed Information Privacy Policy be the subject of an informal workshop comprising Councillors and relevant personnel as identified by the CEO, to be conducted before the next Council meeting.

Ex Council Minute No. G18.0323.015

That Committee Recommendation ETG18.0320.007 be adopted with a change such that it reads as follows:-


2. That Council does not approve the revised Information Management Policy due to significant concerns over the practicality of some of the measures, outlined in the proposed revised policy.

784th Council Meeting 6 December 2019 26 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07

3. That a consultation workshop is undertaken with Councillors from the Lifestyle and Community Committee and the Events, Tourism and Governance Committee with representative staff from Corporate Communications, Record Services, Legal Services, Councillor Support, Office of the Mayor and the Governance, Risk and Compliance Branches.

5 DISCUSSION 5.1 Background Council has an existing Information Management and Information Privacy Policy which has been due for review since June 2017. In order to more effectively manage information management obligations, the existing Information Management and Information Privacy Policy was separated into two specific draft policies (1. Information Management Policy and 2. Information Privacy Policy) which were presented to Council in March 2018 and again in March 2019 for consideration. The Code of Conduct for Councillors in Queensland was released in September 2018 prior to coming into effect on 3 December 2018. Content related to the Code at that time was incorporated into the draft Information Management Policy and was socialised with senior Council officers and Councillors. A workshop was also held on 20 November 2018 with the Department of Local Government Racing and Multicultural Affairs and Councillors to discuss the implications of the Code including the use of ‘official Council electronic communication accounts’. In accordance with the March 2019 Council resolutions (G19.0326.036, G19.0326.037), an Information Management and Information Privacy workshop was held on 16 April 2019 for the Mayor and Councillors with guidance provided by officers from the Department of Local Government, Racing and Multicultural Affairs; Corporate Communications; Business Innovation and Technology Services; Legal Services; and Councillor Support. The Department also provided Council with advice that the Queensland State Archives were preparing documented guidance relating to Council records. The Queensland State Archives released the Council records: a guideline for mayors, councillors, CEOs and council employees on 2 July 2019. The draft Information Management Policy was updated to align with the guidance provided. Also, subsequent to the workshop a service has been implemented to capture and manage public records created in official LinkedIn, Facebook, Instagram and Twitter accounts by Councillors and Council business units using social media. To assist with managing requirements of the Public Records Act 2002 and Code of Conduct for Councillors in Queensland, support services are available to both Council business units and Councillors. The services include support from Records Services to transfer archived social media content securely into Council’s recordkeeping systems. 5.2 Information Management The draft Information Management Policy (refer Attachment 1) defines the requirements of new and existing legislation relating to information and records management practices required of the Mayor, Councillors and Council staff. The policy contains the following mandatory standards:

784th Council Meeting 6 December 2019 27 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07

Records Governance Standard (refer Attachment 2) directs Council’s practices to comply with the six mandatory records obligations as defined by Queensland State Archives.

Information Asset Custodian Standard (refer Attachment 3) assigns responsibilities for managing Council’s ‘information assets’.

Metadata Standard (refer Attachment 4) provides a framework for applying metadata in Council information systems.

The draft Information Management Policy has been updated to provide coverage of compliance requirements, advice and guidance discussed in the aforementioned two councillor workshops and referenced in the following sources:

Records Governance Policy (Queensland State Archivist) Code of Conduct for Councillors in Queensland Council records: a guideline for mayors, councillors, CEOs and council employees

Attachment 5 of this report provides a summary of material amendments from the current Information Management and Information Privacy Policy against the draft Information Management Policy and standards, whilst Attachment 6 provides a Matrix of Legal and Regulatory Information Management Requirements. 5.3 Information Privacy Policy The draft Information Privacy Policy (refer Attachment 7) has been developed to support Council managing information in accordance with the Information Privacy Act 2009 (Qld). The draft Information Privacy Policy also contains draft standards which are mandatory requirements of the policy as well as a guideline as follows:

Information Privacy Standard (refer Attachment 8) which defines and provides direction to Council’s business and service delivery practices on applying the ‘Information Principles’ prescribed by the Act.

Information Privacy Breach Response Standard (refer Attachment 9) provides a structured five step approach to identifying and managing privacy breaches.

Privacy Impact Assessment Guideline (refer Attachment 10) has been adapted from the template provided by the Queensland Office of the Information Commissioner to support business areas in identifying, evaluating and treating risks related to managing personal information.

Attachment 11 of this report provides a summary of material amendments from the approved Information Management and Information Privacy Policy against the draft Information Privacy Policy, standards and guidelines. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Gold Coast 2022 B: We manage the Council responsibly. 7 FUNDING AND RESOURCING REQUIREMENTS Not Applicable.

784th Council Meeting 6 December 2019 28 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07 8 RISK MANAGEMENT

The draft Information Management Policy and draft Information Privacy Policy contribute to the management of the following corporate risks:

CO000626: Poor quality strategic planning data and governance process, resulting in the inability to analyse and measure the outcomes of our long term strategies and undertake effective strategic planning for the Council.

CO000431: ICT legacy systems leading to business and service failure. CO000612: The City lacks the ability to identify, protect, detect, respond, and recover

from cyber threats leading to a critical system outage, loss or theft of information, financial, legal, and/or reputational damage.

9 STATUTORY MATTERS A duty of care exists for Council to ensure its records are not disposed of where these records may be needed as evidence in a judicial proceeding, including any legal action or a Commission of Inquiry. It is an offence under the Criminal Code Act 1899 (s.129) ‘for a person, who knowing something is or may be needed in evidence in a judicial proceeding, damages it with intent to stop it being used in evidence’. Additionally, public records and information which forms part of Council’s information holdings, are subject to a request for access under the Right to Information Act 2009, the Information Privacy Act 2009 or any other relevant Act and must not be disposed or destroyed until the action is complete, and any applicable appeal period has lapsed. In accordance with the responsibilities, obligations and accountabilities defined in the Information Management Policy; the Mayor, Councillors and staff manage this obligation through processes which include consultation with Legal Services and Record Services. Attachment 6 of this report contains a Matrix of Legal and Regulatory Information Management Requirements. Councils are also required to abide by the recordkeeping policies and guidelines issued by the State Archivist including the Records Governance Policy, the Local Government Sector Retention and Disposal Schedule and the General Retention and Disposal Schedule (GRDS). The Council’s retention and disposal schedules are authorised by the State Archivist and document the disposal of records created by Council. The schedules set out requirements of other legislation to maintain records, for example, public registers. The schedule applies to records created in any format, unless otherwise specified in the class description. The schedule also includes transitory and short term records that are created as part of routine transactional business practices and are only required to be kept for a short period of time. Furthermore, any group of records covered by a disposal freeze issued by the State Archivist cannot be disposed of while the freeze is in place. A notice of an internal ‘records disposal freeze’ is communicated and issued to relevant areas of Council when it is reasonably expected that a judicial proceeding may occur e.g. retaining property files that may contain information on the use of asbestos in buildings. Disposal freezes generally relate to a particular topic or event which has gained prominence or provokes controversy.

784th Council Meeting 6 December 2019 29 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07 The Information Privacy Act 2009 (Qld) recognises the importance of protecting the personal information of individuals. It contains a set of rules or ‘privacy principles’ that govern how Council collects, stores, uses and discloses personal information. The Act also allows an individual to make a complaint about Council’s breach of the privacy principles. The Office of the Information Commissioner can give compliance notices for serious, flagrant or recurring breaches of the privacy principles. For individuals, the potential consequences of unauthorised use or disclosure include, but are not limited to: reputational damage, harm to physical or mental health, financial loss, identity theft, family violence; and physical harm or intimidation. Additionally, the Human Rights Act 2019 (Qld) (in force in January 2020) protects 23 human rights, including the right to privacy and reputation. This Act will introduce a complaints mechanism, allowing individuals to make a complaint about entities performing public sector functions that are acting in a way that is not consistent with human rights, including the right to privacy and reputation. Legislation relevant to this report includes:Code of Conduct for Councillors in Queensland

Evidence Act 1977(Qld) Electronic Transactions Act 2001 (Qld) Human Rights Act 2019 (Qld) Information Privacy Act 2009 (Qld) Local Government Act 2009 (Qld) Local Government Regulation 2012 (Qld) Right to Information Act 2009 (Qld) Planning Act 2016 (Qld) Privacy Act 1988 (Cth) Public Sector Ethics Act 1994 (Qld) Public Records Act 2002 (Qld) Privacy (Tax File Number) Rule 2015 (issued under s

17 of the Privacy Act 1988 (Cth)) Councils are also required to abide by the recordkeeping policies and guidelines issued by the Queensland State Archivist including:

Records Governance Policy Local Government Sector Retention and Disposal Schedule

10 COUNCIL POLICIES Information Management and Information Privacy Policy.

11 DELEGATIONS

There are no proposed changed or new delegations in this report.

784th Council Meeting 6 December 2019 30 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07 12 COORDINATION & CONSULTATION The current approved version of the Information Management and Information Privacy Policy has been under review since June 2017, with the revised draft policies being tabled at Council previously. The table below contains a list of stakeholders that have been consulted on the most recent versions of the draft policies. Name and/or Title of the Stakeholder Consulted

Directorate Is the Stakeholder Satisfied With Content of Report and Recommendations

Joe McCabe, Chief Operating Officer

Office of the COO Yes

Grant Mather, Acting Director Organisational Services

Organisational Services Yes

Glen Potter, Director Organisational Services

Organisational Services consulted

Cherie Watt, Council Solicitor

Office of the COO consulted

Peter Morichovitis, Chief Information Officer


Luke Wallace, Manager Office of the CEO

Office of the CEO consulted

Nicole Waters, Executive Coordinator Corporate Communications

Office of the COO Yes

Sue Hunter, Executive Coordinator Data Intelligence


Sarah Wilton Manager, Corporate Planning & Performance


Matthew Walker, Executive Coordinator Cyber Security


Darren Santer, Coordinator Data Design and Management


Steve McMahon, Coordinator Record Services


13 STAKEHOLDER IMPACTS External / community stakeholder Impacts

There is no significant impact to external stakeholders. Internal (Organisational) Stakeholder Impacts The proposed Information Management Policy and Information Privacy Policy will require focussed implementation plans to ensure that the standards, guidelines and compliant practices are embedded and understood across the organisation.

784th Council Meeting 6 December 2019 31 Events Tourism And Governance Committee Meeting 3 December 2019 Adopted Report ITEM 5 (Continued) INFORMATION MANAGEMENT POLICY AND INFORMATION PRIVACY POLICY IM634/171/07 14 TIMING The policies will come into effect upon Council approval. Legislation covered by the policies is already in operation and specifies the compliance requirements of Council, the Mayor, Councillors and staff. 15 CONCLUSION The approval of the draft Information Management Policy and draft Information Privacy Policy by Council will provide a framework for the Mayor, Councillors and Council staff to manage Council’s information holdings in a manner that demonstrates a commitment to good governance and legislative compliance. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That Council approves the Information Management Policy and the supporting

Standards.

2 That Council approves the Information Privacy Policy and the supporting Standards and Guideline.


Miranda Forsyth Grant Mather Coordinator ICT Governance, Risk, and Compliance

Acting Director Organisational Services

20 November 2019

TRACKS REF: 72682045

COMMITTEE RECOMMENDATION ETG19.1203.005 moved Cr Gates seconded Cr O’Neill 1 That Council approves the Information Management Policy and the supporting

Standards.

2 That Council approves the Information Privacy Policy and the supporting Standards and Guideline.

CARRIED

Draft – Information Management Policy

DETAILS Council Admin

Effective from: Contact officer: ICT Governance and Policy Officer, Business and Technology

Services

Next review date: File reference: IM634/171/07(P3) iSpot #

This policy 23730129 Value Proposition 51066559

OBJECTIVES AND MEASURES Objectives The purpose of this policy is to:

Define the roles, responsibilities and obligations of the Mayor,Councillors and Council staff when creating, receiving, handlingand managing information about the business and administrationof Council of the City of Gold Coast (Council).

Communicate the aspects of information management thatcontribute to strong governance, strategic, business outcomesand improved services.

Support Council to strategically plan and manage information asan asset and coordinate information management practices sothey meet business needs, community expectations andlegislative requirements.

Performance Measures Increase in the maturity of capabilities and instruments (standards, procedures and guidelines) developed and implemented to support the operation of information management functions.

Measurement of Council’s digital recordkeeping maturity reported via Queensland State Archives Records Governance Policy Survey (annual survey with baseline data commencing 2018/2019).

Number of staff and Councillors who have completed annual information management training.

Risk assessment Medium

POLICY STATEMENT This policy defines information management principles for the Council of the City of Gold Coast (Council). The policy also prescribes the compliant information management practices required of the Mayor, Councillors and Council staff for ensuring the safe custody of information owned or held by Council.

A public record is information or data which is related to the administration of council business and the responsibilities of the Mayor, Councillors, and Council staff as prescribed under the Local Government


32 Adopted Report

Attachment 1

Draft – Information Management Policy Act 2009. Accurate and trusted public records are founded on the Mayor, Councillors and staff creating, receiving, using, storing and managing this information according to the requirements of the Public Records Act 2002, the information management principles outlined in this policy and in its supporting information standards and guidelines. Managed information assets, information systems and supporting operational processes are the key components for reliable service delivery by Council to the community. Effective information management builds Council’s capability to realise the strategic, operational and administrative value of its information assets (including public records). Trustworthy, accessible and appropriately secured information is an enabler of informed and transparent decision-making; supports business and audit reporting, communications, transactions and the delivery of stream-lined Council services. Council’s corporate information management responsibilities are defined to communicate individual responsibilities and accountabilities. Leadership and information custodianship responsibilities are defined and assigned to plan, improve, maintain and deliver Council’s information services. These roles have a responsibility to ensure that information management and recordkeeping practices are integrated into the work processes, systems and services of Council’s business units. Council’s high risk and/or high value records are identified and the systems managing these records and information are protected from loss and disaster by appropriate security measures. As a principal information management activity, effective recordkeeping strengthens the good governance of Council and protects the rights and entitlements of the community. Effective recordkeeping promotes confidence in the integrity and authenticity of information under Council’s control and trust in Council decisions and actions. The Public Records Act 2002 requires that Council abide with recordkeeping guidance issued by the Queensland State Archivist (State Archivist) and provides authority for Queensland State Archives (QSA) to monitor, investigate and report on Council’s compliance in creating, keeping, preserving, managing and disposing of Council’s public records. QSA six mandatory record governance principles define minimum recordkeeping requirements. In summary, QSA prescribes that all content which is a public record must be documented and captured in Council’s endorsed information systems. Accordingly, the Mayor, Councillors and Council staff must;

make and keep full and accurate public records of decisions, actions, transactions and communications,

deliver these records via networks approved and trusted by Council, access and store these public records in Council endorsed information systems ensure that public records are retained as long as they are lawfully required to be kept;

by always seeking confirmation from Record Services or other delegated positions that the information has reached the end of the required retention period set out in records authorities issued by QSA,

and the information is no longer required for Council business, legal and administration requirements.

A failure to keep adequate discoverable records can give the impression of an intention not to capture the information as a public record (even if this is not the case). An inability to locate, provide or account for information requested for legal processes such as discovery, subpoena or Right to Information access requests is subject to external scrutiny by courts or regulatory bodies. Failure to capture and store information and communications about council business (or similarly, deliberately avoiding the use of Council information systems and electronic communication channels) is a breach


33 Adopted Report

Draft – Information Management Policy of an individual’s recordkeeping responsibilities. Queensland State Archives advise that public records should not be created, received or stored on private devices or communicated via private voice/video/text messaging email and social media accounts. Use of private accounts must be avoided as this use;

conflicts with the behavioural standard 1.3 in the Code of Conduct for Councillors in Queensland which requires that the Mayor and Councillors use only official council electronic communication accounts,

creates an additional recordkeeping burden. Individuals will need to maintain a clear distinction between Council’s public record information and their own or other’s private information,

increases the likelihood of the Mayor, Councillor or Council staff not storing public records in official council information systems (a breach of the Public Records Act 2002 and this policy),

can call into question an individual’s credibility if it is revealed that communications were withheld to avoid accountability and transparency requirements of the LG Act,

may be unacceptable for Council and individual accountability and evidentiary requirements. Instant messaging and text messages may not record enough information to verify the authority and purpose of the message, and the identity of the sender or receiver.

Accordingly, the Mayor, Councillors and Council staff when receiving, handling or creating information relating to their local government responsibilities;

must not delete public record information from private electronic communication accounts and devices unless this information has first been captured in an endorsed Council information system,

must retain and transfer public record information from private electronic communication accounts to an endorsed Council information system within 20 calendar days of receipt or creation,

must activate replies that direct people to send communications or documents to official Council electronic accounts,

should not rely on sending, receiving text or instant messages when communicating and recording significant decisions, requests or actions of Council business i.e. information that has administrative, business, fiscal, legal, evidential or historic values,

must capture and save the content and context of a text or instant message in an endorsed Council information system (i.e. who sent and received the message, the time and date the message was sent or received, and any other evidentiary details that are needed).

Legislation requires that public records are captured, stored and handled by the Mayor, Councillors and Council staff in an ethical and accountable manner throughout the information’s lifecycle. Penalties apply for unauthorised access, disposal or disclosure of public records, specifically when these actions are undertaken for personal benefit or gain. Conduct inconsistent with legislation and this policy may result in:

disciplinary action in accordance with the applicable legislation and/or policy,

referral to a relevant law enforcement and/or oversight body (such as the Crime and Corruption Commission, or the Queensland Government Office of the Independent Assessor).

SCOPE Council’s information management capabilities are delivered via:

people (leadership, skilled, shared knowledge, with assigned responsibilities and accountabilities),


34 Adopted Report


information (trustworthy, secured, discoverable, used and reused with confidence and insights),

processes (planned, documented information systems and service design appropriate to customer and business needs and legislative requirements), and

technology (enabling capture, storage, protection, discovery, access, and leveraging of information).

This policy applies to:

the Mayor, Councillors and staff (including contractors, work experience students, apprentices, volunteers and consultants), vendors, external service providers who are given access to Council information assets and supporting technology or who manage and create Council’s public records.

All types of information and public records regardless of format, medium and source which relate to the business and administration of Council.

All information management activities including the way in which Council plans, identifies, creates, receives, collects, organises, secures, uses, controls, disseminates, shares, maintains, preserves and disposes of information under its control. For the purpose of this policy, ‘information’ refers to both information and data.

All Council controlled or commissioned information systems and services which manage information and public records.

All practices and processes related to information systems and services associated with creating and managing information and public records.

DEFINITIONS Definitions have been sourced and adapted from Queensland State Archives and the Queensland Government Chief Information Office.

See Appendix B: Information Management Definitions

RELATED POLICIES See related policies below for guidance on specific aspects of information management, including information security, privacy and information provision obligations and processes.

Asset Custodianship Policy (Infrastructure and Land) Code of Conduct for Employees Policy Digital City Data Policy Disciplinary Policy Fraud and Corruption Control Policy ICT Resource Usage Policy Information Security Policy Information Privacy Policy Right to Information and Information Provision Policy

DELEGATIONS


35 Adopted Report

Draft – Information Management Policy The Public Record Act (Qld) 2002 and the Local Government Act 2009 (Qld) provides the Chief Executive Officer with the authority and accountability for ensuring Council complies with its information management obligations. The CEO may delegate this authority and accountability (relevant to information and record management and listed via delegation number below) to ‘another employee of the Local Government’. Full details of each delegated power, the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register.

DE01407 DE02020 DE02047 DE02114

LEGISLATION Queensland legislation:

Crime and Corruption Act 2001 (Qld) Electronic Transactions (Queensland) Act 2001 (Qld) Evidence Act 1977 (Qld) Information Privacy Act 2009 (Qld) Local Government Act 2009 (Qld) Local Government Regulation 2012 (Qld) Public Records Act 2002 (Qld) Right to Information Act 2009 (Qld)

Queensland Government Codes, Information Standards and Guidelines:

Information Security Policy (IS18:2018), Queensland Government Chief Information Office (QGCIO)

Metadata management principles (QGCIO) Metadata lifecycle management guideline (QGCIO) Information Asset Custodianship Policy (IS 44) (QGCIO) Code of Conduct for Councillors (Department of Department of Local Government, Racing

and Multicultural Affairs) Records Governance Policy, Queensland State Archives (QSA) Records management is a

legislatively enforced aspect of the broader information management discipline. The Records Governance Standard guides Councillors and staff to manage public records in accordance with the Public Records Act 2002 and other related legislation.

Council records; A guideline for mayors, councillors, CEOs and council employees (Crime and Corruption Commission (CCC) and Queensland State Archives (QSA))

Your Social Media and You (Office of the Independent Assessor (OIA) & Local Government Association of Queensland (LGAQ))

SUPPORTING DOCUMENTS Appendix A: Information Management Roles and Responsibilities Appendix B: Information Management Definitions Appendix C: Public Records Examples Records Governance Standard Instrument of the Information Management Policy #72634249 (City of Gold Coast Council) Information Asset Custodian Standard Instrument of the Information Management Policy #72635118 (City of Gold Coast Council) Metadata Standard Instrument of the Information Management Policy #72637340 (City of Gold Coast Council)


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RESPONSIBILITIES

Policy Sponsor Director Organisational Services

Policy Owner Chief Information Officer (CIO)

See also Appendix A: Information Management Roles and Responsibilities

ACKNOWLEDGEMENTS Queensland State Archives (QSA) Queensland Government Chief Information Office (QGCIO) Department of Local Government, Racing and Multicultural Affairs Crime & Corruption Commission (CCC) Office of the Independent Assessor Local Government Association of Queensland National Archives of Australia

VERSION CONTROL

Document Date Approved Amendment

23730129 v10 19.08.16 GA16.0125.007/G16.0129.008 Major change, Council to Admin Policies

23730129 v9 18.12.15 COO iSpot #52356672 Major change, minor change to review date

23730129 v8 22.7.13 COO iSpot #41298253 Minor changes including appendices, policy references, performance measures and legislation.

23730129 v7 12.6.12 GA12.0607.006/ G12.0612.016

Minor changes – including edit to allow disclosure of complaint investigation details

23730129 v6 15.4.11 GA110413.002/G11.0415.015 Major changes – including edits to ensure legislative compliance (Information Privacy Act)

23730129 v3 15.3.10 GF10.0310.001/G10.0315.016 Minor changes - including name change

23730129 v2 3.11.08 GF08.0514.008/G08.1103.018 Adopted by Council

23730129 v1 1.11.06 CGC.061101.010 Approved by CGC


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Appendix A: Information Management Roles and Responsibilities

1. Introduction

The public records of the Council of the City of Gold Coast are evidence of Council’s decisions, administration and business activity and are the basis of Council’s information assets. Like other assets, information assets need to be managed effectively to deliver the best value for money. This policy standard defines accountabilities, key roles and responsibilities for management of Council’s information, data and records.

Assignment of information management responsibilities for all levels of Council is a requirement of the mandatory Records Governance Policy issued by the State Archivist (Queensland State Archives). Council complies with the governance requirement of this Policy via the Council’s Records Governance Standard and via this information management roles and responsibilities standard.

2. Overview of Assigned Responsibilities and Obligations

Assigned responsibilities for Council’s information assets enables Council to deliver better services, make informed decisions, avoid and reduce costs and comply with legislation.

Information asset custodians are accountable for management of a specific information asset, ensuring the asset is accurate, current, protected, accessible, and shared and released where applicable.

Data management, information security, records management and ICT technical specialists play an essential role in Council’s planning and oversight of data and record management projects, quality assurance, and whole of organisation information management capability.

Users are the individuals or groups who are the information consumers. They provide requirements, feedback and follow the use and management of information parameters set by the information asset custodian. Users include the Mayor, Councillors and staff and will often include service delivery or research partners and members of the public.

Whenever they act or undertake work for or on behalf of Council, the Mayor, Councillors and staff must:

make and keep full and accurate records of decisions, actions and communications, and

deliver or direct receipt of these records via trusted networks, and

access and store these public records in Council endorsed information systems.

In addition, Council’s public records must be managed in accordance with Council’s Employee Code of Conduct, the Code of Conduct for Councillors in Queensland and relevant legislation. Legislation requires that public records are captured, stored and handled by the Mayor, Councillors and staff in an ethical and accountable manner throughout the information’s lifecycle.

The Public Records Act (Qld) 2002 and other legislation provides the Chief Executive Officer with the accountability, authority and powers for ensuring Council complies with its information management obligations. The CEO may delegate these powers to other responsible positions of the Local Government. The current delegated powers from Council to the CEO and from the CEO (relevant to the Information Management Policy) and the full details of each delegated power, the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register.


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(Attachment A of the Delegated Power and Authorisations Policy) states; ‘The delegate is responsible and accountable for a decision made under such delegation of power and [is] required to be able justify such decisions or actions.

ROLE RESPONSIBILTY Mayor and Councillors

Legislative obligations 1. Manages information created received or kept in an official capacity as

the Mayor or Councillor in accordance with legislation, this policy, Codes and standards related to information management. (Public Records Act 2002, s.6, Local Government Act 2009, Code of Conduct for Councillors in Queensland, Council records; A guideline for Mayors, CEOs and council employees.)

Information management obligations 1. Reviews and endorses information management policies and

standards. Maintains awareness of this policy and any legislation which impacts Council’s information management requirements and obligations.

2. Provides endorsement for provision of adequate resources, funding and training to enable a successful information and records management program.

3. Makes records which support the conduct of Council business activities.

4. Documents decisions and their reasons that will assist a Councillor to provide an explanation or justification for decisions, events or transactions.

5. Transfers records to Records Services or arrange for registration of hard copy and electronic records.

6. Ensures that disposal of records is undertaken in a lawful manner. Record Services staff can assess Councillor records against a Queensland State Archives Retention and Disposal Authority which takes into account legal, evidential or research value of the records.


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ROLE RESPONSIBILTY Chief Executive Officer (CEO)

Legislative obligations 1. Section 13 (3) (e) of the Local Government Act 2009 The CEO is

responsible for the safe custody of— 2. all records about the proceedings, accounts or transactions of the local

government or its committees; and 3. all documents owned or held by the local government; 4. Responsible for ensuring the Council complies with its public record

keeping obligations. See Section 7(2) of the Public Records Act 2002. 5. Responsible for safe custody of all Council records and documents.

See Section 13 (3e) of the Local Government Act 2009. 6. Exercises or delegates powers and accountabilities pursuant to the

legislation and evidences this by a signed Instrument of Delegation. Delegated powers are recorded in the Delegation and Authorisation Register.

Information management obligations 1. Provides strategic direction and provision of adequate resources which

enable successful information management practices and governance.

Directors Information management obligations 1. Ensures information assets (including public records) are managed in

accordance with their value and risk, and held in approved information systems, applications or services.

2. Ensures data and information custodianship responsibilities are fulfilled according to agreed role for specified datasets or information systems.

3. Ensures that staff receives adequate training in use of information systems.

4. Ensures that their directorates have implemented appropriate governance, processes and procedures to comply with the Information Management Policy.

5. Endorses information management policies, guidelines and procedures.

6. Actively promotes and supports a positive information management culture throughout their directorate.

7. Reports identified information management risks to the Chief Information Officer (CIO) and address breaches of the Information Management Policy as they arise.

Chief Information Officer

Information management obligations 1. Leads the definition, implementation, and communication of the

organisation’s strategic information management governance and practices.

2. Leads the provision of services required for information management. 3. Ensures information management investment is aligned to the

strategic goals of Council. 4. Ensures that the information management systems are in place and

produce and store full and accurate records. 5. Ensures that information management requirements are included in all


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ROLE RESPONSIBILTY business undertaken by Council.

Managers

Information management obligations 1. Leads implementation and monitoring of branch compliance with the

Information Management Policy, relevant policy instruments and legislation particularly within the scope of assigned responsibility for use and management of information systems and information assets.

2. Ensures data and information custodianship responsibilities are fulfilled according to agreed role for specified datasets or information systems.

3. Ensures that staff receives adequate training in use of information systems.

4. Ensures information management responsibilities are incorporated into agreements with individuals or organisations who may have access to Council managed information including consultants, interns, trainees, contractors, service providers, permanent and temporary employees.

5. Reports identified information management risks to the Chief Information Officer (CIO) and their Director and address breaches of the information management policy as they arise.

6. Ensures that endorsed information systems underpin and support business processes.

Information Asset Custodians

Information management obligations 1. This is a position which is assigned the custody of a Council

information asset throughout the information asset’s lifecycle and in accordance with an appropriate governance process.

2. For a list of general responsibilities of Information Asset Custodians, see: Information Asset Custodianship Standard (iSPOT #72635118)

3. For responsibilities in relation to management of information associated with infrastructure assets, see also Asset Custodianship Policy (Infrastructure and Land).

4. For specific custodianship responsibilities about the selection, design, justification, implementation and operation of information security controls and management strategies see the Information Security Policy.

Members of Corporate Information and Data Governance Forums

(Information Management Representative)

Information/Data Management Responsibilities 1. Ensures that information management strategy and governance

practices complement business requirements and support service delivery.

2. Acts as a reference point for the Mayor, Councillors, staff, committees, working groups and/or programs to support improvements and resolve issues in relation to information and data management/governance.


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ROLE RESPONSIBILTY

Information Management Specialists (Business, Innovation Technology Services (BITS))

Information Management Responsibilities 1. Assists business units to identify their information needs and

requirements and contributes to the strategic direction of information management within Council.

2. Plans and maintains oversight of data management projects, services and coordination of data governance activities.

3. Consults with Queensland State Archives and Queensland Government Chief Information Office in relation to applying policy and Information Standards.

4. Coordinates the development and implementation of information management practices including policies, standards, guidelines and procedures.

5. Guides information security risk assessments and audits, and communicates outcomes and issues to corporate stakeholders

6. Maintains a register of the information asset holdings of Council. 7. Delivers staff training on information policies and technologies –

including specific systems or processes, applicable standards, and business benefits of information management.

8. Develops and issues an internal recordkeeping framework, including policies, standards, procedures and tools.

9. Provides advice to information asset custodians on risks and issues relating to information assets and systems including risks relating to Disaster Recovery Plans and Business Continuity.

10. Develops, manages and monitors the technical aspects of disaster preparedness and recovery strategies and procedures; including records and systems migration strategies; and procedures and regular backups for records and records systems and business systems that create and store records.

11. Develops, implements and monitors quality assurance and/or internal audit processes for quality and/or internal audit reporting.

Record Management Specialists

BITS

Information Management Responsibilities

1. Manages a recordkeeping function and/or programme for Council’s public records, including implementing record governance standards within Council. Provide advice on corporate recordkeeping processes and mandatory Records Governance Standard obligations.

2. Identifies recordkeeping requirements in consultation with other organisational units, including strategies and procedures to support business areas to identify and locate records.

3. Ensures that Councillors and staff are aware of their recordkeeping responsibilities. Train and educate the Mayor, Councillors, and Council staff in relation to recordkeeping obligations, process and procedures

4. Record Services staff will refer business areas to and will assess Council’s public records against a Queensland State Archives


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ROLE RESPONSIBILTY Retention and Disposal Authority. This Authority takes into account legal, evidential or research needs of Council and the community.

5. Provides internal support to business areas around handling of public records; including scanning, registration, capture and delivery of incoming correspondence, along with responsibilities for managing outgoing mail correspondence.

ICT Technical and Service Support (BITS)


1. Provides or arranges technical support of information systems.

2. Provides advice on information technology and services for information management strategies

3. ICT Vendor and Contract Management, Software Asset Management, Service Integration support information system service delivery and operational assurance for information systems.

4. Provides the engagement for project requests between the BITS Business Engagement function and Council’s ICT Managed Service Providers of information systems and information services.

5. Works with the Chief Information Officer and business areas to plan, and determine the information system functional requirements of corporate information systems.

Cyber Security and Information Security Specialists


1. Manages the security mechanism for the protection from unauthorised access to information in electronic form.

2. Provides advice on information and cyber security risks.

3. Provides guidance on information asset custodian’s processes for decisions on security classifications and appropriate security controls for Council’s information assets and information systems.

Corporate Asset Management (Office of COO)


1. As stated in the Asset Custodianship Policy (Infrastructure & Land), the Corporate Asset Management branch has responsibilities, (overarching to the responsibilities of Information Asset Custodians) for information management governance of information associated with infrastructure assets.

Office of Innovation and Economy (Economy Planning and Environment)

Information Management Responsibilities 1. Identifies, assesses and consults impacted stakeholders including

information asset custodians on information/data governance requirements, opportunities, regulatory obligations and risk relating to Council’s Digital City initiatives.

Information Users (All Council Directorates,)

Information management obligations 1. Applies information management principles, standards and best

practices in their day-to-day handling of information and systems.


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ROLE RESPONSIBILTY End consumer of data or information for reference, or as input to solve problems and/or make decisions or provide an information service.

2. Creates and maintains full and accurate records of all business activities to fulfil business requirements, demonstrate accountability and provide evidence of decisions made and actions taken.

3. Documents decisions and reasons that will assist the Mayor, a Councillor, or management provide an explanation or justification for decisions, events or transactions.

4. Ensures that full and accurate records are made and captured into the approved Council information systems.

5. Transfers records to Records Services or arrange for registration of hard copy and electronic records.

6. Maintains awareness of this policy and the legislation which impacts Council’s information management requirements and obligations. Comply with organisational policies, standards and procedures.

7. Manages records for as long as they are required for business, legislative, accountability and cultural needs. Adhere to information retention requirements and ensure that disposal of records is undertaken in a lawful and authorised manner.

8. Acknowledges the source of data and abide by any requirements when using data provided by the information asset custodian.

9. Advises information asset custodians of any errors or omissions in data they receive.

10. Advises information asset custodians of future, or changing, data requirements.

11. Works with information asset custodians to define business needs and future information requirements when developing collection and/or conversion plans.

12. Ensures that a documented agreement is prepared and applied when users produce information products from an information asset. This agreement should describe agreed management responsibilities of the information product and agreed cost/budget sharing arrangements.

13. Manages third party information requests by ensuring provision of requested information to a third party is reviewed according to the Information Provision Guidelines, and Information Provision Checklist in the Right to Information and Information Provision Policy. Consult with the Information Asset Custodian where administrative release decisions have not been previously decided or defined.

14. Ensures that released information to a third party is subject to a licensing agreement. This agreement includes conditions of release criteria and other metadata. Data must not be released to a third party unless protected by an agreement that stipulates the criteria for release and which is authorised by the license agreement.

15. Complies with terms and conditions of license agreements and any requirements for payment for provision of information or data.

16. Users shall not disclose or sell information without the approval of the custodian including where users collect information on behalf of an information asset custodian.

17. Users must always cite the source of the information when using the


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ROLE RESPONSIBILTY information in any way.

18. Collects specific information on behalf of a custodian according to the standard set by the custodian. User groups are also obliged to transfer information back to the custodian for maintenance or storage, free of charge.

19. Creates, keeps and preserves full and accurate records that document business transactions within compliant and accountable recordkeeping systems.


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Appendix B: Information Management Definitions

Information Management Definitions are adapted from Queensland State Archives (QSA), the Queensland Chief Information Office (QGCIO) and the Office of the Information Commissioner (OIC).

TERM MEANING

Capture Saving or registering a record into Council’s approved corporate information systems whether hardcopy or digital. This may mean registering the record into a Council information system and assigning metadata to describe it and place it in context, allowing for the appropriate management of the record over its lifecycle.

Data Data is typically comprised of numbers, words or images, data is a representation of facts, concepts or instructions in a formalised (consistent and agreed) manner suitable for communication, interpretation or processing by human or automatic means. Data is not information until it is utilised in a particular context for a particular purpose.

Disposal The term disposal is usually used in the context of assets and has two meanings:

a. The final decision concerning the fate of records and other information assets. Disposal includes:

i. Keeping all or part of the asset;

ii. Destroying, deleting or migrating the asset or part of the asset; and

iii. Abandoning, transferring, donating or selling the asset or part of the asset.

b. A program of activities to facilitate the orderly transfer of information assets from their current location into alternative or archival storage.

High Value/ High Risk Records

High value’ records are those that are important to the business, its operations, or stakeholders. ‘High-risk’ records are those that pose a significant risk to Council if they were misused, lost, damaged or deleted prematurely.

Information and Data Governance

Information and Data governance supports trusted and accurate information and data in reports, business processes and databases. Information and data governance includes information and data architecture, modeling, integration and master data management.

Governance requires assigned and accountable roles, processes, methods, tools, and techniques to ensure that data and information is of high quality, reliable, and unique (not duplicated).

Information and data governance requires guidance and review steps so business areas apply and manage appropriate controls and practices including

required confidentiality protections, and

assurance around the integrity and accuracy of Council controlled data and information.


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TERM MEANING

Information Information is defined as:

1. A collection of data that is processed, analysed, interpreted, organised, classified or communicated in order to serve a useful purpose, present facts or represent knowledge in any medium or form. This includes presentation in electronic (digital), print, audio, video, image, and graphical, cartographic, physical sample, textual or numerical form.

2. A message, usually in the form of a document or an audible or visible communication, meant to change or inform the way a receiver perceives something and to influence judgment or behaviour; data that makes a difference.

3. Patterns in data.

4. That which reduces uncertainty.

Information, Personal

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded or in a material form or not, about an individual whose identity is apparent, or can be reasonably ascertained, from the information or opinion. Personal information includes such record details as a person’s name, age, physical characteristics and tax file number and address.

Personal information must be managed in accordance with the legislative requirements outlined in Council’s Information Privacy Policy.

Information Asset

An information asset is a body of information, defined and managed as a single unit so it can be understood, shared, protected and exploited effectively.

Information assets have recognisable and manageable value, content and lifecycles and are classified and described so information can be found and used.

Information Asset Custodian

A custodian of an information asset is responsible for ensuring information is collected and maintained according to specifications and priorities determined in consultation with the user community, information specialists and made available to that community and in a format that conforms to legislation, documented standards and policies.

See also Appendix A: Information Management Roles and Responsibilities of this policy and Information Asset Custodianship Standard, Asset Custodianship Policy (Infrastructure and Land).

Information Management

Information management refers to all processes, tools and services that form the end-to-end solutions to plan, acquire, create, circulate, distribute, use, manage, retain or dispose of information according to legislative drivers and business relevance. The management of the various types of information may require different approaches and standards. Information Management includes information governance which sets and guides the policies, structures, responsibilities and standards required for managing the organisation’s information

Information Information should be classified in accordance with the Information Security


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TERM MEANING

Security Classification Standard. Refer to Council’s Information Security Policy on the intranet for levels of information security classification.

Information Systems

Information systems are an integrated set of components (typically include hardware, software, databases, networks, people and procedures) for collecting, storing, and processing data, for providing information, providing tracking data for a workflow process, providing knowledge, or storage and retrieval of digital products.

Council’s endorsed information systems support:

enterprise wide functions and transaction processing systems (e.g. Local Government Platform and Enterprise Resource Planning),and

specialist function and business needs of parts of the organisation and the delivery of a service to the community (e.g. disaster management systems, website, library management systems etc.);

specialist purpose (e.g. a geographic information system for spatial data), and

record management for the capture and management of hard copy and digital documents for public record keeping (e.g. an Electronic Document Record Management System (EDRMS).

Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework i.e. (strategic, technical, legal, financial, and risk) review and approval processes.

Information Standards

Standards provide requirements, specifications, guidelines or characteristics that can be used consistently to ensure that materials, products, processes and services are fit for their purpose.

Metadata Information about information – typically metadata elements (e.g. title, creator, review date) record and inform when information was created and updated, what it can be used for, where it was sourced from, the meaning of codes and terms used, keywords to help users find the information, and other information that ensures the information can be understood, maintained, identified, and utilised throughout the life cycle of the information that is being managed.

Migration The process of moving digital records or data from one system, storage medium, hardware or software configuration to another, or from one generation of computer technology to a subsequent generation, while maintaining the authenticity integrity, reliability and usability of the records.


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TERM MEANING

Public Records

The Public Records Act 2002 (Qld) defines a public record as a record:

for use by or a purpose of a public authority (i.e. a local government)

received or kept by a public authority in the exercise of its statutory, administrative or other public responsibilities or for a related purpose.

A public record includes a copy of a public record, a part of a public record, or a copy of a part of a public record. The Act defines a record as recorded information created or received by an entity in the transaction of business or the conduct of affairs that provides evidence of the business or affairs and includes:

(a) anything on which there is writing;

(b) anything on which there are marks, figures, symbols or perforations having a meaning for persons, including persons qualified to interpret them; or

(c) anything from which sounds, images or writings can be reproduced with or without the aid of anything else;

(d) a map, plan, drawing or photograph.

See also Public Record Standard which includes examples of both corporate and non-corporate records.

Queensland State Archives

Under sections 24 and 25 of the Public Records Act 2002, Queensland State Archives has a range of functions and powers including the ability to:

Issue standards to government agencies regulating the creation, management, disposal, storage and preservation of government records

Issue policies, standards and guidelines to achieve compliance with the legislative policy frameworks for best practice records management

Identify and preserve public records of permanent value as the State’s archives.

Records, Full and Accurate

A full and accurate record are records where the content, context and structure of a record can be trusted as a true and accurate representation of the transactions, activities or facts that they document and can be depended upon in the course of subsequent use.

Records, Permanent

Public records which have ongoing usefulness or significance of (based on the evidential, administrative, financial, legal, informational and historical values that justify the permanent retention). These records have enduring value to Council, the State of Queensland, the community, and/or Australia as a whole and therefore need to be kept indefinitely.

Records, Vital records are essential to the operations of an organisation and generally contain information needed to re-establish the agency in the event of a disaster.


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TERM MEANING

Vital Vital records protect the assets and interests of the organisation as well as its clients and are usually associated with legal and fiscal matters. Vital records may not have a high archival value.

Thesaurus A controlled vocabulary of terms or concepts that are structured hierarchically (parent/child relationships) or as equivalences (synonyms), and related terms (associative) In a thesaurus, the meaning of the term is defined and hierarchical relationships to other terms are shown. A thesaurus should provide sufficient entry points to allow users to navigate from terms which are not to be used to those that are preferred.


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Appendix C: Public Records Examples

The Public Records Act 2002 (Qld) provides a definition of public records. For Council, a public record is any form of recorded information:

created, received or kept by or for a purpose of Council, the Mayor, Councillors or Council staff in the exercise of Council’s statutory,

administrative or other public responsibilities or for a related purpose. Regardless of how or where they are created or received, public records must be managed in accordance with the Public Records Act 2002 and guidance issued by Queensland State Archives. Council’s public records are created, used and stored in a range of different formats including; databases, videos, images, audio, drawings, handwritten notes, maps, plans, emails, social media interactions, data held in Council’s information systems, or in messaging applications and can consist of a copy of a public record; a part of a public record; or a copy of a part of a public record. Public records created or received in private electronic accounts The use of private email and social media accounts to conduct Council business should be avoided. Public records created or received in a Mayor, Councillor or Council staff member’s private social media, email or messaging account or on their personal device must be transferred and stored in a Council information system and managed as described in the Information Management Policy. Criteria for determining when information must be stored in an endorsed Council information system

Public records are related to the business of Council or an individual’s role in Council and include evidence consistent with carrying out that role in Council. Some indicators that electronic communications should be treated as a public record is where a document email, message or post;

includes the Mayor, Councillor or staff member’s Council official or position title and contact information, such as their council email address or council phone number and address,

displays a Council name, logo or letterhead, or is not accompanied with a statement or disclaimer advising that the communication or

document is personal and is not connected with the City of Gold Coast Council. contains evidence of Council’s business, core functions and key decisions; or

demonstrates the performance of legislated functions, the interactions with and entitlements of the community and employees, and the specification and documentation of core Council assets,

has ongoing use and value for Council, for the community and external agencies. (Council’s public records are evidence of actions, decisions and processes and may be subject to requests for access or official scrutiny).

Further Guidance

Consult with BITS Branch (Organisational Services) for advice on technical solutions for storage and transfer of information or communications into endorsed Council information systems.

Consult with Council Record Services (Organisational Services) who have responsibility to advise the Mayor, Councillors and all Council staff on;

authorised retention and disposal requirements for specific types of public records, including emails and social media posts, and

advice on managing transitory records such as duplicates and draft documents


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Appendix C: Public Records Examples

What is a ‘public record?’ What is not a ‘public record?’

1. A customer complaint about a Council service sent by SMS or Facebook Messenger to a Councillor.

2. Work diaries of a local government executive, statutory or administrative function.

3. Customer emails or letters requesting Council information or action (received via Council’s email system).

4. A communication received via a private electronic communication account (email, SMS, voicemail) of a councillor or member of staff about the outcome of a meeting or decision about a Council matter.

5. Any data (from a Council controlled database or information system) recording business processes or actions of Council (e.g. rates notice, rate payments, license applications and approvals, salary payments).

6. Information published on a Council managed webpage or website about the business functions of Council.

7. A text, video or audio recording of meetings, all agendas, minutes and papers that were presented at meetings within Council.

8. A work related email or hand written note (e.g. post it note or loose note) that documents an action, a decision or an approval.

9. A Council report or analysis of an external publication.

10. Draft documents drafted by the Mayor, a Councillor or Council staff on a Council matter containing significant annotations or submitted for comment or approval by others.

11. Internal advertising or training brochures of a work related event or publication.

12. An internal media release of a work related event or incident.

13. Council business related project records, plans, estimates and costing, resource requirements, background research material, spreadsheets, letters, and audio-visual material.

1. Information which is purely of personal activities e.g. interactions with family and friends.

2. The Mayor or Councillor’s divisional/ electoral or political activities that are undertaken personally and not in the furtherance of or connection with the Councillor’s responsibilities or functions as a Councillor or a Council staff member’s responsibilities or functions.

3. An external database or external publication that was used for reference purposes only.

4. General information downloaded from the Internet.

5. An email about an afternoon tea for a work colleague who is leaving.

6. Advertising or training brochures from an external provider.

7. Press cuttings and other external media reports.

8. Informational material that includes lists of suppliers, catalogues, directories, address and contact lists.

9. Any manuals and instructions from an external provider (Note: This information is not a public record but may need to be kept for reference).

10. Unsolicited letters or emails advertising external products or services.

11. Routing slips or fax sheets that do not add informational content.


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Attachment -2

Records Governance Standard

Instrument of the Information Management Policy November 2019


53 Adopted Report


iSPOT 72634249v1

Document Details iSPOT 72634249v2

Security classification

Date of review of security classification

Standard Implementation Managers, supported by Business Innovation and Technology Services

Standard Compliance Directors and Managers

Standard compliance monitoring

Managers Information Asset Custodians Coordinator ICT Governance, Risk, Compliance and Security

Authority

Author

Documentation status Working draft x Consultation release Final version


54 Adopted Report


iSPOT 72634249v1

Table of Contents 1. Introduction ................................................................................................................................... 4

2. Records Governance Requirements ........................................................................................... 4 Requirement 1: Records management is supported at all levels of the business ......................... 4 Requirement 2: Council must systematically manage records using governance practices that

are integrated and consistent with broader corporate frameworks ...................... 4 Requirement 3: Council must create complete and reliable records............................................. 5 Requirement 4: Council must actively manage high-value, high-risk records and permanent

records and information as a priority ................................................................... 5 Requirement 5: Council must make records discoverable and accessible for use and re-use. .... 6 Requirement 6: Council must plan for how and when they will dispose of records, using a risk

based approach. .................................................................................................. 6


55 Adopted Report

Draft – Records Governance Standard

iSPOT 72634249v1 Page 4 of 7

1. IntroductionThis standard is a supporting instrument for the Information Management Policy.

The Public Records Act 2002 (Qld.) (The Act) includes specific requirements for managing public recordswhich must be applied by all Queensland government agencies (including councils). Specifically, the Actrequires that Council comply with the guidance in the Queensland State Archives Records GovernancePolicy which provides six mandatory principles to support Council to comply with record managementobligations.

Records management is the practice or discipline of controlling and managing the City’s public recordsfrom their creation, capture, maintenance, and use through to eventual archiving or disposal. This workincludes a range of activities (planning, directing, organising, and training) to ensure appropriate andtrustworthy records, in any format, and generated by any process, are discoverable and accessible for useand re-use.

The Public Records Act 2002 empowers the Queensland State Archivist (State Archivist) to provide Councilwith policy, standards and guidelines to be applied to creating, keeping, preserving, managing anddisposing of public records. Queensland State Archives (QSA) is the lead agency for government recordmanagement in Queensland. The State Archivist also has monitoring and reporting powers on Council’scompliance with the Act and the mandatory policy and standards.

2. Records Governance Requirements

Requirement 1: Records management is supported at all levels of the business

Executive leaders commit to investing adequate time and resources into records management, andpromote the strategic records management agenda. The Mayor, Councillors and Council staff understandand manage their legal, regulatory, risk and business context for making and keeping public records.

The principles will be supported across all areas and all levels of Council by:

assigning formal responsibilities to key roles that will monitor and support the activeimplementation of record governance and foster a positive, innovative and collaborativerecordkeeping culture, and

ensuring appropriate advice and guidance is available to assist users to manage their individualrecordkeeping obligations and responsibilities.

Requirement 2: Council must systematically manage records using governance practices that are integrated and consistent with broader corporate frameworks Consistent and aligned governance practices provide a strong foundation for systematically managing records and information across all functions of Council. Records governance must work within Council’s governance frameworks and strengthen Council’s strategic goals and functions.

Council must systematically manage records and information by:

ensuring records management and information governance is aligned with broader Councilframeworks and incorporated in business strategies and objectives,

developing and implementing appropriate and fit-for-purpose documentation that details how activerecords management will strengthen Council’s business imperatives and strategic goals,


56 Adopted Report



complying with relevant legislation that governs recordkeeping requirements,

measuring how well records governance is supporting Council business imperatives and strategic goals. A current state of Council recordkeeping is surveyed annually by Queensland State Archives.

Requirement 3: Council must create complete and reliable records Complete and reliable records provide evidence of activities of Council and allow the business to operate effectively. Council must ensure complete and reliable records are created and retained as appropriate by:

identifying all the records that allow the business to operate and which provide evidence of decisions, support accountability and transparency, mitigate risk, help Council meet legislative requirements and reflect the business of Council,

specifying how these records must be created, when they must be created, the format they must be created in, who must create them, how they should be secured as well as the retention and disposal requirements associated with those records (see City of Gold Coast Council Information

Management Policy, Appendix C: Public Records Examples),

integrating public record creation into existing business processes,

ensuring recordkeeping is considered when decisions are made about information systems (particularly decisions around migration of records and disposal).

Requirement 4: Council must actively manage high-value, high-risk records and permanent records and information as a priority These records should have the highest priority for Council when developing and implementing information governance and management practices.

Council must actively manage high-value, high-risk and permanent records by Council business areas:

formally documenting details including security classifications and retention requirements for permanent, high-value and high-risk records,

actively maintaining visibility of these records while they are being used, including monitoring processes for permanent, high-value and high-risk records held in information systems and applications,

defining the criteria and processes for identifying permanent, high-value and high-risk records, including where appropriate, the transfer of permanent value records to QSA.

‘High-value’ records are those that are important to the business, its operations, or stakeholders.

‘High-risk’ records are information that poses a significant risk to Council if misused, lost, damaged or deleted prematurely. High risk records include information about the way the Council operates its business transactions, and how it interacts with other organisations and manages relationships with residents, the Mayor, Councillors and Council staff. Poorly managing risks may expose the Council to major loss of reputation, financial or material loss, and breach of statutory obligations. Particular attention should be given to administrative practices and the capabilities of systems that manage personal information and records. See the Information Privacy Policy for further guidance.


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‘Permanent’ records are those records, which in the disposal authorisations released by the Queensland State Archivist, are of enduring value and are transferred to QSA once business use has ceased.

Requirement 5: Council must make records discoverable and accessible for use and re-use. Public Records will be delivered via trusted networks and stored in Council endorsed and trusted information systems and applications. Council’s endorsed information systems and the associated information management practices are defined here as systems and practices which are planned, approved and implemented in accordance and consultation with Council’s governance framework (i.e. strategic, technical, legal, financial, and risk) review and approval processes.

Council’s ServiceNow Portal, published on the Council Intranet, includes a register of Council’s information systems and applications.

Council must ensure complete and reliable records are discoverable, accessible and are able to be used and re-used as required.

Metadata is applied in information system to information assets (including datasets, records and web based information and web services and transaction records). Quality assurance and control processes are used to ensure the capture, reusability, integrity and consistency of metadata.

Requirement 6: Council must plan for how and when they will dispose of records, using a risk based approach. The Mayor, Councillors, Council staff, contractors and external service providers do not have the authority to dispose of any public records.

If proposing disposal of a Council Information Asset, Information Asset Custodians, individual users or other stakeholders must consult with officers who have delegated powers described in the Corporate Delegation Register (DE02114). The first point of contact is the Coordinator, Records Services, Business Innovation and Technology Services. If disposal involves decommissioning a council information system refer to Queensland State Archives Managing Public Records when Decommissioning Business Systems

Methodology.

Records are disposed of in a planned and authorised way by:

using the disposal authorities issued by the State Archivist, that provide proper coverage of the specific records created and required to be kept by Council, e.g. Local Government Sector Retention and Disposal Schedule and General Retention and Disposal Schedule,

having a disposal plan which documents details of disposal decisions and actions for Council. The plan must, at a minimum, cover:

a) disposal endorsement, including how internal endorsement is given,

b) formal and permanently stored details of the metadata and public records which have been disposed of,

c) disposal methods, including requirements for physical and digital records. Refer to Secure Disposal and Sanitisation Standard,

d) disposal frequency, i.e. specifying the frequency of disposal of certain types of records.


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For more information P 1300 GOLDCOAST (1300 465 326) W cityofgoldcoast.com.au


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Attachment - 3

Information Asset Custodian Standard



60 Adopted Report

Documents Details iSPOT 72635118v6






Managers Information Asset Custodians Coordinator Governance, Risk, Compliance and Security

Authority

Author



61 Adopted Report

Table of Contents 1. Introduction ................................................................................................................................... 4

2. Information Assets ........................................................................................................................ 4

3. Custodianship ............................................................................................................................... 4

4. Purpose of Information Asset Custodianship ............................................................................ 5

5. Criteria for Assigning Information Asset Custodianship .......................................................... 5

6. Managing information and the information asset lifecycle ....................................................... 6 Accountability ............................................................................................................. 6 6.1 Applying Quality, Integrity, Metadata and Information Security Standards ................ 6 6.2 Managing Collection and Maintenance of Information Assets .................................... 6 6.3 Managing Corporate Business Requests for Information ........................................... 7 6.4 Maintaining Information Asset Security and Access Controls .................................... 7 6.5 Migrating an Information Asset or Dataset and Decommissioning an information 6.6

system ........................................................................................................................ 8 Disposal of Public Records (Information Assets) ....................................................... 8 6.7


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Draft – Information Asset Custodian Standard

1. IntroductionThis standard is a supporting instrument for the Information Management Policy and is based on a Queensland Government Information Standard (Information Asset Custodianship IS44).

An information asset is a discrete collection of data or information, stored in any manner, which is recognised as valuable to the City of Gold Coast Council (Council). Like other assets, information needs to be managed, maintained and have its value maximised. Unmanaged information can lead to Council breaching legal or statutory obligations.

Assigning clear responsibilities for the management of information assets is core to improving information management outcomes.

A key information management outcome is assurance that information assets are managed throughout the information’s lifecycle and in line with information security risk profiles and other statutory requirements.

Information asset custodians support Council’s coordinated and documented approach to monitoring business and information requirements and dependencies and to applying quality and security controls throughout the information asset’s lifecycle.

2. Information AssetsCouncil’s information assets are owned by Council as a local government entity. Significant information assets match one or more of the following criteria:

legislation mandates that the information be maintained and/or made accessible by Council,

the information is used as input or output of a core business process, i.e. without theinformation business continuity is severely compromised,

the information is a fundamental input to a specific decision-making process and contributessignificantly to corporate knowledge,

the information is of high public and external government agency value and its replacement iscost prohibitive or impossible.

Distinct phases of an information asset’s lifecycle (Figure 1) include planning and support for the investment decision, acquisition, access, use and ongoing maintenance, through to migration, archiving or retirement ( disposal or destruction) of the information asset. Disposal of information assets must comply with requirements and processes prescribed in the Public Records Act 2002.

Figure 1

3. CustodianshipA range of legislation provides the Chief Executive Officer (CEO) with accountability, and delegated authority for the management of all information assets on behalf of Council. Within certain limits and/or conditions, the CEO may delegate these powers to another employee (a position) of the Local Government.

Plan Construct,

create, acquire

Commission, organise,

storeAccess Use Assess Maintain Retire


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Full details of a delegated power of an information asset custodian are referenced in the Information Management Policy. The delegate position and the current incumbent is recorded and updated as required in Council’s Delegation and Authorisation Register.

In the majority of cases, an information asset custodian liaises with information users and corporate governance roles and utilises data or information governance/stewards/specialists/editors to handle the day-to-day activities associated with the custody of information assets and the data they contain.

4. Purpose of Information Asset CustodianshipAssigned information custodians:

facilitate the collection of fundamental datasets and information, facilitate consistencies in the handling and management of information which will enable

opportunities for cross-leveraging of information capabilities across Council, eliminate unnecessary duplication in the collection and maintenance of information by

identifying and documenting a corporate information source, define responsibilities and resource supporting positions. Supporting positions could include

Data or Information Specialists and or Editors – also known as the Point of Contact or SubjectMatter Expert (SME),

produce and deliver Council information products, engage with business stakeholders to identify areas in which effective information management

can lead to overall business improvement, contribute to business information planning, including achieving longer term goals and

objectives.

5. Criteria for Assigning Information Asset CustodianshipThe assignment of a custodian position is determined in consultation with stakeholders and by mutual agreement between the Information Asset Custodian and the Chief Information Officer.

The criteria used to assign information custodianship are where a directorate via a business unit:

has a sole responsibility for the capture and maintenance of the information, has the greatest operational need for the information, initiates changes to the information, has the skills and authority to discharge the responsibilities and take action on any deficiencies

in the relevant processes, is the most competent to capture and/or maintain the information and in the best economic

position to justify collection of the information at source or requires the highest integrity of theinformation,

is an infrastructure Asset Custodian as defined by the Asset Custodianship Policy(Infrastructure and Land) and therefore is the Information Asset Custodian for informationassociated with infrastructure assets under their custody.

To ensure business continuity and management of the information holdings, a directorate relinquishing custodianship of an information asset has the responsibility of finding another directorate which will assign the role of custodian for the information asset.

Where the agreed or identified directorate is unwilling to assign a custodian position the Chief Information Officer (CIO) will assess the situation and recommend a solution for CEO decision.


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6. Managing information and the information asset lifecycleCouncil has adopted the following high-level guidance from the Queensland Government Chief Information Office Standard: Information Asset Custodianship Policy (IS44) and the supporting guidance in Queensland Government Enterprise Architecture information management roles and responsibilities and Information asset lifecycle guideline.

Accountability 6.1

The Information Asset Custodian is accountable for determining the confidentiality, integrity and availability classification of their information assets and ensuring the assets are managed accordingly.

Council information assets should be periodically accounted for and assessed to ensure their continued value to the organisation and to ensure secure and appropriate disposal.

The Information Asset Custodian:

ensures that all legal, regulatory and policy requirements are met in relation to themanagement of the specified dataset or information asset,

conducts a periodic review of the information security classification of information assetsunder their custodianship (frequency of the review period determined by the sensitivity of theinformation),

ensures that Service Level Agreements or Operating Level Agreements (between CouncilDirectorates and/or third party entities which are managing Council information assets)include appropriate service levels and targets. This is an assurance that information ismanaged in accordance with the controls described in Council’s Information SecurityClassification Standard and/or other relevant Council policy or relevant legislation,

budgets for and provides resources to support Council’s information security classificationand information management requirements.

Applying Quality, Integrity, Metadata and Information Security Standards 6.2

Applying agreed standards to information makes the information easier to use and interpret. Standards help to determine how information will be collected, described, defined, stored and shared.

Assigned Information Asset Custodians, in consultation with key stakeholders, are responsible for identifying and applying technical and procedural controls which will be applied to describe, store, secure and use information.

In order to improve quality of Council information, Custodians will:

in conjunction with relevant stakeholders, develop and provide details appropriate to thedesignated information asset,

ensure metadata standards adopted for the information are in accordance with the City ofGold Coast Council Metadata Standard,

undertake regular integrity checks of the current version of the information asset to ensure ithas not been modified without authorisation or accidentally corrupted.

Managing Collection and Maintenance of Information Assets 6.3

The Information Asset Custodian:

has oversight of plans and activities for data collection, conversion and maintenance inwith other stakeholders,

has oversight of activities for recording and disseminating content and context details aboutthe information asset. This additional information is not necessarily included within the


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asset or business system itself. The information may be stored digitally as metadata, but it may also be documented knowledge, e.g. training or handover procedures,

negotiates the terms and conditions under which other users collect and maintain the information on its behalf,

develops a disaster recovery or data protection plan for information assets under the responsibility of the information asset custodian. This plan includes identifying the

Recovery Point Objective (RPO) which is the point in time to which systems and data must be recovered after an outage (e.g. end of previous day’s processing)

Recovery Time Objective (RTO) for assets which is the period of time in which minimum levels of services and /or products and the supporting systems, applications or functions must be recovered after a disruption has occurred.

Maximum Allowable Outage (MAO) which is the maximum time that Council can tolerate the disruption of a critical business function.

Collection or conversion of data or information can only be justified in terms of a custodian’s own business needs. Custodians are not expected to collect or convert information for which they have no business requirement. These will generally reflect either the directorate’s priorities or statutory responsibilities.

Managing Corporate Business Requests for Information 6.4

If other directorates require further information to be collected, they can:

provide the Custodian with justification for the collection/conversion, contribute the required resources to the collection/conversion of the information by the

custodian, contribute to a submission by the custodian for more funds for the collection/conversion of

the required information, collect/convert it themselves.

If a directorate collects or undertakes work on any information which is under the custodianship of another directorate, it must do this according to the Custodian's standards and provide the Custodian with a copy free of charge and according to an agreed transfer standard. The Custodian will then be responsible for future maintenance provided sufficient resources for this maintenance are agreed and allocated.

Benefits and risks need to be considered by the custodian in planning information management activities and associated costs. Where required (usually due to particularly complex implications for Council business units) an application for additional resources and funding can be submitted through the Planning and Budget process.

Maintaining Information Asset Security and Access Controls 6.5

An Information Asset Custodian:

establishes conditions of use (aligned to the relevant Council policy and legislation) for the information assets in their care. This includes making and managing formal agreements, royalty arrangements, revenue sharing, and feedback on information quality, copyright and intellectual property,

ensures individual users are granted appropriate access to information which is necessary to conduct their work responsibilities and official duties,

conducts an information security classification and risk assessment as referenced in the Information Security Policy. If appropriate, undertake a Threat and Risk Assessments (TRA) using the Corporate Risk methodology,


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approves release of non-sensitive data so that is freely available, easily discovered andaccessed, published in ways and with licences that allow easy reuse via appropriatechannels such as a Council approved Open Data platform, the Council’s PublicationScheme, or on the corporate website,

applies appropriate licensing agreements, appropriate metadata statements, disclaimersand Terms & Conditions of Use to protect Council from liability arising from the use ofinformation assets. (Refer to Information Provision Guidelines in the Right to Informationand Information Provision Policy).

Migrating an Information Asset or Dataset and Decommissioning an information 6.6 system

The Chief Information Officer must be advised when a custodian plans to migrate and manage information assets in a new system or environment (e.g. SaaS). When doing so, consideration needs to be given to the ability of the outsourcing arrangement to maintain access and sharing of the information according to these guidelines.

If a directorate custodian outsources the collection of information they must ensure that the information continues to be collected and made accessible according to agreed specifications and service level agreements.

Migrating records and metadata from one information system to another is a managed documented process which results in trustworthy and accessible records.

Decommissioning of information systems must take into account retention and disposal requirements for records and information contained in the system.

A custodian must ensure during migration, that information is managed in accordance with Council’s Information Security Policy and Council’s retention and disposal obligations.

Disposal of Public Records (Information Assets) 6.7

The Mayor, Councillors, City Staff (without the delegated power) , contractors, and external service providers do not have the authority to dispose of any public records.

If proposing that an information asset does not need to be kept in immediate access or that a Council Information Asset is a candidate for disposal, Information Asset Custodians must consult with officers who have delegated powers described in Corporate Delegation Register (DE02114). The first point of contact for discussion is the Coordinator, Records Services, Business Innovation and Technology Services.


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Attachment - 4

Metadata Standard



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Draft – Metadata Standard







Managers Information Asset Custodians Coordinator ICT Governance, Risk and Compliance

Authority

Author



70 Adopted Report


Table of Contents 1 Purpose .......................................................................................................................................... 4

2 Introduction ................................................................................................................................... 4

3 Applying Metadata ........................................................................................................................ 5

4 Business value of metadata ......................................................................................................... 5

5 Overview of metadata principles ................................................................................................. 5 5.1 Principle 1: Metadata is applied in Information Systems ..................................................... 6 5.2 Principle 2: Metadata is managed throughout the information lifecycle ............................... 7 5.3 Principle 3: Use of Metadata in Council Enterprise Initiatives ............................................. 7


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1 Purpose This standard is a supporting instrument for the Information Management Policy.

Metadata helps people find, understand, authenticate, trust, use and manage information. If an author has created, or a system generates accurate and appropriate metadata about information, we know what the information is, what it has been used for and how to use it. This standard provides a framework for applying metadata in Council information systems.

2 Introduction Metadata used in information systems typically includes a unique identifier such as a document or transaction number, a title of a document, the creator or author name, date, file type, file format and file size.

Metadata allows users to search, find, display, navigate, use, control and preserve data and information in an information system and helps users determine whether the data or information will meet their needs.

Metadata must be applied to information and must be recorded in Council’s information systems for a range of management and service delivery reasons including capabilities which can:

identify, authenticate and contextualise public records and the people, processes and systems thatcreate, manage and use the information (e.g. when the information was created, updated, accessedand who performed this function),

ensure compliance with legislative requirements (e.g. evidentiary, accountability and recordkeepingrequirements including retention and disposal flags for the information),

secure and monitor information (e.g. records of access, manage access restrictions/inform releasedecisions), and

describe information (e.g. keyword and document title metadata helps users to identity and retrieverelevant and/or related information).

Metadata created and stored in business information systems can take many different forms it may be:

a controlled term, carefully constructed or chosen from a formal list (a schema) or thesaurus or chosenfrom a drop down menu or pick list and entered into a pre-established cell or field,

a free text description or set of keywords used to describe or ‘tag’ an information resource for storageand retrieval in an information system,

information that is provided manually (i.e. by a person),

information derived automatically from software.

Metadata can be applied to describe information in any storage format e.g. in the form of a physical (a file or paper document which is in direct use by a person) or digital object. Metadata is critically important for managing information in a digital format because digital information is only discoverable and retrievable through the use of intermediary hardware, software and metadata.


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3 Applying Metadata Metadata schemas/standards are referred to and used as pre-determined sets of both mandatory and optional requirements when Council is implementing business information systems or migrating data between systems.

A metadata schema is a blueprint of what information must, and optionally, can be recorded given the context, legislative requirement, format and expected Council business use of specific information which the metadata will describe.

Metadata can be applied at a number of different levels. For example, metadata may be applied to individual information assets, to a register of information assets, or to a workflow or process in a business system.

Metadata managed by Council is in itself, a public record and so it too needs to be managed and retained appropriately, secured where necessary and persistently linked to the records to which it relates through transfers or migrations of data or following authorised disposal of a record.

4 Business value of metadata Metadata serves many business purposes, including indexing, discovery, data browsing, data extraction, data transfer, and data documentation. More specifically, metadata:

ensures that adequate contextual information about business processes and transactions and dataquality is recorded and linked to the relevant public records,

includes security metadata so information security controls can be consistently applied, managed,tracked and assessed over time,

includes recordkeeping metadata supporting reliability and required retention or disposal authentication, provides access control to information resources by nominating, at creation and during the information’s

lifecycle, the security classification or any other caveats on the information’s retention or use. Applyingreasonable controls can limit Council’s liability if there is fraudulent or unlawful use of data/informationunder its control or if this data/information is used or accessed without authorisation,

supports potential users to locate required or similar information. Users viewing metadata candetermine whether a data set or information will meet requirements before spending time and money toprocess, view and share data,

protects Council’s investment in the data and data quality. Metadata documentation supportsknowledge retention, data re-use and planning for data migration.

5 Overview of metadata principles Council’s information asset custodians and information stakeholders must establish effective practices for planning, applying and managing metadata in information systems.

Typically, these practices include:

documenting, configuring and applying mandatory recordkeeping metadata (see below) and elementsfrom other appropriate metadata schemas,

developing and maintaining a documented quality assurance processes and procedures, and providing training for users to ensure capture, re-usability, and consistency of data entry, integrity,

accessibility, accuracy and currency of metadata.


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5.1 Principle 1: Metadata is applied in Information Systems Council’s information asset custodians and information stakeholders must ensure that mandatory recordkeeping metadata is applied and maintained in Council information systems. The following minimum recordkeeping metadata elements are adapted from Queensland State Archives, Queensland Recordkeeping Metadata Standard and Guideline.

Recordkeeping Metadata Description

Category Identifies the level of aggregation of the record or group of records being described (document, item, transaction sequence, file, record series).

Identifier Provides the unique identifier allocated to a record or aggregation of records, usually at the time of registration into the information system.

Agent (e.g. Author, modifier)

Identifies the corporate entity or individual responsible for some form of action on a record or aggregation of records.

Title The name given to a record (or an aggregation of records).

Date All relevant date/s of an action on the record, e.g. creation date, modification date.

Format Identifies the media, data format, extent and physical form of a record or an aggregation of records.

Relationship Specifies and identifies the relationship or set of relationships between records.

Access

Identifies information that governs the accessibility of records. It includes business or legal requirements to prescribe access to records as open or closed to Council staff or the public, as appropriate. Usually includes a label or warning that denotes a record’s security status or sensitivity and/or indicates that special handling or restricted access is required.

Disposal Documents the processes undertaken or authority to ensure the appropriate disposal of a record or aggregation of records.

Location Identifies the physical or virtual location of a record or aggregation of records.

Event History Documents the retrieval, disposal, control, access or use related activities performed on a record or an aggregation of records.

In addition, to recordkeeping metadata, Council’s information asset custodians and information stakeholders must:

identify and apply additional well established metadata schemas where suited to meet the specificrequirements of the information and business function and users (e.g. managing metadata for examplein geospatial datasets, web-based information and web services, business datasets and transactionapplications),


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review where certain formats will require additional metadata, e.g. images, video (format, resolution, dimensions, compression, duration),

use mechanisms (such as controlled vocabulary, data dictionaries, thesaurus, and system generation) to ensure that metadata is created consistently to better support discovery and interoperability,

automate the process of metadata creation and capture where appropriate and preferable to manual or human metadata creation and capture.

5.2 Principle 2: Metadata is managed throughout the information lifecycle Metadata requirements must be considered and reviewed at the following times:

when specifying functional and non- functional requirements for, and procuring, new business systems,

when configuring new systems, or changing the configuration of existing systems, when migrating systems, to ensure that important metadata is not lost, when reviewing the functionality of existing business systems.

5.3 Principle 3: Use of Metadata in Council Enterprise Initiatives Council metadata records exist to facilitate seamless management of, access to, and interoperability of Council information and services. Metadata must be accessible to the maximum extent possible without compromising legislative compliance and information policy that places restrictions on access (e.g. use and release controls include copyright, intellectual property, licensing, personal information protections, security classifications and public interest factors).


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ATTACHMENT 5

Information Management Policy - Summary of Material Amendments 2019

Section of current policy

Sub section Current Policy – removed or altered Proposed Policy – new or updated content Change reason

Policy Objectives and Measures

Objectives

The purpose of this policy is to ensure that information under the control of the Council of the City of Gold Coast (Council) is managed;

consistently, effectively and efficiently throughout its lifecycle.

in compliance with relevant standards and legislation byadoption of industry best practices in all aspects ofinformation management.

to provide timely and comprehensive information to meetbusiness needs, accountability requirements andcommunity expectations, to promote public trust andcommunity confidence in Council.

Objectives

The purpose of this policy is to:

Define the roles, responsibilities and obligations of The Mayor,Councillors and Council staff when creating, receiving,handling and managing information about the business andadministration of Council of the City of Gold Coast (Council).

Communicate the aspects of information management thatcontribute to strong governance, strategic, business outcomesand improved services

Support Council to strategically plan and manage informationas an asset and coordinate information management practicesso they meet business needs, community expectations andlegislative requirements.

Summarised and outlined objectives in specific terms

Performance Measure

Percentage of information asset custodians who havecompleted information asset custodian training (target100%).

Percentage of internal audit recommendations completedwithin required timeframe.

Number of privacy complaints submitted where it is provedthat Council breached information privacy obligations.

Performance Measure

Increase in the maturity of capabilities and instruments (approved standards, procedures and guidelines developed and implemented which support the operation of information management functions).

Measurement of Council’s digital recordkeeping maturity reported via Queensland State Archives Records Governance Policy Survey (Annual survey with baseline data commencing 2018/2019).

Number of Number of staff and Councillors who have completed annual information management training.

New Performance Measures added to reflect :

New annual recordkeeping reportingto Queensland State Archives

New technologies and maturinginformation governance policies,processes, controls – requiring links oralignment with new or amendedartefacts eg.Information SecurityInformation Privacy .

Information Recordkeeping StandardIS31 and IS40 have been repealed

Information Privacy extracted from theInformation Management

.Recordkeeping Online Training(QSA) now available

Policy Policy Statement Expanded on the requirement in the current policy as recent legislative requirements are now in force specifically on managing public records created by The Mayor and Councillors in electronic communication accounts. Draft policy extends this requirement recordkeeping obligation to Council staff and contractors

Current Policy

Information created, received or sent by Council staff and Councillors in an official capacity, is a public record. Management of

All new content including key points on information management and record governance requirements as a result of guidance released by regulatory bodies and changes in legislation including:

High level guidance on how information should be managedincorporating the requirements of the QSA RecordGovernance Policy and other guidelines.

public recordkeeping and the use of official electroniccommunication accounts specific requirements of the Code of

Queensland State Archives has provided guidance that all public records created or received using private electronic accounts and personal devices must be managed in accordance with the Public Records Act 2002 (i.e. in the same way as public records created or received using Council endorsed electronic communication accounts, information systems and devices. See Council records; A guideline


77 Adopted Report




this information by both Councillors and Council staff must comply with all relevant legislation and corporate policies including information, technology, communication, corporate security and workplace, health and safety policies

Conduct for Councillors in Queensland, recordkeeping recommendations of the Crime and Corruption Commission and guidance provided by Queensland State Archives.

.

Details included on the public recordkeeping obligations and the role of referral and oversight agencies including the newly established Queensland Government, Office of the Independent Assessor).

for Mayors, CEOs and council employees.

The Crime and Corruption Commissioner has recommended that private electronic accounts and text and instant messaging should not be used for official Council business.

Policy Scope Scope expanded to include:

What Information Management capabilities involves

Overview of where Information Management obligations apply

Included guidance relevant to Councillors and business areas

Policy Definitions See Appendix A for definition of terms used in this policy. Moved to Appendix B Information Management Definitions Extended definitions and removed definitions related to specific information systems i.e ISPOT

Policy Related Policies and Delegations

Separated Related Policies from Delegations

Delegations

Removed DE00494

Removed DE01474

Related Policies

List expanded

Delegations

Change or new legislation or delegated authority

Policy Legislation List extended

Policy Supporting Documents

Attachment D - Recordkeeping Standard has beenremoved

Attachment F – Information Privacy Standard has beenremoved

Amended references

Appendix A Information Management Roles andResponsibilities

Appendix B Information Management Definitions

Appendix C Public Records - Examples

Records Governance Standard Instrument of the InformationManagement Policy #72634249 (City of Gold Coast Council)

Information Asset Custodian Standard Instrument of theInformation Management Policy #72635118 (City of GoldCoast Council)

Metadata Standard Instrument of the Information ManagementPolicy #72637340 (City of Gold Coast Council)

Recordkeeping Standard IS31 andIS40 have been repealed by QSA andreplaced with the Records GovernancePolicy. Referred to in the current policy asthe Record Governance Standard(CoGC)

IS34 Metadata has been repealed byQGCIO

Replaced by

Metadata management principles(QGCIO)

Metadata lifecycle managementguideline (QGCIO)


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Added

Metadata management principles (QGCIO)

Metadata lifecycle management guideline (QGCIO)

Information Security Policy (IS18:2018)

Information asset custodianship policy (IS44)

IS18 Information Security, (QGCIO) isnow called Information Security Policy(IS18:2018)

IS44 Information Asset Custodianship(QGCIO is now called

Information asset custodianship policy(IS44)

Information Privacy Standard is draftedas a separate document: InformationPrivacy Policy.

Policy Responsibilities Owner has changed from Manager Business Innovation and Technology Services to Chief Information Officer (CIO)

Reference added Change in Position title

Policy New section added:

Acknowledgements

To acknowledge sources used in producing policy.

Attachment A - Definitions

(title) Attachment A - Definitions (title) Attachment B – Information Management Definitions Content expanded to include more definitions relevant to the proposed policy.

Attachment B – Responsibilities for Information Management

(title) Attachment B – Responsibilities for Information Management

Coordinators removed

Individual Officers removed

Information Specialists removed

(title) Attachment A – Information Management Roles and Responsibilities

Section in table format contains greater detail

The Mayor & Councillors added

Chief Information Officer added

Information Asset Custodians added

Members of Corporate Information/Data GovernanceForums added

Business, Innovation Technology Services added

Corporate Asset Management (Office of the COO) added

Information Management Specialists added

Information Users added

Office Innovation and Economy (Economy, Planning andEnvironment) added

Both QGCIO IS44 and QSA Records Governance Policy requirement.


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Cyber Security and Information Security Specialists added

ICT Technical and Service Support (Business, InnovationTechnology Solutions) added

Office of Innovation and Economy (Economy Planning andEnvironment) added

Acknowledgements Sub-section removed

Attachment C – Information Asset Custodian Asset Standard

(title) Attachment C – Information Asset Custodian Asset Standard

Introduction

Principles (Principles 1 - 4) significantly changed

Roles and Responsibilities for Information Asset Custodianship removed

Information Asset Custodian Standard

Introduction expanded and Figure illustrating overview ofInformation Asset Lifecycle

Purpose of Information Asset Custodianship added

Criteria For Assigning Information Asset Custodianshipadded

Defined scope of responsibilities for section Managinginformation and the information asset lifecycle with sub-topics

6.1 Accountability

6.2 Applying Quality, Integrity, Metadata andInformation Security Standards

6.3 Managing Collection and Maintenance ofInformation Assets

6.4 Managing Corporate Business Requests forInformation

6.5 Maintaining Information Asset Security andAccess Controls

6.6 Migrating an Information Asset or Dataset andDecommissioning an information system

6.7 Disposal of Public Records (Information Assets)

Requirement of the QSA Record Governance Policy and QGCIO IS44 Information Asset Custodianship Policy

Responsibilities for Appendix C – Information Asset Custodian Standard

(title) Responsibilities for Attachment C – Information Asset Custodian Asset Standard

Policy Instrument Document Information Asset Custodian Asset Standard


Policy instrument implementation: Managers, supported by Business Innovation Technology Services and the IM Program

Policy instrument implementation: Managers, supported by Business Innovation Technology Services



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Attachments Sub-section removed

Attachment D – Recordkeeping Standard

(title) Attachment D – Recordkeeping Standard

All content removed

(Replaced by Supporting Policy Instrument Document


All new content derived from new Standard

Records Governance Policy requirements added

Recordkeeping Standard IS31 and IS40 have been repealed and replaced with the Records Governance Standard.

Roles and Responsibilities for Recordkeeping

Sub-section removed Topic addressed in

Appendix A Information Management Roles & Responsibilities

QSA Records Governance Policy requirement

Corporate Records Sub-section moved Topic addressed in

Appendix C Public Record - Examples

Term 'Corporate Record’ changed to ‘Public Record’

Added guidance in managing Public records created or received in private electronic accounts

Added Criteria for determining when information must be stored in a Council information system

Aligned to Queensland State Archives and Crime and Corruption Commission guidance in Council records; A guideline for Mayors, CEOs and council employees

Responsibilities for Appendix D – Recordkeeping Standard

Sub-section removed No longer applicable

Attachment/Links Sub-section removed Links to IS31 and IS40 no longer appropriate.

Attachment E – Metadata Standard

(title) Attachment E – Metadata Standard (( Replaced by Supporting Policy Instrument Metadata Standard

Repeal of QGCIO Information Standard 34 Metadata

Content expanded to inform Information Asset Custodians and general users about the purpose of the mandatory recordkeeping metadata d and how it applies to their day to day information management tasks

Introduction Content expanded.

Reference to IS34 Metadata Standard removed as the Standard has been repealed by the QGCIO.


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Principles Content expanded

Roles and Responsibilities for Metadata

Sub-section removed Incorporated Appendix A Information Management Roles and Responsibilties

Responsibilities for Appendix E – Metadata Standard

(title) Responsibilities for Appendix E – Metadata Standard

Responsibilities modified

Author: Policy Officer , Business Innovation andTechnology Services

Policy instrument implementation: Managers, supported byBusiness Innovation and Technology Services and the IMProgram

Policy compliance monitoring: Managers, CoordinatorRecord Services

Policy instrument review: Policy Officer, BusinessInnovation and Technology Services

(Responsibilities modified

Author: ICT Governance and Policy Officer, BusinessInnovation and Technology Services

Policy instrument implementation: Managers, supported byBusiness Innovation and Technology Services

Policy compliance monitoring: Managers, Information AssetCustodians, Coordinator Governance, Risk, Compliance andSecurity

Policy instrument review: ICT Governance and Policy Officer,Business Innovation and Technology Services

Attachments/Links Sub-section removed

Attachment F – Information Privacy Standard

Section removed Section is being drafted as a separate document: Information Privacy Policy

See doc # 65659340


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Attachment - 6

Legislative & Regulatory obligations and guidance

Policy Requirement

Information Management capability is supported by whole of City governance functions & accountabilities

Awareness of Public Records Act 2002 and other legislative obligations for information management

Capture and Store public records in Official Council systems

Public Records are accurate, discoverable, secure and accessible

Management of official social media and electronic communication accounts

Retain public records as long as lawfully required

Ensure authorised disposal of Public Records

Council records; A guideline for mayors, councillors, CEOs and council employees Crime and Corruption Commission and Queensland State Archives, July 2019.

X X X X X X X

Records Governance Policy, Queensland State Archives Queensland State Archives

X X X X X X X

Code of Conduct for Councillors in Queensland Department of Local Government, Racing and Multicultural Affairs

X X X X

Online and on your phone: processing access applications for social media, webmail and text messages Office of the Information Commissioner

X X X X X X


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Policy Requirement








Queensland Councillor Social Media Community Guideline and Your Social Media and You

The Office of the Independent Assessor and the Local Government Association of Queensland

X X X X X X X

Local Government Sector Retention and Disposal Schedule (QDAN 480v4) and the General Retention and Disposal Schedule


X X X X X X X


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Policy Requirement








https://www.legislation.qld.gov.au/

Local Government Legislation

X X X X X X X


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DRAFT Information Privacy Policy

DETAILS Council Admin

Effective from:

Contact officer: ICT Governance and Policy Officer, Business Innovation and Technology Services

Next review date: To be inserted

File reference: IM1154(P3)

iSpot #

This policy #65659340

Value Proposition #65706406

OBJECTIVES AND MEASURES Objectives To ensure that personal information managed by Council of the City

of Gold Coast (Council) is dealt with in accordance with the Information Privacy Act 2009 (Qld).

Performance measures Percentage of Council staff that complete Council’sInformation Privacy Training.

Number of resolved customer service inquiries relating toprivacy breaches and the processing of personalinformation. (Reported in Council’s Annual Report)

Number of substantiated breaches of the InformationPrivacy Act 2009 (Qld) (published in Council’s AnnualReport)

Risk assessment Medium

POLICY STATEMENT The Council of the City of Gold Coast (Council) collects and manages the personal information of individuals and must comply with the Information Privacy Act 2009 (Qld) (the Act) and its 11 Information Privacy Principles (IPPs). This policy and the supporting standards guides Councillors and Council staff to balance the necessary information flow for the delivery of Council services with the legislative obligations of the Act.

The Act regulates Council’s information handling by requiring;

protections of personal information from misuse or unauthorised disclosure, lawful, fair collection, use and, disclosure of personal information in Council’s possession,

or under Council’s control, a customer service , including handling complaint and access and amendment requests

relating to personal information, Council to publish information about Council’s personal information handling practices.

Compliance with this legislation must be embedded in Council’s administrative practices and service delivery. Privacy Impact Assessments (PIA) (see Privacy Impact Assessment Guideline) support


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Attachment 7

DRAFT Information Privacy PolicyCouncil staff to identify manage or eliminate potential privacy risks whenever proposed, new or redesigned information management systems or services, customer service delivery or legislation, involve new or changed ways of handling personal information.

A privacy breach occurs when there is a failure by Council to comply with the Information Privacy Act 2009. An identified or suspected breach will be assessed and treated by Council in accordance with the Information Privacy Breach Response Standard. The Office of the Information Commissioner (OIC) can issue a compliance notice to Council for serious or multiple breaches of the Information Privacy Act’s, 11 Information Privacy Principles (IPPs). Council will take all reasonable steps to comply with any compliance notice that may be issued.

An individual may make a complaint to Council when the individual believes that Council has not dealt with their personal information in accordance with legislation. The Act allows a minimum of 45 business days for Council to respond and/or to resolve the subject matter to the satisfaction of the individual. Council will maintain a privacy complaint function with staff assigned to investigate, resolve and report on privacy complaints. The City’s Legal Services Branch provides statistics on privacy complaint investigations for publication in Council’s Annual Report.

Legal Services Branch investigates complaints from individuals who consider that the City has not fulfilled its legislative obligation. If an individual is dissatisfied with the outcome of a privacy complaint investigation, the individual can refer their complaint to the Office of the Information Commissioner (OIC). An individual may seek referral of their privacy complaint to the Queensland Civil and Administrative Tribunal (QCAT) if the OIC considers that resolution of the complaint is not reasonably likely to be achieved through mediation.

The Information Privacy Act gives an individual the right to make application to access and request amendments to their personal information. Requests for access are made either via a Right to Information and Information Privacy access application or are made via a formal Council administrative access scheme or via a customer service point.

The OIC monitors and reports on Council’s compliance with the Information Privacy Act by conducting audits, reviews and surveys of agencies including local governments, in order to measure the extent of compliance with the Act and report on review outcomes to the Queensland Parliament.

SCOPE The policy applies to all of the following:

The Mayor, Councillors, Chief Executive Officer, (CEO), Directors, Managers, staff,contractors, work experience students, apprentices, volunteers, consultants, vendors,contracted external service providers and outsourced business functions.

All personal information, collected, stored, used and disclosed by Council, regardless offormat, medium and source, unless otherwise exempted by legislation.

All administrative and technological environments in which Council’s business isconducted,and

information systems regardless of whether manual or automated.

DEFINITIONS Definitions related to information privacy derived from the Office of Information Commissioner and Information Privacy Act 2009 (Qld). Information privacy is a sub-domain of information management.


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DRAFT Information Privacy PolicyThe definitions below are relevant for this policy and its supporting standards. For broader definitions relating to information management or information security see respectively the Information Management Policy and the Information Security Policy.

Term Meaning

Access Providing an individual with personal information that is held by the Council. Access may include allowing that individual to inspect (view) personal information or to obtain a copy of the personal information.

Collection Gathering, acquiring or obtaining personal information from any source and by any means.

Consent In relation to information privacy means a voluntary agreement (express or implied) to some act or practice which impacts an individual’s personal information. An individual must be adequately informed before giving consent and must have the capacity to understand and communicate their consent.

Disclosure Personal information is disclosed to an external person or entity if:

that person/entity does not know the personal information and is not in aposition to otherwise find it out and,

the personal information is provided to the person/entity or placed in aposition to enable them to find it out; and

Council ceases to have control over personal information provided to theexternal person/entity (Section 23, Information Privacy Act 2009).

Evidence of Identity

The types of evidence that, when combined, provide confidence that an individual is who they say they are.

Flow of personal information

Describes the creation, collection, retention, use, disclosure and disposition of personal information. It also includes the identification of partners and third parties who handle the personal information during the administration of a project or an activity.

Information Privacy Principles (IPPs)

Principles that set out how Queensland Government agencies should collect, use, store, secure, and disclose personal information.

Personal information

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded in a material form or not, about a natural living person whose identity is apparent, or can reasonably be ascertained, from the information or opinion, including a photograph or other pictorial representation of a person.


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Term Meaning

Reasonable Determining what is reasonable involves considering all factors are considered and properly balanced. Factors include considering Council’s responsibilities, the personal information in question, the public interest in the proposed action, and any other relevant circumstances. Generally, the practical difficulty or cost will not make something unreasonable.

Surveillance Technology

A digital or analogue device that has the capability to monitor or record audio, video, images, or location data, including but not limited to cameras microphones, audio recorders, and Global Positioning Systems (GPS). See reference to Council’s management of surveillance technologies in the Information Privacy Standard

Use Information Privacy Act 2009

Section 23 What it means to disclose personal information and to use personal information

(3) An entity [Council ] uses personal information if it

(a) manipulates, searches or otherwise deals with the personal information;or

(b) takes the information into account in the making of a decision; or

(c) transfers the information from a part of the entity having particularfunctions to a part of the entity having different functions

(4) Subsection (3) does not limit what actions may be use of the personalinformation.

(5) However, use of the personal information does not include the action ofdisclosing the personal information to another entity.

RELATED POLICY Code of Conduct for Employees Policy Disciplinary Policy Digital City Data Policy Information Security Policy Information Management Policy Right to Information and Information Provision Policy

DELEGATIONS Full details of each delegated power; (referenced by delegation number below) the delegate position and the current incumbent are recorded in Council’s Delegation and Authorisation Register.

DE01407 DE01474 DE01510 DE02262 DE02263 DE02137 DE01758


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LEGISLATION Disaster Management Act 2003 (Qld) Planning Act 2016 (Qld)

Electronic Transactions (Queensland) Act 2001 (Qld)

Privacy Act 1988 (Cth)

Information Privacy Act 2009 (Qld)

Privacy (Tax File Number) Rule 2015 (issued under s 17 of the Privacy Act 1988 (Cth))

Local Government Act 2009 (Qld)

Public Records Act 2002 (Qld)

Local Government Regulation 2012 (Qld)

Right to Information Act 2009 (Qld)

SUPPORTING DOCUMENTS AND STANDARDS Appendix A: Information Privacy Roles and Responsibilities Information Privacy Standard iSPOT #72647142 (Council of the City of Gold Coast) Information Privacy Breach Response Standard iSPOT #72655367 (Council of the City of Gold Coast) Privacy Impact Assessment Guideline iSPOT #72654439 (Council of the City of Gold Coast)

POLICY RESPONSIBILITIES Sponsor Director Organisation Services

Owner Chief Information Officer (CIO)

VERSION CONTROL Document Date Approved

Amendment

Number and version Approved by, resolution number

New policy, minor amendment, major amendment


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Appendix A: Information Privacy

Roles and Responsibilities

CEO Assigns and delegates information privacy responsibilities to Council positions.

Accounts to relevant State and Federal authorities for Council’s information privacy management and practices.

Directors Ensure compliance (within their Directorate) with this policy and relevant policy instruments.

Ensures information privacy management requirements are identified and addressed.

Ensures all privacy breaches are managed as required by Information Privacy Breach Response Standard

Timely reporting of policy metrics to the CIO.

Chief Information Officer (CIO)

Leads policy implementation activities. Leads monitoring of information privacy training and awareness to all

staff. Oversight of policy performance, compliance monitoring and

reporting.

Managers/Information Asset Custodians

Leads implementation of business processes which are compliant with the Information Privacy Act 2009, other privacy legislation and information security requirements. Responsibilities include the periodic review of business processes to ensure protection of personal information.

Responsibility for the completion of a Privacy Impact Assessment (PIA) and assigns responsibility to a role holding functional responsibility for a project or activity, to undertake the PIA.

Decides whether analysis or additional information is necessary for the purpose of the PIA.

Decides requirements and processes for administrative release of personal information.

Provides or arranges for information to be provided to privacy complaint/beach investigators to support the investigation, resolution and preparation of reports on privacy complaints.

Ensures all privacy breaches are managed as required by Information Privacy Breach Response Standard.

City Solicitor Responsibility for the Information Privacy access and amendment application process.

Responsibility for information privacy complaint investigation.

Legal Information Unit Right to Information /Information Privacy Officer

Investigates, prepares and responds to information privacy complaints. Identifies compliance advice and reports to City Solicitor and the CIO and affected business areas on information privacy complaint handling and investigation outcomes.

Councillors and Individual Staff

When handling personal information, the Mayor, Councillors, staff and contractors must comply with the Information Privacy Act 2009 requirements

outlined in this Policy and supporting standards whilst undertaking their duties.


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Appendix A: Information Privacy

Roles and Responsibilities

comply with system usage rules and monitoring proceduresconcerning the collection and use of the information. Councillorsand Council staff are bound by the Local Government Act 2009and respectively the Code of Conduct for Councillors inQueensland and Code of Conduct for Employees Policy.

ACKNOWLEDGEMENTS Queensland Office of the Information Commissioner (OIC)


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Attachment 8

Information Privacy Standard

Instrument of the Information Privacy Policy November 2019


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DRAFT Information Privacy Standard







Managers Information Asset Custodians Coordinator ICT Governance Risk and Compliance

Authority

Author



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Table of Contents 1 Purpose .......................................................................................................................................... 5

2 Personal Information .................................................................................................................... 5 2.1 Natural Persons ................................................................................................................... 5 2.2 Deceased people ................................................................................................................. 6 2.3 Organisations ....................................................................................................................... 6 2.4 Whether information is true or not ....................................................................................... 6 2.5 Recorded in a material form or not ...................................................................................... 6 2.6 Whether identity is apparent or can reasonably be ascertained .......................................... 6 2.7 Anonymised, de-identified and coded information ............................................................... 7

3 Exemptions from the Information Privacy Principles ................................................................ 7 3.1 Interaction of the IP Act with other legislation ...................................................................... 7 3.2 Exempt Documents ............................................................................................................. 7 3.3 Exemptions for generally available publications .................................................................. 8 3.4 Exemptions for law enforcement activities ........................................................................... 8 3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public ............ 9

4 Overview of the Information Privacy Principles (IPPs) (Schedule 3, IP Act) ........................... 9 4.1 Information Privacy Principles 1-3 Collection of personal information ................................. 9 4.2 Information Principle 4 Storage and Security .................................................................... 11 4.3 Information Privacy Principle 5 - Providing information about documents containing

personal information .......................................................................................................... 12 4.4 Information Privacy Principles 6 and 7 - Access to and amendment of personal

information ......................................................................................................................... 12 4.5 Information Privacy Principle 8 - Accuracy of Personal Information .................................. 13 4.6 Information Privacy Principle 9 - Use of personal information for a particular purpose ..... 13 4.7 Information Privacy Principle 10 - Limits on the use of personal information .................... 13 Applying Information Privacy Principle 10 - Secondary Use ................................................ 13 4.8 Information Privacy Principle 11 - Limits on disclosure of personal information ................ 14

5 Overview of specific Council personal information handling practices ................................ 15 5.1 Complaint investigations – management of personal information ..................................... 15 5.2 Managing complainant and respondent expectations ....................................................... 15 Court Proceedings .................................................................................................................... 15 Communicating a complaint investigation status and outcome .......................................... 15 5.3 Emails and personal information ....................................................................................... 16 5.4 Image and audio recordings and personal information ...................................................... 16 5.5 Information requests and information sharing of personal information .............................. 16 5.6 Public registers and personal information .......................................................................... 17 5.7 Routine Work Information .................................................................................................. 18 5.8 Recruitment information ..................................................................................................... 19


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5.9 Surveillance technologies and personal information ......................................................... 19 5.10 Disclosure of personal information captured by surveillance devices ............................... 20

6 Service providers & service arrangements .............................................................................. 21

7 Transfer of personal information outside of Australia ............................................................ 21

8 Privacy Impact Assessment (PIA) ............................................................................................. 22

9 Information Privacy Complaints ................................................................................................ 22

10 Information Privacy Breach ........................................................................................................ 23


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1 Purpose This Standard is an instrument of the Information Privacy Policy. The contents are sourced and adapted for City of Gold Coast Council from guidelines published by the Queensland Office of the Information Commissioner (OIC) The standard guides Councillors and Council staff in balancing the necessary information flow for the delivery of Council services with the legislative obligations of the Information Privacy Act 2009 (Qld)(IP Act

The IP Act contains a set of rules or ‘privacy principles’ that govern how Queensland Government agencies (including Council of the City of Gold Coast) collects, stores, uses and discloses personal information.

The IP Act regulates Council’s information handling by requiring;

protections of personal information from misuse or unauthorised disclosure, the fair collection, use and, disclosure of personal information in Council’s possession, or under

Council’s control, Council to provide customer service for enquiries relating to personal information, Council to publish information about Council’s personal information handling practices.

2 Personal Information The IP Act defines personal information as:

Information or an opinion (including information or an opinion forming part of a database), whether true or not, and whether recorded in a material form or not, about a natural living person whose identity is apparent, or can reasonably be ascertained, from the information or opinion, including a photograph or other pictorial representation of a person.

The concept of ‘personal information’ is broad. The definition of personal information includes information which directly identifies an individual and information that can be compared or cross-referenced with other information to identify an individual. Whether information constitutes personal information will depend on whether:

the information is explicitly excluded from the definition of personal information, or whether or not an individual’s identity is apparent, or whether or not an individual is ‘reasonably identifiable’ in particular circumstances.

Some information may not be personal information when considered on its own. However, when combined with other information held or available, it may become ‘personal information.’ Below is an overview of criteria which determines if information requires privacy protections. In some cases, establishing whether the handling of specific information is subject to the IP Act will depend on the type of information and the circumstances and will often require legal advice.

2.1 Natural Persons

The definition of personal information is limited to information about an individual. The definition of an 'individual' in the Acts Interpretation Act 1954 (Qld) is 'a natural person'. A ‘natural person’ can only be a living person.


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2.2 Deceased people

Deceased people cannot have personal information. However, if information about a deceased person includes information or an opinion about a living individual, it will be ‘personal information’ about that ‘living individual’.

2.3 Organisations

The ordinary meaning of a ‘natural person’ does not include an organisation or corporate entity. Generally, information that is only about a business or community organisation is not considered to be ‘personal information.’

However, an individual’s personal information may be related to information about the organisation, business or company. Some information will, therefore be personal information about the individual. For instance, where the business is owned and managed by a sole trader, the distinction between business information and personal information might sometimes overlap.

In practice, where information provided in a business or professional capacity is also personal information, the Information Privacy Principles (IPPs) will apply.

2.4 Whether information is true or not

The IP Act does not require that the information be verified as correct in order to fall within the definition of personal information.

2.5 Recorded in a material form or not

The concept of personal information is not limited to information contained in a document or a database but includes communication in a non-recorded form such as a conversation. Information which identifies an individual can be in any medium e.g. email, text message, photograph, video, sound or biometric data.

2.6 Whether identity is apparent or can reasonably be ascertained

Apparent

When the identity of an individual can be determined solely from the information, then their identity is apparent. The information is personal information about the individual. Personal information would also include circumstances where the information was of such a singular nature that, even without a name, it could be about no one else.

Reasonably ascertained

Reasonably ascertainable is where information can be compared or cross-referenced with other information and then identifies an individual. Relevant factors include:

The availability of the secondary material; is it readily available to all, or can it only be obtained by a limited group of people? For example, a Queensland vehicle licence plate number may be linked to an identifiable individual, but only by accessing records held by Queensland Transport.

The number of steps required to be taken to determine the individual’s identity; will it involve referencing a single source of secondary information; or will it involve a chain of linkages? The more steps involved the less likely information will be compared or cross-referenced.

The level of certainty of the identification. Will the linkage between the information and the secondary source allow a single individual to be identified, or will it narrow it only to one of a class of individuals?


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2.7 Anonymised, de-identified and coded information

Personal information is anonymised where it is impossible for the person collecting, using or receiving it to identify the individual it is about and it is no longer personal information. Information may initially be collected anonymously, with no identifying information included. In this case it will never have constituted personal information under the IP Act.

The identity of an individual may be removed from personal information in a number of ways.

Information may be aggregated and combined in a form with no personal identifiers. For example, information may be broken down into statistics which are broad enough to ensure the people they are about are not reasonably identifiable.

Information may be stripped of identifiers and coded, so that only staff positions with access to the key code can link the information to a specific individual. For example, where non-identifying portions of the information are extracted and linked to a numerical sequence and another document or database holds a record linking the number to the individual.

Guidance on de-identifying data is available from the Office of the Information Commissioner website.

3 Exemptions from the Information Privacy Principles In some circumstances, the IP Act recognises that it is appropriate for government agencies not to comply with specific Information Privacy Principles. When applying these exemptions, Councillors and staff must be satisfied that the action or purpose fits one of the exemption criteria. In addition to the guidance below, refer also to the following:

Information Privacy Act 2009

the Office of the Information Commissioner website, which contains guidelines and case notes on applying the exemptions,

Council’s Legal Services branch.

3.1 Interaction of the IP Act with other legislation

The IP Act will defer to any other Act which applies to the jurisdiction and which provides for the collection, storage, handling, management, use, disclosure and transfer of personal information. In addition, requirements to use or disclose personal information under another by an enabling Act override the relevant privacy principles by the action of Information Privacy Principle 10(1) (c), 11(1) (d).

If another Queensland or Australian Commonwealth law requires that personal information be dealt with in a certain way, the other law must be applied first. Some examples include authority to compel the provision of personal information for example through public inspection and authorising provisions in emergency management laws. When disclosure of personal information is made in accordance with another enabling law relevant to Council, there can be no privacy breach.

3.2 Exempt Documents


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Schedule 1 of the IP Act sets out documents to which the Information Privacy Principles do not apply. These include documents which relate to covert activity, witness protection or documents that are in connection with an operation under the:

Police Powers and Responsibilities Act 2000 (Qld) Crime and Corruption Act 2001(Qld) A covert undertaking of a law enforcement agency A warrant under the Telecommunication (Interception and Access) Act 1979 (Cth).

3.3 Exemptions for generally available publications

Schedule 1 of the IP Act has specific relaxations for personal information that is publicly available. Publicly available means that the personal information is available to all equally, without having to establish standing or a special interest, with no limitations placed on its use or disclosure (apart from general copyright restrictions). Exemptions apply to documents;

contained in generally available publications e.g. print, television, newspaper, radio, published and available on the internet or other form of communication, available or kept in a public register, published decisions by a court or tribunal, in a library, or accessible in an art gallery or museum for the purposes of reference, study or exhibition,

contained in a public record under the Public Records Act 2002 (Qld) in the custody of Queensland State Archives that is not in a restricted access period under that Act,

contained in a letter, or anything else, while it is being transmitted by post,

published by the individual or they have provided the information to a third party for publication.

3.4 Exemptions for law enforcement activities

Section 29 of the IP Act permits an agency with a law enforcement function to not comply with certain privacy principles in specific circumstances.

Activities of specific Council business areas fulfil the definition of law enforcement function where there is a responsibility for the prevention, detection, investigation, prosecution or punishment of offences and other breaches of the law imposing penalties and sanctions. They include:

• regulatory functions of City Laws, • regulatory functions of Development Compliance, • prevention, detection, investigation or remedying of Councillor or employee misconduct, • other legislative provisions administered by Council where penalties or sanctions are imposed,

Purely administrative activities undertaken by these business areas (e.g. issuing a licence), are not considered to be a law enforcement function.

Section 29 of the IP Act prescribes the privacy principles where a law enforcement function may seek exemption:

Principle Summary of requirements

IPP 2: Provide a collection notice.

IPP 3: only collect relevant, complete and up to date personal information, and do not intrude unreasonably on an individual's personal affairs.


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Principle Summary of requirements

IPP 9 Only use relevant personal information.

IPP 10 Only use personal information for the purpose for which it was collected, unless an exception applies.

IPP 11 Do not disclose personal information to anyone but the individual it is about unless an exception applies.

When applying a law enforcement exemption, Council business areas must satisfy and document reasonable grounds that a non-compliance with one or more of the listed privacy principles is necessary to achieve or carry out the enforcement function. It is a decision that must be made every time an exemption is applied. The City Solicitor may determine if a law enforcement exemption is applicable for the performance of a Council function or activity.

3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public

The Information Privacy Principles (IPPs) in the IP Act provide flexibility for effective information flow in situations including where:

• Personal information can be used or disclosed if it is reasonably necessary to lessen or prevent a serious threat to the life, health, safety or welfare of an individual, or to public health, safety or welfare and law enforcement purposes.

• Aggregated or de-identified data does not raise privacy issues and could be used where the identity of individuals is not needed.

• Entities responsible for disaster management at Federal, State, and Local government levels may need to share personal information to assist in providing appropriate services. Federal Government agencies are required to comply with the Commonwealth privacy legislation when disclosing information. Such legislation has equivalent flexibility for sharing personal information for health and safety and law enforcement purposes.

When relying on this exemption, Council must be satisfied on reasonable grounds that an exemption is necessary to lessen or prevent an imminent serious threat to life, health, safety or welfare of an individual, or to public health, safety or welfare.

As required, the City Solicitor can determine a legal position whereby an exemption is applicable for individual or public safety, health and welfare purposes.

4 Overview of the Information Privacy Principles (IPPs) (Schedule 3, IP Act)

4.1 Information Privacy Principles 1-3 Collection of personal information

In complying with its obligations under IPPs 1-3, Council will:

only collect personal information for a lawful purpose directly related to its functions or activities,

only collect such personal information as is needed to fulfil the purpose, or directly related to the purpose,


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only collect personal information by transparent, lawful and fair means and not in an unreasonably intrusive way,

ensure personal information collected is complete, relevant to the purpose for which it is collected and up to date.

Applying IPPs 1-3 Collection of Personal Information

Whenever the following apply, Council will:

at collection time, obtain and record an individual’s consent, where Council wishes to use the personal information collected for purposes other than its normal business activities and allow individuals to change their consent anytime thereafter; and

make an individual aware at the time of collection when Council knows that the personal information collected will be transferred to a third party (i.e. service provider), and/or stored outside of Australia, to allow individuals to consent to this; and

collect personal information about an individual directly from the individual or from the individual’s activities, without unreasonably intruding on the personal affairs of an individual; and

make the individual aware when Council has collected information about the individual from a third party.

The taking of these reasonable steps (however that occurs), constitutes a collection notice. For example the notice below was used for registering names and addresses of customers for the enterprise business system. Council of the City of Gold Coast (Council) is collecting your personal information in order to provide the services requested, perform associated Council functions and services, and to update and maintain Council's customer information records. Your information is handled in accordance with the Information Privacy Act 2009 (Qld) and may only be accessed by Councillors, Council employees and authorised contractors. Unless authorised or required by law, we will not provide your personal information to any other person or agency. For further information go to http://www.goldcoast.qld.gov.au/privacy-81.html.

As per the legislative requirement, whenever appropriate or relevant, at collection time or as soon as practical, business areas of Council must take reasonable steps to ensure that the person is generally aware of:

the purpose of the collection of personal information,

if the collection is authorised or required under a law,

that it is Council’s usual practice to disclose this type of personal information, and to whom it is disclosed.

If the collection of the personal information by Council is not required by legislation, the individual should be informed that their participation in an activity involving personal information collection is voluntary. For example a communication to the individual would include the following and provide details of how an individual can opt-out of the collection process.

Council may also use your personal information in order to contact you to provide you with information regarding Council functions and services. If you do not wish to receive such information please opt out using the unsubscribe link in the communication material sent to you.


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Verbal Notice of Collection

When personal information is being collected verbally, the individual must be advised of the purpose for requesting the information. For example “May I please have your details, so that your enquiry can be referred to the appropriate section for a response”.

If a recorded message is used to inform people about information privacy, the following wording is suggested:

Council of the City of Gold Coast complies with the Information Privacy Act 2009. Any personal information you provide will only be used to appropriately respond to your enquiry or request.

Note: In general, a recorded message does not replace the need for a collection notice. Individuals must be informed of the purpose of the collection if personal information is requested.

Images and audio recording and notifications to individuals - see 4.4

Exceptions Exceptions to this requirement of collection notification is where

the personal information is collected in the context of emergency service delivery,

if Council reasonably believes there would be little practical benefit to the individual,

the individual would not reasonably expect to be made aware of these matters,

the collection of personal information is for law enforcement activities.

4.2 Information Principle 4 Storage and Security

This principle requires Council ensure that appropriate protections are applied when managing personal information. Personal information security protections must be applied and embedded in operational processes and in the planning and delivery of Council projects with the aim to:

prevent the misuse, interference, loss or unauthorised accessing, modification or disclosure of personal information,

detect privacy breaches promptly, and

enable business areas to respond to potential privacy breaches in a timely and appropriate manner.

Some Council information assets may require more stringent protections, based on the sensitivity or extent of the personal information and the risk of a security breach occurring. Privacy Impact Assessments (refer to Privacy Impact Assessment Guideline) and information security risk assessments (refer to the Information Security Policy) support business areas to systematically consult with stakeholders and identify any privacy impacts and information security controls needed as a result from legislative and policy change, from project activities or as part of business as usual functions. These assessments support business areas to record options and recommendations required around managing, minimising or eliminating the identified privacy risk impacts. Applying appropriate storage and security protections throughout the lifecycle of the personal information involves:

considering whether it is actually necessary to collect and hold personal information in order to carry out Council functions or activities,

planning how personal information will be handled by embedding privacy protections into the design of storage and information handling practices,

taking reasonable, appropriate and adequate steps to ensure that personal information is securely stored and transmitted via secure means, as would be reasonably expected, in


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accordance with this policy, Council’s Information Management Policy, Information Security Policy, and ICT Resource Usage Policy,

taking reasonable and appropriate steps to prevent unauthorised use or disclosure of personal information, if it is necessary for the personal information to be provided by Council to a person, organisation or contracted service provider,

taking all the reasonable and appropriate steps to ensure that the confidentiality, integrity, and availability of Council’s personal information is not compromised (Refer also to Council’s Information Management Policy, Information Security Policy and ICT Resource Usage Policy,

taking all reasonable and appropriate steps to protect personal information from misuse or unauthorised access and disclosure,

taking all reasonable steps in undertaking authorised destruction (Refer to the Information Management Policy) or de-identification of the personal information.

4.3 Information Privacy Principle 5 - Providing information about documents containing personal information

This policy and a privacy statement are published on the Council website. This information and other sources of information such as Council’s customer contact details, support the legislative requirement that Council must take reasonable steps to ensure that individuals are informed about:

types of documents containing personal information which are controlled by Council,

the main purposes for which the personal information is used; and

how individuals may access or amend a document that contains personal information.

4.4 Information Privacy Principles 6 and 7 - Access to and amendment of

personal information

Individuals can apply to access personal information managed by Council or have personal information amended if they consider that the information is inaccurate, incomplete, out of date or misleading. Evidence of the applicant’s identity is required. Individuals may:

apply informally (administratively) by contacting a customer contact center. (The request can be directed internally to a manager who has authority to approve release of information. This applies particularly where documents have not previously been published or released.) or,

apply formally via the Right to Information /Information Privacy access/amendment application. There is discretion not to provide individuals with access to documents containing their personal information documents if:

Council is authorised by law to refuse to provide access to an individual; or

the requested document is expressly excluded from the operation of an access law. All applications requesting amendment of an applicant’s personal information must provide sufficient detail to enable the identification of the document containing the incorrect information and details of the requested amendment. There is discretion not to amend personal information in the way the individual has requested. In this case, notations are added by Council staff which records the individual's claims in relation to the


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information. 4.5 Information Privacy Principle 8 - Accuracy of Personal Information

Council will take reasonable steps to ensure that personal information it collects uses or discloses is accurate, relevant, complete and up to date.

4.6 Information Privacy Principle 9 - Use of personal information for a

particular purpose

Personal information may not be collected for the sake of collecting it, or against a possible future need. There must be a clearly defined purpose for which it is being collected, required for, or intended to further, a legitimate Council function. The purpose for collecting the personal information should be specifically defined before collection begins.

4.7 Information Privacy Principle 10 - Limits on the use of personal information

In general, Council staff must not use personal information for any purpose other than the purpose for which the information was obtained by Council unless:

the individual concerned has expressly or impliedly agreed to the use of the information for the other purpose,

Council is satisfied on reasonable grounds that use of the information for the other purpose is necessary to lessen or prevent a serious threat to life, health, safety or welfare of an individual, or to public health, safety or welfare,

Use of the information for the other purpose is required or authorised by or under law (See 3.1),

Council is satisfied on reasonable grounds that use of the information for the other purpose is necessary for one or more of the following or has been requested for one or more of the following by a law enforcement agency: (See 3.4)

a. the prevention, detection, investigation, prosecution or punishment of criminal offences or breaches of laws imposing penalties or sanctions,

b. the enforcement of laws relating to the confiscation of the proceeds of crime,

c. the protection of the public revenue, d. the prevention, detection, investigation or remedying of seriously improper

conduct,

e. the other purpose is directly related to the purpose for which the information was obtained,

f. the preparation for or conduct of, proceedings before any court or tribunal or implementation of the orders of a court or tribunal.

Applying Information Privacy Principle 10 - Secondary Use A request to use personal information for a secondary use (for another purpose other than the one for which it was collected), must be considered on a case by case basis. A Privacy Impact Assessment (refer to Privacy Impact Assessment Guideline) should be used to identify the impacts of a proposed secondary use.

The following are examples of where secondary use of personal information is directly related to the to the primary purpose for collecting the information;

personal information is collected and used for an activity or programme and is also used to monitor, evaluate, audit the same activity or program,.


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personal information which is collected during a complaint investigation is used for the purpose of conducting the follow up research and reporting.

Personal information can be used for another purpose if all of the following apply:

the use is necessary for the research or compilation or analysis of statistics in the public interest,

the use does not involve the publication of all or any of the personal information in a form that identifies any particular individual the subject of the personal information,

it is not practicable to obtain the express or implied agreement of each individual the subject of the personal information before the use.

4.8 Information Privacy Principle 11 - Limits on disclosure of personal

information

Councillors and Council staff must not disclose personal information, unless:

the disclosure of an individual’s information is made to that individual,

the information is required for preparation for, or conduct of, proceedings before any court or tribunal, or implementation of the orders of a court or tribunal,

the individual is reasonably likely to have been aware, or to have been made aware, under IPP 2 or under a policy or other arrangement, that it is Council’s usual practice to disclose that type of personal information to the relevant entity,

the individual has expressly or impliedly agreed to the disclosure,

Council is satisfied on reasonable grounds that the disclosure is necessary to lessen or prevent a serious threat to the life, health, safety or welfare of an individual, or to public health, safety or welfare (See 3.5),

the disclosure is authorised or required under a law (See 3.1),

Council is satisfied on reasonable grounds that the disclosure of the information is necessary for one or more of the following by or for a law enforcement agency:

a. the prevention, detection, investigation, prosecution or punishment of criminal offences or breaches of laws imposing penalties or sanctions,

b. the enforcement of laws relating to the confiscation of the proceeds of crime,

c. the protection of the public revenue,

d. the prevention, detection, investigation or remedying of seriously improper conduct.

All of the following apply:

the disclosure is necessary for research, or the compilation or analysis of statistics, in the public interest,

disclosure does not involve the publication of all or any of the personal information in a form that identifies the individual,

it is not practicable to obtain the express or implied agreement of the individual before the disclosure, and

Council is satisfied on reasonable grounds that the relevant entity will not disclose the personal information to another entity through contractual, service or information sharing agreements or after identifying and applying risk control recommendations from an assessment of any privacy impacts.


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5 Overview of specific Council personal information handling practices

5.1 Complaint investigations – management of personal information

Council investigates and acts on complaints raised by a member of the public (the complainant).

Regulatory complaints will typically involve information about an individual or their property, including details about an alleged breach by a third party (the respondent) of a local law or development compliance matter.

Administrative action complaints are an expression of dissatisfaction about the service or action/inactions of Council or staff by a person who is claiming to be directly affected by the service or action.

An effective complaints management process includes providing a response to affected parties indicating that Council has received a complaint and taken appropriate action. In some circumstances, Council must comply with an obligation under law to provide notification of the outcome to the complainant, (e.g., Section 306(3) (d) of the Local Government Regulation 2012 (Qld)- resolution of administrative action complaints). When a legislative authority does not specify what information is to be provided, Councillors and staff will need to achieve a balance between communicating a transparent complaints process, and ensuring reasonable protection of privacy for individuals involved in the complaint.

Often it is possible to provide a complainant with information about the status of their complaint without disclosure of personal information. For example, no personal information is disclosed when information is provided of a procedural or administrative nature, such as:

how Council deals with complaints,

where a complaint currently sits within that process and,

outlining the potential outcomes of the complaint process.

5.2 Managing complainant and respondent expectations

Court Proceedings

If a regulatory or compliance offence occurs and can only progress to court proceedings by identifying the complainant, Council staff should seek to obtain the complainant’s consent to disclose this information before pursuing the legal matter. If the complainant withholds consent, the complainant should be advised that the investigation may be terminated because the absence of the information is likely to prevent the successful prosecution of the offence. Communicating a complaint investigation status and outcome A request for information about the progress details of an investigation must be made in writing and must provide evidence of identity.


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The identity of a complainant and copies of all relevant documentation, including the original complaint, the investigation report and all correspondence between the complainant and the investigator, will be treated as confidential information. Complainant’s details will remain confidential. Council notices/correspondence to a respondent should include a clause informing respondents that it is Council’s usual practice to disclose information about the progress of the investigation, and its outcome, to the complainant. Council may keep the complainant informed, without obtaining the respondent’s consent. Investigating officers should, however, consider any concerns about disclosure that are raised by an affected respondent. When an investigation finds no regulatory breach, Council may advise the complainant that based on information held by Council, no further action is required. Council may also advise the person who is subject of the complaint (the respondent) but is not required to do so. Information provided to the respondent should be limited to facts that Council has received a complaint but an investigation has found no breach or cause for further investigation. 5.3 Emails and personal information

In some instances, it may be a breach of the Information Privacy Principles to disclose the email address of another person. Before forwarding an email, Councillors, and Council employees and contractors must consider if a person would object to the disclosure of their email address. If appropriate, when sending an external email to a number of recipients, use privacy protections such as blind copies (bcc)

5.4 Image and audio recordings and personal information

Before using an identifiable image of an individual in a Council publication or website, ensure a written consent, in a format approved by the Chief Information Officer is provided by the individual. The manager of a business area is responsible for ensuring a business area notifies individuals the about collection and use of their personal information, including the procedure used to obtain, record and store an individual’s consent. Images or recordings of a child under 18 years require the consent of the child’s parent or guardian or authorised agent.

Service agreements (e.g. with photographers appointed to collect an image or recording of an individual on Council’s behalf) should bind the service provider to:

their obligations as a bound service provider under the Information Privacy Act 2009; and their obligations as a bound service provider to inform and document individual/s consent, and their obligations as a bound service around the agreed use and disclosure of any images or

recordings.

Verbal consent is sufficient when collecting images or recordings of Councillors and Council staff for images which are for internal use. If appropriate, an email can be circulated to provide details of the purpose and use and where appropriate, how individuals may opt out of the activity.

5.5 Information requests and information sharing of personal information

Whenever requests for information are received from other agencies or the public, Council needs to consider privacy obligations before deciding what information, to whom and how personal information is shared or provided. Council staff makes release decisions and provide personal information to third parties in accordance with the disclosure exceptions in Information Privacy Principle 11 (See Service Providers & Service arrangements for guidance on providing information to contracted service providers).

Legal Services is responsible for processing requests in writing from both law enforcement agencies and government agencies where there is a statutory obligation for the City to provide the requested information.


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Where Council regularly receives requests for personal information by another agency, consider, in consultation with the City Solicitor, developing an agreement, such as a Memorandum of Understanding, that sets out how agencies or other parties involved will meet their privacy obligations.

When a request or a sharing arrangement permits authorised disclosure of personal information under the provisions of the IP Act, Council staff must:

record or relate details about the disclosure within or to the document, take all reasonable steps to clearly set out the receiving entity’s permitted dealings with the

shared personal information, take all reasonable steps to ensure only the authorised persons are involved in the disclosure or

sharing of information, take all reasonable steps to ensure that the receiving entity will not use or disclose the

information other than for the purpose for which the information was provided or shared by Council.

Requests by public for access to personal information

See Information Privacy Principle 6-7 for guidance on managing requests by individuals for their personal information. Requests to Council by the public for general access to information (including surveillance data) are managed according to the Right to Information and information Provision Policy.

5.6 Public registers and personal information

Under various laws, public registers managed by Council are required to be made available or ‘open to inspection’ to the public. Personal information kept on public registers could include names, postal address and property ownership and include other documents such as records of approvals or licences. Examples of public registers managed or compiled for Council purposes include:

submissions and development applications the Land Record which identifies who is responsible for paying rates or charges for land in the

local government area.

Before personal information on a public register can be released, Council must have a satisfactory reason or authorisation for doing so. Information provided from a register is limited by the purpose for the register or is prescribed under the law for which the register is kept.

Land Record

Refer requests for information from Council’s land record to Customer Contact or a Customer Service point at a Council administration office. Requests for land record information are managed in accordance with the provisions of the Local Government Act 2009(Qld).

The following persons may inspect the land record free of charge:

The owner, lessee or occupier of the land or adjoining land. The agent of an owner, lessee or occupier of the land or adjoining land. The agent must produce written evidence of the agent’s appointment.

Inspect means that Council may provide a person with access to an electronic or paper copy of the land record of part of the land record, including, for example, by sending it by post, email or facsimile.

Council must not include a person’s name and address in the land record if:

under the Land Valuation Act 2010 (Qld.), Council has been given a notice about the person and,


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the relevant suppression direction under that Act is still in effect.

Property information and details of development applications and submissions (PD Online)

The Planning Act 2016 (Qld) requires Council to publish particular information about development applications on its website or an online system which generally includes:

the original development applications as submitted by the applicant and in its entirety, including covering letter, associated plans, any subsequent applications to the development applications and supporting forms, information and documentation,

submissions, the name, address, contact details and signatures of submitters.

A document that is related to a development application, which is considered by the assessment manager to be sensitive or purely private in nature, may be made available upon request at the discretion of the assessment manager. The disclosure of a document such as a building floor plan, for example, may require the consent of the owner.

5.7 Routine Work Information

Routine personal work information is solely and wholly related to the routine day to day work duties and responsibilities of Councillors and Council staff. Council has an obligation to collect, store, use and ensure the accuracy of routine personal work information in compliance with the privacy principles.

Routine personal work information includes information such as:

a work email address, a work phone number,

authorship of a work document, e.g. where the person's name is listed as one of the writers of a report or incidental appearances of a person's name in work documents, e.g. their identification as the author of a letter, their signature, a mention of an person as a member of a project team in documents produced by the project, a mention of a person having responsibility for a team or project, or holding a given position, on a departmental website or in a report,

reference to a rostered day off (RDO),

a professional opinion given wholly in a professional capacity and information about qualifications held where they are required for the officer's position,

work classification and job title and work location.

When a Councillor or staff member makes routine personal work information available to a member of the public, e.g. by providing a name and work phone number to another person or to the public generally (e.g. by including it on a webpage), routine work information about an individual is disclosed.

Disclosure of routine personal work information to the public or to a member of the public for legitimate purpose will, in many circumstances, be a permitted disclosure under IPP 11(1) (a). Determinations on whether routine work information should be disclosed should be considered on a case by case basis of the public interest harm caused by a routine work information disclosure. Public interest factors in favour of disclosure include the following:


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the requirement that Council be open and accountable with regards to its operations and that public sector employees would reasonably expect information which is solely their routine personal work information be disclosed where it was necessary for legitimate Council purposes,

that Councillors and Council staff are employed in the business of government which delivers services to the public and the public is generally entitled to know the identity of the service deliverers, advice givers and decision makers,

by the nature of Councillor’s and staff member’s position and the need both to interact with the public and provide information. (The Councillor or the staff member has responsibility for making decisions or they are the contact if a member of the public has a complaint or a query),

the personal work information appears in documents routinely disclosed, intended for disclosure, produced for disclosure or required by law to be disclosed, including reports, policy documents, decision notices and correspondence.

Personal information that is not treated as routine personal information and therefore must be protected from unauthorised disclosure includes:

details of a complaint about Council staff,

reasons why an officer is accessing leave entitlements of any kind (If a Council staff member applies for leave, Council policy may require the staff member to inform a supervisor about the type of leave requested and the reason for the leave. The type of leave and reasons should not be disclosed to the staff member’s colleagues by the supervisor unless it is a requirement for the job or the staff member has given their consent for disclosure),

a home address and personal phone number.

5.8 Recruitment information

Personal information about a job application, interview or recruitment process is not routine personal work information. Collection, storage, use and disclosure of applicant information must be managed in accordance with the IP Act. Where an agent is appointed to undertake recruitment activity on behalf of Council, the agent is required to be bound to comply with the IPPs as a contracted service provider.

Documents associated with the outcome of a job application are public records and can be subject to an access application under the access and amendment provisions of the Information Privacy Act 2009 (Qld.) and Right to Information Act 2009 (Qld).

5.9 Surveillance technologies and personal information

Surveillance technologies include but are not limited to:

audio, optical or visual surveillance (CCTV, body-worn video, automatic number plate recognition, unmanned aerial vehicles, e.g. drones),

data matching and data surveillance (monitoring computer usage and computer activities),

biometric surveillance (facial recognition), and

geo-location tracking (global positioning systems (GPS) and radio frequency identification (RFID).


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In some instances, the information, generated, collected and stored by these technologies will be personal information, e.g. an image of an individual, a video or audio recording of an individual or associated identifying data.

A lawful use of these technologies and the management of personal information collected via surveillance technologies require Council take reasonable steps to protect an individual’s privacy or expectation of privacy. Surveillance information must be stored in a secure location and configured to prevent unauthorised access, modification, duplication, or destruction.

Council’s method of deployment, controls used to prevent unauthorised access to the information, the ongoing management of surveillance technologies and the management of the collected data will determine the effect these technologies have on an individual’s privacy. Obtain legal advice, and undertake or review an existing Privacy Impact Assessment (refer to Privacy Impact Assessment Guideline ) when considering implementing surveillance technologies or when managing personal information collected by surveillance devices.

Subject to any IP Act exemptions, when surveillance technologies are used, collection notices are required.

Consider whether additional steps can be taken to make people aware of these technologies, such as:

publishing information about why surveillance technologies are used and how Council meets its obligations under the IP Act,

engaging with local residents and retailers about the location of proposed new cameras; and

incorporating information about the use of camera surveillance into staff induction.

5.10 Disclosure of personal information captured by surveillance devices

Using or disclosing personal information collected via surveillance technologies and without appropriate notifications to individuals, may breach the IPPs. Exemptions from some IPPs may apply relating to law enforcement or public safety activities.

The IP Act provides the Chief Executive Officer as principal officer to exercise powers in relation to disclosure of personal information under the exceptions identified in IPP 11. The decision to rely on these exceptions when releasing personal information captured by Council managed surveillance requires a delegation of power.

The City Solicitor may also determine if an exemption or exception is applicable for the performance of a Council function or activity, including disclosure. For example where the City wishes to disclose personal information based on provision under IPP11; it must be determined by either the City Solicitor or the holder of the appropriate delegation.

See Information requests and information sharing of personal information for further guidance on managing requests by third parties for access to Council managed surveillance data.


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6 Service providers & service arrangements Chapter 2, Part 4 of the Information Privacy Act 2009 (Qld) requires Council to take all reasonable steps to ensure a service provider ( an outsourced service or function) is contractually bound to comply with the Information Privacy Principles if:

the service provider deals with (receives, collects, stores, holds or processes) personal information for Council or,

the service provider provides the above services to a third party on behalf Council or,

the service arrangement involves the transfer of personal information to Council. All service provider arrangements relating to information privacy obligations must be in accordance with a standard format determined by the Chief Procurement Officer.

Subject to any advice from the Chief Procurement Officer, Council Managers must ensure that appropriate provisions for information privacy have been included in a contract, purchase order, memorandum of agreement, or other form of agreement whenever a service provider deals with personal information on behalf of Council.

The relevant manager must ensure that an appropriate service arrangement is in place before any personal information is provided to a service provider. At the manager’s discretion, it may be necessary to provide assistance to a service provider to ensure compliance (for example, a community organisation with limited resources).

7 Transfer of personal information outside of Australia Privacy considerations are particularly relevant when considering and managing contracts that involve transferring personal information and data across national borders. In such instances, the personal information is subject to foreign laws.

Personal information may be transferred out of Australia in a number of ways:

e.g. uploading a personal information database which is stored on a server in another country, or

collecting information via an online survey hosted by a company in another country.

A fundamental risk consideration when establishing contracts that involve the handling of personal information is to ensure that the information will be collected, used, retained, and disclosed only for the purposes specified in the contract and that it will be accessible only to authorised individuals (on a need-to-know basis) for those purposes.

Council managers and Council information asset custodians must take all reasonable steps to comply with the protections required whenever an information service is outsourced or hosted externally. Reasonable steps around confirming appropriate controls would include reviewing exemptions, reviewing the service provider’s terms and conditions, identifying opportunities to de-identify personal information and obtaining advice from Council legal, procurement and information security specialists. Taking reasonable steps may require a privacy impact assessment.

As required by Section 33 of the IP Act, Council will transfer an individual’s personal information outside of Australia only if:

the individual agrees to the transfer; or

the transfer is required or authorised by law; or


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Council is satisfied on reasonable grounds that the transfer is necessary to lessen or prevent a serious threat to the life, health, safety or welfare of an individual, or to public health, safety or welfare; or

two or more of the following apply:

a. Council reasonably believes that the recipient is subject to a law, binding scheme or contract that effectively upholds principles for the fair handling of personal information that are substantially similar to the IPPs;

b. the transfer is necessary for the performance of Council’s functions in relation to the individual;

c. the transfer is for the benefit of the individual and it is impracticable to seek their consent, but if it were practicable, the individual would be likely to consent;

d. Council has taken reasonable steps to ensure that the personal information it transfers will not be held, used or disclosed by the recipient of the information in a way that is inconsistent with the IPPs.

8 Privacy Impact Assessment (PIA) PIAs are used to identify and document information privacy risks and controls whenever Council business areas are reviewing;

information handling processes,

the impacts of new legislation or policies,

options for implementing or upgrading new systems, storage or hosting solutions, and

when considering an information sharing or service provision arrangement.

The Privacy Impact Assessment Guideline iSPOT #72654439 outlines the process for a business area when they document

9 Information Privacy Complaints A privacy complaint is a complaint that:

is made by an individual,

about something that Council, or a contractor has done, and

involves the personal information of the complainant,

and the complainant claims a breach of Council’s IP Act obligations.

An individual, who is dissatisfied with the way that Council has managed his or her personal information, can lodge a privacy complaint with Council. The Privacy Officer, Legal Services investigates and coordinates a response to the complainant.

The City Solicitor may make a written report as to any findings or recommendations in relation to a complaint dealt with by investigation. A summary of the report is given to the complainant. This summary and a copy of the full report are provided to the Chief Information Officer and the Manager of other Council business units which are materially involved in the matters concerning the complaint.

If an individual is not satisfied with Council’s response to a privacy complaint, the complainant can refer their complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in


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consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal (QCAT) for consideration.

10 Information Privacy Breach An information privacy breach occurs when personal information controlled by Council is subject to unauthorised access or disclosure, or is lost.

An information privacy data breach may be caused by malicious action (by an external or insider party), human error, or a failure in information handling or security systems.

The Information Privacy Breach Response Standard iSPOT 72655367 describes the process required when Councillors or staff receive a claim of an alleged privacy breach or when managing a known privacy breach.

.


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Attachment 9

Information Privacy Breach Response Standard

Instrument of the Information Privacy Policy November 2019

784th Council Meeting 6 December 2019 Events Tourism And Governance Committee Meeting 3 December 2019

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Table of Contents VERSION CONTROL ............................................................................................................................ 2

1 Purpose .......................................................................................................................................... 4

2 Introduction ................................................................................................................................... 4

3 Responding to a privacy breach .................................................................................................. 4 Step 1 Contain the breach ........................................................................................................ 5 Step 2 Identify and evaluate breach risks............................................................................... 5 Step 3 Notifying affected individuals ...................................................................................... 6 Step 4 Prevent a repeat ............................................................................................................. 7 Step 5 Monitoring and reporting privacy investigations and breaches ............................. 7


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1 Purpose This Standard is an instrument of the Information Privacy Policy. This Standard guides Councillors and Council staff in managing a privacy breach, investigating claims of a privacy breach including the considerations around notifying persons whose privacy may be affected by the breach.

Information privacy breaches can have serious consequences, including financial fraud, identity theft, physical harm and reputational damage.

A privacy breach occurs when there is a failure to comply with obligations set out in the IP Act with one or more of the Information Privacy Act 2009 (Qld.) (IP Act), and Information Privacy Principles (e.g. improper or unauthorised collection, use, disclosure, retention or disposal of personal information).

A breach management plan TRACKS-#72713267-Information Privacy Breach Management Plan assists business areas to gather information, communicate and manage a data breach involving personal information. The plan includes a template communications which can be used to capture, assess and share a record of the steps taken to contain or control the situation and the decisions made.

Currently, the IP Act does not compel Council to notify individual/s affected by a privacy breach. However, if a data breach creates a risk of harm to an individual, the affected individuals should be notified. Prompt notification to individuals can enable the individual to take steps to protect themselves. Notification also demonstrates a commitment to open and transparent actions by Council.

2 Introduction An information breach may be caused by human error, malicious action (by an external or insider party), or a failure in information handling or security systems. An information privacy breach may occur on or off a Council site through:

technical failures, (e.g.disclosure of an individual’s personal information to a scammer, as a result of inadequate identity verification procedures),

inadvertent errors (e.g. an email sent to the wrong person),

inadequate procedures,

inadequate training,

misinterpretation or application of the law, or

a deliberate act (e.g. unauthorised access to personal information by an employee).

3 Responding to a privacy breach There are four key steps in responding to a privacy breach: The first three steps should be carried out concurrently where possible. The last step provides recommendations for longer-term solutions and prevention strategies.

1. Contain the breach.

2. Evaluate the associated risks.

3. Consider notifying affected individuals.

4. Prevent a repeat.

5. Monitoring and reporting on outcomes of breach investigations.


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Step 1 Contain the breach

A quick response to contain the breach and minimise any resulting damage can reduce the likelihood of affected individuals suffering harm. It can also lessen financial or reputational damage to Council.

Recovering information and preserving evidence

Actions could include:

recovering the personal information, shutting down the information system that has been breached, suspending the activity that lead to the privacy breach, revoking or changing access codes or

passwords.If a third party is in possession of the personal information and declines to return it, obtain legal advice about what action can be taken to recover the information.

When recovering information, ensure copies have not been made or that all copies are recovered by Council. Ensure evidence that may be needed to investigate the cause of the breach is preserved.

Governance and Escalation Process

Immediately inform the manager with responsibility for the area where the breach occurred. Escalate the matter internally as appropriate.

Depending on the circumstances of the breach, it may also be appropriate to;

inform the CIO if measures are required to contain the breach using physical and technicalsecurity controls and expertise,

inform the relevant other impacted internal stakeholders such as managers, inform the Information Technology Security Advisor (Cyber Security) if the breach is suspected to

include unauthorised electronic access to Council systems or was facilitated by technical means, obtain advice from Council’s Legal Services branch on the application and interpretation of the IP

Act. Legal Services assist in responding to enquiries made by the public, and in managing anycomplaint investigations that may be received as a result of a suspected breach incident,

inform Council’s Corporate Communications if the matter involves or will require externalcommunications,

inform Integrity and Ethical Standards Unit, Corporate Assurance if the breach is related toalleged Councillor or City staff misconduct,

if appropriate, contact the Queensland Office of the Information Commissioner (OIC) to obtainadvice on privacy obligations and on measures for managing the privacy breach, includingresolving any consequent privacy complaints.

Step 2 Identify and evaluate breach risks

To determine what other steps are needed, you should assess the type of personal information involved in the breach and the risks associated with the breach. Factors to consider include:

Factors to consider

What type of personal information is involved?

Who is affected by the breach?

What was the cause of the breach?

Did the breach occur as part of a targeted attack or through inadvertent oversight?

Was it a one-off incident or does it expose a more systemic vulnerability?

What steps have been taken to contain the breach?


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Has the personal information been recovered?

Is the personal information encrypted or otherwise not readily accessible?

What is the foreseeable harm to the affected individuals?

Could the information be used for identity theft, threats to physical safety, financial loss, workplace bullying, loss of employment opportunities, and humiliation or damage to reputation? Who is in receipt of the personal information? What is the risk of further access, use or disclosure, including via media or online?

Step 3 Notifying affected individuals If a data breach creates a risk of harm to an individual, the affected individuals should be notified.

Prompt notification to individuals can enable the individual to take steps to protect themselves. Notification also demonstrates a commitment to open and transparent actions by Council.

The above factors support notification, but there are also circumstances where notification can be counter-productive or should be delayed including when;

a privacy breach is unlikely to result in an adverse outcome for the individual and may cause unnecessary anxiety and de-sensitise individuals to a significant privacy breach,

notification would compromise an investigation into the cause of the breach or reveal software vulnerability that could be further exploited.

Factors to consider when deciding whether to notify include:

Is notification appropriate

What is the type and scale of the breach?

What is the risk of harm to the individual (as determined in the previous step)? Is the information that has been compromised sensitive, or likely to cause humiliation or embarrassment for the individual? Does Council have accurate contact details for the affected individual/s? What steps has Council taken to date to avoid or remedy any actual or potential harm?

Is the individual able to take further steps to avoid or remedy harm? An example is where an individual has a new bank credit card number issued to avoid potential financial harm?

What steps has Council taken to date to avoid or remedy any actual or potential harm?

Are there any applicable legislative provisions or contractual obligations that require Council to notify affected individuals?

How to notify

It is recommended that affected individuals be notified directly either by telephone, letter, and email or in person.

Indirect notification, (e.g. posting on Council’s website, publishing a public notice, or a media release) should generally only occur where the contact information of affected individuals is not known, or where direct notification is prohibitively expensive or could cause further harm.

What to say

Tailor the content of the notification to the circumstances of the particular breach.


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Content of a notification could include:

Content of a notification could include:

Information about the breach, including when it happened,

A description of what personal information has been disclosed.

Assurances (as appropriate) about what personal information has not been disclosed.

What Council is doing to control or reduce the harm

What steps the person can take to further protect themselves and what Council will do to assist people with this Contact details within Council where questions or requests for information can be directed.

Details of the right to lodge a privacy complaint with Council and the option to bring their complaint to the Office of the Information Commissioner if an individual is dissatisfied with the response from Council.

Step 4 Prevent a repeat Once the breach has been contained, investigate the circumstances of the breach to determine all relevant causes and consider what short or long-term measures could be taken to prevent a reoccurrence.

Preventative actions could include the following activities and documentation:

security audit of both physical and technical security controls review of standards and procedures review of employee training practices; or review of contractual obligations with contracted service providers.

Step 5 Monitoring and reporting privacy investigations and breaches An individual may make a complaint to Council when the individual believes that Council has not dealt with their personal information in accordance with legislation. The Act allows a minimum of 45 business days for Council to respond and/or to resolve the subject matter to the satisfaction of the individual. The City Solicitor may make a written report as to any findings or recommendations in relation to a breach complaint dealt with by investigation. A summary of the report is given to the complainant. This summary and a copy of the full report are provided to the Chief Information Officer and the Manager of other Council business units which are materially involved in the matters concerning the complaint. Council’s Legal Services Branch manages statistics on privacy complaint investigations and these statistics are published in Council’s Annual Report. If, after 45 business days, the complainant is dissatisfied with Council’s response or the Council has failed to respond, the individual may bring their complaint to the Office of the Information Commissioner (OIC). The OIC can issue a compliance notice to Council for serious or multiple breaches of the IPPs. Under section 167 of the IP Act, the OIC is authorised to make preliminary inquiries in order to decide whether to accept a complaint. This may include inviting Council to provide a submission on whether OIC should accept the complaint. The OIC provide written notice to both the complainant and the Council if a privacy complaint is accepted and the OIC undertakes a mediation service for the privacy complaint.

The OIC monitors and reports on Council’s compliance with the IP Act by conducting audits, reviews and surveys of agencies including local governments, in order to measure the extent of compliance with the


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Act and to provide recommendations resulting from a compliance review. Reports on review outcomes are presented to the Queensland Parliament.


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Attachment 10

Privacy Impact Assessment Guideline

November 2019


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Table of Contents VERSION CONTROL ............................................................................................................................ 2

1 Purpose .......................................................................................................................................... 4

2 Introduction ................................................................................................................................... 4

3 Overview of assessment process ................................................................................................ 5


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1 Purpose A Privacy Impact Assessment (PIA) is a scalable and repeatable risk mitigation tool. This Standard provides direction to Councillors and Council staff to balance the necessary information flow for the delivery of Council services with the legislative obligations of the Information Privacy Act 2009 (Qld) (IP Act).

2 Introduction PIAs are used to identify and document information privacy risks and controls whenever Council business areas are reviewing;

information handling processes,

the impacts of new legislation or policies,

options for implementing or upgrading new systems, storage or hosting solutions, and

when considering an information sharing or service provision arrangement.

PIAs will be incorporated within Council’s project and risk management processes and can also be used for reviewing Business As Usual (BAU) processes and procedures. PIAs describe and document:

what personal information is collected,

how personal information is collected, used, transmitted and stored,

how and why personal information can be shared, and

how personal information is protected from inappropriate disclosure.

Some practical examples of situations where a PIA would be necessary include:

Undertaking a data matching activity,

When considering using a SaaS offering or a mobile application,

Implementing legislation and local law requirements,

Migrating or integrating databases,

Collecting new categories of customer data,

Engaging a third party contractor to manage data handling,

Negotiating information sharing arrangements with another agency.

A documented assessment will;

determine whether a Council activity or project is likely to comply with the IP Act,

support Council to address community concerns and build trust in Council’s information handling practices,

facilitate customer’s willingness to adopt a new product or service,


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identify information privacy risks and document risk management mitigations,

enable early identification of information privacy risks and issues, facilitating remediation to be scoped and costed prior to investment decisions being finalised.

A recommended Privacy Impact Assessment Report template is available for documenting an assessment.

3 Overview of assessment process A PIA process generally involves the following steps: Conduct a Threshold Assessment A PIA will not be necessary if the activity or project will not handle any personal information or does not propose any changes to existing appropriate information handling practices. A record of the threshold assessment should be stored to document the findings and the decision made about proceeding with a full assessment.

Plan the PIA

Identify and consult with stakeholders who are Document and provide context for about the For larger or complex projects and initiatives, it may be beneficial to conduct several smaller, more modular PIAs with clearly defined scopes.

Map the Personal Information Flow Identify the personal information that will be impacted in the project or activity Map or document how personal information will flow through the Council’s information systems and processes? including how it

Identify the Privacy Risks

Review guidance provided by the Queensland Office of the Information Commissioner which addresses various privacy issues and risk mitigations. advice from Council’s Legal Services branch on the application and interpretation of the IP Act in relation to the activity or project Review the activity or project’s handling of personal information is in accordance with the IPPs, the rules about transfer of personal information outside Australia, and the requirement to take all reasonable steps to bind contracted service providers to the

privacy principles. In addition to compliance with the IP Act, the review should consider whether the project is

t to other legislation that contains confidentiality provisions and the community’s expectations of privacy.

Identify Options to Address the Privacy Risks

If there are multiple options, (operational, technical or communication strategies) evaluate factors such as the cost, risk and benefit of each option to identify the most appropriate one.


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Produce a PIA report

for acceptance by the Information Asset Custodian which

Respond and review.

Risk mitigations should be monitored for effectiveness and compliance controls should be measured routinely. Roles and responsibilities to manage privacy compliance should be assigned. Reviews of the PIA will be triggered in a system or app use case changes, a system or process change occurs or a vendor’s Terms of Use are changed or updated.

Bradley Hand Bold 12pt breakout body


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Information Privacy Policy - Summary of Material Amendments 2019



Policy Objectives and Measures

Performance Measures Number of privacy complaints submitted where it is proved that Council breached information privacy obligations.

Objectives To ensure that personal information managed by Council is dealt with in accordance with the Information Privacy Act 2009 (Qld).

Performance Measures Percentage of Council staff who complete Council’s Information Privacy Training

Number of substantiated breaches of the Information Privacy Act.

Mandatory section of policy

Objective added

Added specific and reportable performance measures.

Policy Policy Statement NA Statement introduces the Information Privacy Act 2009 (Qld) (IP Act) and the 11 Information Privacy Principles (IPPs) included in the IP Act. Includes the following details

Compliance with legislation must be embedded in Council’sadministrative practices and service delivery and is supportedvia use of Privacy Impact Assessments (PIAs)

Managing privacy breaches and managing Information PrivacyComplaints

Managing applications to access and request amendments topersonal information

Includes statement on monitoring and reporting obligations ofCouncil’s compliance with the IP Act


Policy statement added to describe legislative obligations and activities which support compliance.

Policy Scope NA Scope Information Mandatory section of policy

Added scope information.

Policy Related Policy and Delegations

Separated Related Policies from Delegations

Delegations

Removed DE00494

Related Policies Reference to specific related Policies added

Delegations

Added DE01510

Added DE01758

Added DE02137


Policy Legislation Removed Queensland Government Information Standards Added:

Disaster Management Act 2003

Planning Act 2016

Added and removed as appropriate

Policy Supporting Documents

Removed:

Appendix B – Responsibilities for Information Management

Attachment C - Information Asset Custodian Standard

Attachment D – Recordkeeping Standard

Attachment E – Metadata Standard

Added:

Appendix B – Responsibilities for Information Privacy

Information Privacy Standard iSPOT # 72647142

Information Privacy Breach Response Standard iSPOT #72655367

Privacy Impact Assessment Guideline iSPOT #72654439

Added and removed as appropriate

Policy Policy Owner of policy has changed from Manager Business Innovation Change in Position title


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Attachment 11




Responsibilities and Technology Services to Chief Information Officer

Attachment A - Definitions

(title change) Appendix A – Definitions

Removed definitions specific to Information Management

Added definitions specific to Information Privacy. Included a reference to terms which are in the supporting standards

Definitions related to information privacy sourced from Office of the Information Commissioner website.

Attachment B - Responsibilities for Information Management

Removed and replaced section Replaced with section Attachment A Responsibilities for Information Privacy.

Added responsibilities for:

CEO, Directors, Chief Information Officer (CIO) InformationAsset Custodian, City Solicitor, Information Privacy Officer,Councillors and Individual Staff.

Added detail specific to Council’s governance responsibilities for managing personal information.

Acknowledgements Removed:


Crime and Misconduct Commission Queensland

Amended as appropriate.

Attachment C - Information Asset Custodian Asset Standard

Removed and replaced section N/A Instrument of the Information Management Policy

Attachment F Information Privacy Standard

Attachment F relocated to Information Privacy Standard Replaced with – Information Privacy Standard

Statement aligned to OIC guidance that IPPs are intended to allow and not restrict the appropriate flow of personal information within and between agencies.

Content changed to reflect Information Privacy.

Simplified wording

2. Definition ofPersonal Information

(title change) 2. Personal Information Content expanded Added a summary of scope of personal information including:

Criteria for identifying personal information

Natural Persons

Defining apparent identity and reasonably ascertainable

Anonymising personal information

Amended to provide further context on when information will require privacy protections.

3. Exemptions fromIPPs

(title change) 3. Exemptions From the Information Privacy Principles

Public domain information

Deceased persons

Organised persons

Law Enforcement activities

Exemptions for public safety

Exempt documents

Moved key concept of natural persons, deceased persons and

Added additional information and listed types of exemptions under headings

3.1 Interaction of the IP Act with other legislation

3.2 Exempt documents

3.3 Exemptions for generally available publications

3.4 Exemptions for Law Enforcement activities

3.5 Exemptions for safety, emergencies, health, or welfare of individuals or the public

Added further information and made specific topics easier to locate


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organisations to Information Privacy Standard Section 2 Personal Information

Specific personal information handling practices was included in sections in IPPs i.e.

Disclosure and

Information Collection

4. Overview of Specific Council functions and activities and PersonalInformation Handling

Specific privacy topics are numbered and easier to locate and include updated information as per practice directions from the Office of the Information Commissioner

4. ContractedService Providers

Content moved to Information Privacy Standard Section 6 Service Providers & Service Arrangements

Removed term Contracted from section title, otherwise minor editing

Changed title and added minor editing so that readers locate and understand that the process of engagement by a business area will require steps to contractually bind a service provider

5. PrivacyComplaints

Content moved to Information Privacy Standard Section 8 Privacy Complaints

Unless otherwise approved by the CEO, the complaint will be dealt with in accordance with Council’s General Complaints Process Policy.

If an individual is not satisfied with the response to a privacy complaint that has been referred to Council, the complainant can refer the complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal for consideration.

Amended and expanded details of the Privacy Complaint process

An individual, who is dissatisfied with the way that Council has managed his or her personal information, can lodge a privacy complaint with Council. The Privacy Officer, Legal Services investigates and coordinates a response to the complainant. If an individual is not satisfied with Council’s response to a privacy complaint, the complainant can refer their complaint to the Office of the Information Commissioner (OIC). The OIC may provide a response in consultation with Council, or refer the complaint to the Queensland Civil and Administrative Tribunal for consideration.

Expands on information about where to direct and aligns with Council’s and the Office of the Information Commissioner privacy complaint handling process.

Privacy Statement on corporate website referred to contact point for privacy complaints but the policy did not refer to the privacy complaint process. Privacy Complaints are referred to the Legal Information Unit if enquiry or complaint is received via other customer channels.

6. Transfer ofPersonal InformationOutside of Australia

Content moved - Information Privacy Standard Section 7 Transfer of Personal Information Outside of Australia

Removed

As soon as someone from another country accesses a website, a copy of the webpage will be transferred out of Australia. In order to comply with section 33, an individual needs to agree to their personal information being placed online.

Added

Privacy considerations are particularly relevant when considering and managing service provider contracts and arrangements that involve transferring personal information and data across national borders. In such instances, the personal information is subject to foreign laws.

Personal information may be transferred out of Australia in a number of ways.

For example, uploading a personal informationdatabase which is stored on a server in anothercountry, or collecting information via an online surveyhosted by a company in another country.

A fundamental risk consideration when establishing contracts that involve the handling of personal information is to ensure that the information will be collected, used, retained, and

Amended to provide further context on applying privacy protections when business is considering a service which involves transfer of personal information overseas.


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disclosed only for the purposes specified in the contract and that it will be accessible only to authorised individuals (on a need-to-know basis) for those purposes.

Council managers and Council information asset custodians must take all reasonable steps to comply with the protections required whenever an information service is outsourced or hosted externally. Reasonable steps around confirming appropriate controls would include reviewing exemptions, reviewing the service provider’s terms and conditions, identifying opportunities to de-identify personal information and obtaining advice from Council legal, procurement and information security specialists. Taking reasonable steps may require a privacy impact assessment.

7. IPP 1-3: collectionof PersonalInformation

Content moved to Information Privacy Standard Section 4.1

Amended content on Collection Notice - removed the ‘generic collection and provided details of the reasonable steps to ensure that the person is generally aware of:

the purpose of the collection of personal information,

if the collection is authorised or required under a law,

that it is Council’s usual practice to disclose this typeof personal information, and to whom it is disclosed.

Removed Voters Roll as register is not managed by Council

IPP 1-3 Added further guidance on applying IPP1-3 in Council context

Moved the following to Overview of Specific Council functions and activities and Personal Information Handling

Added subheadings and requirements for collecting specific types of personal information.to Section 5 Information Privacy Standard Overview of Specific Information Privacy Handling Practices

Complaint investigations – management of personalinformation

Email correspondence

Image and audio recordings and personal information

Public registers and personal information

Routine Work Information

Recruitment information

Surveillance technologies and personal information

Amended to provide further guidance on taking reasonable steps to inform (collection notices) and created the Section 5 on applying privacy protections for specific functions and types of personal information.

8. Security ofPersonal Information(IPP4)

Content moved to - Information Privacy Standard Section 4.2 IPP4

Added further guidance on applying IPP4 in local government context.

Alignment to cyber and information security controls and use of privacy impact assessment to identify security protections for personal information.

9. ProvidingInformation aboutDocumentsContaining PersonalInformation (IPP5)

and

10. Access to andAmendment ofPersonal Information

Content moved to - Information Privacy Standard Section 4.3 4.4 and 5.10

IPP5, 6, 7

Added details of the customer channels and publication which provide details of Council’s information handling practices how an individual may access or amend a document that contains their personal information or make a complaint about information handling practices.


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(IPP 6-7)

10. Access to andamendment ofpersonal information(IPP 6-7)

Added content sourced from OIC around discretion not to provide individuals with access to documents and reasons when this would apply https://www.oic.qld.gov.au/guidelines/for-government/guidelines-privacy-principles/access-and-amendment/basic-guide-to-ipps-5-7-access-and-amendment

Further supporting guidance for governance controls and decision support on release of personal information to applicants.

11. Accuracy ofPersonal Information(IPP8)

Content moved to - Information Privacy Standard Section 4.5 IPP 8 No content change

12. Use for aParticular Purpose(IPP9)

Content moved to - Information Privacy Standard Section 4.6 IPP 9 Amended to include Personal information may not be collected for the sake of collecting it, or against a possible future need. There must be a clearly defined purpose for which it is being collected, required for, or intended to further, a legitimate Council function. The purpose for collecting the personal information should be specifically defined before collection begins.

Further supporting guidance based on OIC practice direction.

13. Limits on the Useof PersonalInformation (IPP10)

Content moved to Information Privacy Standard Section 4.7 IPP 10 Added additional details about using a Privacy Impact Assessment to identify if and how information may be used for a secondary purpose.

Further supporting guidance based on OIC practice direction.

14. Limits on theDisclosure ofPersonal Information(IPP11)

Content moved to Information Privacy Standard Section 4.8 IPP 11 Disclosure: Moved, added subheading for managing specific types of personal information to Information Privacy Standard Section 4. Overview of Specific Council functions and activities and personalinformation handling.

General overview of IPP requirements and applying IPPs in local government environment Use of hyperlinks to relate information and details of where exceptions made be applied.

*New* N/A Added policy instrument - Information Privacy Breach Response Standard

Context of why breaches occur, risks for not managing a breach and steps required to manage a breach and when to notify affected parties.

To provide an endorsed corporate process for managing a privacy breach response.

*New* N/A Added new policy guideline - Privacy Impact Assessment (PIA) Guideline

Basis of a PIA as a risk mitigation tool used for identifying privacy impacts of project activities or when reviewing business as usual processes and procedures

To provide an endorsed process to support and not restrict the appropriate use and flow of personal information in relation to projects or business as usual reviews.


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ITEM 6 OFFICE OF THE CHIEF EXECUTIVE OFFICER CORPORATE STRUCTURE REPORT NO 27 HR203(P10) Refer 8 page attachment 1 BASIS FOR CONFIDENTIALITY Not Applicable. 2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to seek Council’s approval for various corporate structure changes. 4 PREVIOUS RESOLUTIONS Council Resolution: G16.1207.020 Committee Resolution: GA16.1206.003 as follows:

1. That the new combined Waste Management and Catchment Management functions and Gold Coast Water Directorate be re-named Gold Coast Water and Waste.

2. That the revised corporate structure of Gold Coast Water and Waste, depicted at Attachment A, be adopted.

5 DISCUSSION The changes proposed are as follows:

1) City Events Unit City Events was transferred to the Office of the COO in 2017. Since then the Council has endorsed the establishment of Major Events Gold Coast (MEGC) which will entail the transfer of certain activities/functions from the existing entities (Broadbeach Alliance, Surfers Paradise Alliance and Connecting Southern Gold Coast) to the City Events Unit within Council. The activities/functions are as follows: Broadbeach-

Christmas Carols New Year’s Eve Fireworks Mall activations

Surfers Paradise-

Australian Street Entertainment Carnival Kids Week Fest-Evil Christmas Carols Christmas in the Mall New Year’s Eve Carnival


ITEM 6 (Continued) CORPORATE STRUCTURE REPORT NO 27 HR203(P10)

Mall activations Beachfront markets

CBD events transferring-

Lunar New Year Anime Festival Dumpling and Beer Festival Moonlight Night Nerang Street Party

It is proposed that the following non-major events delivered by Connecting Southern Gold Coast (on behalf of Division 14) be delivered by the Division 14 office from 1 July 2020. This is consistent with the delivery model of other divisionally based and funded non-major events.

Christmas Carols Tugun Lights Up New Year’s Eve Fireworks

In view of the above, the City Events Unit is now best part of the Lifestyle and Community directorate, for a number of reasons, including:

Closer alignment with other branch/functions of Community and Lifestyle, including the Parks and Recreational Services and Safe and Liveable Communities branches

City Events has a dominant community focus as distinct from the economic focus of the MEGC.

2) Energy Management The Energy Management Program team was originally established with the Office of the Chief Executive Officer, however this was not intended as a permanent ‘domicile’ for this important function. With the establishment and later consolidation of the Water, Sewerage and Waste utility business of the City (via the amalgamation of the Waste Management Unit etc with the former Gold Coast Water), it is now appropriate to propose the addition of the Energy Management Program. This will establish a consolidated energy and utility business arm of the City, which has a strong engineering focus, both strategically and operationally. 3) City Architect

It is proposed that the Office of the City Architect report directly to the Director Economy, Planning and Environment (EPE) and be renamed to Architecture, Design and Heritage. One of the key functions of the unit is the provision of internal advice to the core work areas of City Development (Development Assessment) and City Planning (Strategic Planning) within EPE.


ITEM 6 (Continued) CORPORATE STRUCTURE REPORT NO 27 HR203(P10) 4) Water and Waste Waste Management and Catchment Management functions were transferred to Water and Waste on 1 July 2016. Structural alignment has progressively been reviewed since the transfer and further changes are proposed to continue the integration and enhance efficiency of functions as outlined below: The Network Modifications, Extensions and Connections and Development Assessment

function to be transferred to the Asset Solutions Branch to better align Branch activities with the combined section to be named Development Services;

The Waste and Recycling Centre Planning and Operations function to be transferred to

the Customer Engagement Branch to integrate customer related activities with the function to be named Waste and Recycling Centres (noting that the former planning functions of the team will be moved elsewhere as outlined below);

The Waste Collection Services function to be transferred to the Customer Engagement

Branch to integrate customer related activities with the function to be named Waste Collections;

The Staff Development and Workforce Capability function to be transferred to the

Business Performance Branch to achieve better alignment of people, process and technology functions into a single Branch with the function to be named Business Transformation;

The Asset Management Strategy function to be transferred to the Business Performance

Branch to better integrate the related functions of asset management, data management and financial management (asset accounting) with the function to be named Strategic Asset and Data Management;

The Waste Contract Administration function to be absorbed into the existing Contract

Administration team in the Business Performance Branch and consolidate all contract management functions into one section reporting to the Chief Engineer;

The Tactical Asset Management (Waste Assets) function to be transferred to the System

Control Branch to combine all programmed facility asset maintenance related activities with the function to be integrated with the existing Tactical Asset Management team in System Control and named Facility Asset Management and Projects;

The Landfill Planning and Operations function to be transferred to the System Control

Branch to achieve better integration and alignment of related business activities with the function to be named Landfill Operations (noting that the former planning functions of the team will be moved elsewhere as detailed below);

The Waste Strategy function to be transferred to the Service Sustainability Branch to

separate strategy from Waste and Recycling Planning and Operations with the function to be named Strategic Planning; and

Establishment of an Integrated Waste Planning function in the Service Sustainability

Branch to take on the planning functions previously undertaken in the Waste and Recycling Centre Planning and Operations section and the Landfill Planning and Operations section, as referred to above, thereby achieving a split of planning and operations.


ITEM 6 (Continued) CORPORATE STRUCTURE REPORT NO 27 HR203(P10) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Approval of the proposed structure changes supports the delivery of Gold Coast 2022 by ensuring that we: Regularly review City financial and service performance to improve service delivery and provide better value for money. 7 FUNDING AND RESOURCING REQUIREMENTS Not applicable – the proposed changes are to support better alignment of strategic and operational functions and service delivery. There are no new positions created, nor are any existing positions made redundant. 8 RISK MANAGEMENT Not applicable. 9 STATUTORY MATTERS Section 196(1) of the Local Government Act 2009 states as follows:

1. A local government must, by resolution, adopt an organisational structure that is appropriate to the performance of the local government’s responsibilities

10 COUNCIL POLICIES Not applicable. 11 DELEGATIONS Not applicable. 12 COORDINATION & CONSULTATION Name and/or Title of the Stakeholder Consulted


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

Chief Operating Officer Office of the COO Yes Director Economy, Planning and Environment

Economy, Planning and Environment

Yes

Director Water and Waste Water and Waste Yes Director Lifestyle and Community

Lifestyle and Community Yes

Right to Information (RTI) and Information Privacy (IP) Legislation 2009 Not applicable.


ITEM 6 (Continued) CORPORATE STRUCTURE REPORT NO 27 HR203(P10) 13 STAKEHOLDER IMPACTS Appropriate consultation has been undertaken with all staff that are proposed to have a different reporting line. 14 TIMING These changes are proposed to be implemented over the next 3 months. 15 CONCLUSION Council is required to adopt, by resolution, an organisational structure appropriate to the performance of its responsibilities. The changes proposed are considered appropriate and will assist in better aligning strategic and operational activities and resources. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the revised corporate structure, as depicted in Attachment A, be adopted.

Author: Authorised by: Dale Dickson PSM Dale Dickson PSM Chief Executive Officer Chief Executive Officer 20 November 2019

TRACKS REF: 72607926

Cr Boulton returned to the room

CHANGED AT COUNCIL MEETING 06 DECEMBER 2019 COMMITTEE RECOMMENDATION ETG19.1203.006 moved Cr Owen-Jones seconded Cr Taylor That the revised corporate structure, as depicted in Attachment A, including replacement page 144 attached, be adopted.

CARRIED

COUNCIL MEETING 06 DECEMBER 2019

City LibrariesCommunity Venues & ServicesHealth, Regulatory & Lifeguard ServicesParks & Recreational ServicesSafe & Liveable CommunitiesArts & CultureStrategy Risk & PerformanceCity Events

Business Innovation & Technology ServicesCity ProcurementCustomer ContactFleetPeople & CultureProperty ServicesRevenue Services

Business & Program ManagementCity AssetsCity Maintenance Infrastructure DeliveryTransport & Traffic

Asset SolutionsBusiness PerformanceCustomer EngagementNetwork ReliabilityStrategy & InnovationService SustainabilitySystem ControlWaste Management

Chief Executive OfficerDale Dickson

Council of the City of Gold CoastCorporate Structure – November 2019

Corporate Asset Management Corporate CommunicationCorporate Assurance Corporate Safety & Risk Corporate Finance EventsCity Solicitor (Legal Services) MediaCorporate Planning &Performance

Chief OperatingOfficer

Joe McCabe

Director Lifestyle & Community

Alison Ewens

Director Organisational

ServicesGlen Potter

DirectorTransport &

InfrastructureAlton Twine

Business SupportCity DevelopmentCity PlanningOffice of Innovation & EconomyArchitecture, Design and Heritage

DirectorEconomy, Planning &

Environment Alisha Swain

DirectorWater & Waste

Paul Heaton

Office of the Chief Executive OfficerCity ArchitectCommonwealth Games

Office of the Mayor


142 Adopted Report

Attachment A

Executive Personal AssistantPauline Thomson

Executive SecretarialSupport

Kaye Arnold

City ArchitectLeah Lang

ManagerOffice of the

Chief Executive OfficerLuke Wallace

Office of the Chief Executive Officer

Chief Executive OfficerDale Dickson

Community Grants Administration

Complaints Coordination and Management

Controlled Entity Support

Council & Councillor Support

Energy Management Program

GC2018 Post Games Program

Special Strategic Projects

Architecture and Built Form

Heritage


143 Adopted Report

Chief Operating OfficerJoe McCabe

Personal AssistantSylvia Brown

Asset Accounting

Asset Revaluation Coordination & Audit Compliance

Budgeting

Coordination of Grant Applications

Directorate Financial Support

Financial Accounting & Reporting

Financial Systems Administration

Funds Management

Taxation

Long Term Financial Planning & Modelling

Management Accounting

NCP Implementation & Coordination

Annual Plan

Annual Reporting

Community Engagement

Corporate Governance Framework

Corporate Portfolio Reporting

Municipal infrastructure Management

Operational Planning

Policy Management

Program/Project Management

Quarterly Reporting

Strategy Management

Delegations Register

Insurance

Legal Accounts Coordination

Legal Advice

Legal Panel

Local Law Review Oversight

Procurement Governance

Right to Information

Information Privacy

Trade Practices Act Compliance

Workers Compensation Self Insurance & Claims Management

Office of Superintendent

Communications

City Marketing & Reputation

City Events

Community Consultation

Civic Events & Promotions

Media Relations

Public Information Officer LDMG (DMU)

Business Continuity Management

Protective Services Advice

Risk Governance

Risk Management Capability

Risk Management Systems

Risk Register Moderation & Management

Risk Reporting

Workplace Health & Safety Governance

Workplace Health & Safety Rehabilitation

Workplace Health & Safety Training Management

Manager CorporateFinanceJohn Blair

Manager Corporate Planning &

PerformanceSarah Wilton

Manager CorporateSafety & RiskJames Mayhew

Executive CoordinatorCorporate

CommunicationNicole Waters

City Solicitor(Legal Services)

Cherie Watt

Asset Management Policy & Strategy

Asset Management Framework

Asset Management Plan Coordination

Asset Related Regional Collaboration

Asset Risk Register

Corporate Asset Management Coordination

Council & Executive Asset Management Reporting

Information Management Alignment (Assets)

Manager Corporate Asset

ManagementAndrew Llewellyn

Integrity & Ethical Standards

Internal Audit

Manager CorporateAssuranceGrant Mather

Office of the Chief Operating Officer

Advocacy

Inbound Delegations

International Relations & Sister Cities

Mayoral Media, Communications & Engagement

MayoralChief of StaffWayne Moran

(Acting) Executive Officer

Events**Steve Brook

City Events



144 Adopted Report

Director Economy, Planning & Environment

Alisha SwainPersonal Assistant

Melissa Haughey

Building & Coastal WorksBuilding Statutory RelaxationsCity Place MakingCompliance & Enforcement Investigations (Building & Planning) CentreCompliance SearchesContributed AssetsDevelopment Assessment & ImprovementEnvironmental & Landscape AssessmentHydraulics & Water QualityInfrastructure Charging & Infrastructure AgreementsLegal Appeals & ResearchOperational Works AssessmentPlanning AssessmentPlanning CertificatesPlanning EnquiriesPlumbing & DrainageResidential & Commercial Swimming Pool Inspections

City Building FormCity Plan and Update ProgramEnvironmental PolicyFlood SearchesHeritageMajor City Initiatives- CBD (Central Business District)Natural Assets StrategyNatural Hazards ManagementPopulation and Land Use DataRegional PlanningUrban Design and LandscapeStrategic Infrastructure PlanningLocal Government Infrastructure Plan

Business Management SystemsBusiness & Operational PlanningBusiness Analysis & ImprovementBusiness Performance MonitoringLegislative ReformNew Starter Training & Induction Organisational Change Management Activities (OCM)Portfolio, Program & Project Planning & SupportQuality Management System Management, Compliance & SupportRisk Management ComplianceService Level Agreements (SLA)

Manager City Development

Mick Moran

ManagerCity Planning

Amanda Tzannes

ManagerBusiness Support

Zara Meha

Economy, Planning & Environment

Business Investment & Development

Innovation

Economic Value Management

Digital City Program

Office of Innovation &EconomyIan Hatton

Chief Innovation and Economy Officer

City ArchitectLeah Lang

Architecture, Design and Heritage


145 Adopted Report

Public Library & Information Services:Network of Branch Libraries, Local Studies Library, Mobile Libraries, Inter Library Loans, Services for People with Special Needs, Collection Services, On Line Services.

Libraries Policy Development

Technology and Strategic Planning

Library Infrastructure Management

Corporate Library and Information Services

Aquatic Centres

Major Sporting Venues

Cemeteries

Off Street Parking

Surfers Paradise Transit Centre

Tourist ParksIncluding South Stradbroke Island Campgrounds and Tipplers Hub

Commercial and Business Development

Business Planning and Development, Compliance, Strategy, Policy and Guidelines

Asset Management and Major Capital Projects

Arts and Culture

Liveability Programs

Youth, Disability , Seniors, Multicultural, Community Safety, Social Planning and Policy, Community Development, Affordable Housing and Homelessness, Community Profiling, City Connected Volunteering, Junior Council

Gold Coast Safety Camera Network

Disaster Recovery

Youth and Community Centres

ManagerParks & Recreational

ServicesRon Jacobs

Manager Health, Regulatory &

Lifeguard ServicesRobert Smith

Manager Safe & LiveableCommunities

Brooke Denholder

ManagerCommunity Venues

& Services Richard Pascoe

ManagerCity Libraries Melinda Buker

(Acting)Personal Assistant

Robyn Hulse

Lifestyle & Community

Director Lifestyle & CommunityAlison Ewens

Strategic Recreational and Community Land Use Planning

Strategic Asset Management

Parks and Recreation

Active and Healthy

Community Services Infrastructure Charges

Natural Area Management

Customer Support Services: Bushland Program, Nursery, Response to CRs, Active & Healthy Program, Sport Clubs, Markets

Asset Custodians forOpen Space, Street Trees, Landscapes, Vegetation, Flora & Fauna on Public Land, Various Leased and Park Buildings and Facilities

City Standards:Environmental HealthLicencing, Licence Approvals (Outdoor Dining, Advertising, Filming), Building Certification, Parking Permits, Event Permits, City Laws Approvals

City RegulationAnimal Management, Pest Animal Management, Parking Enforcement, Abandoned Vehicles, City Laws Compliance, Rangers

Business Management and PlanningBusiness Improvement and Quality, Operational Planning, Policy and Performance, System Support, Information Management

City Environmental Health and SafetyEnvironmental Health OperationsVector and Biosecurity Services

Lifeguard Services

Project & Asset Management

Project and Asset Management Planning, Oversight and Reporting, Project Management System, Asset Data Recording

Business Planning & Support

Executive Support, ICT Account Management, Community Leases Oversight and Reporting, Risk Management, Committee Meeting Support, Councillor Requests, Coordination of Corporate and Operational Planning, Corporate Program/Project Coordination, Business Planning, Directorate Reporting

Workplace Health and Safety

WH&S Advisory Services to LC, EPE, OS, OCEO & OCOO; Controlled and Funded Entities, HOTA

ManagerStrategy,

Risk & PerformanceTrish Apps

(Acting) Executive Officer

Events**Steve Brook

City Events



146 Adopted Report

Personal AssistantKay Bennett

Director Organisational ServicesGlen Potter

Employment Schemes

Induction, Orientation and Separation

Leadership Development

Organisational Capability Development

People Management:• Consultancy• Capabilitydevelopment

• Policy andinterpretation

Recruitment and Selection

Remuneration, Benefits and Payroll Services

Credit Management

Levies

Trust Fund Administration

Application & Infrastructure ServicesBenefits Identification and RealisationBusiness Analysis ServicesBusiness Process ReengineeringBusiness ReadinessChange LeadershipCommunication Strategy & PlanDevelopment of ICT ServicesICT Service ManagementICT Service Planning Information Management ServicesOrganisation & Job RedesignProgram ManagementProject ServicesTraining/Support

People & Culture Shannon Richards

Chief People &Culture Officer

Acting ExecutiveCoordinator

Revenue ServicesLeigh Jackson

Business Innovation& Technology

ServicesPeter Morichovitis

(Acting) Chief InformationOfficer

ManagerCustomer Contact

Cath Drinkwater

ManagerPropertyServices

Ross McInnes

CityProcurementScott Stewart

(Acting) Chief Procurement Officer


Auto Electrical

Boilermaker Workshop

Car Pool Management

Commercial Vehicle Coordination

Fleet Inspection

Fleet Maintenance & Repair

Fleet Management

Fuel Management

Mobile Communications

Panel Shop

Plant & Transport Coordination

Small Equipment & Ancillary Mechanical Workshops

ManagerFleet

Dean Gutteridge

Accommodation

Acquisition of Land & Easements

Depots

Facility Planning & Management

Issue of Leases

Security Services

Customer Contact Centre

Customer Service Centres

Customer Experience Strategy

Accounts Payable

Category Based Sourcing and Vendor & Contract Management Services

Inventory Management and Warehousing

Purchasing

Strategic Procurement Planning & Development


147 Adopted Report

Business Improvements

Business Planning

Directorate Information Systems

Disaster Management Unit

Workforce Management

Program & Project Governance

Quality Management

Reporting

WHS and Risk

Maintenance Planning

City Cleaning

Maintenance of:

- Buildings & Facilities

- Beaches

- Bridges

- Canals &Waterways

- Lakes

- Parks & Landscapes

- Roads & Footpaths

- Stormwater Drainage

- Urban Precincts

Construction

Design

Local Area Works

Materials Testing

Project Management

Specifications and Estimations

Survey

Active Transport

Active Travel

City Parking Strategy

City Transport Strategy

Light Rail

Network Management

Parking Technology

Project Management

Road Safety

Traffic Engineering, Construction & Maintenance

Traffic Signals & Co-ordination with TMR

Transport & Traffic Data Collection & Modelling

Asset Management

Asset Planning

Asset Revaluations

Asset Standards & Specifications

Ocean Beach Strategy

Project Management

Roads and Rehabilitation

Stormwater and Beaches Project Management

Transportation Assets

ManagerBusiness & Program

ManagementSharon Anderson

Manager City MaintenanceMichael Ham

Manager Infrastructure

DeliveryMatthew Hulse

ManagerCity Assets

Zhanna Sichivitsa

ManagerTransport& Traffic

Matthew Tilly

Director Transport & Infrastructure

Alton Twine

Personal AssistantJulianne Foley

Executive Officer toDirector

Jo Furey-Lopez

Committee SecretaryLindy Lockhart

Transport & Infrastructure


148 Adopted Report

Chief Engineer Water & WasteBrett Lawrence

Director Water & WastePaul Heaton

Personal AssistantWendy Nelson

Manager Customer

EngagementChris Owen

Manager Business

PerformanceKaren O’Brien

ManagerNetwork Reliability

Alan Whyte

Manager Service Sustainability

Kathy Baker

Manager System Control

Chris Hocking

Manager Asset SolutionsChristian Truscott

Asset Commissioning & Handover

Asset Inspection & Supervision

Capital Works Program Management

Concept & Detailed Design

Contracting Best Value

Major Works Projects & Programs

Development Services

Complaints & Investigation

Customer Engagement & Communication

Fault Receipt & Dispatch

Incident & Emergency Management

Infrastructure Protection

Meter Management

Network Modifications, Extensions & Connections

Scientific Services

Wastewater Source Control (Trade Waste)

Waste and Recycling Centres

Waste Collections

Budget Management & Monitoring

Contract Administration

Dividend & Cash Flow Management

Economic Regulation & Reporting

Prudent & Efficient Investment Analysis

Quality, Risk & Compliance

SLA Coordination

Business Transformation

Strategic Asset and Data Management

Drinking Water& Recycled Water Quality

Energy Management

Mechanical / Electrical Repairs & Maintenance

Network Operations & Control Centre

Operational Security

Treatment Operations & Process Engineering

SCADA

Facility Asset Management and Projects

Landfill Operations

Civil Maintenance

Minor Civil Works Projects & Programs

Pipe Network Repairs & Maintenance

Tactical Asset Management (Water and Sewerage Network Assets)

Asset Management Strategy

Demand Management & Reporting

Environment and Catchment Management

Growth Planning

Network & Environment Modelling

Network Services and Local Government Infrastructure Planning

Renewals Planning

Water, Waste and Energy Strategy

Strategic Planning

Integrated Waste Planning

Business Strategy & CoordinationStaff Development & Workforce CapabilityFleet & AccommodationOperation SafetyContract Management

Water & Waste


149 Adopted Report


ITEM 7 OFFICE OF THE CHIEF EXECUTIVE OFFICER GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01(P1) Refer Attachments: Attachment 1 Previous Council Resolutions Attachment 2 GC2018 City Organisational Structure Attachment 3 GC2018 City Roadmap Attachment 4 Transfer of Knowledge – GC Media centre Attachment 5 Mobility Map Attachment 6 Burson Cohn and Wolfe (BCW) – Sport City Ranking Attachment 7 Sportscal – Global Sports Impact (GSI) – Cities Index Attachment 8 2018 Ultimate Sports City Award Attachment 9 GC2018 Awards 1 BASIS FOR CONFIDENTIALITY

Not Applicable. 2 EXECUTIVE SUMMARY

The Gold Coast 2018 Commonwealth Games (GC2018) was held on the Gold Coast from the 4th to 15th April 2018. It was the fifth Commonwealth Games held in Australia but significantly, the first time hosted by a regional city. Countries and territories representing one third of the world’s population sent 6,600 participants to compete across 18 sports over 11 days of competition. As one of the biggest international and multi-event competitions in the world it attracted a global audience of around 1.5 billion people. Locally, approximately 1,324,000 people attended sporting competition across 14 venues/locations. Of these approximately 172,500 turned out to support competitors in the free-to-attend events of triathlon, road cycling, road walk, mountain biking and marathon. Almost 1.2 million spectators attended ticketed sporting events. GC2018 was supplemented by the Festival 2018 and Trade 2018 programs. Festival 2018 was the biggest arts and cultural event ever held in Queensland with the Gold Coast component held over 12 days and attracting audiences totaling over 550,000. The Gold Coast program offered more than 1,000 free performances, activities and workshops. Of the 2,366 artists engaged as part of the Festival 2018 program almost half were Gold Coast artists. Thirty-two Trade 2018 events and site visits were held on the Gold Coast, Brisbane, Townsville and Cairns with 2,500 delegates from 26 countries attending. The showcase of this program was held at “Commonwealth House” on Kurrawa beachfront for a unique “toes in the sand” Gold Coast experience. Trade 2018 outputs are expected to generate trade and investment dividends of around $840 million over the four year period post-Games. The Gold Coast will share in this boost to trade and investment with local businesses already benefiting from international trade contracts. The GC2018 focus of course was on sport. By all accounts the Gold Coast Commonwealth Games was a huge success. GC2018 was one of the largest multi-sport events at an international level ever held in Australia. The medals were shared between 43 countries with Australia topping the medal tally with 198 medals. Five countries won their first ever Commonwealth Games medals. The para program was the largest in Commonwealth Games history and for the first time there were an equal number of medals for female and male athletes. The standard of competition was world class, with many of the world’s best athletes here on the Gold Coast. In total 9 world records and 91 Commonwealth records were broken.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 The success of the Games can be largely attributed to the strong partnerships between the GC2018 Partners which in some cases dates back to as early as 2008 when due diligence was first undertaken for feasibility studies and pre Bid preparation works.

The City was part of a well organised GC2018 Partnership, with each partner taking a leadership role as it related to their areas of jurisdiction and expertise. The core GC2018 Partnership comprised the following organisations:

Queensland Government Australian Government Gold Coast 2018 Commonwealth Games Corporation (GOLDOC) Commonwealth Games Australia Commonwealth Games Federation City of Gold Coast

For over a decade the City, through the broad skills of its organisation, was a keen and active Games partner providing professional advice, strategic leadership, funding models, venue design and development expertise, public domain management, traffic and transport management solutions, arts and cultural input, security and technology support, community engagement and provided first class city services to support GC2018. This was undertaken within the parameters of allocated budgets, GC2018 legislation and legal obligations under various arrangements including the Host City Contract and GC2018 Partner Agreements.

The projected cost of delivering GC2018 was estimated at just under $2.2 billion (State and City budgeted plus cash contributions from the Australian Government). The actual cost is estimated at $2.018 billion when accounting for Queensland Government savings of $167 million and City savings of $15 million. GC2018 also generated revenue for the Queensland Government/GOLDOC of $523 million. The above figures do not include the various organisational “in-kind” contributions.

The City of Gold Coast’s GC2018 Program Budget was $284.68 million consisting of the City approved allocation of $254.4 million together with additional funding of $30.28 million from the Queensland Government.

Within the City’s GC2018 Program Budget a savings of $20.1 million was declared which included approximately $5 million in savings from the Queensland Government’s allocation to the City.

To manage our Host City’s responsibilities and budget, a Commonwealth Games Unit (CGU) was established in 2012. At its peak, the CGU comprised 65 staff and was supported by subject matter experts from across the organisation providing technical input as part of their business as usual roles. Delivering GC2018 was a whole of organisation effort with several hundred City staff having roles in the planning and delivery of GC2018.

A single GC2018 City Program framework was established and managed under eight sub-programs to ensure full visibility, at any time, delivery schedules and expenditure across all City GC2018 related projects and programs.

While the Games event itself was a great sporting success and secured for the city unprecedented international exposure and media coverage, it was the broader benefits that remained of key focus for the City throughout the GC2018 planning and delivery process. At a summary level, these include:


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01

a) $220 million in new and upgraded sporting infrastructure resulting in increased community patronage and attracting new events to the City;

b) around $1 billion in transport infrastructure upgrades, including significant investments in heavy rail, light rail and road upgrades;

c) approximately $600 million in other strategic infrastructure including the Gold Coast Health and Knowledge Precinct (Games Village), the new Village Roadshow Sound Super Stage 9, Broadwater Parklands Stage 3 and the City owned broadband fibre infrastructure;

d) improved citizenship, inclusiveness and community spirit, with 15,000 GC2018 volunteers collectively contributing almost 900,000 hours of their time during the event, many of these were Gold Coast residents;

e) improved livability for our residents with better transport options, enhanced safety and security infrastructure, upgraded public domain spaces and parks, and community access to new sporting venues;

f) an estimated $1.8 billion economic impact to the Gold Coast is expected to be realised by mid-2023. Post games derivatives will continue to be driven by GC2018 infrastructure delivery (e.g. new and upgraded venues), enhanced tourism, Trade 2018 and Festival 2018 outcomes, new film production opportunities, new events to the city, enhanced reputation, increased international student numbers, ongoing development and investment in the GCHKP and private sector investment in a city entering a new era of confidence;

g) improved city awareness and reputation already reflected in global sport and event city rankings and the awarding of SportAccord 2019 to the City;

h) improved City organisational capability; i) improved reputation and capacity in the city’s art, culture and events sectors; j) improved and expanded relationships across the Australian, Queensland

governments and the City.

3 PURPOSE OF REPORT

The purpose of this report (provided within the context of the broader GC2018 Partnership and activities) aims to;

provide a high level overview of the Host City ambitions, describe the City’s budgetary arrangements, governance and management practices

adopted for this large scale event, outline the City’s journey in delivering the GC2018 through its role and responsibilities

as a GC2018 Partner from 2008 – 2019 (concept to completion and carrying over into Post GC2018 activities), and

provide a broader snapshot of GC2018 achievements and broader legacy outcomes with a particular emphasis on the City derived benefits.

The report relies on historical activities undertaken (pre Games period), Games time planning activities and observations and post Games reporting. The report will also provide a useful record for other Commonwealth Games and major event organisers.

4 PREVIOUS RESOLUTIONS

Refer to Attachment 1.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 5 DISCUSSION

5.1 Background

The 2018 Gold Coast Commonwealth Games will forever be remembered by athletes, officials, spectators and viewers as 11 days of world-class sporting competition and cultural festivities set within the spectacular Gold Coast backdrop.

It will also be remembered as the first time that a major multi-sport event involved an equal number of medal events for men and women across all sports as well as the largest integrated sports program in Commonwealth Games history, comprising 18 sports and seven para sports.

In terms of the city’s history, the Gold Coast 2018 Commonwealth Games was at scale and complexity that had never been planned, delivered and experienced before. It also included Queensland’s largest ever Arts and Culture Festival, delivered a record number of public transport users on the Gold Coast and exposed the city to a potential global audience of around 1.5 billion people. It has left the Gold Coast with significant legacies and a strong platform for continued benefits realisation for many years to come.

5.2 City GC2018 Aspirations

From the earliest work done by the City for GC2018, the strategy was always to focus on the long term outcomes and drive the best return for the Gold Coast from the holistic Games investment.

During all stages this was achieved in part by the City having a seat at the table (at all levels and forums) and putting forward suggestions or influencing GC2018 Partner discussions to ensure that the GC2018 spend could maximise its value-add to the city. Early attention was on ensuring that the athlete’s village and venues were in the best locations to meet our community’s longer term needs and of a design and size that the City could affordably manage post Games.

During the Strategic and Operational Planning phases of GC2018 the importance of identifying the City GC2018 Aspirations and sharing these with our GC2018 Partners was seen as essential to keep City legacy outcomes on the broader GC2018 agenda.

Twenty one (21) aspirations were identified and are provided in Table 1.

“When you put it into perspective we nailed those two weeks. It’s the best two weeks of my life the

best event that I’ve ever been a part of, so to even take away from any of that – nothing could.” Kurt

Fearnley para-athlete (triple j interview 17 April, 2018).


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Table 1 - City GC2018 aspirations

City GC2018 Program Aspirations The Gold Coast Health and Knowledge Precinct will facilitate city transformation into a diversified knowledge based economy

We attract more international students to the city

GC2018 provides a strong economic return to the city

We experience an increase in employment in the city

We retain and protect our enduring natural assets

The city’s reputation is enhanced

We build our arts and cultural sector

GC2018 infrastructure provides economic return to the city

Our city’s international profile will increase so we attract more visitors, more trade and investment

GC2018 will boost the economic value of events in the city before and after the Games

The Gold Coast is recognised as a premier event destination

GC2018 inspires greater levels of customer service on the Gold Coast

Our sport and recreation industry is sustainable

We are a digital city

Businesses are provided with new skills and training opportunities

We have a reduction in waste to landfill

As Gold Coasters we are engaged citizens who advocate for our city

We accelerate travel behaviour change, getting people out of their cars

Our Gold Coast community is happier and healthier

We have a safer city

We have more options for public active travel and public transport

We have an increase in volunteer participation and retention

Our visitors and community can enjoy the use of GC2018 infrastructure

Whilst sharing these aspirations was important, it was demonstrating potential alignment of these aspirations, City strategies, policies, risks, project and program opportunities against the broader GC2018 spend that gave City officers real traction in influencing how and where GC2018 Partner funding may be allocated.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 To assist in articulating a clear narrative and connection to the City GC2018 aspirations and city benefits, City officers developed a GC2018 Legacy Framework centred on benefits realisation. Adopting a “benefits management” approach allowed City officers to demonstrate to our GC2018 Partners how potential GC2018 solutions might provide enduring positive city outcomes. In numerous cases visibility of potential target and measurable returns on the City GC2018 aspirations influenced and directed GC2018 funding. The City GC2018 Aspirations and associated legacy benefits framework, was also utilised in part to inform the Queensland Government’s GC2018 Strategic Objectives and Legacy Themes.

Studio 9 Case Study – The city was instrumental in the Studio 9 outcome. Previous representations from Village Roadshow executives on the Gold Coast to City officers had indicated that the city was missing out on big budget film production because existing film studios were too small. City officers were able to demonstrate to GOLDOC that the dimensions of a new large film studio could also meet Games time venue requirements. A new studio has a long design life and any investment in such a venue could realise economic benefits for many years to come. Further infrastructure investment in the film industry could be aligned to and be supported by the City’s on-going film attraction funding programs. Given that the Village Roadshow existing studios were also being used for GC2018 competition, the compelling economic legacy benefits and the alignment with the City’s Economic Development Strategy, it became an easy decision for GOLDOC and the State Government to support the funding for the development of Studio 9 for use as the GC2018 squash venue.

Funding for a temporary venue build was reallocated to the project together with additional funding from Village Roadshow. Since completion of Studio 9 in mid 2016 the venue has attracted 5 major productions which have directly injected $368 million into the Gold Coast economy. In addition after the completion of the Games the temporary squash courts from Studio 9 were permanently relocated the Gold Cost Sports Precinct. These courts ensured the headquarters for Squash Australia were secured on the Gold Coast. With this move came new sporting events to the city including the World Double Squash Championships (17 – 21 June 2019 and 2021), the World Squash Junior Championships 2020, Australian National Championships (June 2019), Australian Squash Tour Finals (2019) and the Australian Club Championships (2019). The Studio 9 legacy supports 8 of the City GC2018 Aspirations.

5.3 City GC2018 Planning and Priority Principles

In addition to the above, a number of key planning and priority principles were set out to assist in developing and allocating budget across “a cost to complete” analysis. Funding priorities were considered as essential or highly desirable. These are shown below;

1. Essential a) High profile (spectators, visitors, media). b) Project is necessary for delivery of a successful games experience for the

city including city image, economic stimulus, visitor experience and acceptable background amenity and levels of service.

c) Mitigate a high risk to the city in terms of reputation, health and safety, access to venues/infrastructure.

d) Essential for games and/or legacy outcomes. e) No better operational/other alternative to deliver outcome.



2. Highly desirable a) Will bring considerable benefits but not essential for the above. b) Partner funding opportunity. c) Limited opportunity for other operational alternatives. d) Aligns with GC2018 Aspirations. e) Aligns with Corporate Strategy.

5.4 Governance and Program Management

5.4.1 Governance

GC2018 was a significant investment by the City and its GC2018 Partners. The Games also had to be delivered on time with delivery responsibilities being shared across many organisations. Delivering the biggest event in Queensland history together with numerous large and small scale infrastructure projects required strong partnerships and best practice governance. The governance arrangements were modified as necessary over several years to ensure governance requirements were fit for purpose and matched key deliverables and responsibilities with each phase of the GC2018 process.

GC2018 governance arrangements were developed at two levels;

GC2018 Partner Governance required to support full visibility of GC2018 activities, whole of games coordination, decision making and program management.

Individual Organisational Governance, in the City’s case this required both the consideration of City Program deliverables (our $284 million program) and allocating resources to support the broader GC2018 Partner activities.

5.4.2 GC2018 Partner Governance

The Games journey was over nearly 10 years and can be characterised by 7 key phases (refer below). Stages 1 and 7 were undertaken largely by the Queensland Government and the City only. Stages 2 - 6 were undertaken in partnership with all GC2018 Partners.

1. Feasibility and Bid Development 2. Strategic Planning 3. Operational Planning & Delivery 4. Mobilisation and Games Readiness 5. Games Time 6. Make Good Works and Dissolution 7. Post Games Legacy

Phase 1: Feasibility and Bid Development

This phase was led by the Queensland government with significant assistance from the City and guidance from the Australian Commonwealth Games Association. Both the Queensland government and City had small dedicated units managing this process. Given the small number of people involved governance arrangements were relatively simple. Reporting was ultimately to the Premier of Queensland via a Gold Coast 2018 Commonwealth Games Bid Board. Due to the small number of people involved risk and program outputs were raised and considered quickly.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Phase 2: Strategic Planning, Venue Design, Budget and Workforce Development

Phase 2 was focused on ensuring that there was visibility of decision making across GC2018 Partner organisations, information sharing, coordination of activities and representation of suitably senior and experienced personnel from across the GC2018 Partnership. During this early stage focus was on the validation and testing of Bid budgets and the design and procurement processes for key and long term infrastructure projects including key venue builds and the GC2018 Athletes’ Village. With limited resources during Phase 2, key Functional Areas were grouped into broad Working Groups.

From the City’s perspective, internal working groups were established for venue builds, Games Village, traffic and transport, and legacy.

Phase 3: Operational Planning and Infrastructure Delivery

During Phase 3 there was greater involvement across State Government departments and the Australian Government. Both GOLDOC and the City’s GC2018 workforce grew to undertake a broader portfolio of work largely associated with GC2018 operations. These operational activities are grouped by traditional CGF Functional Areas and supported by CGF manuals and learnings from previous Commonwealth Games. Approximately 50 Functional Areas were coordinated through a range of GC2018 Partner steering committees, working groups and work streams. These included GC2018 functions of Festival and Ceremonies, Safety and Security, City Operations, Legacy (Embracing 2018), Temporary Overlay, Traffic and Transport Management, Ceremonies, Ticketing, Sponsorship, Broadcast, Trade and Investment, Medical, Sustainability, Sport Competition, Games Village, Venue Delivery and Operational Overlay, and Games Family.

A GC2018 Leadership Group was established towards the end of Phase 3 to enhance the collaboration and cooperation at a political level between the Minister Commonwealth Games, the Mayor of the Gold Coast and Chair of GOLDOC.

In 2016 an independent review of governance arrangements recommended a revised GC2018 Partnership governance framework. The GC2018 Strategic Governance Framework was established and provided for three layers of governance (refer Figure 1);

Strategic – Minister for Commonwealth Games (responsible person) Integration Oversight – CEO GOLDOC, CEO City of Gold Coast, Director General

DITID (responsible persons) Delivery Oversight – Executive Steering Committees (Committee Chairs) with

delivery oversight responsibilities shared across key GC2018 Partners. These responsibilities were allocated across three streams, one each for the lead Games Partners and Delivery Agencies.

The Event – GOLDOC Host City Operations – The City GC2018 Legacy Benefits – The Office of the Commonwealth Games (the Qld

Government)


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Figure 1 - Phase 3 and 4 GC2018 Partner Governance

Phase 3 also saw the establishment of a GC2018 Partners Roles and Responsibilities Matrix. This matrix was designed to give visibility of key accountabilities for each of the Partners by key functional activities. This was established to give clarity on who had the primary responsibility role for all the necessary tasks and activities, who was required to provide a supporting role and which organisation was principle funder for each functional activity.

Phase 4: Games Mobilisation and Readiness

Phase 4 was characterised by;

significantly increased engagement with our community in readiness for GC2018 Games time impacts and modified travel arrangements



venue and key precinct readiness, focusing on temporary overlay, inspections and

final audits finalisation of staff resourcing and rostering temporary overlay installations in key precinct and venues, including GC2018 ‘look

and feel’ dressing conducting test events under different scenarios to ensure that staff could respond to

their operational responsibilities and communicate back into the broader GC2018 Operational Centres

Generally there were no changes to the governance arrangement as shown in Figure 1 above, although meeting frequencies increased and governance structures were augmented with the inclusion of Command, Control and Communication (C3) planning and operations activities.

Towards the end of Phase 4 many staff across the Partnership were mobilised to venues, village, and key precincts with localised reporting and governance put in place for each precinct. These localised arrangements still reported up to the holistic governance arrangements in place as per Figure 1.

Phase 5 Games Time

Games Time period commenced at the opening of the Commonwealth Games Village on 25 March 2018. From the third week of March 2018, the various Operational Centres begin 24 hour operations. Localised matters were addressed at the precinct or venue level and escalated to the relevant Operational Centres if required. Only the most serious and or unresolved matters were escalated to the GC2018 Executive Steering Group.

The above arrangements replaced the previous governance arrangements from Phases 3 and 4.

Phase 6 Post Games Make Good Works and Dissolution

Immediately after the Games, attention was turned to four key activities.

make good works – returning the venues and precincts to the business as usual state post Games reporting to the CGF– an obligation of the Host City Contract management of the release of dedicated contract staff and return of seconded staff to

nominal roles dissolution of dedicated GC2018 governance groups, GOLDOC and Partner

dedicated GC2018 teams

These activities were undertaken under the auspices of each organisation’s governance arrangements. The only exceptions to this were;

the ongoing role of GOLDOC Board to give effect to the close out of the GOLDOC organisation and to approve final reporting

the continuation of the GC2018 Program Group to meet the necessary financial acquittal and audit requirements

the continuation of the Commonwealth Games Village Project Control Group to manage the lengthy make good works required to transition the athletes village to the Parklands Precinct



With the dissolution of GOLDOC and the City’s Commonwealth Games Unit, post GC2018 formal working groups and steering committees structures were also disbanded. Close Out reporting continued to the City’s GC2018 Project Control Group until early 2019.

Phase 7 Post Games Legacy

Over the past 18 months the City and the Queensland government have continued to manage both the capture of GC2018 legacy outcomes and the allocation of a component of the GC2018 savings to new post Games legacy projects.

These activities are managed though the Queensland Government’s Office of the Commonwealth Games and for the City through the Office of the CEO. Partnership arrangements between the two organisations will stay in place until the end of the legacy reporting period, 30 June 2023.

5.4.3 City Governance

The City has from late 2008 committed resources to GC2018. For the Bid Phase, the City was represented on the small number of State Government GC2018 Bid Working Groups.

Following the Gold Coast being awarded the Commonwealth Games, a number of City working groups were established to;

bring together subject matter experts within the organisation identify City lead tasks identify GC2018 related risks and mitigations develop program actions and responsibilities provide professional advice to other government agencies

Early City Working Groups were established around venue design and delivery, legacy, athlete’s village and traffic and transport.

Like the broader GC2018 Partner governance arrangements in the 2014 - 2017 period the City’s governance arrangements were updated to;

reflect the serviceability to the broader GC2018 governance arrangements to meet the needs of the City as lead role in City Operations provide important supporting roles in other GC2018 Partner key functional areas

including traffic and transport, Festival 2018, security, venue operations, games village and media etc

manage the City GC2018 Program and associated budget

It was during this phase that the City’s GC2018 Program budget was confirmed and a single City GC2018 Program Management framework established. After the Council approval of the City GC2018 program budget and under the direction of the CEO, a City GC2018 Project Control Group (PCG) was established. This group gave senior management oversight of the City GC2018 Program and considered broader GC2018 Partner issues as relevant.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 The PCG was supported by an Operational Team (largely comprised of relevant ‘business as usual’ Branch Managers from across the organisation) and a GC2018 Program Management Team (sourced from the CGU), relevant Working Groups and Work Streams were established under relevant managers and or program leads to coordinate professional advice to the GC2018 Partners, the 51 City projects managed under 5 delivery groups and 8 sub programs. A simple representation of this is shown in Figure 2 below. A more detailed organisational structure is shown in Attachment 2.

These Governance arrangements under the PCG remained relatively unchanged through to the Games time period although the frequency of meetings increased.

Figure 2 - City GC2018 Governance Framework (simplified)

During the Games, City staff undertook roles under agreed GC2018 Partners Command, Control and Coordination (C3) protocols. For the City this was managed through the City Operations Group (COG). The COG was the City’s central control hub during the Games. The COG was manned 24 hours a day and lead by Directors and or senior Managers on a rotational basis. Figure 3 below provides the COG Management arrangement



Figure 3 - GC2018 COG Management

All City key decisions were managed through the COG management group.

The CEO and the Executive Coordinator City Projects were members of the GC2018 Executive Group meeting every morning with CEOs from other Games Partners to address significant or partnership issues.

Post Games the City dissolved its internal working groups within the 5 months after GC2018.

The CEO remained a member of the GOLDOC Board until it was dissolved in the latter half of 2018.

The City PCG Group remained in place with monthly reporting to this group through the Office of the CEO until January 2019, closing out staffing arrangements, budget reviews etc.

5.4.4 Program Management

Many of the GC2018 activities had important interdependencies and often these related activities were being undertaken by different GC2018 Partners and as such it was critical that there was full visibility of the “whole of Games” activities to identify issues/risks and ensure that milestones were being delivered on time. The GC2018 Partners Program Group was established to track Partner independencies and consolidate information for decisions by the GC2018 Executive Group where escalation was required. The Program Group produced a consolidated set of prioritised issues and risks and provided visibility of progress against milestones from each individual GC2018 Partner and associated agencies.

The City also established a Program Management Framework for its own portfolio of work. The Program was characterised by eight sub-programs with an appointed sub-program lead for each. More details in regard to the City GC2018 Program are provided in section 5.5.3.1 of the report.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Utilised in conjunction with the City’s GC2018 Program Management Framework was the GC2018 Partners RoadMap which graphically depicted the key GC2018 milestones and their key start and completion dates, whether milestones had interdependencies with other milestones and tracked the progress of the milestones. This RoadMap provided a single snapshot of the progress of key activities by all the Functional Areas at any given time. The City also adopted a GC2018 City RoadMap, a smaller sub-set of the GC2018 Partners Roadmap. These RoadMaps became useful tools to provide, in a simply view, the hundreds of milestone actions. As an example, the last 12 months of GC2018 City RoadMap is provided in Attachment 3. 5.5 The City GC2018 Journey

5.5.1 2008 - 2011 Our journey towards GC2018 began in 2008, with preliminary discussions between the Queensland Government, the Australian Commonwealth Games Association and City of Gold Coast. City officers also commenced confidential feasibility work associated with the Games Village identifying potential and preferred sites for its possible future development. Strategic studies were undertaken to identify a draft Commonwealth Games sports program. This work was informed by audits of existing facilities/venues, identifying possible new venue locations against projected population growth and future community demands as well as meeting the necessary CGF target travel times between the proposed location for the athlete’s village and any possible new venues. In 2010, the Queensland Premier formally announced the State government’s intention to bid for the 2018 Commonwealth Games, competing against the Sri Lankan coastal city of Hambantota.

After the State government announcement to bid, the City established a small dedicated GC2018 Bid Team to work with the State Government Bid Team. Work during this period focused on:

a) developing venue design concepts for new and refurbished venues and associated venue build cost estimates,

b) producing the Bid Book (candidature file) including conducting research to support content development,

c) reviewing future Commonwealth Games legal and contractual obligations and guarantees,

d) supporting inbound delegations visits from the 70+ Commonwealth counties, e) supporting missions for outbound visits to Commonwealth Games Federation events

and meetings, f) providing City staff for membership to various cross government agency Bid Working

Groups, g) dressing (banners etc.) the city and ensuring high levels of presentation in key

precincts for Commonwealth country delegate visits, h) presenting to the CGF Evaluation Commission and responding to follow up CGF

enquires, i) jointly hosting with the Queensland government a Bid announcement event in the

Southport Broadwater Parklands on 11 November 2011, j) managing the significant media interest in the city as a consequence of the Bid

process, and k) capturing lessons learnt from attendance at the Delhi 2010 Commonwealth Games

Observers’ Program


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Key achievements during this period included;

in conjunction with the State Government Bid Team, submitting a first class and technically compliant Candidature File (Bid Book) to the CGF. The Gold Coast’s bid book was officially submitted to the CGF in Kuala Lumpur, Malaysia, in May 2011

satisfying the CGF Evaluation Committee enquiries and expectations in mid November 2011, final presentations were made to the Commonwealth Games

General Assembly in St Kitts and Nevis by both bid cities immediately before the vote to decide the next host city. At the Southport Broadwater Parklands thousands of Gold Coasters turned out to watch live coverage and celebrate as the vote was cast and the Gold Coast was selected as the host of the 21st Commonwealth Games

5.5.2 2012 - 2015

In early 2012, a draft Games-wide road map was developed - the first version of the Games Master Schedule. The Road Map is the first draft of key functional partner roles and responsibilities, proposed capital works, event overlay schedules and critical operational tasking timelines. It was during this period that initial budgets were developed and early negotiations with the Queensland Government on potential funding arrangements undertaken.

In September 2012, the City established the Commonwealth Games Unit which, for the first few years comprised a small team with early tasks to;

a) establish internal governance structures b) identify and record relevant technical material and research from the CGF Technical

Knowledge library and from previous Commonwealth Games learnings c) provide reporting of City Milestones to the GC2018 Partners including the CGF

Coordination Commission d) capturing learnings from the Glasgow 2014 Commonwealth Games Observers’

Program e) support GOLDOC governance arrangements including membership on its Executive

Leadership Team, Board, Steering Committees and Working Group f) provide technical support for Venue and Village design and delivery g) commence strategic planning of activities in line with the Commonwealth Games

Federation adopted planning and delivery phases and recommendations from the CGF Functional Area manuals, and

h) establish a range of possible contributions (service and monetary) that the City may make to GC2018. These options were utilised in final negotiations with the Queensland government

A number of key milestones were achieved during this time including;

1) signing of the Heads of Agreement between the City and the Queensland government in August 2013. This document outlined the expectations, responsibilities and financial contributions the City would make in the planning and delivery of GC2018.

2) the opening of the redeveloped Gold Coast Aquatic Centre and hosting of the 2014 Pan Pac Swimming Championships.

3) favourable biannual reviews of the City’s progress by the CGF Coordination Commission.



4) major progress in other venue and athlete’s village design. The City worked with the

Department of State Development and GOLDOC to deliver venue designs, construction procurement and venue delivery under an intended rolling construction program. The staged delivery process was adopted to ensure that construction works were spread over several years (extending the construction employment program), supporting the availability of a skilled and largely local workforce and to program venue delivery well in advance of April 2018.

5) completing infrastructure modelling of City assets against estimated GC2018 loading, 6) ELT endorses the City GC2018 aspirations. 7) identification of possible City infrastructure requiring upgrades to support GC2018

operations. 8) developed funding and cash flow models required for the City’s GC2018 “cost to

complete”. This was utilised to inform the negotiations with the State Government of the City’s Games contribution and commitments and to assist Council with forward budget forecasts.

The Strategic Planning Phase commenced in 2014 in line with GOLDOC’s GC2018 Roadmap and early Master Schedule. It was at this time that the City expanded the resources of the Commonwealth Games Unit (CGU) to coordinate and deliver on the City’s responsibilities across other future GC2018 phases.

5.5.3 April 2015 – September 2016

This phase was a significant transitional period in the City’s preparation for GC2018. It was during this period that several important activities occurred.

Formal approval of the City’s GC2018 budget. Finalisation City GC2018 Program framework and architecture. Increase in City staff involvement on GC2018 operational planning through the

expansion of the CGU and the conscious alignment of relevant “business as usual” or core Council services into the GC2018 Program.

The CGU grew through secondment of subject matter experts from within the City’s operational areas together with contracted event subject matter experts (many with major events experience from previous Commonwealth and Olympic Games).

Careful consideration was given during operational planning to adhere to the City’s business as usual process and procedures where possible and to identify the City risk profile from within our own program and within other GC2018 Partner lead programs e.g. Athlete’s Village and new venue delivery. The CGU was at this time now becoming increasing supported by all City directorates.

“The Coordination Commission is impressed with the venue and infrastructure developments. All is

well in hand under the expert control of the State Government in partnership with the City of Gold

Coast. ………. Highlights of recent achievements are the opening of the Gold Coast Aquatic Centre

and the commencement of site works for the Parklands Development that will host the Games

Village.” - CGF Coordination Commission Chair, Mr Bruce Robertson, second CGF Coordination

Review October 2014.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Whilst this period begins to focus on operational planning and program, key capital/infrastructure works also continued.

Key milestones during this period include;

1) Completion of the Broadwater Parklands Stage 3 - February 2016 2) Opening of the Coomera Indoor Sports Centre - August 2016 3) Studio 9 Village Roadshow completed - May 2016 4) Adoption of the City’s GC2018 Program 5) Following completion of demolition works at Parklands in 2014, construction of the

athlete’s village commenced in 2015 with significant progress during the following 18 months

In June 2016 City’s GC2018 Program was formalised and managed under the 8 sub-programs, and ultimately comprised of 51 individual projects. A description of the 8 Sub-programs is provided below.

5.5.3.1 GC2018 Program Architecture and Intent

The City’s GC2018 Program Architecture is provided in Attachment 3.

The intent of the eight sub-programs is described below:

1. Commonwealth Games Unit (CGU) Program – established to ensure delivery of the host city obligations and coordinate the City’s planning and operational elements of the Games. The CGU senior management team embedded the necessary project management, GC2018 internal governance framework, and budget and program controls capabilities to track delivery and to ensure our obligations were fully addressed through to the final post Games phases. Staff from the GCU also represented the City on the GC2018 Partners Program Group and Budget Oversight Committee.

2. Arts and Culture Program – to provide visibility of the City’s investment in local arts and culture that could be aligned to GC2018 opportunities. Intended to focus on commissioning of public art installations and supporting the development of local artists and performers with funding support and professional development programs (Accelerated Sector Development, Generate and Triennial Grants Programs). These programs aimed to enhance opportunities for the local arts and culture industry to be Games ready and where possible, be considered for inclusion in Festival 2018. City Officers had a key role in supporting Festival 2018 programming and Games time operations. Professional advice was provided by City staff through the GC2018 Festival Working Group and the Festival 2018 Executive Steering Committee.

3. City Operations Program – a diverse program area intended to coordinate the

heightened GC2018 City Service delivery required from various City functional areas. These included but were not limited to Cleaning, Security, Maintenance, Water, Waste, Regulatory Services, GIS, Disaster Management, Lifeguard Services, People and Culture and Workforce teams. This stream was also responsible for developing the City’s Games-time operating structure and temporary Operation and Precinct Centres, Community Readiness engagement and campaign, Media opportunities and overall presentation of the city. City Operations also undertook the management of the Queens Baton Relay event through the City.



This sub-program managed the GC2018 Partners “City Operations” Functional Area reporting to the GC2018 Partners and the CGF. City officers chaired and administered both the City Operations Executive Steering Committee and associated Working Group. The City Operations Functional Area coordinated the activities of the GC2018 Partners across the public domain areas of the city (excluding the sporting venues).

City staff provided professional advice to a number of GC2018 Partner Executive Steering committees including Security, Medical and Communications.

4. Economic Development Program – (in conjunction with the Queensland Government supported by the Australian Government) this sub-program focussed on targeting inbound and international trade and investment, promoting local businesses and highlighting the business opportunities on the Gold Coast, in Queensland and across Australia. Much of this was facilitated under the Trade 2018 Program over a 2 year period including Queens Baton Relay associated programs and planning and delivery of Commonwealth House activities.

Other bespoke programs were run in the lead up to the Games to aid local businesses in preparing for an enhanced level of service required to meet the increased visitor levels during the Games and to assist them to be competitive in the GC2018 procurement processes.

City staff also provided professional advice through the Trade 2018 Working Group.

5. Major Projects Program – focussed on the preparation of existing City venues and event spaces and additional capital works that would support the GC2018 Games time operations. Key functions included upgrades to events spaces, ICT WAN infrastructure, procurement and installation of temporary structures e.g. mobile visitor pods, Commonwealth House procurement. The Major Projects sub-program also provided higher level management of the following key infrastructure projects:

Broadwater Parklands Stage 3 ($10.5 million), accelerated project representing the 70 per cent completion mark for the broader master plan. Delivered an additional 3.5 hectares of land, new public facilities, boat ramps and car parking.

Mangrove Deck at Broadwater Parklands on the walkway behind the Gold Coast Aquatic Centre ($675,000).

Whilst largely a capital works program this area also established the terms under which City owned venues would be managed by GOLDOC for the Games period and the condition in which they would be returned to the City post GC2018.

6. Traffic and Transport Program – a sub-program dedicated to ready the traffic and

transport network to facilitate the required Games overlay (including significant capital and maintenance upgrades), keep the city moving during the event as well as preparing businesses and residents for the traffic and transport impacts associated with the Games.



Key functional activities included footpath and cycleway audits and upgrades, wayfinding and line-marking, traffic modelling and scenario planning, traffic management planning, transport network management including supporting infrastructure (park n rides, bus stops etc), development of a freight and service delivery plan for the GC2018 period, road closures, last mile planning, development of community messaging to affected businesses and residents, street lighting audits and replacement, interactive online traffic mapping including traffic incident updates and traffic and transport infrastructure emergency repairs during GC2018.

The City’s vast experience in traffic management was also valuably utilised by the GC2018 Partners, through the Traffic and Transport Executive Steering Committee and various supporting Working Groups.

7. City Assets Program – principally this sub-program focused on civil works upgrades including road reseals and rehabilitation works, a range of “business as usual” brought forward City projects to improve and or protect City Assets that would be used during the Games including beach protection works, CCTV upgrades, footpath and cycleway upgrades and road reconstruction and improvements.

8. Venues and Village Program – the longest running program due to long delivery timeframes associated with the design and construction of the various Games venues and athlete’s village. A significant program representing an estimated $770 million in government and private sector funding. An estimated $550 million for the athletes village and the balance $220 million invested in permanent sporting infrastructure on the Gold Coast, including:

Gold Coast Aquatic Centre ($41 million redevelopment) Coomera Indoor Sports Centre (new $40 million facility) Gold Coast Sports and Leisure Centre (new $110 million facility) Gold Coast Cycle Centre & Nerang Mountain Bike Trails ($3 million development) Broadbeach Bowls Club ($4.95 million redevelopment) Gold Coast Hockey Centre ($16.5 million redevelopment) The Sports Super Centre, Runaway Bay ($5 million redevelopment) Whilst the above works were led by the Queensland government, a dedicated program by the City was created to coordinate the City’s input into the venue designs, review broader sports precinct impacts, streamline City approvals and permits necessary to support construction works, provide influence over venue design and delivery to maximise legacy outcomes and augment Queensland government capital funding to support greater operational efficiencies through additional sustainable infrastructure e.g. solar, recycled water etc. Importantly this program also coordinated the City managed infrastructure upgrades including, water, sewerage and road network upgrades necessary to support new venues and athletes village precinct.

5.5.4 October 2016 to March 2018 - Games Mobilisation and Readiness Phases

Following the approval of the Games Budget in June 2016, the Mobilisation and Readiness Phases of the Program ran for approximately 18 months up to March 2018. This period was characterised by the broadest range of activities in the 6 year lead up to the GC2018 and included but was not limited to;



the completion of capital works projects working with GOLDOC and other GC2018 partners on the installation of

temporary overlay and supporting infrastructure final preparations for City presentation, including banner installation and high level

of service for key public domain areas significant engagement with the Gold Coast community (residents and business)

in regard to GC2018 operations and impacts the creation of temporary work environments in key GC2018 precincts (office and

depots, logistics/storage compounds, temporary tourist hubs) development of bespoke roster and staff working arrangements conducting various test exercises to gauge the City’s organisation responses to

the Games time environment and issues management enhanced regulatory activity, including issue of parking permits, increase in food

and hygiene inspections, processing the vast array of temporary approvals for GC2018 services

audits and upgrades to our ICT systems (noting the necessary support for a mobilised workforce) and providing a suitable cyber security system

selection and training of City volunteers review and establishment of City service responsiveness including equipment and

fleet availability and changes to staff working hours planning and roll out of Trade 2018 initiatives comprising of an international

program associated with the Queens Baton Relay and the development of the Commonwealth House Program including identification of guest speakers, site tours and networking events

physical establishment of a City Operations Centre review and finalisation of security arrangements within the public domain (CCTV)

and of critical City owned assets e.g. treatment plants etc preparation and participation in the final Commonwealth Games Federation

Commission audits and development of supporting material to support the CGF Games time “Observers Program”

preparation of venues for hand over to GOLDOC, including maintenance of venue operational equipment, testing of systems and building services and dilapidation reporting

curation of the Queen Baton Relay route and events on the Gold Coast planning for City sponsored ceremonies and receptions confirming the broader GC2018 Games time roles of the Mayor and senior City

officers development of bespoke Gold Coast collateral for domestic and international

media use finalisation of road closure arrangements, games lanes line marking and signage

and extensive communication of road network alteration and public transport operations during GC2018

production of relevant GC2018 protocols in regard to communication, decision making, reporting and general information sharing

continued representation of GC2018 Partner Executive Steering Committees and Working Groups


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 More details in regard to activities undertaken during the Mobilisation and Readiness Phase are provided below under each City program responsibility area. Commonwealth Games Unit

Following approval of the Games Budget, the Commonwealth Games Unit embedded the necessary Project Management and Program Controls capability to provide governance and controls to ensure delivery to time, cost and quality. This resulted in the development and implementation of Program Reporting that appropriately managed our internal and external report requirements and implemented suitable frameworks to manage the Games Roadmap, risks and issues and financial controls to ensure our obligations were fully addressed right through to the Closure Phase post Games. The adopted processes and reporting provided heightened transparency and accountability to internal and external leadership teams, partners and auditors. CGU management were members of the GC2018 Partners Budget Oversight Group and the GC2018 Partners Program Group. Arts and Culture This program of work focused on the last 18 months of the City’s $7 million investment in a four-year Accelerated Arts and Culture Program. It included investments in the city’s signature cultural festival (Bleach* Festival) and investments in local artists and performers (including The Farm), all of which played a key role in the Festival 2018 program. This sub-program also included the City’s public art commissions including the design, fabrication, delivery and installation of two signature Gateway Artwork pieces at the Northern and Southern entrances to the City and the iconic Commonwealth Star titled “All Eyes on Us” installed at Surfer’s Paradise foreshore.

The City’s Art and Culture team provide advice to GOLDOC in regard to

public art installations in and around venues including the athlete’s village worked with the design and delivery team of the Gold Coast Sports and Leisure

centre for the installation of the indigenous art work on the forecourt pillars, assisted GOLDOC and the Queensland Government in the planning and delivery of

Festival 2018, and maximising the opportunities of local artist and associated industry roles in the lead

up to the Games. City Operations City Services This sub-program was established to ensure the readiness of the City’s large workforce responsible for the City’s “business as usual” service delivery for Cleaning, Maintenance, Water, Waste and Regulatory Services. This required:

planning of asset improvements across our parks and open spaces planning the required workforce levels and specialised training needs to deliver

higher service levels operational planning to enable service delivery in the unique Games time

environment. Key considerations during this period included, restricted access hours to perform tasks, road closures, enhanced security requirements, 24 hour swift responses times, predicted larger than normal loading/demand in multiple precinct areas, and higher than normal levels of service.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 To minimise the amount of corrective maintenance that was required during GC2018, maintenance activity within key precincts was bought forward together with enhanced maintenance programs. Extensive planning went into waste collection activities to avoid or minimise refuse collection activity during peak traffic flows. Security requirements around venues also resulted in a number of changes to normal operations to avoid or minimise interaction with large numbers of spectators and/or athletes around the major precinct areas for the competition and festivals.

In some cases levels of service were raised from 12 months out, by way of example in the year leading up to the GC2018 the Environmental Health and City Laws officers undertook over 4,000 assessments focusing on tourist and backpacker accommodation, commercial pools, high profile precincts and derelict, unsightly and overgrown land sites for the City’s Games time ‘look and feel’ project.

City C3 Operations

Ahead of the Games, this stream was responsible for developing the City’s Games-time operating structure and temporary operation centres (located around Precinct Hubs), ensuring that we worked with our Games Partners to develop the command, coordination and communication (C3) processes to ensure that the whole of Games operation was seamless at Games time. The scale and complexity of the GC2018 necessitated an integrated and overarching (C3) structure that established clear responsibilities and accountabilities, and enabled effective decision-making and issue escalation protocols for all GC2018 Partners at all levels. A number of pre –Games City run C3 exercises where conducted over several months to test a range of scenarios and responses.

Planning of the City Operation Centre commenced during this period and was ready for operation in the month prior to GC2018.

Get Set for the Games

The Community Readiness and the Travel Demand Management (TDM) programs set out to prepare businesses and residents across the city for impacts of the Games through the “Get Set for the Games” campaign and supporting them with real-time information during Games time. The teams successfully engaged local businesses and community on Games related changes and information including road closures, access restrictions, permit requirements, venue construction, event schedule and the Festival 2018 program.

The teams engaged with over 30,000 people and distributed over 750,000 pieces of collateral. For the TDM program, there were over 7000 businesses across 35 industries registered, with more than 3300 participating in workshops (online and face-to-face).

“Our city just shone, all the delivery of the venues and surrounding landscaping is a credit to

everyone. I have had so many comments from friends who did not attend the Games and were

interstate watching it on television on how amazing the city looked.” Jan McCormack, CEO

Broadbeach Alliance


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Media Preparation This activity involved the planning and preparation of our Games time media operations to be delivered from the Gold Coast Media Centre and numerous broadcast platforms. This supported coverage of the city and media opportunities across multiple platforms for local, national and international coverage. Early media engagement before GC2018 and support during GC2018 assisted in maximising the exposure for the city. This program also established the Gold Coast Media Centre as part of the Commonwealth House structure and identified pre-determine film locations for media networks use during Games time. City Presentation The presentation of the City’s public spaces and GC2018 dressing showcased the City as a high quality event city. In the 18 months in the lead up to GC2018 the City and State Government initiated and delivered numerous projects around the City including:

Broadbeach Mall upgrade ($1.2 million) – accelerated City project Nerang Street, Southport upgrade ($1.7 million) – accelerated City project Installation of 1000 city banners, Pedestrian lighting upgrades Provision of scrim to hide temporary work zones Procurement of temporary relocatable street furniture Installation of new wayfinding signage

Spatial Information Sharing Significant advancements were made in the sharing of GIS information between organisations as part of the delivery of GC2018. A cloud based GIS system was established which enabled all GC2018 Partners to see each other's spatial data sets in real time. The CGU established dedicated personnel for the development of GC2018 operational mapping and data sets for inclusion in the shared cloud. This information was utilised by City staff and other GC2018 Partners. Public Land Allocation The City Operations program had the responsibility of undertaking locational audits and allocation of access rights to over 500 public sites within the City. These sites were catalogued and subsequently allocated to support the various GC2018 activities. Sites were used for Games vehicle parking, superstore, vehicle security screening, festival activities, storage, sponsor activation zones, film and media locations, temporary precinct depots and compounds, Trade 2018 activities and logistics etc. In some cases there were expectations from different GC2018 Partners to utilise the same key sites for different activities. Processes were established to determine the high order users for common interest sites. All GC2018 Partners were required to enter in City developed agreements for the various sites to cover matters of public liability and reinstatement condition post GC2018. Economic Development Trade 2018 Trade 2018 was led by the Queensland Government in partnership with the City of Gold Coast (supported by the Australian Government). In the period leading up to GC2018 key actions targeted inbound and international trade and investment missions as well as the development of the extensive Games time Trade and Investment program.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 In the 13 months before the Games City officer efforts centred on local and international markets (run concurrently with the Queens Baton Relay). The International Program included missions to London (March 2017), Canada (July-August 2017), India (October 2017), Malaysia (October 2017); Singapore (October 2017) and Papua New Guinea (December 2017).

To support the Trade 2018 activities during the Games, City staff focused on 2 key areas – in conjunction with the Queensland Government the development of GC2018 Trade Program Event and design and delivery of Commonwealth House / Gold Coast Media Centre.

Tourism Infrastructure –The announcement that the Gold Coast was awarded the Commonwealth Games stimulated investment confidence in the city by the private sector at time when global markets (off the back of the global financial crisis) had significantly softened private sector investment. Two private sector investment examples included the $670 million Pacific Fair redevelopment which was completed in mid-2016 and the Star’s significant transformation with the completion of the Darling hotel (opened march 2018); full refurbishment of the 596-room the Star Grand hotel. The Darling hotel has won many recent wards recently including the Australian Hotels Association National Awards for Excellence 2019 – Winner - Best Deluxe Accommodation.

Tourism Investments Programs

A of range tourism promotion initiatives, visitor serving programs and tourism infrastructure projects (public and private) and upgrades were undertaken before GC2018. All these aimed to increase tourist visitors, provide improved guest services and provide greater choice through new tourism products.

Visitor servicing - oversaw the refurbishment of the Visitor Information Centre in Surfers Paradise and the purchase of three Visitor Information Pods that were located in Southport, Broadbeach and Coolangatta during the Games.

Host City Volunteers - The City in conjunction with GOLDOC’s volunteer recruitment program recruited “Host City” Volunteers to act as City Ambassadors on the ground providing personal advice and assistance to visitors in the busy tourist precincts during the Games.

“Be My Guest” Program - The City and its appointed consultant team partnered with Destination Gold Coast and the Queensland Government to deliver on the Gold Coast, thirty five “Be My Guest” workshops over the three years leading into the GC2018 and one mega event with 900 attendees from local tourism and leisure businesses just prior to the Games. The workshops were aimed at enhancing the level of service for visitors before, during and following the Games. In all, the program reached more than 2,500 workers in the city’s important service orientated tourism, hospitality and leisure sectors.

The outcomes and feedback of the full day and half day workshops were overwhelmingly positive with participants changing the way they viewed their city, their guests, their own roles as destination hosts and of course, with deeper appreciation of the opportunities that a Commonwealth Games event brings to a region.



Queens Baton Relay (QBR) – Tourism Promotion - the QBR run for almost 13 months venturing across the Commonwealth counties and Territories and across Australia in the last 100 days. Whilst its primary role was to promote the Commonwealth Games it was also an ideal vehicle to showcase the Gold Coast, Queensland and Australia. The City in conjunction with Tourism Events Queensland and Tourism Australia undertook a range of targeted showcase campaigns in five targeted markets, the UK, Canada, Malaysia, Singapore, and New Zealand. GC2018 social media for QBR reached more than 33 million impressions, had about 700,000 views and 500,000 unique users. The final 2 days of the QBR on the Gold Coast was broadcast live across Australian by the Channel 7 network further showcasing the Gold Coast.

Domestic and International Media Management – the City assisted the State Government and GOLDOC to run national and international media famils in the lead up to April 2018. This included an extensive media campaign. Media collateral in various forms was produced highlighting the Gold Coast, its people, places and opportunities. This was made available for use in magazines and newspaper feature articles, newsreels, as highlight packages by the host broadcasters, for use in various social media platforms and by GC2018 Partners.

Accommodation Audits – The City assisted GOLDOC in the assessment and audit of accommodation options and numbers in the City. This was utilised to assist in better understanding traffic and transport requirements, the development of the GC2018 ticketing and accommodation options in the market place and assisting key supporting GC2018 Partners and sponsors with the planning of their GC2018 workforce accommodation needs.

Major Projects

This sub-program was focused on delivering both temporary and permanent infrastructure that wasn’t “business as usual activity” of the City (BAU activities were largely undertaken by the City Assets sub-program). Temporary infrastructure delivery included Commonwealth House, tourist information pods and City precinct operational hubs.

Permanent projects completed during this period included:

Digital City Infrastructure - the Digital City Program received some funding from the Commonwealth Games program to bring forward the rollout of an optic fibre backbone from Helensvale to Coolangatta, free Public Wi-Fi at three tourist precincts and WAN network connections to key sites.

Kurrawa Terrace – the city’s first absolute beachfront, fully serviced event space for outdoor functions, supported background service platforms and security entry structures for Commonwealth House with Trade 2018 and the Gold Coast Media Centre during the Games. Through the Digital City program, the site is now serviced by optical fibre, Wi-Fi and WAN network connections.

Venue Use Agreement - This sub-program also finalised the Venue Use Agreements (VUAs) with GOLDOC for the hand over, use and handback of the City’s venues utilised for the GC2018 sports competition. Prior to venue handover to GOLDOC City venue condition audits and dilapidation reports were completed before the end of 2017.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Traffic and Transport

The City partnered with the Queensland Department of Transport and Main Roads (DTMR), GOLDOC and the Queensland Police Service (QPS) to deliver the transport task for GC2018. The City’s transport obligations were to prepare the transport network to meet the required Games overlay (including significant capital and maintenance upgrades) and then – most importantly from the City point of view – keep the city moving during the event. Transport infrastructure just under $1 billion was invested in transport infrastructure and network improvements by the Queensland Government, Australian Government and City of Gold Coast before the Games. Highlights include:

$420 million Light Rail Stage 2 with 1400 park and ride spaces

$163 million Heavy Rail duplication (Coomera to Helensvale)

$358 million in road upgrades including:

o M1 improvements

o Smith Street motorway upgrade

o Ross Street and Ashmore Road intersection upgrade

o Southport-Burleigh Road upgrade

o Olsen Avenue (Labrador to Carrara)

$14 million active transport improvements – bikeways and pathways initiatives including 12.3km footpaths, 127 permanent cyclist wayfinding signage, 234 bicycle racks and launch of the city’s Mobike scheme

Transport preparation - the City’s Transport and Traffic branch undertook extensive planning to prepare the city’s local transport system for network changes necessary to transport athletes and Games Family around the network, support the essential requirements for security overlay around venues and proactively managing background traffic to minimise the impacts on the city. Planning undertaken included:

Efficient and active operational planning of the city’s road network through real-time traffic signal and network monitoring involving 290 closed circuit television (CCTV) cameras, more than 150 Variable Message Signs (VMS), various social media channels and managing the network through signs, traffic signals (via the integrated STREAMS system) in the Transport Coordination Centre

Development and ongoing management of a comprehensive “Get Set for the Games” campaign which provided information about Games overlay impacts to support business and local community. Commuters were encouraged to make alternate travel choices in the lead up to and during Games including re-moding from private vehicle use to active or public transport, strategic re-routing to avoid Games-impacted areas, re-timing to less busy times, or reducing non-essential trips from the network

Specification, design and procurement of the precinct traffic management overlay around venues and transit hubs to ensure a safe and efficient experience for athletes, technical officials, Games Family groups, workforce, and spectators



Tactical re-prioritisation and implementation of road and active transport capital

programs to accelerate infrastructure upgrades in areas that had Games-time functions

Provide a transport integration function across the GC2018 Partner agencies including GOLDOC, DTMR and QPS to assist with the coordination, planning, delivery and operation of the transport network during GC2018

City Assets

City assets sub-program delivered or assisted with either the delivery of new or enhancement to existing assets required supporting GC2018. Key projects included:

The Northern Beaches and Palm Beach Shoreline Project - delivered over 3 million cubic meters of sand to the city’s beaches to increase protection of property and the beach profiles against the possible impacts of storm event erosion.

Essential Road Reconstruction – the reconstruction of roads within high profile Games route network and arterial roads.

Rehabilitation and Reseals of Road Race Routes - asphalt reconstruction/overlay on routes to ensure a high quality and safe competition surface for athletes competing in the marathon, triathlon, cycling road race and cycling time trial.

Public Domain and Community Safety

To ensure a safe environment was provided in the city’s public spaces and key walking routes, nine priority precincts and walking routes were audited prior to GC2018.

The recommendations from the audit assessments led to lighting improvements; vegetation maintenance to improve sightlines and visibility; clearing of rubbish and waste; graffiti removal; identification of mural art graffiti prevention sites; design improvements and activations in key laneways and pedestrian routes.

As part of the graffiti removal program, a one-off private property graffiti removal sweep was completed. This involved the clean-up of unsightly graffiti from seven large derelict sites to improve amenity for GC2018. Many of these sites had been in disrepair for a number of years. The removal required a temporary exception to the City’s Graffiti Policy to enter into private property for graffiti removal.

Precinct Safety Management Plans were also developed for Southport, Surfers Paradise, Broadbeach and Coolangatta. The Plans include analysis of crime data and demographic profiles, consultation with key precinct stakeholders and recommendations for safety strategies for GC2018 and the city longer term.

Venues and Village

18 months out all venues where nearing completion with commissioning and testing of these new facilities undertaken in the period one year to six months out from the Games. Completion of supporting City infrastructure to support these venues was also undertaken during this time, including, water and sewerage network upgrades, street lighting enhancements and path/cycleway connections.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 In the Games Village with 12 months out from the Games, the City was assisting GOLDOC with its temporary service connections, pressure testing of fire hydrants and water mains, erosion and sediment management and health and regulatory inspections and approvals for all the food outlets.

Key projects completed during the period include;

Carrara Sports and Leisure Centre, Refurbishment of the Carrara Indoor Stadium and the development of the Gold Coast Sports Precinct southern community sports hub – September 2017

Completion of the GC2018 Athletes Village and surrounding public domain including roads and parks (handover over to GOLDOC in October 2017 for the installation of the necessary Games overlay)

5.5.5 20 March to end April 2018 - Games Time Operations and Service

GC2018 was officially opened on Wednesday 4 April and was followed by 11 days of competition. The City’s key Operations Centres operated from 20 March to 16 April 2018. Event highlights below give an indication of the scale and scope of the operational task at Games time.

More than 1.21 million tickets sold (95 per cent) Around 550,000 participating in Festival 2018 An estimated international audience of 1.5 billion, including almost 16 million

Australian viewers 19 sporting competitions across 8 locations on the Gold Coast Opening and closing ceremonies Transport outcomes:

o more than 5.5 million trips on the public transport network (whole-of-Games) o light rail (G:link) 100,000 passengers / day (almost 4 x daily average since the

opening of stage two) o about 2.3 million trips on Surfside bus routes o More than 600,000 passengers on heavy rail Gold Coast line (3 x the normal

amount of trains running 24 hours a day) o 7,333,823 journeys planned on the GC2018 Journey Planner

15,000 volunteers 4 day Queens Baton Relay event in the City

The City’s support of the Games time operations effectively started on 20 March 2018, when the Command, Coordination and Communication (C3) structure was activated across all GC2018 Partners, some of the City’s key activities during Games time included:

“I thought the opening ceremony was wonderful – a really entertaining show, a great representation of

all things Australian and also a great representation of the Gold Coast and what you guys have to

offer. The City looked fabulous whilst we were there and all the people were fully in the spirit of the

Games and of course super friendly – without exception!!.” Martin Emkes Arthur J Gallagher (City of

Gold Coast UK-based insurance broker)



Queen’s Baton Relay – the Queen’s Baton travelled through the Gold Coast from Sunday 1 April through to Wednesday 4 April passing though some of the Gold Coast most iconic locations and broadcast to millions of viewers. The Queen’s Baton Relay was supported by City-led traffic management with rolling closures and 11 community celebration events. It attracted more than 50,000 participants.

Gold Coast Media Centre (GCMC) – a jointly funded destination-focused media centre project between the City and Queensland Government. The GCMC was co-located with Commonwealth House (Trade 2018) in a temporary structure on Kurrawa Beach. The City’s investment was $1.65 million and it returned an estimated $25 million in media coverage. GCMC attracted 1,277 media registrations from 28 different countries and 185 media organisations. The GCMC also managed five broadcast positions that were located throughout the city which attracted 153 bookings during the Games period. City staff ran daily famils, provided City focused media collateral, organised media appearances by senior CGF, GOLDOC, the Mayor and athletes. City staff also provided front of house office and ICT support for visiting media.

Trade 2018 - ran from 3-16 April and brought together entrepreneurs, investors, political and corporate leaders, public officials, academics and Games sponsors in one of the largest gatherings of Commonwealth organisations in the past ten years.

In total 2,570 attendees participated across 32 events which were primarily held at Commonwealth House and supported with other Gold Coast and Queensland locations. 38 international delegations participated in the program, with delegations and delegates visiting from approximately 26 countries. Together with Queensland Government personnel, City staff managed relevant guest speaker accommodation and transport arrangements, event accreditation, security, program sessions and logistics, Trade 2018 dinner arrangements, media requests, daily catering for workshops and presentation sessions and any site visit or network meeting requests.

Festival 2018 - the largest festival ever experienced in Queensland with a $21 million budget. The City’s signature cultural festival, Bleach Festival, played a major role and featured as an integral part of Festival 2018. Bleach Arts received City operational funding of $2.1 million over four years and an additional $800,000 for programming for GC2018. As a result, Bleach delivered a strong program of 140 performances across 31 unique locations with 856 artists, creatives and community members. Importantly, 47 per cent were Gold Coast locals.

“Thank you for the most superb experience on the Gold Coast. We felt these were the friendliest

Games in a beautiful setting where everything just worked!” Mark Shardlow, BBC English Regions,

Assistant Editor, Gold Coast Commonwealth Games.

“Commonwealth House was an outstanding venue. Its beachside location showcased the beauty of

the Gold Coast and promoted our shared interest in sport, business, trade and investment for both the

City of Gold Coast and the broader Commonwealth family. My thanks to all involved. I am confident

that the Commonwealth Games and related activities such as those held at Commonwealth House

will leave a positive and lasting legacy for the Gold Coast.” Neil Ford, Director, Communications

Division, Commonwealth Secretariat


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 The full Festival 2018 program featured over 1,000 performances across 33 venues. Almost 400,000 people participated in the performances and events and a further 156,000 people enjoyed the many artists entertaining them around the sporting venues (reaching more than 550,000 people). In addition, Bleach Festival attracted another 25,000 people over the Easter weekend (30 March to 2 April 2018). Command, Coordination and Communication (C3) - the City was part of an integrated structure with Games partners between 20 March and 16 April 2018. The City’s role in this included:

Precinct Hubs – the City operated precinct hubs at Southport, Surfers Paradise, Broadbeach, and Coolangatta which were supported by temporary or existing depot operations. A mobile operations van also operated for Road Events. 80 operational staff worked from the precinct hubs and resolved 90 per cent of issues at a precinct level without escalation. Common issues for assistance included rubbish removal, toilet cleaning, illegal parking and public transport issues.

City Operations Centre, Gold Coast (COG) – was situated at the existing Local Disaster Coordination Centre at Southport and involved 95 City staff recruited from all City directorates on a rotating roster basis. The COG was in place to oversee whole of City operations and resolve more significant City issues relating to community safety, city reputation or issues with City-wide, partner or multiple precinct impacts. The COG operated 24 hours a day.

Partner Agency Operation Centres – 21 City liaison officers were located in our GC2018 Partner agency operational centres and worked as the point of contact between the partners and the City’s operations (COG) on a rotating roster. Centres included the Transport Coordination Centre (TCC), the Games Communication Centre (GCC), Games Operation Centre (GOC), the Joint Emergency Services Coordination Centre (JESCC) and the Technology Operations Centre (TOC).

GC2018 Partners Executive Group – this group included senior executives from the CGF, Australian government, Queensland government, Australian Commonwealth Games Association, GOLDOC, the City and QPS. The group met each day to discuss matters of highest level interest that were necessary for the continued and successful operations of GC2018. The City was represented by the CEO and the Executive Officer City Projects.

City Services - in critical areas City services were uplifted during Games time operations to ensure high level of service, minimise impacts on the community and to resolve issues at the precinct level within a minimal time period. Key City Services functions are detailed below;

Waste services – changes to waste collection and disposal activities applied during Games time including waste collections starting from 2am instead of the usual 6am, this initiative removed extra vehicles from the transport network at peak times. The changes came into effect on 19 March through to Wednesday 18 April (inclusive). The change resulted in a minor number of noise complaints (17) with an overall additional 115 tonnes of recyclables collected during the Games period compared to the Easter period averages in 2016 and 2017.

City parking – delivered more than double the BAU parking compliance patrol hours during the Games period, preforming a proactive communication and deterrent function. Focus was on safety, traffic management and public transport outcomes. The City acted as an agent for GOLDOC in issuing Local Access Permits (LAPs). The City processed more than 4,500 permits from 15 January to 15 April 2018.



Parks and Landscape Maintenance - increased mowing rotations in high profile locations in weeks leading up to the Games and extensive planting and garden maintenance around Games venues and precincts immediately prior to the Games.

Roads, Drainage and Foreshore Maintenance – increased asset inspection program and maintenance on Games network and undertook beach re-profiling to support Festival 2018 and Gold Coast Media Centre.

Building Maintenance and City Cleaning – prior to the Games, crews cleaned all beach showers, high profile public toilet blocks, shelters, park benches and BBQ’s. This included some repainting of shelters, benches and toilet blocks internally and externally, testing of electrical equipment, replacement of end of life components, plumbing inspections and clearing of shower drains. Asset repair of damaged assets and electrical upgrades within Victoria Park and Surf Parade, Broadbeach and Queen Elizabeth Park Coolangatta. Reprioritised and increased the street sweeping program. Additional City Cleaners were rostered on for litter collection two weeks prior to the Games. Staff operated from three temporary works depots (Southport, Surfers Paradise and Broadbeach) as well as existing permanent depots across the City from 29 March to 18th April 2018.

Lifeguard Services – approximately 30 additional lifeguards were brought on bringing the total number of lifeguards to more than 200 to service extended patrol hours for the Games period at selected beaches. Lifeguards undertook 144 rescues during this period. The City’s Chief Lifeguard provided daily media interviews on beach conditions and a beach safety theme was included in the Opening Ceremony. 37 lifeguard towers across the city’s coastal strip were wrapped in special GC2018 scrim featuring Borobi and beach safety messaging. A Lifeguard Borobi statue and large beach safety signage was installed at Gold Coast Airport and included in beach safety promotions.

Environmental Health and City Laws – more than 1,200 food assessments were undertaken during the Games period on permanent, temporary and mobile food vendors. In addition, more than 5,200 assessments were conducted in the 12 months leading up to the Games to establish the City’s new “Eat Safe” star rating system.

Licensing and Approvals – more than 870 new or amended permits/licenses were issued specifically for GC2018. Applications primarily covered roadside dining and vending applications, busking, fitness providers and film production.

Customer Contact – the Customer Contact Branch operated at extended hours during the Games to provide support to visitors, residents and City Officers in the field. A new Interactive Voice Response (IVR) system installed for GC2018 enabled 40 per cent of the calls to be redirected to non-City specific areas including transport, ticketing, precinct information and Festival 2018. The IVR system is a Games legacy and ongoing benefit for improved City services.

“I have walked every inch of Southport clocking up over 200 km in the last 3 weeks, my crew

kept Southport running at its best to show off what the Gold Coast has to offer,” Matthew Cook,

Building Maintenance, City of Gold Coast.

“I was so pleased with the exposure we got in relation to the surf safety video, Borobi tower wraps, Airport message, Opening/Closing Ceremony and the great work our staff did in patrolling the beaches throughout the games, “ Warren Young, Chief Lifeguard, City of Gold Coast



Fleet - while no additional items of vehicles, plant and equipment were procured for

the Games, in excess of 400 items were sourced for short term hire to support the Games precincts e.g. demountables, light vehicles, buses and lighting. Fleet’s focus during the Games was on business critical activities such as extended hours and shifts for fuel trucks, transfer trucks, water trucks and additional afternoon/night shifts at Carrara Depot for unplanned maintenance. An important Games legacy outcome is the enhanced security of the City’s heavy vehicles and plant to prevent them from being used as hostile vehicles. Through the embedded GPS technology, selected plant and vehicles can only be operated by authorised employees swiping their ID card and they can be remotely shut down.

Cyber Security - the City experienced an increase in cyber threats throughout GC2018 but did not experience an outage or breach. This success is due to mitigations put in place by the ongoing Cyber Resilience Program, the GC2018 Cyber Security Working Group (members including GOLDOC, all levels of Australian, State and Local government, and critical infrastructure providers) and the ICT operational overlay implemented for GC2018. During the Games the City’s Managed Security Services Provider monitored City networks 24x7 and Cyber threats were shared in real-time (refer Legacy Case Study).

Digital City - during the Games average daily data transmission over the optic fibre was equivalent to 13 million digital photographs. In addition there were 78,000 users of the City Wi-Fi network. The team also delivered network and Wi-Fi services for all precinct hubs, visitor hubs and fibre connections to Disaster Management Unit (DMU) and other operations centres to increase bandwidth for Games operations.

5.5.6 May 2018 – June 2019 - Post GC2018 Close Out Activity

Contractual dissolution obligations are outlined in the various GC2018 agreements and legislation including the Commonwealth Games Arrangements Act, the Host City Contract, the Endorsement Agreement and the CGF Global Overview Manual. These provisions largely dictate how the State Government would wind up GOLDOC. The City was responsible for managing the transition and close-out of its own GC2018 program. Notwithstanding this the City was required to work with GOLDOC and the State Government across many areas, including contracts, asset transfer, financial acquittals, audits and legacy reporting.

For some City staff the period from GC2018 end to 30 June 2018 was as busy as the lead in and games operational period. Key activities included, make good works and return of assets to business as usual activities, transfer of knowledge to the Commonwealth Games library of knowledge (refer Attachment 4 for an example one of the City Transfer of Knowledge Close out report), the return of internal staff to their nominal roles, the departure of contracted staff, the updating of asset registers for new assets and assets gifted from GOLDOC, providing input in the CGF lessons learned workshop in Birmingham, responding to requests from government agencies and the distribution of various GOLDOC surplus assets e.g. defibulators, safety cameras etc.

“I was based at the Coolangatta Precinct Hub (John Cunningham Lifeguard Centre) over the Games

period and wanted to say thanks for the wifi set-up. It was a super-fast Wi-Fi connection which

allowed me to operate at a rapid speed and access programs like Google Earth as well as iSpot and

other Council services required to fulfil my role.” Andrew Hutchinson, Special Events Officer, City

of Gold Coast


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 In the 12 months following GC2018 a skeleton CGU team undertook to close out GC2018 activities. These activities included:

preparation and submission of Transfer of Knowledge reports to the CGF library responding to public enquiries and request from visiting delegations including Tokyo

Olympics representatives, Japan World Cup Rugby 2019, 2023 Pan American Games and Japan Sports Council

staged closed down of the GC2018 City’s 52 projects and 8 sub-programs acquittal of the GC2018 budget and declaration of GC2018 savings negotiations with the Queensland Government of Post Games legacy projects final venue repairs audit and claims to the State Government to fund any outstanding

works responding to requests from the Queensland Audit Office assisting with the City’s role in SportAccord updates to the City’s Audit Committee knowledge transfer to the 2032 Olympics Taskforce due diligence process capturing the GC2018 legacy benefits and outcomes responding to ongoing media data requests GC2018 presentations to various groups including the Governor of Queensland tour

SportAccord, Planning Institute of Australia, International Assessment Impact Association, Adelaide City Council and South Australian Government

input and review into various post games reports (State Government Legacy Report Griffith University Economic Impacts report, Festival 2018 report and the Trade 2018

Repot) preparation of City Close Out reporting finalisation of the transfer of public domain assets from the Games Village to the City review and close out of late contract payments monthly budget management registration and allocation of GOLDOC gifted equipment to the City

5.6 Games Legacy

5.6.1 What is legacy and how has the City captured the Host City benefits

Games legacy has many definitions, most simply though it is the sum of all the tangible and intangible short or long term benefits that are realised from hosting the Games. The success of the legacy can be expressed in terms of the economic, environmental and social returns derived which are derived from the Games investment.

In the years leading up to the Games the City adopted a benefits-led approach in developing its legacy framework. City officers identified and assessed legacy opportunities against the City’s strategic agenda. Upon a comprehensive review of all the City policies, strategies and other initiatives and the likely synergies with GC2018, ELT established 21 GC2018 aspirations. (refer section 5.2 of report for list)

Where relevant the 21 aspirations and possible legacy benefits where used to inform and prioritise possible GC2018 projects. In other cases projects and programs where simply required to meet Games operational needs and proceeded regardless of legacy outcomes. In these circumstances legacy benefits, were in most cases, still realised. In these circumstances it is important to capture the benefits retrospectively and in such a way that there is alignment with City strategies, objectives and targets.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 GC2018 Programs and Projects were reviewed in the following ways;

a) how does it align with City GC2018 aspirations b) measured against a comprehensive approach to sustainability to ascertain the

potential quantitative and qualitative benefits e.g. economic, environmental and social benefits,

c) is it an existing project, is it accelerating a proposed project, has it enhanced a proposed or existing project or is it a new project, and

d) in the context of three scales of benefit Breakthrough - a level of benefit only achieved through innovations

commensurate with leading international practice Stretch – an achievable level of benefit that is a significant improvement on

business as usual Business as Usual – the level of benefit that you would expect from the delivery

of the event.

This “benefits-led” approach to capturing legacy outcomes was commended by the Commonwealth Games Federation Coordination Commission during several of its six monthly reviews.

After significant research and consultation, in December 2017 (well after the City adopted its Legacy Benefits Framework) the International Olympic Committee (IOC) adopted a very similar approach to legacy identification and management. Given the resources available to the IOC and the importance of good legacy outcomes to both the ICO and the CGF the approach adopted by the City is considered “best practice”.

City officers have been capturing GC2018 city benefits for approximately three years and these are presented in the “Embracing our GC2018 Benefits” book. This booklet is a ‘live’ document that catalogues the city benefits as a Host City for the Commonwealth Games.

Some legacy outcomes became evident before the Games (attraction of new film production and major sporting championships held in new venues), other were realised during the Games, some have emerged since GC2018 and other legacies may take some time to be realised e.g. GCHKP investment. The legacy outcomes for the City will continue to be tracked and reported in “Embracing our GC2018 Benefits” and update on a regular basis. The Queensland government will continue to report on legacy outcomes on behalf of GC2018 Partners until mid 2023. As has been the case since the completion of GC 2018, the City will continue to provide information in support of further legacy reporting.

5.6.2 Summary of Legacy Outcomes

The following section outlines a general summary of legacy outcomes, several more detailed reviews of key legacy outcomes and how the City is continuing to build off the strong platform associated with GC2018.

General Summary

The “Embracing our GC2018 Benefits” does not cover every single legacy outcome, predominately it captures those GC2018 programs and projects were we can measure the benefit or that are notable outcomes. The summary below provides an overview of many of those projects and programs together with other events or activities.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 In an endeavour to sweep up the broad spectrum of legacy outcomes, examples have been grouped under the following headings;

enhancing citizenship, inclusiveness and accessibility creating a safer and secure Gold Coast enhancing the tourism sector diversifying and growing our economy building the city’s reputation developing our cultural sector accelerating city infrastructure delivery

Enhancing citizenship, inclusiveness and accessibility

GC2018 provided our City a once-in-a-generation opportunity to embrace the excitement, enthusiasm and community interest in the Commonwealth Games and Gold Coast as Host City. The Commonwealth Games provided more than a world-class sporting competition. Through the Games, the Commonwealth Games Federation aimed to:

Mobility maps – Three online maps were developed for GC2018 providing accessibility information to help people move around 3 key tourism precincts safely - Broadbeach, Surfers Paradise and Southport. The Broadbeach Mobility map is provided at the link http://www.goldcoast.qld.gov.au/documents/bf/mobility-map-broadbeach.pdf and as Attachment 5. Changing Places toilets - toilets and adult-sized changing facilities were installed in Southport, Burleigh Heads and Carrara with an adult-sized changing facility installed in Broadbeach. The toilets have wider doorways, an adjustable height change table and a ceiling tracking hoist and shower. Volunteer Program – 15,000 “Games Shaper” volunteers were recruited for GC2018 from an estimated 47,000 applications. Over 65% of the volunteers came from within 1 hour commute distance from the city, including 4,500 Gold Coast residents. Volunteer activities crossed into many areas including transport and spectator support services, competition venue operations, VIP hosting, way finding, welcoming and support services at key transport hubs like airports, arts and cultural activities and opening and closing ceremonies. Under the GOLDOC volunteer recruitment program two hundred local residents were Host City Volunteers. They became important ambassadors for the City and where situated in the key precincts during GC2018. They promoted local tourism offerings and amenities, and helped people to find their way around during Games time. 87% of volunteers rated their experience as excellent or good with the majority indicated that they felt their contribution mattered, it helped them feel part of the community, that the volunteer program was well organised, they felt more confident doing things and more than half indicating that they had learnt new skills. TAFE Queensland as the GC2018 Partner managing the GC2018 volunteer training, have offered volunteers the opportunity to apply their learned GC2018 skills towards a tertiary qualification.

“…..attract and build on public, private, and social partnerships that widely benefit Commonwealth athletes, sports and communities.” The Commonwealth Games Federation


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Post GC2018, GOLDOC provided the database of all applicants who agreed to be contacted post Games (~35,000 people) to Volunteering Queensland (VQ). VQ received some State Government funding for one year to establish ongoing communication and promote other volunteer opportunities to those on the database. Since the Games the City has undertaken a number a number of activities to further harness the local volunteering spirit, including a promotional campaign during National Volunteer Week to encourage and recognise local volunteers; research to identify trends and barriers to volunteering on the Gold Coast; workshops for community organisations to attract/retain volunteers; and demonstrations at local events to show residents how to sign up to be a volunteer. As part of a GC2018 Volunteering Legacy Project, City officers have developed a Volunteering Legacy Action Plan including the establishment of a Gold Coast Volunteering Network. This Action Plan is subject to a separate Council report and likely to be considered by Council before the end of the year. Volunteer Case Study - Many Gold Coasters that participated in the GC2018 volunteer programs have indicated a desire to continue with volunteer work after the Games. These desires have been realised in many cases with continued volunteer roles in other high profile city events were volunteer recruitment has exceeded all previous expectations. In the case of the 2018 V8 Supercars event placement of the 780 volunteer positions was within 6 weeks prior to the event, the shortest time ever for the event. Volunteer interest for the 1,200 positions for 2018 Gold Coast Marathon and 1,000 volunteers for the Pan Pacifica Master Games held November 2018 has exceeded previous years. Junior Council - had significant involvement in the city’s Commonwealth Games journey from the bid process to the Closing Ceremony. The personal and collective experiences of the young people involved in the Games and their enhanced community pride will deliver a lasting legacy as they continue to represent the city into the future.

A safer and secure Gold Coast

With a combined security workforce of approximately 10,000 people, a range of world-class security strategies, access to cutting-edge technology and new public safety legislation, GC2018 was the largest and most significant security event ever undertaken in the city. An important legacy outcome is improved public health and safety for residents and visitors through GC2018 investments and operational partnerships.

“Being one of the Junior Councillors involved in last night, made me realize how lucky we truly are as the Gold Coast to have such a prestigious event come to our city. Last night was an unforgettable experience, and I had a lot of fun being involved. Thank you for letting us get involved as the Junior Councillors.” - Charlotte – “The whole of it was an experience never to be forgotten :)) I especially loved seeing some pure LEGENDS out there celebrating after their success in the games and being able to share that moment with them!” – Alice – “The amazing moment of walking out into the arena and seeing the smiles on the athletes and the smiles on my fellow junior Council member’s faces.” – Chelsea -


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 CCTV network - Games-related upgrades and enhancements has delivered a word class security operating environment that can be used for future major events and critical incident response. Improvements include:

69 new permanent cameras installed before GC2018 additional 165 GOLDOC cameras gifted to City post GC2018 network upgraded to enable interconnectivity with third party stakeholders; analogue

cameras in hot spot locations replaced with high definition network management systems improved and connection to ICT WAN to enable live

video connections the City’s total number of permanent cameras monitored city-wide to over 530,

effectively doubling the network since pre-GC2018.

The new and upgraded CCTV security infrastructure across the city will have long term benefits in improving safety for our residents and visitors.

Joint Emergency Services Coordination Centre (JESCC) – this important legacy project was enabled by GC2018 and the City’s investment in the high speed optic fibre network and CCTV network upgrades. It delivers a secure, state-of-the-art facility for police and other partner agencies during major events, incidents or disasters. It enables multiple data and intelligence inputs and outputs within a secure, high speed connectivity environment. Public Domain Safety and Amenity – have led to safety and security improvements around venue and entertainment precincts including vehicle barrier installations (permanent and temporary) for public spaces and improved venue security arrangements. GC2018 Precinct Safety Management Plans will also inform the City’s community safety program in coming years. City Asset Security Audits – will continue to inform City planning for security upgrades in many areas. Upgrades have included the installation of vehicle barriers adjacent to key City assets, sport venue security system upgrades and enhanced security environments in and around critical infrastructure like water and waste water treatment plants. Cyber Security – It is not unknown common for major events like the Commonwealth and Olympic Games and World Cup events to be a cyber-attack target. As a key GC2018 Partner it was important that the City’s operational capability was not compromised by cyber-attack in the lead up to and during the Commonwealth Games. As a consequence of its preparations for GC2018 the City is significantly better prepared and resourced to plan, prevent and respond to cyber threats. City Cyber Security Case Study - The City embarked on GC2018 cyber security preparations in 2015 with a whole of organisations cyber resilience assessment to identify potential cyber risks across the organisation with a focus on ensuring that if the City was subject to cyber incidents during GC2018 response plans were in place.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Following the assessment the City’s Executive Leadership Team (ELT) resolved to invest in the development of a Cyber Resilience Program. This program established a Managed Security Service Provider contract to provide 24/7 cyber security monitoring and alerting across the organisation’s network, developed a whole of organisation cyber incident response plan, established a Distributed Denial of Service Protection Plan for city internet and websites and raised cyber threat awareness to City staff with additional training to improve the City’s cyber security culture. The program also established the Corporate Cyber Security (CCS) unit which continues to operate post GC2018 as the ongoing owner of all cyber security services across the organisation. The City was a member of the GC2018 Cyber Security Sub-Committee. This committee was made up of various organisations including the 3 tiers of government. This governance arrangement allowed the partners to develop and share intelligence and response procedures. As a newly established unit within the City, membership of this committee provided valuable learnings and created professional relationships for CCS staff. City staff had the opportunity to see our peers in action in the Security Operations Centre during GC2018 and was exposed to people, processes and technology that provided effective cyber security. This exposure has influenced how we are now building and maturing our own cyber security operations. Further the close working relationships with key government agencies during GC2018 has given the City ongoing access to ongoing best practice cyber management as an active participant in the Australian Cyber Security Centre. Beach Safety Awareness - two beach safety videos produced for the Games and the Lifeguard Borobi statue will continue to be used for beach safety campaigns. Disaster Management - City Evacuation Centres - several large capacity GC2018 venues across the city have been incorporated into the City’s disaster management framework, recognising that these venues can act as potential evacuation centres in times of disaster and emergency. This is particularly compelling in areas of the City where no such facilities previously existed, such as the Coomera Indoor Sports Hub.

Eat Safe Gold Coast - is a food safety rating scheme that was introduced by the City in the lead up to GC2018. This rating system allowed food businesses to promote their great efforts in hygiene and cleanliness to their customers.

Food safety rating schemes like Eat Safe Gold Coast operate alongside regulatory systems and have been effective in reducing food related illnesses in cities across the world. This ongoing program will continue to deliver higher food standards for city residents and visitors and support the city’s growing reputation as a dining destination.

Enhanced tourism sector

Several City GC2018 aspirations centred on increasing the city’s reputation, being recognised as a premier events destination and inspiring greater levels of customer service on the Gold Coast and drove the development of various GC2018 initiatives all aimed at providing the best visitor experience – making our visitors feel like guests.

Through the city’s unprecedented international media exposure, Tourism and Events Queensland reported web searches and social-media exposure in and around the time of GC2018 had risen more than four times their usual amount and visitor information centre bookings are up 60 per cent. Mantra Group’s Executive Director has also advised of an increase in short and mid-term demand on the Gold Coast.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Despite early concerns in regard to GC2018 hotel room take up during the Games figures indicate that hotel room occupancy during the Games period (4 to 15 April 2018) was at 86.9%. This compares to 76% for the same period in 2017 and 67% in 2016 (source: STA).

Data also suggest that the highest revenue per available room (RevPAR) on record was achieved during GC2018.

According to CBRE’s Q4, 2018 Hotel MarketView report, the Gold Coast continues to benefit off the back of GC2018, with the city emerging as Australia’s best performing hotel market over the 12 months to end of 2018. Key findings of the report highlighted the continued economic flow-on benefits of the Commonwealth Games, with average daily rates lifting 7.6% during the year to $202 per night. Other data from the report indicates that RevPAR grew by 9.4% on the back of 1.7% growth in occupancy, while international visitation to the Gold Coast has remained elevated since the Commonwealth Games, posting 4% growth for the year.

GC2018 investment in capital works projects will continue to support the tourism experience on the Gold Coast these include.

Kurrawa Terrace – an ongoing event space for the City with power supply and optic fibre connection. The site was utilised as part of the Trade 2018 “Commonwealth House” and Gold Coast Media Centre. This venue was highly regarded by international media and delegates due to high quality service provisions but particularly for its iconic location.

Commonwealth Walkway – The Gold Coast Commonwealth Walkway, the first of its kind outside the United Kingdom, was created in partnership between City of Gold Coast and The Outdoor Trust.

One of 100 walkways across the Commonwealth, this experience is a lasting legacy of the Gold Coast 2018 Commonwealth Games. The walk offers an insight into the story of our modern city, nestled between picturesque coastline and world heritage-listed rainforests.

The 10km walk starting at Southport Chambers and finishing at Council Chambers at Evandale offers 37 marked points of significance and interest.

Borobi – the City is now the custodian of a range of Borobi sculptures in key locations across the City. These are still proving popular with locals and visitors alike. One of the Borobi sculptures (Lifeguard Borobi) remains at the Gold Coast airport to promote the surf safe message to visitors to the city.

With the agreement from the Commonwealth Games Federation, the Borobi character will be animated and incorporated in the Yugambeh Online Language program, which has been trialled in more than 18 schools and 36 early education centres in southeast Queensland since October 2018.

This is a great legacy of the Commonwealth Games – with Borobi promoting indigenous culture and language in the “International Year of Indigenous Languages.”

Free Wi-Fi – visitors benefitted from access to free WiFi in key locations during GC2018 and as a legacy access to hi-speed Wi-Fi continues to be available at Broadwater Parklands, Surfers Paradise and Broadbeach.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Banner booking system – City officers undertook a range of activities to support the roll out of GC2018 banners across the city. In undertaking this work condition audit of banner poles and fixtures was undertaken across the city. Additional banner poles and or fixtures were also installed. A banner booking policy is now in place which allows City officers to coordinate and manage the booking and installation of banners for future events across different precincts in the City. For some major event organisers this is an opportunity not usually available to them in other cities.

Economic growth and diversification

The economic impacts of GC2018 began in 2010 when the Gold Coast was nominated as a candidature City for the 21st Commonwealth Games with significant national and international media interest in the city during this period. A number of local hotels, restaurants, bus companies and retailers benefitted from bookings and contracts during the Bid and early GC2018 phases.

However for the purposes of measuring economic benefits, the nominated benefits period is from (2013-2022). For this period the Queensland Gross State Product (GSP) emanating from GC2018 is estimated to reach $2.282 billion. This is 20% higher than pre Games estimates and is largely due to new national and international events secured in the city, new venue utilisation higher than previously forecast, strong tourism flow-on estimates and increased forecast trade benefits flowing on from Trade 2018.

The economic benefit in terms of Regional Economic Product (REP) is estimated at $1.804 billion. In terms of how this benefit has been spread across the 9 year impact period, it can be categorised as $811 million for pre-games 2012/13 – 2016/17 (influenced largely by infrastructure projects, venues, roads, rail and games village), $214 million for the games year 2017/18 (driven by games services and tourism) and the $779 million post-games years 2018/19 – 2021/22 (attributable to new trade and investment, increased tourism impacts, new events/venue utilisation and further development of the GCHKP).

In regard to employment, a new concept has been utilised - yearly full time employment FTEY. This allows for a consistent comparison between the jobs measure over the longer 4 year period both before and after the Games and the employment spike in the Games year.

For Queensland the FTEY was 21,128 and like the economic product impact, most of this was realised on the Gold Coast with 17,819 FTEY.

Whilst there was some softening of the actual tourism figures in the Games year versus initial estimates (down $56.4 million) this has been offset by strong tourism projections in the post games period up from $249.6 million to $391.6 million (up $142 million). The Games time drop in part may be attributable to each Games spectator on average, going to more events then first expected and thus reducing the number of available tickets and as a consequence drawing less visitor numbers. The estimated tourism impact for the 9 year period is estimated at $1.09 billion (2018 $).

There are several GC2018 related activities that have had an impact on the local economy and jobs growth and are likely to continue to have an impact on the local economy.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 GC2018 Athlete Village / Gold Coast Health and Knowledge Precinct – it is estimated that during construction the village created 1,600 direct jobs and 3500 indirect jobs. In addition, over $157 million in contracts were awarded to 56 Gold Coast companies. Benefits will continue to unfold in the next phase of the GCHKP as more than nine hectares of land adjacent to the GC2018 Athlete Village was released for targeted commercial development from early 2019. This land could yield up to another 10,000 - 12,000 jobs for the city (excluding new construction jobs). The GC2018 athlete village buildings are now providing new housing options for the precinct, new retail activities are being established with a major supermarket and speciality stores already operating and others soon to open. The CoHort building provides 2500sq/m for co-working and lab space with 250 desks for casual, part – time and full time use and provides an important GCHKP networking role with regular workshop and business networking functions held there. Whilst CoHort has only been open 6 months it success has prompted Economic Development Queensland to move to facilitate a fit out for CoHort 2 in another GC2018 athlete’s village building currently vacant. Griffith University has also secured one of the vacant sites for its future ADaPT building, with construction expected to commence in 2020. The GCHKP Steering Group has commissioned consultants to review the economic benefits that the GCHKP brings to the Gold Coast including bespoke data that will progressively measure the economic derivatives from the development of the GC2018 athlete’s village and surrounding land development. The first instalment of the study results are expected early 2020. Trade and Investment - there have been encouraging opportunities developed as a result of Trade 2018 including investment leads, business attraction opportunities, export contracts and an improved city business profile internationally. Historically, the City, through its International Plan and Economic Development Strategy, has focused on non-Commonwealth nations such as China, Middle East, Japan, Korea and USA. Trade 2018 has established new opportunities in Commonwealth countries such as the United Kingdom, Canada, Singapore, Malaysia and PNG. The City will continue to pursue these markets were leads have been developed. Trade 2018 - was a Commonwealth Games first as this initiative ran for the full GC2018 period, attracting more than 2500 attendees, 76 identified as influential business leaders from over 40 organisations. International trade opportunities have been bolstered through the Trade 2018 program which facilitated 38 international delegations bringing 319 delegates from 26 countries to participate in the program. In the post games period local companies have already secured trade contracts directly from Trade 2018 with this is expected to grow locally over the next 3 years. Delegate feedback survey results emphasis the success of the program.

94% of delegates indicated that their Trade 2018 experience was either good or excellent. The delegates rated the following as the main reasons for such a positive

o networking opportunities for their company or organisation o relevance of the business contacts o relevance of the program content o quality of the speakers o location of Commonwealth House



Delegates reported that Trade 2018 had increased their knowledge of industry and business capabilities in the Gold Coast, Queensland and Australia

Delegates were impressed with the Gold Coast with 93% indicating that there was a strong likelihood that they return to the Gold Coast for business or leisure and 92% would encourage others to visit the City

More than 80% of delegates have already achieved, or expect to achieve, at least one outcome by participating in the program. One in three of the Australian delegates expect an investment deal as result of the program. Two thirds of overseas delegates are likely to increase their investments in Australia and or buy goods or services with 1 in 5 expecting these new business opportunities will exceed $1 million

City events – with hundreds of millions of dollars in new infrastructure including an improved public transport network and increased capability in hosting mega-events, the city will continue to grow as an event destination. Increased venue utilisation through greater sports, cultural and business event attraction as a result of GC2018 and associated capital investments is estimated to generate an additional tourism expenditure of $92.7 million per year in the 4 year post games period. Film and TV sector – the Games investment in the largest Sound Stage in the Southern Hemisphere is already paying dividends. Constructed by Village Roadshow and co-funded by the GC2018 funding and Village Roadshow, the venue was completed in May 2016 and begun to return dividends to the City immediately. Over its 40 year life it’s expected to conservatively return around $2.6 billion in film productions (in 2018 dollars). Since completion of Studio 9 in mid 2016 the venue has attracted 5 major productions which have/will directly inject $368 million into the Gold Coast economy. Early film production achievements are well above the annualised estimates utilised in projecting the $2.6 billion over 40 year impact. Major film productions include;

2016 Marvel’s Thor: Ragnarok 2017 Warner Brothers Aquaman 2018 Dora and the Lost City of Gold 2019 Kong v Godzilla 2020 The Elvis Movie (untitled)

GC2018 capital funding, a low Australian $ against the USA together with State Government and City investment attraction program funding support is attracting these productions to the City. The worldwide box office combined receipts for Thor Ragnarok and Aquaman exceed $2 billion demonstrating that the Gold Coast has the facilities and skilled workforce to support successful major box office films.

Education and training – Gold Coast education providers were actively involved in GC2018 with significant involvement of Griffith University, Study Gold Coast, TAFE Queensland and local schools. The role and legacy benefits from and for Griffith University, Study Gold Coast and Qld TAFE is outlined below.

“The Commonwealth Games helped introduce us to international markets and as a result we were able to begin exporting…..as a direct result of these introductions and back up support from TIQ and Gold Coast City Council we’ve been exporting since late October 2018.” Kevin Flanagan Dairy Free Down Under (Carrara business)


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Griffith University – As an official GC2018 sponsor, students and staff from the university were closely involved in the build up to and delivery of the Games. Key outcomes for the university included;

international exposure as a GC2018 sponsor student access to over 250 internships and Games related material was embedded in

university curriculum new scholarships were made available for students from Commonwealth nations and

territories, including Australia staff from across the university provided expertise through secondments, placements

and consulting. Of note was Griffith University staff undertaking the GC2018 Economic Impact Assessment studies

Griffith University facilities were used by visiting athletes and officials in the lead up and during the Games and Griffith campuses was included in the Queen’s Baton Relay celebrations

Griffith University also hosted the successful GAPs (Gather Adjust Prepare Sustain) Program, an innovative program developed and rolled out by Griffith University to give athletes from Pacific Commonwealth nations and territories access to sports experts and facilities not readily available in their home land. The GAPS program was funded by the Commonwealth Games Federation, Menzies Health Institute Queensland and City of Gold Coast. The program was rewarded with several athletes involved in the program winning medals for their countries. In some cases this was the first ever Commonwealth Games medal won by that country. This program together with first class training facilities in the city reinforces the Gold Coast as a world class sports training location which is willing to assist in the technical development of athletes from all over the world.

Study Gold Coast - students and volunteers across a broad range of disciplines have benefited from GC2018 training and project placements. Skills training and apprenticeships were also provided through GC2018 capital works projects. Study Gold Coast undertook a number of GC2018 aligned initiatives to promote education and training opportunities in the city.

Queensland TAFE (Gold Coast) – as an official partner of GC2018 TAFE Queensland was responsible for developing a bespoke vocational education and training program for the volunteers to ensure they have the diverse set of practical skills needed to make a great games happen. 15,000 GC2018 volunteers were trained under this program. Queensland TAFE (Gold Coast) has been recognised with two major awards for their GC2018 role.

Australian Events Awards 2018 Winner: Best Achievement in Event Education and Training category – TAFE Qld for their Gold Coast 2018 GC2018 Training Partnership.

2018 Australian Business Awards Winner – Service Excellency category – TAFE Qld for achievements in providing vocational training and training design and delivery services to GC2018.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Growth in the International Students - earlier this year commentary from Study Gold Coast CEO indicated a significant lift in international students in the city. International student numbers have increased by 15% in 2018 outstripping percentage growth in all cities in the State. The city now has 32,435 overseas students. The biggest growth sectors were in vocational, education, higher education and schools. Some of this growth has been attributed to the Gold Coast hosting the Commonwealth Games. International students are a significant contributor to the city’s economy and a lift of over 15% continues to support the Gold Coast’s reputation as an educational city of choice for international students.

The Gold Coast’s international education sector will soon be worth $1 billion with new data revealing staggering growth in the industry her in the city. Deloitte Access Economics research shows international education and training was worth more than $988 million to the Gold Coast in 2018 – a staggering 18 per cent growth year-on-year.

Research from Deloitte also found the sector supported 4,730 local jobs and that more than 6,200 friends and family of students travelled to the Gold Coast over the 2018 year, generating $21 million in tourism expenditure.

The negative economic impacts

Hosting an event of this size undoubtedly has delivered to the Gold Coast a significant economic boost. However it should also be acknowledged that event by its nature can have some localised negative impacts. This is likely to be due to a number of reasons including changes to peak movement of people in time and direction, locals leaving the City during the event, and residents and visitors redirecting normal habit spend to GC2018 activities like Games merchandise, food at GC2018 venues and GC2018 tickets.

Whilst City officers have no detail data on most of these impacts, what can be reported is the negative economic impact on the Gold Coast from residents leaving the City. In economic terms this is known as the “time switching effect’. It should be noted that their departure from the City is also a positive economic impact for other locations.

As a baseline, on any normal day residents leaving the City for a domestic trip outside the region is estimated at around 8,600 resident departures, with peak departures at major holidays like Easter are in the vicinity of 13,000 residents leaving the city. For the GC2018 period the average number of resident departures was only 7,500 which is less than any non-holiday period.

However, what must also be considered is whether these residents stayed away overnight and for how many nights. The overnight stays outside of the City by residents was about 8% higher than normal and marginally higher than the Easter period. The economic impact of the residents staying outside of the City is estimated to have had a negative impact of approximately $ 7 million on the Gold Coast economy. This is on par with normal peak holiday departures and is well offset by the longer term positive economic benefits to the city, which on average have been estimated at $200 million /annum over a nine year GC2018 impact period.

“There is solid growth here, and I don’t think we can underestimate the influence of the Commonwealth Games in boosting education numbers.” Rob Borbidge GCB 21/3/2019


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 An integrated transport network

The significant investment in transport infrastructure of almost $1 billion as previously highlighted in section 5.5.4 of the report is having a profound effect on the city, delivering social, economic and environmental benefits. These benefits include;

Active transport – the additional 12.3km of footpaths, 127 permanent cyclist wayfinding signs and 234 bicycle racks contributing to healthier and more active community

Public transport improvements - reduce road congestion, improve travel times at peak times and provide an improved public transport connection to Brisbane. It has also provided greater mobility for people in the City that don’t drive

Road improvements – have improved traffic flow, increased the road network’s capacity, improved road safety and in some cases have enhanced the amenity of the local area

The City’s important long-term goal to encourage people to choose public and active transport options (over car travel) has also been boosted by the $7.6 million investment in the GC2018 Travel Demand Management program. This program helped achieve the 5.5 million public transport trips during Games time and educated Gold Coast residents and visitors about travel planning and travel options.

Case Study Light Rail – Stage 2 - Since that first day of service, more than 42 million passengers (as at June 2019) have been welcomed aboard the ‘G:link’.

The construction of stage 2 of the light rail project in time to support GC2018 has been a significant contributor the G:link being the star performer of south east Queensland’s public transport network. Since its introduction patronage growth of 50 per cent across the entire Gold Coast public transport network has been achieved.

A positive GC2018 travel experience with the important link between heavy rail and light rail at Helensvale has seen the number of people catching trams continue to climb, with more than 10.74 million passenger trips taken in 2018-19.

The busiest days in the system’s history were during GC2018 with more than 100,000 passengers per day. The busiest stations in 2018-19 were Cavill Avenue with (1.67 million boardings) followed by Broadbeach South (1.49 million), Southport (1.1 million), Helensvale (1.09 million) and Gold Coast University Hospital Station (900,000).

The bring forward of the light rail stage 2 project to support GC2018 together with the substantial increase in patronage has set the platform for the delivery of light rail stage 3. The progress of light rail stage 3 is unlikely to have been as rapid if it had not been for the Gold Coast being awarded the Commonwealth Games. The light rail network in its current and future stages is an important and positive consideration in supporting the growth of our current events but also in attracting new events to the city.

An improved city reputation

The way in which the Gold Coast was presented during the Games, the experiences of spectators, residents and visiting delegates, the international and national media coverage, the successful Festival 2018 and Trade 2018 events, the quality of the sports competition and our venues have all contributed to improving our city’s reputation and continue to strengthen the Gold Coast as a positive global brand.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Every aspect of the Games was carefully planned to deliver a positive experience and to present the city in the best possible way to the estimated 1.5 billion viewers and thousands of targeted international trade delegates, GC2018 visitors, athletes and officials.

Sports city reputation - There are a range of methods for measuring a host city’s reputation from hosting major sporting events. Three examples of global sports city rankings are provided below. It is fair to conclude that the Gold Coast as a city of only 600,000 is now punching well above its weight in these global rankings. Burson Cohn and Wolfe (BCW) – Sport City Ranking – Gold Coast now enters the list for the first time at ranking 50 (the full ranking list for 2019 is provided in Attachment 6). Gold Coast was the third ranked Australian city after Sydney at 11 and Melbourne at 15. BCW is one of the world’s largest full-service global communications agencies and has been undertaking global ranking of cites around the world for the past seven years. The 2019 ranking has been improved with a new, more quantitative methodology. For the first time, the ranking focuses primarily on the viewpoints of International Sports Federations and sports media, combined with an in-depth analysis of the strength of the association between sport and a city in the digital environment. The digital environment assessment considers the total number of mentions of the word “sport” associated with the name of the city on social media platforms but also blogs and websites. Sportscal – Global Sports Impact (GSI) – Cities Index – Gold Coast ranking 22 in 2019 and 18 in 2018, the slight drop is expected based on the high value ranking of GC2018 in 2018. The Gold Coast was the only Australian city ranked in the top Sportscal top 50 – Sydney ranking was 52 (refer Attachment 7 for top 25 list). The GSI Cities Index is based on an in-depth analysis of almost 700 world championships and major multi-sport games over a rolling 14-year period, covering seven years in the past and seven years in the future. Under this index the rankings are calculated using a range of indicators, measuring the event size, scale and impact. Data from these indicators is attributed to four areas, Economic and Tourism, Media and Sponsorship, Sporting and Social and Sustainability. 2018 Ultimate Sports City Award – held every two years since 2006, this award is the longest-established rankings of the world’s top host cities for sport. For the 2018 awards a long list of 500 cities were evaluated against a broad range of criteria and a final list of 30 cities was selected to go into the final rankings. All sporting events held in the city were given a weighting based on their scale and prominence with 1200 data points analysed. The size and frequency of events hosted from 2014 to 2022 was the primary weighting factor. Other factors were weighted and scored to give a total score for each city. Other weighted factors included number of sporting bodies based in the city, current venues and facilities, transport and infrastructure, accommodation, government support and major events strategy, legacy planning and impact, public interest, event attendance numbers and marketing and branding impact.

“We had the success of the Gold Coast 2018 Commonwealth Games which had the best of our city on display to the world. That level of exposure is invaluable for the Gold Coast and for Queensland more generally” Geoff Hogg, Managing Director, The Star Entertainment Group.



The Gold Coast made the final list of 30, with final scoring rank of 15th in the World. Gold Coast was one of three smaller cities to make it into the top 25. Melbourne and Sydney as larger cities ranked 2nd and 12th respectively (the full rankings list is provided in Attachment 8).

Given the number and type of factors considered this is an excellent achievement for the Gold Coast.

Event city reputation - The Gold Coast was awarded a World Festival and Events City in 2018 by the International Festival and Events Association (IFEA).

The IFEA World Festival & Event City Award was designed and created as a way for the global festivals and events industry to openly encourage, support, learn from and recognize positive local environments for festivals and events worldwide. Festivals and events create tremendous community and economic capital in the markets that they serve, but the partnership with and support from the local community, at all levels, is critical to the success and sustainability of existing festivals and events, as well as the ability to attract and encourage new events. Through this special award the IFEA is pleased to recognize and fly the flag of those cities and markets who have worked to provide an environment conducive to successful festivals and events.

High Performance Sport – the new and upgraded GC2018 venues and the positive GC2018 athlete experience are drawing the interest of national and international sporting organisations and elite sporting teams. There have been three key areas the City has focused on in attracting high performance sport - training camps, major championships and sporting association head office attraction. These three bring all economic benefit to the city and enhance our sporting credentials.

Key Sporting Events - not only is the City attracting major sporting championships and events, many of these events are choosing to continue their partnership with the Gold Coast and are returning in later years or locking in multi-year commitments for their events in the city. Some examples of major sporting events include.

2014 Pan Pacific Swimming Championships 2015 - 2017 Leg of ITU Triathlon 2015 – 2024 Australian Open Bowls 2017 Sudirman Cup 2017 Oceania Weightlifting Championships 2018 ITU Triathlon Grand Final and Age Championships 2018 World Parachute Championships 2018 Swimming Australian Commonwealth Games Trials 2018 Australian Athletics Championships 2018/19 Hockey Australia Events-

o 2018 Australian Hockey League Finals o 2019 Trans-Tasman Masters Hockey Challenge o 2019 Australian Women’s Masters Hockey Championships

International Cricket Australian v South Africa T20 Cricket International (18-19 summer)

2018 – 2020 FINA – Diving Grand Prix 2018 – 2020 Gymnastics Australia National Clubs Carnival 2019 Sport Accord 2019 World Doubles Squash Championships 2019 – 2021 Volleyball Australia Schools Cup



2020 World Junior Squash Championships 2020 World Bowls 2020 Australian Men’s Master Hockey Championship 2020 – 2022 Gold Coast Beach Volleyball Festival 2024 World Lifesaving Championships

Training Camps and International Team Visits – Since the 2000 Sydney Olympics, the City has established relationships with international sports associations and international teams. Rugby union, swimming and triathlon have been part of the stable of regular visitors for over 2 decades. GC2018 not only kept the interest of these sports in the City but it has also introduced the City to sports or countries that have had no presence here before.

Over the past two years the city has hosted or has secured 18 high performance sporting training camps worth with an estimated economic impact of $2.01 million.

These camps cover a range of sports including soccer, rugby league, AFL, basketball, dodgeball, gateball, athletics, swimming, volleyball and sports coaching. These teams have been made up of national teams from Australia, China, New Guinea and New Zealand and professional sporting teams from New Zealand and across Australia.

Sporting Association Headquarters – Being recognised for hosting sporting events is one important aspect but in the business of sport, being recognised as a destination of choice to headquarter the management and business of your sport also builds the city’s sports reputation. National and international sporting bodies based in the city also have the opportunity to collaborate with local universities in sports science, injury prevention, sports technology etc. Often if the headquarters for a sport is based here, events will follow, as has been the case more recently with Squash Australia, in other cases bringing major sporting events here will attract that sports head office here. The City is now home to the following sporting organisations;

FIBA Oceania Basketball Triathlon Australia Squash Australia Mountain Bike Australia Oceania Athletics Association

2032 Olympics Opportunities - Off the back of the success of GC2018 there have been investigations into the feasibility of the South East Queensland region hosting a 2032 Olympics. The Queensland Government is currently undertaking a value assessment proposition as part of progressing this opportunity.

GC2018 demonstrated the regions capabilities to host world class sporting events in a multi-event format. These achievements set a solid platform for the Gold Coast to support any future Olympics Bid (should there be a formal decision to progress to the candidature stage) and to host a number of Olympics sports if a 2032 Bid was successful. There are numerous benefits to the Gold Coast if this was to occur including tourism, opportunities for international sports team training camps, world championships events, significant international exposure, trade and cultural opportunities and enhanced global reputation. Further the alignment of regional infrastructure upgrades necessary to support growth of the region within an Olympics timeframe would also address a number of traffic and transport issues in the region, including links to the Gold Coast.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 An enhanced Cultural sector The Culture Strategy provides the City with a clear strategic direction until 2023. The Strategy also identified GC2018 as a major catalyst of change for cultural development and transformation. Hosting the GC2018 provided the City and its cultural sector with an unprecedented opportunity to showcase the City’s art, culture and lifestyle to a global audience. Acceleration of the arts and culture sector was critical to ensure that the City would be ready to leverage maximum benefit from the GC2018 opportunity. In the same way that the City was investing in the infrastructure required for delivering the Games, the City also sought to have a plan to manage its cultural investment. In 2014, the City adopted a strategic framework entitled the Accelerated Sector Development Action Plan (The Plan). The Plan was funded by the City and Queensland Government under agreed GC2018 funding arrangements. The framework is shown in Figure 4. The Plan focused on:

Accelerating the growth of the sector - building its capacity to deliver in 2018, ensuring that local artists (both emerging and established), were best prepared for the creative opportunity the GC2018 would bring.

Using arts and culture as a catalyst to shape the Gold Coast national and international reputation.

Delivering substantial cultural legacy for the Gold Coast beyond GC2018. Figure 4 - Accelerated sector development action plan framework


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 The City’s $7 million arts sector investment, via the Accelerated Cultural Development Program, and investment in the Bleach* Festival has resulted in an outstanding cultural legacy for the city. Over 1600 artists were engaged in Festival 2018, with almost half being local artists. Economically, it created local jobs and developed Gold Coast artists and sector capacity. Through the Games, these artists and performers were given worldwide exposure and the intensive filming and documentation of their work will support further sale and export opportunities.

Festival 2018 was produced by GOLDOC, with Creative Leads – Circa and program partners Bleach* Festival. The City’s Bleach* Festival delivered a strong and proud Gold Coast program of 140 performances across 31 unique locations. The Games-related publicity and exposure and the well-received program will support the continued growth and popularity of the city’s premier cultural festival into the future.

5.6.3 GC2018 Asset Legacies

Post GC2018 GOLDOC initiated its asset disposal strategy, leaving legacy benefits across the State including sporting equipment and other event supporting equipment.

Transfer of GOLDOC assets to City - GOLDOC had an array of assets that were proposed to be transferred to the City such as landscape materials, event infrastructure and public art elements. Some of these assets have operational or strategic value to the City.

Prior to accepting these assets City officers developed parameters to understand both the opportunities and risks/liabilities that might be unintentionally incurred in accepting these gifts. Matters considered included installation costs, whole-of-life costs, transport costs and suitability of specification, need, and capability to store (short or longer term) if required.

The City received a range of assets and materials, including over 20 kilometres of scrim, geo-fabric, 76 catenary poles and bases, 16 flagpoles and bases, over 60,000kg of sand suitable for topdressing fields, 6 Borobi statues (in addition to the 2 the City procured), countdown clock surfboard, vehicle barriers, surf lifesaving nipper boards, core flute signage, six core fibre optic cables, Queens Baton and stand, the official Borobi costume, wireless access points, 165 CCTV cameras and supporting infrastructure including switches, cabinet boxes, transmitters, receivers, regulators, illuminators, licences, cabling etc.

Defibrillators (Automated External Defibrillators) – the City supported the Queensland Government in managing the donation of 115 ex-Games defibrillators to the Gold Coast community and sporting groups across our city. Almost 200 groups expressed interest in receiving a defibrillator. The applications were carefully reviewed and prioritised by:

Members/clients who are at a higher risk of experiencing cardiac arrest; High intensity activities undertaken by the group; and Groups with a large number of members/clients.

Following the expression of interest process, the defibrillators were distributed during October 2018. Each defibrillator had an approximate value of $2000. Overall financial value was in excess of $200,000.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Somerset College – Case Study - Somerset College on the Gold Coast hosted pre-event training for athletics teams from Fiji, Northern Ireland and Canada. Through the pre-GC2018 training camps the College was able to purchase athletics equipment including pole vault pit, hammer and discuss throwing cages. These will reinforce the college’s athletics credentials ensuring desirability as a destination for elite training camps. More importantly it provides the students with world class facilities. As a consequence of the upgrades the College has appointed a pole vault coach.

5.6.4 Enhanced Organisational Capabilities and Partnerships

The City as an organisation came together with a single focus, engagement and sense of pride, generating a distinctive culture of organisational unity. The cross organisational planning for the games established new and enhanced working relationships and an improved platform for whole of organisational activities going forward.

The GC2018 experience has left our organisation with a stronger reputation, acknowledgement of our capabilities and better working relationships across all levels of government and with international sporting organisations. This bodes well for the future government project partnerships and attracting new sporting events to the city.

Areas where key GC2018 City staff felt that the organisation had benefited from its GC2018 involvement;

CoGC areas worked effectively together as one to solve problems which built stronger relationships

staff were trained as a team to utilise agreed approaches and common systems to share information and collaboratively solve problems

COG provided a common operating picture of activities and events empowered and supported city operational staff to resolve issues locally staff members learnt from each other and expanded their respective knowledge of the

CoGC business built great new capabilities in systems such as ArcGIS (enhanced systems) demonstrated the capabilities of staff, existing systems and infrastructure confirmed the City’s ability to manage events of international significance using a C3

approach improved and or developed new process and procedures e.g. cyber security developed trust, professional integrity and strong relationships with other levels of

government enhanced our capabilities to manage disasters, through improved technology, staff

skills development, infrastructure and collaborations with other tiers of government. 5.7 GC2018 Audit Requirements

Given the quantum of funding, funding partnerships, the intensity of the activities within the City over the Games period and risks associated with the event, audit processes were welcomed and necessary.

The audit processes identified areas of key risk for the City and for GC2018 Partners and evaluated actions and processes against adopted policies and good practice. The City’s GC2018 Program and associated activities was subject to reviews by both the Queensland government and the City’s internal audit processes.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Throughout the Commonwealth Games planning and delivery, presentations and updates were provided to the City Audit Committee as required.

Internal Audit’s “Final Audit Observation Report” was completed in February 2019. This high level risk and observation report has been prepared in response to discussions at the Audit Committee regarding wrap-up activities associated with the 2018 Commonwealth Games, including the potential for Council to bear unexpected and/or increased cost; and/or increased operational risk as a result of hosting the Games.

Based on the high-level review and internal discussions undertaken for the suggested audit matters, there were processes in place to manage the timely finalisation of the Games related activities within the scope of the audit review. Further to this, where more detailed analysis and testing was undertaken by the audit team, no significant issues were identified. A number of handover (Games Village) and internal reporting (wrap up report to Council) activities remain in progress and are scheduled to be finalised by the end of 2019.

A number of general observations and learnings have been identified that may be prudent for management to consider in supporting the operation of any future resource intensive City hosted events.

In regard to meeting the requirements of the Queensland Audit Office Council (QAO) officers worked closely with QAO officers to provide all requested information during the course of the annual audit.

Council obtained a clean audit opinion from the QAO for the 2017-18 financial year.

QAO confirmed in late 2018, that the City had provided all requested information / data and that no further information was required for completion of the Auditor-General’s whole of government Commonwealth Games report.

The City was required to comply with the obligations of the CGF. The City was a signatory to the Host City Contract, the CGF Games manuals and the Gold Coast City Candidature File (the Bid Book). In December 2017, the CGF conducted its eighth and final Coordination Commission for GC2018. The CGF rated all eight reviews “satisfied” – the highest CGF rating possible. 5.8 Post Games Reports

There have been a number of Post GC2018 reports, several of the key report titles and associated links are provided below. City staff were consulted, involved in the content or undertook reviews of content from the various reports below.

Senior City staff have also been interviewed by a range of academics who have been studying various aspects of the Commonwealth Games. Their experiences and knowledge have assisted in various academic theses both within Australia and oversees.

Trade 2018 Evaluation Report – https://publications.qld.gov.au/dataset/gc2018-trade-2018-evaluation-report/resource/605c56e4-09a7-47a8-a3e8-32d41ffbceee

Festival 2018 Arts and Culture Evaluation Report - https://publications.qld.gov.au/dataset/festival-2018-gold-coast-2018-commonwealth-games-arts-and-culture-program-evaluation-report/resource/2adfc0c4-812f-4c84-9c6b-a1123f69b48e


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 GC2018 Reconciliation Action Plan Evaluation Report - https://publications.qld.gov.au/dataset/gold-coast-2018-commonwealth-games-reconciliation-action-plan-evaluation-report/resource/4b2dfd5d-3181-4510-a93d-44616f79929c

GC2018 Post Games Report – https://publications.qld.gov.au/dataset/gold-coast-2018-commonwealth-games-post-games-report/resource/93979a31-b12a-4f87-a313-10643e3cf439

GC2018 Visitor Study – https://publications.qld.gov.au/dataset/gold-coast-2018-commonwealth-games-visitor-study/resource/9e54f26c-638e-448a-9fe0-71faaa1b0765

Griffith University “The economic impacts of the Gold Coast Commonwealth Games – Post Games Report” - https://publications.qld.gov.au/dataset/griffith-university-the-economic-impacts-of-the-gold-coast-2018-commonwealth-games/resource/f714c3bb-59dd-4655-ba42-e59f891cad13

5.9 Partner Acknowledgements

It is appropriate the City acknowledges the wide spread support given by our GC2018 Partners in the planning and delivery of the event.

Commonwealth Games Federation (CGF) – the CGF, with support from its consultant appointed Games subject matter experts, were able to provide direction and guidance throughout the bidding, planning, delivery and games time hosting of the event. The learnings from previous Commonwealth Games together with the CGF consultancy passed on technical expertise now set within the City workforce placing the City in a great position to continue to bid and host significant events well into the future.

CGF support included:

Access to the CGF “transfer of knowledge” library which includes reports and learning from previous Commonwealth Games together with CGF Functional Area Manuals.

Six monthly CGF Coordination Commission reviews and workshops used to evaluate the GC2018 partnership, planning, and development, together with technical observations from its technical panel of subject matter experts.

Access to advice throughout the whole 10 year process to the CGF subject matter experts.

An invitation to be included in the Glasgow 2014 Post Commonwealth Games event review.

Invitations to participate in the Delhi and Glasgow Commonwealth Games Observer Programs, providing access to subject matter presentations, meetings, site tours and operational access to key back of house facilities.

The CGF continues to support the City in its widespread commendations of GC2018 and with its attendance and promotion of the City at SportAccord 2019. Further, during SportAccord CGF senior management were excellent presenters at the City bespoke SportAccord program.

Commonwealth Games Australia (CGA) – The CGA supported the Gold Coast from the earliest stages of the Bid, publicly highlighting the capabilities of the city. The CGA also attended 2019 SportAccord on the Gold Coast taking time to support the City’s SportAccord program with attendances at many sessions and functions.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 The CGA executive continues to praise the Gold Coast as a Host City and as the CGA did during the lead up to the Commonwealth Games, key CGA meetings and visits continue in the city. Recent examples include Sport Accord 2019 and in June this year to coincide with the World Bowls Championships and World Squash Doubles Championships. Given the credibility of the CGA Board membership, the senior role they have in various sports and their connections to International Sporting Federations, their ongoing support is welcome and appreciated.

Queensland Government/ GOLDOC (as a State Government entity) – The Queensland Government/GOLDOC were the senior GC2018 Partners and the support from the Queensland Government was significant. Thousands of employees of the Queensland Government provided major in-kind contributions totalling over $204 million. GOLDOC also assembled a workforce of major events subject matter experts from around the world together with local employees to plan and deliver the sporting competition and the necessary overlay and operational requirements to support an event of this size.

Queensland Government funding for GC2018 together with major infrastructure investments was approximately $3 billion dollars (when revenues and other contributions are not accounted for). This support has been undertaken from numerous Queensland Government agencies and portfolios. Key Queensland Government agencies included:

Innovation, Tourism, Industry and the Commonwealth Games Education including Queensland TAFE Fire and Emergency Services Premier and Cabinet Transport and Main Roads Queensland Police Service Queensland Health State Development, Manufacturing and Planning including Economic Development

Queensland Environment and Science include the Arts Employment, Small Business and Training Communities, Disability Services and Seniors Queensland Treasury Corporation Aboriginal and Torres Straight Peoples Sports and Recreation Stadiums Queensland GOLDOC

The City has reinforced partnerships with key Queensland Government agencies and created new ones as a direct result of GC2018. The City continues to work with senior personal from the Queensland Government that were involved with GC2018 to continue its legacies. Current mentionable partnership projects include GCHKP, Trade 2018/SportAccord follow-up, new film and event attraction, 2032 Olympics Taskforce and light rail stage 3 (as a consequence of the bring forward of stage 2 for GC2018).

Post the dissolution of GOLDOC several former senior GOLDOC executives have continued to support the City with ongoing advice (in a non-paid manner) and to support the organisation various forums including as key note speakers in the City’s SportAccord program, in the broader SportAccord activities and at various functions.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Australian Government – The Australian Government provided a range of pre-Games and games-time operational support to GC2018, particularly in the areas of international advocacy, security, immigration, customs, intellectual property, trade, anti-doping programs, tourism and communications. The Australian government across these portfolios provided approximately $50 million through in-kind contributions.

Federal Government cash contributions of $249 million were also made for Games venue infrastructure and light rail stage 2.

Although not included in the GC2018 budget, the Australian Government also funds high performance sports program. Under these program $109 million was provided to sports programs that were competing at the Commonwealth Games including $16 million to support athletes in the lead up to GC2018.

5.10 Awards and Other Acknowledgements

Awards - Given the scale and funding allocated to GC2018 it is not surprising that GC2018 activities and performances would be acknowledged with the receipt of awards. What is surprising is the number of awards and the broad spectrum of categories awards have been won in. These achievements are across areas of Architecture, Evaluation and Monitoring, Sustainability, Business, Events, Human Rights, Education and Training, Individual Performance, Good Design, Tourism, Sport, Arts and Culture, Leadership and Public Sector Management. A list of key awards is provided in Attachment 9. Of particular note is the Games Village development which has received more than 12 awards to date.

Volunteers - The Games Shapers, over 47,000 volunteer applications were received, with approximately 15,000 Games Shapers roles filled. In many ways these volunteers were the face and personality of the GC2018 workforce and their skills and dedication to their tasks were first rate. 87% of volunteers rated their experience as excellent or good.

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

The best place to live and visit

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

We maximise the legacy of GC2018.

7 FUNDING AND RESOURCING REQUIREMENTS

7.1 City Workforce The City’s Commonwealth Games program evolved from a small core project team of six internal staff to an organisational planning cohort of 102 members dedicated full time to Commonwealth Games delivery planning and delivery. This was made up of 65 staff in the Commonwealth Games Unit and the balance remaining in other business units across the organisation, including a core group in the City’s Transport business unit.

I wanted to be part of something bigger than me, to share what we have. When are we doing it again. Thea McEachern (Runaway bay) – Games Shaper GOLDOC “Share the Dream” book


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 In some way or another spanning a period of almost 10 years, almost 1,300 City staff have been involved in the Gold Coast Commonwealth Games.

The professionalism of the City staff and their commitment and positive partnership behaviour in planning and delivery of the Commonwealth Games has on many occasions been recognised by GC2018 Partners.

The dissolution of the CGU occurred over a 6 month period post GC2018 with most contracted staff and seconded staff returning to their nominal roles. The staff dissolution from this unit is shown in Table 2.

Table 2- Dissolution of Commonwealth Games Unit

CGU Staff establishment

Staff departures during month

2017/18

At 1 April 18 65 peak staffing At 30 April 30 35 departures in April At 31 May 17 13 departures in May At 30 June 5 12 departures in June

2018/19

At 1 July 18 5 At 30 Sept 0 6 departures in September

7.2 GC2018 City Funding / Budget

Commonwealth Games Bid Costs - The City’s formal engagement for GC2018 goes back to early 2010 when bidding for the Commonwealth Games commenced. The Bid budget was $11 million with the City contributing $1 million and the Queensland Government $10 million.

City GC2018 Program Budget - The City’s GC2018 Program budget consisted of funding from the City and other GC2018 Partners. The Gross Program Budget was $284.7 million when all funding sources are included (noting that additional scope of works above original budget requirements were also adopted through the lifecycle of the Program due to negotiated GC2018 Partner funding). Sitting outside the City GC2018 Program budget is a “value in kind” cost totalling approximately $7 million.

The forecast Net Cost to the City was $254.4 million which included an agreed cash contribution to the Queensland Government of $100 million paid over several instalments.

“Commonwealth Games Australia continues to receive very positive feedback about GC2018 from throughout the community and from our colleagues around the Commonwealth. All organisations and individuals who played a role in the successful delivery of GC2018 can be justifiably proud.” Craig Philips CEO Commonwealth Games Australia 5/02/2019


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Table 3 - City GC2018 Program budget summary

Funding Sources Budget

Commonwealth Games - Program and Budget $222,638,113

Commonwealth Games Brought forward projects $31,776,279

Partner funded / project contributions $30,267,854

Gross Program Value $284,682,246

Net Cost to City (forecast) $254.414,392

At close out of the City GC2018 Program Budget, the Actual Net Cost to the City was $238.9 million, well under budget. Final costs reflect Program savings of approximately $15.1million. (Further details are provided in section 7.2.3 below).

7.2.1 The City GC2018 Program Budget by Sub-program

The GC2018 Program budget was administered under the 8 sub-programs the funding allocation for each of these programs is shown in Table 4.

Table 4 - City GC2018 Budget by sub-program

No Sub-Program Approved Budget June 2016 (Net Cost)

1 Commonwealth Games Unit $16,979,457

2 Arts and Culture $7,750,000

3 City Operations $35,935,204

4 Economic Development $3,152,000

5 Major Projects $12,275,035

6 Transport and Traffic $26,487,000

7 City Assets $25,812,000

8 Venues and Village * $126,023,495

GC2018 Total $254,414,392

*includes $100 million cash contribution to the Queensland Government

7.2.2 GC2018 Budget Cash Flow Summary Operational and Capital

Over the 7 years of City funding the biggest contribution was made, not surprisingly, in the Games year. Table 5 reflects operational spend and capital spend cash-flowed over the funding period. It should be noted that the cash payment to the Queensland Government is included in the Capital budgets for the relevant years instalments were made.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Table 5 – City GC2018 Budget cashflow by year

Year Operational Budget (millions)

Capital Budget (millions)

Total (millions)

2013 $1.4 Nil $1.4

2014 $1.2 $20.5 $22.7

2015 $6.0 $25.4 $31.4

2016 $7.3 $32.9 $40.2

2017 $18.1 $53.6 $71.7

2018 $58.0 $42.9 $100.9

2019 $0.63 $0.12 $0.75

Accumulated savings

$15.1

Program Total

$93.62 $175.42 $284.2M

7.2.3 GC2018 Budget – Declared Savings

Budget savings under this Program total $15.13 million. Savings against City funded works account for $10.06 million and savings attributed to Queensland Government funded works account for the balance $5.07 million.

These savings have been declared over two fiscal years (as they have been realised), a first up City savings of $5.0 million in the March 2018 budget review. A second budget savings of $10.13 million was declared in the September 2019 budget review and represents both the Queensland Government and City savings of approximately $5 million each.

As part of the September 2018 budget review approximately $4 million of the City’s savings were allocated to the Strategic Priorities Reserve and the balance $1 million to Post Games legacy projects.

Under the original GC2018 Funding Agreements entered into by the State Government and the City, the City must return to the Queensland Government any savings attributable to Queensland Government funded projects or programs unless the Queensland Government agrees to utilise the funding on other agreed projects. To this point the Chief Executive Officer entered in several discussions with senior management of the Queensland Government in regard to the allocation of these surplus funds. Outcomes from these discussions have realised the following results.

In December 2018 the Director General, Department of Innovation, Tourism Industry Development (DITID) agreed to co-fund a range of City proposed legacy projects and allocated just under $1 million of their savings to the City nominated projects. The projects included:

o Green energy augmentation to the Gold Coast Sports and Leisure Centre o Security system upgrades to the Gold Coast Sports and Leisure Centre and

the Coomera Indoor Sports Centre o Entry road widening and new entry signage to the Gold Coast Hockey Centre



o Funding for the City to maintain and display the official GC2018 Borobi costume

In mid May 2019, the Director DITID wrote to the CEO confirming DITID support for the City proposal to allocate the remaining Queensland Government funding of approximately $4 million to two City managed Investment Funds (as GC2018 legacies). The GCHKP Investment Fund and the Gold Coast Major Events Investment Fund, with both to receive $2 million each. This funding is not intended to support current “business as usual” activities in these areas. They are aimed specifically at accelerating and amplifying the economic dividend to the Gold Coast and Queensland, with the City to commit a 50:50 matching allocation in relation to any specific disbursement from either fund. The funding offer is open for projects over the next four years. Annual acquittals to the Queensland Government will be required until 30 June 2023 or until the State Government funds are exhausted, whichever is the latter. Other expected and acceptable conditions are associated with the funding allocation.

8 RISK MANAGEMENT

The City had dedicated program control functions overseeing the GC2018 Program, enabling implementation of a Risk Management Framework to identify, assess and track mitigations to both project and program risks.

The City was also actively participating in broader Games governance to identify, share and manage risk across the delivery of the Games. The GC2018 Partner risk management and reporting process is shown in Figure 5.

City managed risks and mitigations together with broader GC2018 Partner risks that of concern to the City were elevated to the City’s GC2018 Program Control Group for consideration and oversight.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 Figure 5 - GC2018 Partner risk management and reporting process

8.1 City Risk Identification and Management

Three Commonwealth Games risks were endorsed as Corporate Risks by the Executive Leadership Team (ELT) on the 14 December 2012 and included on the Corporate Risk Register.

The Commonwealth Games risks were subject to regular quarterly risk reviews in line with the Council’s Enterprise Risk Management Framework and reporting requirements. The ELT was provided with a Bi-Annual Corporate Risk Report which provided assurance on the overall management of the risk profiles and to discuss any emerging issues to address within the risk profiles, and endorse any recommendations/changes required to proactively manage the risks.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 8.2 Corporate Risk Profiles (Commonwealth Games 2018)

At the ELT meeting held on 22 November 2013 the Executive Leadership Team endorsed the closure of;

Corporate Risk CO000499 - Commonwealth Games 2018 village is not aligned to the strategic economic and planning intent of the Gold Coast Health and Knowledge Precinct (GCH&KP) resulting in reduced economic and legacy benefits. The risk was being effectively managed and was no longer required to be included on the Corporate Risk Profile. The risk was closed on 4 February 2014 and removed from the Corporate Risk Profile.

At the ELT Emerging Issues and Risk Workshop held on 28 September 2018, the Executive Leadership Team endorsed the closure of;

Corporate Risk CO000498 - Gold Coast 2018 Commonwealth Games (GC2018) operational impacts and service delivery ineffectively planned and managed results in reputation damage and significant unbudgeted operating costs on redeveloped or new venues refer.

The risk exposure was no longer relevant and the controls and mitigations managed the risk from materialising, reducing the risk exposure from high to medium. The risk was closed on 1 October 2018 and removed from the Corporate Risk Profile.

At the ELT Emerging Issues and Risk Workshop held on 28 September 2018, the Executive Leadership Team endorsed the de-escalation of;

Corporate Risk;CO000497 - Gold Coast 2018 Commonwealth Games (GC2018) legacy and community development opportunities are not maximised and poor management of hand back of City Assets post Commonwealth Games.

It was determined that this risk was being managed and that only one aspect of the legacy asset was outstanding (Commonwealth Games Village). The risk was de-escalated to the Directorate Risk Profile. In addition, it was determined that the risk name be changed to reflect the Games Village only and with two open mitigations. The risk score has been reduced from high to medium, once the open mitigations are complete, the risk will be reduced even further to a low risk score (6) with minor consequences. This will achieve a risk profile as low as reasonably practicable. This risk was removed from the Corporate Risk Profile and transferred to the Directorate Risk Profile on 3 October 2018.

CO000497 - Gold Coast 2018 Commonwealth Games (GC2018) legacy and community development opportunities are not maximised and that future city assets associated with the Commonwealth Games Village are not fit for purpose at time of handover.

Mitigations for CO000497 are as follows:

Post implementation review of the legacy and community development outcomes associated with the GC2018 Commonwealth Games

Ensuring compliance with the provisions of the Parklands PDA Commonwealth Games Village Deed

Given the realisation of GC2018 benefits won’t be fully realised for several years and that the handover of contributed assets to the City from the Games Village development will not be fully complete until end of 2019 and that there is an extended warranty periods with many of these contributed assets to the City, Risk CO000497 will remain an open risk.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 9 STATUTORY MATTERS

Council, as a co-signatory to the Host City Contract for GC2018, was required to meet certain guarantees, obligations and reporting requirements. In addition, the City continued to operate regulatory compliance (Health, City Laws, parking, etc.) during the Games period.

10 COUNCIL POLICIES

Not applicable.

11 DELEGATIONS

Not applicable.

12 COORDINATION & CONSULTATION

Table 6 - Coordination and consultation




Chief Executive Officer OCEO Yes Coordinator Corporate Risk & Business Continuity

Corporate Safety and Risk Yes to relevant subject area

Manager Corporate Assurance

Corporate Assurance Yes to relevant subject area

Executive Coordinator Directorate Finance

Corporate Finance Yes to relevant subject area

Internal Communication Coordinator

OCEO Yes

Chief Information Officer Business Innovation and Technology Services

Yes to relevant subject area

Executive Officer City Projects

Office of the CEO Yes

13 STAKEHOLDER IMPACTS

Directorates may incorporate lessons learned from GC2018 and continue to pursue legacy outcomes aligned to the City’s strategic agendas as part of business as usual activities or as part of agreed post GC2018 legacy projects.

14 TIMING

Not applicable.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 15 CONCLUSION

Since the Gold Coast was announced as host city for the 2018 Commonwealth Games, approximately 1,300 City officers from every directorate have worked in some capacity to deliver a great Games and a great legacy for the city.

Our host city responsibilities and approved net budget of $254.4 million was managed by a dedicated Commonwealth Games Unit, which was established in 2012 and expanded between 2014 and 2018 in accordance its approved program structure. Through appropriate governance mechanisms, partnering activities and consolidation of activities, the overall program was delivered on time and under budget.

The Commonwealth Games event itself was a great success, with over 1.2 million tickets sold, almost 16 million Australian viewers, over 5.5 million public transport trips, around 550,000 people attended the Gold Coast component of Festival 2018 with more than 2,500 attendees at Trade 2018 events.

While the Gold Coast 2018 Commonwealth Games legacy outcomes have been explored in some detail though this report, perhaps the most important legacy of the Games is improved liveability for the Gold Coast, both short and longer term.

As a consequence of being host city for the 2018 Commonwealth Games, the city secured around $1.8 billion in new and upgraded infrastructure in the lead up to the Games, which included:

around $220 million in new and upgraded sporting infrastructure almost $1 billion in transport infrastructure, including heavy and light rail, road

upgrades and active transport improvements almost $600 million in other strategic infrastructure including the Gold Coast Health

and Knowledge Precinct (Games Village), the new Village Roadshow Sound Super Stage 9, Broadwater Parklands Stage 3 and digital city infrastructure

The economic benefit for the Gold Coast hosting GC2018 in terms of Regional Economic Product (REP) is estimated at $1.804 billion. In terms of how this benefit has been spread across the nine year impact period, it can be categorised as $811 million for pre-games 2012-13 to 2016-17 (influenced largely by infrastructure projects, venues, roads, rail and Games Village), $214 million for the Games year 2017-18 (driven by Games services and tourism) and the $779 million post-Games years 2018-19 to 2021-22 (attributable to new trade and investment, increased tourism impacts and new events/venue utilisation).

Certainly there have also been important City organisational benefits and life memories for our staff. Events of this scale and nature just don’t happen. Our staff, our residents, GC2018 athletes and sports officials, local businesses, media from around the world, GC2018 sponsors, the GC2018 partners, the visitors to the city, and of course our Games Shaper volunteers, have all made the Gold Coast Commonwealth Games one the best multi-sport events ever held in the world - quite an achievement for a City of just over 600,000 people.


ITEM 7 (Continued) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01 From supporting our grass roots sporting clubs to celebrating our unique culture and way of life, growing our economy, promoting our unique natural attributes, empowering local business and delivering jobs, GC2018 has had a direct, positive and enduring impact on the Gold Coast. It has been considered by many as one of the key turning points in the history of the Gold Coast, post Games we are a more confident city, a city known more broadly to the world, a city with a new global reputation for events and sport and it stands us in good stead for the challenges and opportunities of the future.

16 RECOMMENDATION It is recommended that Council resolves as follows:

1 That the Council notes the details of the Gold Coast 2018 Commonwealth Games Report.

2 To assist the Queensland Government in meeting its Commonwealth Games Federation reporting requirements (up to mid 2023), the Chief Executive Officer continue to monitor and provide updates on the realisation of city legacy benefits derived from being Host City of the 2018 Commonwealth Games.


Bryan Case Dale Dickson PSM Executive Officer City Projects Office of the CEO

Chief Executive Officer

26 November 2019

TRACKS REF: #72611662

COMMITTEE RECOMMENDATION ETG19.1203.007 moved Cr Gates seconded Cr Owen-Jones 1 That the Council notes the details of the Gold Coast 2018 Commonwealth Games

Report.

2 To assist the Queensland Government in meeting its Commonwealth Games Federation reporting requirements (up to mid 2023), the Chief Executive Officer continue to monitor and provide updates on the realisation of city legacy benefits derived from being Host City of the 2018 Commonwealth Games.

CARRIED


7 (CONTINUED) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01

Attachment 1 – Previous Council resolutions

B16.0620.002 Reference: Item 3 Special Budget Committee 23 May 2016 – Recommendations 2-4 1 That Council approves the revised GC2018 Games Program and funding plan included

in the report and confidential Attachment 1 presented to the Special Budget Committee on 23 May 2016, incorporating the changes detailed in the attached confidential schedule.

2 The Council note that the next review of the City’s GC2018 Games Program and funding plan is scheduled to be presented to the Special Budget Committee in December 2016.

3 That a high level schedule of foregone revenue be presented to the Special Budget Committee in November 2016.

B16.0620.003 Reference: Item 4 Special Budget Committee 23 May 2016 – Recommendations 2-3 7 That the following projects totalling $33,951,460 be brought forward in order to:

ensure the City’s reputation from hosting the 2018 Commonwealth Games is enhanced, and to ensure related legacy outcomes are achieved

enhance the success of the Games

provide road race routes that meet sporting and safety requirements

achieve enhanced active travel network benefits throughout the city before, during and after the Games

reduce the vulnerability of sections of the coastline between North Burleigh and Main Beach

a Road Reconstruction ($2,005,000) – reconstruct sections of Cottesloe Dve, Surf Parade and Beattie Road, as specified in the report, being part of the Games Route Network or in high profile Commonwealth Games locations;

b Road Race Routes ($3,702,000) - asphalt reconstruction/overlay on routes for athletics marathon, triathlon, cycling road race and cycling time trial as specified in the report;

c Footpaths and Cycleways ($7,639,460) – construct pathways at locations specified in the report to achieve active transport network benefits;

d Broadwater Parkland Public Conveniences ($800,000) – refurbish existing and construct new public conveniences at Broadwater Parklands being a key Commonwealth Games location;

e CCTV/Security upgrade ($500,000) - upgrade as part of the installation of optical fibre along the Light Rail corridor;

f Vacate Southport Depot ($6,105,000) - vacate the old Southport depot site by the end of 2016 to facilitate the extension of the Gold Coast Rapid Transit system (Stage 2) and to provide a site for the bus fleet to support the 2018 Commonwealth Games;

g Northern Beaches Shoreline Project ($13.2 million) – mass sand nourishment of vulnerable sections of the coastline between North Burleigh and Main Beach;

h The investigation of the duplication of the bridge at Isle of Capri over the Nerang River;


ITEM 7 (CONTINUED) GOLD COAST 2018 COMMONWEALTH GAMES CS105/2018/01/01

8 a That the funding of $33,951,460 be allocated from the following sources:

i Northern Beaches Sand Nourishment Reserve - $4.4million;

ii Strategic Priorities Reserve - $2,875,000;

iii Captive Insurance Company: original capital and establishment cost reimbursement - $1,600,000;

iv Local Area Works 2016-17 division 6 allocation - $150,000;

v March Budget Review 2015-16 - $3million;

vi Include in 2016-17 Budget - $6,762,000;

vii Reschedule of existing capital works - $935,000;

viii Public Domain Improvement Program - $2,175,000;

ix Bulk Water Infrastructure Charges - $10,417,728;

x End of Year 2015-16 Surplus - $1,636,732

b That any timing difference between expenditure of funds and receipt of revenue be managed through internal borrowings from the Investment Fund Reserve.

G16.0129.032 (in part)

3 That the uncommitted anticipated budget surplus of $15,535,147 be allocated as follows:

d Transfer of $2,875,000 to the Strategic Priorities Reserve for future allocation to projects to be proposed to be brought forward in order to generate Commonwealth Games related benefits.


216 Adopted Report


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,,.

GOLD COAST

MEDIA CENTRE

DAN SKUSE I MARK HOWELL


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CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION That the Committee move into Closed Session pursuant to section 275 (1) of the Local Government Regulation 2012, for the consideration of the following items for the reasons shown:-

Item Subject Reason

9 2019-20 Quarter One Report – Rates and Water Debt Management

Prejudicial Matter

10 Sale Of Land For Overdue Rates Prejudicial Matter

PROCEDURAL MOTION That the Committee move into Open Session.


ITEM 8 ORGANISATIONAL SERVICES 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) Refer Confidential Attachment 1 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

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

(h) other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.

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

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT This report provides Council with an update of the arrears position of the rates, water and sundry debtor portfolios as at 30 September 2019. 4 PREVIOUS RESOLUTIONS

Not Applicable. 5 DISCUSSION

5.1 Current State

Quarter one of the 2019-20 financial year again realised the opportunity to upload the 2019-20 adopted rates and charges followed by the rates generation process for the whole City. The rate notices for the July – December 2019 period were issued on 22 July with 99.2% of the City’s rateable property portfolio included in this issue.

Quarter one also saw the most significant tariff and billing reforms for water since the move to quarterly billing frequency in July 2014. The following changes were introduced:

i. moving the period for which access charges are billed to align with the meter reading period i.e. from being billed in advance to being billed in arrears, and

ii. adjusting the billing of access charges from a fixed amount (one quarter of the annual amount) to a daily amount multiplied by the number of days between meter readings, and

iii. while retaining quarterly billing frequency, amend the issue dates of notices to within 2 weeks of that property’s water meter being read.

To facilitate these changes, the first two bills of this financial year for each property were required to be modified to achieve the desired outcomes.


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) L

The first bill contained only usage charges thereby allowing access charges to now be charged in arrears (i above). Bill 2 contained the ‘normal’ usage charges as well as pro-rata access charges from 1 July to the date of the latest water meter reading (ii above). Bill 3 will contain usage and access charges relating to the latest two meter readings. The management of the water and sewerage rates continues from the existing Grange system albeit with significant code changes to accommodate these reforms. Due to these reforms, the comparisons with the same quarter last financial year will not be as meaningful as before. This is due to the fact that the water charges billed in these periods are different, plus instigation of initial debt recovery action being delayed.

5.2 Rate and Water Levies

Table 1 (below) shows the comparison of levies raised for the first quarter of the previous year (2018-19) and the current year.

Table 1

Comparison of Levies Raised as at 30 September

Year Rates Water Total

2018-19 $366,673,860 $126,882,304 $493,556,164

2019-20 $387,327,914 $151,497,057 $538,824,971

Due to the change to billing arrangements for water, the measure of comparing the value of the levies issued does not directly correlate between financial years. For 2019-20, two full quarters of usage charges have been billed together with pro-rata access charges. In the previous financial year, only one full quarter of usage and access charges were billed.

The graph below shows the value of water levies for the period 1 July – 30 September for 2018 (old style issue) and the same period in 2019 (new billing arrangement).

$0

$20,000,000

$40,000,000

$60,000,000

$80,000,000

$100,000,000

$120,000,000

$140,000,000

$160,000,000

1 2 3 4 5 6 7 8 9 10 11 12 13

Water Levies YTD

Week # 18‐19 19‐20


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) In regard to rates, the comparison shows an increase of $20.65m or 5.6% in the amount levied. In regards to water, the comparison shows an increase of $24.61 million or 19.4% in amount levied, highlighting the benefit to council of recovering usage charges soon after a customer’s meter is read rather than holding all notices till the beginning of the next quarter. 5.3 Outstanding Rate and Water Debts Council finished this quarter with $123.8m unpaid in relation to rates and water accounts – see Table 2. Table 2

End of Quarter 1 Comparison of Outstanding Balances

Year Rates Water Total

2018-19 $59,862,808 $24,241,432 $84,104,240

2019-20 $63,801,803 $60,018,866 $123,820,669

This data shows an increase of almost $40m in relation to the combined arrears when compared to 2018-19. However the value outstanding at the end of 2019-20 quarter 1 includes $34.6M of levies not yet past due (rates $5.7m + water $28.9m). This is due to the change in water billing philosophy. The move to ‘read and bill’ arrangements for water has seen the frequency of the related recovery job also increased. The transitional billing arrangements (first 2 bills) adversely impacted the ability to recover water arrears on the accounts that received their first transitional notice shortly after their July notice became overdue. Reminder and Final Notices were not able to issue for these accounts as recovery notices are not issued when a current bill is not yet due. This was a known consequence associated with the billing arrangement changes and considered a short-term issue. Confidential Attachment 1 shows the True Overdue % balances for each month within the 1st quarter for the past 5 years. The 1st quarter result of 14.4% sees a minor increase when compared to the same period last year (13.7%). The recovery program for rates is progressing. The activation of the automated Personal Contact activities is imminent and will allow delinquent debtors to be progressed to advanced recovery actions. The Advanced Recoveries Team has been able to manually identify assessments upon which appropriate actions have commenced as well as continuing to progress existing cases previously outsourced to the debt recovery specialists.


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) 5.4 Rate and Water Payment Arrangements Payment Arrangements were again offered to customers who encountered financial difficulty and were unable to remit full payment by the due date. The graphs below show the number and value of payment arrangements for rates and water debtors for the first quarter of the current and prior financial years. The number of payment arrangements granted to water debtors decreased by 23% while the value of payment arrangements granted only decreased by 5%. However the average value of each arrangement increased by 24%. In respect of rates payment arrangements, numbers decreased by a similar figure (24%) while the value subject to payment arrangements increased by 4%. Like water, the average value per arrangement also increased but by a larger amount (36%). The graphs below provide a visual representation of this data.

5.5 Sale of Land Action in accordance with previous Sale of Land resolutions has continued. An auction was scheduled during the quarter (19 September) with ten properties scheduled to be auctioned. However, payment of the required amount for these properties ($150k) was received in sufficient time so no auction was required. 5.6 Accounts Receivable - Sundry Debts REDACTED

5,808

4,483

‐

1,000

2,000

3,000

4,000

5,000

6,000

2018‐19 2019‐20

Number of Water PAsCreated Quarter 1

$6,138,276

$5,849,904

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

2018‐19 2019‐20

Value of Water PAsCreated Quarter 1

6,599

5,042

‐

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2018‐19 2019‐20

Number of Rates PAsCreated Quarter 1

$3,708,495

$3,842,180

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

$3,500,000

$4,000,000

2018‐19 2019‐20

Value of Rates PAsCreated Quarter 1


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) Page 156 Redacted


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) REDACTED REDACTED

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

OPERATIONAL PLAN Theme Supporting the delivery of the Gold Coast 2020 B We manage the city responsibly Our stewardship of the city provides value for money for ratepayers

7 FUNDING AND RESOURCING REQUIREMENTS

Within existing approved budget.

8 RISK MANAGEMENT

Not applicable.

9 STATUTORY MATTERS

Local Government Act and Regulation.

10 COUNCIL POLICIES

Debt Recovery Policy

11 DELEGATIONS

Delegation 2021 states “To write-off or waive non-rate debt where the debt remains unpaid and there is a legitimate basis for deciding the outstanding amount is not legally or practically recoverable including but not limited to circumstances where a debtor is under an administrator, insolvent, bankrupt or deregistered.”

Delegation 2246 states “To write-off or waive rate debt where the debt remains unpaid and there is a legitimate basis for deciding the outstanding amount is not legally or practically recoverable including circumstances where a debtor is under an administrator, insolvent, bankrupt or deregistered.”


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) These delegations both require a report to be provided to Council on a quarterly basis. 12 COORDINATION & CONSULTATION




Hardie Ryan Coordinator Rating & Billing Services


Yes

Emily Barker Supervisor Debtor Management


Yes

Karen O’Brien Manager Business Performance

Water & Waste Yes

13 STAKEHOLDER IMPACTS All rate, water and sundry debtors who fail to make arrangements to satisfy their debt with Council will be pursued in a more expeditious manner. It is anticipated that this action will result in reduction of Council’s arrears position. This would be determined by the end of year arrears percentage. 14 TIMING

Not applicable 15 CONCLUSION The reforms to water introduced this financial year are expected to provide a number of benefits including a simpler bill for customers making it easier to understand and issuing bills more quickly after the water meter is read. For the remainder of this financial year, water comparisons will be comparing the reported quarter against the previous quarter e.g. quarter 2 will be compared to quarter 1. The reporting on rate debt will continue on the year on year basis.


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14) 16 RECOMMENDATION It is recommended that Council resolve as follows:

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

2 That Council note the rate and water arrears positions as at 30 September 2019.

3 That Council note the position of outstanding Accounts Receivable (Sundry Debtors) debts as at 30 September 2019.

Author Authorised by:

Leigh Jackson Grant Mather A/Executive Coordinator Revenue Services A/Director Organisational Services 15 November 2019 TRACKS REF: 74944446 COMMITTEE RECOMMENDATION ETG19.1203.008 moved Cr Owen-Jones seconded Cr Boulton 1 That the report and attachment be deemed non-confidential except for those

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

2 That Council note the rate and water arrears positions as at 30 September 2019.

3 That Council note the position of outstanding Accounts Receivable (Sundry Debtors) debts as at 30 September 2019.

CARRIED


ITEM 8 (Continued) 2019-20 QUARTER ONE REPORT – RATES AND WATER DEBT MANAGEMENT RV36/188/-(P14)

Attachment 1

4.4%

9.9%

17.5%

13.8%

3.7%

9.4%

15.8%

10.7%

3.2%

21.4%

8.5%

13.6%

4.7%

9.08%

18.8%

13.7%

4.8%

9.0%

19.0%

14.4%

2.5%

5.0%

7.5%

10.0%

12.5%

15.0%

17.5%

20.0%

22.5%

Jun Jul Aug Sep

1st Quarter True Overdue %

2015‐16 2016‐17 2017‐18 2018‐19 2019‐20


ITEM 9 ORGANISATIONAL SERVICES SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) Confidential Attachment – Potential Properties Sale of Land for Arrears of Rates 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

275 (1) of the Local Government Regulation 2012 for the reason that the matter involves other business for which a public discussion would be likely to prejudice the interests of the local government or someone else, or enable a person to gain a financial advantage.

1.2 I recommend that the report and attachments be deemed confidential documents and be treated as such in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009 and that the document remain confidential unless Council decides otherwise by resolution.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT This report is provided to enable Council to consider resolving to enact the Sale of Land provisions of the Local Government Regulation 2012 (the Reg) to recover overdue rates and charges. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION 5.1 Properties recommended for sale of land In accordance with Section 140 of the Reg, if overdue rates:

a) have remained unpaid for at least 3 years, or b) in the case of vacant land or land used only for commercial purposes where overdue rates

have remained unpaid for in excess of 1 year and a Court Judgment is in place, Council can - by resolution - place the subject land to public auction in order to recover the overdue rates and the costs associated with the selling procedures. In all cases in this item the 3 year period applies. Confidential Attachment 1 relates to one hundred and seventy one (171) properties with a total rate and water debt exceeding $2.6m as at 15 November 2019. The table below shows the dissection of properties utilised as the owner’s principal place of residence (PPR) per division. Of the 171 properties proposed to be resolved, 93 (or 54%) are used as the owner’s principal place of residence. The associated overdue rates and charges for these properties totals approximately $1.4m.


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6)

PPR Dissection by Division

Division PPR Total $ Number Division PPR Total $ Number

01

Divn Total $221,025 15 Divn Total $147,227 10

No $129,997 8 08 No $66,274 5

Yes $91,028 7 Yes $80,953 5

02 Divn Total $183,688 14 Divn Total $117,292 7

No $34,899 3 09 No $14,771 1 Yes $148,789 11 Yes $102,521 6


No $351,846 26 10 No $34,963 2 Yes $65,352 3 Yes $156,829 11

04 Divn Total $211,853 14 Divn Total $ 98,594 7

Yes $112,086 7 11 No $39,742 3 No $99,767 7 Yes $58,852 4


No $25,335 2 12 No $25,606 2 Yes $207,369 13 Yes $100,612 4


No $79,734 5 13 No $58,633 4 Yes $129,465 9 Yes $62,329 5


No $128,356 7 14 No $43,026 3 Yes $89,150 5 Yes $52,127 3

Penalty interest continues to accrue on all overdue rates (including water) at the adopted rate of 9.83% per annum compounding daily. As part of advanced recovery action taken to date, all reasonable attempts have been made to ensure that the affected land owners have been contacted or at the very least made aware of the seriously overdue rates. These ratepayers have also been provided the opportunity to satisfy the debt by full payment or by entering an approved repayment scheme. Council’s records have been noted reflecting the above and updated accordingly. Where no recovery action has occurred for at least 1 year, correspondence was issued in early November 2019 requesting urgent contact be made in a final endeavour to prevent more advanced action proceeding. Should Council resolve to sell the affected properties, a Notice of Intention to Sell (NOITS) must be issued to the registered property owners and all interested parties as recorded on the title as soon as practical following the resolution. This notice must state Council’s intention to sell the land in no less than 3 months but not exceeding 6 months from the date of effecting service upon the ratepayer. Other interested parties e.g. mortgagees, etc, also have the opportunity to remedy the overdue rates in preference to the property proceeding to auction.


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) Once the appropriate period relating to the NOITS has expired and, should the overdue rates remain unpaid, an Auction Notice must then issue providing full details of the proposed auction including the date, time, location, etc. In an endeavour to ensure all interested parties receive the relevant notifications, the NOITS will be served by registered mail to all Australian addresses. The Auction Notices will be served by Express Post as the correct delivery address will have been established following the receipt of a registered mail delivery confirmation card. Any properties with postal addresses overseas will be issued by priority mail. In regard to corporate debtors where the postal address differs from the address recorded with ASIC for the company’s registered office, a notice will be sent (by registered mail for the NOITS) to both addresses. In cases where this type of service remains unexecuted for the property owners within Australia, personal service will then be attempted. The Reg requires that Council must set a reserve price for the auction that is at least:

(a) the market value of the land (this value must be provided by a valuer who is registered under the Valuers Registration Act 1992 and who is not an employee of Council); or

(b) the higher of the following:

(i) the amount of overdue rates on the land;

(ii) the value of the land (i.e. the site value or unimproved value, whichever is applicable)

In the overwhelming majority of cases, option (b) will be used to set the reserve price. Option (a) will only be used where it is believed the market value of the land is significantly less than either the quantum of the overdue rates or the rateable valuation. Delegation 2044 has been created to allow the CEO, Director Organisational Services, Executive Coordinator Revenue Services and Coordinator Receivables Management to establish the reserve price. Should the situation occur where a bid for the property does not meet the reserve price at auction, the property must be passed in. In accordance with S143(2) of the Reg, Council may choose to enter into negotiations with, but only with, the highest bidder. In the event the highest bidder submits an offer greater than the last bid received, Council may choose to accept the offer and effect the sale [S143 (3)]. Council has previously approved Delegation 2085 for this purpose and this delegation also rests with the same four roles as Delegation 2044. It is important to note that should negotiations be entered into with the highest bidder and the property not sell through these negotiations then, under S143 (4) of the Reg, Council is deemed the purchaser of the property at the reserve price with the proceeds to be applied as per S146 of the Regulation. REDACTED


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) In cases where Council has no desire to acquire the property, it is in Council’s interest to ensure the reserve price is the minimum allowable in order to maximise the prospects of a successful auction and minimise outlays in circumstances where Council is deemed to be the purchaser of the land. S146(1) of the Reg states: The local government must use the proceeds of the sale of the land in the following order— (a) to pay any amount agreed for the release of a State encumbrance under section

138(4)(b) or (5); (b) to pay the expenses of the sale;

Example of expenses of the sale — administrative costs incurred by the local government

(c) to pay land tax owing on the day of sale; (d) to pay the overdue rates or charges for the land; (e) to pay any other amounts relating to the land that the owner of the land owed the

local government immediately before the sale; (f) to pay any rates or charges, other than overdue rates or charges, for the land; (g) to pay any registered encumbrances, other than State encumbrances, in order of

their priority under the Land Title Act; (h) to pay any body corporate fees that the owner of the land owed immediately before

the sale; (i) to pay the person who owned the land immediately before the sale.” S146(1)(g) dictates that these encumbrances e.g. mortgages, are paid in priority over body corporate fees. Previous experience shows that mortgagees and other secured creditors more often than not pay the required amount to cease the auction process as their security over the property is extinguished by the sale of land process. By enacting the Sale of Land provisions of the Reg, Council is able to most effectively recover the overdue rates in a defined timeframe. Once Council has commenced the selling procedures, all costs incurred are recovered either:

when payment is received to end the process, or when the property is sold and the sale proceeds are applied accordingly.

It is recommended that should Council resolve to sell these lands, specialists in handling advanced recovery activity who also have substantial conveyancing experience are engaged to progress the action required in accordance with the required legislative provisions. As mentioned above, the costs incurred with the selling procedures are fully recoverable. This will allow Council resources to remain focussed on other advanced recovery cases and not pass the financial burden to anyone other than the debtor concerned. Property Services have been engaged to review the properties subject to the resolution being sought. Advice will continue to be provided during the process to minimise the likelihood of Council acquiring any property that would not be beneficial to acquire.


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) Furthermore, a review of any irregularities that may exist on the rate or water account has been undertaken i.e. an unusual peak with a high quarterly water reading. Where irregular high consumption has been experienced indicating the possibility of a water leak, the period within which the ratepayer may claim leakage relief has passed. It should be noted that there is a minimal risk to Council of having to write-off rates, charges and costs should the purchase price not be sufficient to cover, in priority:

State encumbrances, Costs of the sale, Land tax, Overdue rates and charges.

6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN Theme Supporting the delivery of the Gold Coast 2020 B We manage the city responsibly Our stewardship of the city provides value for money for ratepayers 7 FUNDING AND RESOURCING REQUIREMENTS Budget/Funding Considerations Funding has been allocated in this year’s budget for this action. The costs incurred once the selling procedures commence are fully recoverable. However, there is an identified risk involved with this process in that Council may be deemed to be the purchaser of the land at the reserve price. No budget exists to fund the potential purchase of properties. Another risk is that the proceeds of a sale may not be sufficient to meet higher priority debts, Council’s sale expenses and the outstanding rates and charges. No budget exists to fund the write-off of outstanding rates and charges. Costs for Capital Works and Service Proposals Not applicable People and Culture Not applicable


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) 8 RISK MANAGEMENT Property Services and Water Billing officers have provided advice with regard properties that may potentially present a risk of (i) not selling at auction, or (ii) realise a sale price insufficient to discharge all debts required by the Reg to be paid in priority to Council’s rate debt, or (iii) where there is a potential for the account to be impacted by Council’s Water and Sewerage Leakage Relief Policy. REDACTED 9 STATUTORY MATTERS Local Government Act 2009 - Chapter 4 Part 1 Section 95 Rates and Charges Local Government Regulation 2012 - Division 3 Selling or acquiring land for overdue rates or charges. 10 COUNCIL POLICIES Debt Recovery Policy. 11 DELEGATIONS Delegation 1725 - Power to sign a "Notice of Intention to Sell" under Section 140(4) of the Local Government Regulation 2012. Delegation 2044 - Power to set a reserve price for the sale by auction of land for overdue rates and charges. Delegation 2085 - Power to enter into negotiations with the highest bidder at the auction to sell the land for overdue rates or charges and to form an agreement to sell the land. 12 COORDINATION & CONSULTATION Consultation is undertaken with City Property, Water Billing and Corporate Communications at the appropriate times. Right to Information (RTI) and Information Privacy (IP) Legislation 2009 Privacy is to be maintained by retaining personal information as confidential. 13 STAKEHOLDER IMPACTS External / community stakeholder Impacts The owners of the land involved in this action may feel as if they are being adversely

impacted. However, ample opportunity has been provided for the owner to satisfy the overdue rates. Once Council resolves to sell the land, there still remains every opportunity (minimum period of 3 months) for the owner of the land to stop the auction by making payment in full, inclusive of any associated costs.


ITEM 9 (Continued) SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) For absolute clarity, once the resolution to place the property to auction is made no

payment arrangements for these accounts will be granted until the overdue debt is liquidated. Other ratepayers of the city can feel assured that that Council is diligently collecting overdue rates.

Internal (Organisational) Stakeholder Impacts By outsourcing the majority of this activity, Council is minimising the net cost to the

city as all costs incurred with the selling procedures are recoverable from the debtor or sale proceeds.

14 TIMING The Notices of Intention to Sell will be issued as soon as possible. 15 CONCLUSION Taking action in accordance with the Sale of Land provisions of Local Government Regulation is considered the most effective course of action open to Council to recover seriously overdue rates. This course of action is not considered lightly, however, under these circumstances it is believed to be an exercise of good government. 16 RECOMMENDATION It is recommended that Council resolves as follows: 1 That the report and attachment be deemed confidential documents and be treated as

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

2 That, pursuant to Section 140(2) of the Local Government Regulation 2012, Council resolves to sell the lands described in Confidential Attachment for overdue rates.

3 That the Chief Executive Officer be delegated the power to set a reserve price for each parcel of land that is in accordance with Section 143(1) of the Local Government Regulation 2012.

4 That the matter be referred to suitably qualified solicitors to action on Council’s behalf. Author:

Authorised by:

Leigh Jackson Grant Mather A/Executive Coordinator Revenue Services A/Director Organisational Services 20 November 2019

TRACKS REF: #74962943


ITEM 9 ORGANISATIONAL SERVICES SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) COMMITTEE RECOMMENDATION ETG19.1203.009 moved Cr Owen-Jones seconded Cr Boulton 1 That the report and attachment be deemed confidential documents and be

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

2 That, pursuant to Section 140(2) of the Local Government Regulation 2012, Council resolves to sell the lands described in Confidential Attachment for overdue rates.

3 That the Chief Executive Officer be delegated the power to set a reserve price for each parcel of land that is in accordance with Section 143(1) of the Local Government Regulation 2012.

4 That the matter be referred to suitably qualified solicitors to action on Council’s behalf.

CARRIED


ITEM 9 ORGANISATIONAL SERVICES SALE OF LAND FOR OVERDUE RATES RV36/188/01(P6) Confidential Attachment Pages 260 - 263 Redacted


These Pages

Numbered 1 to 264

Constitute The Adopted Report Of The Meeting

Of The Events Tourism and Governance Committee

Held Tuesday 03 December 2019