Minutes_May_26_2010

1.............. Declaration of Opening............................................................................ 5

2.............. Devotional Segment.................................................................................... 5

3.............. Record of Attendance and Leave of Absence.......................... 5

4.............. Receipt and Confirmation Of Minutes............................................. 6

5.1.2 PETITION (DIVISION 5) – SEALING OF ATTUNGA STREET NORTH, MACLEAY ISLAND............................................................................... 6

6.............. Public Participation.................................................................................... 7

7.............. Petitions/Presentations.......................................................................... 8

7.1 PETITION (DIVISION 5) SEALING OF KORO STREET, RUSSELL ISLAND.................................................................................................................. 8

8.............. Motion to Alter the Order of Business........................................ 8

9.............. Declaration of Interest on any Items of Business............... 8

9.1 material personal interest................................................ 8

9.2 conflict of interest................................................................. 8

10.1 development & community standards committee 4/5/2010 – receipt and adoption of minutes...................................... 9

10.2 DEVELOPMENT & COMMUNITY STANDARDS COMMITTEE 18/5/2010 – receipt and adoption minutes............................................. 9

11........... Planning & Policy Committee 5/05/10 - RECEIPT AND ADOPTION OF REPORT................................................................................................................................. 10

11.1 Planning and Policy................................................................. 10

11.1.2 BLAKESLEYS SLIP DAY USE AREA NORTH STRADBROKE ISLAND FUTURE MANAGEMENT................................................................. 20

11.1.4 WILDLIFE CARE AND RESCUE..................................................... 37

12........... REDLAND WATER COMMITTEE 18/5/2010 – RECEIPT AND ADOPTION OF REPORT................................................................................................................................. 50

12.1 redland water............................................................................ 50

12.2 COMMITTEE CLOSED SESSION................................................... 53

12.2.2 water reform update............................................................. 53

12.2.3 transfer schedules............................................................... 55

12.3.1 EQUITY DETERMINATION.............................................................. 58

12.4 IN APPRECIATION............................................................................. 58

13........... customer services committee 19/5/2010 – RECEIPT AND ADOTPION OF REPORT................................................................................................................ 59

13.1 Customer Services................................................................... 59

13.1.2 MONTHLY REPORT FOR CUSTOMER AND COMMUNITY SERVICES GROUP MARch 2010....................................................................................... 62

13.2 COMMITTEE CLOSED SESSION................................................... 75

13.2.1 COMMUNITY GRANTS PROGRAM AND RADF ROUND 2 APPROVAL OF FUNDS.................................................................................................. 76

14........... CORPORATE SERVICES AND GOVERNANCE COMMITTEE 19/5/2010 RECEIPT AND ADOPTION............................................................................................................ 83

14.1 corporate services................................................................ 83

14.2 GOVERNANCE................................................................................... 94

14.2.2 SPONSORSHIP APPLICATIONS - REDFEST AND THE STRADDIE SALUTE OFFROAD TRIATHLON.................................................................... 96

14.2.4 CORPORATE PLAN 2010-2015 – CONSULTATION REPORT and CONSIDERATION OF FINAL DRAFT for adoption.......... 105

14.3 COMMITTEE Closed Session................................................ 113

14.3.1 NCP REQUIREMENTS FOR TYPE 2 & 3 BUSINESSES & COMMUNITY SERVICE OBLIGATIONS............................................................... 113

15........... Mayoral Minutes....................................................................................... 126

15.1 in appreciation.......................................................................... 126

16........... Direct to Council Reports................................................................ 127

16.1 Planning and Policy............................................................... 127

16.1.1 DELEGATED AUTHORITY TO COMMITTEE - RESUBMISSION OF PRIORITY infrastructure plan for first state interest review 127

16.2 CLOSED SESSION.......................................................................... 130

17........... Urgent Business Without Notice................................................... 134

17.1 delegated authority to mayor – motions lgaq conference.............................................................................................................. 134

18........... Meeting Closure....................................................................................... 135

1 Declaration of Opening

The Mayor declared the meeting open at 4.01pm and acknowledged the Quandamooka people, who are the traditional custodians of the land on which Council meets. The Mayor also paid Council’s respect to their elders, past and present.

2 Devotional Segment

3 Record of Attendance and Leave of Absence

4 Receipt and Confirmation Of Minutes

4.1 GENERAL MEETING MINUTES 28 APRIL 2010

5 Matters Outstanding From Previous General Meeting Minutes

5.1 Report From Chief Executive Officer

5.1.1 SMBI RESIDENTIAL LOTS OVER 500 SQUARE METReS

At the General Meeting on 24 February 2010, Council resolved that a report be brought to Council regarding the need for MCU’s on the Bay Islands on SMBI Residential lots over 500 square metres.

A report addressing this matter will be presented to the July Planning and Policy Committee meeting.

5.1.2 PETITION (DIVISION 5) – SEALING OF ATTUNGA STREET NORTH, MACLEAY ISLAND

At the General Meeting of 31 March 2010 Council resolved that the petition requesting that Attunga Street North, Macleay Island, be sealed with bitumen, be received and referred to the Planning and Policy department for consideration and a report back to Council.

A report addressing this matter will be presented to the August Planning and Policy Committee meeting.

5.1.3 TRAFFIC HANDLING – MOUNT COTTON ROAD, CAPALABA

At the General Meeting on 31 March 2010, Council resolved that a report be presented to a future Planning and Policy Committee meeting to address Council’s longer term plan for handling traffic on Mount Cotton Road, Capalaba.

A report addressing this matter will be presented to the August Planning and Policy Committee meeting.

5.1.4 redlands planning scheme – proposed amendments

At the General Meeting on 31 March 2010, Council resolved that a report be presented to a future Planning and Policy Committee meeting with the following points to be considered in amending the Redlands Planning Scheme:-

1. The issue of overshadowing by MDR1 in Redlands Planning Scheme be assessed from ”Probable Solutions” to “Specific Outcomes”;

A report addressing this matter will be presented to the July Planning and Policy Committee meeting.

5.1.5 ON-SITE SEWERAGE MONITORING PROGRAM

At the General Meeting on 31 March 2010, Council resolved that a report be prepared on the feasibility of an on-site sewerage monitoring program relating to septic trenching performance and the health and environmental risks associated with these, particularly on the Bay Islands.

A report addressing this matter will be presented to the July Development & Community Standards Committee meeting.

6 Public Participation

1. Mr J Hardy of Birkdale addressed Council in relation to the housing development at 2-6 Mary Street, Birkdale.

2. Ms J Smith of Wellington Point congratulated Council on the Community and Corporate Plans.

7 Petitions/Presentations

7.1 PETITION (DIVISION 5) SEALING OF KORO STREET, RUSSELL ISLAND

That the petition, which reads as follows, be received and referred to the Planning & Policy Department for consideration and a report back to Council.

“We the undersigned request that Council complete the sealing of Koro Street, Russell Island in a simple manner this year as we understand it has been scheduled for many years and is now considered to be in a high priority category. This humble and desperate request is in the hope of eliminating the unbearable dust from our lives, affecting health and property and to correct the unfortunate affects of a layer of recycled bitumen, an experiment that went wrong.”

8 Motion to Alter the Order of Business

That a late confidential item, Shareholder Loan – Redland City Council to Allconnex, be received.

9 Declaration of Interest on any Items of Business

The Mayor reminded Councillors of their obligations in accordance with the Local Government Act 1993, sections 244 and 246A.

9.1 material personal interest

1. Cr Townsend declared a material personal interest in Item 11.1.4 – see item for details.

2. Cr Townsend declared a material personal interest in Item 16.2.1 – see item for details.

9.2 conflict of interest

1. Crs Murray, Bowler and Henry declared a conflict of interest in Item 11.1.4 – see item for details.

2. Crs Reimers, Bowler, Henry, Ogilvie, Hobson, Boglary, Williams, Elliott and Burns declared a conflict of interest in Item 13.2.1 – see item for details.

10 DEVELOPMENT & COMMUNITY STANDARDS COMMITTEE

10.1 development & community standards committee 4/5/2010 – receipt and adoption of minutes

10.2 DEVELOPMENT & COMMUNITY STANDARDS COMMITTEE 18/5/2010 – receipt and adoption minutes

That the Development & Community Standards Committee Minutes of 4 May 2010 and 18 May 2010 be noted.

11 Planning & Policy Committee 5/05/10 - RECEIPT AND ADOPTION OF REPORT

11.1 Planning and Policy

11.1.1 GREEN (LIVING) ROOFS CONCEPT IN REDLAND CITY

This report provides an overview of the benefits and implications of the green roofs concept and also addresses specific questions asked by Council on this subject. There is potential for Council to host a green roofs forum, develop a pilot project, become a member of Green Roofs Australia and/or Green Infrastructure Network of Australia as well as incorporate the green roofs concept into Council’s policy and planning instruments.

Whilst these projects will be of likely long-term benefit to the community and environment, there are significant financial implications associated with some concepts, as outlined in this report.

To report on the potential for holding a green (living) roofs forum, for developing a pilot green roof project, for incorporating the green roof concept into Council policies and planning instruments and the benefits of Council membership to green roof associations.

At a Council General Meeting on the 25 November 2009, Councillor Henry reported on the Green Roofs Australia Conference (September 23^rd-25^th, 2009). Following this, on the 16^th December 2009, Council resolved as follows:

“That officers bring back a report on the opportunities for including green roof designs in Council’s policy and planning instruments which would address the following:

1. The potential for Redland City Council (RCC) to host a forum with industry, government, tertiary institutions and Green Roofs Australia with a view to supporting the development of standards and guidelines applicable to Australian/regional conditions;

2. Opportunities for RCC to develop pilot/demonstration projects to raise awareness; and

3. The benefits that membership to Green Roofs Australia would provide to RCC.”

The Land Use Planning Group (LUPG) has investigated both local and international green roof practice, including numerous case studies. Consultation has been undertaken with Redland City Council officers in the Environmental Management, Open Space Planning and Facilities Services Units; local green roof advocates and officers from Brisbane City Council, Gold Coast City Council and Monash City Council.

Green roofs are planted rooftops. A green roof consists of waterproofing, drainage, root barrier, geotextile and growing medium layers planted with vegetation (see Appendix 1 for diagrams and photographs). They usually require a concrete roof base unless the vegetated layer is very thin. Green roofs are an emerging technology in this country and as such there is little research regarding their performance in Australian conditions.

While green roofs are quite new to Australia, they have been in place internationally for many years. Germany and Switzerland are world leaders and have legislation to implement living roofs; Singapore, Toronto, Chicago, Portland, Sheffield, London, Tokyo and Beijing are all implementing policies to increase green roofing in their urban areas (refer to Appendix 2 for a summary table).

In Australia, there are an estimated 25 green roofs across the country, mainly on commercial or government buildings. Pilot projects and research are under way in Sydney, Melbourne and Adelaide. However, the general lack of local awareness, research, suppliers, standards and policy support has slowed the implementation of green roofs in this country (see Appendix 2 for a summary of Australian policy responses).

There are three main types of green roofs: extensive, intensive (refer to Appendix 1) and recreation roofs. Each different kind of green roof has different benefits, issues and initial and ongoing costs as outlined below.

Extensive green roofs are thin (less than 150mm), covered with hardy greenery, not usually walked on and designed to be low maintenance, with low irrigation needs. They are lighter (at an estimated 2kPa metre²), easier to install, easier to retrofit, cheaper and easier to maintain than intensive roofs.

Intensive green roofs are between 150mm to one metre deep and can support a wider range of plants, including shade trees and structures. They usually allow for social interaction. Intensive roofs are much more expensive, approximately 5 times heavier (at an estimated 10kPa per metre²) and require more maintenance than extensive roofs. Specialised construction and engineering are usually necessary due to the increased load and they are therefore easier to incorporate when building, rather than through retrofitting.

Recreation roofs are different to green roofs – they are usually hard landscaped surfaces with planter boxes that are incidental to the recreational value of the roof. They are of limited environmental benefit.

A review of research and reported literature on the concept identifies the following social, environmental, financial and health benefits when compared to conventional roofs (refer to Appendix 3 for a detailed comparison). However extensive, intensive and recreation roofs differ in the benefits they bring (see Table 1 below). It must be noted that almost all the environmental and economic data available has been done in highly urbanized cities in the northern hemisphere with cooler, wetter climates, and therefore in conditions that are quite different to Redland City.

N.B. This information is drawn from the research to date and green roofs are largely untested in Australian conditions.

(Table adapted from Living Roofs and Walls: Mayor of London technical report supporting London Plan Policy, 2008).

There have been a number of environmental benefits associated with green roofs documented in the Northern Hemisphere. Green roofs can sequester small amounts of CO2, cool the air and can also reduce the Urban Heat Island Effect (UHIE) if there are enough grouped together. Living roofs can also reduce wide roof temperature fluctuations and provide moderate insulation from heat and cold. Stormwater flows are slowed and reduced on green roofs^{^[1]}. Air quality is also improved, as the vegetation can filter some pollutants. Biodiversity has also been shown to be enhanced by green roofs, though cannot replace ground level ecosystems.

Economic benefits include improved energy efficiency for an individual building, due to insulation and cooler air entering the air conditioning vents; improved efficiency of photovoltaic solar cells and a longer roof-life. Modelling in Toronto suggests green roofs may contribute to city-wide energy savings if they can reduce the overall temperature of the city, which will only occur if a large number of green roofs are installed. It must be noted that economic savings are usually long-term and are over the whole-of-life costs of the roofs.

Environmental and economic benefits are maximised when green roofs are massed together as isolated roofs provide relatively limited benefits.

The potential social benefits of green roofs include improved amenity, a high aesthetic value, increased social interaction and overall improved quality of urban life.

The health benefits of green roofs in reducing stress have been recognised in Germany with the wide use of green roofs in hospitals. Cleaner air, reductions in electromagnetic radiation, dust and noise are further health benefits.

Green roofs are currently expensive, require specialised installation and design and have long-term maintenance requirements to ensure their success. In terms of a cost-benefit analysis, there are cheaper, more easily accessible alternatives with quicker returns that deliver similar environmental and economic benefits, such as climate-appropriate building designs that allow for cross-breezes and passive cooling, higher levels of roof insulation, ‘cool roofs’ (painted in reflective white) and alternative stormwater treatment methods. Recreation roofs with some plantings and shade provision may also deliver similar amenity and social benefits, at a lower cost and with lower maintenance requirements.

The erratic rainfall patterns in our climate are another issue for green roofs. Watering will almost certainly be needed in drought periods. This means that any green roof design would need to include water tanks for rainwater harvesting if they are not to use mains water, which would add to the already significant cost, roof load and technical expertise needed to install a green roof.

Heavy downpours and storms may also wash away plants that are not deeply rooted. Another associated risk is the increased roof load from high rainfall saturating the growing medium; this needs to be taken carefully into account in the design and fitting of the green roof, again adding to the cost and complexity of installation.

There are a number of barriers to widespread implementation of green roofs in Australia.

· Cost; extensive green roofs start from approximately $180 - $300 per metre2; intensive roofs from $300 per metre2.

· Lack of local research into suitable plant species; suitable substrates and growing mediums.

· Lack of research on performance of green roofs in Australian/Queensland climatic conditions and rainfall patterns.

· Lack of general awareness and knowledge of green roofs among public, building industry and government.

· Lack of recognition in green rating systems (e.g. there are no specific points available for green roofs in Green Star ratings).

Green Roofs Australia is a not-for-profit organisation which aims to raise green roof awareness, to promote green roof policy development, and to encourage the development of Australian green roof standards.

Green Infrastructure Network Australia (GINA) is a small, new not-for-profit group formed in Brisbane, made up of Green Roofs Australia members. GINA is focused on launching pilot projects and is building a Green Education Shed showcasing green infrastructure at Carindale. They are organising the “Cities Alive World Green Infrastructure Conference 2012” which is being funded by Brisbane City Council.

The three main issues arising from Council’s resolution are addressed in this section.

There is potential for RCC to host a green roof forum as there are available local experts, interested local researchers (see Appendix 4 for a list of possible speakers) as well as a potential local venue (Redlands Performing Arts Centre [RPAC]). This forum could either be independently organized by RCC or be a joint event with Green Infrastructure Network Australia (GINA). The hosting of a green roofs forum with developers, industry, government, tertiary institutions and advocate organizations may address the lack of awareness and knowledge of green roofs in South East Queensland.

· A number of local experts have indicated that they would be interested in speaking at a green roofs forum hosted by RCC (see Appendix 4).

· Cost estimate of organizing an independent forum, based on rough figures from recent Environmental Management forums, is around $4000 for an event as large as the EM ‘Focus on the Environment’ seminars (costs include: RPAC hire - $500; catering - $1600; remainder including filming, PA etc.).

· Green Infrastructure Network Australia (GINA) is a new organization that is hosting regular breakfasts and bi-annual half-day lectures.

· The group is small - there were around 20 attendees at their inaugural breakfast on 22/1/2010. These included GINA members, university researchers, green roof suppliers, nursery industry representatives, landscape designers and State member for Chatsworth, Steve Kilburn.

· There is the potential to host a GINA forum at Redlands, as indicated by GINA secretary John Stephens in an interview on 19/01/10.

· Hosting a GINA forum would mean Council could benefit from GINA’s networks and organizing capacity.

· However, there may be less control over forum content and focus than if Council ran a green roof forum independently.

· The “Cities Alive Australia World Green Infrastructure Congress 2012” is being held in Brisbane.

· BCC have promised $100,000 and Brisbane Marketing $10,000 funding to Green Infrastructure Network Australia (GINA) to organize and run the conference.

· Relationship-building with GINA is therefore recommended if Council would like to be involved in the Congress.

2. Opportunities for RCC to develop pilot/demonstration projects to raise awareness

There may be opportunities for RCC to undertake a pilot green roof project in the future as there are available local experts, installers, researchers and suppliers. There may be available project sites but this would need to be investigated further. Based on consultation the financial cost would be significant, however, as outlined in the Background section of this report.

· There is currently no budget allocated for a pilot project, nor anything scheduled in the Works Program.

· It is not possible to quantify or model the cost-efficiency or improved building efficiency of any pilot project at this stage, due to the lack of Australian research.

· The Environmental Protection Unit advises that regarding the Draft RCC Climate Change Strategy 2030, a green roof pilot project would not form part of the first 5 year Action Plan. Other energy efficiency measures that are already proven, cost-effective and are easier to implement would have greater priority.

· Membership allows access to the members’ only sections of website, including research updates; allows Council to have input into future direction of GRA; allows listing in their professional directory; discounted conference and event tickets, and supports green roof policy development Australia-wide.

· GRA acts as a networking and information-sharing organization throughout Australia and is closely collaborating with a number of councils to develop green roof policies.

· As discussed previously, Green Infrastructure Network Australia (GINA) is a small, new organisation made up of Green Roofs Australia members.

· GINA founding memberships are $100 for an organization per annum, listing 5 Councillors or staff as members.

· GINA is focused on launching local pilot projects (as outlined in the Background section of this report). Membership would support other pilot projects and awareness-raising of green roofs and related infrastructure.

· Membership also includes invitations to GINA events such as seminars and workshops.

· Involvement in the 2012 World Green Infrastructure Congress would be possible with membership.

4. Potential to incorporate green roofs into policy and planning instruments

There is a future potential to incorporate green roofs into Council’s planning and policy instruments. If Council decides to take the green roof concept forward, the scope of policy options could include the following:

· Green roofs could be included in the Draft Redland Climate Change Strategy 2030 as meriting further investigation as a longer-term climate mitigation strategy. Further research into the Key Performance Indicators of green roofs regarding increased building energy efficiency and greenhouse gas emission reductions would need to be carried out.

· As part of the review of the Redlands Planning Scheme (RPS), facilitate the opportunity for incorporating green roof designs into buildings (not mandating them as requirements). For example, this would involve drafting provisions under the Apartment Building Code to provide for green roofs (flat roofs with appropriate design for roof-edge articulation) and ongoing maintenance^{^[2]}.

· It may also be necessary to incorporate design specifications and/or guidelines^{^[3]} for green roofs under a Planning Scheme Policy to assist developers during the design phase.

· Broad recommendations for green roof inclusion could be developed, allowing their adoption to be market-led. Such recommendations could be incorporated into the Community Plan, upcoming Master Plans, Precinct Plans, Council’s website and development fact sheets.

· Incorporating the green roof concept for new buildings in the Draft Green Building Guideline for council-owned and constructed buildings, subject to further investigation regarding green roofs’ Key Performance Indicators.

· Information distribution to developers to raise awareness of green roof benefits in general.

The recommendation primarily supports Council's strategic priority to ensure the enhancement of biodiversity including koala habitat, bushland, greenspace, waterways, catchments, air and coastal ecosystems in recognition of our unique location on Moreton Bay.

The financial implications of the recommendations in this report are as follows:

· Hosting a Green Roof forum is estimated to cost approximately $4000, based on the Environmental Management “Focus on the Environment” seminars;

· Planning Scheme amendments, policy and guideline drafting will incur internal costs.

It is considered that the outcome of recommendations in this report will result in possible amendments to the Redlands Planning Scheme, such as drafting provisions under the Apartment Building Code to provide for green roofs (flat roofs with appropriate design for roof-edge articulation) and their ongoing maintenance.

· Redland City Council officers in the Environmental Management, Open Space Planning and Facilities Services Units;

· Local green roof advocates Sidonie Carpenter, Green Roofs Australia; Geoff Wilson and John Stephens, Green Infrastructure Network Australia;

· Professor Janis Birkeland, School of Architecture, Queensland University of Technology; and

· Officers from Brisbane City Council, Gold Coast City Council, City of Melbourne and City of Monash.

1. To host a Green Roof Forum as set out in ‘Option 1: RCC-organised forum’, in the Issues section of this report, subject to budget consideration;

2. Not to undertake a green roof pilot project at this stage as other climate change mitigation and adaptation strategies have a higher priority in the short to medium term, as part of the Draft Redlands Climate Strategy 2030;

3. Not to become a member of Green Roofs Australia or Green Infrastructure Network Australia at this time, but to monitor the situation for consideration in future budgets; and

4. To include a green (living) roofs policy and design guideline as part of the RPS review, with an awareness of current initiatives being prepared in both Adelaide City and Brisbane City Councils.

1. Not to host a Green Roof Forum as set out in the Issues section of this report;

2. To further consider the potential of a green roof pilot project in partnership with other stakeholders;

3. Elect to become a member of Green Roofs Australia and Green Infrastructure Network Australia; and

4. Not to consider including a policy and design guideline for green (living) roofs in future planning scheme amendments.

1. To host a Green Roof Forum as set out in ‘Option 1: RCC-organised forum’, in the Issues section of this report, subject to budget consideration;

3. Not to become a member of Green Roofs Australia or Green Infrastructure Network Australia at this time, but to monitor the situation for consideration in future budgets; and

4. To include a green (living) roofs policy and design guideline as part of the RPS review, with an awareness of current initiatives being prepared in both Adelaide City and Brisbane City Councils.

1. To host a Green Roof Forum as set out in ‘Option 1: RCC-organised forum’, in the Issues section of this report, subject to budget consideration;

2. Not to undertake a green roof pilot project at this stage, as other climate change mitigation and adaptation strategies have a higher priority in the short to medium term, as part of the Draft Redlands Climate Strategy 2030, but to monitor the situation for consideration in future budgets;

3. Not to become a member of Green Roofs Australia or Green Infrastructure Network Australia at this time, but to monitor the situation for consideration in future budgets; and

4. To include a green (living) roofs policy and design guideline as part of the RPS review, with an awareness of current initiatives being prepared in both Adelaide City and Brisbane City Councils.

1. To host a Green Roof Forum as set out in ‘Option 1: RCC-organised forum’, in the Issues section of this report, subject to budget consideration;

3. Not to become a member of Green Roofs Australia or Green Infrastructure Network Australia at this time, but to monitor the situation for consideration in future budgets; and

4. To include a green (living) roofs policy and design guideline as part of the RPS review, with an awareness of current initiatives being prepared in both Adelaide City and Brisbane City Councils.

11.1.2 BLAKESLEYS SLIP DAY USE AREA NORTH STRADBROKE ISLAND FUTURE MANAGEMENT

Authors Name: Dan Carter
Principal Advisor Natural Environment
Leo Newlands
Advisor Reserve Management

Blakesleys Slip is a geographically isolated 18 hectare patch of partially revegetated sand on the western foreshore of North Stradbroke Island just south of the Dunwich Township. It was created from a sand slip resulting from the mining operations. The area is only accessible by water and is surrounded by a mining lease with restricted land access.

Council is currently responsible for this area as trustee for a ‘Park and Recreation Reserve’. The site is historically and currently being used primarily by the boating fraternity for overnight camping but some are staying longer.

The State Government, through the Department of Environment and Resource Management has advised that overnight camping is not permitted at the site under its current land tenure as a Reserve for Park and Recreation.

Current management arrangements agreed to by DERM is that short term emergency (overnight) camping is acceptable given site is published in books and web. However, long term camping is not permitted and should be enforced. Currently the site is being used by boaties, fisherman and canoe or kayak clubs. Unfortunately a minority of these users are undertaking activities that are damaging to the area.

The report outlines the significant difficulty Council has in logistics and resources to manage this site and although costly solutions are possible, it will be recommended that Council surrenders the trusteeship over this land. This action is consistent with the priorities set out in the Redlands 2030 Community Plan of advocating for a National Park to be gazetted on North Stradbroke Island. While negotiating the surrender of the trusteeship over this land, Council will continue its current management which allows overnight camping where the necessary approvals can be obtained.

That Council resolves to surrender the trusteeship, Reserve for Parks and Recreation, over land described as Lot 15 on SL12288 commonly known as Blakesleys Slip on the western foreshore of North Stradbroke Island.

· 1980’s a sand slip occurred from sand mining that created what we now call Blakesleys Slip.

· Council is trustee for the land with the purpose of the reserve being “Park and Recreation” and is managed by Council’s Parks and Conservation Unit, with management being focused on rubbish removal and making the site safe for users.

· Usage of the area has been mostly day use although boaties have increasingly used the area for short and long term camping. The area has been actively promoted within the boating and ecotourism companies as a safe harbour, camping and day use area.

· Christmas 2005 number of complaints from the community and council officers was received about the state of the area given the volumes of rubbish and human waste left onsite. Significant vegetation damage was also occurring by campers collecting fire wood.

· In 2006 a working group formed to investigate the management actions required for the area soon after an intercept survey was commissioned to identify the extent of usage.

· In 2006, the Department of Natural Resource Management (NRM) clearly stated that it did not support the use of the land for camping purposes, however overnight camping in emergency situations may be supported. The Department were aware of the historical camping issues and Council’s limited capacity to control camping given the relative remoteness of the site from an accessibility perspective. The site is managed predominately as a day use area with short term camping being tolerated.

· 2006 to the 2010, the site has been managed and maintained by Parks and Conservation Unit with tree work, compliance activities, maintenance (bins and site cleanup) and periodic replacement of signage (due to vandalism). Maintenance costs are significant for this site due to the isolation of the site. Additional compliance action is taken by the compliance team within the Community Standards Group whenever required.

Blakesleys Slip is a geographically isolated 18 hectare patch of partially revegetated sand on the western side of Stradbroke Island, refer to the attached aerial photograph. It is bounded by mangroves and marine vegetation on the northern and southern sides. Since the 1980’s the area of the slip has been continually reducing from natural erosion process and exacerbated by campers damaging trees for fire wood.

The area has restricted access as it is land locked with land access to the area gained solely through Unimen – CRL Mining Lease, requiring council staff to gain permits for access. There is no current issue with access given the good working relationship council officers have forged with Unimen - CRL in regards to the management of the area.

Over time some local residents have gained access to Blakesleys through the mining lease, but Unimen/CRL have improved the security onto the lease areas which has reduced significantly the visitation by locals.

Council for many years have provided funds to Volunteer Marine Rescue (VMR) to provide the service of rubbish pick up once a week.

General access to the community is by water craft only with high number on the site during school holiday periods in particular at Easter and Christmas holiday periods. There has been both short and long term camping occurring on the site, with many visitors having been using the area for many years hence there is an expectation that they will be able to continue to use the area as they have.

· The use of the area and its isolation from regular patrols has seen over the last few years increased and continual poor behaviour by a minority that is degrading the natural values of the area through:

· Damage to the habitat through the collection of leaf litter and wood to create fires.

· Rubbish bins are often found overflowing, with rubbish and broken glass littered across the entire site.

· Disposal of their nightsoil inappropriately and therefore toilet paper and human excrement is at times visible.

· Constant vandalism of official signage informing the users of the rules in relation to the use of the area.

Other issues that council needs to address if council continues to manage the site will be evacuation plans for the campers in case the area becomes under threat from bushfires. There is need to create medivac facilities to allow rescue of anyone that is involved in a serious accident at this location.

Currently management during non-peak periods is done on an ‘as required’ basis with notification of issues usually through Volunteer Marine Rescue body. During peak periods visitation is done at a minimum weekly with permits needed to access the mining lease.

For Parks and Conservation officers to visit the site for rubbish removal takes a minimum of 4 hours and for safety purpose two officers are required. The cost of these officers plus vehicle is approximately $189.00 per trip based on pay rate plus fleet hire rate of vehicle. For compliance officers to visit the site to deal with long term campers requires 2 officers, 5 hours plus car hire and return ferry tickets at a cost of approximately $398.00 per trip. Council does not have the capacity to manage this site by sea.

The following table summarises Council’s annual costs for managing this site during high relative use of the site between September to April each year.

The management up until 2006 informally recognised the sites’ use as a short and long term camping area. Given the isolation and initial low level of usage, the site was largely managing itself. Therefore officer visitation was minimal even during the busier holiday periods. With time as word spread and the site was published in Beacon to Beacon publication as a camping area the level of visitation has steadily grown. The impacts of this growth became more and more visible to the users of the area.

Engagement of Volunteer Marine Rescue to undertake weekly rubbish pickup (excess rubbish above what Volunteer Marine Rescue can handle must be picked by Council staff).

The area has been actively promoted within the boating community as a safe harbour, camping and day use area. The area has also been advertised as a camping place for sea kayak tours by a number of companies.

Following Christmas 2005 the level of use and the level of damage got to a point the both officers and the community voiced their concern. In 2006, Council’s Parks and Conservation at Dunwich had commented that, the level of usage and resultant site impacts such as littering and tree damage has increased markedly.

A ‘user intercept survey’ study was commissioned to identify quantity and duration of visitation, visitor profile, and issues associated with use and/or abuse of the area, refer to attached document. The highest recorded figures for one day at the slip during the period of the study were 191 people, 78 tents and 93 boats. Of survey participants, 69% were staying 2-5 nights and 44% of participants lived in Redland City and 68% have visited the site before. The study also identified that many of the participants were regular visitors.

A range of management actions have been undertaken in this period in response to quantifying the extent of use at the site including:

1. A risk assessment of the site showing a range of medium and high risk issues,

3. management of risks where possible (risk associated with the physical isolation of the site can not be overcome by Council), and

4. VMR continue to pick the rubbish once a week with any excess rubbish being reported to council and picked up by council officers.

Many outstanding management issues have not been able to be satisfactorily managed.

In contrast, State government agencies such as Queensland Marine Parks and Queensland Parks and Wildlife Service have the boats and resources to enable good management of this site.

If Council were to seek to manage this site under a permit to occupy Council would need at minimum to:

· buy a boat large enough to allow rubbish removal operational staff and machinery to be transported to the site (safety equipment, boat trailer, boat licenses etc would be required)

· Aquatic Risk signs that are installed at this location are regularly removed. To date since the initial installation, 4 signs have been removed from site. The current cost of replacement is $155.60 per sign (ex GST) plus the time and effort by Parks and Conservation staff to install. Signs installed to identify the area as ‘no camping’ were also removed.

· The main access to the site is via boat although special permission can be attained to access via the CRL mining lease. The relative isolation of the site means that any management of the site by Council comes at significant cost in terms of time, regularity, cost, and mode of access for maintenance and compliance purposes.

· Compliance officers continue to ask campers to leave the site even though this often results in agitated members of the public abusing officers and asking why camping was suddenly not permitted there given that it has been going on for many years.

· The site is still being advertised as a camping destination by many organisations including Queensland Canoeing, Upstream Paddle, University of Queensland Canoe Club, Aussie Sea Kayak Company, and the publication “Beacon to Beacon” still have it as an anchorage but have taken out previous references to camping.

Surrender of the land requires written application to the State which then determines the success of the application. An application is made under section 50 of the Land Act 1994.

The Redland 2030 Community Plan recognises the attributes of Moreton Bay and its role in the future of Redland City. In addition the draft Corporate Plan 2010-2015 supports the direction of the community plan by stating that Council should “advocate for a new National Park covering a substantial area of North Stradbroke Island”.

· End the current high relative costs to manage this small and isolated site allowing funds to be spent more efficiently in other reserves.

· Council does not have the resources to be able to manage this site successfully in the long-term.

· Allow other well resourced State organisations or state approved organisations to take over management of the site and resolving many of the risk issues currently existing for visitors an allowing improved management of the site. The State can manage the site, as it now does with Peel Island, through Queensland Parks and Wildlife Service or Queensland Marine parks. These organisations have the necessary watercraft and resources to manage this site successfully in contrast to Council’s limited capacity.

· End Council’s role in resolving complaints from preventing visitors using the site for camping in line with Councils obligations under the Land Act 1994.

One alternative scenario would be the phasing out of camping over a 12 month period which would be consistent with the current trusteeship arrangements. Key issues for this would be:

· Significant community engagement and consultation with users to notify and make them aware of the no camping rule.

· Access by boat is the only other means of servicing the site which would reduce officer time but be more expensive in the purchase and maintenance of a boat.

· Costs for compliance to ensure no camping was occurring following the 12 month period and ongoing compliance for up to 5 years.

· It is estimated that the cost of this option for Council would be approximately $155,000 per year. It is anticipated that these additional compliances costs would need to be maintained over a 5 year period.

Another alternative scenario would be to request change of tenure to a “Permit to Occupy for Camping” thus surrendering trusteeship of the land. This would then allow Council to manage camping on the area. This would require council to fund the following:

· This option is subject to the necessary approvals and tenure arrangements being forthcoming from the State Government allow camping estimated cost being $430,000 in Year 1 (including capital works and watercraft), $270 000 per year therefore as ongoing operational costs less camping fee revenue.

An application to the State to surrender the trusteeship over the site will not result in an immediate cessation of Councils management responsibilities.

If the State accepts Councils ‘Vacation of Office’ it will need to find an alternative trustee either a private organisation or other state government department. It is recommended that an interim management period of 12 months is required pending Councils application to surrender the trusteeship.

An exit and communication strategy would be required to allow for the time frames involved in an application to surrender the trusteeship over this land.

The recommendation primarily supports Council's existing strategic priority to ensure the enhancement of biodiversity including koala habitat, bushland, greenspace, waterways, catchments, air and coastal ecosystems in recognition of our unique location on Moreton Bay.

The recommendation also supports the Draft Corporate Plan 2010-2015 to “advocate for a new National Park covering a substantial area of North Stradbroke Island”.

The financial implications depend on the management option that is chosen. The following are minimum cost estimates for the surrender of land back to state with business as usual for the next 12 months being $70,000.

The Land Use Planning Group was consulted and it is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

This report has been discussed with Parks and Conservation, Land Use Planning, Manager- Customer Service and Health and Regulatory Services and agrees with the direction of this report. Unimen Mining and Department of Environment and Resource Management have been notified regarding the report and have acknowledged the potential outcomes.

Consultation has also occurred with DERM officers have indicate in writing they are “willing to consider” the surrender of the area given current National Park negotiations on the island.

1. To surrender the trusteeship, Reserve for Parks and Recreation, of land described as Lot 15 on SL12288 commonly known as Blakesley’s Slip on the western foreshore of North Stradbroke Island, to the State Government;

2. That during the transitional period while effecting the surrender, continue current visitor management practice, with the continued support from Department of Environment and Resource Management, of allowing overnight camping but prohibiting long term camping; and

3. Develop and implement a communication plan for all current users advising them of Council’s intentions.

3. Develop and implement a communication plan for all current users, as detailed in recommendations 1 & 2, and that future negotiations with the State Government seek to retain recreational and environmental values and address Native Title and National Park prospects.

11.1.3 REDLAND REGIONAL SPORT AND RECREATION PRECINCT PROJECT

Council’s strategic open space planning in 2004 highlighted the need to investigate the feasibility of purchasing and development a regional sport and recreation park in the southern part of the City. This additional investigation was undertaken in 2007/2008 and resulted in a report titled the Redlands Regional Sorts Facility Plan (the plan).

The next stage of the project was to reassess the plan recommendations in light of the changes to the SEQ Regional Plan and also new legislation concerning koala habitat.

The project is now in a phase that requires Council to further commit to continuing the investigation process. Work that needs to progress now is discussion with property owners, detailed site investigation, stakeholder engagement, the development of a business case including a financial model and a review of the concept plans already developed in the plan. All these are required to progress the project to a point where Council can apply for external funding, update the Priority Infrastructure Plan and make financially responsible decisions.

The project is now taking on a strategic planning approach whereby a broader range of values are being considered and a wider range of opportunities investigated. The project will be called the Redland Regional Sport and Recreation Precinct Project (RRSRPP)

A purpose of this report is to provide information for noting on the progress of the Redland Regional Sport and Recreation Precinct Project.

The report is requesting approval to commence discussions with property and business owners in the preferred precinct areas regarding Council’s intentions.

The Redland Shire Council Open Space Plan 2004 – 2016 highlights the need to investigate the feasibility of purchasing and development a regional recreation and Sport Park in the southern part of the City with the potential to support the SMBI. This investigation was undertaken in 2007/2008 and resulted in a report titled the Redlands Regional Sports Facility Plan. The confidential Redlands Regional Sport Plan Final Draft March 2008 was adopted by Council on Wednesday 28 May 2008.

1. To endorse the Redlands Regional Sport Facility Plan for planning purposes; and

2. That a Sports Summit be held with Sport and Recreation clubs and stakeholders to progress the outcomes of the plan.

The plan delivers a broad scale sports facilities strategy that provides a coordinated and strategic planning approach to the provision and development of sports infrastructure. It also addresses current and emerging community needs in the next fifteen years in the southern region of the City. The plan takes into consideration current supply within the whole City and provides recommendations for location, composition of sports activities and approximate costs of a regional standard sporting facility in the southern part of the City. The plan made several site recommendations and indicated a location preference.

A Sports Breakfast was held on 13 May 2009 at the Redland Multi Sports Centre in Birkdale. The breakfast was part of the Redland 2030 visioning process. The question of what does Council need to do more of the respondents made a number of pertinent comments that included;

When participants were asked what is their sport vision for Redland City in 2030 the responses included;

· Development of a hierarchy of venues in Redlands to support regional facilities and competitions across all levels from juniors to masters

· A true multi-sport complex that can be used by international groups, for junior and senior tournaments and championships and player development.

The Redland Regional Sport and Recreation Precinct Project (RRSRPP) is developing into an integrated regional development plan involving natural area conservation and rehabilitation, rural futures planning and economic development, regional trails development and sport and recreation development. It has the potential to involve multiple partnerships with local industries, businesses, the community sport sector and the State and Federal Governments. With this in mind a precinct planning approach is now recommended whereby all these values and attributes can be taken into consideration and planned for carefully.

Early discussions with internal stakeholders indicates that the project should take a precinct planning approach that would include investigating and including a range of factors including rehabilitation of koala habitat, interconnection of regional trails, support to rural enterprises (existing and new), as well as they supply of regional recreational and formal sporting opportunities. The strategy for land acquisition should take all these values into consideration in order to gain the most value environmentally, socially, culturally and economically.

The project should aim through thorough planning and delivery to be a five star rating project on environment and sustainability. It should have high levels of community ownership and involvement and should be best practice in economic development.

With specific reference to the confidential 2008 Redlands Regional Sport Facility Plan and the sites recommended within this report a number of these areas remain relevant and should continue to be investigated including;

· Site Number 1(expanded): Land in Thornlands as originally outlined in the plan with additional lands in the vicinity also being considered.

An additional site should also remain on the agenda and continue to be investigated

Support and approval is sought for the Chief Executive Officer to commence discussions and negotiations with land owners within the preferred areas to see if any property might be the catalyst for the start of land acquisition for the regional facility.

Preparing a business case (including feasibility study, financial modelling and cost benefit analysis)

It is an imperative that Council prepares a business case, including an updated feasibility study and cost benefit analysis to ensure that the project achieves comparable outcomes for the level of investment that will be required to undertake the planning, design and construction of a regional facility.

In association with the feasibility study, a project budget (including quantities) should be prepared to estimate the cost of the following:

· The return from infrastructure charges within the city that can be dedicated to the project.

· Possible scenarios for community, organisation and business partnership and funding contribution.

A firm set of guiding principals and management and operational arrangements are critical to the overall understanding of how the project will function and this needs some early consideration. Further development of these principals and arrangements needs to undertaken in order to develop the preferred framework. The Redland Regional Sport Facility Plan commended this work by providing principals and options.

Developing further the work in the plan, new layouts of sport and recreation areas and facilities, environmental protection and revegetation areas will be developed over the preferred sites. The work would include;

Early investigations will be undertaken by an external consultant to make recommendations (access to, layout and quantities) relating to the major infrastructure to and on the site/s

The recommendations will be factored into the feasibility and cost benefit report.

Full consideration will be given to environmental protection and biodiversity requirements from the preferred sites, including early investigation into environmental impacts.

Constraint mapping and indicative layouts for corridors, vegetation and waterways protection and revegetation are undertaken.

All environmental issues are placed on a checklist for future consideration during development assessment including

The context of trails and possible and probable connections to and in and around the precinct should be considered now and if possible indicated on the layout drawings

Currently investigations are being undertaken into a Redland trails network called the Seven C’s Connection Strategy. This information would feed directly into the precinct plan.

It is recommended that the RRSRPP be addressed in forthcoming the rural futures study. All possible opportunities with local businesses are investigated and taken into consideration RRSRPP should compliment as much as possible local businesses in order to create an integrated hub of activity. Some of these activities and businesses include;

The project should be discussed with many local stakeholders including surrounding land owners, facilities owners, schools, colleges and businesses. Discussion will be based on opportunities for integrated planning and business development within the area.

A carefully considered community engagement strategy will be developed in relation to the whole project with specific reference to;

The recommendation primarily supports Council's strategic priority to build safe, strong and self reliant communities with access to community services, infrastructure and opportunities for participation in community life.

The short, medium and long term financial implications of this project are still to be determined through the business case and financial modelling. A bid is being made in the 2010/ 2011 by Community and Social Planning Group’s Operational Budget for an allocation to cover the cost of external consultants to prepare the business case.

Provision has been made in the Council’s 10 year capital works program for acquisition and embellishment costs over an 8 year period with additional funding from state and federal grants still to be determined.

The Land Use Planning Group was consulted and it is considered that the outcome of recommendations in this report will result in possible amendments to the Redlands Planning Scheme.

An internal working group consisting of officers from across the Planning and Policy Department have been working on the preliminary requirements for the RRSRPP.

1. Prepare a business case (including feasibility study, financial modelling and cost benefit analysis) for the acquisition of lands for the development of the Redland Regional Sport and Recreation Precinct, and

2. Delegate authority to the Chief Executive Officer to commence discussions and negotiations with the property owners in the area of the preferred sites as identified in the business case.

That Council resolves to prepare a business case (including feasibility study, financial modelling and cost benefit analysis) for the acquisition of lands for the development of the Redland Regional Sport and Recreation Precinct with the subsequent report being prepared for further Council consideration.

2. Delegate authority to the Chief Executive Officer to commence discussions and negotiations with the property owners in the area of the preferred sites as identified in the business case.

1. Prepare a business case for Site 1 and surrounding lands, as indicated in the confidential attachment, (including feasibility study, financial modelling and cost benefit analysis) for the acquisition of lands for the development of the Redland Regional Sport and Recreation Precinct;

2. Delegate authority to the Chief Executive Officer to commence discussions and negotiations with the property owners in the area of the preferred site for the development of the business case; and

3. That the State Government be advised of the significant role that infrastructure charges play in delivering this much needed infrastructure, and that should Redland City Council’s carefully calculated, equitable and defendable infrastructure charge be reduced, this project would be jeopardised.

Crs Boglary, Ogilvie, Henry, Townsend, Williams, Hobson, Elliott, Murray, Reimers, Burns and Bowler voted in the affirmative at Committee.

2. Delegate authority to the Chief Executive Officer to commence discussions and negotiations with the property owners in the area of the preferred site for the development of the business case; and

Crs Reimers, Murray, Elliott, Bowler, Townsend, Henry, Ogilvie, Boglary and Hobson voted in the affirmative.

Cr Townsend declared a Material Personal Interest in the following item at Committee stating that she had received an electoral donation from someone associated with one of the facilities mentioned in the report, and left the chamber prior to discussion and decision on this matter.

Cr Henry declared a potential Conflict of Interest in the following item at Committee stating that she was past president of the Wildlife Preservation Society Bayside Branch which was identified in the report and also currently maintained membership of that association, remaining in the chamber for discussion and decision on this matter, voting in the affirmative.

Cr Bowler declared a Conflict of Interest in the following item at Committee stating that she was a member of the Wildlife Preservation Society, remaining in the chamber for discussion and decision on this matter, voting in the affirmative.

Cr Townsend declared a Material Personal Interest in the following item at today’s General Meeting and left the chamber at 4.22pm for discussion and decision on this matter.

Cr Murray declared a possible Conflict of Interest in the following item at today’s General Meeting, as a past member of the Wildlife Preservation Society, remaining in the chamber for discussion and decision on this item, voting in the affirmative.

Cr Bowler declared a Conflict of Interest in the following item at today’s General Meeting stating she was a member of the Wildlife Preservation Society, remaining in the chamber for discussion and decision on this matter, voting in the affirmative.

Cr Henry declared a potential Conflict of Interest in the following item at today’s General Meeting, as a past member of the Wildlife Preservation Society, remaining in the chamber for discussion and decision on this item, voting in the affirmative.

11.1.4 WILDLIFE CARE AND RESCUE

This report has been requested by resolution (item No 12.3.1) of General Meeting 26 August 2009, which was:

That a report be prepared that looks at the responsibilities and action in the Redlands that improve the quality and timeliness of care of injured wildlife.

Relevant Commonwealth, State and Local legislation and policies are considered within this report to determine obligations of Local Government to support or undertake wildlife care and rescue in South east Queensland. Although there are no legal requirements for Local Government, Redland City Council is currently committed to supporting a 24 hour Wildlife Rescue Service, which includes a wildlife ambulance. The Redlands wildlife service operates within a number of other wildlife rescue services across SEQ.

Council is currently undertaking an active role in supporting the wildlife carers within the City. It is recommended that improvement of this service would be through council taking an active role in lobbying the state government to provide increasing hours of the Daisy Hill ambulances, allow the ambulance to assist and undertake rescues of other wildlife and to support RSPCA through funding to improve services for the rescue of more difficult wildlife.

The report has identified and looked at what opportunities exist for council that could further support and enhance the care and rehabilitation of wildlife in the Redlands above our current practices. This includes looking at the formation of grant funds for individuals through existing third party organisation and assist funding for Manly Vets to improve their facilities to cater for native wildlife.

The purpose of this report is to respond to the resolution (item No 12.3.1) of General Meeting 26 August 2009, which was:

That a report be prepared that looks at the responsibilities and action in the Redlands that improve the quality and timeliness of care of injured wildlife.

· 1985 - Council donated a vehicle to be used as a wildlife ambulance to Don & Christine Burnett to assist in wildlife rescues.

· 1985 -1998 - Council upgraded the ambulance vehicle and began to fund fuel costs.

· 1990 - The Queensland Parks and Wildlife Service (now the Department of Environment and Resource Management -DERM) opened the Moggill Koala Hospital.

· 1995- The Daisy Hill Koala Centre and wildlife ambulance, operated by the Queensland Parks and Wildlife Service (now DERM), commenced operation.

· 1998 - Council committed to undertake full responsibility of the Redlands After-hours Wildlife Rescue Service.

· 2000 – Redlands Wildlife Care Network (RWCN) established to better facilitate wildlife rescue across the city.

· 2002 – The RWCN injured wildlife phone line, which is staffed by trained volunteers, was instigated to improve rescue timeliness and monitor the availability of wildlife carers.

· 2004 – The Wildlife Warriors Hospital at Australia Zoo opened and commenced treating injured fauna. Some Redlands koalas were taken there depending on the severity of their injuries.

· 2005 – Manly Road Veterinary Hospital officially accepted injured koalas for treatment under direction of Australia Zoo. Injured koalas previously held over night to be taken to the Moggill Koala Hospital the next day. This is beneficial in that this provides immediate treatment to the koala rather then waiting for the next day.

· 2008 - Decision made by QPWS for the Daisy Hill wildlife ambulance to only rescue Koalas during business hours.

This report has been prepared to identify the responsibilities and actions in the Redlands that improve the quality and timeliness of care of injured wildlife. This report will consider all native animals, including the Koala, as wildlife. Given the importance of Koalas in the Redlands and the SEQ region, some sections will consider policies, actions and responsibilities specific to Koalas.

Several items of legislation have particular relevance to wildlife care. These are considered at the Commonwealth, State and Local Government levels.

In accordance with Commonwealth legislation, there are no legal requirements for Local Governments to undertake or support wildlife care and rescue in Queensland, however, the National Koala Conservation and Management Strategy 2009 - 2014 identifies the need to develop national guidelines with states for all aspects of care, handling and management of captive, sick, injured or orphaned koalas. Australian/state/territory governments (in particular, NRMMC), Australasian Regional Association of Zoological Parks and Aquaria, associations of wildlife exhibitors and koala carer groups are identified as responsible groups for this action.

In accordance with State legislation, there are no legal requirements for Local Governments to undertake or support wildlife care and rescue in Queensland.

The Department of Primary Industries and Fisheries (DPI&F) administers the Animal Care and Protection Act 2001 and is the Governments lead agency responsible for animal welfare activities and issues in Queensland. The Departments’ Animal Welfare Unit develops and monitors animal welfare standards, develops policy and legislation, conducts enforcement and investigations, educates the community about animal welfare and regulates the use of animals for scientific purposes. The DPI&F and Royal Society for the Prevention of Cruelty to Animals (RSPCA) work in close partnership to deliver a range of animal welfare services in QLD and have a shared responsibility of enforcing the Animal Care and Protection Act 2001.

The Department of Environment and Resource Management (DERM) is the lead Government agency responsible for the protection and management of wildlife in Queensland under the Nature Conservation Act 1992.

The Nature Conservation Act 1992 and the Animal Care and Protection Act 2001 do not identify the roles and responsibilities for the care and rescue of injured wildlife. Hence, it is not clear which State department is responsible for this matter. To date DERM and DPI&F have not been able to resolve this issue. Considering Council’s long standing involvement with wildlife care and rescue, it is in a strong position to lobby the State Government to clarify and better resource these issues.

There are no legal requirements for Local Governments to undertake or support wildlife care and rescue in Queensland.

Under Redland City Council Local Law 2 (Animal Management) Council has limited capacity to respond to animal welfare issues. Section 13 of the law and Section 23 of the subordinate law enables Council to prescribe minimum standards for the keeping of animals (e.g. waste disposal, cleaning, adequate food and water provision, space etc). Council’s Animal Management Team and Wildlife Officers report any animal welfare issues to the RSPCA and DERM for their subsequent action.

Despite there being no legal requirement, Council has a long history of supporting wildlife care volunteers in the Redlands. Council is currently committed to supporting the Redlands’ Wildlife Care Network (RWCN) and the Redlands After-hours Wildlife Ambulance (RAWA). These two services are provided through the Redlands’ 24 Hour Wildlife Rescue Service.

The Redlands 24 hr Wildlife Rescue Service is a year round community volunteer program that responds to the needs of sick, injured and orphaned wildlife within Redland City and Brisbane suburbs within or adjacent to the Koala Coast. This program is supported by Council through funding from the Wildlife Budget and two Wildlife Extension Officers who provide a coordination role. The service comprises of two components, the Redlands’s Wildlife Care Network (RWCN) and the Redlands After-hours Wildlife Ambulance (RAWA). Both of these groups works with all other private and public wildlife rescue services across SEQ.

RWCN aims to facilitate the care and rehabilitation of injured or orphaned wildlife and enhance greater community awareness and understanding of wildlife. The network comprises of phone-line volunteers, registered carers, Council officers and others who assist with general needs (e.g. knitting and sewing, rescue and transport assistance, native food supply, cage building etc).

Calls from the general public come directly to trained volunteers who provide advice, direction and information to callers with injured wildlife concerns. They are able to assess the situation and either direct the caller to an appropriate veterinarian or organise for an available registered wildlife carer to contact them. This service operates between the hours of 8am and 5pm.

The running costs of RWCN, which are funded through the Wildlife Budget, are estimated at $15, 685 per year. See Attachment 1

RAWA is an after hours wildlife rescue service (5pm to 8am) operated by trained volunteers using a vehicle provided by Council. Volunteers maintain the RAWA service and tend to sick and injured wildlife in the Redlands and adjoining areas of the Koala Coast. There is no rescue service provided by RAWA outside of these hours.

Sick and injured koalas are transported by RAWA to a veterinary clinic for treatment and other sick, injured or orphaned wildlife are delivered to RWNC carers or taken into veterinary care. The ambulance also plays a key role as an educational tool to teach about the threats to local wildlife and ways to reduce their risks. It is also provides an invaluable source of data for Redland City Council Officers, with regards to the species type, abundance and distribution of animals collected across the City. See Attachment 2

Volunteers sign a Memorandum of Understanding, Code of Conduct and Code of Practice between themselves and the Redland City Council. They also sign an agreement with the Department of Environment and Resource Management (DERM) to operate in accordance with their rescue protocols and procedures. RAWA volunteers undertake rescues and other operations in groups of three people to ensure minimum risk.

The Redlands Koala Policy and Implementation Strategy 2008 (Action 6.2): Continue to support the operation of the wildlife ambulance.

The running costs of RAWA, which are supported through the Wildlife budget, are estimated between $30, 936 and $32, 098 per year. See Attachment 3

The Daisy Hill Koala Centre (DHKC) and the Moggill Koala Hospital (MKH) are both operated by the State Government’s Department of Environment and Resource Management (DERM). Daisy Hill is a Koala information centre and also operates the Daisy Hill Koala Ambulance. Their ambulance transports injured koalas to the Moggill Koala Hospital and occasionally to the Manly Road Veterinary Hospital. Moggill Koala Hospital’s operating costs are over $1 million annually.

Prior to 2008, the ambulance rescued koalas, macropods and attended ‘difficult rescues’ (e.g. birds in shopping centres, flying foxes) in the Redlands and other areas. In 2008, DHKC and MKH were integrated into the Koala Conservation Unit and the Daisy Hill Ambulance was directed to rescue koalas only. The rescue of “other” wildlife was delegated to wildlife rescue groups. This change has resulted in RWCN volunteers now responding to difficult rescues that the Daisy Hill Ambulance previously undertook.

The Daisy Hill Koala Centre is only staffed between 8.00 am and 4.30pm and Daisy Hill Koala Centre rangers have recently been directed not to attend any rescues that would result in them delaying their return to the centre by 4.30pm. This presents a gap between Daisy Hill Ambulance and RAWA finish times where injured wildlife can be waiting for up to an hour for assistance.

This change has placed additional pressure on RWCN volunteers and also poses significant health and safety risks where difficult rescues are concerned. There is also a potential risk to Council that DERM may cease their Koala rescue service indefinitely.

The Manly Road Veterinary Clinic is the nearest 24 hour facility to the Redlands. Injured wildlife, in particular macropods and koalas, are taken to the clinic by RWCN and RAWA volunteers as needed, and are treated at no charge. The clinic officially commenced treating injured koalas in 2005. However, their priority and core business is the treatment of domestic animals. The quality of treatment for native wildlife depends on the skills and experience of the vet on call at the time. Manly Road Veterinary Clinic has no specialised facilities to treat or house native fauna. An upgrade of wildlife facilities at Manly Road Veterinary Clinic would provide an adequate local care service for injured wildlife.

Located near Australia Zoo, the Australian Wildlife Hospital was opened in 2004 and treats injured, sick and orphaned wildlife. In November 2008, the Australian Wildlife Hospital officially opened the new facility which cost $5 million to build (funded by the Federal Government), with operating costs just under $2 million annually.

Critical koalas that have been stabilised at the Manly Road Veterinary Clinic are transported to the Australian Wildlife Hospital by Australian Wildlife Hospital staff or volunteers, usually the next day. Adequate and timely transportation of koalas between the two practices remains an ongoing issue.

Prior to the opening of the Australian Wildlife Hospital, the Currumbin Wildlife Sanctuary was one of the only zoos to treat “outside patients “and provide specialist wildlife care. Their ‘‘accession hospital” was located outside the zoo grounds which allowed the general public to bring in or drop off injured wildlife for treatment. Redlands wildlife requiring specialist attention (e.g. pelicans, raptors) was often taken there for treatment.

On the 11th of September 2009, Currumbin Wildlife Sanctuary opened a newly refurbished wildlife hospital.

Consultation with Mr Jonathon Fisher (CEO Currumbin Wildlife Sanctuary) in November 2009 obtained the following information -

· Annual running costs are approximately $500,000 - however they rely heavily on volunteers. Without volunteer staff it would cost approximately $1m per year to run

· Last year the hospital treated between 4000 – 4500 animals with an anticipated 20% increase of wildlife each year

Jonathon expressed major concerns about the prospect of another wildlife hospital being built in South East Queensland where there is currently no state funding for wildlife hospitals and if another wildlife hospital was built, any future funding would be stretched even further.

The RSPCA, in conjunction with the DPI&F, is the key organisation responsible for delivering a range of animal welfare services in Queensland. However there are only two RSPCA animal rescue units operating for the SEQ region and consequently is not in a position to be able to adequately respond to wildlife rescues within the Redlands. The RSPCA recognised the need to further their wildlife component by creating a department specific for wildlife in 2003. The department now operates with 3 full time staff (including a wildlife veterinarian), 2 specialised wildlife wards and treatment room. The RSPCA occasionally undertakes rescues of ‘difficult’ wildlife during business hours in the Redlands.

· Last year the hospital treated between 4000 – 4500 animals with an anticipated 20% increase of wildlife each year, many of these from the Redlands area.

· Last year 20,000 of 120,000 wildlife related telephone emergency calls were received by the call center state wide for 1300animal.

· RSPCA Qld is about to call for tenders to commence building of its’ new wildlife hospital as part of its new Animal Care Campus in Wacol in collaboration with Bob Irwin.

· Currently have 1 volunteer vaccinated for Lyssavirus and approved to euthanase under Qld Health, bats under RSPCA direction in Redlands City.

It must also be recognised that many of the vets of the Redlands do support and provide care to wildlife that is brought to them during their business hours at no charge. This at times can be costly for the local vets in loss time and revenue in provision of care to native wildlife.

It is necessary to emphasised that council is currently undertaking activities beyond any legal role or responsibility of Local Government. The following identifies other or further options that council may wish to support or advocate the state to undertake to improve wildlife care in the Redlands and South East Queensland.

This section outlines the issues, implications and possible solutions to improve the quality and timeliness of care of injured wildlife by both Council and the State Government. It is apparent from the information contained within this report, that Redland City is surrounded by other support and care facilities e.g. Australian Wildlife Hospital, Moggill Koala Hospital, Currumbin Wildlife Sanctuary and the soon to be built RSPCA Wildlife hospital in Wacol. This support network is provides adequate care within South east Queensland for injured wildlife.

It is recommended that Council does not support or encourage either a public or private wildlife hospital in the Redlands given the proximity of existing facilities, construction and ongoing management costs. The provision of such facility would possible diminish the viability of the existing facilities.

The wildlife carers of the Redlands currently spend significant funds on the provision of cages, food, water, and medical supplies to care for the sick and injured wildlife that is brought into care. Redlands Carers have got support through Bayside Wildlife Preservation Society of Queensland in previous years with the funding coming from Councillors community benefit funds.

With the exception of Brisbane City Council (BCC), there is currently no other Council’s in SEQ providing financial or other support to assist in wildlife rescue and care activities. BCC has recently (2008) implemented a special “Wildlife Carer Funding Grant” of up to $5,000.00 to assist carers in the treatment and rescue of injured wildlife as well as providing a very limited ‘wildlife ambulance’ service.

An option for council is to implement a Wildlife Carer Grant similar to that offered by Brisbane City Council (BCC), BCC has recently (2008) implemented a special “Wildlife Carer Funding Grant” of up to $5,000.00 to assist carers in the treatment of wildlife. It would be most appropriate that these funds are channelled through RSPCA, WPSQ Bayside, or a similar organisation.

Currently all koalas and wallabies picked up by RAWA and RWCN are taken to Manly Road Veterinary Clinic following an arrangement between Manly Road Veterinary Clinic and Australia Zoo. This has been a significant benefit to these species in that the animals receive immediate triage and treatment from the vet. A issue is that Manly Road Veterinary Clinic does not have any separate holding or treatment facilities for injured wildlife and, as a result, wildlife are sometimes housed in the cages they arrive in until a unit from the Australian Wildlife Hospital or the Moggill Koala Hospital collects them.

The facilities at the hospital are designed for domestic animals. The directors of the Manly Road Veterinary Clinic recognise that the quality of care given to injured wildlife is dependent on the knowledge of the individual staff members. The vets will contact the Australian Wildlife Hospital for emergency treatment advice with regards to injured Koalas. There are however two cages inside the clinic where koalas that require treatment (IV drips, anaesthesia etc) can be housed overnight and there is a small room attached to the clinic with 2-3 cages that can also be used. However, this room would require heating during the cooler months.

Recognising the issues above a meeting was held on the 8^th of December 2009 between the Senior Extension Officer – Wildlife and the directors of the Manly Road Veterinary Clinic to look at what opportunities existed to support them in improving the care to wildlife that is sent to them.

· Provision of additional cages within the surgery for animals that require critical care overnight ($3,000 - $4,000);

· Retrofitting the small room attached to the surgery with appropriate cages (i.e. heated) and/or additional heating within the room ($500);

· Provision of wildlife treatment and protocol training for the Vets and vet nurses ($500.00).

At present and during the hours of 8:00am – 4:30pm, Daisy Hill Ambulance rescues injured Koalas. However, because RAWA does not commence operation until 5pm, means that there is 1 hour each afternoon due to travelling time from Daisy Hill to Redlands where there is no service of available. Given that the Daisy hill ambulance only picks up koalas it has become necessary that rescues of other wildlife are being undertaken by individual registered wildlife carers who use and fund their own transport. The best option to resolve this would be to increase the working hours of the ambulance and amend the current rules that allow the ambulance to assist with other wildlife. This would significantly reduce the need for the Redlands wildlife carers to take on these added rescues.

· To increase the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance.

· To allow Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas.

· To provide financial assistance to RSPCA to provide support for rescue of the more difficult wildlife within South east Queensland.

· Maintain current services with no increase in the services provided while taking active role in advocating the state takes responsibility for the protection and management of injured wildlife. No further funding required. .

· Continue current services with the introduction of a Wildlife Carer’s Grant through either RSPCA or Bayside WPSQ of up to $5000 to assist carers in the treatment and rescue of injured wildlife with a grant pool of $35,000. This will need to be considered in the current budget deliberations for the next financial year.

· Provide financial assistance to the Manly Road Veterinary Hospital at an approximate total cost of $4000 - $5000. This will need to be considered in the current budget deliberations for the next financial year.

The Land Use Planning Group was consulted and it is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

· Indigiscapes – Senior Extension Officer-Wildlife and Extension Officer-Wildlife were heavily involved in providing advice and compiling the report.

· Land Use Planning – Principal Advisor Local Area and Strategies was consulted regarding the planning scheme implications.

· Manly Road Veterinary Clinic –Senior Extension Officer-Wildlife, Extension Officer-Wildlife consulted with Ms. Christine Kidd & Ms. Pauline Gaven regarding assistance to upgrade current facilities or provide new facilities appropriate for housing wildlife (especially koalas and macropods).

· Australia Zoo – Senior Extension Officer-Wildlife liaised with staff at Australia Zoo regarding operating costs and interaction with Manly Road Vet Clinic.

· Currumbin Wildlife Sanctuary (Wildlife Hospital) – Extension Officer-Wildlife consulted with Mr Jonathon Fisher (CEO Currumbin Wildlife Sanctuary) regarding operating costs.

1. Acknowledge that it is currently providing the best Local Government Wildlife Care Service in South East Queensland; and

a. Increasing the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance.

b. Allowing Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas.

c. Providing financial assistance to RSPCA to provide support for rescue of the more difficult wildlife within South east Queensland.

1. Acknowledge that it is currently providing the best Local Government Wildlife Care Service in South East Queensland and can continue to improve on this serviced by:

a) Providing additional funding to provide a Wildlife Carers’ Grant Program through a third party organisation pending budget deliberations for the 2010/2011 financial year, and

b) Providing a once off financial grant to Manly Road Veterinary Hospital to install appropriate holding facilities and provide training for veterinary staff pending budget deliberations for the 2010/2011 financial year.

a) Increasing the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance.

b) Allowing Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas.

c) Providing financial assistance to RSPCA to provide support for rescue of the more difficult wildlife within South east Queensland.

1. Acknowledge that it is currently providing the best Local Government Wildlife Care Service in South East Queensland; and

a) Increasing the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance;

b) Allowing Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas; and

c) Providing financial assistance to RSPCA to provide support for rescue of the more difficult wildlife within South east Queensland.

1. Acknowledge that Council, along with local veterinarians and volunteers, are currently providing an excellent Wildlife Care and Rescue Service in South East Queensland;

a) Increasing the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance;

b) Allowing Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas;

3. Continue current services with the introduction of a Wildlife Carer’s Grant, through either RSPCA or Bayside WPSQ, of up to $5,000 to assist carers in the treatment and rescue of injured wildlife, with a grant pool of $35,000. This will need to be considered in the current Q3 budget deliberations; and

4. Provide financial assistance to the Manly Road Veterinary Hospital at an approximate total cost of $4,000-$5,000, having been satisfied that this hospital is the sole provider of a 24 hours/7 days week wildlife care service to the Redlands area. This will need to be considered in the current Q3 budget deliberations.

1. Acknowledge that Council, along with local veterinarians and volunteers, are currently providing an excellent Wildlife Care and Rescue Service in South East Queensland;

a. Increasing the hours of the Daisy Hill Ambulance so there is no gaps between the RAWA and Daisy Hill Ambulance;

b. Allowing Daisy Hill Koala Ambulance to assist and undertake rescues for other wildlife then just koalas;

3. Continue current services with the introduction of a Wildlife Carer’s Grant, managed through a third party such as the RSPCA or Bayside WPSQ, of up to $5,000 to assist carers in the treatment and rescue of injured wildlife, with a grant pool of $35,000. The criteria for funding is to be determined in conjunction with Council’s Wildlife Officer; and will need to be considered in the current Q3 budget deliberations; and

12 REDLAND WATER COMMITTEE 18/5/2010 – RECEIPT AND ADOPTION OF REPORT

12.1 redland water

12.1.1 REDLAND WATER BUSINESS UNIT REPORT – APRIL 2010

The Redland Water (RW) business unit report is presented to Council for noting. The report provides the business unit’s performance for the month of April 2010 and covers financial and non-financial indicators for water and wastewater.

It is expected that, most of the time the report findings will be “business as usual”. Where exceptions occur, these will be highlighted.

The report provides a regular opportunity for Council to consider the RW’s performance and to respond to any exceptional reporting.

Council is provided with the option to accept the report or, accept it and request additional information or a review of performance.

To report on the ongoing performance of the business unit against key performance indicators (KPIs).

RW’s performance plan identifies KPIs for which performance targets have been agreed with Council. Reporting is done each month through the RW committee.

The report is provided to Council as a means of monitoring the performance of RW for the activities of water and wastewater.

The first part of the report comprises a “snapshot” of the business unit’s achievement in meeting KPIs (year-to-date) and financial report card.

The report then provides specific financial report and commentary, capital expenditure (graphically) and a detailed customer overview.

The main body of the report focuses on actual levels of achievement against the KPIs for the month. Where exceptions have occurred and targets not met, an explanation is given as well as action taken to improve performance.

The report closes with a summary of the major issues for each group during the month.

The recommendation primarily supports Council's strategic priority to provide and maintain water and wastewater services to sustain our community.

Providing this report also supports Council’s Governance strategic priority to provide a clear organisational direction supported by effective leadership and a framework of policies, plans and strategies that are responsive to the community’s needs and which promote accountable and ethical standards of practice.

There are no direct financial implications resulting from this report. Financial implications may result where Council requests a performance review or requests an increase in performance standards.

That Council resolve to accept the Redland Water business unit report for April 2010, as presented in the attachment.

That Council accepts the report and requests additional information or a review of performance.

That Council resolve to accept the Redland Water business unit report for April 2010, as presented in the attachment.

12.2 COMMITTEE CLOSED SESSION

The committee meeting was closed to the public under Section 463(1)(h) of the Local Government Act 1993 to discuss the following items:

Following deliberation on these matters, the Committee meeting was again opened to the public.

12.2.1 PRESENTATION BY ALLCONNEX WATER

A confidential presentation on Pricing Strategy was given by Allconnex Water (Kim Wood, CEO Allconnex Water, Craig Fenton, PricewaterhouseCoopers and Alan Sutcliffe).

12.2.2 water reform update

A confidential report from Manager Water Reform dated 6 May 2010 was discussed in closed session at the Redland Water Committee meeting on 18 May 2010, with the Committee Recommendation presented at today’s General Meeting for consideration.

1. That Council resolve to note the update on the regional water reform project within south-east Queensland; and

12.2.3 transfer schedules

1. That the Chief Executive Officer be delegated authority to take all actions necessary to execute the transfer scheme and the accompanying certification statement when received; and

2. That the report and attachments be deemed confidential documents and be treated as such in accordance with sections 250 (2) and 1143 (4) of the Local Government Act 1993 and that these documents remain confidential.

1. That the Chief Executive Officer be delegated authority to take all actions necessary to execute the transfer scheme and the accompanying certification statement when received; and

2. That the report and amended attachments be deemed confidential documents and be treated as such in accordance with sections 250 (2) and 1143 (4) of the Local Government Act 1993 and that these documents remain confidential.

12.2.4 allconnex water billing options

2. To maintain its’ previous decision to keep charges on the Rates Notice and separate bill in July 2011; and

12.3 CONFIDENTIAL General Business

12.3.1 EQUITY DETERMINATION

The Chief Executive Officer provided a verbal update on Equity Determination in closed session.

12.4 IN APPRECIATION

The Mayor, Councillors and officers thanked Mrs Eleanor Bray, Manager Water Reform (previously Manager Customer Service & Business Performance) for her professionalism and commitment to Redland City Council and her outstanding leadership through the water reform project and wished her well in her new role as General Manager Customer Services & Retail at Allconnex Water.

13 customer services committee 19/5/2010 – RECEIPT AND ADOTPION OF REPORT

13.1 Customer Services

13.1.1 MONTHLY REPORT FOR PROJECT DELIVERY GROUP

Responsible Officer Name: Bradley Salton
Acting Group Manager - Project Delivery Group

The report provides a project status as at 28 April and an overall financial summary as at 31 March for projects undertaken by the Project Delivery Group.

To provide Council with a summary report of projects currently being managed by the Project Delivery Group.

The Project Delivery Group (PDG) is responsible for the delivery of capital and major operational projects. This involves developing detailed designs and costing for each project, coordinating the quotation or tendering process and the project delivery and/or construction of the works program.

A detailed analysis has been undertaken to outline the number of projects being managed by the Project Delivery Group, their current status and projected completion dates. (Refer Attachment 1)

The following projects have been identified as having major issues and there are some aspects of these projects that need to be addressed and/or noted:

· 65049 – Days Road Upgrade Link to Resources & Waste Facility - Awaiting advice from Client regarding decision on project. This project is linked to the SRWF and will not be constructed this year.

· 45787 - Pats Park Stage 1, Beelong St, Macleay Island - Project scope has recently been reviewed as there was insufficient budget allocation to complete the original scope. Redesign to match budget has been completed. This project may not be completed this financial year, however this project will commence and PDG will expend as much as possible within the timeframe available.

· 45772 - Beth Street, Russell Island - Project has major drainage issues. Area is to be surveyed and a full design to be undertaken. Project will not be constructed this financial year but is planned for construction next financial year.

· 65014 - Sustainable Resource & Waste Facility Redland Bay - Project in evaluation stage. Project will not be constructed this financial year - recommended to transfer the remaining budget to a future year at 3rd Budget Review.

· 65019 - Macleay Island Waste Transfer Station - Response required to Department Environment Resource Management on various aspects of design. PDG will expend a portion of their budget allocation this financial year. The remaining budget should be carried forward by PDG and IPG at the 3rd Budget Review.

· 42320 - Wellington Point Queuing Beach - This project has recently been provided to PDG for investigation. Now awaiting final design, estimate and permit requirements. Project will be carried forward at 3rd Budget Review. As directed by client, project to be deferred to 2010/11 for construction.

The following projects have been placed on the “Watch List” and PDG are monitoring the progress of these projects.

· 45744 - Waste Water Disposal - Amity Point Caravan Park, North Stradbroke Island - Amity Point Caravan Park: Emergency works completed. Long term treatment options being investigated by consultant. Proposed to carry forward remaining budget at 3^rd Budget Review as construction works will not commence until next financial year.

· 41774 - Victoria Point Reserve Stage 1 (Playground Upgrade) - Construction will commence this financial year, supply of equipment lead times may cause completion date to occur early 2010/11.

· 41774 - Victoria Point Reserve Stage 1 (Carpark & Landscape Upgrade) - Construction will commence this financial year. Completion will only occur once the playground upgrade has been finalised in 2010/11. Balance of funds to be carried forward at 3rd Budget Review.

· 45881 - Kennedy Farm Site Remediation, Russell Island - Project scope has recently changed to include commissioning of environmental reports over the site. Report results will determine required scope and whether project will be completed this financial year.

· 40318 - Cleveland Lighthouse Conservation Works - Stage 2 - Anticipated to complete the project June 2010; however extent of structural work will not be fully known until construction has commenced.

The Group’s financial performance as at 31 March 2010 is summarised with supporting graphs. (Refer Attachment 2a &2b)

· Build safe, strong and self reliant communities with access to community services, infrastructure and opportunities for participation in community life; and

· Provide and maintain water, waste services, roads, drainage and support the provision of transport and waterways infrastructure.

The Survey Services Manager; Design Services Manager; Project Management Services Manager, Construction Projects Services Manager have been consulted in the preparation of this report and are supportive of the recommendation.

13.1.2 MONTHLY REPORT FOR CUSTOMER AND COMMUNITY SERVICES GROUP MARch 2010

Dataworks Filename: GOV Reports to Committee - Customer & Community Services (CCS)

This report outlines the key monthly activities for the Customer & Community Services Group including:

To provide information to the Council on current performance levels and significant issues affecting service delivery.

The Customer & Community Services (C&CS) Group delivers a wide range of services at multiple locations throughout the City. The Group comprises five main Units; these being Human Services, Cultural Services, Leisure and Recreation Services, Customer Service and Redland Performing Arts Centre.

While the group has its predominant focus on community services delivery a number of the services are operational under the Code of Competitive Conduct (Type 3 Businesses) under the Local Government Act. These include the Redland Performing Arts Centre, Straddie Holiday Parks and School Aged Care Services.

Each of the teams in the Group reports monthly against a set of performance indicators. Variations from performance expectations are highlighted in the attached annexure. Achievements are also reported on as well as significant future events. Program deliverables and key projects are reported in tables. Each Service Manager summarises the most significant of these each month within the report to the Customer Services Committee. The annexure is provided for Councillors for reference to more detailed reporting if required.

The Young Citizen Program delivered 21 activities to 13 primary schools, 2 vacation care and 1 childcare centre with 1296 young people participating.

360 residents have attended activities over February and March 2010 for the Eat Well Be Active Program.

Redlands residents were encouraged to host neighbour day activities on 28 March for National Neighbour Day, to foster stronger neighbourhood’s connections through a media campaign.

Southern Moreton Bay Islands - Initial consultation was held with 7 community groups about initiating a voluntary management model of Kennedy's farm house and the development of a community garden. A series of community consultation sessions were conducted on Macleay Island to gather resident’s ideas for the development of a Welcome Sign on Macleay Island with over 60 residents participating.

The Seniors-Assistive Technology Expo was held at North Stradbroke Island on 26th March 2010 with 60 people attending: 12 service providers partnered with Redland City Council to provide information to assist seniors, their carers and families to live independently.

The 2009-2010 Round 2 Regional Arts Development Fund (RADF) applications closed 26 March: A total of 21 applications were received requesting $230,500 from $77,396 funds available.

The Inaugural Artmail e-newsletter was published in March. Artmail network continues to grow weekly, with over 130 members at present.

Children’s attendance at School Age Care has increased slightly for morning care by an average of 23 children per day however reduced in after school care by an average of 50 children per day.

Redlands Youth Day Out to be held in Thornlands on April 10th as part of Youth Week.

Young Citizens Program promotional afternoon tea is to be held for school teachers at Indigiscapes on 12th April 2010 (pupil free day).

Seniors Assistive Technology Expo will be held on Russell Island on 7th June, 2010.

Community Safety Expo to be delivered at Victoria Point Community Hall and precinct on 5 June 2010.

Home Assist Secure promotions include 3 days at Capalaba Park Shopping Centre on the 11, 12 and 13 May. It is anticipated that the promotion will increase client registration by 30 new clients. A presentation will be held at the Seniors Forum on the 29 April at St Paul's Church Cleveland. Presentations have been booked for the month of June and August.

A first for the library service was the delivery of a digital storytelling workshop by Young People's staff to 176 clients at Cleveland Library on 17th March.

One of the libraries Young People's staff member attended the State Government's Flying Start workshop held at Thornlands State School on 30th March. This forum provided an opportunity to heighten government awareness of the important role that public libraries play in advancing childhood literacy.

The Explore IT Expo was held throughout March which includes a month long program of 64 prepared PowerPoint information sessions and hands-on workshops on the ITC PC's. The activities focussed on technology and what is available through our libraries at Capalaba, Cleveland and Victoria Point. Most of these sessions were delivered by library staff and ranged from Building Websites to Cybersafety to Family History online to Load Your MP3 and looking at what is inside a computer with Under the Hood.

The Fred Hollows Foundation's 'In Fred's Footsteps' travelling exhibition was held from 5-19 March at the Capalaba Library.

The Authors in Action Workshop with Rowena Cory Daniells was held at the Victoria Point Library on 13th March.

An evening with Anita Heiss who is a member of the Wiradjuri nation, and is an author, poet, satirist and social commentator was held on 18th March.

Red-e-cat usage has decreased, possibly due to many clients being on holidays for Easter with consequent reduction in home use of red-e-cat. The improvements made to Red-e-cat are also assisting clients to search smarter. The Systems Librarian will investigate statistical capture of data by HIP if this trend continues in case there is an issue with the accuracy of the data.

The exhibitions held at Cleveland were Kuru Alala - Eyes Open which opened on 7th March & Modern History (Part 2): An exhibition by Elizabeth Lamont.

The exhibition held at Capalaba was Burger Force: The exhibition (a National Youth Week event) which opened on the 1st March. Two Burger Force Workshops were held with Jackie Ryan at Capalaba Art Gallery for 13-18 year olds with 15 people attending each workshop as part of the Live It Now program.

A Floor Talk by Alison Clouston about her work featured in Kuru Alala - Eyes Open and about her travels to Central Australia to work with the Tjanpi Desert Weavers was held on 10th March.

The awning that was to be installed outside the Cleveland Art Gallery in April has now been deferred to May as tendering advised they had not put the call out for tenders yet as they have been quite busy.

As physical headcounts have been unreliable and the people counters are no longer working at the Island libraries, we are currently only recording Mobile Visitor Numbers.

As part of the Read On @your library program, Morris Gleitzman the popular children's author will hold an event at RPAC on 24th May.

Redland Libraries will be closed for the Easter period from 02 - 05 April inclusive; Monday 26th April for the Anzac Day holiday & Monday 03 May for the Labour Day holiday.

The Cleveland Art Gallery will be closed 31 May-04 June to install new exhibitions. The Capalaba Art Gallery will be closed 26 April-26 May to install new flooring. Both galleries will be closed 02-05 April for Easter, 25-26 April for Anzac Day and 03 May for Labour Day.

The awning for the Cleveland Art Gallery is scheduled to be installed in either May or June.

An Artist & Professional Photographer will lead a hands-on workshop called “Captured: Tips & Tricks for documenting your work like a pro” on 19th May about how to professionally photograph your artwork using your own camera and a few tricks and basic techniques. This is a Museums Alight! 2010 event.

The Volunteers Day Out will include a visit to Logan Art Gallery and Ipswich Art Gallery on 18^th June.

Usage at both Mainland and Island Community Halls has returned to normal with 128 regular hirers invoiced this month, the highest for any month in the 2009/2010 period.

Casual usage of both the Russell Island pool and Cleveland Aquatic Centre were affected by the inclement weather.

Cleveland Showgrounds usage for both Soccer and Touch football were also affected by the weather conditions.

A Report on the Community proposal for the management of the Straddie Holiday Parks was presented to the Finance and Corporate Committee in March and the recommendation to accept the CMO's management offer, subject to lease negotiations, was approved by Council.

The construction of the Surf lifesaving equipment shed at the Adder Rock Holiday Park was completed.

All patrolled beaches are still recovering from the big tides and there are some unusable sections. The tides have created a trough/lagoon between the surf and the entry to Cylinder beach allowing families to set up near the lagoon and the children to swim in safe water.

Additional ground penetrating radar work will be done at the Dunwich Cemetery in April. This will then finalise this part of the project. The initial data shows that there are no "unused" areas within the cemetery with between 8000 to 9000 unknown grave sites being found.

Grant Applications have been lodged with the Community Memorials Restoration Program for the following 2 projects:

2. To digitally record burials at the Dunwich Cemetery via an online database matching results from the 2009 GPR survey work with the death register of Dunwich Benevolent Asylum. A decision should be made on these applications in early April.

The Heritage Master plan for the Cleveland Cemetery will be finalised in April 2010. PDG will commence the scope for the project between now and June and it is expected to commence stage 1 early in the new financial year. The Heritage Master Plan of the Redland Bay Cemetery will be completed in May 2010. Some minor parts of the plan will be completed in 2010/2011.

The Redlands Easter Festival will be held at the Cleveland Showground from the 3-5th of April and the Buick Car Club on the 17-18th April. The Buick Car Club event will require the use of 4 of the touch fields for parking (2) and static displays (2). This event will attract nearly 10,000 people on the Sunday 18th.

The Redlands Memorial Hall will be painted externally within the next 2 months. This will not require the closure of the hall and there should be very little disruption to hirers.

The Russell Island Pool will close for the winter period at the end of the April School holidays.

Bookings at the Straddie Holiday parks are nearly closed for the Easter period. Negotiations with the CMO on the lease for the Straddie Holiday parks will commence in April with the hope of a handover of the facilities in July 2010.

The Customer Service Unit held 2 very successful 3 hour training workshops over two days for the customer service team. Topics covered were RPS exempt development, Planning - change of conditions, Text on Property Report regarding overlays and zonings, Lot reconfiguration compliance assessment and Smart-eDA test applications.

Smart-eDA gained momentum in March with 14 applications processed. Customer Service is responsible for entering the applications and has noted that while a number of applications are well made there are a significant amount that of a poor standard and not properly made. As a result of the workshops the team are more confident when processing these applications. This has led to a very short turnaround time once the application has been received and entered by Customer Service then forwarded on to the respective team.

Information session are organised for the team on SE Thornlands Structure Plan by Land Use Planning.

RPAC presented the first concert of the 2010 Musical Melodies seniors program on Wednesday 3 March – the performance titled “Dusty, Doris and Me” was a pleasing way to start off the seniors program, and was much enjoyed with 391 attending.

Our fourth entrepreneurial performance "Dirty Dusting" was a huge success with all tickets sold out. Much loved actresses - Joan Sydney, Maggie King and Anne Phelan delighted the audience with their cheeky one-liners as "The Telephone Belles".

Hire usage in March included four internal hirers - a HR Framework Session, Immunisation Clinic, Redland Rates Reform Group and a Community Engagement Forum. Our media partner, Queensland Community newspapers, held a two day workshop in the Auditorium.

The recruitment process for a new Marketing Coordinator was undertaken. The successful candidate will commence at RPAC on Tuesday, 27 April 2010.

RPAC presentations in April include the second of the 2010 Musical Melodies program titled - "Melodies of Love", starring international recording star, John McNally on Wednesday 28 April, and Fandango with Friends featuring Karin Schaupp with the Flinders Quartet on Friday 23 April.

Karin will be holding a Stage Fright Workshop, which will be offered to local performance groups. The workshop program teaches "self help" techniques, and while this program is primarily designed for performers it will also be helpful to anyone who is required to undertake presentations and public speaking. This program will also be offered to Council departments that have staff who would like to strengthen their presentation techniques and skills.

· Provide effective organisational leadership through strategic planning and accountable and ethical standards of practice.

· Build safe, strong and self reliant communities with access to community services, infrastructure and opportunities for participation in community life.

Consultation has occurred with all Customer & Community Service Managers and the General Manager Customer Services.

13.1.3 MONTHLY REPORT FOR OPERATIONS AND MAINTENANCE GROUP

The core activities of the Operations and Maintenance Group are contained within this report and cover the period 1 March to 31 March 2010.

The Waste Management Unit is a type 2 business unit and this report will provide Council with a monthly update and on a quarterly basis the unit will report its performance against the key performance Indicators in the business performance plan.

To provide information to Council on the activities undertaken by the Operations and Maintenance Group and on a quarterly basis report on the performance of the Waste Business Unit against key performance indicators.

The Operations and Maintenance Group undertakes the day to day operational activities of environmental education and environmental extension programs, the maintenance and operation of Council’s waste collection and disposal facilities, the maintenance of roads, drains, marine and quarry facilities and the maintenance of Council’s parks reserves and assets. This range of activities is undertaken by Council’s day labour and contractor workforce.

The group generally operates between the hours of 7am to 4.45 pm weekdays with an on call service for after hours, however the environmental education operates 6 days per week and many evenings, with the waste facilities operating 7days per week.

65 instances rectified. A system to capture costs of this activity is being developed. Costs will be included in this report once figures are available.

PARKS AND CONSERVATION UNIT– Unscheduled Activities and Significant Events

Parks Unit – 23 incidences – total 54m3 – cost to dispose $8,208.00. These included 2 cars, 1 large tree complete with roots.

ENVIRONMENTAL EDUCATION UNIT– Unscheduled Activities and Significant Events

· Earth Hour Dinner – community dinner with 52 participants – all food prepared fresh (no cooking), no general electric lighting, acoustic entertainment) – associated with Earth Hour.

· Continuation of bush food tours at IndigiScapes through partnership with City to Straddie tours.

· Native Plant wall (similar to koala wall but inside) is in final stages of design – expect a late May/early June installation.

· New entrance signage is in final stages of design – expect a late May/early June installation.

· Bushcare Convenors’ workshop held – annual get together of the volunteer coordinators of Council bushcare groups to discuss issues.

· Sustainable Energy Solutions in the home – two workshops in conjunction with Earth Hour.

· Little Red Flying-foxes moved from Redland Bay to North Stradbroke Island in early March, quite a bit earlier than usual and were still present on NSI on 16/4. It is expected they would leave NSI to fly north in late April/early May.

· A Southern Cross University student has begun a project looking at movement of Greater Gliders in the Redlands, focusing on Greater Glider reserve.

· The Koala LED signs are having a new battery trial at the South Street depot (the current battery life in insufficient) to test a new system in late April.

The Waste Operation Unit is working with the Contractor to minimise the odours

· Based upon an aerial survey on 15 March 2010, the landfill will reach capacity in December 2011.

The generator in is commissioning phase where the engine is tested with gas from the landfill. If all goes well electricity generation should commence in May 2010.

The activities undertaken within this report primarily support Council's strategic priorities to:

· Ensure the enhancement of biodiversity including koala habitat, bushland, greenspace, waterways, catchments, air and coastal ecosystems in recognition of our unique location on Moreton Bay.

· Provide and maintain water, waste services, roads, drainage and support the provision of transport and waterways infrastructure.

· Build safe, strong and self reliant communities with access to community services, infrastructure and opportunities for participation in community life.

This report was prepared in consultation with Unit Service Mangers and numerous staff within the Operations and Maintenance group.

13.2 COMMITTEE CLOSED SESSION

The committee meeting was closed to the public under Section 463(1)(h) of the Local Government Act 1993 to discuss the following item:

Following deliberation on this matter, the Committee meeting was again opened to the public.

At the Committee Meeting, the following Councillors declared a conflict of interest in the following item either stating that they, or a relative, were members of, or associated with, organisations who were seeking funding. All Councillors remained in the chamber, voted in the community interest, and voted in the affirmative.

· Cr Henry Hear to Life Redlands Inc, Eprapah Scout Management Committee and Old School House Gallery.

· Cr Hobson Point Lookout Surf Life Saving Club, Circle of Men (Auspiced by RDCOTA), Redland Scottish and Celtic Society, Redland Bayside Disability, Qld PCYC Redlands and Redlands Bayside masters Swimming Club.

At today’s General Meeting the following Councillors declared a conflict of interest in the following item, stating they, or a relative, were members of or associated with organisations seeking funding. All Councillors remained in the chamber for discussion and decision on this item, voting in the community interest in the affirmative.

· Cr Henry Hear to Life Redlands Inc, Eprapah Scout Management Committee and Old School House Gallery.

· Cr Ogilvie Straddie Chamber Music Festival and Point Lookout Surf Life Saving Club.

· Cr Hobson Redland’s Arts Council, Coochie Art Group, Connect2group, Point Lookout Surf Life Saving Club, Circle of Men (Auspiced by RDCOTA), Redland Scottish and Celtic Society, Redland Bayside Disability, Qld PCYC Redlands and Redlands Bayside masters Swimming Club.

13.2.1 COMMUNITY GRANTS PROGRAM AND RADF ROUND 2 APPROVAL OF FUNDS

The new Community Grants Program was established within Council on 1 July 2009, to provide financial assistance to local community organisations and individuals through grants to undertake projects for the benefit of the Redlands community.

Financial assistance to the Redlands community through the grants program includes:

· Capital Infrastructure Support Grants up to $75,000 with a total pool of $250,000; and

In addition, a sub category of Koala Conservation and Koala Arts Support Grants was included as part of the Project Support Grants, in which $70,000 has been committed by the Environment Education Unit, Indigiscapes.

With the exception to the Mayor’s Small Grants, which can be submitted throughout the financial year, all other categories have two funding rounds each financial year closing in September 2009 and March 2010.

Round 2 of the Community Grants Program and Regional Arts Development Fund (RADF) opened on 15 February 2010 and closed on 26 March 2010.

A total of 121 applications requesting $1,573,554.56 have been received in Round 2 including:

· 32 applications for Organisation Support requesting $89,642.70. Funding available in Round 2 $55,627;

· 36 applications for Project Support requesting $308,423.16. Funding available in Round 2 $100,071.05 plus $55,194.10 for Koala Projects;

· 32 applications for Capital Infrastructure Support requesting $944,986.40. Funding available in Round 2 $113,254; and

· 21 applications for RADF requesting $230,502.30. Funding available in $77,000.

Applications from the Organisational Support Grants have been assessed by Council staff and approved by the Group Manager, Customer and Community Services.

Applications for the Project Support, Capital Infrastructure Support and the RADF have been assessed by Council staff and approved and endorsed by the Community Grants Panel and, in the case of the RADF applications, the RADF Committee in accordance with State Government and Council Policies and Guidelines.

This report seeks approval from Council to fund successful applications from Round 2 of the Community Grants Program for the Project Support, Capital Support and RADF categories. Total funding of $334,849 is sought to fund 39 applications that have been successful from Round 2. The successful applicants for each category are included in the attachment to this report.

Successful and unsuccessful applicants for all categories – Organisational Support, Project Support, Capital Infrastructure Support and RADF – will be informed of an outcome of their application after the General Meeting on 26 May 2010.

To recognise the organisations that have been successful in their applications, an event has been scheduled at the Redland Performing Arts Centre from 6.00pm to 7.30pm on 16 June 2010, in which the Mayor and Councillors will be invited to present cheques to the successful applicants.

In accordance with Corporate Policy POL-3082 Financial Assistance to the Community Sector and Corporate Guideline GL-3082-001 Financial Assistance to the Community Sector, this report seeks approval from Council to fund the successful applications under Round 2 of the Community Grants Program in 2009/10.

Council’s Corporate Policy POL-3082 Financial Assistance to the Community Sector and Corporate Guideline GL-3082-001 Financial Assistance to the Community Sector provides for a range of grants to be available to the community. With the exception of the Mayor’s Small Grants which runs continuously, all other grants have two (2) rounds of funding, Round 1 in September and Round 2 in March of each year. All grants, excepting the Mayor’s Small Grants, are on a competitive basis and assessed against the Guidelines. The categories of grants available are:

· Mayor’s Small Grants – up to $500 for individuals demonstrating excellence at a high level and to organisations for unexpected costs and grant writing assistance;

· Organisational Support Grants – up to $3,000 to provide assistance to organisations to support management, administration and planning costs;

· Project Support Grants – up to $10,000 to provide assistance to organisations to provide specific projects that deliver long term positive outcomes to the community. The projects can create improvements for people in a particular community or locality in the Redlands;

o Koala Conservation Support Grants – up to $10,000 to assist organisations in specific projects or activities that provide positive outcomes for koala conservation in the community. Applications will be assessed as part of the Project Support Grants; and

o Koala Arts Support Grants – up to $10,000 to assist professional or emerging professional artists or organisations to develop art projects along a koala conservation theme. Applications will be assessed as part of the Project Support Grants.

· Capital Infrastructure Support Grants – up to $75,000 to assists organisations to build, renovate or refurbish facilities, including hard-wired technology upgrades, and

· Regional Arts Development Fund (existing grant) – this grant supports professional artists and arts workers to practice their art, for and with communities.

All applications are assessed for eligibility against the Information for Applicants (Guidelines) for the Community Grants Program and against a set criteria that reflects Council’s strategic directions endorsed by the Corporate Plan, the Strong Communities Framework and the Cultural Plan. Key priorities are set each year for the following year based on recommendations gathered by the Grants Team from different program areas within Council. They are also assessed in accordance with Council’s Corporate Policy and Guidelines.

Project Support and Capital Infrastructure Support Grants have been endorsed and approved by the Community Grants Panel. The panel is chaired by the Community Grants Coordinator with members consisting of three Council staff and three representing the community. The Council members were elected for their professionalism in the specific program areas and the community members are elected for their experience in grant funding programs and or experience in the not-for-profit sector. Membership on the panel is for one funding round with the membership being reviewed for future rounds in line with the review of the program.

At the Grants Review workshop with the Mayor and Councillors in February 2010, it was resolved that a workshop take place for all Councillors to enable discussion and review of recommendations of the Project Support and Capital Infrastructure Support Grants before consideration by the Customer Services Committee on 19 May 2010. This workshop was held on 6 May 2010.

In the case of applications for the RADF, there are two rounds of the RADF Grants with Council’s annual budget allocation being matched by the State Government. Council is required to administer the RADF Grants under State Government Guidelines. The applications are assessed by the elected RADF Committee, chaired by Councillor Helen Murray, who has the casting vote. Councillor Craig Ogilvie is also represented on the Committee. RADF Committee members are elected for two terms and represent a cross section of art forms and interests. They are assessed against criteria set by the State Government and the objectives of Council’s Cultural Policy. The RADF Committee assesses and endorses applications.

Endorsed and approved applications under Project Support, Capital Infrastructure Support and RADF are submitted to Council for approval. This process ensures a consistent, fair, open process without bias.

The applications to which this report is seeking funding for have been assessed in line with the Corporate Guideline GL-3082-001 - Financial Assistance to the Community Sector.

Round 2 – Project Support Grant – 36 applications were assessed requesting total funding of $308,423.16. Of these applications, 22 applications have been recommended for funding totalling $137,240.35. This includes:

· $97,240.35 for 19 projects recommended for funding under the Project Support Grant; and

· $40,000 for three projects recommended from the Environmental Education Unit, Indigiscapes as part of the sub category to fund two Koala Art projects and a Koala Conservation project.

Round 2 – Capital Infrastructure Support Grant – 32 applications were assessed requesting total funding of $944,986.40. Of these applications, three applications have been recommended for funding totalling $120,608.70.

Round 2 – Regional Arts Development Fund – 21 applications were assessed requesting total funding of $230,502.30. Of these applications, 14 applications have been recommended for funding totalling $77,000.

The applications that were unsuccessful either did not meet the eligibility criteria or were eligible projects but did not rank high enough to meet the funding threshold as a priority project.

19 applications under the Organisational Support Grant have been approved for funding for the amount of $51,103. The total budget for the Organisational Support Grant in 2009/10 is $90,000 - $45,000 each funding round. Funds available in Round 2 are $55,627.

22 applications under the Project Support Grant are recommended for approval by Council for the amount of $137,240.35. Approval is sought for:

· $97,240.35 for successful applications under the Project Support Grant. The funds available in Round 2 are $100,071.00; and

· $40,000 from the Environmental Education Unit, Indigiscapes to fund two successful Koala Art projects and a Koala Conservation project received under the sub category of the Project Support Grants. The funds available in Round 2 are $55,194.10.

Three applications under the Capital Infrastructure Support Grant are recommended for approval by Council for the amount of $120,608.70. Funds available are $113,254.

14 applications under the Regional Arts Development Fund (RADF) are recommended for approval by Council for the amount of $77,000. The total budget for the RADF in 2009/10 is $104,602 with $77,000 available in Round 2.

After the assessment of applications in Round 2 unexpended funds were moved from the Organisational Support and Project Support categories for the amount of $7,354.70 to the Capital Infrastructure Support which ensured maximum expenditure occurred. Uncommitted funds within the grants program cannot be rolled over from one financial year to another so any unspent funds would be returned to Council’s general revenue.

All funding provided to the Community Grants Program and RADF in 2009/10 has been fully expended under each category;

The Land Use Planning Group was consulted and it is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

Information on the Community Grants Program was provided to the community through 6 Information Sessions that were held on the mainland and with one being held on Russell Island. In excess of 125 people attended these sessions seeking information on how to apply for funding. Many One-on-One meetings were held with individuals and organisations for the Community Grants Program and RADF to provide advice on the funding categories, eligibility and on draft applications.

In the assessment of the applications, consultation occurred with Council staff, the Community Grants Panel at a meeting on 5 May 2010 and the RADF Committee at a meeting on 4 May 2010.

Briefing on Round 2 of the Community Grants Program and a copy of all the applications received were provided to the Mayor and Councillors for comment on 22 April 2010.

A Councillor Workshop was held on 6 May 2010 where the recommendations for approval were discussed.

1. To approve funding for 19 applications totalling $97,240.35 under Round 2 of the Project Support Grants – Community Grants Program;

2. To approve funding for three applications totalling $40,000 to be funded from the Environmental Education Unit, Indigiscapes, received under Round 2 of the Project Support Grants – Community Grants Program;

3. To approve funding for three applications totalling $120,608.70 under Round 2 of the Capital Infrastructure Support Grants – Community Grants Program;

4. To approve funding for 14 applications totalling $77,000 under Round 2 of the Regional Arts Development Fund – Community Grants Program; and

5. To approve funding to C-102-0004 Coochiemudlo Island Recreation Club totalling $55,000, to be funded from Community and Social Planning.

1. To approve funding for 19 applications totalling $97,240.35 under Round 2 of the Project Support Grants – Community Grants Program;

3. To approve funding for three applications totalling $120,608.70 under Round 2 of the Capital Infrastructure Support Grants – Community Grants Program;

4. To approve funding for 14 applications totalling $77,000 under Round 2 of the Regional Arts Development Fund – Community Grants Program; and

5. To approve funding to C-102-0004 Coochiemudlo Island Recreation Club totalling $55,000, to be funded from Community and Social Planning.

14 CORPORATE SERVICES AND GOVERNANCE COMMITTEE 19/5/2010 RECEIPT AND ADOPTION

That the Corporate Services & Governance Committee Report of 19 May 2010 be received.

14.1 corporate services

14.1.1 APRIL 2010 MONTHLY FINANCIAL REPORT

Section 528(1) of the Local Government Act 1993 requires that Council’s statement of accounts be presented at an ordinary monthly meeting.

The attachments to this report present the April 2010 financial statement of accounts to Council and provide detailed analytical commentary. Millions will be displayed by an M, and thousands will be displayed by a K.

The financials demonstrate that all of the seven Key Financial Performance Indicators once again exceeded targets set at the beginning of the financial year. These are:

An additional four Key Performance Indicators have been provided which illustrate new indicators that Council will be required to report against when the new Local Government legislative framework is adopted. Currently, Council is meeting three of the four targets with Operating Surplus YTD falling just short of the target.

At 30 April 2010 capital works expenditure was only 49.3% of the revised total annual capital works budget of $72.9M. More detailed analysis is provided further on in this report.

Council’s end of month operating financial result (Earnings Before Interest, Tax and Depreciation – EBITD) is ahead of revised budget by $10.6M, with operating revenue above budget by $2.5M & operating expenditure underspent by $8.1M.

The cash flow position for the year is $5.9M above the revised budget, with receipts from customers $5.9M below budget & unfavourable financing activities $323K and interest $252K being more than offset by payments to suppliers & employees $11.5M lower than budget and lower payments for property, plant and equipment $1M. The cash held at 30 April 2010 is $82.3M, equal to 7 months cash capacity against an original target of three to four months. As the water business is continuing to move through the reform process, Redland City Council remains committed to retaining additional cash until the outcome of the process is clear.

The purpose is to present the April 2010 report to Council and explain the content and analysis of the report. Section 528 of the Local Government Act 1993 requires the Chief Executive Officer of a local government to present statements of its accounts to the local government.

The Corporate Plan contains a strategic priority to ensure the long term financial viability of Redland City and provide public accountability in financial management. For organisational effectiveness, it is important that Council receive and understand the monthly financial statements.

The following elements, shown in the attachments, comprise the End of Month Financial Reports for April 2010:

Shows the percentage variance of year to date actual results compared with year to date budget by colour indicators. Tolerance levels for the variances differ between operational and capital amounts.

Additionally, an Operating Statement by Strategic Priority (C); Balance Sheet and commentary (D); Cash Flow Statement and commentary (E); and an Investment Summary and Graphs (F) have been included to provide the complete picture of Council’s finances. Finally, an Operating Statement with detailed commentary (G) shows year to date actual results compared with annual and year to date budgets. This report has a brief commentary on all year to date variances greater than $20,000 and variances are classified as timing or permanent. Timing variances are anticipated to disappear once 30 June 2010 figures are produced. Permanent variances imply the variance will remain into the next financial year.

The recommendation in this report primarily supports Council’s strategic priority to support the organisation’s capacity to deliver services to the community by building a skilled, motivated and continually learning workforce, ensuring assets and finances are well managed, corporate knowledge is captured and used to best advantage, and that services are marketed and communicated effectively.

The overall financial result for the period ending April 2010 remains strong with EBITD of $40.0M ($10.6M ahead of budget). This result is due to total operating revenue of $158.2M ($2.5M above budget) and total operating costs of $118.2M ($8.1M below budget).

Rates Charges are unfavourable against budget by $127K. Utility Charges has a favourable variance of $695K predominantly as a result of favourable water charges of $619K & refuse charges of $154K partially offset by an unfavourable variance of $85K on separate / special charges.

Fees and Charges are below budget by $288K due to Customer & Community Fees $180K, Operations & Maintenance $174K, Distribution $98K, Community Standards $70K below budget partially offset by Financial Services $103K, Sustainable Assessment fees and charges $74K & Building & Plumbing $38K above budget.

Operating Grants and Subsidies is above budget by $1.4M due to timing variances.

External interest is favourable by $164K due mainly to higher than anticipated cash holdings.

Other revenue is above budget by $599K primarily due to Operations & Maintenance Scrap Metal Revenue $142K, Property Services commercial rent $88K; water distribution project $158K, environmental education revenue $54K and RPAC entrepreneurial event revenue $30K.

Employee Costs is under budget by $495K as a result of vacancies in Development & Community Standards $645K (currently under recruitment) Planning & Policy $165K and Governance $93K, offset by overspends in Customer Service $224K, Corporate Services $148K and Redland Water $36K.

Operational Goods and Services are under year to date budget by $7.8M and the majority of variances are expected to be timing at this stage. The largest variances relate to Environmental Management $748K, Community Benefit Fund $497K, Land Use Planning $436K, Water Reticulation $321K, Waste Water Treatment $257K, Operations & Maintenance $1M, Infrastructure Development $713K, Economic Development $259K, IM Services Group $553K.

Contributions and Donations is $117K over budget in total with Planning and Policy $96K over and Customer Services $21K over.

The Capital Expenditure program is 5.0% or $1.9M behind revised budget as at the end of April 2010 due to significant underspends in Customer Service $2.0M, Redland Water $1.2M which is offset by $1.8M overspend by Corporate Services.

Major underspends are Customer Service, PDG $1.8M: RDQ Construction Overheads $329K, Asphalt Overlays under due to delays caused by wet weather $1,078K, Well Pt Reserve Stg2 - Park Upgrade $342K, Rickertt/Quarry Rd Widening delayed due to wet weather $1,316K, Koonwarra-Barramundi & Trans Island Rds 213K, and Future Designs $295K. Redland Water projects $1.23M: PS 6 augmentation $644K, wastewater ICS $502K, wastewater treatment $485K, relocation of lab $400K, wastewater reticulation $301K, pump stations $290K, and sewer and maintenance holes $228K. ‘Overspends’ in Corporate Services of $1.8M, distorted by entry for investment in LG water $2,626K, partially offset the above.

Capitalised Employee Costs is $26K below cumulative budget with the main underspend being $277K in PDG, offset by overspends of $212K in Redland Water and $34K in Operations & Maintenance.

The investment of surplus funds for the month returned a weighted average rate of return of 4.60%, which is again ahead of the UBS Aust Bank Bill Index of 4.30%. The cumulative position for the year is a favourable return of 4.09% against the UBS Aust Bank Bill Index of 3.72%. These returns are reported on a monthly weighted average return and Council benchmarks the funds against the UBS Australian Bank Bill Index. Interest return is reported on both an annual effective and nominal rate of return.

It is also relevant to note that the RBA policy interest rate has increased to 4.25% at the end of April 2010 (and has risen again to 4.50% as at 5 May 2010).

The cash balance is $82.3M at the end of April 2010 which is equivalent to 7.0 months cash capacity. Council is intentionally maintaining a higher balance than target whilst it monitors the impact of the structural reforms to the water business.

It is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

That Council resolve to note the End of Month Financial Reports for April 2010 and explanations as presented in the following attachments:

14.1.2 2009/2010 THIRD QUARTER BUDGET REVIEW

Author Name: Deborah Corbett-Hall
Acting Service Manager Budgeting, Financial Modelling and Group Support

This report outlines the budgeted financial position as at 31 March 2010 and provides a review of required and/or requested budget funds to Council’s 2009/10 revised budget.

It is proposed that Council resolve to adopt the revised budget for 2009/10 at Redland City Council (RCC) consolidated level. In addition to this and in accordance with the Local Government Act 1993, it is proposed that Council resolve to adopt the Redland Water financial statements & Redland City Council Waste financial statements that are presented in the attached documentation. The relevant pages are outlined within the Officer’s Recommendation in this report.

To address known budget expectations, significant forecast variances and consider budget review submissions.

This report presents a review of the 2009/10 revised budget as at 31 March 2010. As part of Council’s financial management framework, comprehensive quarterly budget reviews are undertaken by all departments. The March budget usually focuses on making any final corrections to adopted budget figures and incorporating any new/changed programs or priorities for the last three months of the financial year. Council previously revised the 2009/10 budget in February 2010 to include any second quarter (Q2) submissions (General Committee Meeting held 24^th February 2010).

· New Projects – Projects and initiatives proposed by officers that have not previously been approved by Council for any level of expenditure.

· New Projects Councillor/Committee – Projects and initiatives that have been referred by Councillors or Council/Committee meetings that have not received previous approval for any level of expenditure.

· New Submissions – Adjustments and variations to existing projects or services and revenue estimates that would affect Council’s surplus/deficit or cash position.

· Transfers – Adjustments and variations to existing projects or services and revenue estimates that would not affect Council’s surplus/deficit or cash position.

A total of 348 submissions have been included within this budget review and a summary of these budget review submissions is provided in the attachments to this report.

The recommendation primarily supports Council's strategic priority to support the organisation’s capacity to deliver services to the community by building a skilled, motivated and continually learning workforce, ensuring assets and finances are well managed, corporate knowledge is captured and used to best advantage, and that services are marketed and communicated effectively.

Overall the proposed budget review increases the forecast cash ending balance for the 2009/10 financial year by $10.384 million from $57.828 million to $68.212 million. This favourable movement in forecast is primarily made up of the following:

· Increase in water consumption and bulk water purchase based on the third quarter read $500,000;

· Increase in interest on investments due to higher cash holdings and interest rates $320,000;

· $844,000 savings in Waste Business Unit to be held in reserves for future works;

· $500,000 savings in employee costs, $100,000 savings in consultants in Development and Community Standards Department;

· $300,00 John Fredericks Park carried forward to 2010/11 budget due to delays in design and specification; and

$890,000 Pump Station 6 Cleveland Showgrounds,- savings acquired during pipe purchase;

$700,000 construction of bus shelters (Adshell) delayed and carried forward to 2010/11;

$600,000 savings in Wellington Point works, balance to be transferred to another Gateways to Moreton Bay project (when approved);

$530,000 Victoria Point Reserve Stage 2, partially completed this year and balance transferred to 2010/11; and

$430,000 Capalaba Regional Park partially completed, balance to be transferred to another Gateways to Moreton Bay project (when approved);

The reduction in the capital expenditure above is slightly offset by some new projects, for example ‘Fit for Life’ $395,000 which is partially funded by a government grant.

· $720,000 reduction in proceeds of sale of fleet due to a downturn in the market and decision to keep vehicles longer prior to disposal;

The above are only the major items contributing to the cash movement. A more detailed listing can be found in the budget review submissions listing (pages 5 – 21) contained within the attachment.

This budget review still results in all seven adopted Key Performance Indicators being favourable against their respective targets.

It is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

All group managers in consultation with the Executive Leadership Group (ELG) undertook the development of this budget review. Councillors reviewed the budget submissions with ELG in a workshop held on Thursday 6^th May 2010.

1. That Council adopt the Revised Budget for 2009/10 at Redland City Council consolidated level which refers to the following:

b) RCC Statement of Financial Position (Balance Sheet) – page 3 of attachment,

c) RCC Strategic Priority Operating and Capital funding Statement – page 22 of attachment,

2. To meet the requirements of the Local Government Act 1993, to adopt the Redland Water Operating and Capital Funding Statement and the Redland City Council Waste Operating and Capital Funding Statement – pages 26 and 30 respectively of the attachment.

That Council resolve not to adopt the revised budget for 2009/10 as presented in the Officer’s Recommendation below.

1. Adopt the Revised Budget for 2009/10 at Redland City Council consolidated level which refers to the following:

b. RCC Statement of Financial Position (Balance Sheet) – page 3 of attachment;

c. RCC Strategic Priority Operating and Capital funding Statement – page 22 of attachment;

2. To meet the requirements of the Local Government Act 1993, adopt the Redland Water and Redland Waste Operating and Capital Funding Statements – pages 26 and 30 respectively of the attachment.

1. Adopt the Revised Budget for 2009/10 at Redland City Council consolidated level which refers to the following:

b. RCC Statement of Financial Position (Balance Sheet) – page 3 of attachment;

c. RCC Strategic Priority Operating and Capital funding Statement – page 22 of attachment;

2. To meet the requirements of the Local Government Act 1993, adopt the Redland Water and Redland Waste Operating and Capital Funding Statements – pages 26 and 30 respectively of the attachment.

14.2 GOVERNANCE

14.2.1 COUNCILLORS’ COMMUNITY BENEFIT FUND QUARTERLY REPORT

Dataworks Filename: G&S Reconciliation – Councillors’ Community Benefit Fund

The purpose of this report to provide financial information on the Councillors’ Community Benefit Fund.

POL 2034 Councillors’ Community Benefit Fund includes the commitment to report quarterly to Council on the expenditure of funds through the appropriate committee.

Traditionally reporting of the Councillors’ Community Benefit Fund has been made through the Finance & Corporate Management Committee and with the formation of the new Corporate Services & Governance Committee it is appropriate for the quarterly reports to be presented to this Committee.

It is intended that the following quarterly information be provided to the Committee:

The recommendation primarily supports Council's strategic priority to ensure the long term financial viability of the City and provide public accountability in financial management.

Applications were submitted and processed in accordance with Guideline 2034 Councillors’ Community Benefit Fund.

The quarterly report was produced in consultation with officers from the Office of the CEO.

At the Committee meeting, Cr Williams stated she had previously been a director of Redfest and would continue to volunteer for Redfest. Cr Williams did not feel she had a conflict of interest in the following matter and remained in the chamber for discussion and decision on this item, voting in the affirmative.

At today’s General Meeting, Cr Williams stated she may have a perceived Conflict of Interest in the following item as she had previously been member of Redfest. Cr Williams remained in the chamber for discussion and decision on this item, voting in the affirmative.

14.2.2 SPONSORSHIP APPLICATIONS - REDFEST AND THE STRADDIE SALUTE OFFROAD TRIATHLON

Council’s Corporate Sponsorship policy was adopted in October 2009, with the policy objective of “seeking to support and promote a strong and involved community through the sponsorship of events, projects, services or other activities in an equitable and accountable way. This policy came into force on 1 January 2010.

The definition of sponsorship is defined as “a business transaction in which a sponsor provides a financial contribution or value in kind to support an event, project, service or activity in return for negotiated commercial and other benefits. It is a business transaction because it involves an exchange that has measurable value to each party in commercial, communication or philanthropic terms”.

In accordance with the policy and guidelines, all sponsorships over $5,000 are to be determined by Council. This report provides recommendations from the internal assessment panel about sponsorship of RedFest ($20,000) and The Straddie Salute Off-road Triathlon ($7,750).

This report provides background and recommendations to Council for sponsorship of Redfest and the Straddie Salute Off-road Triathlon in accordance with its policy and guidelines.

This event is scheduled for 3, 4, and 5 September 2010 at the Norm Price Park - Redlands Showgrounds. The event has been operating in various formats for 52 years and is the longest running and largest existing event in the Redlands. It is organised by Redland Spring Festival Inc. and targets primarily the local 35+ age group and families, indicating it attracts between 15,000 and 20,000 people over the three day festival.

The Festival states “it brings together art, music and cultural events to offer a professionally managed program which promotes a sense of community, showcases local creativity, skills and products and creates fundraising and promotional opportunities for local community groups. The Festival program includes nationally recognised bands and musicians, musical concerts and performances, major gala events, regattas, workshops by artists, performers, craftspeople and community educators, art, photographic and craft displays, musical talent quests, street theatre, fireworks and other carnival events”.

In previous years the festival has received varying levels of financial and in kind support from Council in both sponsorship and grants. Council provided $30,000 in cash sponsorship to the 2009 Redfest event and $1,200 in in kind support.

RedFest organisers state that among the benefits offered are opportunities for community organisations to participate, fundraise and/or raise profile as well as artistic development through exposure and engagement with professional performers, workshops and organisations.

The organisers also indicate that the program is designed to attract both local and regional audiences by acknowledging the current trends and interest in music and cultural life. In 2009, it is indicated that there was an increase in visitors from outside Redland City and an increased interest from patrons in local accommodation to allow them a weekend stay. Surveys undertaken have noted that businesses acknowledge an increase in custom during the festival weekend.

This year RedFest is seeking $40,000 in Council sponsorship funding to offset the costs of infrastructure such as fencing, toilet hire, ticket boxes, marquees, etc.

The event organisers have also secured a $7,000 RADF grant to engage an artistic performer in a series of musical workshops and a performance at the RedFest. In addition, RedFest is seeking $10,000 in funding from Council through IndigiScapes to support a koala conservation themed lantern parade.

The event aligns with the natural environment, community health and wellbeing and economic prosperity strategic priorities of Council.

The internal assessment panel representing the areas of community and social planning; customer and community services; economic development, marketing and communications and environmental management have assessed the value of this sponsorship to Council as $20,000 and equivalent to a Gold sponsorship package.

The Gold sponsorship package includes: naming rights to a major venue featuring international acts as part of RedFest, verbal recognition in radio advertising promoting the event, inclusion of logo on event marketing collateral and website, banners in prominent locations and provision of a speaker.

The panel recommends that Council’s previous in kind support valued at approximately $1,200 for reduced venue rental costs during event set up/dismantling should continue. The panel agreed that costs for rental of exhibition stands/space should be paid for separately by Council.

This is the third year the event has taken place and is scheduled for Sunday 10 October 2010 at Point Lookout, North Stradbroke Island. Between 350 and 400 competitors participated and/or supporters attended the event in 2009. It is organised by Weekend Warrior Events, an organisation managing similar events in the Brisbane area.

It targets social fitness enthusiasts, active triathletes and mid to large organisations in the Greater Brisbane Area. It incorporates a Fun Run and Walk.

In 2009 the Straddie Salute – North Stradbroke Island received $4,990 in Council sponsorship funding and is seeking $7,750 ex GST for the 2010 event. The funds would be used to assist with traffic management services, police services, local advertising and public notification signage.

The event aligns to Council’s strategic priorities of community health and well being and economic prosperity.

The organisers of the event indicate the Straddie Salute delivers over $300,000 in economic benefit to North Stradbroke Island and the greater Redlands area, through spending by staff, support services, competitors and spectators in accommodation, food, fuel and other goods and services.

Their research shows many competitors extend their stay on the Island for more than two nights turning their participation into a holiday because of the appealing destination. It boosts visitation during a traditionally quiet time of year.

The benefits being offered to Council in return for its sponsorship are: provision of a speaker, distribution of Council promotional material, media exposure, branding opportunities, networking opportunities, sponsor display, delegate/attendee tickets; destination naming rights.

The internal assessment panel representing the areas of community and social planning; customer and community services; economic development, marketing and communications and environmental management supports the level of financial sponsorship requested at $7,750 ex GST.

Redland City Council’s Marketing and Communications group will liaise with sponsored organisations to ensure that all benefits agreed to in the sponsorship agreement are delivered satisfactorily.

RedFest aligns with Council‘s strategic priority relating to community health and wellbeing, natural environment and economic growth.

The Straddie Salute – North Stradbroke Island aligns with Council’s strategic priorities of community health and well being and economic prosperity.

Mayor Melva Hobson; internal assessment committee made up of managers Community and Social Planning, Customer and Community Services, Economic Development, Environmental Management, Marketing and Communications and the Director, Cr Craig Ogilvie.

1. $20,000 (GST exclusive) in sponsorship funds to Redland Spring Festival Inc. (RedFest); and

2. $7,750 (GST exclusive) in sponsorship funds to Weekend Warrior Events (The Straddie Salute – North Stradbroke Island).

1. Accept the assessment panel’s recommendations to pay $20,000 in sponsorship funding to Redland Spring Festival Inc (RedFest) and $7,750 to Weekend Warrior Events (The Straddie Salute – North Stradbroke Island);

2. Decline approval of one or both sponsorship requests from Redlands Spring Festival Inc. (RedFest) and Weekend Warrior Events (The Straddie Salute – North Stradbroke Island) or

3. Vary the amount of sponsorship funding to either the Redland Spring Festival Inc (RedFest) or Weekend Warrior Events (The Straddie Salute – North Stradbroke Island)

1. $20,000 (GST exclusive) in sponsorship funds to Redland Spring Festival Inc. (RedFest); and

2. $7,750 (GST exclusive) in sponsorship funds to Weekend Warrior Events (The Straddie Salute – North Stradbroke Island).

1. $20,000 (GST exclusive) in sponsorship funds to Redland Spring Festival Inc. (RedFest); and

2. $7,750 (GST exclusive) in sponsorship funds to Weekend Warrior Events (The Straddie Salute – North Stradbroke Island).

14.2.3 CORPORATE BALANCED SCORECARD APRIL 2010

Responsible Officer Name: Luke Wallace
Manager Corporate Planning Performance & Risk

The monthly Corporate Balanced Scorecard report, as attached, provides a high level overview of Council’s performance in key areas of our business using the four Balanced Scorecard Perspectives – Financial, Customer, Internal/Business Processes and People & Learning.

This report is an important component of the performance management framework. The other main report provided to Council and the community is the quarterly Operational Plan Report that focuses on performance against each of the programs in the Corporate Plan.

The overall rating for April 2010 is Satisfactory, with a weighted score of 2.51.

The report shows results against each KPI for the current month and the previous 12 months. Longer term trends and comparisons incorporating the same month last year are included to provide a better understanding of current performance levels.

A summary of this month’s results is provided on page two of the report and shows the overall score for Redland City Council, including the rating (the small coloured indicator at the right hand side). An outstanding result is shown as green, above standard and satisfactory shown as yellow and an unsatisfactory result is shown as red. The overall rating for Council and for each perspective is determined by the relative weightings of the performance measures.

The subsequent pages of the report provide details of the performance measures in each perspective. The actual performance results each month are displayed as a graph, with the red and green lines showing the normal expected range for the measure. The red line represents the minimum satisfactory level and the green line represents the outstanding level. The rating for each measure is also shown as a green tick (outstanding), a yellow line (satisfactory and above standard) or a red cross (unsatisfactory). Explanation of results is provided by the responsible manager in the commentary each month. Where a significant issue arises from the data that requires further explanation it will be provided in this covering report.

Most measures are performing well within the target range. Comments for each measure are provided by managers and are outlined in the attached report. Those measures performing outside the target range are:

The following table outlines the Internal Audit issues that are overdue or due at the end of April 2010.

At the end of April 68% of recommendations were fully implemented and closed. Four of the extended recommendations were rated as a high risk for implementation by People and Change Group, but were delayed due to other priorities associated with implementation of the Aurion 10 upgrade and staff shortages. Of the remaining recommendations, progress has been made on each recommendation however implementation has been delayed due to staffing constraints and higher priorities.

Fourteen of the recommendations that were closed related to the procurement review. This is due to the completion and acceptance by management of the report of the independent procurement review undertaken by Project Procure in the latter part of 2009.

Progress against completing items identified in the Workplace Health & Safety Management Plan is well underway. Due to the current workload of the Workplace Health & Safety Unit, some planned items that did not reach completion this month are in the process of being addressed. It is envisaged that completion against the plan will be back on track within the coming months.

A higher number of workplace injuries over the last 12-18 months have led to the LTIFR being outside the target range. Fewer injuries in recent months are starting to bring this measure under control which is encouraging. All injuries are investigated as a matter of course. In the vast majority of cases, the injuries have tended to be minor in nature.

Detailed commentary surrounding these measures has been provided by the relevant managers in the attached report.

The recommendation in this report primarily supports Council's strategic priority to provide a clear organisational direction supported by effective leadership and a framework of policies, plans and strategies that are responsive to the community’s needs and which promote accountable and ethical standards of practice.

No direct financial implications arise from this report. The report does contain several indicators that either reflects financial performance to date, or which will have had a direct or indirect impact on financial performance.

The data and components in this report were provided by relevant managers and have been compiled by the Corporate Planning, Performance and Risk Group.

That Council resolve to note the Corporate Balanced Scorecard for April 2010 as attached.

That Council resolve to note the Corporate Balanced Scorecard for April 2010 and request additional information.

That Council resolve to note the Corporate Balanced Scorecard for the month of April 2010 as attached.

14.2.4 CORPORATE PLAN 2010-2015 – CONSULTATION REPORT and CONSIDERATION OF FINAL DRAFT for adoption

Responsible Officer Name: Luke Wallace
Manager Corporate Planning Performance & Risk

Council’s current Corporate Plan expires on 30 June 2010 and a new plan must be adopted before the start of the 2010/11 financial year. On 24 February this year, following broad consultation, Council adopted a draft Corporate Plan for formal consultation with the community. The public consultation was communicated widely, inviting responses and submissions until 6 April.

This report advises on the results of the consultation exercise and presents the final draft of the Corporate Plan for adoption, incorporating input from the formal consultation process into the final document.

Council’s new Corporate Plan has been developed to respond to the visions and goals set out in the Community Plan, Redlands 2030, as adopted by Council on 28 April 2010. This report recognises that there are likely to be a number of opportunities and challenges with the implementation of the Community Plan, including the commencement of the Local Government Act 2009 and supporting Regulations from 1 July 2010.

In recognition of these opportunities and challenges, and acknowledging the fact that the Community and Corporate Plans were largely developed in unison to meet legislative deadlines, this report makes provision for a formal review of the Corporate Plan 2010-2015 within a 12 to 18 month timeframe should Council so desire.

To note the results of the consultation process and to recommend adoption of the Redland City Council Corporate Plan 2010-15.

The current Corporate Plan was adopted in 2006 and expires in June 2010. Under legislation, Council must adopt a five year Corporate Plan. This plan must set out the direction for Council for the next five years and must also be closely aligned to the Community Plan.

The development of the recently adopted Redlands 2030 Community Plan involved extensive consultation with the community. It sets out the community’s vision for the next twenty years, together with a series of priorities and goals. Council’s Corporate Plan must respond to the Community Plan, setting out how Council will contribute to the delivery of the Community Plan over the next five years.

In recognition of the clear links that need to exist between the Community and Corporate Plans, along with the significant community contribution in developing a desired vision for the City, the development of the Corporate Plan has been developed through the following significant consultation processes;

· Internal consultation with senior staff and Councillors to identify priorities for Council and identify how Council can contribute to the delivery of the Community Plan. This included a major workshop in October 2009 where Councillors and officers were asked to consider the implications of the draft Community Plan and prioritise actions for inclusion in the Corporate Plan 2010-2015.

· A meeting took place with the Community Reference Group (CRG) in November 2009 where the Corporate Plan development process was explained and members were given the opportunity to provide input on priorities emanating from the Community Plan.

· A series of workshops was held with senior officers with responsibility for core planning functions where they were asked to consider the outcomes from the community planning process and contribute to the development of the Corporate Plan 2010-2015.

· A preliminary draft Corporate Plan was presented to Councillors in December 2009 which resulted in significant feedback and amendments to the draft.

· A draft Corporate Plan was presented to Council in February 2010 with the draft being endorsed for the purposes of formal community consultation.

· Council undertook formal public consultation on the draft document with advertisements being placed in local newspapers, posters being displayed in customer service areas and Council’s website further promoting the opportunity for community input.

· A further meeting with the CRG was held at the beginning of March 2010 to present the draft Corporate Plan and seek feedback.

· Quandamooka Forum considered the draft plan at its meeting on 30 March and provided formal feedback.

In addition to the detailed feedback received from the meeting with the CRG, Council received nine written submissions about the draft plan. Attachment A is a summary of the consultation responses. All the comments and suggestions have been considered carefully and many have been incorporated into the updated draft which is attached to this report.

Some of the significant issues raised through the consultation process were as follows;

· Population management and Council’s role in setting policy in this area in the best interests of the City.

· How Council prioritises the many and varied strategies contained in the Corporate Plan and how Council allocates its resources to furthering the strategies.

· Council’s role in further developing and managing local transport networks including public transport and whether infrastructure supporting walking and cycling should be prioritised over private transport and road networks.

In response to this input, including further input from staff, the final draft Corporate Plan has been amended to incorporate wording changes and clarify meaning and intent without altering the overall intent of the original strategy. In addition some new strategies have been added due to specific feedback and a small number of strategies have been deleted to avoid overlap and duplication because it was considered that they were adequately covered elsewhere in the draft.

In summary, every individual response has been considered carefully and the final draft reflects most of the suggested changes. The end result of the internal and external consultation and analysis is a Corporate Plan (Attachment B) that very closely mirrors the Community Plan and provides Council with a clear direction for the next five years.

Along with the development of the strategies that Council will pursue in the next five years, the issue of performance measurement has been carefully considered in the development of the Corporate Plan. The indicators in the Plan have been developed to ensure they are the best indicators of our progress in delivering on the priorities determined through the community and corporate planning processes.

Significant work has been undertaken to ensure the measures can be defined and quantified and that it is possible to gather data and report on the measures at appropriate intervals of frequency. The performance measures are significantly updated from the draft to ensure that those included can meet all of these criteria and all measures contained in this draft will be reported to Council and the community at regular intervals.

Staff are currently developing a performance management framework to determine the exact methods and frequency for reporting these metrics (including community surveys, data gathering and reporting etc). This framework will be brought before Council within six months for approval, thus providing transparency as to precisely how and when the data will be reported with an emphasis on accountability, community engagement and capacity to adjust resource allocation to respond to the information provided in the performance data.

Finally, it must be recognised that to meet legislative timeframes the Corporate Plan has been developed in unison with the Community Plan. Whilst this has provided several benefits and ensured that the two documents are very closely aligned, it has also meant that the Corporate Plan is commencing at essentially the same time as the Community Plan commences. To this end, the initial implementation of the Community Plan has not been able to be tested before Council moves straight into commencing implementation of its Corporate Plan.

Whilst this may not necessarily present a problem it is felt that the Corporate Plan should be reviewed within 12 to 18 months to ensure it is adequately meeting the challenges and aspirations of the Community Plan. Undertaking a review at this time will also enable 12 months of performance data to be considered which may highlight particular issues or priorities for Council that were not fully understood when this Corporate Plan was developed. Furthermore, the final Local Government Act and supporting Regulations will be known and Council will be able to respond to any issues arising from the legislation.

In recognition of these issues, a report will be brought back to Council in the first half of the 2011/12 financial year to assess the initial progress of the Corporate Plan 2010-15. If evidence at that time suggests that changes to the Corporate Plan are appropriate, those changes will be recommended in the report, subsequent to appropriate community and internal consultation in accordance with the Local Government Act 2009.

The recommendation primarily supports Council's strategic priority to provide effective organisational leadership through strategic planning and accountable and ethical standards of practice.

The Corporate Plan sets the direction for Council and will assist in prioritising budget decisions over coming years. It provides strategic priorities and the Operational Plan and annual budget will link to the Corporate Plan.

The Land Use Planning Group was consulted and it is considered that the outcome of recommendations in this report will not require any amendments to the Redlands Planning Scheme.

A great deal of consultation took place in order to develop the draft plan, including workshops with staff, Councillors and members of Community Reference Group. Subsequent to its approval in February, there was the opportunity for residents, interest groups and other agencies to comment on the draft document and this consultation ran until 6 April. Quandamooka Forum and the Community Reference Group met to discuss the draft and provided detailed and valuable feedback. In addition, the basis of the plan is the Community Plan itself which was the subject of an extensive consultation process.

That Council note the results of the consultation process and recommend adoption of the final Corporate Plan 2010-15.

That Council note the results of the consultation process and recommend adoption of the Corporate Plan 2010-15, subject to amendments agreed at the meeting. If the Plan is not adopted by Council at the General Committee this would cause a delay which may have implications for the finalisation of the budget and Operational Plan which must be adopted after the Corporate Plan.

After discussion the following amendments were made to the attachment Corporate Plan 2010-2015:

1. Under the Mayor’s Message, seventh paragraph, the second dot point be amended to read:

· participating in the population growth debate at a national, state and regional level and ensuring the best possible social, environmental and economic outcomes for the Redlands

Despite the pressures of ongoing population growth, the City has retained its unique character. It maintains an easygoing pace, a wide variety of land and water-based recreational opportunities, extensive education offerings, excellent healthcare facilities and an evolving tourism industry.

Request has been made that the profile be extended to include more social and economic data include demographic breakdowns where appropriate.

Officers will work on this over the next few days and circulate a revised draft via e-mail

2.2 Promote, support and encourage commitment to green living in our community by improving residents’ understanding of climate change and achieving greater water, energy and waste conservation and efficiency

3.1 Address the social, cultural and economic needs of island communities through collaboration by partnering with residents and other tiers of government to deliver infrastructure, facilities and services

5. Under 3. Embracing the Bay, Performance indicators, dot point 5 be amended to read:

5.2 Manage or cap population growth in a compact settlement pattern within the defined sustainable carrying capacity of the city

5.3 Advocate to all levels of government about the impacts of an increased population on the city and the region’s liveability and natural systems

5.7 Support a sustainable future for rural areas by developing and implementing a rural strategy that recognises the city’s heritage, economic, environmental and scenic values and promotes sustainable rural industries and activities

5.8 Plan and advocate to: connect the city’s communities with improved public transport including a road, ferry, cycling and walking network that provides safe and efficient movement within the city and the region and supports physical activity; and promote efficient and environmentally responsible private transport

7.8 Support Ageing Well in the Redlands and contribute to a rich and full community life

8. Under 8. Inclusive and ethical governance, a new point 8.8 be added which reads:

8.8 Provide clear information to citizens about how rates, fees and charges are set and how Council intends to finance the delivery of the Community Plan and Corporate Plan

10. Under 9. An efficient and effective organisation, points 9.5 and 9.6 be deleted.

Cr Williams raised a point of order that the comments made by Cr Henry were in breach of section 32 (2) (c) of the Subordinate Local Law No.5 (Meetings). The Chair requested that Cr Henry withdraw her comments. Cr Henry withdrew her comments.

Cr Henry raised a point of order that the comments made by Cr Murray were in breach of section 32 (2) (c) of the Subordinate Local Law No.5 (Meetings). The Chair requested that Cr Murray withdraw her comments. Cr Murray withdrew her comments.

3. To note that a report will be brought back to Council in the first half of 2011/12 outlining progress on implementation of the Corporate Plan to date and recommending any amendments to the Corporate Plan deemed necessary, subject to appropriate consultation in accordance with the Local Government Act 2009.

4. That the use of the word ‘cap’ in 5.2 be subject to further investigation on the legality of the word ‘cap’.

Crs Boglary, Hobson, Henry, Townsend, Bowler and Ogilvie voted in the affirmative.

14.3 COMMITTEE Closed Session

The committee meeting was closed to the public under Section 463(1)(h) of the Local Government Act 1993 to discuss the following item:

14.3.1 NCP Requirements for Type 2 & 3 Businesses & Community Service Obligations.

Following deliberation on this matter, the Committee meeting was again opened to the public.

14.3.1 NCP REQUIREMENTS FOR TYPE 2 & 3 BUSINESSES & COMMUNITY SERVICE OBLIGATIONS

The Local Government Act 1993, section 765 provides that Council must each financial year identify its activities that are business activities. Section 766(1) provides that Council must resolve whether the Code of Competitive Conduct should or should not be applied to each of its business activities for the following financial year.

The report also looks at the potential additional requirements and impacts of the new Local Government Act 2009 and the draft Local Government (Beneficial Enterprises and Business Activities) Regulation 2009.

and, to apply the Code of Competitive Conduct to the following Type 3 business activities

· Caravan Parks (until new arrangements in place and then could potentially form part of commercial property management)

· Wharves and Jetties( Weinam Creek and Southern Moreton Bay Island (SMBI) jetties and car parks – further analysis will be required to identify what is to be included)

There is also consideration of future activities which could be classified as Type 3 business activities in 2011/12.

The purpose of this report is to identify activities that are business activities, review the application of the Code of Competitive Conduct (the Code) to business activities across Redland City Council. The report also looks at the potential additional requirements and impacts of the new Local Government Act 2009 and the draft Local Government (Beneficial Enterprises and Business Activities) Regulation 2009.

The Local Government Act 1993, section 765 provides that Council must each financial year identify its activities that are business activities. Section 766(1) provides that Council must resolve whether the Code of Competitive Conduct should or should not be applied to each of its business activities for the following financial year. Corporate Policy POL-2658 requires that Community Service obligations pertaining to business activities of Council be reviewed annually as part of the budget process.

In addition, Council is now faced with the new Local Government Act 2009 and the Draft Local Government (Beneficial Enterprises and Business Activities) Regulation 2009. These new pieces of legislation source conceptually from the current legislation but provide more flexibility in approach. Key elements included in the Local Government Act 2009 are chapter 3, Part 2 Business enterprises and activities, particularly Division 2 Business reform, including competitive neutrality

S43 (3) Under the competitive neutrality principle, an entity that is conducting a business activity in competition with the private sector should not enjoy a net advantage over competitors only because the entity is in the public sector.

S43 (4) A significant business activity is a business activity of a local government that—

(a) is conducted in competition, or potential competition, with the private sector (including off-street parking, quarries, sporting facilities, for example); and

S43 (5) However, a significant business activity does not include a business activity that is-

S44(2) Commercialisation involves creating a new business unit, that is part of the local government, to conduct the significant business activity on a commercial basis.

S44(3) Corporatisation involves creating a new corporate entity, that is not part of the local government but is directly or indirectly owned by the local government, to conduct the significant business activity on a commercial basis.

S44(4) Full cost pricing involves pricing the significant business activity on a commercial basis, but without creating a new business unit or new corporate entity.

a) contain a list of all the business activities that the local government conducted during the financial year; and

b) identify the business activities that are significant business activities; and

c) state whether or not the code of competitive conduct was applied to the significant business activities, and if the code was not applied, the reason why it was not applied; and

d) state whether any of the significant business activities were not conducted in the preceding financial year, i.e. whether there are any new significant business activities.

S46(1) This section applies to a new significant business activity that is identified in the annual report of a local government.

S46 (2) The local government must conduct a public benefit assessment of the new significant business activity.

S46(3) A public benefit assessment is an assessment of whether the benefit to the public (in terms of service quality and cost) of applying the competitive neutrality principle in relation to a significant business activity outweighs the costs of applying the competitive neutrality principle.

S46(4) The local government must conduct the public benefit assessment before the end of the financial year in which the significant business activity is first identified in the annual

note :- For all business activities that exceed the threshold, that will not be reported on in the 2009/2010 annual report( these activities are shaded in the table below), public benefit assessments will be required in 2010/11 prior to the preparation of the annual report.

The identification of and application of competitive neutrality principles, full cost pricing and code of competitive conduct, address the preparation of the annual report rather than the budget, this is a change from the previous legislative framework.

S46(5) The local government must prepare a report on the public benefit assessment that contains its recommendations about the application of the competitive neutrality principle in relation to the significant business activity.

b) decide, by resolution, whether or not to apply the competitive neutrality principle in relation to the significant business activity.

S46(7) Any resolution that the competitive neutrality principle should not be applied must include a statement of the reasons why it should not be applied.

S46(9) If the local government decides not to apply the competitive neutrality principle in relation to the significant business activity, the local government must, within 3 years after

S46(10) Subsection (9) also applies to a decision that was made before the commencement of this section.

S47(2) The code of competitive conduct is the code of competitive conduct prescribed under a regulation.

S47(3) A local government must apply the code of competitive conduct to the conduct of the following business activities of the local government-

b) a roads activity, other than a roads activity for which business is conducted only through a sole supplier arrangement.

a) involves performing building certifying functions (within the meaning of the Building Act, section 8); and

S47(5) A roads activity is a business activity (other than a business activity prescribed under a regulation) that involves—

a) constructing or maintaining a State-controlled road, that the State put out to competitive tender; or

(i) constructing or maintaining a road in the local government area, that the local government put out to competitive tender; or

(ii) constructing or maintaining a road in another local government area, that the other local government put out to competitive tender.

S47(6) The local government must start to apply the code of competitive conduct-

a) for a building certifying activity—from the start of the financial year after the financial year in which the building certifying activity is first conducted; or

S47(7) A local government must decide each financial year, by resolution, whether or not to apply the code of competitive conduct to any other business activities

Redland City Council needs to consider the current position in line with the Department of Infrastructure and Planning thresholds to ascertain whether new business activities will be introduced for the 2010/11 financial year in line with current legislative requirements. It has been advised that the thresholds will not be released until June 2010 at the earliest and hence attached are the thresholds as published in September 2009. It should be noted that Redland City Council needs to consider the 12-month amounts (as opposed to the 15-month amounts as it was not an amalgamated council).

The Department of Infrastructure and Planning (‘The Department’) made a regulation limiting the requirements of the Act (s.765,766) to type 3 business activities with expenditure greater than $270,000 in the previous financial year(s.31 Local Government Regulation 2005). Notwithstanding, the code of competitive conduct may also be voluntarily applied to business activities below the threshold and any other activities that are not business activities (s.767 of the Act).

(i) for water and sewerage combined activities - $11,800,000 - (2007-08: $11,300,000)

The following table provides a review of the threshold implications and provides recommendation regarding the applicability of the framework:

The recommendation primarily supports Council's strategic priority to ensure the long term financial viability of the City and provide public accountability in financial management.

However the public benefit assessment is an assessment of whether the benefit to the public (in terms of service quality and cost) of applying the competitive neutrality principle in relation to a significant business activity outweighs the costs of applying the competitive neutrality principle. A significant business activity is a business activity of a local government that—

a) is conducted in competition, or potential competition, with the private sector (including off-street parking, quarries, sporting facilities, for example); and

The public benefit assessment will test the financial impact of applying the competitive neutrality principle whereby transactions and reporting will be developed to provide transparency over a benefit or cost there is to Council in competing directly with the private sector.

In preparing this report, consultation has been undertaken with the Acting Service Manager, Budget, Financial Modelling and Group Support and the Executive Leadership Group.

and, to apply the Code of Competitive Conduct to the following Type 3 business activities

1. Caravan Parks (until new arrangements in place and then forms part of commercial property management)

6. Wharves and Jetties( Weinam Creek and Southern Moreton Bay Island (SMBI) jetties and car parks)

and, to apply the Code of Competitive Conduct to the following Type 3 business activities

1. Caravan Parks (until new arrangements in place and then potentially forms part of commercial property management);

6. Wharves and Jetties( Weinam Creek and Southern Moreton Bay Island (SMBI) jetties);

and, to apply the Code of Competitive Conduct to the following Type 3 business activities

1. Caravan Parks (until new arrangements in place and then potentially forms part of commercial property management);

6. Wharves and Jetties( Weinam Creek and Southern Moreton Bay Island (SMBI) jetties);

15 Mayoral Minutes

15.1 in appreciation

The Mayor took this opportunity to thank the previous Committee Chairs and Deputy Mayor explaining that half way through the term, Council changes the Committee Chairs and the Deputy Mayor and the purpose of that is to allow Councillors to have experience at participating in those roles and gaining experience across the board.

The Mayor thanked the previous Committee Chairs for the work they did and welcomed the new Committee Chairs for the work they are doing and the enthusiasm they are showing, as did the previous Chairs.

The Mayor also thanked Cr Bowler, as Deputy Mayor for the last two years, who did an excellent job, was a great support to her in terms of being new to Council and to the role of Mayor. Cr Bowler is a very patient, level headed person who doesn’t get upset or angry and I would personally like to thank her for her support and calm hand on my arm on occasions. I would like to thank her on behalf of the community for the times she represented me and Council in the civic arena and the manner in which she did that.

16 Direct to Council Reports

16.1 Planning and Policy

16.1.1 DELEGATED AUTHORITY TO COMMITTEE - RESUBMISSION OF PRIORITY infrastructure plan for first state interest review

This report recommends delegation of authority to the Planning & Policy Standing Committee to endorse, or otherwise, a draft Priority Infrastructure Plan for submission to the State Department of Infrastructure & Planning to recommence the State Interest Check review process under Schedule 1 of the Integrated Planning Act 1997 (IPA).

The purpose of the delegation is to ensure a compliant draft Priority Infrastructure Plan (PIP) is lodged with the Department of Infrastructure & Planning prior to the current 30 June 2010 deadline given by the State to potentially allow for the continuation of the transitional planning scheme policy on infrastructure contributions until such time as the PIP is finalised.

The former Redland Shire Council submitted a draft Priority Infrastructure Plan (PIP) to the Department in September 2007, but the then First State Interest Review process under the Schedule 1 of the Integrated Planning Act 1997 (IPA) was not completed due to the announcement of the Standard Infrastructure Charges Schedule (SICS) by the Premier in June 2008, requiring all local governments to comply with a new suite of mandatory provisions, standard trunk infrastructure inclusions and standard exclusions. A compliant draft PIP is listed on the agenda for the Planning & Policy Standing Committee meeting of 2 June 2010, the last scheduled opportunity for Council to consider the revision prior to the current June deadline for planning scheme policies on infrastructure contributions.

The Sustainable Planning Act 2009 removes the opportunity for Council to amend or introduce new transitional policies (the existing headworks charging system) with only CPI adjustments for the change in infrastructure delivery costs. The continuing effect of existing policies on infrastructure contributions is also currently limited to 29 June 2010, or a later date yet to be specified by the State. It is important for Council to initiate a PIP process to ensure that a robust and reliable charging regime is introduced and maintained.

The recommendation furthers Council's strategic priority to cost effectively provide and maintain water, waste, transport and drainage infrastructure and facilities necessary to support the Redland community now and as it grows over time.

The adoption of a Priority Infrastructure Plan (PIP) formalises the process for collecting infrastructure charges through the provisions of the Sustainable Planning Act 2009. Upon adoption, there can be significant implications for the systems for revenue collection, financial recording, reporting and expenditure.

Without a PIP, Council will run the risk that infrastructure delivery costs may spiral beyond the escalation factor of CPI that can be applied by interim planning scheme policies.

The outcome of recommendations from the Planning & Policy Committee report will result in amendments to the Redlands Planning Scheme.

As part of the Schedule 1 process, public consultation of at least 30 working days is mandatory for the exhibition of a draft Priority infrastructure Plan.

Internal consultation has been undertaken with all affected infrastructure providers and managers including Land Use Planning, Environmental Management, Community & Social Planning, Infrastructure Planning and Redland Water – Technical Operations. Legal Services has provided input to the resubmission draft. The Department of Transport & Main Roads was consulted in relation to road and cycleway network planning and charging, in particular the local function of State controlled roads.

That Council resolve to delegate authority under section 472 of the Local Government Act 1993 to the Planning & Policy Standing Committee to determine and endorse the draft Priority infrastructure Plan, as listed for its meeting of 2 June 2010, for submission to the State Department of Infrastructure & Planning for First State Interest Check review pursuant to Schedule 1 of the Integrated Planning Act 1997.

That Council resolves not to delegate authority to the Planning & Policy Committee on 2 June 2010 therefore not meeting the current timeline from the State for Council to submit a draft Priority Infrastructure Plan to ensure the continuation of its transitional planning scheme policy on infrastructure contributions.

16.2 CLOSED SESSION

That the meeting be closed to the public under Section 463(1) of the Local Government Act 1993 to discuss the following items:

"(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."

Cr Townsend declared a Material Personal Interest in item 16.2.1 and left the chamber for discussion on this item at 4.57pm.

Cr Townsend returned to the chamber after completion of discussion on item 16.2.1 at 5.17pm.

Cr Townsend declared a Material Personal Interest in the following item and left the chamber for decision on this item at 5.27pm.

16.2.1 EXEMPTION APPLICATION UNDER LOCAL GOVERNMENT ACT 1993

A confidential report from Project Manager, Customer and Community Services dated 14 May 2010 was discussed in closed session.

1. In relation to the Trustee Leases for the six holiday parks and bookings office, Council endorse the Chief Executive Officer in having sought approval for the contract from the Department of Infrastructure and Planning under section 492 (1)(e) of the Local Government Act 1993;

2. In relation to the management agreement for the foreshore camping grounds at Flinders Beach and Main Beach, Council is satisfied that the services to be supplied are of such a specialised or confidential nature that it would be impractical or disadvantageous to the local government to invite tenders or quotations under section 486 (3)(b) of the Local Government Act 1993; and

Crs Burns, Reimers, Murray, Bowler, Williams, Henry, Ogilvie, Boglary and Hobson voted in the affirmative.

16.2.2 SHAREHOLDER LOAN - REDLAND CITY COUNCIL TO ALLCONNEX

Confidential report from Group Manager Financial Services dated 25 May 2010 was discussed in closed session.

1. To delegate authority to the Chief Executive Officer to lodge a submission with the Treasurer for Redland City Council to enter into a financial arrangement in accordance with the Statutory Bodies Financial Arrangements Act 1982 s 14 and s.61A;

2. To delegate authority to the Chief Executive Officer to enter into a shareholder loan arrangement between Redland City Council and Allconnex; and

17 Urgent Business Without Notice

That permission be granted to bring forward the following item of urgent business.

17.1 delegated authority to mayor – motions lgaq conference

The 114^th Annual Conference of the LGAQ (of which RCC is a member) is to be held in Mackay from August 30 to September 2 2010.

In accordance with Rule 25 (A) of the LGAQ Constitution and Rules a member may bring forward for discussion at an Annual Conference any matter connected with the objects of the Association or pertaining to a subject of common concern to members, upon giving to the Executive Director of the Association appropriate notice in writing.

The LGAQ has recently written to member councils advising that the closing date for submissions is 18June 2010. As it will not be possible to complete a thorough internal consultation process and submit any resolutions to Council for consideration prior to 18 June, it is proposed that the Mayor be delegated the authority to determine, in consultation with Councillors, whether Council should make any submissions to the Conference.

That Council resolve that the Mayor be delegated authority to submit motions on behalf of Council for consideration at the 114^th Annual Conference of the Local Government Association Queensland, to be held in Mackay from 30 August to 2 September 2010, subject to appropriate disclosure of any such motions to all Councillors for their review, prior to submission.

18 Meeting Closure

There being no further business, the Mayor declared the meeting closed at 5.30pm.

[1] It should be noted it is often desirable to maintain stormwater flows into waterways to maintain ecosystems, particularly in drought-affected areas.

[2] Ensuring ongoing maintenance is vital to the success of green roofs

[3] Including requirements such as minimum substrate (growing medium) thicknesses, PVC-free waterproofing membrane, maintenance regimes, and plant selection.

Table 1: Roof type vs. potential benefit
	Climate change	Building energy balance	Urban Heat Island Effect	Storm-water/ WSUD	Bio-diversity	Amenity	Social inter-action and open space	Health
Extensive >75mm	üü	üü	üü	üü	ü	ü	-	ü
Intensive >200mm	üü	üü	üüü	üüü	üü	üüü	üüü	ü
Recreation (limited plantings)	-	-	-	-	-	üüü	üüü	-

Officers	*September to Easter (30 weeks2days 1 trip)*	*September to Easter (30 weeks2days 2 trips)*	Payments to VMR	Maintenance Vandalism Costs & Landfill Charges	Total Annual Costs
Parks and Conservation	$11,397
Compliance		$47,784
			$6500	$4000	$69 681

Activity	Classification	Comments and recommendation
Waste Operations	Type 2 Business Activities	Expenditure forecast for 2009/2010 indicate that the activity will exceed the new business activity estimate threshold hence there will be a continued need to reporting accordance with NCP requirements. No change for 2010/2011
Redland Performing Arts Complex	Type 3 Business Activities	Expenditure forecast for 2009/2010 indicates that the activity will exceed the new business activity estimate threshold hence there will be a continued need to apply the Code of Competitive Conduct. No change for 2010/2011
Building Certification	Type 3 Business Activities	Local Government regulation 2005 combined with Expenditure forecast for 2010/2011 indicate that the activity will exceed the new business activity estimate threshold hence there will be a continued need to apply the Code of Competitive Conduct. No change for 2010/2011
Caravan Parks	Type 3 Business Activities	Expenditure forecast for 2010/2011 indicates that the activity will exceed the new business activity estimate threshold hence there will be a continued need to apply the Code of Competitive Conduct. It is however, likely that reporting arrangements will change with respect to this activity as this activity is scheduled to undergo a change in management structure and may potentially transfer to become part of the commercialised property business activity – see below during 2011/2012. Expected to be applied for part of 2010/2011
School Age Care	Type 3 Business Activities	Expenditure forecast for 2009/2010 indicates that the activity will exceed the new business activity estimate threshold hence there will be a continued need to apply the Code of Competitive Conduct. No change for 2010/2011
Quarry Operations	Type 3 Business Activity	Expenditure forecast for 2009/2010 indicates that this activity will fall above the business activity estimate threshold. This activity had been removed due to the focus of the activity being on Council as the sole customer. With the emergence of Allconnex Water as a customer in 2010/2011 there are expected to be benefits derived by focusing business attention to ensuring full cost recovery supported via full cost pricing. There will be a need to apply the Code of Competitive Conduct.
Wharves and Jetties (Weinam Creek and SMBI jetties)	Type 3 Business Activity	Expenditure forecast for 2009/2010 indicates that this activity will fall above the business activity estimate threshold. Several activities have been aggregated to establish this new business activity which will need to be the subject of a public benefit assessment in 2010/2011. By applying the code of competitive conduct it is hoped to bring these combined non-profitable groups to at least full cost recovery.
Fleet and Plant	Type 3 Business Activity	Expenditure forecast for 2009/2010 indicates that this activity will fall above the business activity estimate threshold. This activity had been removed due to the focus of the activity being on Council as the sole customer. With the emergence of Allconnex Water as a customer in 2010/2011 there are expected to be benefits derived by focusing business attention to ensuring full cost recovery supported via full cost pricing. There will be a need to apply the Code of Competitive Conduct.
Tourism operations	Type 3 Business Activity	Expenditure forecast for 2009/2010 indicates that this activity will fall above the business activity estimate threshold. This activity includes both tourism development support and initiatives but is inclusive of the Redlands Information Centre This activity competes directly with the private sector. There will be a need to apply the Code of Competitive Conduct.
Cemetery	Type 3 Business Activity	Expenditure forecast for 2009/2010 indicates that this activity will fall just above the business activity estimate threshold. This activity has been subject to the code based on exceeding the thresholds previously but not in recent years. The expansion of Redland Bay Cemetery in 2009/2010 provided the catalyst to exceed the threshold. There will be a need to apply the Code of Competitive Conduct.
Art Gallery	Type 3 business activity	Expenditure forecast for 2009/2010 indicates that this activity will fall above the business activity estimate threshold. This activity has not been subject to the code previously. The establishment of active exhibition schedules has required significant additional expenditure. As this activity competes with the private sector there will be a need to apply the Code of Competitive Conduct.

Department	Extreme	High	Moderate	Low	Closed	Extended	Outstanding
Corporate Services	0	9	17	8	27	6	0
Customer Services	0	0	5	4	3	2	0
Governance	0	0	0	0	0	0	0
Planning and Policy	0	0	0	0	1	3	0
Redland water and Waste	0	2	9	0	3	0	0
Regulatory Services	0	0	0	0	2	6	0
Totals	0	11	31	11	36	17	0