Item No.	Item Title	Page No.
1	Operational Plan 2019-2020 Quarter One (Q1) Performance	11
2	Amendments to the 2019-2020 Operational Plan	45
3	Review of Policies - Infrastructure and Environment Department	91
4	Review of Policies - Community, Cultural and Economic Development	106
5	Review of Policies - Legal and Governance Branch, Corporate Services	158
6	Fraud and Corruption Control Policy	175
7	Media Policy	187
8	Local Law Making Process Policy	214
9	Quote Consideration Plan for .ID Profile	238
10	Changes to Fees and Charges arising from Local Laws review	284
11	Monthly Performance Report - October 2019	294
12	Quote Consideration Plan - Cohga (Weave) Spatial Software Agreement	304
13	Updated Terms of Reference for Council's Standing Committees	316

Governance Committee NO. 12

3 December 2019

AGENDA

1. Operational Plan 2019-2020 Quarter One (Q1) Performance

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

2. Amendments to the 2019-2020 Operational Plan

Council has a legislative obligation to prepare an annual report and publically report on it quarterly. As a result of undertaking the quarter 1 report (Jul to Sep) a number of items were identified as being core business, were duplicates or won’t be completed in the year. The 2019-2020 Operational Plan has been amended to remove these items so that clear and accurate reporting for the operational plan can occur for the remainder of the financial year (quarters 2, 3 and 4). This report is seeking the adoption of the amended 2019-2020 Operational Plan.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the amended 2019-2020 Operational Plan be adopted.

3. Review of Policies - Infrastructure and Environment Department

This is a report concerning governance documents relating to the Infrastructure and Environment Department (IED) that were outlined in the report by the Policy Officer, at Council Ordinary meeting of 16 July 2019. In order to meet the new requirements of Council’s Policy and Procedure Framework, changes are required to governance documents and are now to be presented for repeal.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Master Planning of Open Space”, be repealed.

B. That the policy titled “Community Facility Name Signs”, be repealed.

C. That the policy titled “Application of No Stopping Devices”, be repealed.

4. Review of Policies - Community, Cultural and Economic Development

This is a report concerning a review of policies in relation to the functions of the Community, Cultural and Economic Development Department undertaken in accordance with council’s Policy and Procedure Management Framework adopted by Council on 16 July 2019.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the policies detailed in Table 1, be repealed.

B. That the amended policies detailed in Table 2, be adopted.

C. That the new policy detailed in Table, 3 be adopted

TABLE 1 – Policies to be repealed

Name of Policy	Adopted at Council	Attachment Number
Ipswich Outdoor/Nature-Based Recreation Policy	28 June 2016	1
Skate and BMX Facilities Policy	29 November 2016	2
Sport, Recreation and Physical Activity Policy	21 May 2013	3
Multi-Use Sport and Recreation Facilities Policy	23 April 2013	4
Requests to Purchase a City of Ipswich Logo Flag Policy	21 February 2012	5
Sponsorship of Promotional Street Banners Policy	8 November 2012	6
Installation of Claude Identilite Signage Policy	14 November 2017	7

TABLE 2 – Amended Policies

Name of Policy	Adopted at Council	Attachment Number
Community Donations Policy - Current	29 January 2019	8
Community Donations Policy - Proposed		9
Bursaries, Scholarship and Other Funding for Community Purposes Policy - Current	26 June 2018	10
Bursaries, Scholarship and Other Funding for Community Purposes Policy - Proposed		11
Community Engagement Policy - Current	1 December 2015	12
Community Engagement Policy - Proposed		13

TABLE 3 – New Policies

Name of Policy	Attachment Number
Active City Policy	14

5. Review of Policies - Legal and Governance Branch, Corporate Services

This is a report concerning the review of policies relating to the functions of the Legal and Governance Branch, Corporate Services, undertaken in accordance with Council’s Policy and Procedure Management Framework adopted by Council on
16 July 2019.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the policies detailed in Table 1, be repealed.

TABLE 1

Policy	Rationale for Decision	Attachment
General Donations to the Ipswich City Council Staff Social Club	This policy was initially adopted in 2004 to provide support to the workforce to foster strong working relationships through opportunities for social interaction. Over the years Council has taken a broader approach to employee well-being and has put in place programs that provide greater health and networking opportunities. Therefore, it is considered that this policy can now be repealed as it no longer relevant.	1
Key to the City Policy	These policies have been merged into a new policy entitled Keys to the City and Freedom of Entry Policy. These honours are both symbolic in nature and can be dealt with under the same policy.	2
Freedom of Entry Policy		3
Hardship Property Acquisition Policy	This policy has been replaced by the Early Property Acquisition Policy which was adopted by Council on 29 October 2019.	4

B. That the policy detailed in Table 2, be adopted.

TABLE 2

Policy	Rationale	Attachment
Keys to the City and Freedom of Entry Policy	This policy details Council’s commitment to conferring appropriate honours to individuals who meet the policy criteria as well as a symbolic honour for a military unit. This policy will replace the two (2) separate policies as detailed in table 1.	5

6. Fraud and Corruption Control Policy

This is a report concerning the adoption of the Fraud and Corruption Control Policy a deliverable of Transformation Project 7 – Risk Management.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the policy titled "Fraud and Corruption Control Policy" as detailed in Attachment 1, to the report by the Governance Manager dated 21 November 2019, be adopted.

7. Media Policy

This is a report concerning a Media Policy which outlines the expectations of elected representatives and staff of the organisation when dealing with the media, and when managing and preparing content for owned channels.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Media Policy, as outlined in Attachment 1, be adopted.

B. That the procedure titled “Media and Communications Procedure” as outlined in Attachment 2, be noted.

8. Local Law Making Process Policy

This is a report concerning the presentation of Council’s Local Law Making Process Policy in the new policy template for adoption. There is no change to the policy or its intent – only readjustment to fit the new template. It identifies the new policy owner and author, Corporate Services, as a result of the recent organisational restructure. It has also been identified that a superseded policy relating to making and reviewing local laws needs to be repealed. This report is part of the deliverable for Business Transformation Project 9 (Policies, Procedures and Local Laws).

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Local Law Making Process Policy” as detailed in Attachment 1, be repealed.

B. That the policy titled “Making and Reviewing Local Laws and Subordinate Local Laws” as detailed in Attachment 2, be repealed.

C. That the policy titled “Local Law Making Process Policy as detailed in Attachment 3, be adopted.

9. Quote Consideration Plan for .ID Profile

This is a report concerning a Quote or Tender Consideration plan to support the renewal of Ipswich City Council’s subscription to online demographic and economic analytics tool, .id Profile. This report has jointly been prepared by the Corporate Planning section (product owner/user) and the ICT Business Support section (where budget resides).

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That Council (Interim Administrator of Ipswich City Council) resolve to prepare a Quote or Tender Consideration Plan for Profile.ID in accordance with section 230(1) (a) of the Local Government Regulation 2012.

B. That Council (Interim Administrator of Ipswich City Council) resolve to adopt the Quote or Tender Consideration Plan for .id Profile as outlined in the report by the Senior Social Policy Analyst dated 8 November, 2019 in accordance with section 230(1)(b) of the Local Government Regulation 2012.

C. That Council (Interim Administrator of Ipswich City Council) resolve to enter into a contract with I.D. Consulting Pty Ltd for a Demographic Information System on the terms described in the report by the Senior Social Policy Analyst dated 8 November 2019 for a period of 4 years, to bring the contract terms in line with Local Government Elections.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract with I.D. Consulting Pty Ltd to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

10. Changes to Fees and Charges arising from Local Laws review

This is a report concerning proposed changes to Council’s Register of Fees and Charges arising from the recent Local Laws review.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the 2019-2020 Register of Fees and Charges be amended, as detailed in Attachment 1, and adopted with effect from 10 December 2019.

11. Monthly Performance Report - October 2019

This is a report concerning Council performance for the period ending 31 October 2019, submitted in accordance with section 204 of the Local Government Regulation 2012.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

12. Quote Consideration Plan - Cohga (Weave) Spatial Software Agreement

This is a report concerning a Quote Consideration Plan to identify providers that have been classified as a sole or unique provider to Council.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

A. That Council (Interim Administrator of Ipswich City Council) resolve to prepare a Quote Consideration Plan for Cohga (Weave) spatial software suite in accordance with section 230(1)(a) of the Local Government Regulation 2012.

B. That Council (Interim Administrator of Ipswich City Council) resolve to adopt the Quote Consideration Plan for Cohga (weave) spatial software suite as outlined in the report by the Interim ICT Manager dated 22 November 2019 in accordance with section 230(1)(b) of the Local Government Regulation 2012.

C. That Council (Interim Administrator of Ipswich City Council) resolve to enter into a contract with Cohga P/L for the provision of the Weave application on the terms described in the report by the Interim ICT Manager dated 22 November 2019.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract with Cohga P/L to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

13. Updated Terms of Reference for Council's Standing Committees

This is a report concerning an updated Terms of Reference (TOR) for Council’s Standing Committees. The Terms of Reference was first submitted to Council in October 2018 and then again in November 2018. Since that time consultation has been undertaken with the Executive Leadership Team and the Interim Management Committee. As a result of the consultation a suggested updated TOR (to replace the five current Terms of Reference for each of the committees) has been prepared for consideration.

Recommendation

That the Interim Administrator of Ipswich City Council resolve:

That an amended Terms of Reference for Council’s standing committees, as detailed in Attachment 2, be adopted, replacing the five current Terms of Reference for each of the standing committees.

** Item includes confidential papers

and any other items as considered necessary.

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5882188

ITEM: 1

SUBJECT: Operational Plan 2019-2020 Quarter One (Q1) Performance

AUTHOR: Corporate Planning Officer

DATE: 15 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

RELATED PARTIES

There are no related party matters associated with this report.

Advance Ipswich Theme

Strengthening our local economy and building prosperity

Managing growth and delivering key infrastructure

Caring for the community

Caring for the environment

Listening, leading and financial management

Purpose of Report/Background

The 2019-2020 Operational Plan (the Plan) was formally adopted by Council on 10 September 2019. Section 174 of the Local Government Regulation 2012 states the Chief Executive Officer must present a written assessment of progress towards implementation of the Plan at, a minimum of, quarterly intervals to the local government.

An assessment of each Department’s progress during quarter one, being 1 July 2019 to 30 September 2019, has been prepared and is contained in Attachment 1. Additionally, Council’s Finance Branch provides to Council as a separate report high-level details on the financial performance and rates arrears indicators to support the assessment.

Quarter 1 PROGRESS

Each Department has provided comments on their progress during the first quarter of the 2019-2020 financial year (refer Attachment 1). The table below provides a snapshot of the current positioning of each deliverable against the stated target. To clarify the progress statements used in the table, please refer to the below legend:

Quarter 1: 2019-2020 Snapshot

Six deliverables in the first quarter of the 2019-2020 financial year have been identified as ‘At Risk’. These deliverables are presented below with At-Risk reports which were provided from the responsible Department (Attachments 2-7).

KEY ACTIONS	RESPONSIBILITY	OUTCOMES	DELIVERABLES 2019–2020	Attachment
STRENGTHENING OUR LOCAL ECONOMY AND BUILDING PROSPERITY (JOBS)
Strategy 6 Diversify the local economy.
Support tourism opportunities based on heritage assets, events, motor and adventure sports, eco-tourism and nature-based recreation, rural areas and farm-based tourism. (9.2/6.4)	Community, Cultural and Economic Development	Ensure an effective framework of priorities, opportunities and alignment is maintained and championed with a measurable focus on factors of employment, investment, development and export.	Maintain a network of best-practice owned digital assets which increase awareness, engagement, or conversation for target consumers and the Ipswich tourism industry.	2
			Continue to enhance the quality of the city’s destination magazine and increase distribution to target markets.	3
			Enhance existing signage using a placemaking ethos and plan for improvements.	4
CARING FOR OUR COMMUNITY
Strategy 2 Invest in data collection, analysis and targeted research to provide the evidence base for development of strategy and resource allocation.
Develop greater understanding of community needs through community engagement, research and analysis to inform program, service and facility planning and delivery. (9.4/2.1)	Community, Cultural and Economic Development	Greater connectedness between data/ information and decision making.	Analyse data relating to barriers-to-employment in the Ipswich region and develop an evidence-based program response.	5
Strategy 5 Foster a diverse range of activities to promote sustainable, healthy lifestyles and community well-being.
Implement a Community Events program across the city that includes community and family activities. (9.4/5.1)	Community, Cultural and Economic Development	Greater family participation in public programs.	Develop and implement a platform to promote school holiday activities across the City.	6
Strategy 7 Invest in social infrastructure to build a distinctive Ipswich identity and to maximise economic and social outcomes.
Develop a new Regional Performing Arts Centre in the Ipswich CBD. (9.4/7.2)	Community, Cultural and Economic Development	Obtain ‘in-principle’ State and Federal Government support.	Develop an Advocacy Strategy for the Ipswich Performance Arts Complex.	7

The start of the 2019-2020 financial year has seen council move through a period of significant change following a major internal re-structure during the first quarter. Despite this challenge, collectively Council continues to achieve and strive towards its stated goals. It is acknowledged that competing priorities, unplanned work being scheduled and resource availability have had an impact on Operational Plan outcomes. Despite this Council’s achievements can still be regarded as reaching an acceptable standard.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

Deliverables that fall within the “At Risk” category for the first quarter of the financial year have been identified above with an explanation and mitigation actions provided by the relevant Department in Attachments 2-7.

Financial/RESOURCE IMPLICATIONS

Resourcing and budgetary constraints have impacted Council’s ability to action a number of the deliverables identified in the 2019-2020 Operational Plan.

COMMUNITY and OTHER CONSULTATION

The content of this report has been developed from commentary provided by each Department. This information provides an update on Council’s progress towards achieving the objectives of Council’s 2019-2020 Operational Plan during quarter one.

Conclusion

This is a report concerning an assessment of Ipswich City Council’s progress towards implementing the 2019-2020 Operational Plan. Presented is the quarter one data provided by Departmental representatives. The beginning of this financial year has seen significant change and challenges for Council with only 9% of deliverables in the Operational Plan are ‘under review’ or ‘at risk’ at the end of quarter one.

Attachments and Confidential Background Papers

1.	Operational Plan Q1 Performance Reporting ⇩
2.	At Risk Deliverable CCED 9.2 6.4 Tourism Digital Platform ⇩
3.	At Risk Deliverable CCED 9.2 6.4 Destination Magazine ⇩
4.	At Risk Deliverable CCED 9.2 6.4 Tourism Signage ⇩
5.	At Risk Deliverable CCED 9.4 2.1 Analyse employment data and Develop program ⇩
6.	At Risk Deliverable CCED 9.4 5.1 School Holiday Activities ⇩
7.	At Risk Deliverable CCED 9.4 7.2 IPAC Advocacy ⇩

Stephanie Hoffmann

Corporate Planning Officer

I concur with the recommendations contained in this report.

Noelle Hudson

Corporate Planning Manager

I concur with the recommendations contained in this report.

Barbara Dart

Manager Performance

I concur with the recommendations contained in this report.

Sean Madigan

General Manager - Coordination and Performance

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5882865

ITEM: 2

SUBJECT: Amendments to the 2019-2020 Operational Plan

AUTHOR: Corporate Planning Officer

DATE: 15 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the amended 2019-2020 Operational Plan be adopted.

RELATED PARTIES

There are no related parties associated with this report.

Advance Ipswich Theme

Listening, leading and financial management

Purpose of Report/Background

The deliverables of an Operational Plan are developed to identify the activities that council would undertake in the financial year to progress the implementation of the Corporate Plan (2017-2022). The Operational Plan was adopted by Council in June 2019 with some minor amendments adopted by Council in September 2019.

While preparing the operational plan’s first-quarter reporting (period 1 Jul to 30 Sep) it was acknowledged that the plan contained a significant number of items identified as core business, were duplicates or not funded.

The Operational Plan 2019-2020 contained 235 items, a combination of:

• 179 deliverables identified as core business.

• 47 deliverables identified as a project/initiative

• 9 deliverables identified as deliverable under review (these are items that won’t be delivered in 2019-2020 or are duplicate listings in the plan).

At the Executive Leadership Team (ELT) meeting held on 30 October 2019, the removal of core business from the Operational Plan was endorsed with final approval to be sought through Council. This means for quarters 2, 3 and 4 a Quarterly Performance Report will be distinct in reporting the operational plan progress separately to core business. Each Departmental representative identified which deliverables were core business that could be captured through separate reporting (Attachment 1) and provided justification for the deliverables that are duplicates or won’t be delivered in the year and should be removed (Attachments 2-10). Note that the justification forms in the attachments have been either signed electronically or written confirmation was emailed by the relevant General Manager to Corporate Planning.

Based on the ELT endorsement the 2019-2020 Operational Plan has been amended and is presented for adoption (Attachment 11).

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

By amending the Operational Plan 2019-2020 and removing core business items it provides the reader a true reflection of what the Operational Plan is to deliver in the financial year without the plan being overloaded with core business delivery. The amended plan makes it clear on what the key projects/initiatives are for the year. The amendments mitigate potential political and reputation risks for Council by not providing clear and transparent reporting.

Financial/RESOURCE IMPLICATIONS

There are some items that were listed in the original operational plan but were not funded in the corresponding budget. There is no real financial impact in those cases. Where funding has been allocated, a budget variation will need to occur between the Department and Treasury.

COMMUNITY and OTHER CONSULTATION

· Key officers from across Council were engaged in reviewing the plan following the identification of core business and duplicate items which included relevant Branch and Section managers.

· The Executive Leadership Team (ELT) were engaged by reviewing the proposed changes to the plan for their Departments and Council as a whole.

Conclusion

As a result of undertaking the quarter 1 report (Jul to Sep) a number of items were identified as being core business, were duplicates or won’t be completed in the year. The 2019-2020 Operational Plan has been amended to remove these items so that clear and accurate reporting for the operational plan can occur for the remainder of the financial year (quarters 2, 3 and 4). This report is seeking the adoption of the amended 2019-2020 Operational Plan.

Attachments and Confidential Background Papers

1.	Core Business currently in Operational Plan ⇩
2.	Deliverable under review CCED 9.2 4.1 (Smart City) ⇩
3.	Deliverable under review CP 9.3 1.4 (Community Infrastructure Strategy) ⇩
4.	Deliverable under review IE 9.3 3.1 (Norman Street Bridge) ⇩
5.	Deliverable under review CP 9.4 1.4 (Social Policy Development) ⇩
6.	Deliverable under review CP 9.4 1.4 (Advocacy Framework) ⇩
7.	Deliverable under review CCED 9.4 2.2 (Community Engagement Framework) ⇩
8.	Deliverable under review CCED 9.4 2.5 (Digital Community Engagement Platform) ⇩
9.	Deliverable under review CCED 9.4 _ (Indigenous Cultural Centre) ⇩
10.	Deliverable under review CCED 9.4 7.4 (Library Strategy) ⇩
11.	Amended Operational Plan 2019/20FY ⇩

Stephanie Hoffmann

Corporate Planning Officer

I concur with the recommendations contained in this report.

Noelle Hudson

Corporate Planning Manager

I concur with the recommendations contained in this report.

Barbara Dart

Manager Performance

I concur with the recommendations contained in this report.

Sean Madigan

General Manager - Coordination and Performance

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5883271

ITEM: 3

SUBJECT: Review of Policies - Infrastructure and Environment Department

AUTHOR: Urban Designer (Public Open Space)

DATE: 21 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Master Planning of Open Space”, be repealed.

B. That the policy titled “Community Facility Name Signs”, be repealed.

C. That the policy titled “Application of No Stopping Devices”, be repealed.

RELATED PARTIES

There are no related parties associated with this report.

There are no declarations of conflict of interest by an officer.

Advance Ipswich Theme

Managing growth and delivering key infrastructure

Purpose of Report/Background

The Infrastructure and Environment Department has recently undertaken a review of policies which fall within its functional responsibility in accordance with the adopted Policy and Procedure Management Framework (hereon in referred to as the Framework).

The Infrastructure and Environment Department identified that the current ‘Master Planning of Open Space Policy’ (Attachment 1) does not comply with the definition of a policy, as outlined in the Framework nor does its content align with the new Staff / Councillor Interaction Policy and overall principles of Transformation Project 13 (TP13). The current policy is considered a process and the information contained is considered operational. It should also be noted that there will not be a policy gap as a result of this repeal as the existing ‘Master Planning of Open Space Policy’ is not a policy nor is there a regulatory authority governing this requirement. Furthermore, this existing policy makes no reference to the existing Council endorsed Open Space and Recreation Strategy which is used to guide Council’s strategic approach to the City’s open space and recreation networks. As such, this report seeks Council’s approval to repeal this policy without replacing it with an Administrative Directive or Procedure.

The Infrastructure and Environment Department also identified that the existing ‘Community Facility Name Signs’ Policy (Attachment 2) does not meet the definition of a policy. It should be noted that in Queensland, the Transport Operations (Road Use Management) Act 1995 (TORUM) is the State legislation which specifies road management and other transport related matters across Queensland. TORUM states that “An official sign must be installed in a way specified by the Queensland Manual of Traffic Control Devices (MUTCD)”. The installation of ‘Community Facility Name Signs’ are designed and installed as specified in the MUTCD. Therefore, there is no direct requirement for a separate Council Policy in regards to ‘Community Facility Name Signs’. Consequently, it is proposed to repeal this policy without replacing it with an Administrative Directive or Procedure.

In addition, there is an existing ‘Application of No Stopping Devices’ Policy that provides guidance in relation to the criteria for the application of no stopping devices, either signs or yellow lines, to regulate stopping zones across the City. This existing policy (Attachment 3) does not meet the definition of a policy under the framework. As noted above, the MUTCD is used across the state and it specifies how an official sign must be installed. This existing policy was developed to supplement the existing legislation and to guide very specific application of this regulation (i.e. when to use a yellow line, when to use a sign) as the MUTCD is not this prescriptive. Under the framework, this policy is being replaced with an Administrative Directive as it is considered an operational matter. This Administrative Directive was sent to the A/CEO on 20 November 2019, waiting approval. There will not be any policy gaps as a result of this repeal.

Therefore, in light of the above, this report seeks Council’s approval to repeal the following policies as outlined below:

Policy	Decision Sought	Rationale for Decision	Attachment
Master Planning of Open Space Policy	Repeal	This current policy does not meet the definition of a policy, as outlined in the Framework. The current policy is a process and information contained within the policy is considered operational activities. There will not be any policy gaps as a result of the repeal. The repeal of this policy was endorsed by ELT on 21 November 2019.	1
Community Facility Name Signs Policy	Repeal	This current policy does not meet the definition of a policy, as outlined in the Framework. The installation of these signs are already legislated through TORUM. There will not be any policy gaps as a result of the repeal. The repeal of this policy was endorsed by ELT on 14 November 2019.	2
Application of No Stopping Devices Policy	Repeal	This current policy does not meet the definition of a policy, as outlined in the Framework. The installation of these signs are already legislated through TORUM. The intention of this policy was to be more prescriptive in specific on site applications, and is considered more appropriate to be an Administrative Directive. There will not be any policy gaps as a result of the repeal. The repeal of this policy was endorsed by ELT on 3 October 2019. This Administrative Directive was sent to the A/CEO on 20 November 2019, waiting approval.	3

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

Planning Act 2016

Local Government Regulation 2012

Transport Operations (Road Use Management) Act 1995 (TORUM)

RISK MANAGEMENT IMPLICATIONS

The review of these policies has been undertaken in accordance with Council’s adopted Policy and Procedure Management Framework. Any delay in approving the recommendations of this report will result in non-compliant governance documents remaining in effect.

Financial/RESOURCE IMPLICATIONS

Associated financial implications for the governance document review and update are contained within operational budgets for the Infrastructure and Environment Department.

COMMUNITY and OTHER CONSULTATION

Consultation for the above governance documents has been undertaken with, and supported by, the relevant internal stakeholders from the Infrastructure and Environment Department and the Corporate Planning Manager of the Coordination and Performance Department.

Conclusion

In accordance with Council’s adopted Policy and Procedure Management Framework, the Infrastructure and Environment Department have undertaken a review of key existing governance documents. The outcome of this review are summarised in the report and presented for Council’s consideration.

Attachments and Confidential Background Papers

1.	Master Planning of Open Space Policy ⇩
2.	Community Facility Name Signs Policy ⇩
3.	Application of No Stopping Devices Policy ⇩

Grant Sorensen

Urban Designer (Public Open Space)

I concur with the recommendations contained in this report.

Mary Torres

Infrastructure Strategy and Planning Manager

I concur with the recommendations contained in this report.

Tony Dileo

Manager Infrastructure Strategy

I concur with the recommendations contained in this report.

Charlie Dill

General Manager - Infrastructure and Environment

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5896851

ITEM: 4

SUBJECT: Review of Policies - Community, Cultural and Economic Development

AUTHOR: Business Improvement Officer

DATE: 12 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the policies detailed in Table 1, be repealed.

B. That the amended policies detailed in Table 2, be adopted.

C. That the new policy detailed in Table, 3 be adopted

TABLE 1 – Policies to be repealed

Name of Policy	Adopted at Council	Attachment Number
Ipswich Outdoor/Nature-Based Recreation Policy	28 June 2016	1
Skate and BMX Facilities Policy	29 November 2016	2
Sport, Recreation and Physical Activity Policy	21 May 2013	3
Multi-Use Sport and Recreation Facilities Policy	23 April 2013	4
Requests to Purchase a City of Ipswich Logo Flag Policy	21 February 2012	5
Sponsorship of Promotional Street Banners Policy	8 November 2012	6
Installation of Claude Identilite Signage Policy	14 November 2017	7

TABLE 2 – Amended Policies

Name of Policy	Adopted at Council	Attachment Number
Community Donations Policy - Current	29 January 2019	8
Community Donations Policy - Proposed		9
Bursaries, Scholarship and Other Funding for Community Purposes Policy - Current	26 June 2018	10
Bursaries, Scholarship and Other Funding for Community Purposes Policy - Proposed		11
Community Engagement Policy - Current	1 December 2015	12
Community Engagement Policy - Proposed		13

TABLE 3 – New Policies

Name of Policy	Attachment Number
Active City Policy	14

RELATED PARTIES

There are no related parties associated with this report.

Advance Ipswich Theme

· Managing growth and delivering key infrastructure

· Caring for the community

Purpose of Report/Background

The Community, Cultural and Economic Development Department has recently undertaken a review of policies which fall within its functional responsibility in accordance with the adopted Policy and Procedure Management Framework.

This report seeks council’s approval to repeal, amend and/or adopt policies relating to:

SPORTS AND RECREATION

The Department has identified five (5) policies relating to Sport and Recreation for repeal and/or adoption as outlined below:

Policy	Decision Sought	Rationale for Decision	Attachment
Active City Policy	Adopt	The new Active City Policy was developed to set a clear high level agenda and purpose for Council to create an Active City. This policy replaces the following policies: · Ipswich Outdoor/Nature-Based Recreation Policy · Skate and BMX Facilities Policy · Sport, Recreation and Physical Activity Policy · Multi-Use Sport and Recreation Facilities Policy The above four (4) policies, while specific to specific areas of sport, recreation, physical activity, active travel and/or outdoor/nature-based recreation are all similar in nature and have all been identified as being suitable to roll into one overall policy. Elements of these policies refer to procedural matters which will be identified in specific procedures and work instructions.	14
Ipswich Outdoor/Nature-Based Recreation Policy	Repeal		1
Skate and BMX Facilities Policy	Repeal		2
Sport, Recreation and Physical Activity Policy	Repeal		3
Multi-Use Sport and Recreation Facilities Policy	Repeal		4

COMMUNITY DEVELOPMENT

The Department have identified three (3) policies relating to Community Development for adoption as outlined below:

Policy	Decision Sought	Rationale for Decision	Attachment
Community Donations Policy	Adopt	Policy information transferred to the new policy template and additional fields completed which includes roles and responsibilities, monitoring and evaluation and key stakeholders. “A large scale funding review is currently being undertaken by PricewaterhouseCoopers, which includes a review and audit of all council funding programs. The funding review, which is expected to be completed in December 2019, will influence further policy changes in 2020”.	Current: 8 Proposed: 9
Bursaries, Scholarship and Other Funding for Community Purposes Policy	Adopt	Policy information transferred to the new policy template and additional fields completed which includes roles and responsibilities, monitoring and evaluation and key stakeholders. “A large scale funding review is currently being undertaken by PricewaterhouseCoopers, which includes a review and audit of all council funding programs. The funding review, which is expected to be completed in December 2019, will influence further policy changes in 2020”.	Current: 10 Proposed: 11
Community Engagement Policy	Adopt	The Community Engagement Policy was drafted by the TP#15 Project Lead and seeks to articulate Council’s approach and commitment to community engagement. Particular consultation occurred with Council’s Executive Services Manager in relation to the articulation of Councillors role in community engagement and the Executive Services Manager has approved of the wording utilised within this policy. As TP#15 continues to deliver and implement its remaining deliverables, this Community Engagement Policy will be supported by a Community Engagement Strategy, Operating Model, Practice Manual and various templates and resources.	Current: 12 Proposed: 13

MARKETING AND PROMOTION

The Department have identified three (3) policies relating to Marketing and Promotion to be repealed as outlined below:

Policy	Decision Sought	Rationale for Decision	Attachment
Requests to Purchase a City of Ipswich Logo Flag Policy	Repeal	Policy to be repealed as it is no longer required and not consistent with current legislation. Clubs and organisations could apply via their relevant divisional councillor’s office for a City of Ipswich Logo flag for official club purposes once every three (3) years and this was charged to the respective Councillor’s corporate gift allocation. Given that this allocation no longer exists, we no longer require a policy or procedure and organisations can contact council through the normal channels if they require a flag.	5
Claude Identilite Signage Policy	Repeal	Policy is no longer required in line with the new delegations process. The amended procedure supports the agreement and the current delegation.	7
Sponsorship of Promotional Street Banners Policy	Repeal	The policy does not meet the requirements of Schedule 2 - Subordinate Local Law No. 3 (Commercial Licensing) 2013. The local laws were initially approved by Council and State interest check in 2013 and the recent review which comes into effect 1 November 2019 sees these provisions unchanged. This review was also approved by Council (IMC). One of the core requirements for all temporary advertising signs is that they are on the site to which the device/s relate. Therefore, a street banner suspended across Brisbane Street for example would be precluded by this requirement. Further, traffic safety and distraction is also paramount throughout the local law standards provided and this would generally be relied upon in a regulatory/enforcement scenario for street banners. The stipulated standards for each sign type must be complied with in order for a sign to be considered lawful. The marketing services team completed an audit of community signage across the city, most communities and community organisations were adhering to the local law signage requirements and using off-street banners or approved street pole banner sites. In areas where promotional banners were still being used (i.e. Rosewood) the marketing services team worked with community groups to develop and deliver street pole banners and provide access to council marketing channels to promote events or services to the community. A procedure will be developed for street light pole banners.	6

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

· Local Government Act 2009

· Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

The review of these policies has been undertaken in accordance with council’s adopted Policy and Procedure Management Framework. Any delay in approving the recommendations of this report will potentially have adopted policies inconsistent with the council framework.

Financial/RESOURCE IMPLICATIONS

The review of all policies associated with the functions of the Community, Cultural and Economic Development Department are being managed as part of the department’s operational budget for 2019-2020.

COMMUNITY and OTHER CONSULTATION

Consultation has been undertaken with relevant internal stakeholders in relation to the policies presented for repeal and/or adoption as follows:

SPORTS AND RECREATION

Active City Policy /Ipswich Outdoor/Nature-Based Recreation Policy /Skate and BMX Facilities Policy /Sport, Recreation and Physical Activity Policy /Multi-Use Sport and Recreation Facilities Policy

· Community, Cultural and Economic Development Department

o Community and Cultural Services Branch

o Marketing and Promotions Branch

· Infrastructure and Environment Department

o Infrastructure Strategy Branch

o Environment and Sustainability Branch

o Works and Field Services Branch

· Planning and Regulatory Services Department

o City Design Branch

Only minor suggestions, comments and edits were made towards the draft Policy, with most as suitable and implemented where appropriate.

COMMUNITY DEVELOPMENT

Community Donations Policy / Bursaries, Scholarship and Other Funding For Community Purposes Policy

· Corporate Services

o Finance

· Community, Cultural and Economic Development

o Community Development Branch

· General Managers

· Business Transformation Project #9 (Policies, Procedures and Local Laws Team)

· Business Transformation Project #13 (Return to Elected Representation Team)

As only minor changes were made to the policy, further consultation will be undertaken once the Funding Review is completed by PricewaterhouseCoopers.

Community Engagement Policy

· The policy was circulated amongst the entire Business Transformation Project #15 (Community Engagement Team) and all supported the proposed changes to the policy.

· Business Transformation Project #13 (Return to Elected Representation Team) approved of wording in the policy.

MARKETING AND PROMOTION

Requests to Purchase a City of Ipswich Logo Flag Policy

· Community, Cultural and Economic Development

o Marketing and Promotions

· Coordination and Performance

o Executive Services

· Business Transformation Project #13 (Return to Elected Representation Team)

· All agreed that the policy should be repealed as it is no longer required.

Sponsorship of Promotional Street Banners Policy

Consultation was undertaken between Community, Cultural and Economic Development -Marketing and Promotion and Planning and Regulatory - Parking and Local Laws who all agreed and supported the decision to repeal this policy.

Claude Identilite Signage Policy

· Community, Cultural and Economic Development

· Corporate Services

o Legal and Governance

· Coordination and Performance

o Executive Services

· Business Transformation Project #13 (Return to Elected Representation Team)

Consultation was undertaken between Legal Services and Executive Services and legal advice was provided that the policy can be repealed as it is not required.

Conclusion

In accordance with council’s adopted Policy and Procedure Management Framework, the Community, Cultural and Economic Development Department have undertaken a review of policies relating to its functions which are presented for council’s consideration.

Attachments and Confidential Background Papers

1.	Ipswich Outdoor/Nature-Based Recreation Policy ⇩
2.	Skate and BMX Facilities Policy ⇩
3.	Sport, Recreation and Physical Activity Policy ⇩
4.	Multi-Use Sport and Recreation Facilities Policy ⇩
5.	Requests to Purchase a City of Ipswich Logo Flag Policy ⇩
6.	Sponsorship of Promotional Street Banners Policy ⇩
7.	Installation of Claude Identilite Signage Policy ⇩
8.	Community Donations Policy - Current ⇩
9.	Community Donations Policy - Proposed ⇩
10.	Bursaries, Scholarship and Other Funding for Community Purposes Policy - Current ⇩
11.	Bursaries, Scholarship and Other Funding for Community Purposes Policy - Proposed ⇩
12.	Community Engagement Policy - Current ⇩
13.	Community Engagement Policy - Proposed ⇩
14.	Active City Policy ⇩

Anne Eves

Business Improvement Officer

I concur with the recommendations contained in this report.

Ben Pole

General Manager - Community, Cultural and Economic Development

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5894608

ITEM: 5

SUBJECT: Review of Policies - Legal and Governance Branch, Corporate Services

AUTHOR: Business Improvement Advisor (Policy)

DATE: 11 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the policies detailed in Table 1, be repealed.

TABLE 1

Policy	Rationale for Decision	Attachment
General Donations to the Ipswich City Council Staff Social Club	This policy was initially adopted in 2004 to provide support to the workforce to foster strong working relationships through opportunities for social interaction. Over the years Council has taken a broader approach to employee well-being and has put in place programs that provide greater health and networking opportunities. Therefore, it is considered that this policy can now be repealed as it no longer relevant.	1
Key to the City Policy	These policies have been merged into a new policy entitled Keys to the City and Freedom of Entry Policy. These honours are both symbolic in nature and can be dealt with under the same policy.	2
Freedom of Entry Policy		3
Hardship Property Acquisition Policy	This policy has been replaced by the Early Property Acquisition Policy which was adopted by Council on 29 October 2019.	4

B. That the policy detailed in Table 2, be adopted.

TABLE 2

Policy	Rationale	Attachment
Keys to the City and Freedom of Entry Policy	This policy details Council’s commitment to conferring appropriate honours to individuals who meet the policy criteria as well as a symbolic honour for a military unit. This policy will replace the two (2) separate policies as detailed in table 1.	5

RELATED PARTIES

There are no related parties associated with this report.

Advance Ipswich Theme

Listening, leading and financial management

Purpose of Report/Background

The Legal and Governance Branch, Corporate Services Department, has recently undertaken a review of policies that fall within its functional responsibility.

The following policies have been identified for repeal:

TABLE 1

Policy	Rationale for Decision	Attachment
General Donations to the Ipswich City Council Staff Social Club	This policy was initially adopted in 2004 to provide support to the workforce to foster strong working relationships through opportunities for social interaction. Over the years Council has taken a broader approach to employee well-being and has put in place programs that provide greater health and networking opportunities. Therefore, it is considered that this policy can now be repealed as it no longer relevant.	1
Keys to the City Policy	These policies have been merged into a new policy entitled Keys to the City and Freedom of Entry Policy. These honours are both symbolic in nature and can be dealt with under the same policy.	2
Freedom of Entry Policy		3
Hardship Property Acquisition Policy	This policy has been replaced by the Early Property Acquisition Policy which was adopted by Council on 29 October 2019.	4

The following policy is submitted for adoption:

TABLE 2

Policy	Rationale	Attachment
Keys to the City and Freedom of Entry Policy	This policy details Council’s commitment to conferring appropriate honours to individuals who meet the policy criteria as well as a symbolic honour for a military unit. This policy will replace the two (2) separate policies as detailed in table 1.	5

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

RISK MANAGEMENT IMPLICATIONS

The review of these policies has been undertaken in accordance with Council’s adopted Policy and Procedure Management Framework. Any delay in approving the recommendations of this report will potentially have adopted Policies inconsistent with Council Framework.

Financial/RESOURCE IMPLICATIONS

The review of all policies associated with the functions of the Corporate Services Department are being managed as part of the department’s operational budget for
2019-2020.

COMMUNITY and OTHER CONSULTATION

Consultation has been undertaken with relevant internal stakeholders in relation to the policies presented for repeal and/or adoption.

As the intent of those policies being presented for adoption to meet the requirements of the Policy and Procedure Management Framework has not changed, rather the change is administrative (template), external stakeholder consultation was not undertaken. However these policies will be reviewed within the next term of elected members and relevant external stakeholder consultation will occur at this time.

Conclusion

In accordance with Council’s adopted Policy and Procedure Management Framework, the Corporate Services Department have undertaken a review of policies relating to its functions which are presented for Council’s consideration.

Attachments and Confidential Background Papers

1.	General Donations to the Ipswich City Council Staff Social Club Policy ⇩
2.	Key to the City Policy ⇩
3.	Freedom of Entry Policy ⇩
4.	Hardship Property Acquisition Policy ⇩
5.	Keys to the City and Freedom of Entry Policy ⇩

Carol Dellit

Business Improvement Advisor (Policy)

I concur with the recommendations contained in this report.

Angela Harms

Corporate Governance Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5914885

ITEM: 6

SUBJECT: Fraud and Corruption Control Policy

AUTHOR: Corporate Governance Manager

DATE: 21 November 2019

Executive Summary

This is a report concerning the adoption of the Fraud and Corruption Control Policy a deliverable of Transformation Project 7 – Risk Management.

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the policy titled "Fraud and Corruption Control Policy" as detailed in Attachment 1, to the report by the Governance Manager dated 21 November 2019, be adopted.

RELATED PARTIES

There are no related parties associated with this report.

Advance Ipswich Theme

Listening, leading and financial management

Purpose of Report/Background

Transformational Project #7 - Risk Management deliverables include the development of a Fraud and Corruption Control Policy (FCCP), Administrative Directive, Control Plan and reporting regime. Successful delivery will ensure Council has rigorous and transparent processes in place to prevent, deter, detect and report on fraud and corruption.

The FCCP states the behaviours and responsibilities expected of staff to:

· act legally, ethically and in the public interest;

· understand their obligations and implement practices to stop fraud and corruption occurring in Council.

The FCCP articulates Council’s commitment to the detection and prevention of all forms of fraud and corruption and to the creation and embedding of an ethical culture and work environment that discourages and prevents fraud and corruption.

The FCCP aims to:

• Avoid any incidence of fraud and corruption;

• Minimise opportunities for fraud and corruption through effective internal controls, training and awareness;

• Encourage ethical dealings at all levels of ICC;

• Ensure compliance with legal and statutory obligations; and

• Prevent any financial or reputational damage to ICC.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

Crime and Corruption Act 2001

Local Government Regulation 2012

Public Interest Disclosure Act 2010

Financial Accountability Act 2009

ICC Employee Code of Conduct

ICC Fraud and Corruption Control Administrative Directive

ICC Fraud and Corruption Control Plan (FCCP)

ICC Enterprise Risk Management Administrative Directive

ICC Enterprise Risk management Framework and Procedure

Australian Standard Fraud and Corruption AS 8001-2008

QLD Crime and Corruption Commission Corruption in focus – A guide to deal with corrupt conduct in the Queensland public sector

QLD Crime and Corruption Commission’s Fraud and Corruption Control - Best Practices Guide

RISK MANAGEMENT IMPLICATIONS

The risk of fraud and corruption in Council is an extremely serious matter not only for the organisation but also for our community. Such conduct potentially involves the commission of criminal offences attracting severe penalties and has an adverse impact on the community and seriously undermines public confidence in Council.

Underpinning the proposed FCCP is the principle that the most effective way to prevent, deter and detect fraud and corruption is through the careful design and rigorous implementation of sound policy and good practice calculated to achieve those objectives.

Adoption of the FCCP together with a good Fraud and Corruption Control Plan, training, and a regular reporting regime will lessen future risks to the organisation and increase the fraud and corruption management capabilities of the organisation.

Financial/RESOURCE IMPLICATIONS

The adoption of the Fraud and Corruption Control Policy does not hold any financial implications.

COMMUNITY and OTHER CONSULTATION

In developing the Fraud and Corruption Control Policy, the Risk Management Coordinator has sought feedback and support from the:

· The Chief Executive Officer

· Members of the Risk and Governance Steering Committee

· All General Managers

· Internal Audit

· Members of Risk Management Transformational Project team

Conclusion

Council is embracing leading practice by developing a sound Enterprise Risk Management Framework. One pillar of the Framework focuses on the prevention, deterrence and detection of fraud and corruption. Adoption of the Fraud and Corruption Control Policy along with other deliverables of Transformational Project 7 will provide Council with a strong platform to detect and prevent of all forms of fraud and corruption and to create and embed an ethical culture and work environment that discourages and prevents fraud and corruption.

Attachments and Confidential Background Papers

1.	Fraud and Corruption Control Policy ⇩

Angela Harms

Corporate Governance Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5911253

ITEM: 7

SUBJECT: Media Policy

AUTHOR: Communications and Media Manager

DATE: 19 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Media Policy, as outlined in Attachment 1, be adopted.

B. That the procedure titled “Media and Communications Procedure” as outlined in Attachment 2, be noted.

RELATED PARTIES

There are no related party matters associated with this report.

Advance Ipswich Theme

Caring for the community

Purpose of Report/Background

The purpose of this policy is to:

· Provide clear direction on Councillor and staff rights and responsibilities in relation to media comment;

· Ensure that comments made to the public are consistent, well informed, timely, accurate and appropriate;

· Provide a coordinated, professional and consistent approach to media liaison;

· Articulate ways that Council will communicate effectively with ratepayers, residents and the broader community;

· Determine Council’s authorised spokespersons.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

RISK MANAGEMENT IMPLICATIONS

Council has previously not had a formal Media Policy. This puts council at risk of not fully understanding the role of elected representatives and staff when identifying ways to best communicate with ratepayers and residents of the city. This is inclusive of how council identifies its organisational priorities, and how it activates a communication pipeline to effectively reach people of the city, and where appropriate, external to the city.

There are legislative requirements which explain how content can be used. There are also state government-imposed guidelines about how elected representatives can utilise social media accounts. This Policy however, mitigates the risk of interpretation when determining the following:

· Who speaks on a particular issue;

· How issues are disseminated and discussed in the public domain;

· How media opportunities are identified and presented to elected representatives and staff.

Financial/RESOURCE IMPLICATIONS

The Policy will be managed within existing budget.

COMMUNITY and OTHER CONSULTATION

- Council’s Executive Leadership Team and members of the Interim Management Committee have been consulted. They have provided input into this document, and are supportive of the introduction of a Media Policy.

- Initial consultation with the following councils on their current Policies and future media and communications strategies has been undertaken: Sunshine Coast Regional Council, Whitsunday Regional Council, Charles Sturt City Council, Adelaide City Council, Whyalla City Council, Logan City Council, Moreton Regional Council, Toowoomba Regional Council, Bundaberg Regional Council, Port Stephens Council, Bathurst Regional Council and City of Greater Geelong Council.

Conclusion

The endorsement of a Media Policy will provide clarity around roles and responsibilities in relation to council’s interaction with the media, its communities, and in particular residents and ratepayers.

This will allow council to further enhance awareness of council and community decisions, civic pride, growth, and ongoing issues which require discussion and engagement. It will allow council to effectively create awareness of key issues, and build capacity for the community to effectively interact with council.

Attachments and Confidential Background Papers

1.	Media Policy ⇩
2.	Media and Communications Procedure ⇩

Simon Holt

Communications and Media Manager

I concur with the recommendations contained in this report.

Sean Madigan

General Manager - Coordination and Performance

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5915112

ITEM: 8

SUBJECT: Local Law Making Process Policy

AUTHOR: Manager Performance

DATE: 21 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

A. That the policy titled “Local Law Making Process Policy” as detailed in Attachment 1, be repealed.

B. That the policy titled “Making and Reviewing Local Laws and Subordinate Local Laws” as detailed in Attachment 2, be repealed.

C. That the policy titled “Local Law Making Process Policy as detailed in Attachment 3, be adopted.

RELATED PARTIES

There was no declaration of conflicts of interest.

Advance Ipswich Theme

Listening, leading and financial management

Purpose of Report/Background

Under Section 29(1) of the Local Government Act 2009 it states that a local government may decide its own process for making a local law. Councils should have this defined in a policy so that the community as well as staff understand the process for reviewing and making laws.

The current policy, “Local Law Making Process Policy “(Attachment 1), was only adopted by Council on 27 March 2018. The current policy reflects the same process followed by various local governments throughout Queensland for example Gold Coast City Council and Lockyer Valley Regional Council. The current policy has been added to the new template without change in intent or scope and can be seen in its new format in Attachment 3.

In reviewing the current policy it has also been identified that there is another policy in existence (“Making and Reviewing Local Laws and Subordinate Local Laws Policy” Attachment 2) that should have been repealed previously as it was superseded by the “Local Law Making Process Policy” adopted on 27 March 2018. This document is outdated and includes references to some documents that don’t exist anymore (eg Local Law Manual). It is recommended that the “Making and Reviewing Local Laws and Subordinate Local Laws Policy” be repealed.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

RISK MANAGEMENT IMPLICATIONS

Not adopting the recommendations of this report could create confusion as to which policy should be referred to when making local laws.

Financial/RESOURCE IMPLICATIONS

There are no direct financial implications as a result of this policy. Direct financial implications may occur when laws are changed and enforcement/service obligations are added/removed/altered.

COMMUNITY and OTHER CONSULTATION

Consultation was undertaken when the policy was originally drafted in March 2018. TP9 and Corporate Services have been consulted in progression of this report. The Executive Leadership Team endorsed the recommendations of this report at their meeting on 21 November 2019.

Conclusion

This is a report concerning the presentation of Council’s Local Law Making Process Policy in the new policy template for adoption. It has also been identified that a superseded policy relating to making and reviewing local laws needs to be repealed. This report is part of the deliverable for Business Transformation Project 9 (Policies, Procedures and Local Laws).

Attachments and Confidential Background Papers

1.	Local Law Making Process Policy OLD FORMAT ⇩
2.	Making and Reviewing Local Laws and Subordinate Local Laws Policy ⇩
3.	Local Law Making Process Policy NEW FORMAT ⇩

Barbara Dart

Manager Performance

I concur with the recommendations contained in this report.

Sean Madigan

General Manager - Coordination and Performance

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5890878

ITEM: 9

SUBJECT: Quote Consideration Plan for .ID Profile

AUTHOR: Senior Social Policy Analyst

DATE: 8 November 2019

Executive Summary

RECOMMENDATION

That the Interim Administrator of Ipswich City Council resolve:

B. That Council (Interim Administrator of Ipswich City Council) resolve to adopt the Quote or Tender Consideration Plan for .id Profile as outlined in the report by the Senior Social Policy Analyst dated 8 November, 2019 in accordance with section 230(1)(b) of the Local Government Regulation 2012.

C. That Council (Interim Administrator of Ipswich City Council) resolve to enter into a contract with I.D. Consulting Pty Ltd for a Demographic Information System on the terms described in the report by the Senior Social Policy Analyst dated
8 November 2019 for a period of 4 years, to bring the contract terms in line with Local Government Elections.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract with I.D. Consulting Pty Ltd to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

RELATED PARTIES

I.D. Consulting Pty Ltd

10 Easey Street, Collingwood, VIC, 3066

ABN: 44 084 054 473

No conflict of interest/s declared by either party (Council and ID Consulting)

Advance Ipswich Theme

Caring for the community

Purpose of Report/Background

The current engagement for the .id products is until February 2020, at which time the existing SLA can continue or be replaced with a new SLA aligned to council’s four year terms.

As per Local Government Regulation 2012 section 230, the Quote Consideration Plan is prepared for adoption by Council for service providers which have been identified as unique suppliers.

The following table summarises the results of an evaluation of alternative products and providers with further detail provided below that addresses key criteria as per Local Government Regulation 2012 section 230.

ALTERNATIVE PRODUCT EVALUATION SUMMARY

ATTRIBUTES	.ID PROFILE	REMPLAN	QGSO
Qld Local Govt preferred provider	þ	ý	ý
Interactive data visualisations	þ	þ	ý
Downloadable / Exportable Reports	þ	þ	þ
Locality reporting	þ	þ	ý
Socio-economic indicator heat maps	þ	ý	ý
Annual economic modelling (NIEIR)	þ	ý	ý
Datasets publicly available / on request	ý	ý	þ

KEY CRITERIA CONSIDERED

1. Objective of .id service for Ipswich City Council

The objective of council’s online .id profile subscription (see: community profile, social atlas, economic profile) is to enable and build the capacity of council staff and local community members to access, use and understand social and economic information about the city and how it is changing over time.

.id (which stands for "informed decisions") is a company of demographers, housing analysts, forecasters and Census data experts who have developed information products specifically for the Australian Local Government market.

Attached is Ipswich City Council’s existing Service Level Agreement with .id (formed in 2015), and a proposed 2019 Service Level Agreement, inclusive of a Communities of Interest added data product.

2. How the objectives are to be achieved

To achieve the stated service objective, it is recommended that Ipswich City Council renew its service level agreement with .id as a preferred supplier, inclusive of an added Communities of Interest product (see example at https://profile.id.com.au/parramatta).

This subscription will achieve the stated objectives by:

· .id service agreement was first formalised in July 2014 and the online platform has helped to strengthen community knowledge and use of the service over this time

· .id data products are publicly available in an interactive format, as well as a downloadable report format, which helps to address common internal and external requests for demographic and economic statistics about the city

· .id economic profile is derived from a micro simulation model produced by the National Institute of Economic and Industry Research, which provides annual data updates unique to .id

· .id offers complementary annual training to staff to increase understanding and use of available products, including trend insights

· Ipswich City Council, together with .id, have held public information sessions to increase awareness and use of the online tool and will continue to offer support to enable more community members and organisations to use this tool effectively.

3. How the achievement of the objectives will be measured

Ipswich City Council’s corporate planning team, together with council’s dedicated ICT procurement personnel, will monitor the ongoing effectiveness of this product for council through the following measures:

· platform visitation statistics from .id profile

· staff attendance and feedback on annual .id training and product use

· increased referral of routine data requests to products available via .id Profile

· review of .id product subscription every four years with ICT procurement to ensure products continue to meet council and community needs.

4. Any alternative ways of achieving the objectives and why the alternative ways were not adopted:

There are limited alternative, comparable providers of accessible demographic and economic analytics for the city of Ipswich.

Alternative 1: REMPLAN

· REMPLAN is a company of demographic and economic specialists providing an interactive and downloadable demographic and economic profile product. REMPLAN clients include NSW Government, a small number of local councils, business sector clients including GHD, PWC and EY, and university sector including La Trobe and Monash.

Why the REMPLAN alternative is not proposed:

· Based on the client profiles of REMPLAN and .id Profile, .id remains the provider of choice by Australian Local Governments.

· .id profiles cover more than 75% of the Australian population, servicing more than 180 local government clients Australia-wide, including Logan City Council, the City of Gold Coast, City of Townsville, Lockyer Valley Regional Council, Toowoomba Regional Council, Cairns Regional Council, Scenic Rim Regional Council and South Burnett Regional Council in Queensland.

· .id has been Ipswich City Council’s provider of choice for nearly five years, which has been instrumental to building capacity among council staff and the community sector to engage with and use this information

· .id has a unique partnership with NIEIR which produces annual economic modelling for Ipswich.

· .id provide demographic profiles by Local Areas, Council Divisions, State Priority Development Areas, and soon will produce these profiles for Communities of Interest which will inform social policy and equity strategies (e.g. Indigenous Profile, Age Groups, Recent Arrivals, Non-English Speakers, Need for Assistance, Low Income Households).

Alternative 2: Queensland Government Statisticians Office (QGSO)

· Brisbane City Council has formalised an agreement with QGSO to embed a custom built community profile tool on the council website. This tool produces custom reports at SA2, SA3 and LGA level benchmarked to Queensland in a downloadable report format, which draws on data from a series of publicly available products from the QGSO website.

Why the QGSO alternative is not proposed:

· Compared to Ipswich City Council’s .id profile subscription, the QGSO product does not provide an interactive data platform or social atlas tool (heat map). Ipswich City Council’s product has also been tailored to publish data by council’s new divisional boundaries.

· Ipswich City Council’s subscription also includes complementary benchmarks for South East Queensland, Regional Queensland and publicly available national benchmarking for local governments across demographic and economic indicators.

· As part of our current service agreement, council can also select 2-3 confidential local government benchmarks to monitor change against local governments with similar demographic or economic characteristics (accessible only to council staff).

5. The proposed terms of the contract for the goods or services

Council intends to enter a new Service Level Agreement for a period of 4 years in line with the councillor term of office at an annual total fee of $37,620 (including GST).

This new agreement, with the inclusion of a Communities of Interest product, offers time and cost efficiencies for council associated with producing and reproducing routine datasets to meet specific council and/or community requests for information.

Optional addendum: .id profile’s Locality Snapshots report on individual suburbs for the 2016 census only. Accessing suburb-level data across all areas of the online platform would include, where suburb geographies remain unchanged, analysis of intercensal change.

This addendum is not recommended at this time. Access to suburb level data across census periods will be problematic because individually, many of the suburbs in Ipswich are quite small, and in the rural areas, generally too small to provide a full small area profile. As these suburb boundaries continue to change and be refined it’s unlikely that suburb-level data can be matched reliably for analysis of change / trends over time.

However, should Ipswich City Council wish to publish suburb-level data (in addition to our existing Locality Snapshots), we would need to revise the attached 2019 service level agreement proposed to add this requirement.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

Entering a new service level agreement with .id Profile is assessed as low risk, as it represents a continuation and value-add to existing tools and products available to council staff and community.

A change to council’s community profile tool (e.g. to use an alternative platform) represents a medium-level adverse risk for council, determined on the potential time lost to re-train staff to use a new platform, potential change in platform capabilities, and potential confusion for community users which will require well-planned change communications.

Financial/RESOURCE IMPLICATIONS

This Quote Consideration Plan presents the procurement objectives and recommendations to provide continued utilisation of this tool, which supports informed decision making, which supports the community.

Minimal financial impact, as subscription is currently budgeted within the ICT budget with initial agreement, and currently in use. Financial impact is approximated $5,500 per year for the addition of the Communities of Interest component.

No resource implications anticipated.

COMMUNITY and OTHER CONSULTATION

In 2018, Ipswich City Council, together with .id, have held public information sessions to increase awareness and use of the online tool and will continue to offer support to enable more community members and organisations to use this tool effectively.

In September 2019, Council's Corporate Planning section convened an internal staff briefing for identified users of the .id platform. This session gave overview of the platform's capabilities to confirm the platform continues to meet organisational needs.

Input was provided by:

· Community, Cultural and Economic Development (sections including Economic Development, Community Research, Engagement and Development);

· Coordination and Performance Department (Corporate Planning); and

· Infrastructure and Environment (Emergency Management Unit).

This consultation confirmed the current subscription features remain valued and used, and confirmed support for the additional Communities of Interest data product.

Preparation of this Quote Consideration Plan has also been informed by consultation with Corporate Services Procurement Branch Manager.

Conclusion

To achieve the stated service objective, it is recommended that Ipswich City Council renew its service level agreement with .id as a preferred supplier for a 4 year term (in line with the Local Government election timeframes), inclusive of an added Communities of Interest product (see example at https://profile.id.com.au/parramatta).

Attachments and Confidential Background Papers

1.	Ipswich profile economy CoIs SLA Nov 2019. ⇩
2.	Current 2015 agreement ⇩
3.	Memo to support Quote Consideration Plan ⇩

Myf Jagger

Senior Social Policy Analyst

I concur with the recommendations contained in this report.

Tony Welsh

Interim Information and Communications Management and Support Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5901931

ITEM: 10

SUBJECT: Changes to Fees and Charges arising from Local Laws review

AUTHOR: Treasury Accounting Manager

DATE: 14 November 2019

Executive Summary

This is a report concerning proposed changes to Council’s Register of Fees and Charges arising from the recent Local Laws review.

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the 2019-2020 Register of Fees and Charges be amended, as detailed in Attachment 1, and adopted with effect from 10 December 2019.

RELATED PARTIES

There are no identifiable related parties associated with this report.

Advance Ipswich Theme

Listening, leading and financial management

Purpose of Report/Background

As part of Council’s Business Transformation Program, Council undertook a review of its local laws between February and October this year. The formal local law making process was concluded in October with the commencement of amendments on 1 November 2019. Council decisions pertaining to the local law review (amendments and repealing of laws) were undertaken at the following Committee Meeting and subsequent Council Meetings.

· Items 1 to 10 – Governance Committee on 9 July and subsequent Council meeting on 16 July 2019

· Item 4 – Governance Committee on 10 September and subsequent Council meeting on 17 September 2019

· Item 2 – Governance Committee on 22 October and subsequent Council meeting on 28 October 2019

The changes to the Local Laws have resulted in the need to revise some of Council’s fees and charges. A small number of new activities and associated fees are to be added to the register, and the removal or minor adjustment to others. A summary of the proposed changes is provided below. Extracts from the Register of Fees and Charges, with changes tracked for the new, discontinued or materially amended fees, can be found in Attachment 1.

NEW FEES

New Activity	Applicable Local Laws	Proposed Fees (incl GST where applicable)	Notes
Pet Daycare Licence	Local Law No.3 (Commercial Licensing) 2013 and Subordinate Local Law No. 3.1 (Commercial Licensing) 2013	Design Assessment - $390 Initial Application and first year licence - $540 Annual Licence Renewal - $275	Pet Daycare requires similar assessment and processing to Pet Shops therefore cost recovery fees are aligned to those licences.
Personal Tributes Permit	Local Law No.7 (Local Government Controlled Areas and Roads) 2013 and Subordinate Local Law No.7.1 (Local Government Controlled Areas and Roads) 2013	No charge	These permits are intermittent in nature and a full cost analysis of providing the permit and its assessment would need to be undertaken at a later date once the permit process is live to fully understand the fee for service.
Landscaping of nature strips Permit	Local Law No.7 (Local Government Controlled Areas and Roads) 2013 and Subordinate Local Law No.7.1 (Local Government Controlled Areas and Roads) 2013	No charge	These permits are intermittent in nature and a full cost analysis of providing the permit and its assessment would need to be undertaken at a later date once the permit process is live to fully understand the fee for service.

REMOVAL OF FEES

Activity	Applicable Local Laws	Proposed Fees (incl GST where applicable)	Notes
Extractive Industry	Local Law No.25 (Extractive Industries)	Annual Permit $770 Road maintenance & Rehabilitation $0.60 per haulage trip)	This local law has been repealed as a result of Council’s local law review.
Election signs	Local Law No.3 (Commercial Licensing) 2013 and Subordinate Local Law No. 3.1 (Commercial Licensing) 2013	Bond per candidate $500	This activity has been made a minimum standard rather than paying a bond.
Media Parking Permit	Local Law No.5 (Parking) 2013 and Subordinate Local Law No.3.1 (Parking) 2013	Annual Permit $206	This permit activity was removed as part of the local law review process.

OTHER CHANGES TO NOTE

· The General Contractor annual permit fee ($206) is being replaced by the Works Zone Permit ($206).

· The Residential Parking fee ($60) is being replaced by two permits:

a) Residential (Single Residential) Permit ($60) and

b) Residential (Multiple Residential) ($60).

· Further minor edits of an administrative nature (for example, changing the regulatory head of power for existing charges, updating headings and references within the register) will be incorporated where required.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

RISK MANAGEMENT IMPLICATIONS

Prompt amendment of the register (of fees and charges) will reduce the risk of Council charging for a service without a current head of power and the proposed (new) fees are also approved.

Financial/RESOURCE IMPLICATIONS

Delivery of the new permits and licences can be expected to involve a small increase in activity, which will be met from existing resources. Fees and charges for these activities, once set, will be at cost recovery.

The main areas affected are those where the fee is being removed. There were only 2 media permits issued in the past year and as such the removal of this fee involves a negligible reduction in revenue. Election signs was recognised as a bond and record through Council’s Trust Fund register and then subsequently returned to candidates at completion of the election.

For Extractive Industries there is a reduction in revenue of approximately $27,000 per year, primarily in relation to the per kilometre road maintenance contribution. Permits and contribution fees are paid on an annual basis at the start of each financial year, and as such a budget adjustment is not required for the current financial year.

COMMUNITY and OTHER CONSULTATION

Consultation of the Local Laws has been identified in previous reports which includes Council staff, public and State Government consultation.

Consultation on this report has been undertaken with Transformation Project 9 team members plus Planning and Regulatory Services and Infrastructure and Environment business support staff.

Conclusion

As a result of Council’s recent review of its Local Laws and approved amendments, there are some changes required to Council’s Register of Fees and Charges. Those amendments have been presented for adoption.

Attachments and Confidential Background Papers

1.	Fees and Charges Register Extract (with track changes) ⇩

Paul Mollenhauer

Treasury Accounting Manager

I concur with the recommendations contained in this report.

Jeffrey Keech

Finance Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5902038

ITEM: 11

SUBJECT: Monthly Performance Report - October 2019

AUTHOR: Finance Manager

DATE: 14 November 2019

Executive Summary

This is a report concerning Council performance for the period ending 31 October 2019, submitted in accordance with section 204 of the Local Government Regulation 2012.

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That the report be received and the contents noted.

RELATED PARTIES

There are no related party matters associated with this report.

Advance Ipswich Theme

Strengthening our local economy and building prosperity

Purpose of Report/Background

The attached report shows the financial results for the whole of council for October. Overall the net operating results (excluding capital revenue) for the Year to Date (YTD) is a deficit of $3.5m against a budget deficit of $4m. Operating Revenues were under budget $498k whilst operating expenses were under budget by $1.1m.

Commentary and analysis of the results is included in the report. Items to note include:

· Rates continue to be impacted by lower than forecast growth and utility charges pricing error and a timing difference of $150k in the month due to early payment of rates. Growth is still below forecast and whilst it continues to be monitored there is a risk that this will not be recovered by financial year end.

· Town Planning Fees were under budget in the month and year to date due to a downturn in the development industry. The Planning and Regulatory Department have reviewed the results and are not aware of any specific reason for the decrease in the month in applications. With YTD revenue now $1.1m below forecast, whilst there is traditionally increased applications received before Christmas, there is a risk that the revenue below budget will not be received before financial year end.

· Material and services expenses continues to relate to service contracts due to drier conditions. YTD variance has decreased due to budget phasing movements which has been identified as a potential saving.

· Capital revenue from developer contribution and donated asset is still behind budget and will be monitored.

· Capital expenditure on the CBD in the month exceeded the monthly budget with work being completed ahead of schedule. Capital expenditure on other infrastructure projects is below YTD budgets,

· Cash held continues in line with forecasted cash balances.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

The implications of the financial results YTD will be monitored by management and any changes or risks to Council’s forecast position will be considered as part of Council’s budget amendments. As highlighted above there is a risk to Council’s forecast rates and utility charges revenue as a result of lower than forecast growth (especially from Quarter 4 in the 18/19 financial year). Year to date this has not been recovered and will be monitored after the half year results and any forecast revenue changes reflected in a February budget amendment.

Similarly, town planning applications will be monitored over the period up to 31 December where there are traditionally additional applications. Any risk that Council will not receive forecast revenue by financial year end will be reflected in a February budget amendment also.

The finance team is currently preparing a budget amendment for consideration by Council at its meeting on 10 December in relation to Council’s recent decision in relation to the Retail Assets as part of the Nicolas Street redevelopment. As part of this amendment we will recommend amending the forecast waste utility charges revenue to remove the pricing error previously highlighted.

Financial/RESOURCE IMPLICATIONS

There are no specific financial implications as a result of this report.

COMMUNITY and OTHER CONSULTATION

The contents of this report did not require any community consultation. Analysis and explanations of the variances is undertaken in conjunction with the various Departments.

Conclusion

The monthly performance report for October 2019 is included at Attachment 1.

Attachments and Confidential Background Papers

1.	Monthly Performance Report - October 2019 ⇩

Jeffrey Keech

Finance Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5918357

ITEM: 12

SUBJECT: Quote Consideration Plan - Cohga (Weave) Spatial Software Agreement

AUTHOR: Business Support Manager

DATE: 22 November 2019

Executive Summary

This is a report concerning a Quote Consideration Plan to identify providers that have been classified as a sole or unique provider to Council.

RECOMMENDATION

That the Interim Administrator of Ipswich City Council resolve:

B. That Council (Interim Administrator of Ipswich City Council) resolve to adopt the Quote Consideration Plan for Cohga (weave) spatial software suite as outlined in the report by the Interim ICT Manager dated 22 November 2019 in accordance with section 230(1)(b) of the Local Government Regulation 2012.

D. That the Chief Executive Officer be authorised to negotiate and finalise the terms of the contract with Cohga P/L to be executed by Council and to do any other acts necessary to implement Council’s decision in accordance with section 13(3) of the Local Government Act 2009.

RELATED PARTIES

Cohga Pty Ltd

405/443 Little Collins St

Melbourne, VIC, 3000

No conflict of interest/s declared by either party (Council and Cohga).

Advance Ipswich Theme

Strengthening our local economy and building prosperity

Purpose of Report/Background

Over time, Council has made significant investment into ICT spatial information systems. Council now boasts a robust and industry leading spatial platform which offers Council staff and Customers a wide range of spatial functionality that supports many aspects of Council services from strategic planning through to daily operations and an increasing array of consumer solutions.

In 2016, as part of Council’s investment and rationalisation of its spatial suite, and in particular decommissioning of legacy applications, a highly functional platform was provisioned, capable of meeting Council’s needs both current and into the future.

Over recent years the benefits of and opportunities from access to rich information delivered spatially have come to the fore and Council has become more reliant on the ability to access information in this way on a day to day basis. The legacy applications previously commissioned by Council were very limited in regard to how they were able to access and deliver information spatially in a managed and efficient manner, resulting in an established requirement for a more efficient and effective solution.

Council invested effort in investigating current industry options and application agnostic solutions to enable users to benefit from more efficient use of information through a spatial interface. Also, consideration was given to the ability of Council to continuously improve integration and access to location based information through the solutions implemented into the future. The solution had to be capable of supporting increasing data sets and increasing use by large numbers of staff and external customers in a suitable manner that overcame historic proprietary based solutions. Ideally the preference was for a solution that was efficient to use, low in maintenance to keep functioning and application independence by using an industry standard delivery method and supporting a good data management focus.

Through the investigation process, it became evident that there were two, standout solutions that were most suitable to Council’s requirements, providing desired efficiency, industry best practice, data and application agnosticism by using standardised delivery mechanisms. The solution chosen was Weave by Cohga an integration suite with excellent opportunities to integrate with our existing data and processes.

Council undertook a comprehensive market scan, approached a number of suppliers for Expression of Interest, and transparent evaluation process to determine the most cost effective provider, Cohga - Weave. A Proof of Concept was undertaken to ensure that a good fit for the business was achievable and a full implementation ensued through 2016.

The investment made to date into the Cohga - Weave Suite is $227,230 ex GST, in addition to operational effort by the ICT Spatial Team.

At the time, other options considered included Pitney Bowes – Exponare, Chartis Technologies – Intramaps and Google Earth. The evaluation process defined a clear option for recommendation based on both cost and functionality.

To continue utilisation of the existing Cohga - Weave Suite, and leveraging Council’s investment to date, Council need to renew the licensing maintenance and support agreement for 3 years. To achieve this, the attached memo details the Quote Consideration Plan for the Cohga – Weave Spatial Software Agreement (Attachment A) has been prepared in accordance with section 230(1) (b) of the Local Government Regulation 2012.

The Cohga - Weave Suite (the Suite) provides Council the ability to be able to deliver a scalable solution that is utilised to present location based information spatially through numerous web based applications. This information can be (and is) used in mapping solutions and allows the ability to show current and historic information and imagery for the City.

Through this Suite, Council can leverage significant current and historic data holdings dating which allows staff and community to identify current state and change across the City over time. The ability to use location based information such as this provides context in a spatial format to allow staff and public to visualise items or objects that Council wish to demonstrate or make people aware of.

Council Staff utilise this solution in day to day activities for planning, maintenance, and analysis through the internal mapping systems. The community also utilise this Suite through solutions such as Councils Eat Safe program, the Ipswich Planning website and numerous others being planned for the future. The imagery displayed using this Suite is also used for visual context when producing maps for internal Council use and any external map production required for Public or external engagement including Developers, other agencies and Emergency Management.

The efficiencies in using this Suite include managing the data that has to be provided across the Council Network and the internet as it automatically scales what is needed to be shown on the fly, thereby limiting the amount of data throughput and bandwidth cost.

Users are able to realise significant performance enhancements with this application. From a content perspective, data is served to clients using the protocol http.

The Suite has the intelligence to provide significant performance enhancement by taking advantage of the underlying infrastructure. Benefits are realised from its native 64-bit architecture and its support for massive data including imagery. In addition, it is has cache (memory) control to reduce bandwidth requirements and browser requests.

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Regulation 2012

RISK MANAGEMENT IMPLICATIONS

The following general risks and mitigation strategies have been identified in relation to continuation of the annual maintenance agreement of the Cohga (Weave) Suite.

· Financial Risk		· Risk Level
· Likelihood	· Possible	· Low
· Consequence	· Minimal	· Low

A financial risk exists in the event that the Vendor cease product support. Mitigation:

This product is industry best practice and is used by a large user base in many areas of government locally and internationally. The likelihood that this will happen is very low. Cohga has a world-wide reputation and is well respected in the industry.

· Legal/ Governance Risk		· Risk Level
· Likelihood	· N/A	· N/A
· Consequence	· N/A	· N/A

There is no perceived Legal/ Governance risk.

· Political/ Reputation Risk		· Risk Level
· Likelihood	· N/A	· N/A
· Consequence	· N/A	· N/A

There is no perceived Political / Reputation Risk

· Environmental/ Public Health Risk		· Risk Level
· Likelihood	· N/A	· N/A
· Consequence	· N/A	· N/A

There is no perceived Environmental or Public Health Risk

· Workplace Health & Safety Risk		· Risk Level
· Likelihood	· N/A	· NA
· Consequence	· N/A	· NA

There is no WH&S Risk.

· Service Delivery/ Business Continuity Risk		· Risk Level
· Likelihood	· Unlikely	· Low
· Consequence	· Minimal	· Low

There is a very low perceived delivery/ business continuity risk in relation to this suite, this has now been in use for three (3) years without significant concerns.

Mitigation: Not required.

· Cyber Security, security & Confidentiality Risk		· Risk Level
· Likelihood	· Unlikely	· Low
· Consequence	· Minimal	· Low

There is no specific perceived Cyber Security, Security or Confidentiality Risk. Mitigation:

ICT practices and Firewalls etc. provide sufficient mitigation for this application through our network security which is constantly upgraded to provide sufficient mitigation.

Financial/RESOURCE IMPLICATIONS

This Quote Consideration Plan presents the procurement objectives and recommendations to provide continued maintenance and support for the Suite, and seeks approval to enter into a continuing annual agreement with an existing industry specialist partner, with an expected value of $95,000 ex GST per annum as an ongoing operational cost.

No FTE implications, as is an implemented solution. BAU activity, providing a quality solution to Council.

COMMUNITY and OTHER CONSULTATION

The contents of this report did not require any community consultation.

Conclusion

To enable Council to continue to leverage the significant investment into the ICT Spatial category, Council need to renew the licensing maintenance and support agreement for the core software solution, Cohga (Weave) Suite

To achieve this, a Quote Consideration Plan for the Cohga (Weave) Spatial Software Agreement (Attachment A) has been prepared in accordance with section 230(1)(b) of the Local Government Regulation 2012, for an annual term, for a period of 3 years (expiring 30/9/2022), for which Council approval is sought to proceed.

Attachments and Confidential Background Papers

1.	Quote Consideration Plan ⇩

Fiona Byrnes

Business Support Manager

I concur with the recommendations contained in this report.

Tony Welsh

Interim Information and Communications Management and Support Manager

I concur with the recommendations contained in this report.

Andrew Knight

General Manager - Corporate Services

“Together, we proudly enhance the quality of life for our community”

Governance Committee

Meeting Agenda

3 December

2019

Doc ID No: A5907734

ITEM: 13

SUBJECT: Updated Terms of Reference for Council's Standing Committees

AUTHOR: Committee Manager

DATE: 18 November 2019

Executive Summary

Recommendation/s

That the Interim Administrator of Ipswich City Council resolve:

That an amended Terms of Reference for Council’s standing committees, as detailed in Attachment 2, be adopted, replacing the five current Terms of Reference for each of the standing committees.

RELATED PARTIES

There are no related party matters associated with this report.

Advance Ipswich Theme

Strengthening our local economy and building prosperity

Managing growth and delivering key infrastructure

Caring for the community

Caring for the environment

Listening, leading and financial management

Purpose of Report/Background

At the October 2018 Council Ordinary Meeting a report on Council’s Committee structure was adopted which incorporated the following recommendation:

That the Terms of Reference for the proposed standing committee structure as detailed in Attachment D to H of the report by the Chief Executive Officer dated 12 October 2018, be adopted.

At the November 2018 Governance Committee Meeting these TOR were amended again to further enhance the TOR documents and the following recommendations adopted:

A. That the proposed Terms of Reference as detailed in Attachments A to E of the report by the Corporate Services Project Officer dated 25 October 2018, be adopted.

B. That the Chief Executive Officer be authorised to amend any of the Terms of Reference as and when required, over the next two (2) to three (3) months and that the finalised terms of reference be presented to a future committee meeting for endorsement after that.

At the beginning of 2019 the TOR were circulated to all ELT members for comment. Comments received were collated and captured in a draft TOR which was then sent to the Interim Management Committee (IMC) members for comment. One of the suggested changes from the IMC was to combine all committee TOR into one TOR document covering all committees with appendices related specifically to each of the committees.

The proposed TOR has now been amended to take into account all comments received and is attached in track version (Attachment 1) and clean version (Attachment 2).

Legal/Policy Basis

This report and its recommendations are consistent with the following legislative provisions:

Local Government Act 2009

Local Government Regulation 2012

Ipswich City Council’s Meeting Procedure Policy

Ipswich City Council’s Councillor Code of Conduct

Councillor Staff Interaction Policy

RISK MANAGEMENT IMPLICATIONS

The Terms of Reference for Standing Committees is an important document that governs the way committees are run. It is vitally important that the TOR is updated as legislation and processes change to ensure the committees are governed in an agreed format that is open and transparent. By not approving this recommendation there is a risk of having an outdated TOR document.

Financial/RESOURCE IMPLICATIONS

There are no financial/resource implications associated with this report.

COMMUNITY and OTHER CONSULTATION

Over the last year the Executive Leadership Team and the Interim Management Committee have been invited to provide their suggested amendments to the Terms of Reference. The Terms of Reference attached have now been updated with all suggestions.

Conclusion

Ipswich City Council’s Terms of Reference for Standing Committees has been amended to incorporate suggested amendments including consolidation into one TOR document.

Attachments and Confidential Background Papers