Effective 1 July 2017 - City of Gold Coast
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Gold Coast
Effective 1 July 2017
Contents Welcome
Welcome 1
Welcome to Gold Coast 2022, the Council of the
City of Gold Coast’s (the City) Corporate Plan.
Mayor’s message 2
Gold Coast 2022 supports the implementation of the
Chief Executive Officer’s City Vision – ‘Inspired by lifestyle. Driven by opportunity.’
message 2 It describes the outcomes we are working towards; our key
plans and programs and signature actions the City aims
Introduction 3 to deliver over the next few years. This plan builds on the
directions and priorities of Gold Coast 2020, endorsed by
Our City and GC2018 – Council in 2014.
the event and city legacy 4
During the life of this plan, the Gold Coast 2018
Commonwealth Games (GC2018) will take place in
The best Place to live,
April 2018. While this will be a defining moment for the
visit and stay 8
city, it will also be an important catalyst for city growth and
development which will have long-term benefits for our city.
Prosperity built on a strong
diverse economy 18 Gold Coast 2022 focuses on Gold Coast families and will
ensure that decisions we make today will allow our children
People contribute to a and grandchildren to enjoy fulfilling lives in our great city.
strong community spirit 28 We want children that are born in the city today to be raised,
educated, employed, have their own families and retire here
Supporting the delivery of on the Gold Coast.
Gold Coast 2022 38
Gold Coast 2022 aims to protect our enviable Gold Coast
lifestyle, ensuring that future generations are proud to call the
Appendices 46
Gold Coast home.
Appendix 1 – Gold Coast 2022
signature actions 48
Appendix 2 – Commercialised
Business Unit: Gold Coast Water 52
Appendix 3 – Commercialised
Business Unit: Gold Coast
Waste Management Services 53
Appendix 4 – How to read
this Corporate Plan 54
Appendix 5 – Glossary 56
▲ Cover image: Pine forest walk at Pizzey Park, Miami
Family fun at the beach, looking north to Surfers Paradise
▲
Gold Coast 2022 – Bringing the City Vision to life 1
Mayor’s message Introduction
When it comes to planning for our future, We are targeting jobs in diverse industries including health, Our City Vision ‘Inspired by lifestyle. Driven by opportunity.’ informs strategic planning for the city. Gold Coast 2022 supports the delivery
the Gold Coast is way ahead. We are medical science, sport, marine manufacturing, IT and tertiary of the City Vision through three themes – Place, Prosperity and People.
maximising legacy opportunities from the education. Diversifying our economy allows us to become less
Gold Coast 2018 Commonwealth Games, reliant on the two economic pillars that have served us so well Gold Coast 2022 identifies what we need to do between now and 2022 to work towards the City Vision. Implementation is supported
preserving our city’s envious lifestyle, for many decades – tourism and construction. by robust planning, responsible management and the active engagement of the community.
protecting our precious green and open
space and continuing to develop the infrastructure needed to A diversified economy is a smart economy and we are making
the right moves to create smart jobs for our youth.
take the city into the next decade and beyond. City Vision
As Mayor, I want the city to remain a place where generations of In the fields of arts and culture, we are creating the city’s cultural
families live. I know the important role family plays in the broader heartland and a place where millions of visitors and residents will Inspired by lifestyle. Driven by opportunity.
gather over coming decades to enjoy the sights, sounds and
social fabric of a community.
atmosphere with the majestic Surfers Paradise skyline
Gold Coast 2022
Improved social inclusion is a key legacy outcome from the as a backdrop.
Games. More than 40,000 people registered to be volunteers,
with 15,000 chosen as ambassadors. That level of interest I welcome the delivery of the GC2022 Plan and look forward to
underscores the strength and vibrancy of our community, one the evolution of this great city in years to come.
where people want to give back to the city that has been so
good to them.
Having a five year plan such as GC2022 allows us to ensure
we retain that community spirit through a suite of programs
and activities. The plan is also a blueprint for how we can TOM TATE BE (UNSW)
create more jobs for today’s and tomorrow’s workers. Mayor
PLACE PROSPERITY PEOPLE
Our city provides a choice Our city’s economy is Our city is safe
of liveable places diverse and innovative
We are proud of our city
We live in balance We have a thriving
with nature cultural economy Our community is inclusive
and supportive
Chief Executive Officer’s message We manage our resources
for a sustainable future
We have infrastructure
that supports productivity Our city embraces culture
and growth every day
We can get around
Gold Coast 2022 is our refreshed five year The $550 million Commonwealth Games Village will transform into the city easily Our city provides a wide
We are a city with a strong
plan that looks beyond the 2018 Gold Coast the residential and retail ‘village heart’ of our developing Health and and globally competitive range of job opportunities
We are an active digital city
Commonwealth Games towards the next Knowledge Precinct and continue to be an investment drawcard business environment
chapter of our ever-maturing city. for important future-focused, knowledge-based industries. Our modern centres create We are an active and
vibrant communities We are a globally recognised healthy community
Our updated plan responds to emerging Our arts, culture and events sectors, which have benefited from tourism destination
Everyone can enjoy a
challenges and opportunities with an pre-Games accelerated development investment, will continue to beach experience We have a positive
increasing focus on technological advancements, which will grow with the City’s ongoing investment in the developing Gold global reputation
continue to impact on City operations and services and on our Coast Cultural Precinct. Our city is resilient to
natural hazards
economic and social planning.
Our plan also retains a focus on delivering the required
Priorities of this plan include a continued focus on maximising infrastructure for our growing city, protecting our natural
legacy outcomes from GC2018. The new and upgraded GC2018 environment and creating vibrant, safe and liveable communities.
infrastructure and international exposure, for example, will continue Supporting the delivery of Gold Coast 2022
to bolster our sports and recreation sectors, sporting events Overall, Gold Coast 2022 delivers a collaborative plan for our We plan for the future of the city. We manage the city responsibly.
calendar and our tourism and international education sectors. city’s continued transformation and prosperity. We actively engage residents, customers and visitors.
Stage 2 of the Light Rail system with new park and ride facilities
and Games related improvements to the City’s active travel Strategies supporting this plan are identified using the following icons:
infrastructure will continue to support sustainable travel choices
Culture Strategy 2023 Economic Development Strategy 2013–2023
and reduce our reliance on vehicles.
DALE DICKSON PSM
Chief Executive Officer
Gold Coast City Transport Strategy 2031 Solid Waste Strategy 2024
Ocean Beaches Strategy 2013 –2023 City Plan
2 Gold Coast 2022 – Bringing the City Vision to life 3
▲ Commonwealth Games Village, Southport ▲ Carrara Sports and Leisure Centre
Our City and GC2018 – the event and city legacy
Gold Coast prepares to host the 2018 Commonwealth Games
Securing city benefits
One of the most defining moments in the Gold Coast’s history As the eyes of the world are on us, maintaining essential
occurred on Saturday 12 November 2011, when the city won services, keeping our city moving and looking its beautiful best The City has applied a benefits management framework to help The Queensland Government has also brought forward its
the rights to host the Commonwealth Games in 2018. and preparing our community for what will be different during inform strategic decisions and allocate resources which will capital works program to support a range of major road and
the event will be critical to the perceptions of the Gold Coast result in better outcomes for the Gold Coast. intersection upgrades across the city including the six lane
The Gold Coast 2018 Commonwealth Games will be the largest and how our Commonwealth Games will be remembered. enhancements to Bundall Road.
international sporting event staged in Australia for a decade and With benefits informing project delivery, our approach is
it is the first time the Commonwealth Games will be held in a Staging a successful Commonwealth Games will position the • GC2018 is supporting the realisation of the Gold Coast
innovative and bold. It is delivering real results, many of which are
regional city in Australia. Gold Coast as a world class international city and a destination Health and Knowledge Precinct (GCHKP) through the
in this plan. Three of these key projects are highlighted below:
of choice for visitors and future residents. development of the GC2018 Commonwealth Games Village,
In April 2018, more than 6600 athletes and officials from 70 • Relocating the competition venue for squash to support the new roads, future development lots, public utilities and
Commonwealth countries and territories will converge on the GC2018 is delivering new jobs, providing economic uplift and development of a new ‘super stage’ at Village Roadshow regional parklands. These upgrades together with the unique
Gold Coast to take part in the 21st Commonwealth Games. will contribute to the longer term diversification of the economy Studios – large enough to attract the latest Hollywood co-location of an internationally-ranked tertiary institution,
through further development of the Gold Coast Health and blockbusters and constructed in time for the production of public teaching hospital and private hospital are merging to
The City of Gold Coast is playing a key delivery role to ensure Knowledge Precinct (home of the GC2018 Commonwealth stimulate research and development opportunities within a
Thor-Ragnorok in 2016 and the Aquaman movie in 2017,
GC2018 is the best Commonwealth Games ever, which Games Village), world class sporting and events infrastructure, commercial and residential mixed-use community. A melting
resulting in a local economic impact of an estimated
requires a whole-of-organisation response. The City’s enhanced movie production facilities and an increase in the pot of ideas, innovation and invention.
$260 million and supporting 1900 plus production jobs.
Transport and Traffic Branch, Commonwealth Games Unit, capacity and capability of our arts and cultural sector. The
City Maintenance, Health Regulatory and Lifeguard Services, • A partnership between City of Gold Coast, the Queensland Our ambitions are aspirational. We aspire to inspire through
Commonwealth Games has also been a catalyst to bring
Economic Development, Community Venues and Services and Australian Governments has resulted in Stage 2 of sport. We aspire to power our economy. We aspire to continue
forward much needed infrastructure upgrades and change
Branch, Safe and Liveable Communities, Gold Coast Water and the Gold Coast Light Rail project being delivered in time to transform our Gold Coast. We aspire to engage our
planning and service delivery for the long-term benefit of the
Waste are just some of the business areas at the front line. for GC2018, providing a critical link with the heavy rail communities.
community.
network and improving connections for rail passengers.
4 Gold Coast 2022 – Bringing the City Vision to life 5
The best Place to live, visit and stay
What we want to see by 2022
1.1 Our city provides a choice of liveable places
We can choose diverse lifestyle and housing options.
1.2 We live in balance with nature
We manage quality rural and urban living while
looking after the future of the city’s rainforest, bushland,
waterways and open space.
1.3 We manage our resources for a
sustainable future
We innovate to protect our water resources,
maximise recycling and reduce waste.
1.4 We can get around the city easily
We have a reliable and integrated city transport system.
1.5 We are an active digital city
We use data and real-time information to shape our city.
1.6 Our modern centres create vibrant communities
We can work, live and play in our local neighbourhoods.
1.7 Everyone can enjoy a beach experience
Our beaches are open and accessible
to everyone.
1.8 Our city is resilient to natural hazards
We can adapt to change.
ctive travel, Gold Coast Health and Knowledge Precinct, Southport
A
▲
Gold Coast 2022 – Bringing the City Vision to life 7
▲ Mount Cougal Cascades, Springbrook National Park, Currumbin Valley
Place city snapshot
Light Rail from Gold Coast University
▲ Broadwater Parklands and Gold Coast Aquatic Centre, Southport City Plan Hospital to Broadbeach carries
effective 2016
20,000 people daily, extension
will link the Hospital to Helensvale
(7.3km)*
14 Surf breaks 4 April 2017 43% of total
in the World marked exactly one year waste collected
Surfing Reserve* to go until the opening was recycled*
ceremony for GC2018
52.8km 850 691km
of sandy beaches* conservation reserves* of bush trails*
▲ Providing beach access, Burleigh Heads ▲ G:Link light rail, Broadbeach
* as at 2015–16
8 Gold Coast 2022 – Bringing the City Vision to life 9
Our city provides a choice of liveable places We live in balance with nature
1.1 1.2
We can choose diverse lifestyle and housing options. We manage quality rural and urban living while looking after the future of the city’s
rainforest, bushland, waterways and open space.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage of city dwellings that are detached In 2013: By 2019: By 2020: Condition of native vegetation cover In 2013: By 2019: By 2022:
50% 42% 40% • High quality vegetation (remnant) 41.16% Maintain or improve Maintain or improve
• Distributed remnant vegetation 4.94% vegetation condition vegetation condition
Rating for ‘Appealing environment’ In 2014: By 2017: By 2020: • Regrowth remnant vegetation 4.29%
– RepTrak Reputation Report – AUS 7 of 16 Increase from Increase from
– G8 44 of 100 baseline interim checkpoint Total native vegetation cover In 2013: By 2019: By 2022:
50.39% 51% 51%
Key plans and programs of work
Key plans and programs of work
Regularly amend the City Plan to ensure the city is safe, accessible and can take advantage of emerging opportunities.
Support the preservation of the city's natural environment (open space, natural resources and conservation) through a
Consolidate population growth in ‘priority growth areas’, including mixed use activity centres, urban neighbourhoods, strategic leadership approach to the City Plan and environmental strategies.
light rail corridor urban renewal areas, remaining greenfield, specialist business precincts and identified future growth areas.
Develop and implement plans that encourage appropriate access and use of the city's unique natural areas while
Protect identified areas for their distinctive character or lifestyle attributes, including parks, green space, City assets, maintaining the liveability and amenity of the city.
high value ecological areas or land with rural production and scenic amenity values.
Restore ecosystems and fauna through weed control, natural regeneration, revegetation, maintenance, education and
Support the delivery of housing choice to support liveability and affordability in the city. voluntary programs.
Plan and implement appropriate community facilities for residents across the city. Management of the conservation network across private and public land, including Voluntary Conservation Agreements
and the Nature Conservation Assistance Program.
Key Strategy Roll out the Beaches to Bushland Volunteer Program working with the community to restore our natural areas.
Develop and implement a Biosecurity Plan to protect local ecosystems; increase native vegetation cover and enhance
Implement the City Plan to guide development around our diverse lifestyle, provide choices for living in rural areas, suburban
management of pests to safeguard the city’s liveability.
and urban neighbourhoods, in and around activity centres and along the coastal edge.
Key Strategy
Supporting Strategies
Implement the City Plan to guide how our comprehensive green space network of natural features is enhanced and conserved
Gold Coast City Transport Strategy 2031 Economic Development Strategy 2013–2023 for the benefit of the community.
Supporting Strategies
Solid Waste Strategy 2024 Ocean Beaches Strategy 2013–2023
10 Gold Coast 2022 – Bringing the City Vision to life 11
We manage our resources for a sustainable future We can get around the city easily
1.3 1.4
We innovate to protect our water resources, maximise recycling and reduce waste. We have a reliable and integrated city transport system.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage of total waste recycled In 2015: By 2019: By 2022: Percentage of daily trips using public transport In 2016: By 2019: By 2022:
40% 45% 54% 4.8% Increase from baseline 5.7%
Average annual grading of waterways across the city In 2013: By 2019: By 2022: Percentage of people who are satisfied with public transport In 2016: By 2019: By 2022:
B Increase from baseline A- 69.2% 72.5% 75%
Percentage of daily trips taken by private motor vehicle In 2016: By 2019: By 2022:
Water system losses (%) In 2013: By 2017: By 2022: 84.7% Decrease from 83.7%
16% 9.9% 9.2% baseline
Average water use per person per day (litres) In 2013: By 2019: By 2022: Average vehicle travel time along key road corridors within In 2016: By 2019: By 2022:
200L Decrease from 185L the city during peak hours Baseline to be Interim checkpoint to Checkpoint to be
baseline established be established established
Percentage of water recycled In 2013: By 2019: By 2022: Improved traffic flows and reduced accident rates on key road In 2017: By 2019: By 2022:
12% Increase from baseline 25% corridors and key intersections throughout the city Baseline to be Interim checkpoint to Checkpoint to be
established be established established
Key plans and programs of work
Key plans and programs of work
Implement plans to ensure that our waterways and water resources are managed for the benefit of our city.
Work with the Department of Transport and Main Roads to plan one network transport management solution for the city.
Promote water efficiency and minimise water waste by reducing water leakage and improving customer awareness
of smarter water use. Plan and deliver targeted road upgrades that maximise network efficiency, safety and support Pacific Highway (M1) operations.
Manage sewerage systems to reduce impacts on the environment by reducing inflow and infiltration. Advocate for and support the Department of Transport and Main Roads to provide greater public transport service coverage,
service hours and additional high frequency bus routes across the city.
Implement a Total Water Cycle Management Plan which considers all elements of the water cycle including catchment
management, stormwater and waterway management and incorporates benchmarking and measurement of the Gold Coast Advocate for and assist the Department of Transport and Main Roads in planning and delivering future stages of the
as a water sensitive city. Gold Coast light rail system.
Minimise waste going to landfill by expanding waste diversion programs for green waste, food waste, plastics, timber and wood Develop and deliver travel demand management programs, that accelerate travel behaviour change, deliver quality
waste, metals and construction waste. infrastructure and provide high quality end-of-trip facilities that make it more attractive to walk and cycle.
Expand the range of services at waste recycling centres and optimise infrastructure providing better value for money for residents. Continue to support the free Seniors’ Bus Travel initiative to encourage more Gold Coast seniors to use public transport
and to make better use of existing services.
Progressively design and construct a long-term system for safe release of excess recycled water for the city.
Key Strategy
Key Strategy
Implement the Gold Coast City Transport Strategy 2031 to achieve an integrated transport system in a smart, connected city.
Implement the Solid Waste Strategy 2024 to ensure that resources and waste are managed for the benefit of future generations.
Supporting Strategies
Supporting Strategies
City Plan
City Plan
12 Gold Coast 2022 – Bringing the City Vision to life 13
We are an active digital city Our modern centres create vibrant communities
1.5 1.6
We use data and real-time information to shape our city. We can work, live and play in our local neighbourhoods.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Average broadband speed In 2016: By 2018: By 2020: Number of neighbourhood/local centres In 2016: By 2019: By 2022:
Download of 14mbs Download of 20mbs Download of 40mbs 115 121 126
and upload of 1mbs and upload of 5mbs and upload of 10mbs
Percentage of people who live within 800m of public transport In 2012: By 2019: By 2022:
Number of City services using Internet of Things (IoT) In 2016: By 2018: By 2020: 78% 85% 90%
systems/networks Nil >3 >6
Percentage of residents who live within 400m of a recreational park In 2016: By 2019: By 2022:
76.4% 78% 80%
Percentage of people who are satisfied with public transport In 2016: By 2019: By 2022:
Key plans and programs of work
69.2% 72.5% 75%
Develop and implement a Digital City Plan that delivers infrastructure; enhances the use of data; supports knowledge based Parking occupancy rates within key city centres In 2016: By 2019: By 2022:
industries and improves the city’s attractiveness as a business destination. Maintain between Maintain between Maintain between
60% – 80% 60% – 80% 60% – 80%
Increase the use of real-time data to deliver services and provide information to the public through the roll out of sensors
and devices to support disaster responses, public safety and other initiatives.
Key plans and programs of work
Invest in data transmission networks including fibre optics, wi-fi and radio technologies to support the provision of real-time
Implement principal activity centres (Southport CBD, Broadbeach, Robina and Coomera) as the main business areas of the city.
information and services to residents and visitors.
Provide clear vision and direction for the future growth of the CBD; identify and prioritise key projects and optimise opportunities.
Plan a sensor network across the city to monitor transport network use, supporting the management of congestion and
providing real-time information to system users on traffic conditions, parking availability and travel alternatives.
Implement the City Parking Plan 2015, to improve economic prosperity and urban amenity and to support sustainable transport
choices through a balance of parking options.
Work with industry and universities to develop new data analytics systems to inform service delivery and capital investment programs.
Deliver the City Place Making Program to facilitate the long-term, integrated planning and development of safe, vibrant public spaces
Deliver the Open Data Access Program and provide access to information that will build the IT and software development industry.
and neighbourhoods that are valued by local people and are attractive to visitors, strengthening the local community and economic life.
Collaborate with industry and government agencies to increase the availability of high-speed wi-fi across key precincts in the city.
Deliver Local Area Transport Schemes that better integrate road transport, public transport, city freight needs, parking, walking,
cycling and land use.
Key Strategy Encourage open and accessible parklands and other public spaces in high density areas, bringing communities together by providing
opportunities for social connections.
Implement the Economic Development Strategy 2013–2023 to build business community capacity, capability and efficiencies
through the innovative use of technology. Deliver the Urban Greenspace Program through increased tree planting and landscaping that improves neighbourhoods and makes
areas more attractive through tree lined boulevards and inviting parklands.
Supporting Strategies Develop and implement cycle and pedestrian active transport network plans to guide future city investment in delivering network
improvements.
Gold Coast City Transport Strategy 2031 City Plan
Key Strategy
Implement the City Plan to provide mixed use activity centres that are pedestrian-orientated, vibrant areas offering
employment, community, cultural, retail and residential uses.
Supporting Strategies
Gold Coast City Transport Strategy 2031 Economic Development Strategy 2013–2023
14 Gold Coast 2022 – Bringing the City Vision to life 15
Everyone can enjoy a beach experience Our city is resilient to natural hazards
1.7 1.8
Our beaches are open and accessible to everyone. We can adapt to change.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Community satisfaction with services for In 2017: By 2020: By 2023: Percentage of coastal public beachfront requiring protection In 2016: By 2019: By 2020:
beach facilities and safety Baseline to be Increase from Maintain or improve with a certified seawall 51.6% 54.1% 56.6%
established baseline from interim
checkpoint Percentage of properties that are exposed to unacceptable In 2017: By 2019: By 2022:
natural hazard risks Baseline to be Maintain or decrease Maintain or decrease
Sufficient sand volumes along Gold Coast beaches In 2017: By 2020: By 2023: established from baseline from interim
Average Beach Average Beach Average Beach checkpoint
Volume Index (BVI) Volume Index (BVI) Volume Index (BVI)
Score between 1.0 Score between 1.0 Score between 1.0
and 1.3. and 1.3. and 1.3.
Key plans and programs of work
Implement the Bushfire Hazard Reduction Program to minimise bushfire risk throughout the city.
Key plans and programs of work
Deliver a flood resilient Gold Coast through the Sustainable Flood Management Program.
Implement the Gold Coast Shoreline Management Plan, supporting best practice coastal management.
Implement recommendations from the Shoreline Management Plan to support coastal protection.
Implement the Gold Coast Surf Management Plan to maximise resident and visitor enjoyment of the Gold Coast surfing experience.
Manage natural hazard exposure across the city including, slope instability, heatwave, bushfire, flood and storm tide
Continue to implement the Public Seawall Upgrade Program, reducing the impact of coastal erosion.
through strategic land-use planning
Work with local Surf Lifesaving Clubs and other stakeholders to improve beach accessibility for people of all age groups and abilities.
Deliver a new flood map for the city that supports the City’s management of flood hazards into the future.
Implement the City Parking Plan 2015, to provide appropriate traffic management measures within the city’s coastal precincts to
Enhance the City’s flood emergency decision support system.
ensure parking availability for residents accessing the beach.
Develop innovative computer modelling tools for the management of natural hazards.
Key Strategy Use innovative urban design and city planning to promote city resilience.
Implement the Ocean Beaches Strategy 2013–2023 to ensure our beaches are clean, healthy, safe and accessible
now and into the future.
Key Strategy
Implement the City Plan to undertake risk based land use planning that considers natural hazards as a fundamental
Supporting Strategies element in city planning.
Gold Coast City Transport Strategy 2031
Supporting Strategies
Ocean Beaches Strategy 2013–2023
16 Gold Coast 2022 – Bringing the City Vision to life 17Prosperity built on a strong diverse economy
What we want to see by 2022
2.1 Our city’s economy is diverse and innovative
We have knowledge-based, start-up and
entrepreneurial businesses.
2.2 We have a thriving cultural economy
Our city attracts and retains creative skills,
talent and investment.
2.3 We have infrastructure that supports
productivity and growth
We have connected and vibrant economic precincts.
2.4 We are a city with a strong and globally
competitive business environment
Our city is an exciting place to do business.
2.5 We are a globally recognised tourism
destination
Our city attracts visitors from all over the world.
2.6 We have a positive global reputation
We are an emerging world-class boutique city attracting
trade and investment.
r Hal Rice, Gold Coast University Hospital, Gold Coast Health
D
▲
and Knowledge Precinct, Southport
Gold Coast 2022 – Bringing the City Vision to life 19 rtist impression of outdoor performance space, Gold Coast Cultural Precinct, Evandale
▲ A
Prosperity city snapshot
▲ Gold Coast Health and Knowledge Precinct, Southport Our city 10,000 $4.1b
jobs already generated visitor spend*
has grown and diversified
through investment from Gold Coast Health
attraction and Knowledge Precinct*
$1.9b Close to 25,000 23m
Value of Gold Coast international students visitor nights in our city*
exports* call Gold Coast home**
▲ Chinatown, Southport ▲ University students, Gold Coast * as at 2015–16
** as at 2016–17
20 Gold Coast 2022 – Bringing the City Vision to life 21Our city’s economy is diverse and innovative We have a thriving cultural economy
2.1 2.2
We have knowledge-based, start-up and entrepreneurial businesses. Our city attracts and retains creative skills, talent and investment.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Increase in the number of businesses In 2013: By 2019: By 2023: Growth in the number of people employed In 2015: By 2019: By 2022:
employing in the city 20,800 Increase from 23,000 in creative industries 2833 Increase from Increase from interim
baseline baseline checkpoint
Growth in the number of knowledge based jobs In 2013: By 2019: By 2023: Rating for ‘Culture’ In 2014: By 2017: By 2020:
(non-population serving employment) 28.8% 32% 34% – RepTrak Reputation Report AUS 9 of 16 Increase from Increase from interim
G8 44 of 100 baseline checkpoint
Increase in international students In 2014: By 2019: By 2024:
19,185 Increase from 34,185 Increase GDP related to creative industries In 2015: By 2019: By 2022:
international students baseline international students $313.2m Increase from Increase from interim
baseline checkpoint
Attract national sporting organisations to relocate In 2017: By 2019: By 2022: Increase in the value of film productions In 2016: By 2019: By 2022:
to the city 2 new organisations 2 new organisations 2 new organisations $135 million $149 million $163 million
Key plans and programs of work Key plans and programs of work
Through the Gold Coast Health and Knowledge Precinct (200 hectare precinct developed in collaboration with the Roll out a cultural capital and skill creation program and build local creative talent to support a thriving and globally
Queensland Government) accelerate the creation of jobs, attract a talented workforce and increase innovation in the city, competitive industry sector.
delivering a vibrant mixed-use community.
Deliver a program which builds the capacity of creative industries and arts and culture sectors to support city reputation
Manage the Citywide Innovation and Commercialisation Network – entrepreneurs working together to innovate ideas and and economic growth.
build start-up businesses.
Establish the city as a premier film location through targeted investment.
Implement a program in partnership with the education sector to promote the Gold Coast as a world-class education city,
attracting more international students to the city. Support and advocate for creative cultural opportunities that reflect the unique and iconic characteristics of and
opportunities for communities across the Gold Coast.
Work with universities and industry sectors to use big data analytics to create new products, services and goods.
Implement the “Writers Block” program, supporting aspiring local writers to engage in the cultural economy.
Implement the Gold Coast Sport Plan 2013-2023, to develop a sustainable and inclusive sports economy for the city,
including a targeted program to attract high performance sport related business and recruit peak sporting bodies. Continue to implement the Gold Coast Stories initiative to incorporate stories that reflect the historical importance of city events,
such as the Commonwealth Games to the Gold Coast community.
Key Strategy
Key Strategy
Implement the Economic Development Strategy 2013–2023 to promote the city’s “have a go” attitude to create new start-
up businesses and job opportunities. Implement the Economic Development Strategy 2013-2023 to build a strong creative base to deliver real business
opportunities, attract new talent, knowledge workers and investment.
Supporting Strategies
Supporting Strategies
City Plan
Culture Strategy 2023 City Plan
22 Gold Coast 2022 – Bringing the City Vision to life 23We have infrastructure that supports productivity and growth We are a city with a strong and globally competitive
2.3 2.4
We have connected and vibrant economic precincts. business environment
Our city is an exciting place to do business.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage business growth in key economic zones In 2015: By 2019: By 2023: Business confidence in the economy In 2016: By 2019: By 2023:
21,554 registered Increase from Increase of 1.3–1.8% 39% Increase from 50%
businesses in the baseline from the baseline baseline
City’s four economic
regions Number of people employed in the city By 2015: By 2019: By 2023:
238,534 Increase from 296,474
Productive value add per worker In 2015: By 2019: By 2023: baseline
$93,613 Increase from $103,752
baseline Standard of living (Gross Regional Product per capita) In 2015: By 2019: By 2023:
$48,559 $51,488 $55,281
Rating for ‘Adequate infrastructure’ In 2014: By 2017: By 2020:
– RepTrak Reputation Report AUS 12 of 16 Increase from
Increase from Rating for ‘Favourable environment for business’ In 2014: By 2017: By 2020:
G8 48 of 100 baseline interim checkpoint – RepTrak Reputation Report AUS 13 of 16
Increase from Increase from
G8 49 of 100 baseline interim checkpoint
Standard of living In 2015: By 2019: By 2023:
(Gross Regional Product per capita) $48,559 $51,488 $55,281 Value of Gold Coast exports In 2013: By 2018: By 2023:
$1.9 billion
Increase from $3.6 billion
baseline
Key plans and programs of work
Develop priority precincts to maximise the economic benefits of the central business district, Yatala and the airport precinct. Key plans and programs of work
Work with the State Government to advocate for one network congestion management solution for the city and plan and deliver Implement the Open for Business Program which will reduce red tape, support business growth, build business capacity,
targeted road upgrades that maximise network efficiency. retention and accessibility to local buyers opportunities.
Implement a program of transport improvements to connect activity centres through a high frequency public transport network, Deliver an Export Program to support new and emerging exporters to access and further develop new markets.
principal cycling networks and better roads.
Deliver the Business Trade and Investment Program, which leverages investment opportunities, focusing on business and
Implement a program of investment in data and communications infrastructure to support business growth. industries where the Gold Coast has a competitive advantage.
Implement the Gold Coast Sport Plan 2013-2023, including facilitating the development of sport and recreation infrastructure. Implement supporting programs such as the Open for Business Program, Growth Accelerator Program, Online Business Program
and Supply Chain Development Program to promote sustainable economic city growth.
Develop and implement the Local Government Infrastructure Plan, which identifies the trunk infrastructure and standards
of service required to support urban development.
Key Strategy
Support the attractiveness of city lifestyle and amenity to potential businesses and skilled talent through maintaining
and enhancing social infrastructure, parklands and open space networks. Implement the Economic Development Strategy 2013–2023 to promote the city as an easy and exciting place to do business.
Key Strategy Supporting Strategies
Implement the Economic Development Strategy 2013–2023 to identify and promote key pieces of infrastructure Not applicable
to drive the economy, link business and employment and increase investment.
Supporting Strategies
Gold Coast City Transport Strategy 2031 City Plan
24 Gold Coast 2022 – Bringing the City Vision to life 25We are a globally recognised tourism destination We have a positive global reputation
2.5 2.6
Our city attracts visitors from all over the world. We are an emerging world-class boutique city attracting trade and investment.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
The amount of money spent by international visitors each year In 2016: By 2019: By 2020: Rating for ‘City ranking’ In 2014: By 2017: By 2020:
$1.2 billion
Increase from $1.5 billion – RepTrak Reputation Report AUS 13 of 16 Increase from Increase from
baseline G8 43 of 100 baseline interim checkpoint
The amount of money spent by domestic visitors each year In 2016: By 2019: By 2022: Percentage increase in favourable environment In 2014: By 2017: By 2020:
$2.9 billion
Increase from Increase from for doing business AUS 13 of 16 Increase from Increase from
baseline interim checkpoint – RepTrak Reputation Report G8 49 of 100 baseline interim checkpoint
Rating for ‘Appealing Experiences’ In 2014: By 2017: By 2020: Global media reach In 2017: By 2019: By 2022:
– RepTrak Reputation Report AUS 5 of 16
Increase from Increase from Baseline to be Increase from Increase from
G8 50 of 100 baseline interim checkpoint established baseline interim checkpoint
Visitor sentiment In 2017: By 2019: By 2022:
Baseline to be Increase from Increase from
Key plans and programs of work established baseline interim checkpoint
Implement the Gold Coast Destination Tourism Management Plan 2014-2020 working with Gold Coast Tourism, to capitalise on
opportunities for the city as a world-class tourism destination. Key plans and programs of work
Capitalise on emerging trends in the tourism market by driving the development of active and eco tourism experiences in the Implement the City Reputation Strategic Plan to promote the city as a key location for trade and investment.
hinterland and other natural areas.
Implement the Economic Development International Plan 2014-2024 which supports a globally connected city economy by
Promote the city as a world-class tourism destination through a range of marketing programs and activities. strengthening international networks, increasing the export base and raising the city’s profile.
Implement a City Wayfinding Strategy across key centres, to enable pedestrians and cyclists to easily navigate around the city. Deliver an Export and Trade Development Program that leverages economic benefits from international partnerships and networks
within priority trade markets.
Facilitate the development of world-class tourism infrastructure to grow the city’s reputation as a premier tourism destination.
Develop our business and investment attraction activities to grow international partnerships that promote our competitive advantage
Implement a program to improve service quality, standards and customer responsiveness across tourism and service sectors,
and drive inward investment.
improving visitor satisfaction.
Leverage the unique opportunity to generate global media coverage during the Commonwealth Games to raise the profile of the Gold
Implement an Events Plan which positions the Gold Coast as a premier events destination, encouraging new events to the city which
Coast and Queensland, transforming the city’s image and reputation and attracting investment, major events and visitation.
deliver economic and social benefits.
Strengthen existing and identify new sister city relationships to drive improved economic outcomes across key export markets.
Key Strategy
Key Strategy
Implement the Economic Development Strategy 2013–2023 to build and create a sustainable local, national and
international tourism market for the city. Implement the Economic Development Strategy 2013–2023 to create a positive global image for the city, raise our profile as
a key location for trade and investment, create new jobs and ensure business thrives.
Supporting Strategies
Supporting Strategies
City Plan Ocean Beaches Strategy 2013–2023
City Plan Gold Coast City Transport Strategy 2031
Gold Coast City Transport Strategy 2031 Culture Strategy 2023
Culture Strategy 2023
26 Gold Coast 2022 – Bringing the City Vision to life 27People contribute to a strong community spirit
What we want to see by 2022
3.1 Our city is safe
We feel secure and confident in our communities.
3.2 We are proud of our city
We are engaged citizens who advocate for our city.
3.3 Our community is inclusive and supportive
We are a diverse community where everyone is welcome,
families thrive and people know their neighbours.
3.4 Our city embraces culture every day
We are a creative community.
3.5 Our city provides a wide range of job
opportunities
We are a highly skilled and educated community.
3.6 We are an active and healthy community
We enjoy our city and its enviable climate.
Enjoying the beach, Burleigh Heads
▲
Gold Coast 2022 – Bringing the City Vision to life 29▲ Stand up paddle boarding, Tallebudgera Creek
People city snapshot
▲ Celebrate Gold Coast, Coolangatta
96.4% 287,013 9.2%
of people surveyed people attended of daily trips is
were proud of the major arts and by walking*
Gold Coast* cultural events*
City Beaches provided
amenity and safety for 89,200 1.3%
residents and visitors with people attended of daily trips is
235 beach showers and events celebrating by cycling*
39 beaches patrolled national cultures*
during peak holiday periods*
▲ Coombabah Boardwalk ▲ Yoga at Kurrawa Park, Broadbeach
* as at 2015–16
30 Gold Coast 2022 – Bringing the City Vision to life 31Our city is safe We are proud of our city
3.1 3.2
We feel secure and confident in our communities. We are engaged citizens who advocate for our city.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage of residents who feel safe in their neighbourhood: In 2016: By 2019: By 2022: Percentage of community who feel proud of the Gold Coast In 2016: By 2019: By 2022:
88% Increase from 90% 88% Increase from 90%
• Average, strong and very strong sense of safety • Some, very and extremely proud
baseline baseline
Rating for ‘Safe environment for visitors and residents’ In 2014: By 2017: By 2020: Percentage of the community engaged in volunteering In 2011: By 2019: By 2022:
– RepTrak Reputation Report AUS 13 of 16 Increase from Increase from 14.9% Increase from 30%
G8 36 of 100 baseline interim checkpoint baseline
Percentage of residents who indicated that they had In 2016: By 2019: By 2022:
an emergency plan 35% 45% 75%
Key plans and programs of work
Percentage of residents who have one place where emergency In 2016: By 2019: By 2022:
items are stored in case they are impacted by severe weather 55% 65% 80% Support the development of a strong culture of volunteering in the city through capitalising on the GC2018 Volunteering Program.
Implement an annual Community Engagement Program, which provides the opportunity for the community to provide views
Key plans and programs of work and feedback, which inform city direction and decision making.
Deliver the Community Safety Program which works towards a safer community focusing on safe public spaces and precincts, Facilitate Gold Coast City’s Junior Council, which provides students with the opportunity to learn and participate in
graffiti prevention, and supporting community safety programs. local government and community issues.
Promote a safer community through the expansion of the Safety Camera Network. Develop and implement a collaborative program that celebrates pride in the city and builds a strong and supportive community, including:
• delivering a program of major civic events featuring local, Australian and international content
Implement the Gold Coast Road Safety Plan 2015-2020 to reduce crashes, save lives and prevent serious trauma
on the transport network. • supporting Bleach as the Gold Coast’s signature festival
• building a cultural legacy, through the continued support of local arts and culture organisations.
Support community safety through innovative urban design and city planning.
Deliver the “Who We Are” Program which enables residents to celebrate the city’s diversity through online engagement.
Develop and implement a strategic plan for Disaster Management to minimise adverse impacts that threaten the safety
of the community prior, during and after an event.
Support community readiness for adverse events through the “Get Ready” campaign. Key Strategy
Develop and implement capability to provide real time information to the public in the event of natural disasters. Not applicable
Develop and implement disaster recovery arrangements for the city, which support community recovery, enabling the
community to obtain assistance for self-driven recovery. Supporting Strategies
Culture Strategy 2023
Key Strategy
Not applicable
Supporting Strategies
Gold Coast City Transport Strategy 2031 City Plan
32 Gold Coast 2022 – Bringing the City Vision to life 33Our community is inclusive and supportive Our city embraces culture every day
3.3 3.4
e are a diverse community where everyone is welcome, families thrive
W We are a creative community.
and people know their neighbours.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage of residents who feel a sense of In 2013: By 2019: By 2022: Increase in the number of people participating In 2015: By 2019: By 2020:
belonging to their community 81.5% 85% 90% in arts and culture in the city 287,013
Increase from 359,000
• Average, strong and very strong sense of belonging baseline
Percentage increase in attendance at events In 2016: By 2019: By 2020: Growth in the number of people employed In 2015: By 2019: By 2022:
celebrating national cultures 89,200 people Increase from 93,600 in creative industries 2833
Increase from Increase from interim
attended festivals baseline baseline checkpoint
celebrating national
culture Number of heritage places protected In 2016: By 2019: By 2022:
74 ≥74 ≥74
Percentage of bus stops that comply with DSAPT In 2016: By 2019: By 2022:
(Disability Standards for Accessible Public Transport) 80% Increase from baseline 100%
Key plans and programs of work
Key plans and programs of work Development of the Gold Coast Cultural Precinct, creating a city heart for the arts, culture and creative enterprise.
Develop and implement the Accessible and Inclusive City Action Plan 2014–19 to help make the city a better place Provide and develop spaces for artists and creative industries to make work, show work and collaborate.
to live and visit for people of all ages and abilities.
Implement the Public Art Plan 2021, which will provide commissioning and development opportunities to our local artists,
Deliver a Liveable City Program that connects people, celebrates diversity, increases civic pride and encourages
manage our artworks and celebrate our local culture.
our community to thrive.
Develop and implement a program supporting live music to provide access to resources and promote Gold Coast music.
Implement the Community Development Program to increase community resilience, promote positive local connections,
reduce social isolation, and to maintain a strong sense of belonging, identity and pride.
Develop and implement an Indigenous Heritage and Culture Program which celebrates the history, culture and achievements
of Aboriginal and Torres Strait Islander peoples.
Create vibrant communities by improving authenticity and amenity through urban design.
Support the professional development and profile of artists, reflecting the diversity of the Gold Coast. Facilitate innovation in sports, science, art, architecture and education by engaging with the arts and creative sectors.
Promote social connections and inclusion through the City’s network of Community Centres. Maximise sister city relationships to foster cultural communication and exchange for economic benefits.
Plan and implement appropriate community facilities for residents across the city.
Key Strategy
Implement the Gold Coast Youth Plan 2020, which in partnership with other levels of government responds to the needs and
aspirations of young people in the city.
Implement the Culture Strategy 2023 to provide for a growing cultural vibrancy in the city that fosters community
connectedness, wellbeing and creativity.
Develop and implement plans to further enhance the liveability of our city for seniors.
Plan and implement a bus stop upgrade program to satisfy legislative requirements for accessible public transport services and facilities.
Supporting Strategies
Key Strategy Economic Development Strategy 2013–2023
City Plan
Not applicable
Supporting Strategies
Gold Coast City Transport Strategy 2031 Ocean Beaches Strategy 2013–2023
City Plan Culture Strategy 2023
34 Gold Coast 2022 – Bringing the City Vision to life 35Our city provides a wide range of job opportunities We are an active and healthy community
3.5 3.6
We are a highly skilled and educated community. We enjoy our city and its enviable climate.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Percentage increase in residents with a In 2011: By 2019: By 2023: Percentage of people who make daily trips by walking In 2016: By 2019: By 2022:
bachelor /tertiary degree or above 14.3% National average Higher than 9.2% Increase from Increase from
national average baseline interim checkpoint
Number of people employed in the city In 2015: By 2019: By 2023: Percentage of people who make daily trips by cycling In 2016: By 2019: By 2022:
238,534 Increase from 296,474 1.3% 2.5% 3.3%
baseline
Percentage of Gold Coast City adult residents who meet In 2014: By 2019: By 2023:
Increase in jobs in the education and training sector In 2016: By 2019: By 2024: the National Physical Activity Guidelines 64.1% 68.2% 75.7%
24,500 jobs Increase from 41,300 jobs
baseline
Growth in the number of knowledge based jobs In 2013: By 2019: By 2022: Key plans and programs of work
(non-population serving employment) 28.8% 32% 34%
Progressively implement community boulevards and pedestrian priority zones in key locations throughout the city (Coolangatta,
Coomera, Robina, Southport, Carrara and Surfers Paradise) which will give priority to pedestrians, cyclists and public transport.
Key plans and programs of work
Develop and deliver travel demand management programs that accelerate travel behaviour change through a
Work collaboratively with Study Gold Coast to: city-wide active transport program which delivers quality infrastructure and provides high quality end-of-trip facilities
that make it more attractive to walk and cycle.
• Promote the Gold Coast as an education city and attractive location for skilled talent
• Deliver a city-wide employability campaign, designed at bridging the gap between the business community and the education sector Develop and implement cycle and pedestrian network plans to guide future city investment in delivering network improvements.
• D
evelop programs to support the development of a highly-skilled workforce with a focus on increasing skills and jobs in STEAM
(Science, Technology, Engineering, Arts and Maths) Develop and deliver travel demand management programs for secondary schools and tertiary education institutions.
• Strengthen links between business and universities to support research, innovation and business growth.
Develop a green bridge program to remove water, rail and road barriers and provide a connected active transport network.
Implement a program in partnership with the education sector to promote the Gold Coast as a world-class education city,
providing increased opportunities for education and professional development within the city. Continue to support the free Seniors’ Bus Travel initiative to encourage more Gold Coast seniors to use public transport and to make
better use of existing services.
Implement a Creative Skills Development Program to leverage opportunities from the Cultural Precinct.
Implement the Nature Based Recreation Plan 2015-2025, encouraging the community to actively embrace the natural areas of the city.
Facilitate innovation in sports, science, art, architecture and education by engaging the arts and creative sectors.
Increase public accessibility to healthy lifestyle options through the Active and Healthy Program.
Key Strategy
Key Strategy
Implement the Economic Development Strategy 2013–2023 to increase the study and training available to local residents
leading to a wider range of employment options. Not applicable
Supporting Strategies Supporting Strategies
Culture Strategy 2023 City Plan Gold Coast City Transport Strategy 2031
Ocean Beaches Strategy 2013–2023
36 Gold Coast 2022 – Bringing the City Vision to life 37Supporting the delivery of Gold Coast 2022
What we want to see by 2022
A We plan for the future of the city
We make good choices that create a better future
for the Gold Coast community.
B We manage the city responsibly
Our stewardship of the city provides value for
money for ratepayers.
C We actively engage residents, customers
and visitors
We deliver a positive city experience.
Engaging with our community
▲
38 Gold Coast 2022 – Bringing the City Vision to life 39▲ Beach cleaning, looking towards Broadbeach and Surfers Paradise
City of Gold Coast snapshot
▲ Gemvale Road construction, Reedy Creek 1.69% overall increase $942m 92%
in rates and charges in 2016–17 delivering city services and operations** Customer Service Experience:
for owner occupied residential dwellings rated average, good
(excluding State Government Bulk Water Charges)** or excellent*
$77.8m $148m $328.3m
delivering city waste services including: delivering the city transport network delivering city water and sewerage
• 191,000 general waste bins weekly including maintaining: services including maintaining:
• 21,000 green waste bins fortnightly • 3,000+ km of roadways • 3,000+ km of potable water mains
• 179,000 recycling bins fortnightly • 900+ km of cycleways • 3,000+ km of sewer mains
• 12 waste and recycling centres • 2,000+ km of paths and walkways** • four sewerage treatment plants
across the city** • 529 sewerage pumping stations**
17,000 Increase in customer
on-line service
17,000 City Panel members availability*
enabling more people to have a
* as at 2015–16
voice on how the city is run**
▲ Tree planting at Country Paradise Parklands, Nerang ▲ Waste and Recycling Centre, Reedy Creek
** as at 2016–17
40 Gold Coast 2022 – Bringing the City Vision to life 41We plan for the future of the city We manage the city responsibly
A B
We make good choices that create a better future for the Gold Coast community. Our stewardship of the city provides value for money for ratepayers.
Performance Measure Baseline Interim Checkpoint Checkpoint 2022 Performance Measure Baseline Interim Checkpoint Checkpoint 2022
Rating for ‘Leadership’ In 2014: By 2017: By 2020: Operating surplus ratio In 2016 By 2019: By 2022:
– RepTrak Reputation Report AUS 15 of 16 Increase from Increase from 1.1% 4% 4%
G8 33 of 100 baseline interim checkpoint
Debt Service Coverage In 2016: By 2019: By 2022:
Asset Renewal Funding Ratio In 2015: By 2019: By 2022: 2.8 >2.2 >2.2
100% Greater than 90% Greater than 90%
Lost time injury frequency rate (LTIF) In 2017: By 2019: By 2022:
Leverage Ratio In 2016: By 2019: By 2022: 22.85 Decrease from Decrease from
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