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From YouTube: City of Gold Coast Governance, Administration & Finance Committee Meeting - 30 March 2022
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A
A
A
A
A
B
B
C
B
A
A
B
D
D
Council
vorster
was
already
trialling
this
new
system,
so
his
spreadsheet
was
act
up
and
active
at
that
time.
So
this
is
all
the
remaining
counsellors
over
february,
which
you're
entering
through
the
usual
pathway
system,
those
ones
which
would
normally
come
out
a
path
won't
be
put
through
as
a
request
for
information
or
advice,
and
there's
only
14.,
so
you're
literally
looking
at
some
counts.
Some
council's
offices
would
have
like
three
or
four
months
that
would
just
fall
into
this
type
of
request.
Just
policy
for
information
which.
E
My
question
is
just
about
the
acceptable
request:
the
process
for
it
there's
been
occasions
where
I've
become
aware
of
one
of
our
codes.
Normally,
we
use
the
acceptable
request
guidelines
to
gather
information
about
making
a
decision.
That's
normally
what
happens?
It's
not
always
the
case,
but
most
of
the
time
we're
involved
in
decision
making.
We
we
either
we'll
send
a
cr.
We
don't
get
what
we
want,
and
so
we
leverage
the
acceptable
request
guidelines
to
get
further
information.
That,
apparently,
is
beyond
the
normal
processes
and
I'm
assuming
that's
what
we're
talking
about
today.
E
That,
but,
but
I
think
it
would
be
a
valuable
resource
for
councils
to
at
least
be
aware
in
some
collaborative
fashion
when
that
mechanism
isn't
being
used.
So
if
that
information
is
in
in
is
informative
for
one
counselor
to
make
a
decision
it,
it
really
should
be
available
to
all
councillors
to
help
them
make
a
decision.
So
is
that
just
taking.
B
What
councilman
jones,
if,
if
the
ceo
or
the
office,
thinks
that
it
impacts
another
direct,
sorry
division
or
another
councillor,
we'll
provide
that
information,
not
all
the
time,
but
we
will
provide
it.
So
it's
using
our
sort
of
discretion
in
terms
of
yeah.
We
think
it
should
be
communicated
to
all
councillors
so.
E
The
point
I'm
trying
to
get
at
is,
I'm
not
sure
the
ceo
necessarily
should
be
making
that
call,
because
I'm
I'm
actually
interested
in
madrid.
Every
single
road
goes
through
robina.
So
if
council
divorced
to
ask
a
question
under
the
acceptable
request
guidelines
that
relates
to
rabina
rhodes,
he
might
not
think-
and
the
ceo
might
not
think
it
has
anything
to
do
with
division
nine.
E
But
my
view
might
be
that
that's
actually
important
to
me
and
I
don't
want
to
automatically
get
the
response,
but
having
some
sort
of
common
resource
where
I
might
be
able
to
once
a
month
check.
The
acceptable
request
goes
down
all
that
information
that
this
provider
can
support
might
be
interesting
to
me.
I
think
that
would
be
good.
B
A
But
I
think
what
julie's
suggesting
also
is
for
the
month
of
february,
there
are
14
of
them,
so
yeah
so
and
like
I
think
you
know
so,
whilst
the
ceo
or
his
delegate
may
not
always
get
it
right.
In
regards
to
the
distribution
of
that
information,
I
think
that
they've
got
a
pretty
good
handle
also
on
what
is
something
that
might
be
a
request
that
has
got
a
impact
across
more
than
one
division
and
something
that
is
quite
tight.
You
know,
so
I
get
that,
and
I
hear
what
you're
saying
about.
E
He
might
not
think
that
I
mean
we
talked
pretty
regularly,
so
he
probably
wouldn't
know
that,
but
yeah
the
example
I
think
I'd
use
is
the
lobbyist
register.
So
when
I
log
into
the
lobbyist
register-
and
I
in
input
information
about
having
met
a
lobbyist,
either
inadvertently
or
intentionally
or
for
whatever
reason
I
might
meet
a
lobbyist,
I
can
see
everyone
who's
entered
information
on
that
register,
and
at
that
time
I
can
kind
of
review
what
decision-making
information
is
being
provided
to
all
of
my
colleagues.
A
Great
awesome
and
I
suppose,
we're
trying
to
land
in
a
place
where
that
information
is
able
to
be
shared
so
that
so
that
there
isn't
an
advantage
per
se
to
somebody
holding
more
information
than
somebody
else.
You
know
so,
but
it's
a
balance
between
keeping
the
register
up-to-date
and
also
it's
beholden
on
us
as
counsellors
to
not
send
in
a
hundred
requests
for
information
and
expect
to
get
a
hundred
answers,
because
there
will
be
a
point
where
the
ceo
says:
that's
just
business
as
usual.
E
A
A
Is
effectively
about
because
we
create
a
register
of
those
types
of
requests
and
but
I
also
think
we
have
to
so.
Whilst
the
register
will
do
one
thing,
I
think
we
have
to
rely
on
the
skill
of
the
officers
also
to
be
able
to
identify
when
material
is
actually
there's
a
sensitivity
there,
where
it
makes
sense
to
share
it
across
a
broader
group
of
counselors
than
just
the
one
person
asking
for
the
information
so
and
I'll
give
you
an
example.
A
Recently
I
asked
I
had
a
a
briefing
about
something
and
it
was
the
information
briefing
where
it
was
suggested
that
the
city
had
doubled
the
number
of
transactions
in
regards
to
property
settlements.
Yes,
and
so
I
asked
for
what
does
that
mean
in
regards
to
stamp
duty?
Do
we
can
we
get
that,
and
so
a
table
has
been
prepared
and
has
been
provided
to
me,
but,
like
I
mean
as
in
that
might
be
something
that,
through
this
mechanism
might
be
of
a
lot
of
interest
to
a
lot
of
other
people.
A
I
I
wanted
to
know,
because
on
very
broad
numbers,
the
state
of
queensland's
collected
twice
as
much
stamp
duty
from
the
gold
coast
in
the
last
12
months
than
it
has
in
the
in
in
the
previous
12
months.
So
if
I
was
interested
in
knowing
if
they
picked
up
three
or
four
hundred
million
dollars
extra
because
of
the
rising
market,
you
know
that
might
give
them
an
opportunity
to
invest
three
or
four
hundred
million
dollars
in
the
city.
That's
contributed
so
so
that
to
me
is
where
information
is
important.
E
There's
plenty
of
examples
like
that:
there's
one
not
that
long
ago,
where
you
asked
a
question
under
an
acceptable
request,
guideline
about
an
information
that
was
specifically
pertaining
to
division
two,
and
whilst
that
information
itself
wasn't
important
to
me,
the
mechanism
by
which
that
activity
occurred
revealed
something
else
about
the
organization
that
we
needed
to
take
action
on
and
we
hit
it
and
we
did,
and
that
is
important.
It's
important
for
us
to
do.
That
is
actually
our
obligation
as
councillors.
A
F
And
thanks
through
the
chair,
I
think,
and
what
you
just
spoke
about
then
too,
is
I
think
it.
If
it's
left
up
to
one
person's
discretion,
they
might
think.
Well,
it's
not
information
that
we'd
like
to
share,
but
because
we
all
have
different
strengths
and
that's
why
we're
all
in
this
room
together
like
for
you
to
ask
that
question,
I'm
very
interested
in
that,
because
if
the
state
government's
got
three
or
four
hundred
extra
million
dollars,
why
aren't
we
getting
a
brass
rail
zoo?
F
That's
information
that
collectively
I
don't
necessarily
sit
there
and
think
about,
but
very
interested
in
decisions
that
we
we
voting
on
going
forward.
So
I
think
it's,
whilst
it's
good
to
say,
here's
one
person
who's
going
to
decide
whether
we
need
to
know
or
not
to
know
you
know.
Maybe
it's
we
need
to
be
able
to
make
that
call
too,
because
that
type
of
information
is
is
what
you've
spoken
about
and
and
what
the
deputy
met
or
the
acting
mayor
spoken
about
is
the
same
thing.
So.
A
So
can
I
ask
a
question
about
if
we,
if
we
as
a
counselor,
ask
a
question:
that's
actually
too
resource
intensive
to
come
up
with
an
answer.
What
is
the
practical
relation?
What's
the
practical
answer,
so
so
I
I
raise
a
request
formally
to.
I
would
like
a
list
of
every
approval
in
the
city
over
the
last
six
years,
that
was
for
a
building
that
had
more
than
up
to
50
height
increase
as
part
of
that
process.
A
D
G
Not
a
question
mr
chair,
but
just
that
example
that
you
gave
then
was
exactly
what,
when
joe
was
acting
ceo,
we
went
through
with
my
question
put
to
him
on
staffing
resourcing.
I
think
we
had
two
timeline
delays
because
I
accepted
it
was
labour
intensive
and
that
worked
fine,
but
that
offer
was
made
to
me
at
that
stage
was.
If
I
wanted
to
escalate,
it
could
go
back
through
gbi,
but
because
I
put
it
on
notice
through
this
committee.
A
E
A
A
B
A
If
I
write
to
the
officer
under
160
and
say
I'd
like
to
know
the
number
of
registered
dogs
on
hope
island
and
they
reply
back
to
me,
well,
I
write
to
them
and
say
I'd
like
to
know
the
number
of
registered
dogs
on
hope,
island
and
I'd
like
you
to
advise
all
other
councillors.
What
that
number
is
right
and
you're
all
going
to
roll
your
eyes,
because
you're
not
interested
in
the
1500
dogs
on
hope,
island
correct,
but
the
officers
shouldn't
be
directed
to
distribute
that
information
it'll
be
on
a
register.
E
A
So
the
answers
the
answers
themselves,
so
everything
will
go
on
the
register.
The
answers
themselves
may
be
confidential
and
not
be
publicly
available,
but
the
public
will
know
that
there's
been
a
request
made
and
I'm
assuming
that
the
public
could
then
pursue
an
rti
request
based
on
the
kind
of
skeleton
information
that
they
have
on
that
register.
But.
E
B
D
Through
you,
mr
chair,
there
are
some
pieces
of
information
that
have
been
listed
in
the
policy
that
are
excluded,
such
as
like
triple
c
investigations
and
stuff,
like
that.
So
it's
just
all
that
legal
privilege
type
matters
but
generally
most
stuff
is
available
to
councillors.
Yeah
it's
in
the
act.
What's
not
available.
A
And
what's
the
recourse
for
a
counsellor,
that's
had
information
denied.
What
can
they
do
so
they
can
appeal
to
the
ceo
for
a
review,
that's
correct
mischief
and
if
the
ceo
maintains
the
position
or
the
decision
they
can
then
how
to
how
would
they
then
elevate
it
past
the
policy
in
to
satisfy
themselves.
A
A
C
That
we
might
be
denied
records
of
the
council
of
conduct
tribunal,
records
of
a
former
conduct
review
body
information,
where
the
disclosure
of
that
information
would
be
contrary
to
an
order
of
a
court
or
tribunal
and
information
or
advice.
That
would
be
privileged
from
production.
In
a
legal
proceeding
on
the
ground
of
legal
professional
privilege,
which
is
exactly
as
we've
been.
A
A
A
D
Thank
you,
mr
chair.
I
won't
be
supporting
this
resolution.
I
can't
support
that
115
over
the
next
12
years
and
also,
I
would
like
to
see
the
three
monthly
basis.
I
know
that
six
months
is
a
long
time,
and
I
know
that
three
months
is
probably
you
know
a
short
period
of
time,
but
if
it's
not
going
to
come
back
for
a
council
decision,
I'd
certainly
like
to
see
a
shorter
time
frame
with
the
reports
councilman.
C
For
us
on
a
couple
of
occasions
previously,
and
I
would
like
to
say
thank
you
to
the
officers
today
for
the
great
presentation
which
made
it
much
more
simple
for
me
to
understand
it's
very
clear.
What
we
are
attempting
to
do
here
and
that
is
to
provide
a
more
efficient
and
effective
database
for
information
for
all
of
our
customers
and
the
ratepayers
of
this
city
are
very
important
to
us,
and
we
obviously
want
to
make
their
experience
in
dealing
with
council
as
pleasant
as
possible.
C
And
it's
often
in
an
environment
where
they
have
concerns,
and
I
think
the
the
survey
that
has
been
undertaken
and
the
information
that
it
has
provided
are
allowing
us
to
focus
very
intently
on
what
the
customer
needs
are.
And
the
new
system
that
we
are
endorsing
today
will
go
a
long
way
to
improving
the
customer
service
experience.
C
G
G
I
was
particularly
comforted
to
hear
their
feedback
on
their
thoughts,
since
it
will
be
on
them
to
run
through
this
over
the
next
decade
to
see
it
going
forward,
always
a
lot
of
talk
about
using
technology
to
improve
customer
service.
But
when
the
actual
rubber
hits
the
floor,
it
comes
at
a
cost
and
it's
not
a
small
cost
but
kind
of
back
on
what
councilor
gates
says.
G
A
To
comment
so
I'll
close
just
by
saying
that
clearly,
the
city
of
gold
coast
has
invested
an
enormous
amount
of
money
into
customer
contact,
at
least
over
the
last
10
years,
and
this
ultimately
is
a
strategy
that
propels
us
forward.
Over
the
next
10
years,
we've
increased
the
number
of
staff
in
the
front
line
from
around
70
to
around
150
over
115
over
the
last
10
year
period,
and
that's
come
at
a
considerable
cost
to
rate
payers.
A
I
think
that,
with
the
advancement
of
technology,
there
is
clearly
an
understanding
from
the
residents
and
the
clients
that
this
council
serves
that
we
will
continue
to
move
with
the
times
and
not
get
stuck
in
one
particular
channel
of
being
able
to
deliver
services,
and
I
think
that
this
strategy
helps
doing
that.
It
comes
potentially
at
an
incredible
cost,
but
that's
in
a
cost
that
is
ultimately
found
through
savings
and
the
delivery
of
better
outcomes
for
our
residents.