BRISBANE Annual Report
2015-16
BRISBANE CITY COUNCIL IS THE LARGEST LOCAL GOVERNMENT IN AUSTRALIA. Our responsibility is to provide leadership and good governance for the people of Brisbane, and to manage our resources to create a prosperous and vibrant New World City.
How to read our Annual Report This report is divided into a number of main sections beginning with an introduction containing information on Brisbane, our Corporate Plan scorecard and strategic planning. The report then provides an overview of Council and the organisation, progress and performance for programs and businesses, our community financial report, corporate governance, disclosures and audited financial statements. This Annual Report references the Corporate Plan 2012/13-2016/17. Š 2016 Brisbane City Council This work is copyright. Permission to reproduce information contained in this report must be obtained from: Brisbane City Council GPO Box 1434, Brisbane Qld 4001 Phone: +61 7 3403 8888 Web: www.brisbane.qld.gov.au
| On the cover: Road resurfacing at Pine Street, Wynnum | Above: Go Between Bridge, Brisbane CBD |
CONTENTS CITY COUNCIL 1 BRISBANE ANNUAL REPORT 2015-16
5 COMMUNITY FINANCIAL REPORT Revenue and expenses
134
136
Brisbane at a glance
6
Assets and liabilities
137
Brisbane in profile
8
Community equity
138
11
Measures of financial sustainability
139
19
Rates: fair and equitable rates and rates concessions
139
Corporate Plan scorecard Strategic planning
2 OUR COUNCIL
24
6 CORPORATE GOVERNANCE
142
Lord Mayor’s Report
26
Chief Executive Officer’s Report
28
Our elected representatives (2015)
30
Our elected representatives (2016)
34
Civic Cabinet
38
Executive Management Team
44
Right to Information and Information Privacy access requests
149
Organisational structure
48
National Competition Policy
150
Our people
50
Code of Conduct
151
Award recognition
55
AND PERFORMANCE: 3 PROGRESS PROGRAMS
4
2
Risk management
145
Assurance services and ethical standards
145
Brisbane City Council Audit Committee
147
Complaints management
148
7 DISCLOSURES
152
60
Councillor remuneration
154
Councillor expenses reimbursement
155
Program 1: Clean, Green and WaterSmart City
62
Councillor attendance, suspensions, conduct and complaints
157
Program 2: Moving Brisbane
71
Executive remuneration
161
Program 3: Future Brisbane
78
Overseas travel
161
Program 4: Your Brisbane
84
Program 5: Public Health and Safety
92
Program 6: Economic Development
97
Program 7: Customer Focus
104
Program 8: City Governance
109
BUSINESS UNITS
118
Brisbane Transport
120
Field Services Group
125
City Parking
130
Registers kept by Council
162
Land, reserves and controlled roads
163
Grants to community organisations
164
Councillors’ discretionary funds (pre-caretaker period)
165
Councillors’ discretionary funds (post-election period)
201
8 ANNUAL FINANCIAL STATEMENTS
206
Table of contents
208
Detailed financial reports
209
GLOSSARY INDEX CONTACT DETAILS
258 267 275
CONTENTS 3 Brisbane City Council | Annual Report 2015-16
City Botanic Gardens, Brisbane CBD
184
| Above | Botanical Gardens, Brisbane CBD
Brisbane City Council | Annual Report 2015-16
BRISBANE CITY COUNCIL ANNUAL REPORT 2015-16 In this section Brisbane at a glance Brisbane in profile Corporate Plan scorecard Strategic planning
19 5 Brisbane City Council | Annual Report 2015-16
BRISBANE AT A GLANCE A snapshot of the Brisbane Local Government Area in figures.*
823,800
Population
1,162,186
People employed in the Brisbane Local Government area
Geographical area
1338.1km2 77,193
25ËšC
International students (including Tertiary, TAFE, technical and English language students)
Average daily high temperature
14.9ËšC
Average daily low temperature
Population by age 65+
0-14
11.74%
45-64
Demographics*
28% 17.54%
22.56%
15.32%
Born in Aus Born overseas
15-24
32.84%
5% 67%
25-44
No reponse recorded
* Approximately 5% of Brisbane residents did not state their country of birth. 1.4% of the population had indicated that they identify as Aboriginal and Torres Strait Islander people.
*Brisbane City Council uses a range of sources to compile this information including Australian Bureau of Statistics (ABS) and Queensland Treasury.
6 Brisbane City Council | Annual Report 2015-16
LIBRARY
34 Libraries
Community
18 halls
(including mobile libraries)
1197 Buses
6590 Bus stops
5706 km
Length of constructed and formed roads
610
Sites leased to community organisations and sports clubs Swimming
21 pools
8
1231 ha Area of sports parks owned and managed by Council
114 km
9 CrossRiver Ferries
25 Ferry Terminals
Crossriver bridges (excludes CLEM7 tunnel)
78
Wharves, jetties, pontoons and boat ramps
Length of the Brisbane River within the Brisbane City boundary
21CityCats
4501km
134 Dog
Length of paths and walkways
off-leash areas in parks
6476 ha Urban parks managed by Council
PARK
12 Cemeteries 9068 ha Natural and crematoria
areas managed by Council
1039
Playgrounds
2104 Parks 547 Picnic grounds
(natural areas and urban parks)
7 Brisbane City Council | Annual Report 2015-16
BRISBANE IN PROFILE
Queensland
AUSTRALIA
Brisbane
Early history Brisbane is named after Sir Thomas Brisbane, a noted astronomer and the sixth Governor of New South Wales from 1821-1825.
From that point Brisbane grew quickly due to the region’s rich agricultural industry and the discovery of gold.
The city’s history can be traced back more than 40,000 years, when Aboriginal clans lived in the area we now call Moreton Bay.
Today, only the Windmill Tower and the Commissariat Store − both built by convict labour − remain as markers of the penal era. In 1859, the colony of Queensland was separated from New South Wales. At the time Brisbane, with a population of 6000, was made the capital.
In 1823, Lieutenant John Oxley entered the Brisbane River, finding fertile riverside land and a secure site for the penal camp, which was established at Redcliffe in 1824. The following year the penal camp moved to the vicinity of what is now William Street in the Brisbane CBD. However, it wasn’t until 1842 that the Moreton Bay area was opened for free settlement, with Brisbane Town as its centre.
8 Brisbane City Council | Annual Report 2015-16
Between 1860 and 1865 more than 35,000 new settlers moved to Brisbane.
Modern Day Brisbane Located on the eastern seaboard, Brisbane City Council local government area occupies the largest of Australia’s capital cities by geographical area, spanning some 1338.1 km². Often referred to as the River City, it is built on and around the winding Brisbane River, and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and unique Queenslander housing. The river is at the heart of the city and sets the backdrop to the bustling CBD, vibrant retail and dining precincts as well as extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Over time, Brisbane has also developed a reputation as a world-class event venue, hosting the Commonwealth Games in 1982, World Expo ‘88, Goodwill Games in 2001, the G20 Leaders’ Summit in 2014 and the Asia Pacific Cities Summit (2015APCS) and Mayor’s Forum in 2015. Today, Brisbane is a thriving multicultural city, steadily building on its reputation as Australia’s New World City. It is located in one of the fastest growing regions in Australia and has an economy of $146 billion, accounting for 48% of Queensland’s economic output and 9% of Australia’s output. Brisbane’s booming economy is driving continued population growth in the region. From 2010 to 2015, the Greater Brisbane population average annual growth rate was 1.8%1. Almost 30% of Brisbane residents were born overseas and more than 20% of households speak two or more languages at home.
Landmarks and notable buildings Brisbane City Hall was officially opened on 8 April 1930 by the then Governor of Queensland, Sir John Goodwin, taking 10 years to build. At the time of construction it was one of the most expensive buildings ever built in Australia, with a price tag of almost £1 million. City Hall closed its doors in January 2010 for restoration and repair, reopening to the public on 6 April 2013. In 1925, the Greater Brisbane Council appointed a Cross River Commission to investigate the need for future bridges. The commission recommended a bridge to address local industry growth and to connect Kangaroo Point to Fortitude Valley and the Brisbane CBD. Built between 1935 and 1940, the Story Bridge was officially opened on 6 July 1940. The bridge was named after J.D. Story, Public Service Commissioner and Vice Chancellor of The University of Queensland. The Story Bridge celebrated 75 years of operation on 5 July 2015, and is today one of Brisbane’s most significant cultural and tourist icons. As more tourists began to arrive in Brisbane, the demand for public space to rival international destinations saw the introduction of King George Square at the entrance of City Hall in 1975, and Brisbane’s first mall along Queen Street in 1982. Today, Queen Street Mall is Australia’s most successful mall, with more than 700 retailers and six major shopping centres.
1 ABS Regional Population Growth CAT3218.0, 2014-15
Brisbane’s Windmill was built in 1828.
Brisbane City Hall opened on 8 April 1930, and took 10 years to build.
Brisbane’s first mall, Queen Street Mall, opened in 1982.
9 Brisbane City Council | Annual Report 2015-16
Our Council
Our goals
The origins of Brisbane City Council were established almost 100 years after Brisbane’s foundation when, in 1924, Queensland State Parliament passed the City of Brisbane Act, setting up a single, citywide local government for the whole of the region. Before this, the area had been divided into 20 local authorities and joint boards.
The main priorities for Brisbane Vision are to:
Brisbane’s first Lord Mayor, William Jolly, took office on 1 October 1925 and served until 1931. Since then Brisbane has elected 15 Lord Mayors, including the incumbent Lord Mayor Graham Quirk. Today, Brisbane City Council is Australia’s largest local government in both population and budget. It is dedicated to ensuring Brisbane is a great place to live and has a fundamental role to play in making the city the best it can be. Guiding this is the Brisbane Vision 2031 (Brisbane Vision), Council’s long-term community plan for the city. It details the aspirations for the city’s future and outlines ideas for achieving this vision.
• maintain or improve quality of life for the Brisbane community • ensure Brisbane has the services and infrastructure to meet the liveability and sustainability challenges of the future • provide an overarching plan of action for Council, its partners and the people of Brisbane for the next 15 years (up to 2031). Council undertakes business with the following values in mind: • passion for Brisbane • responsive customer service • respect for people • courage to make a difference • working together • getting things done • value for money.
Council is dedicated to ensuring Brisbane is a great place to live and has a fundamental role to play in making the city the best it can be.
10 Brisbane City Council | Annual Report 2015-16
CORPORATE PLAN SCORECARD About our scorecard This scorecard summarises progress towards achieving the medium-term objectives of the Corporate Plan 2012/132016/17. Progressing these is central to achieving Council’s long-term community plan, Brisbane Vision 2031.
We use a four tier ratings system:
«
Delivered: objective is achieved or completed.
On track: work is continuing as planned
Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.
and budgeted. Monitor closely: progress is being made but does not match what was planned and budgeted, or progress is difficult to measure. Program or business unit update provided. Action required: work has stopped or progress is insufficient to achieve the objective.
Program 1: Clean, Green and WaterSmart City Our medium-term objectives
Status
1.1 Sustainability leadership Reduce Council’s greenhouse gas emissions.
«
Implement a continual improvement program in the area of energy efficiency and carbon abatement, to minimise the required purchase of GreenPower and offsets.
Reduce the environmental risks of Council’s activities and operations.
«
1.2 Sustainable Brisbane Reduce greenhouse emissions and the environmental footprint of Brisbane homes.
Reduce the greenhouse emissions of Brisbane businesses.
1.3 Biodiverse city Recognise and promote the wealth of Brisbane’s biodiversity.
1.4 Parks, gardens and recreation Extend and improve capacity of the city’s street and park tree assets to deliver attractive and shaded pathways and public spaces.
Develop subtropical boulevards along main arterial roads.
Ensure an accessible, diverse and connected network of public and private open space.
Continue to plan, design and deliver a range of park types and facilities that reflect the needs of our growing city.
Provide a hierarchy of parks and park facility maintenance consistent with the parks asset management plan.
1.5 Sustainable water management Develop a framework that guides development within our catchments to ensure our built environment minimises adverse impacts and maximises the benefits the community receives from our local water resources.
Maintain or improve the community’s awareness of water smart concepts and water smart behaviour.
Council’s asset policy and planning, natural resource management and development assessment staff will progress water smart initiatives in their daily responsibilities including asset planning and management.
11 Brisbane City Council | Annual Report 2015-16
Our medium-term objectives
Status
1.6 Focus on the river, bay and waterways Maintain performance against local waterway health indicators of riparian cover and in-stream habitat diversity.
Develop a sustainable framework of funding and action to maintain and improve the health of regional waterways and the bay.
85% of Brisbane’s community will recognise and value the contribution Brisbane’s waterways make to the liveability of the city.
1.7 Flood management Council will develop and implement a risk-based approach to plan for, manage and build capacity to respond to flooding across the city.
Brisbane’s residents will better understand their risk of flooding and will be better prepared and more resilient to flooding.
Council will continue to reduce the likelihood and consequences of flooding to ensure Brisbane can continue to effectively function before, during and after a flood.
1.8 Pollution free city Improve Brisbane’s air quality.
Lower the environmental risks associated with Brisbane’s 150 closed landfill sites.
Improve the air quality performance of Council’s activities and operations.
1.9 Managing and reducing Brisbane’s waste and litter Reduce waste disposal to landfill by 25% by 2014 (against 2008 baseline). Increase recycling of municipal solid waste by 50% by 2014 (against 2008 baseline). Reduce waste generation by 5% by 2014. Reduce on-ground litter levels to less than 60 pieces of litter per litter count area by 2017. This equates to a minimum 37% reduction in on-ground litter compared to July 2009 baseline.
« «
Improve the Clean Communities Assessment Tool (CCAT) cleanliness range in the CBD and Fortitude Valley from 3.7 (average cleanliness) to 4.0 (very clean).
«
Achieve a rating of 3.0 or above, 95% of the time (service delivery standards – CBD/Fortitude Valley).
«
12 Brisbane City Council | Annual Report 2015-16
Program 2: Moving Brisbane Our medium-term objectives
Status
2.1 Promoting active transport Active transport to achieve more than 16% share of all journeys in Brisbane by 2018.
Provide a well connected network of safe and continuous bikeway routes.
2.2 Public transport By 2018, bus patronage will increase to more than 90 million trips per year. By 2018, ferry patronage will increase to seven million trips per year. Bus and ferry services will be more accessible to people with a disability.
2.3 Transport network Continue delivery of the Road Action Program and continue to implement the TransApex plan and Local Road Network program.
Reduce traffic congestion by ensuring the best performance of the transport network.
Improve road safety for all road users and reduce trip times.
Maintain and improve the condition of transport network assets.
Program 3: Future Brisbane Our medium-term objectives
Status
3.1 Planning for a growing city Continue to implement planning that integrates built and natural environment, social, economic and infrastructure priorities.
Recognise and plan for areas where citywide regulations may be altered to better suit local circumstances.
By 2017, the Priority Infrastructure Plan will align Council’s infrastructure plans with the growth forecasts for the city.
Work collaboratively to benefit Brisbane and the South East Queensland region by contributing to the revision of the South East Queensland Regional Plan 2009-2031.
Enhance provisions for a range of housing options to respond to changes in Brisbane’s population.
3.2 Enhancing the city’s liveability Continue to provide opportunities for communities to have a say in how their neighbourhoods are planned and developed.
Integrate commercial and residential development and renewal projects to deliver high quality places that help Brisbane compete regionally and internationally as Australia’s New World City.
3.3 Approving quality development Maintain assessment times and standards at high levels.
Maintain and enhance Brisbane’s heritage in balance with growth and new development through more effective design mechanisms.
13 Brisbane City Council | Annual Report 2015-16
Program 4: Your Brisbane Our medium-term objectives
Status
4.1 Thriving arts and culture Achieve 75% resident satisfaction with Council’s provision of arts and cultural facilities and events.
Achieve 75% resident satisfaction with significant festivals such as Brisbane Festival and the Queensland Music Festival. The Brisbane Powerhouse will attract more than 300,000 visitors per year.
Signature festivals like Brisbane Festival and Queensland Music Festival will attract increased patronage.
4.2 Libraries for an informed community Council’s libraries will have 400,000 members.
Maintain a 90% customer satisfaction rate with Council’s library services.
Brisbane libraries will hold 17,000 Council archival records.
«
Council’s libraries will have 100,000 parents and children attending children’s reading and literacy programs each year.
Council’s libraries will have six million visits each year.
More than 150,000 people will attend learning and cultural events at libraries each year.
4.3 Active and healthy communities Achieve 75% resident satisfaction with Council’s provision of fitness activities in which residents can participate.
Achieve 70% resident awareness of Council’s active and healthy lifestyle programs. 80% of sporting and recreation clubs leasing Council properties are positive about Council’s engagement with them.
4.4 Social inclusion Achieve 60% resident satisfaction with Council’s provision for assisting people in need.
70% of community organisations (customers) will rate Council positively for its provision of services to Aboriginal and Torres Strait Islander communities, young people, seniors, people with a disability, the homeless, multicultural communities and refugees.
Implement social inclusion initiatives.
4.5 Community sport and recreation facilities 80% resident satisfaction with Council’s provision of sporting and recreational facilities such as pools, golf courses, halls and sports grounds.
«
80% of customers are satisfied with Council’s management of major venues, such as the Sir Thomas Brisbane Planetarium, Riverstage, Council pools and golf courses.
«
Achieve patronage target of two million people for Council pools.
«
Implement the disability access program across Council pools.
80% of leased Council facilities achieve a Council ‘C’ rating and are fit for purpose.
Condition audits are completed on 20% of leased Council facilities annually.
Condition audits are completed on 25% of leased Council sports fields annually.
Undertake an annual review of 95% of all sporting, recreational and community lessees of Council facilities.
75% of lessees are satisfied with Council’s management of its community facilities.
4.6 City icons City Hall will be restored as the ‘People’s Place’.
14 Brisbane City Council | Annual Report 2015-16
«
Program 5: Public Health and Safety Our medium-term objectives
Status
5.1 Public health Reduce cases of vaccine-preventable and mosquito-borne diseases in the community.
Maintain and enhance Brisbane’s amenity.
Improve community health and safety outcomes through public health licensing and regulatory services.
Protect the community from public health risks and disease outbreaks.
5.2 Citizens’ security Maintain a high level of actual safety in the community.
Achieve a high level of perceived safety in the community.
Improve safety by engaging, educating and involving the community.
5.3 Brisbane City Cemeteries Deliver quality and cost-effective cemeteries and crematoria to reflect the diversity of Brisbane residents.
Program 6: Economic Development Our medium-term objectives
Status
6.1 Growing Brisbane’s economy Regional offices of international companies will increasingly establish in Brisbane.
Brisbane will be a city where it is easy to do business, with world-class infrastructure and services responsive to business needs.
Brisbane will continue to create jobs that satisfy its growing business sector.
6.2 Removing barriers to growth Public sector capital investment will support Brisbane’s projected employment and population growth.
The community will be able to access free Wi-Fi on public transport networks and in public places.
«
Brisbane will have an efficient private, public and active transport network that supports the needs of the community and workers.
6.3 A city of many skills Highly skilled workers will choose to live in Brisbane because of its exciting employment opportunities, its high amenity and attractive lifestyle.
Continue to support Brisbane’s intake of international students.
Brisbane businesses can access the skills they require.
6.4 Delivering world-class economic precincts Office floor space in Brisbane’s inner city will keep pace with demand.
Brisbane’s industrial businesses are able to grow and expand in locations such as Australia TradeCoast and in the southwest industrial gateway.
Ensure that the city’s land assets support business demand in employment growth locations.
15 Brisbane City Council | Annual Report 2015-16
Our medium-term objectives
Status
6.5 Capturing Brisbane’s unique window of opportunity Brisbane will be rated as Australia’s New World City of economic, social, cultural and lifestyle achievement.
Brisbane will attract a growing number of domestic and international visitors, and international visitors will increase their length of stay.
Grow the number of high-yield, visitor-attracting events to bring increased delegate visitor days and spend to the city.
6.6 Export market development Brisbane will maintain strong export growth.
Brisbane businesses grow their business linkages and export opportunities in Asia.
Program 7: Customer Focus Our medium-term objectives
Status
7.1 Engagement 54% of residents rate Council as being good or excellent in providing residents with opportunities to participate in consultation about issues affecting Brisbane.
«
75% of residents rate Council as being good or excellent in reporting back to residents following consultation.
«
60% of residents are aware of the Your City Your Say initiative.
7.2 Service delivery Council will make it easier for customers to interact with us through a range of channels. We will improve the experience of all customers who interact with Council.
Meet the service standards of Council’s Customer Charter.
Maintain high levels of overall satisfaction with Council’s service delivery channels for both residents and businesses.
7.3 A council easy to do business with Customers will be satisfied that Council understands their needs.
Promote a customer focused culture within Council.
Program 8: City Governance Our medium-term objectives
Status
8.1 Civic administration and support Council is committed to being an effective and transparent government.
Council will consult widely and openly with the community.
8.2 Regional and international activities Foster international relationships that offer economic development opportunities.
Work with other governments and organisations for the benefit of the local community, city and region.
8.3 Strong and responsible financial management Remain a financially sustainable organisation. Ensure Council’s programs and services meet the current and future needs of the community.
16 Brisbane City Council | Annual Report 2015-16
« «
Our medium-term objectives
Status
8.4 Value for money Reduce procurement costs while maintaining value.
8.5 Risk management Provide effective risk management.
« «
Protect Council assets, people and the environment.
8.6 Managing Council’s business Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan Brisbane Vision and Council’s Corporate Plan.
8.7 Employer of choice Council will have a cost-effective, adaptable and capable workforce to implement the vision for the city.
Council will be an employer of choice.
8.8 Corporate communication Align corporate communication with Council’s plans.
Maintain or increase Brisbane residents’ awareness that Council has a vision for the future of the city.
Maintain and improve employee satisfaction via consistent internal communication.
8.9 Information and communications technology Council’s business performance will be supported and improved through information and communication technologies (ICT). Increase organisational satisfaction with ICT service delivery. The benefits delivered by ICT projects are identified and delivery of these is monitored.
« « «
8.10 Disaster response and recovery Ensure Council remains compliant with Queensland’s Disaster Management Act 2003.
«
Deliver disaster planning and preparedness to reduce the impact of future disasters.
Build a more robust and resilient community.
Brisbane Transport Our medium-term objectives
Status
Continue to meet customer needs and contribute to congestion reduction and accessibility by delivering frequent, reliable and safe services.
«
Field Services Group Our medium-term objectives
Status
Provide high quality and value for money services to Council.
Deliver programmed services on time and within scope and budget.
Field Services Group’s workforce will be highly skilled and motivated and will have a uniform focus on safety as a critical business enabler.
17 Brisbane City Council | Annual Report 2015-16
City Parking Our medium-term objectives Continue to meet customer needs and contribute to both liveability and economic outcomes by delivering accessible and reliable parking services.
Status
ďƒź
City Projects Office Our medium-term objectives Provide leadership, advice and professional services to create innovative solutions for the delivery of community assets and economic infrastructure for Brisbane.
18 Brisbane City Council | Annual Report 2015-16
Status
ďƒź
STRATEGIC PLANNING Council’s strategic and corporate plans set the goals and direction for the city’s future.
Council’s strategic planning framework
LONG-TERM COMMUNITY PLAN (BRISBANE VISION) Long-Term Financial Forecast
Long-Term Asset Management Plan
Council’s Strategies
Planning Scheme
Priority Infrastructure Plan
C O R P O R AT E P L A N Policy Objectives
Operational
Annual
ANNUAL PLAN AND BUDGET Program and Business Plans
Financial Policies
DIVISIONAL AND BRANCH PLANS
Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012. The strategic planning framework integrates annual, medium, and long-term plans and strategies. Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the achievement of outcomes together with effective and efficient delivery of community services.
Monthly, Quarterly and Annual Reporting
Medium-Term Priorities
Annual Report
Medium-Term
Long-Term
The key elements of Council’s strategic planning framework and associated reporting are outlined below:
All of Council’s forward planning is guided by its long-term community plan, Brisbane Vision 2031 (Brisbane Vision). Brisbane Vision was developed in consultation with the community and was adopted by Council in August 2013.
19 Brisbane City Council | Annual Report 2015-16
Our Vision Brisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by all for its friendly, energetic and optimistic character, and subtropical outdoor lifestyle. Brisbane will be respected for its strong international relationships, particularly with its Asian neighbours, for its boundless innovation and growing economic prosperity. Everyone living and working in Brisbane has a role to play in achieving Brisbane Vision. Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business. However, there are challenges and goals that need effort and cooperation on more than just a local government level. Council will partner with various levels of government, other organisations and international partners to work towards the aspirations and targets in the vision. The Brisbane Vision also lists actions members of the Brisbane community can take to help achieve this vision for our city.
Brisbane Vision themes
Our vibrant, creative city
Our well-designed, subtropical city
Long-Term Asset Management Plan Council provides, owns and manages much of Brisbane’s infrastructure. Council has asset management plans covering major infrastructure classes including transport, stormwater, bridges, buildings and park assets. Council’s adopted Long-Term Asset Management Plan acknowledges these.
Corporate Plan
Our accessible, connected city
Council has adopted the Corporate Plan 2016-17 to 2020-21. It sets out Council’s medium-term priorities and objectives. These serve as targets and milestones on a path to achieving the Brisbane Vision. The Corporate Plan provides a bridge between Council’s long-term plans and our Annual Plan and Budget.
Our active, healthy city
Annual Plan and Budget
Our clean, green city
In June each year, the Lord Mayor presents and Council adopts the Annual Plan and Budget. The Annual Plan and Budget delivers to Corporate Plan objectives across annual horizons. It allocates budget to program outcomes and to the services, activities and projects that contribute to it.
Reporting Our friendly, safe city
Our New World City
Our smart, prosperous city
20 Brisbane City Council | Annual Report 2015-16
Each year an Annual Report is prepared and adopted by Council. The Annual Report is the principal mechanism by which Council reports to the community and other stakeholders. It charts our achievements and challenges for the past financial year and reports against the Annual Plan and Budget and the Corporate Plan. The report also provides Council’s longer term and detailed annual financial reporting, governance information and disclosures required by legislation.
Financial management Council’s Annual Plan and Budget includes long-term financial forecasts and a number of measures of financial sustainability.
Council’s current year and long-term financial sustainability statements are included with Council’s annual financial statement later in this report.
Included are the three measures of financial sustainability mandated under the City of Brisbane Regulation 2012: • asset sustainability ratio • net financial liabilities ratio • operating surplus ratio.
2017-18 Proposed
2018-19 Proposed
2019-20 Proposed
2020-21 Proposed
2021-22 Proposed
2022-23 Proposed
2023-24 Proposed
2024-25 Proposed
2025-26 Proposed
Revenue Ratio Net Rates and Utility Charges Revenue/Total Revenue
2016-17 Proposed
Ratio formula and explanation
2015-16 Actuals
Financial Ratios
44.8%
48.0%
50.4%
49.9%
49.9%
52.3%
52.9%
53.1%
53.4%
53.6%
53.9%
1.8 times
2.2 times
1.8 times
2.4 times
2.8 times
2.2 times
2.3 times
2.3 times
2.6 times
3.0 times
3.3 times
33.9%
7.2%
9.0%
10.1%
10.4%
10.6%
10.3%
10.3%
10.2%
9.8%
9.4%
57.3%
82.2%
103.4%
106.2%
98.2%
101.6% 101.4%
99.9%
96.8%
92.1%
86.4%
10.3 to 1
8.6 to 1
7.5 to 1
7.0 to 1
7.1 to 1
7.3 to 1
7.2 to 1
7.1 to 1
7.2 to 1
7.3 to 1
7.6 to 1
75.6%
15.0%
17.8%
20.3%
20.9%
20.2%
19.6%
19.4%
19.1%
18.2%
17.4%
$1,032
$1,445
$1,806
$1,959
$1,891
$1,908
$1,932
$1,944
$1,923
$1,867
$1,789
0.9
0.7
0.7
0.8
1.0
0.7
0.7
0.7
0.7
0.7
0.7
(Council’s dependence on rate income)
Debt Servicing Cover (Operating Capability Increase + Debt Servicing Costs)/Debt Servicing Costs (Extent to which debt servicing cost requirements are covered by the increase in Operating Capability)
Debt Servicing Ratio Debt Servicing and Redemption Cost/Total Revenue (The capacity of the Council to service its outstanding debt)
Net Debt/Revenue Ratio Net Debt/Total Revenue (Council’s borrowing ability) Debt Exposure Ratio Total Assets/Total Liabilities (Council’s exposure to debt)
Debt Commitment Ratio Debt Servicing and Redemption Costs/Net Rate and Utility Charges Revenue (Identifies Council debt redemption strategy)
Net Debt Per Capita Working Capital Ratio Current Assets/Current Liabilities (Extent to which Council has liquid assets available to meet short-term financial obligations)
21 Brisbane City Council | Annual Report 2015-16
2021-22 Proposed
2022-23 Proposed
2023-24 Proposed
2024-25 Proposed
2025-26 Proposed
- 1.7% - 2.4% - 1.7%
2020-21 Proposed
0.6%
2019-20 Proposed
2018-19 Proposed
2017-18 Proposed
2016-17 Proposed
Operating Surplus Ratio Net Operating Surplus/ Total Operating Revenue
2015-16 Actuals
Ratio formula and explanation
- 1.4% - 0.3%
0.6%
0.9%
2.1%
3.5%
4.6%
(Extent to which revenues raised cover operational expenses only or are available for capital funding)
Net Financial Liabilities Ratio Total Liabilities less Current Assets/Total Operating Revenue
83.1% 110.0% 130.2% 134.5% 125.6% 125.2% 124.2% 122.5% 118.9% 113.5% 107.3%
(Extent to which the net financial liabilities of Council can be serviced by its operating revenues)
Interest Coverage Ratio Net Interest Expense on Debt Service/Total Operating Revenue
4.0%
4.4%
5.0%
5.3%
5.4%
5.1%
5.0%
4.9%
4.7%
4.5%
4.2%
(Extent to which Council’s operating revenues are committed to interest expenses)
Asset Sustainability Ratio* Capital Expenditure on the Replacement of Assets (renewals)/Depreciation Expense (Approximation of the extent to which the infrastructure assets managed by Council are being replaced as these reach the end of their useful lives)
Asset Consumption Ratio Written Down Value of Infrastructure Assets/ Gross Current Replacement Cost of Infrastructure Assets
66.7% 70.0% 67.2% 65.1% 61.0% 68.6% 68.9% 67.8% 71.2% 69.7% 71.5%
77.5% 77.5% 76.9% 76.1% 75.0% 74.2% 73.4% 72.6% 71.9%
71.1% 70.4%
(The aged condition of Council’s stock of physical assets) * The Asset Sustainability Ratio above includes infrastructure renewal expenditure and depreciation associated with infrastructure assets. This aligns with the ratio of the same name included in the current year Financial Sustainability Statement.
22 Brisbane City Council | Annual Report 2015-16
Public art at Frew Park
23 Brisbane City Council | Annual Report 2015-16
Brisbane City Hall
24 Brisbane City Council | Annual Report 2015-16
OUR COUNCIL In this section Lord Mayor’s Report
2
Chief Executive Officer’s Report Our elected representatives Civic Cabinet Executive Management Team Organisational structure Our people Award recognition
25 Brisbane City Council | Annual Report 2015-16
LORD MAYOR’S REPORT On behalf of Brisbane City Council I am pleased to present the 2015-16 Annual Report.
The 2015-16 Budget enabled the completion of many projects and initiatives, and delivering these commitments has made Brisbane a more liveable, vibrant, accessible and sustainable city. This Annual Report demonstrates the achievements of the organisation and the important work Council is doing to help transform Brisbane into a New World City. As our city grows in size and profile, Council has maintained its focus on keeping Brisbane moving, delivering new road infrastructure, keeping our city clean, green and sustainable, maintaining our suburban streets, advancing public transport and improving facilities for cyclists and pedestrians. Over the last year, Brisbane’s international profile has risen yet again with the 10 th Asia Pacific Cities Summit and Mayors’ Forum bringing leaders from 130 cities to Queensland’s capital. Building on the release of the Brisbane 2022 New World City Action Plan, we are continuing to grow Brisbane’s global identity to ensure we continue to thrive. 2016 will see the opening of The Capital, an innovation hub located in the heart of the CBD to support Brisbane’s rapidly expanding startup community. Council has delivered its key budget commitments and priorities to ensure the sustainable growth and future prosperity of Brisbane.
Infrastructure investment Brisbane’s status as an emerging global destination demands quality infrastructure to cater for our growing population. Council has invested a record $100 million in road resurfacing across the city through the Smoother Suburban Streets program. This has ensured our suburban streets are safer and more enjoyable to use. Major intersection and road upgrades and congestion reduction projects have also been completed, including safety and traffic flow improvements at Alfred and Constance
26 Brisbane City Council | Annual Report 2015-16
Streets in Fortitude Valley and upgrades to Gladstone Road at Highgate Hill. South Brisbane’s Melbourne Street busway portal has also seen improvements to enhance safety by providing greater separation from turning buses. This commitment to infrastructure improvement continues in 2016-17, with the first stage of major works to reduce traffic congestion and improve safety on Kingsford Smith Drive set to commence in July.
Public and active transport Council’s continued investment in our city’s public and active transport services has provided comfortable, accessible, reliable public transport for commuters and visitors alike, along with significant improvements to Brisbane’s cycling network. Brisbane is home to Australia’s most modern bus fleet with 100% air-conditioned and low-floor accessible buses for prams and wheelchairs, and 60 new buses have been added to the fleet in 2015-16. I am pleased to see the completion of our four-year $120 million Better Bikeways 4 Brisbane program, boosting connectivity and safety by providing 15,000 square metres of new bike paths, with more than 100 individual projects completed throughout Brisbane.
Green and open spaces Brisbane’s subtropical climate and extensive green spaces are essential to our enviable outdoor lifestyle. The opening of the Karawatha Forest Discovery Centre provides a valuable addition to our rich natural resources, and includes Queensland’s first nature play space featuring water play, climbing features and discovery trails. The opening of the renewed Shorncliffe Pier is another example of Council’s commitment to preserving our unique
environmental assets, and I thank those who contributed to the successful restoration of this iconic landmark. It pays homage to the area’s rich history and will now last for generations to come.
Square Memorial demonstrates a commitment to providing an enduring legacy for future generations. Meanwhile, the reinstatement of three fountains continues to create an even more liveable city.
The continuation of Council’s Bushland Acquisition program also saw Brisbane’s Koala Bushlands expand to more than 1000 hectares during 2015-16. I was pleased to dedicate a 52-hectare property at Burbank as part of our work to support threatened flora and fauna, including significant koala populations.
The coming financial year will again see Council supporting festivals, events and programs across Brisbane, having provided funding and resources for 115 events during 2015-16.
As one of Australia’s most biologically diverse capitals, Brisbane offers unique opportunities for residents and visitors to enjoy and interact with our natural environment.
Community facilities
Economic development Brisbane is continuing its rapid emergence as an influential leader and business destination within the Asia Pacific region. Also, our commitment to existing small businesses and emerging new industries continued through our economic development initiatives.
Access to great community facilities and recreational opportunities for all ages and abilities is at the heart of our vision for an active, healthy and inclusive city.
Sustainable growth, coupled with a balanced budget, has enabled us to maintain our strong credit rating. Council has funded $939 million in capital works, achieving a significant debt reduction in the process.
In addition to new exercise equipment for many of our parks this year, I was delighted to open The Emily Seebohm Aquatic Centre in Fitzgibbon in 2015-16. This newest addition is impressive and offers residents opportunities for fun, fitness and recreation.
I will continue to keep Brisbane on the right track by delivering for all residents and visitors. As we move into the new financial year and beyond, I remain committed to investing in projects that deliver essential services and lifestyle and leisure opportunities for our New World City.
Brisbane’s skating community is also reaping the benefits of our investment in community facilities. The newly opened Bracken Ridge Skate Plaza provides a competition-standard facility for skaters of all abilities, while skate parks at Paddington and Inala have also been upgraded. Council has continued to make significant investments in our popular library services, with Holland Park, Corinda and Carina libraries all enjoying upgrades. Wynnum saw a new library and community centre delivered in 2015-16 at the old Wynnum State School.
Our vibrant New World City
Graham Quirk Lord Mayor
Fostering and promoting civic pride through the revitalisation of our city has been a key focus throughout 2015-16. Our Team Brisbane initiative has seen nine of Brisbane’s trademark CityCats feature new designs, with our city’s major sporting teams livery making our river even more vibrant. Honouring and preserving Brisbane’s heritage is an important investment. Council’s work to enhance and restore the Anzac
27 Brisbane City Council | Annual Report 2015-16
CEO’S REPORT Innovative and responsive customer service Council continued its commitment to providing outstanding customer service with 53,099 calls answered through the Business Hotline (133 BNE) and more than 1.3 million enquiries answered through the Customer Contact Centre. Our Innovative Proposals Policy, which was launched in August 2015, encourages unique and innovative ideas to provide improved services and reduced delivery costs for ratepayers. Entrepreneurs are invited to submit ideas and solutions that fall outside Council’s normal procurement processes and channels and, to date, more than 20 submissions relating to innovations in environment, technology and community facilities have been received.
Over the past 12 months, Council has made significant progress in delivering projects that pursue an agenda of building a better Brisbane, while delivering an improved customer experience and better value for residents and businesses.
Council also launched a New Residents Guide super landing page on our corporate website, facilitating easy orientation for people coming to live in Brisbane. New residents can learn more about their neighbourhood, interacting with Council, getting around, dog registration, active and healthy events, storm safety and more.
Essential services Throughout the year, Council delivered a $127.6 million capital road resurfacing and maintenance program to improve the city’s road network. This saw more than 294,000 tonnes of asphalt laid and 87,000 tonnes of asphalt and granular pavement recycled, with sections of the Inner City Bypass, Webster Road, Moggill Road and Hawthorne Road being resurfaced. Additionally: • 5427 street-sweeping services were completed, removing 6384 tonnes of debris from the kerb and channel • 55 playgrounds were upgraded and 18 new playgrounds built • more than 26,000 roadside landscape services were provided • Brisbane’s major malls were pressure washed 113 times throughout the year • more than 15,500 square metres of existing bikeways were replaced and more than 15,000 square metres of new bikeways constructed.
28 Brisbane City Council | Annual Report 2015-16
Early works on the Kingsford Smith Drive upgrade commenced, with benefits set to include up to 30% travel time savings for all vehicles, improved public transport provision and improved safety for all road users. Council commenced work on the Business Case for the Brisbane Metro Subway System, a transport project to help address the existing bus capacity issue and increasing journey times for bus commuters. We completed the expression of interest process to upgrade the Inner City Bypass. These works will see the Inner City Bypass widened from three to four lanes in both directions between the Legacy Way tunnel portal and RNA tunnel, reducing traffic congestion and increasing capacity for existing and future traffic demands. Council completed the construction of the renewed Shorncliffe Pier and two new Suburban Centre Improvement Projects (SCIPs) and five renewals. SCIPs have assisted in the creation of some of our city’s most popular suburban hubs, improving accessibility, connectivity, safety and commercial viability.
Support and accessibility Council continued its innovative and award-winning ‘disABILITY ACTION at WORK’ program, providing paid work experience and career development for 17 people with disability. The program not only provided an understanding of how to be inclusive and build ‘disability confidence’, it also made a substantial difference to the lives of the participants, giving experience and skills through real placement with a real boss, lessening the gap that people with disability face at work. Council also implemented a range of land-based accessibility improvements at ferry terminals and bus stops, including delivering 950 bus stop upgrades across the city. More than $4.4 million was also invested in improving the accessibility of 26 community facilities, including community halls, pools, libraries and leased facilities.
Around Council In the lead up to the 2016 Local Government Election, a review of the twenty-six (26) Brisbane City Council Wards was undertaken by the Change Commission to ensure that each ward has an equitable quota of voting constituents. The review resulted in changes to the Ward boundaries. My thanks to all Council staff who continued to demonstrate professionalism and understanding during the caretaker period in the lead up to the election. Ward boundaries were moved and a number of Wards changed names. Five Ward names were retired: • Karawatha • Parkinson • Richlands • Toowong • Wishart Five new Ward names were introduced: • Calamvale • Coorparoo • Forest Lake • Paddington • Runcorn Following the successful delivery of Council’s Corporate Plan 2012-13 to 2016-17, we have released the new Corporate Plan 2016-17 to 2020-21. Developing this Plan gave us the chance to reflect upon our past five years and outline the objectives of each Council business unit and program area, showing how their work over the medium-term will contribute to our longer-term community plan. I thank Lord Mayor Graham Quirk, along with members of Civic Cabinet, councillors and Council employees for their hard work in delivering vital services, infrastructure and value to the residents and businesses of Brisbane. This city wouldn’t be what it is without the dedication of those who strive to improve our New World City.
Colin Jensen Chief Executive Officer
29 Brisbane City Council | Annual Report 2015-16
OUR ELECTED REPRESENTATIVES Councillors as at 1 July 2015
Liberal National Party (LNP) Australian Labor Party (ALP) Independent
LORD MAYOR Cr Graham Quirk (LNP)
Not to scale
Office of the Lord Mayor GPO Box 2287 Brisbane Qld 4001 (07) 3403 4400 lord.mayor
20 15 30
Brisbane City Council | Annual Report 2015-16
@brisbane.qld.gov.au ELECTED AS COUNCILLOR 1985 APPOINTED AS LORD MAYOR 2011 ELECTED AS LORD MAYOR 2012
BRACKEN RIDGE
CENTRAL
Cr Amanda Cooper (LNP)
Cr Vicki Howard (LNP)
Bracken Ridge Ward Office
Central Ward Office
Cnr Bracken and
Shop 11,
Barrett Streets
31 Duncan Street
Bracken Ridge Qld 4017
Fortitude Valley Qld 4006
(07) 3667 6000
(07) 3403 0254
brackenridge.ward
central.ward
@bcc.qld.gov.au
@bcc.qld.gov.au
APPOINTED TO COUNCIL 2007
ELECTED 2012
ELECTED 2008
NUMBER OF VOTERS 27,518
NUMBER OF VOTERS 26,612
CHANDLER
DOBOY
HAMILTON
JAMBOREE
Cr Adrian Schrinner (LNP)
Cr Ryan Murphy (LNP)
Cr David McLachlan (LNP)
Cr Matthew Bourke (LNP)
Chandler Ward Office
Doboy Ward Office
Hamilton Ward Office
Jamboree Ward Office
Shop 8, Millennium Centre
Shop 5,
42 Racecourse Road
Shop 146A, Mt Ommaney
4 Millennium Boulevard
1181 Wynnum Road
Hamilton Qld 4007
Shopping Centre
Carindale Qld 4152
Cannon Hill Qld 4170
(07) 3407 1400
(07) 3407 8800
chandler.ward
doboy.ward
@bcc.qld.gov.au
@bcc.qld.gov.au
ELECTED 2005
ELECTED 2012
NUMBER OF VOTERS 26,210
NUMBER OF VOTERS 26,795
171 Dandenong Road
(07) 3403 1095
Mt Ommaney Qld 4074
hamilton.ward
(07) 3407 7000
@bcc.qld.gov.au
jamboree.ward
ELECTED 2006 NUMBER OF VOTERS 27,279
@bcc.qld.gov.au ELECTED 2008 NUMBER OF VOTERS 23,863
DEAGON
ENOGGERA
HOLLAND PARK
KARAWATHA
Cr Victoria Newton (ALP)
Cr Andrew Wines (LNP)
Cr Ian McKenzie (LNP)
Cr Kim Marx (LNP)
Deagon Ward Office
Enoggera Ward Office
Holland Park Ward Office
Karawatha Ward Office
Cliff Street
102 Samford Road
Suite 6, 737 Logan Road
Shop 53, Level 2 Sunnybank
Sandgate Qld 4017
(Cnr Cole Street)
Greenslopes Qld 4120
Hills Shoppingtown
(07) 3667 6011
Alderley Qld 4051
(07) 3403 2101
Cnr Compton and Calam
deagon.ward
(07) 3407 2510
hollandpark.ward
@bcc.qld.gov.au
enoggera.ward
@bcc.qld.gov.au
ELECTED 2000
@bcc.qld.gov.au
ELECTED 2008
NUMBER OF VOTERS 25,609
ELECTED 2008
NUMBER OF VOTERS 26,279
NUMBER OF VOTERS 26,746
Roads Sunnybank Hills Qld 4109 (07) 3407 0566 karawatha.ward @bcc.qld.gov.au ELECTED 2012 NUMBER OF VOTERS 26,496
31 Brisbane City Council | Annual Report 2015-16
OUR ELECTED REPRESENTATIVES
Councillors as at 1 July 2015 (continued)
MACGREGOR
MCDOWALL
MOOROOKA
PARKINSON
Cr Steven Huang (LNP)
Cr Norm Wyndham (LNP)
Cr Steve Griffiths (ALP)
Cr Angela Owen-Taylor (LNP)
Macgregor Ward Office
McDowall Ward Office
Moorooka Ward Office
Parkinson Ward Office
Sunnybank Centre
Shops 5 and 6,
Shop 2,
Shop 10,
121 Lister Street
Rode Shopping Centre
122 Beaudesert Road
Central Park Medical Centre
Sunnybank Qld 4109
271 Appleby Road
Moorooka Qld 4105
168 Algester Road
Stafford Heights Qld 4053
(07) 3403 1730
Algester Qld 4115
(07) 3403 7690
moorooka.ward
(07) 3131 7022
mcdowall.ward
@bcc.qld.gov.au
parkinson.ward
@bcc.qld.gov.au
APPOINTED TO COUNCIL 2003
@bcc.qld.gov.au
ELECTED 2004
ELECTED 2004
ELECTED 2008
NUMBER OF VOTERS 23,893
NUMBER OF VOTERS 25,974
NUMBER OF VOTERS 26,188
NUMBER OF VOTERS 26,846
MARCHANT
MORNINGSIDE
NORTHGATE
PULLENVALE
Cr Fiona King (LNP)
Cr Shayne Sutton (ALP)
Cr Kim Flesser (ALP)
Cr Margaret de Wit (LNP)
Marchant Ward Office
Morningside Ward Office
Northgate Ward Office
Pullenvale Ward Office
North Regional Business
Ground floor,
Banyo Library
Kenmore Library Building
Centre
63 Oxford Street
284 St Vincents Road
9 Brookfield Road
960 Gympie Road
Bulimba Qld 4171
Banyo Qld 4014
Kenmore Qld 4069
(07) 3407 8200
(07) 3403 2210
(07) 3407 0220
morningside.ward
northgate.ward
pullenvale.ward
@bcc.qld.gov.au
@bcc.qld.gov.au
@bcc.qld.gov.au
ELECTED 2004
ELECTED 1997
ELECTED 1997
NUMBER OF VOTERS 26,509
NUMBER OF VOTERS 26,142
NUMBER OF VOTERS 26,792
(07) 3407 8500 macgregor.ward @bcc.qld.gov.au APPOINTED TO COUNCIL 2011 ELECTED 2012
Chermside Qld 4032 (07) 3407 0707 marchant.ward @bcc.qld.gov.au ELECTED 2008 NUMBER OF VOTERS 27,285
32 Brisbane City Council | Annual Report 2015-16
RICHLANDS
THE GABBA
TOOWONG
WISHART
Cr Milton Dick (ALP)
Cr Helen Abrahams (ALP)
Cr Peter Matic (LNP)
Cr Krista Adams (LNP)
The Gabba Ward Office
Toowong Ward Office
Wishart Ward Office
Richlands Ward Office
2/63 Annerley Road
50 High Street
Ground floor
Inala Library Building
(Cnr Crown Street)
Toowong Qld 4066
2072 Logan Road
Woolloongabba Qld 4102
(07) 3403 2520
Inala Qld 4077
(07) 3403 2165
toowong.ward
(07) 3407 1211
thegabba.ward
Leader of the Opposition
Cnr Wirraway Parade and Corsair Avenue
richlands.ward @bcc.qld.gov.au
@bcc.qld.gov.au ELECTED 1991-1994 APPOINTED TO COUNCIL 2003
ELECTED 2008 NUMBER OF VOTERS 24,595
Upper Mt Gravatt Qld 4122 (07) 3403 7791
@bcc.qld.gov.au APPOINTED TO COUNCIL 2007
wishart.ward @bcc.qld.gov.au
ELECTED 2008
ELECTED 2008
NUMBER OF VOTERS 24,443
NUMBER OF VOTERS 24,918
ELECTED 2004 NUMBER OF VOTERS 25,944
TENNYSON
THE GAP
WALTER TAYLOR
WYNNUM MANLY
Cr Nicole Johnston (IND)
Cr Steve Toomey (LNP)
Cr Julian Simmonds (LNP)
Cr Peter Cumming (ALP)
Tennyson Ward Office
The Gap Ward Office
Walter Taylor Ward Office
Wynnum Manly Ward Office
Fairfield Gardens
477 Waterworks Road
70 Station Road
3a/212 Bay Terrace
180 Fairfield Road
Ashgrove Qld 4060
Indooroopilly Qld 4068
(Cnr of Pine Street)
(07) 3407 1900
(07) 3407 0005
thegap.ward@
waltertaylor.ward
bcc.qld.gov.au
@bcc.qld.gov.au
APPOINTED TO COUNCIL 2015
ELECTED 2010
ELECTED 2008
ELECTED 2016
NUMBER OF VOTERS 24,499
NUMBER OF VOTERS 25,229
NUMBER OF VOTERS 29,571
Fairfield Qld 4103 (07) 3403 8605 tennyson.ward @bcc.qld.gov.au
Wynnum Qld 4178 (07) 3403 2180 wynnummanly.ward @bcc.qld.gov.au ELECTED 1994 NUMBER OF VOTERS 25,359
33 Brisbane City Council | Annual Report 2015-16
OUR ELECTED REPRESENTATIVES Councillors as at 18 April 2016 Bracken Ridge
Liberal National Party (LNP) Australian Labor Party (ALP) Independent Green
Wynnum Manly
Deagon
Marchant
Wynnum Manly
Northgate
Hamilton
Enoggera
The Gap
GPO Box 2287
Wynnum Manly
Brisbane Qld 4001
Morning side
The Gabba
Coorparoo Holland Park
Tennyson Pullenvale
(07) 3403 4400 Chandler
lord.mayor
Macgregor
Moorooka
@brisbane.qld.gov.au
Runcorn
20 16 Forest Lake
Office of the Lord Mayor
Doboy
Walter Taylor
Jamboree
Wynnum Manly
Wynnum Manly
Central Paddington Pullenvale
Cr Graham Quirk (LNP)
Not to scale
McDowall
LORD MAYOR
ELECTED AS COUNCILLOR 1985
Calamvale
34
Brisbane City Council | Annual Report 2015-16
APPOINTED AS LORD MAYOR 2011 ELECTED AS LORD MAYOR 2012
BRACKEN RIDGE
CALAMVALE
Cr Amanda Cooper (LNP)
Cr Angela Owen (LNP)
Bracken Ridge Ward Office
(formerly known as Cr Angela Owen-Taylor)
Cnr Bracken and
Calamvale Ward Office
Barrett Streets
Shop 10,
Bracken Ridge Qld 4017
Central Park Medical Centre
(07) 3667 6000 brackenridge.ward @bcc.qld.gov.au APPOINTED TO COUNCIL 2007 ELECTED 2008 NUMBER OF VOTERS 28,911
168 Algester Road Calamvale Qld 4116 (07) 3131 7022 calamvale.ward@ bcc.qld.gov.au ELECTED 2008 NUMBER OF VOTERS 28,314
CENTRAL
COORPAROO WARD
DOBOY
FOREST LAKE
Cr Vicki Howard (LNP)
Cr Ian McKenzie (LNP)
Cr Ryan Murphy (LNP)
Cr Charles Strunk (ALP)
Central Ward Office
Coorparoo Ward Office
Doboy Ward Office
Forest Lake Ward Office
Shop 11,
Suite 6,
Shop 5, 1181 Wynnum Road
Inala Library Building
31 Duncan Street
737 Logan Road
Cannon Hill Qld 4170
Cnr Wirraway Pde &
Fortitude Valley Qld 4006
Greenslopes Qld 4120
(07) 3403 0254
(07) 3403 2101
doboy.ward@
central.ward@
coorparoo.ward@
bcc.qld.gov.au
bcc.qld.gov.au
bcc.qld.gov.au
ELECTED 2012
ELECTED 2008
NUMBER OF VOTERS 27,838
NUMBER OF VOTERS 28,759
Corsair Ave
(07) 3407 8800
Inala Qld 4077 (07) 3407 1211 forestlake.ward@
ELECTED 2012 NUMBER OF VOTERS 27,967
bcc.qld.gov.au ELECTED 2016 NUMBER OF VOTERS 29,092
CHANDLER
DEAGON
ENOGGERA
HAMILTON
Cr Adrian Schrinner (LNP)
Cr Jared Cassidy (ALP)
Cr Andrew Wines (LNP)
Cr David McLachlan (LNP)
Chandler Ward Office
Deagon Ward Office
Enoggera Ward Office
Hamilton Ward Office
Shop 8,
Cliff Street
102 Samford Road
42 Racecourse Road
Millennium Centre
Sandgate Qld 4017
(Cnr Cole Street)
Hamilton Qld 4007
14 Millennium Boulevard Carindale Qld 4152 (07) 3407 1400 chandler.ward@ bcc.qld.gov.au ELECTED 2005
(07) 3667 6011
Alderley Qld 4051
(07) 3403 1095
deagon.ward@
(07) 3407 2510
hamilton.ward@
bcc.qld.gov.au
enoggera.ward@
bcc.qld.gov.au
APPOINTED TO COUNCIL 2015
bcc.qld.gov.au
ELECTED 2006
ELECTED 2016
ELECTED 2008
NUMBER OF VOTERS 28,607
NUMBER OF VOTERS 30,528
NUMBER OF VOTERS 28,228
NUMBER OF VOTERS 26,045
35 Brisbane City Council | Annual Report 2015-16
OUR ELECTED REPRESENTATIVES
Councillors as at 18 April 2016 (continued)
HOLLAND PARK
MACGREGOR
MCDOWALL
MORNINGSIDE
Cr Krista Adams (LNP)
Cr Steven Huang (LNP)
Cr Norm Wyndham (LNP)
Cr Shayne Sutton (ALP)
Holland Park Ward Office
Macgregor Ward Office
McDowall Ward Office
Morningside Ward Office
Ground floor
Sunnybank Centre
Shops 5 and 6, Rode
Ground floor,
2072 Logan Road
121 Lister Street
Shopping Centre
63 Oxford Street
Upper Mt Gravatt Qld 4122
Sunnybank Qld 4109
271 Appleby Road
Bulimba Qld 4171
Stafford Heights Qld 4053
(07) 3403 7791
(07) 3407 8500
hollandpark.ward@
macgregor.ward@
(07) 3403 7690
morningside.ward@
bcc.qld.gov.au
bcc.qld.gov.au
mcdowall.ward@
bcc.qld.gov.au
ELECTED 2008
APPOINTED TO COUNCIL 2011
NUMBER OF VOTERS 27,832
ELECTED 2012
ELECTED 2004
NUMBER OF VOTERS 27,792
NUMBER OF VOTERS 29,266
bcc.qld.gov.au
(07) 3407 8200
ELECTED 2004 NUMBER OF VOTERS 29,731
JAMBOREE
MARCHANT
MOOROOKA
NORTHGATE
Cr Matthew Bourke (LNP)
Cr Fiona King (LNP)
Cr Steve Griffiths (ALP)
Cr Adam Allan (LNP)
Jamboree Ward Office
Marchant Ward Office
Moorooka Ward Office
Northgate Ward Office
Shop 146A, Mt Ommaney
North Regional Business
Shop 2,
Banyo Library
Shopping Centre
Centre
122 Beaudesert Road
284 St Vincents Road
171 Dandenong Road
960 Gympie Road
Moorooka Qld 4105
Banyo Qld 4014
Mt Ommaney Qld 4074
Chermside Qld 4032
(07) 3403 1730
(07) 3403 2210
(07) 3407 7000
(07) 3407 0707
moorooka.ward@
northgate.ward@
jamboree.ward@
marchant.ward@
bcc.qld.gov.au
bcc.qld.gov.au
bcc.qld.gov.au
bcc.qld.gov.au
APPOINTED TO COUNCIL 2003
ELECTED 2016
ELECTED 2008
ELECTED 2008
ELECTED 2004
NUMBER OF VOTERS 30,272
NUMBER OF VOTERS 27,685
NUMBER OF VOTERS 29,168
NUMBER OF VOTERS 27,937
36 Brisbane City Council | Annual Report 2015-16
PADDINGTON
RUNCORN
THE GABBA
WALTER TAYLOR
Cr Peter Matic (LNP)
Cr Kim Marx (LNP)
Cr Jonathan Sri (GRN)
Cr Julian Simmonds (LNP)
Paddington Ward Office
Runcorn Ward Office
The Gabba Ward Office
Walter Taylor Ward Office
50 High Street
Shop 53, Level 2, Sunnybank
2/63 Annerley Road (Cnr
70 Station Road
Toowong Qld 4066
Hills Shopping Town
Crown Street)
Indooroopilly Qld 4068
Cnr Compton &
Woolloongabba Qld 4102
(07) 3403 2520 paddington.ward@ bcc.qld.gov.au ELECTED 2007 NUMBER OF VOTERS 30,026
Calam Roads Sunnybank Qld 4109 (07) 3407 0566 runcorn.ward @bcc.qld.gov.au
(07) 3407 0005
(07) 3403 2165
waltertaylor.ward
thegabba.ward
@bcc.qld.gov.au
@bcc.qld.gov.au
ELECTED 2010
ELECTED 2016
NUMBER OF VOTERS 29,343
NUMBER OF VOTERS 28,329
ELECTED 2012 NUMBER OF VOTERS 27,852
PULLENVALE
TENNYSON
THE GAP
WYNNUM MANLY
Cr Kate Richards (LNP)
Cr Nicole Johnston (IND)
Cr Steve Toomey (LNP)
Cr Peter Cumming (ALP)
Pullenvale Ward Office
Tennyson Ward Office
The Gap Ward Office
Kenmore Library Building
Fairfield Gardens
477 Waterworks Road
Wynnum Manly Ward Office
9 Brookfield Road
180 Fairfield Road
Ashgrove Qld 4060
3A/212 Bay Terrace (Cnr of
Kenmore Qld 4069
Fairfield Qld 4103
(07) 3407 0220
(07) 3403 8605
thegap.ward
pullenvale.ward@
tennyson.ward
@bcc.qld.gov.au
bcc.qld.gov.au
@bcc.qld.gov.au
ELECTED 2016
ELECTED 2008
ELECTED 2016
NUMBER OF VOTERS 29,673
NUMBER OF VOTERS 27,853
NUMBER OF VOTERS 29,571
Leader of the Opposition
Pine Street)
(07) 3407 1900
Wynnum Qld 4178 (07) 3403 2180
APPOINTED TO COUNCIL 2015
wynnummanly.ward @bcc.qld.gov.au ELECTED 1994 NUMBER OF VOTERS 28,296
37 Brisbane City Council | Annual Report 2015-16
CIVIC CABINET
20 16 38
Brisbane City Council | Annual Report 2015-16
Civic Cabinet: as at 30 June 2016 Civic Cabinet is also known as the Establishment and Coordination Committee. Council has eight standing committees, including Civic Cabinet, which are made up of and chaired by elected representatives. The members of Civic Cabinet are the Lord Mayor (Chairman) and all seven committee Chairmen. The Chief Executive Officer acts as Secretary of Civic Cabinet, provides executive advice and reports back to Council as an organisation. At its highest level, Civic Cabinet sets the strategic direction for Brisbane as a city and Council as an organisation. Civic Cabinet acts with Council’s authority in a range of matters including procurement, reporting and policy development. Civic Cabinet also reviews and makes recommendations to full Council on major plans, corporate documents and city finances. Each committee considers Council policy, provides advice to Council and delivers results for the people of Brisbane across a wide range of areas such as infrastructure, public transport and the environment. Brisbane City Council committees include: • Establishment and Coordination Committee (Civic Cabinet) • City Planning Committee • Environment, Parks and Sustainability Committee • Field Services Committee • Finance and Economic Development Committee • Infrastructure Committee • Lifestyle and Community Services Committee • Public and Active Transport Committee. Civic Cabinet meets each Monday morning.
39 Brisbane City Council | Annual Report 2015-16
CIVIC CABINET
Councillor Graham Quirk
Councillor Adrian Schrinner
Lord Mayor
Deputy Mayor and Chairman, Public and Active Transport Committee, Lord Mayor’s Representative for International Relations and Multicultural Affairs
ELECTED IN 1985
ELECTED IN 2005
ELECTED IN 2008
Member of Civic Cabinet 1988-1991, 2004-present
Member of Civic Cabinet since 2008
Chairman of Council 2010-2012
Areas of responsibility
Member of Civic Cabinet since 2012
Lord Mayor 2011-present Areas of responsibility • Elected leader of Brisbane City Council • Chairman of Civic Cabinet and an ex officio member of all Council committees
• Brisbane Metro
Councillor Krista Adams Chairman, Finance and Economic Development Committee
• Brisbane Transport
Areas of responsibility
• Public Transport infrastructure
• Financial management of Australia’s largest Council
• Bikeway Construction and Network • Active School Travel
• Spokesperson for the Council to the media or at community events • Ceremonial duties such as citizenship ceremonies and opening new facilities • Working with the Chief Executive Officer on Council business • Delivering Brisbane City Council’s Annual Plan and Budget
40 Brisbane City Council | Annual Report 2015-16
• Economic development to ensure business and jobs growth • Corporate services including procurement, risk management, legal services, human resources, communication, information and technology • Councillor assisting the Lord Mayor with International Relations and Multicultural Affairs • Disaster management and preparedness
Councillor Matthew Bourke
Councillor Amanda Cooper
Chairman, Lifestyle and Community Services Committee
Chairman, Infrastructure Committee
ELECTED IN 2008
APPOINTED TO COUNCIL IN 2007
Councillor Peter Matic Chairman, Field Services Committee
ELECTED TO COUNCIL IN 2007
ELECTED IN 2008
Member of Civic Cabinet since 2008
Member of Civic Cabinet since 2008
Areas of responsibility
Areas of responsibility
• Quarry products
• Promoting an active and healthy lifestyle
• Infrastructure asset management and optimisation
• Asphalt manufacture and laying
• City projects
• Libraries
• Waste management
• Transport infrastructure
• Cultural activities for Brisbane residents
• Park maintenance
• Transport strategy and planning
• City cleansing activities
• Community partnerships
• Road upgrades
• Community safety
• Road use management
• Environmental health risks and minimising safety hazards
• Congestion reduction
Member of Civic Cabinet since 2012 Areas of responsibility • Vibrant, caring and inclusive local communities • Customer services
• Civil construction
• Brisbane State Emergency Service • Local laws and regulation
41 Brisbane City Council | Annual Report 2015-16
Councillor David McLachlan
Councillor Julian Simmonds
Councillor Angela Owen
Chairman, Environment, Parks and Sustainability Committee
Chairman, City Planning Committee
Chairman of Council
ELECTED IN 2006
ELECTED IN 2010
ELECTED IN 2008
Member of Civic Cabinet since 2008
Member of Civic Cabinet since 2011
Chairman of Council since 2015
Areas of responsibility
Areas of responsibility • Planning for sustainable development • Protection of Brisbane’s unique character and heritage
Areas of responsibility
• Parks • Brisbane’s environment including the Brisbane River, waterways, biodiversity, air quality and natural areas • Energy efficiency • Integrated water management • Minimising environmental risks
• Development assessment processes • Neighbourhood plans, urban renewal projects and strategic planning across Brisbane • Infrastructure planning to support development • Vibrant Laneways and Brisbane Improvement Projects including Suburban Centre Improvement Projects • Public art • Planning for resilience to natural hazards such as flooding
42 Brisbane City Council | Annual Report 2015-16
• Control of the Council Chamber and surroundings • Presiding officer at all meetings of Brisbane City Council
43 Brisbane City Council | Annual Report 2015-16
EXECUTIVE MANAGEMENT TEAM The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team. The CEO reports to the Lord Mayor.
Colin Jensen
Pip Hold
Chief Executive Officer
Executive Manager, Office of the Lord Mayor and CEO
Joined Council in 2010
Joined Council in 2009
QUALIFICATIONS
QUALIFICATIONS
• Bachelor of Civil Engineering (Honours)
• Bachelor of Arts (Politics and German)
SIGNIFICANT ACHIEVEMENTS
SIGNIFICANT ACHIEVEMENTS
• Extensive public sector career in Queensland Government including Director-General of the Department of Infrastructure and Planning and Coordinator-General for Queensland.
• Extensive career in the public sector including local, state and Australian government.
• Named one of Australia’s top 100 most influential engineers by Civil Engineers Australia magazine for the last eight years. • Received the Queensland University of Technology Chancellor’s Outstanding Alumnus Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for 2011.
44 Brisbane City Council | Annual Report 2015-16
• Appointed to the position of Executive Manager, Office of the Lord Mayor and Chief Executive Officer in 2014 following five years as Manager, Lord Mayor’s Administration Office.
As at 30 June 2016
Andrea Kenafake
Scott Stewart Divisional Manager, Brisbane Infrastructure
Divisional Manager, City Planning and Sustainability
Joined Council in 2005
Joined Council in 1993
QUALIFICATIONS
QUALIFICATIONS
• Bachelor of Arts, majoring in Organisational Psychology
• Bachelor of Engineering (First Class Honours)
• Master of Rehabilitation
• Master of Engineering Science (Project Management)
• Member of the Australian Institute of Company Directors
• Graduate of the Australian Institute of Company Directors
SIGNIFICANT ACHIEVEMENTS
• INSEAD Advanced Management Program (France)
• Career spanning more than 20 years in leadership and
executive roles in Council. • Instrumental in the implementation of a number of initiatives, including the improvement of the Workers Compensation system through self-insurance and the development and introduction of Council’s Zero Harm strategy. • Manager Development Assessment, City Planning and Sustainability Division in Brisbane City Council 201014, leading the implementation of a range of business improvement processes and products. This initiative was accredited when Development Assessment was awarded the Australian Business Excellence Award for Innovation in 2013. • Current directorship: Chairman, City Parklands Services Pty Ltd and member of South Bank Corporation Board. • Received the Urban Development Institute of Australia (UDIA) Women in Development – Outstanding Achievement by a Woman – Government Award in 2010.
SIGNIFICANT ACHIEVEMENTS • More than 25 years of infrastructure and executive experience, across local and international roles in the private and public sectors. • Experience includes major road, rail and urban infrastructure projects in Hong Kong, the United Kingdom, Singapore and Australia. • Responsible for the development and delivery of major projects including Council’s TransApex program, the Go Between Bridge, Legacy Way and flood recovery from Brisbane’s 2011 and 2013 events. • Responsible for delivery of Council’s infrastructure portfolio which includes transport planning and operations, asset management, congestion reduction, project development and delivery, and field services including construction, maintenance and waste. .
• Finalist in the Australian Institute of Management Excellence Awards Professional Manager of the Year category in 2013.
45 Brisbane City Council | Annual Report 2015-16
EXECUTIVE MANAGEMENT TEAM The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team. The CEO reports to the Lord Mayor.
Geoffrey Beck
Paul Salvati
Divisional Manager, Brisbane Transport
Divisional Manager, Brisbane Lifestyle
Joined Council in 2009
Joined Council in 2009
QUALIFICATIONS
QUALIFICATIONS
• Bachelor of Engineering (Civil)
• Bachelor of Business Management
• Master of Applied Science
• Master of Business Administration
• Graduate Diploma of Management
• Member Australian Institute of Company Directors
• Graduate Diploma of Strategic Studies • Graduate of Army Command and Staff College
SIGNIFICANT ACHIEVEMENTS
• Joint Services Staff College and Centre for Defence and Strategic Studies
• Work experience spanning the private sector and all tiers of government in Australia.
SIGNIFICANT ACHIEVEMENTS
• Consulted both domestically and abroad on service delivery transformation.
• Significant public sector experience in Australian Government including Defence – Director General Capital Infrastructure and Head of Defence Infrastructure. • Private sector roles with Raytheon and GHD. • Extensive military career including operational roles in Namibia.
46 Brisbane City Council | Annual Report 2015-16
• Director of Channel Management at Smart Service Queensland, winning multiple service delivery awards at both the state and national levels. • Manager, Customer Services in Brisbane City Council 2009-12 where accomplishments included the development and implementation of Council’s Customer Focus Vision and the successful delivery of the Customer Experience Transformation Program.
As at 30 June 2016 (continued)
Greg Evans
Mica Julien
Divisional Manager, Organisational Services
Executive Manager, Field Services Group
Joined Council in 2009
Joined Council in 1991
QUALIFICATIONS
QUALIFICATIONS
• Bachelor of Business (Accountancy)
• Bachelor of Business (Tourism)
• Master of Business (Finance and Accounting)
• Associate Diploma in the Neuroscience of Leadership
SIGNIFICANT ACHIEVEMENTS • Responsible for the business planning at Qantas Airways including the preparation of the prospectus for the initial public offering. • Responsible for the finance and strategic services functions of Ergon Energy. • Project leader for Council’s Business and System Efficiency (BaSE) Program. • Responsible for the Financial, Human Resources, Procurement and Technology services for Council.
• Certificate IV in Competitive Systems and Processes • Professional Certified Coach
SIGNIFICANT ACHIEVEMENTS • Significant career spanning more than 24 years in Council, commencing as a Community Recreation Officer, then being promoted through a variety of roles at all levels of the organisation up to and including Executive Manager. • On track to achieve Zero Harm within Field Services Group by 2018. Current Lost Time Injuries (LTI) to Field Services Group has reduced by 40% year to date (20 LTI to 12 LTI). • Led the formation of a new branch as Manager of Urban Amenities, with significant results including reductions in service delivery timeframes and increases in quality outcomes without corresponding increases in costs. • Led Urban Amenities branch to successive reductions in Lost Time Injury Frequency Rate (LTIFR) of 20% over three years. • Led Asset and Works Management Deployment for the Business and System Efficiency (BaSE) Program assisting the successful deployment to business users on time and under budget.
47 Brisbane City Council | Annual Report 2015-16
ORGANISATIONAL STRUCTURE
COUNCIL STANDING COMMITTEES
COUNCIL
CIVIC CABINET
LORD MAYOR
CHIEF EXECUTIVE OFFICER
OFFICE OF THE LORD MAYOR AND CEO
BRISBANE INFRASTRUCTURE INCLUDING FIELD SERVICES GROUP
ORGANISATIONAL SERVICES
BRISBANE LIFESTYLE
CITY PLANNING AND SUSTAINABILITY
BRISBANE TRANSPORT
ELECTED REPRESENTATIVE
48 Brisbane City Council | Annual Report 2015-16
CORPORATE
Brisbane River
49 Brisbane City Council | Annual Report 2015-16
OUR PEOPLE Brisbane City Council is committed to being an employer of choice and offers many different types of jobs.
> 7550 full-time equivalent employees. > 340 different jobs. Successfully launched new youth employment programs involving 289 participants in traineeships, pre-vocational placements, cadetships and tertiary work experience. Received 17,238 candidate applications, conducted 4455 interviews and appointed 1479 successful applicants through the Recruitment Centre. Supported 32,708 employee registrations for training with more than 82% of enrolments for 150 online courses.
Performance – Key results and achievements
Positive culture with flexible work options
Responsible and attractive employer
Council appreciates the importance of a healthy work-life balance and provides a range of work-life options and benefits to support employees.
Council is an attractive employer, offering a wide variety of jobs and careers in more than 50 occupational groups. Council’s people are enthusiastic, well-trained, appropriately resourced and dedicated to a better Brisbane. In 2015-16, Council received more than 17,238 applications for 1979 vacancies. In recognition of our high standards in workforce management, Council received awards for programs in health and safety and diversity.
50 Brisbane City Council | Annual Report 2015-16
Contemporary workplace arrangements are encouraged and a variety of flexible work options are offered to meet business and workforce needs. These include flex-time and flexible working hours, part-time and job share arrangements and telecommuting. Council has implemented a wellness model, ensuring each employee has control of their personal wellbeing both during and outside work, and can readily access assistance to improve their overall wellness.
A variety of employee support services are offered, including counselling services, referral services for child care and aged care, provision of carers’ rooms and leave options such as mid-career breaks, study leave, parental leave and cultural and ceremonial leave. Health and wellness offers, as well as technology and commercial offers are also available to employees. Council regularly engages with external health and wellbeing providers to deliver the latest and most costeffective offers to all employees.
Council’s apprentices achieved an 77% overall completion rate, compared to the national completion rate of 52.4%.
Responsible and supportive working environment ‘Dedicated to a better Brisbane’ is more than just a line in Council’s logo. It is our commitment to the people of Brisbane that we will ensure our city will always be a great place to live. Council continues to develop a workforce that provides valuefor-money services to the community by being adaptable, capable, cost-effective and productive and to create a city that is accessible and offers opportunities for all. Council continues to build a workforce that reflects the community it serves, and delivers learning outcomes that maximise workforce productivity and customer service. Career paths are important at Council and the organisation invests in employee training and career development. Council continues to manage its industrial environment to meet legislative requirements and also support a costeffective workforce with the capability and flexibility to deliver value-for-money services to the community. Council is focused on supporting its people to continually improve service delivery to meet the changing needs of the community. This is done through building change management capability, to ensure our people can deliver well-planned and timely change activities. Council provides a positive and supportive working environment to employees and works closely with staff to assist with workplace transitions.
Key activities for 2015-16 • Successfully launched new youth employment programs involving 289 participants in traineeships, pre-vocational placements, cadetships and tertiary work experience.
• Continued to embed and improve the Performance Leadership process, with a focus on developing the capability of team leaders and employees, and providing assistance through Human Resources (HR) help. • Undertook employee satisfaction surveys for the quality of Performance Leadership conversations between employees and their leaders, with a positive satisfaction rate of 80%. • Identified and created Talent Pathways, with a total of 42 participants. These pathways assist in the delivery of key priority positions and capabilities linked to Future Council strategies, including business analysis, change management and communications, engineering and project management. • Hosted three Lord Mayor’s Awards for Excellence, with 16 Lord Mayor Certificates of Excellence and 24 Lord Mayor Commendations awarded. • Hosted three Lord Mayor Recognition of Service Awards for 63 employees who had attained 35 or more years of service. • Managed the Award modernisation process to meet legislative requirements. • Undertook preliminary research and preparations for the development and negotiation of a new enterprise bargaining agreement (EBA9). • Continued to support business areas in developing actions in response to feedback received from the 2014-15 Your Voice employee engagement survey.
51 Brisbane City Council | Annual Report 2015-16
OUR PEOPLE • Continued to develop a maturity model for organisational change management focusing on three key strategic capabilities: strategic change leadership, business readiness and project managed change. • Continued to embed the Future Council Organisational Strategy and reframe elements to ensure relevancy in the current organisational environment, and reflect priorities, including: – driving and supporting business transformation – embedding effective performance leadership – embedding new processes and systems in the System Applications Products (SAP) online environment – focusing the organisation on its core values.
Developing a skilled workforce Council has a number of learning programs and career development options that allow employees to gain more skills and knowledge, move around the organisation, change jobs or fields, or undertake formal study.
Key activities for 2015-16 • Council is one of the largest employers of apprentices in the metropolitan Brisbane area: – 21% of Council’s 87 apprentices are from equity and diversity target groups – 22 apprentices joined Council in 2015-16 with 17% aged 21 years and under – Council’s apprentices achieved a 77% average overall completion rate for the four-year apprenticeship program, compared to the national completion rate of 52.4%. • Received 32,708 employee registrations for training with more than 82% of enrolments for 150 online courses. • Continued to refine and embed HR processes as part of the SAP system implementation, including the development of quick reference guides and online support material that facilitate team leader and employee self-service. • Developed tailored workforce data and analytics to support workforce planning and action plans for all divisions across Council. • Facilitated four Engineering Development Forums with approximately 130 engineers in attendance at each. The forums were very well received by
52 Brisbane City Council | Annual Report 2015-16
attendees and addressed various topics, including the core competencies engineers must demonstrate to work without supervision; legal coverage of Council engineers; routes to Registered Professional Engineers of Queensland registration; Brisbane River Flood Modelling and Water Sensitive Urban Design. Attendees were also able to interact with senior Council staff and presenters via case study discussions and interviews. • Delivered the Middle Manager Leading Change program for 30 middle managers, focusing on the application of tools and techniques for leading successful change in the workplace. • Delivered the CEO’s Executive Development program for 19 participants undergoing a comprehensive range of leadership development activities. • Developed and delivered online training modules in preventing discrimination and sexual harassment, to complement the existing workplace harassment training, with 2459 team leader and employee participants. • Designed and delivered the Engaging Leaders program for the top 360 leaders. • Designed and delivered five Executive Forums for the senior group of executives, with topics closely aligned to the people, culture and leadership focus of the organisation. • Provided Performance Leadership modules for 145 executives to support leading performance in their divisions. This was complemented by providing Performance Leadership one-on-one coaching sessions to executives, managers and team leaders, with an uptake of 34 participants. • Piloted a Facilitating Effective Performance Ratings program to prepare managers and team leaders for the appraisal phase of Performance Leadership. • Continued to support change initiatives by delivering 46 workshops and 176 one-on-one coaching sessions to 496 employees. • Designed and piloted a new ‘skill shot’ program, Own Your Performance, for employees to build selfmanagement around performance and career. • Assisted 593 employees in managing their careers, through access to career guidance coaching, online career development programs, networking opportunities, including mentoring and work-shadowing and the intranet for careers tools and resources.
• Delivered a successful 2016 Team Leader Conference, which was attended by 170 team leaders across Council. • Deployed 500 online Mind Tools licences to executives, team leaders and professional employees to support their development as capable, effective people and talent managers by providing access to more than 2000 leadership, management and personal effectiveness resources. • Delivered two ‘Leading My Team Through Change’ programs for 46 team leaders across Council to equip them to lead their teams and manage change in a more engaging manner. • Identified and captured all mandatory capabilities required for a range of field-based roles, in line with Council’s capability framework.
Valuing a diverse workforce Equity and diversity continues to be a focus in Council. Council’s Workforce Equity and Diversity Framework 201115 outlines focus areas and commitments and guides the organisation in achieving its objectives and complying with anti-discrimination and equal employment opportunity legislation. This Framework has been extended for two years. It preserves the focus on existing equity groups (Aboriginal and Torres Strait Islander peoples, women, people from culturally and linguistically diverse backgrounds and people with disability). It also provides the flexibility to encompass a broader spectrum of diversity, including mature workers, the Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) community, young people and carers.
• Published Gender Transition Guidelines. • Delivered an Aboriginal and Torres Strait Islander leadership program with 13 participants.
Safe and healthy work environment Council takes the wellness, safety and health of its people very seriously. It is committed to being a Zero Harm organisation and to the creation of a workplace that is injury, illness and incident free. Zero Harm is not just about preventing accidents, it is also about promoting and helping to deliver a healthy and active way of life for all staff, thereby reducing the risk of accidents and workplace incidents.
Council is committed to being a Zero Harm organisation and to the creation of a workplace that is injury, illness and incident free.
Key activities for 2015-16 • Developed and delivered the innovative and awardwinning disABILITY ACTION at WORK program, providing paid work experience and career development for 16 weeks for 17 people with disability.
Council protects safety and promotes health by: • striving for Zero Harm, both mentally and physically
• Published the Guide to Reasonable Adjustment and developed a pilot Reasonable Adjustment Passport to assist in the inclusiveness of people with disability.
• being committed to providing a workplace that has zero tolerance for any unwelcome or harassing behaviour of a sexual, discriminatory or offensive nature
• Continued the growth of Aboriginal and Torres Strait Islander and people with disability email networks (more than 900 members).
• promoting the health and wellbeing of employees through a wellness program
• Delivered an LGBTI awareness course for 10 participants and LGBTI Ally training for 22 participants.
• providing access to free counselling assistance and opportunities to participate in personal development workshops and training.
53 Brisbane City Council | Annual Report 2015-16
Key activities for 2015-16 • Developed Council’s 2015-2020 Organisational Zero Harm Strategy and 2015-2016 Organisational Zero Harm Management Plan.
• Council’s Lost Time Injury Frequency Rate was 7.04 injuries per million hours worked. This is comparable to last year’s performance.
• Delivered key improvements identified within the Strategy and Management Plan, including:
• Implemented enhancements to the SAP Environmental Health and Safety (EHS) incident and observations modules. These will make it easier for managers and team leaders to manage Zero Harm in their work areas, through better data and understanding of appropriate actions to implement.
− development of a workplace health and safety (WHS) practitioner capability framework − re-launch of Council’s Zero Harm moments program − review of Council’s Zero Harm interaction program − development and approval of Council’s WHS incident management framework. • Continued promotion of Zero Harm as being inclusive of wellness and health, as well as safety, through internal communication channels. • Implemented a single organisation-wide WHS incident reporting and management solution, including tools, support and training, and guidance material. This has delivered an increase in near miss reporting, improved data quality and access to performance data.
54 Brisbane City Council | Annual Report 2015-16
• Continued support of the SAP EHS module with face-toface training, toolkit guides, alignment of wellness, safety and health system processes and key user support. • Achieved workers’ compensation return to work rate of 98%. The Queensland Government scheme return to work rate was 94%.
AWARD RECOGNITION Council employs staff with diverse skills in providing the wide range of services required by the Brisbane community and continues to develop a culture that recognises, encourages and celebrates excellence to achieve the best possible outcomes for the city. As at 30 June 2016 Awardee
Award
Awarding Body
Brisbane City Council
Winner − National Mobile Muster 2015 − National Top Collector
Mobile Muster
Brisbane City Council
Australasian Waste & Recycling Expo Innovation Award – Brisbane Bin & Recycling App
Australasian Waste & Recycling Expo – AWRE
Brisbane City Council
Highly Commended Award in the Inclusive Community Champion Awards, Excellence in Innovation category, 2015 (for disABILITY ACTION at WORK program)
Spinal Injuries Australia
Brisbane City Council
Keep Queensland Beautiful Sustainable Cities Award – 2015
Keep Queensland Beautiful
Brisbane City Council
Commendation Award in the Queensland Safe Work and Return to Work Awards, Best workplace health and well-being initiative category, 2015
Workplace Health and Safety Queensland
Brisbane City Council
Highly Commended Award for excellence in the Queensland Safe Work and Return to Work Awards, Best demonstrated leadership in work health and safety category, 2015
Workplace Health and Safety Queensland
Brisbane City Council
Dame Phyllis Frost Litter Prevention Award
Keep Australia Beautiful
Brisbane City Council
Commendation − Great Place Vibrant Laneways: Eagle Lane and Mooney Fountain Plaza
Planning Institute of Australia (Queensland Division)
Brisbane City Council
Excellence in Innovation Finalist, 2016 Award for Excellence (for disABILITY ACTION at WORK program)
Local Government Managers Australia − Queensland
Brisbane City Council
Planning Excellence − From Plan to Place Gasworks @ Newstead Riverpark Cardno HRP, Brisbane City Council, Aveo and Cox Rayner Architects
Planning Institute of Australia (Queensland Division)
55 Brisbane City Council | Annual Report 2015-16
Awardee
Award
Awarding Body
Brisbane City Council
Overall Winner Exceptional Planning Achievement Award Gasworks @ Newstead Riverpark Cardno HRP, Brisbane City Council, Aveo and Cox Rayner Architects
Planning Institute of Australia (National award)
Brisbane City Council
Land Conservation Award of Excellence: Bill Benham Park
Australian Institute of Landscape Architects – Queensland Awards
Brisbane City Council
Use of Technology Category − Karawatha Forest Discovery Centre
Parks and Leisure Australia
Brisbane City Council – Annual Report
Silver Award
Australasian Reporting Awards (ARA)
Brisbane City Council, Access and Inclusion Project Team, Braille Trail Awareness Campaign
Winner, Brisbane Region and State Champion, Spinal Injuries Australia, Inclusive Community Champions Awards − Excellence in Education and Awareness, 2015
Spinal Life Australia
Brisbane City Council, Access and Inclusion Project Team, Braille Trail Awareness Campaign
Winner, Brisbane Region and State Champion, Spinal Injuries Australia, Inclusive Community Champions Awards − Excellence in Education and Awareness, 2015
Spinal Life Australia
Brisbane City Council, Access and Inclusion Project Team, disABILITY ACTION at WORK
Highly Commended, Spinal Injuries Australia − Brisbane Inclusive Community Champions Awards, Excellence in Innovation, 2015
Spinal Life Australia
Brisbane City Council, City Projects Office, Brisbane Ferry Terminals Project
Civic Landscape Award – North Quay Ferry Terminal
National Landscape Architecture Award
Brisbane City Council, City Venues, Bellbowrie Pool Accessible Aquatic Playground
Highly Commended, Spinal Injuries Australia − (Brisbane Region Awards) − Excellence in Tourism, Entertainment or Recreation 2015
Spinal Life Australia
Brisbane City Council, Creative Communities, Investment in Multicultural Festivals and Events
Winner, Queensland Multicultural Awards, Services and Communities Category 2015
Queensland Government
Brisbane City Council, Cycling Brisbane team
2015 Queensland Outdoor Recreation Federation Award for Encouraging Participation in Outdoor Recreation
Queensland State Government − Queensland Outdoor Recreation Federation
Brisbane City Council, Libraries, Mt Ommaney Library refurbishment project
Winner − Spinal Injuries Australia (Brisbane Region Awards) − Outstanding Public Facility or Program 2015
Spinal Life Australia
56 Brisbane City Council | Annual Report 2015-16
Awardee
Award
Awarding Body
Brisbane City Council, Urban Design unit
In Urban Design for the Vibrant Laneways Program Mooney Fountain Plaza and Eagle Lane Precinct
Queensland Chapter of Australian Institute of Landscape Architects
Brisbane City SES Unit
Winner, SES Operational Response of the Year − Brisbane Region
Queensland Fire and Emergency Services, State Emergency Service
Brisbane City SES Unit
Winner, SES Operational Response of the Year – Brisbane Region
Queensland Fire and Emergency Services, State Emergency Service
Brisbane City SES Unit
Highly Commended, Queensland Fire and Emergency Services Commissioners Awards for Excellence, Empowering Volunteerism
Queensland Fire and Emergency Services, State Emergency Service
Brisbane City SES Unit
Highly Commended, QFES Commissioner’s Awards for Excellence, Empowering Volunteerism
Queensland Fire and Emergency Services, State Emergency Service
Business Hotline
Winner, Auscontact National Awards, Queensland Centre of the Year <30 FTE
Auscontact Association
Contact Centre
Winner, 2016 Contact Centre Excellence Award, Best Contact Centre (>30 FTE)
International Quality and Productivity Center
Contact Centre, Chermside Contact Centre
Winner, Auscontact National Awards, Queensland Centre of the Year 31-80 Full Time Equivalent (FTE)
Auscontact Association
Contact Centre, Yeerongpilly Contact Centre
Winner, Auscontact National Awards, Queensland Centre of the Year 81-150 FTE
Auscontact Association
Customer Focus team
Winner, 14th Annual Australian Services Excellence Awards, Queensland Team of the Year and National Team of the Year
Customer Service Institute of Australia
Customer Focus team
Winner, 14th Annual Australian Services Excellence Awards, Best of the Best
Customer Service Institute of Australia
Customer Focus team
Winner, International Services Excellence Awards, Visionary Category
International Council of Customer Service Organizations
Frew Park, Milton
Best Major Play Space, National Award
Parks and Leisure Australia
ICT Service Centre
Runner-up, Service Desk Project of the Year
National IT Service Management (ITSMF) Industry
Museum of Brisbane, Costumes from the Golden Age of Hollywood
Finalist − 2015 Gallery and Museum Achievement Awards (GAMMA)
Museums and Galleries Queensland
57 Brisbane City Council | Annual Report 2015-16
Individual Recognition Awardee
Award
Awarding Body
Bus Operator, Michael Ellis
Queensland Bus Industry Council Bus Operator of the Year
Queensland Bus Industry Council
Customer Service Officer, Bhakti Bon
Service Excellence Award
Queensland Rugby Union
Customer Service Officer, Leslie Rojas Carranza
Service Excellence Award
Queensland Rugby Union
Katherine Stewart
Winner, SES Regional Member of the Year
Queensland Fire and Emergency Services, State Emergency Service
Katherine Stewart
Winner, SES State Member of the Year (Commissionerâ&#x20AC;&#x2122;s Cup)
Queensland Fire and Emergency Services, State Emergency Service
Network Scheduling Manager, Kerry Leach
Queensland Bus Industry Council Achiever of the Year
Queensland Bus Industry Council
Simon Kay, Ian Grosvenor and Eric Desveaux
Winner, Procurement Professional Award
Local Buy
Various SES Members (Carla Edwards-Bailey, Katherine Stewart, Scott Neville, Zoe Chiverton, Rob Caines, Nelson Ung, Nick Dunn, Scott Grant, Glenn Hedges, Kevin Nash)
Australia Day Achievement Medallion
Emergency Services, State Emergency Service
Various SES Volunteers (Carla Edwards-Bailey, Cariad Edwards, Michaela Lock, Lisa Camus, Anita Condon, Ron Hedges, Sean Harrop, Peter Heyes, Marcus Herbert)
SES Week Award
Queensland Fire and Emergency Services, State Emergency Service
58 Brisbane City Council | Annual Report 2015-16
Council field officer at work
59 Brisbane City Council | Annual Report 2015-16
Tending rose bushes at New Farm Park
60 Brisbane City Council | Annual Report 2015-16
PROGRESS AND PERFORMANCE: PROGRAMS In this section Program 1: Clean, Green and WaterSmart City Program 2: Moving Brisbane Program 3: Future Brisbane Program 4: Your Brisbane Program 5: Public Health and Safety Program 6: Economic Development Program 7: Customer Focus Program 8: City Governance
3 61 Brisbane City Council | Annual Report 2015-16
PROGRAM 1 CLEAN, GREEN AND WATERSMART CITY Brisbane will be a clean, green and water smart city; a city that protects and supports our subtropical environment by sustainably managing and caring for our natural surroundings and resources. We will ensure Brisbane’s open spaces and waterways are accessible and valued, now and for future generations, and our built form supports clean, green and water smart outcomes. As a river city, Brisbane will be seen as a lifestyle city of choice in the global economy.
What we do
and protect our natural assets, now and for the future and ensure the city is safe, confident and prepared for natural hazards. Brisbane is built on a floodplain and flooding is a natural occurrence for the city. The Clean, Green and WaterSmart program enables Council to manage the risk of flooding in a way that creates a more resilient city, confident in its preparedness for future floods. The Clean, Green and WaterSmart program supports inclusive, well connected and engaged communities through the delivery of all abilities playgrounds, accessible parks and gardens and community activities that encourage residents and visitors to adopt behaviours to further enhance their wellbeing. Through the program, Council continues to take action to ensure that Brisbane’s open spaces and waterways are accessible and valued, now and for future generations and our built form supports clean, green, water smart outcomes.
• Protect, enhance and restore Brisbane’s natural assets • Parks planning, delivery and maintenance • Maintain the health of Brisbane’s waterways, river and bay • Sustainably manage Brisbane’s water resources • Prevent and reduce pollution • Manage and reduce Brisbane’s waste • Deliver environmental regulatory services • Reduce Council’s greenhouse gas emissions • Promote sustainability programs developed for residents and businesses • Improve Council’s environmental practices • Implement flood risk management activities to reduce flood impacts
Overview Brisbane, Australia’s New World City, is renowned for its liveability and successful blending of urban and natural environments. Council recognises that as our city grows and develops, our built environment will need to continue to support natural areas and provide green assets that maintain Brisbane’s liveability and lifestyle. By focusing on managing the sustainable development of our city in a way that provides for the future prosperity of Brisbane, the program will preserve
62 Brisbane City Council | Annual Report 2015-16
Key Highlights « Approximately 400 Grade 7 students participated in the Green Heart Schools Future BNE Challenge – part of the World Science Festival Brisbane, the biggest schools challenge to take place in the city. « 2200 ha of land was restored through the Wipe Out Weeds program. « $26 million investment in park enhancement, rehabilitation and maintenance works. « Opened Karawatha Forest Discovery Centre in February 2016. « Reinstated three water fountains at E.E. McCormick Place (Upper Roma Street), Emma Miller Place (Roma Street), and Mooney Memorial Fountain (corner of Queen and Eagle Streets) that were decommissioned due to severe drought.
« Completed Stage 1 of the Cathedral Square Upgrade which included landscaping upgrades, lighting improvements and creation of an entry pavilion. « Completed construction of the renewed Shorncliffe Pier. This $17.7 million project was opened in time for the Bluewater Festival in March 2016. « $24 million investment in stormwater drainage maintenance, rehabilitation and construction works. « $4 million invested to open new resource recovery centres at Ferny Grove and Nudgee. « 76,863 residents now using the Green Waste Recycling Service.
Key results for 2015-16 • Purchased 117,000 tonnes of accredited carbon offsets to neutralise carbon emissions from diesel, petrol and gas used in Council’s bus, ferry and vehicular fleets, as well as stationary energy use. • Reduced Council’s greenhouse gas emissions by approximately 81,000 tonnes a year by purchasing 100% GreenPower, with a forward focus on internal emissions and the purchase of renewable certificates and offsets. • Installed a 100 kW solar power generation system on the iconic Brisbane Powerhouse, supplying approximately 10% of the site’s electricity requirements.
1.2 Sustainable Brisbane
Performance − Key results and achievements
Council engages and works in partnership with the community to guide and empower changes to lifestyles and practices that contribute to realising Brisbane’s sustainability aspirations.
1.1 Sustainability leadership
Key results for 2015-16
Council will focus on the performance of our activities and operations to ensure we are a sustainable and low carbon organisation that: • responds effectively and appropriately to maximise sustainability outcomes, reduce greenhouse emissions and support the achievement of a carbon neutral Council • is recognised as a leader in sustainability and uses its capacity to influence and support citywide and regional sustainability outcomes • manages Council’s environmental performance effectively.
Reduced Council’s greenhouse gas emissions by approximately 81,000 tonnes a year by purchasing 100% GreenPower.
• Delivered the Future BNE Challenge as part of the World Science Festival Brisbane, engaging approximately 400 Grade 7 students from 40 South East Queensland (SEQ) schools, in the largest school learning challenge to be held in the city. The challenge was streamed live from King George Square to schools throughout SEQ. • Engaged 57 Grade 10 students in the Student Environmental Leadership Network to empower them to drive change in their 33 school communities. • Delivered the Lord Mayor’s Young Environmental Photographer competition receiving 363 entries and 2848 public votes. • 17 schools accessed Council’s environmental learning centres via free transport through the Green Heart Schools Travel Scheme. • Delivered the Green Heart Photography Competition to inspire the community to appreciate and value Brisbane’s natural environment, receiving 463 entries and 1103 public votes. • Delivered eight community events and two Green Heart Fairs through the Green Heart Events program, run by CitySmart. • More than 42,000 free plants were provided to residents, schools, body corporates and new citizens through the Free Native Plants program.
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PROGRAM 1 CLEAN, GREEN AND WATERSMART CITY
continued
• Distributed more than $255,000 in grant funding to the community for 54 projects, including environmental initiatives, community gardens and native wildlife carer activities.
• CitySmart’s Reduce Your Juice program helped 1000 low-income residents from across Brisbane save 12.3% on their energy bills. • Launched CitySmart’s Live for Less program and engaged 6500 Brisbane residents, teaching them how to live more sustainably and reduce their cost of living.
• Achieved an estimated 250,000 volunteer hours within the Community Conservation Partnerships program, supported further by community initiated on-ground bushland restoration projects at more than 62 sites under the Community Conservation Assistance program.
• Continued CitySmart’s District Cooling project, with building feasibility studies indicating upwards of a 10% saving on energy usage and a 20% capital saving for buildings that join the network.
• Supported the delivery of 12 Green Army projects across the city providing land and technical support to enable 17 to 24-year-olds gain practical conservation skills through training and hands-on experience in rehabilitating Brisbane’s natural areas.
1.3 Biodiverse Brisbane Brisbane values, protects and works as a community to sustain the diversity of the city’s habitats, plants and animals.
• Continued to deliver the Wipe Out Weeds program, managing weeds on more than 2200 ha across 51 sites within Council’s conservation reserve estate, an increase of 343 ha from the area managed in 2014-15.
Key results for 2015-16
• Continued to actively manage invasive faunal species across the city in accordance with State legislative obligations and priorities outlined in the Brisbane Invasive Species Management Plan – with priority species including deer, foxes, cats and wild dogs.
• Acquired 140.3 ha of land with significant habitat through the Bushland Acquisition program. • Partnered with Queensland Herbarium to complete a contemporary map of Brisbane’s ecosystems. This mapping highlighted an increase in native bushland in Brisbane and also identified new ecosystems in the city.
1000
3520
3380
3259
3161
3103
2823
2621
2475
2163
1902
1883
1647
1593
2000
2380
3000
3042
Bushland Acquisition
4000
Hectares secured (cumulative)
• Partnered with 661 private landholders to protect and reinstate biodiversity on more than 2152 ha of land.
The Bushland Acquisition program purchased another 140.3 ha of land in 2015-16.
64 Brisbane City Council | Annual Report 2015-16
20 15 -1 6
20 14 -1 5
20 13 -1 4
20 12 -1 3
20 11 -1 2
20 10 -1 1
20 09 -1 0
20 08 -0 9
20 07 -0 8
20 06 -0 7
20 05 -0 6
20 04 -0 5
20 03 -0 4
20 02 -0 3
20 01 -0 2
0
• Provided grants to actively support 11 Creek Catchment Group projects to protect and improve the health of Brisbane’s catchments. • Supported the RSPCA Native Animal Ambulance to respond to 4945 requests to assist native animals across the city, and rescued and returned 6561 native animals to the RSPCA for treatment.
1.4 Parks, gardens and recreation Brisbane’s parks and public open spaces reflect our subtropical lifestyle and are available to all. Our parks, open spaces and streetscapes are attractive and the shady spaces provide valued visual, recreational, heritage and cultural amenity to a diverse Brisbane.
Key results for 2015-16 • Completed refurbishment and enhancement of Anzac Square heritage spaces, including the Shrine of Memories and Memorial Crypt. • Completed construction and opened the Karawatha Forest Discovery Centre in February 2016. • Completed approximately 70 park asset rehabilitation projects, including upgrades to playgrounds, lighting and other visitor facilities. • Completed neighbourhood park upgrades, including installing new play and exercise equipment, lighting installations and picnic facility upgrades in more than 70 parks throughout Brisbane suburbs. • Delivered 3.75 ha of new park land through the Parks Infrastructure Charges program and development contributions and acquisitions including the Witton Barracks site at Indooroopilly, land for the new Upper Mount Gravatt Urban Common Park and land at Pallara for a district sports park. • Completed staged improvements to the major picnic areas of Mt Coot-tha at J.C. Slaughter Falls and Simpson Falls picnic areas. • Completed Stage 1 of the Cathedral Square Upgrade which included landscaping upgrades, lighting improvements and creation of an entry pavilion. • More than two million people visited Roma Street Parkland.
• Roma Street Parkland hosted 410 events attended by more than 55,000 people, including Parks Alive, the Thai Festival, the Indian Festival and Picnic in the Park. More than 1000 people attended guided walks. • Delivered $1 million in capital improvement projects at Roma Street Parkland in partnership with the Queensland Government, including upgrades to playground facilities, garden beds, lighting and CCTV systems, signage and the installation of a free public Wi-Fi network. • More than 10 million people visited South Bank Parklands. • South Bank Parklands played a key role in the increasingly popular citywide Wonder of Christmas programs. A total of 683 events were held at South Bank attended by 1.33 million people. South Bank Parklands hosted the French Festival, Brisbane Festival including Riverfire, Regional Flavours, Night Noodle Markets, Royal Croquet Club, the Buddha Festival and the annual New Year’s Eve Fireworks. • The iconic Brisbane sign was permanently installed on the banks of the Brisbane River at South Bank, a project jointly funded with the Queensland Government. • Delivered $3.1 million in capital improvement works at South Bank Parklands in partnership with the Queensland Government, including upgrade of the Riverside Green Playground, refurbishment of the Boat Pool and lighting and security systems upgrades. • Restored and returned the Carron Cannon, gifted to the city by Queen Victoria in 1862, to the City Botanic Gardens. • Constructed stormwater run-off diversion structures to enable self-watering street trees across the city, including Ipswich Road, Petrie Terrace, Gladstone Road, Sandgate Road, Wynnum Road and Main Street, Kangaroo Point. • Planted 8775 shade trees along footpaths and park pathways. This included 2065 trees planted by the community at six Neighbourhood Shadeway events.
1.5 Sustainable water management In partnership with the community, Council will sustainably manage Brisbane’s water resources through the integrated management of our water supply, wastewater, stormwater and waterways. Through this integrated approach, we maximise community benefit and help ensure the sustained liveability and economic prosperity of Brisbane and the SEQ region. The city is designed and oriented with water in mind.
65 Brisbane City Council | Annual Report 2015-16
PROGRAM 1 CLEAN, GREEN AND WATERSMART CITY
continued
Key results for 2015-16
Key results for 2015-16
• Continued works at Coorparoo Creek Park including the upgrade of Morley Street Bridge, demolishing acquired buildings to allow for future park development.
• Undertook recreational water quality monitoring at 11 sites across the city to educate residents on the safe use of waterways for human health.
• Completed construction of stormwater collection and storage facilities at Downey Park, Windsor, to water local sporting fields.
• Supported the development and continued implementation of a Catchment Action Plan for Lockyer Creek/mid-Brisbane River as part of the SEQ (South East Queensland) Council of Mayors’ Resilient Rivers Initiative.
• Worked with the Future Brisbane program to advise and include integrated water management considerations in six neighbourhood plans: − Dutton Park/Fairfield Neighbourhood Plan − Coorparoo Districts Neighbourhood Plan − Newstead North Neighbourhood Plan − Ferny Grove/Upper Kedron Neighbourhood Plan.
1.6 Focus on the river, bay and waterways The river, bay and waterways of the city support the liveability and lifestyle of Brisbane as a river city. Waterways support multiple functions and are widely used, enjoyed and appreciated by the community as recreational, economic and environmental assets. Water and waterways are influential factors in the design of Brisbane’s built form, supporting a well-designed subtropical city and green urban environments that are managed as economic assets to deliver value to business, industry, residents and nature alike.
WaterSmart Trees Constructed water diversion structures to water city trees and divert stormwater run-off at six locations across the city.
• Continued investment in the Healthy Waterways partnership to protect waterways and improve urban amenity, including $30,000 in funding for the Brisbane River’s Clean Up program, which uses boats to collect litter. • Conducted more than 2463 residential and 1354 development building site inspections for compliance with erosion and sediment controls. • Undertook waterway enhancement at 11 locations across the city, including works at New Cleveland Road, Wakerley; Hulme Street, Kelvin Grove; Billabong Place, Parkinson; Foothill Place, The Gap; The Boulevard, Chermside and Parthenia St, Boondall. • Constructed or rehabilitated waterway access facilities at: − Austral Street canoe ramp, St Lucia − Nudgee Road boat ramp, Nudgee Beach − Ross Street boat ramp, Hamilton. • Constructed and rehabilitated sea and river walls at: − Park Parade, Moora Park, Shorncliffe − Flinders Parade, Brighton Groyne, Brighton − Stanley Place, South Brisbane − Ken Fletcher Park, Tennyson − Sumners Road, River Hills. • Completed construction of the renewed Shorncliffe Pier. This $17.7 million project was completed in time for the Bluewater Festival in March 2016. • In collaboration with the SEQ, Council of Mayors’ held a masterclass for elected officials from across SEQ to discuss the Resilient Rivers Initiative at the 18th International Riversymposium held in Brisbane in September 2015. • Held the second Water Sensitive Cities Conference in September 2015 that brought together key researchers and industry professionals on urban water management.
66 Brisbane City Council | Annual Report 2015-16
• Completed Creek Flood Studies under the Maintain and Enhance Flood Studies program of works. • Updated Brisbane City Plan 2014 Flood Overlay Maps and the Floodwise Property Report with new information from 12 updated flood studies.
Waste to landfill (per capita)
• Constructed six major drainage systems and 18 local drainage systems benefiting up to 72 (11 habitable areas, 21 utility areas and 40 yards) residential properties.
370
• Undertook $24 million investment in stormwater drainage maintenance, rehabilitation and construction works.
357
• Purchased 10 properties under the Voluntary Home Purchase Scheme to remove residents from the risk of frequent flooding.
Brisbane residents enjoy a clean and healthy environment. Environmental pollutants, contaminated land, closed landfills and dangerous goods are managed to prevent and minimise their impact on the community and the environment.
352
336
340
331
330
321
320
310
307
1.8 Pollution free city
350
Kilograms per person
• Carried out vegetation management in major waterways (across 49 sites), restoring flood conveyance capacity in flood hotspot locations.
361
360
314
• Contributed $425,000 to the Brisbane River Catchment Flood Study led by the Queensland Government.
313
Key results for 2015-16
319
Council manages the risk of flooding by making Brisbane a city that is safe, confident and prepared for flooding. This means ensuring flooding is expected, designed and planned for. Brisbane will be prepared for flooding and will respond and recover effectively from flood events.
− Karawatha Forest Park, Acacia Road, Karawatha − Jack Cook Park, Heroes Avenue, Taringa − Elanora Park, Granada Street, Wynnum − Bill Brown Sports Field, Telegraph Road, Fitzgibbon − Whites Hill Sports Reserve, Boundary Road, Camp Hill. • Developed Industry Environmental Guides for the concrete batching, surface coating and smash repair industries to provide advice to businesses on how they can comply with the Environmental Protection Act 1994 and the Brisbane City Plan 2014.
349
1.7 Flood management
300
290
280
270
• Responded to 16 environmental incidents including industrial fires, spills and accidents to prevent contamination of waterways.
16
15
5-
14
4-
20 1
20 1
13
320 1
12
220 1
11
120 1
0-
10 9-
20 1
09 8-
20 0
08 7-
20 0
07 6-
20 0
20 0
06
0
5-
• Undertook 1154 inspections to address noise, air, odour and light pollution complaints for residential, business and industrial premises.
20 0
Key results for 2015-16
Residents continue to embrace resource recovery. This is evidenced by a reduction of 13% in waste to landfill per capita from the 2008 baseline.
• Conducted remediation works on the following closed landfills:
67 Brisbane City Council | Annual Report 2015-16
PROGRAM 1 CLEAN, GREEN AND WATERSMART CITY
continued
1.9 Managing and reducing Brisbane’s waste and litter Council manages Brisbane’s waste streams and infrastructure to: • maximise resource recovery • reduce waste to landfill • promote waste minimisation initiatives • keep the streets, roadways and footpaths of the city clean and litter free.
Key results for 2015-16 • Collected and processed more than: − 89,645 tonnes of recyclables through fortnightly residential collections − 20,303 tonnes of green waste through the fortnightly Green Waste Recycling Service − 440,039 tonnes of domestic waste. • Removed more than 6384 tonnes of waste from public roads. • $4 million invested to open new resource recovery centres at Ferny Grove and Nudgee. • Sold more than 520 tonnes of reusable items at the Geebung and Acacia Ridge tip shops.
Collected and processed more than 89,645 tonnes of recyclables through fortnightly residential collections.
68 Brisbane City Council | Annual Report 2015-16
• Delivered Recycling Week event ‘Recreate’ with more than 12,000 attendees and 3600 completing the online recycling quiz. • Managed 513,022 tonnes of waste to landfills through resource recovery centres. • More than 24,347 residents using a larger recycling bin. • Collected approximately 12,286 tonnes of large items in the annual kerbside collection service.
Challenges Brisbane, Australia’s New World City
Transitioning Brisbane to a low-carbon city
As a New World City, Brisbane will attract a population which desires a liveable and sustainable city. Brisbane already has an attractive climate and is taking steps in the right direction toward providing quality urban design and commercial clusters. With this population growth and New World City status, it is essential to maintain an attractive quality of life, a healthy environment, clean air and a pollution free city to ensure a healthy lifestyle and economic future.
Council has shown leadership and taken strong action in our own business through the purchase of 100% GreenPower and offsetting carbon emissions associated with our bus and vehicular fleets, and for all our gas use.
Like many cities around the world, Brisbane is rising to this challenge by investing in its clean and green agenda.
Brisbane is: • investing in parks for all to play, rest and enjoy • maintaining and enhancing tree and habitat cover to cool the city • investing in a low-carbon city and working towards a carbon neutral future
Council has made efforts to improve the energy productivity of its operations through energy efficiency or process improvements. Council’s waste management and diversions initiatives have significantly reduced emissions associated with the community’s waste, and Council’s CitySmart agency delivers sustainability projects and works with businesses, households and corporate partners to lower carbon emissions. However, there are limitations to what Council can influence in the residential, commercial, manufacturing and transport sectors. Consequently, the challenge is in finding different ways to influence, encourage and advocate behaviour change that will help Brisbane transition to a low-carbon city.
• ensuring the community is well informed around flooding and is safe, confident and ready • investing in creating waterways that are healthy for people and for the environment
Wipe Out Weeds Program
• making sure people and the environment are safe from pollution
60
2500
• ensuring waste is well managed.
50
2000
30
Sites
1000
20 500
10 0 6 -1
5 -1
15 20
4 -1
14 20
3 -1
13 20
2
1
-1
12 20
11 20
-1
0 -1
10 20
-0 08
09 20
9
0
20
Ha
40 1500
Area (ha) under active Wipe Out Weed management Wipe Out Weed sites undergoing active management
Area (ha) and number of sites undergoing active weed management.
69 Brisbane City Council | Annual Report 2015-16
Karawatha Forest Discovery Centre
Karawatha Forest Discovery Centre – a unique play experience for all In February 2016, Karawatha Forest Discovery Centre opened its doors to a new world of environmental education, along with Queensland’s first nature play space.
With a mixture of indoor and outdoor elements, visiting children are encouraged to play creatively and imaginatively using all of their senses in a beautiful natural setting.
Set amongst the diverse bushland of Karawatha Forest Park, this 600 square metre educational facility pays homage to one of the largest areas of remnant bushland within the city.
All of the internal and external features of the centre encourage visitors to discover, explore and be inspired by the unique bushland setting, while thinking about ways they can reduce their own impact on the environment.
Karawatha Forest Park is located 18 kilometres south of Brisbane’s CBD and is approximately 900 hectares in size. Home to more than 300 plant species, the park is an important refuge for over 200 wildlife types, including the highest diversity of frog species in Brisbane.
The nature-based play elements include a water activity component, climbing features, discovery trails and sculptural artworks, with more than 20 hidden animals integrated in the artworks and play space.
The area is part of an important South East Queensland green corridor link known as Flinders Karawatha Corridor, significant for its diverse natural habitats, particularly its freshwater lagoon system, sandstone ridges, dry eucalypt forests, wet heathlands and woodlands.
The centre also includes two meeting rooms, an adjacent large undercover area and multi-sensory displays with an interactive floor projection of a frog habitat, a sculptural forest discovery area, a night-time theatre room and a virtual reality experience providing visitors with a bird’s eye view of Karawatha Forest.
These elements inspired the design of the Karawatha Forest Discovery Centre.
The outdoor features include six new picnic tables, a new shelter, two double plate electric barbeques, an on-site water treatment system, solar panels, a small rain garden, coach bus parking and 52 car spaces, as well as a newly constructed dedicated right turn lane to the site from Acacia Road.
The centre was developed in consultation with the local community with the aim of creating a facility focused on education and conservation, while incorporating eco-friendly building design and energy use. The external facade of the building incorporates coloured, patterned panels that give it an organic appearance and help the building blend into its forest surroundings. The internal display area contains a creative mix of interactive displays and activities to encourage curiosity, and motivate visitors to make positive environmental choices which can help the forest.
70 Brisbane City Council | Annual Report 2015-16
The Karawatha Forest Discovery Centre project is an example of Council’s commitment to providing world-class green spaces for Brisbane residents and visitors to enjoy.
PROGRAM 2: MOVING BRISBANE Brisbane’s transport network enables efficient and sustainable movement of people and freight. The city’s accessibility and liveability is maintained by ensuring all people have access to a high quality road network, high quality public transport (bus and ferry) services and active travel alternatives, with an understanding that investment in each transport mode is required to cater for the differing needs of users.
It supports the safe, efficient and sustainable movement of people and freight through a high quality road network, public transport (bus and ferry) network and walking and cycling facilities. Moving Brisbane also works to reduce traffic congestion on the city’s road network, contribute to Brisbane’s carbon reduction goals and promote active and healthy transport by: • engaging with the community on active transport alternatives • improving our public transport network
What we do • Active transport • Travel behaviour change • Bikeway and shared path network • Cycling and walking infrastructure • Ferry services and infrastructure • Bus infrastructure • Strategic transport planning • Transport network management • Congestion management • Local roads
Overview The planning, development and operation of Brisbane’s transport network is guided by the Transport Plan for Brisbane 2008-2026 and implemented by the Moving Brisbane program. The program is responsible for delivering on Council’s ongoing commitment to plan, develop and operate Brisbane’s transport network and make it easier for residents and visitors to move around our city.
• investing in our roads and bikeways.
Key Highlights « Delivered 60 new air-conditioned and accessible rigid equivalent buses. « Completed the four-year Better Bikeways 4 Brisbane program, providing $120 million in new bikeway infrastructure. « Completed land-based accessibility improvements for North Quay ferry terminal, including the installation of a lift. « Upgraded 950 bus stops to provide a more accessible public transport network and to meet requirements of the Disability Discrimination Act 1992 (Cth) (DDA). « Completed Stapylton Road Upgrade Project, Heathwood. « Nine CityCat vessels were upgraded with eye-catching decorative skins under a Team Brisbane campaign. « Commenced construction of the Kingsford Smith Drive upgrade, Hamilton. « Grew the Cycling Brisbane program to interact with 11,100 members and more than 60 supporting organisations. « Installed new Enhanced School Zone signage for 25 schools on multi-lane roads. « Installed the 600 th free motorcycle space within the inner city since 2012.
71 Brisbane City Council | Annual Report 2015-16
PROGRAM 2: MOVING BRISBANE Performance − Key results and achievements 2.1 Promoting active transport Council is reducing congestion and encouraging sustainable travel through the promotion of cycling and walking as healthy and environmentally sustainable alternatives to car travel. Brisbane residents who embrace active travel alternatives are not only reducing congestion, they are also helping Brisbane become a healthy, sustainable and accessible city.
Walking trips increased on average from 20% to 30% at 15 schools participating in the 2015 Active School Travel program.
Key results for 2015-16 • Completed the four-year Better Bikeways 4 Brisbane program to provide $120 million in new bikeway infrastructure to improve bikeway links and connections to Brisbane’s top employment areas. Key projects completed in 2015-16 include: − Norman Creek Bridge, Norman Park − Enoggera Creek Bikeway, Enoggera − Bicentennial Bikeway Stage 4, Toowong − Kedron Brook Bikeway – Uxbridge Street, Grange to Mercer Park, Kedron. • Completed important upgrades under the Active Communities programs, including: − safe crossing from Aspley State High School, shared path and Bicycle Awareness Zone, connecting students and other users to Gympie Road − shared paths at Kate Street, Carina and Julatten Place, Ferny Grove. • Continued to deliver the Active School Travel program: − car trips decreased from 68% to 55% at 15 participating schools throughout 2015 − walking trips increased on average from 20% to 30%. • 11,100 members and 60 sponsoring businesses and organisations have now joined the Cycling Brisbane program. • Delivered a year-long schedule of more than 90 bike skills and maintenance sessions, plus guided rides for a range of ages and skill levels. • Increased the CityCycle scheme with patronage growth of 385,500 trips – an increase of approximately 25% on the previous year.
72 Brisbane City Council | Annual Report 2015-16
2.2 Public transport Council provides high quality public transport services through the provision of a modern bus and ferry fleet, accessible public transport infrastructure and a focus on customer service. These contribute to the reduction of road congestion, increase options for sustainable and environmentally friendly transport and increase ease of travelling around Brisbane.
Key results for 2015-16 • Council continues to deliver upgrades across the ferry network to make Brisbane’s ferry terminals more accessible, connected and flood resilient: − completion of land-based works at North Quay to allow improved accessibility to the ferry terminal from Queens Wharf Road − commenced design on upgrades to nine ferry terminals, in line with the Disability Standards for Accessible Public Transport − improved the accessibility of CityCats and ferry services through the development of upgraded boarding gangplanks that connect the pontoons to the vessels. • Two of Council’s Generation 1 CityCats were upgraded to extend the vessels’ lives and improve functionality through the Generation 1 CityCat Re-life project. • Upgraded nine CityCats with eye catching decorative skins under a Team Brisbane campaign. • Delivered more than 217,500 ferry services. • Added 60 rigid, low floor, low emission, air-conditioned buses to the fleet, providing increased comfort and accessibility for passengers.
• Upgraded 950 bus stops and completed network planning for 100 suburbs under the 2015-16 Bus Stop Accessibility Improvement program. • In addition to the scheduled bus services, Council continues to operate the following unique services to provide specific customer experiences: − free City Loop and Spring Hill Loop services − the Blue CityGlider, operating between West End and Teneriffe Ferry terminals, offers patrons services over an 18 hour period and extending to 24 hour operation on weekends. Patronage has increased by 10% on last year, with the service carrying approximately 2.4 million passengers in 2015-16 − the Maroon CityGlider, connecting the Stones Corner and Ashgrove sporting and entertainment precincts. Patronage has increased by 4.2% on last year to 1.2 million in 2015-16.
Upgraded 9 CityCats with eye catching decorative skins under the Team Brisbane campaign.
73 Brisbane City Council | Annual Report 2015-16
PROGRAM 2: MOVING BRISBANE
continued
2.3 Transport network
• Commenced construction of the Kingsford Smith Drive upgrade, Hamilton.
Council continues to develop a quality transport network that supports safe and efficient movement of people and freight.
• Completed the Seventeen Mile Rocks Road and Duporth Road intersection upgrade, Seventeen Mile Rocks. • Completed the Stapylton Road upgrade, (Wadeville Street to Logan Motorway) Heathwood.
Key results for 2015-16 • During the first year operation of the Legacy Way Tunnel travel times were reduced by up to 71%, saving motorists travelling between the Western Freeway and Inner City Bypass up to 18.6 minutes.
• Completed construction of major intersection and traffic improvement projects under the Australian Government’s Black Spot Programme at: − Jack Flynn Memorial Drive and Wynnum Road intersection, Morningside
• Invested $100 million in road resurfacing across the city, resulting in 488 roads being resurfaced.
− Gaza Road and Messines Ridge Road intersection, Holland Park West
• Completed the Story Bridge safety enhancements and Victoria Bridge decorative lighting.
− Main Street intersections, Kangaroo Point
• Completed transport modelling and analysis of the CBD road and public transport network to facilitate the Queen’s Wharf Brisbane project.
− Blunder Road and Reedy Road, Oxley. • Construction of major intersection upgrades at: − Commercial Road and Skyring Terrace, Teneriffe
• Amended the Brisbane standard drawings for road cross-sections to reduce land acquisitions and the economic impact on development.
− Glen Road and Brisbane Street, Toowong. • Release of school Traffic Management Plan templates and guides to all Brisbane schools.
• Progressed design on Wynnum Road corridor upgrade stage 1, East Brisbane.
• Commenced a one year trial of peak hour cycle lanes on Annerley Road, South Brisbane and Sylvan Road, Toowong.
• Completed feasibility investigations for Beatty Road – Sherbrooke Road Corridor, Acacia Ridge; Player Street Connection, Upper Mount Gravatt; and Wynnum Road interim improvements (Canning Bridge to Riding Road, Norman Park).
• Completed safety improvements at 14 schools to provide safe crossing options for both students and the greater school community, including:
Cycling Brisbane membership growth
7000
11,014
10,318
10,166
9944
9592
9379
9008
8864
8580
8000
9258
9000
8344
Total members
10000
11,138
11000
Cycling Brisbane has continued to grow in popularity since its launch in March 2014.
6000 5000 4000 3000 2000 1000
Brisbane City Council | Annual Report 2015-16
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0
− Milton State Primary School – constructed a new zebra crossing at Baroona Road and a new pedestrian refuge at Bayswater Street, Paddington − Macgregor State School – the zebra crossing on Granadilla Street was reconfigured to a two-stage staggered crossing, and a new right turn pocket into Carnaby Street, Macgregor was constructed. • 39 minor road improvement projects were completed. These works provided enhancements to bicycle and pedestrian facilities, bus and car facilities and local area traffic management schemes. Projects included: − pedestrian safety improvements at Sylvan Road and Bennett Street, Toowong; Grand Avenue, Forest Lake; and Wishart Road, Wishart/Upper Mount Gravatt − central refuge for pedestrian and cyclist safety at Indooroopilly Road and Oxford Terrace, Taringa. • Expanded the Portable Speed Warning Sign program from 26 to 55 portable signs that continue to be rotated across 317 footings around the city. A persistent average speed reduction of more than 9 km/h for vehicles above the speed limit continues. More than 62.49 million vehicles have been monitored since the program started. • Installed 59 free motorcycle spaces within the inner city, including the 600 th free motorcycle space. The inner city now has more than 1200 free motorcycle and scooter parking spaces. Spaces delivered at South Brisbane, Fortitude Valley, Milton and Spring Hill include: − Manning Street, South Brisbane – 10 spaces − Stanley Street, South Brisbane – 11 spaces − Waterloo Street, Fortitude Valley – eight spaces − Cribb Street, Milton – 11 spaces − Turbot Street, Spring Hill – 10 spaces − Colchester Street, South Brisbane – nine spaces. • Enhanced school zone signage at 25 schools on multi-lane roads. Lighting on school zone signage and pavement painting aims to improve safety and assists in raising awareness of reduced speed limits.
Congestion report The Congestion Reduction Unit continued to implement a program of initiatives to monitor traffic flow and manage and mitigate congestion on the transport network. Twenty congestion busting projects were completed with improvements such as extensions to turning pockets, lane realignments and lane widening, alongside the introduction of: • nine additional CCTV cameras • 125 additional Bluetooth sites • 115 additional Pedestrian Countdown Timers • 75 traffic signals upgraded to LED technology. Council’s ability to monitor and report on the performance of the road network continues to improve with the use of Bluetooth technology. Council produces its six-monthly Greater Brisbane Key Corridors Performance Report and now provides information on 37 critical corridors across Greater Brisbane. Council is working with the Queensland Government to provide Emergency Vehicle Priority (EVP) on selected Brisbane corridors. EVP is an intuitive and dynamic Intelligent Transport System solution that automatically interrupts the traffic signals, and provides a green light to emergency response vehicles prior to the vehicle’s arrival at an intersection. EVP is operational at 307 intersections. Council continued to refine the Sydney Coordinated Adaptive Traffic System to support congestion management, with 944 intersections now incorporated into the system. In partnership with the Queensland Government, Council continued to operate the Brisbane Metropolitan Transport Management Centre (BMTMC). The BMTMC has operational management of Council and Queensland Government-owned roads in the Greater Brisbane metropolitan region, Brisbane Transport buses and Translink’s busways network. It manages approximately 3900 transport-related incidents per month.
Upgraded 950 bus stops as part of the 2015-16 Bus Stop Accessibility Improvement program.
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Challenges Meeting the transport needs of a growing city The ability to plan and deliver an efficient, cost-effective and accessible public transport system for a growing region is a challenge for any city. In order to maintain Brisbaneâ&#x20AC;&#x2122;s position as a New World City, it is critical our public transport system services the existing community, and provides for the substantial economic and housing development projections. Council is responding to these needs with the Brisbane Metro Subway System. This project will help address the cityâ&#x20AC;&#x2122;s public transport capacity problem. It will provide a high-frequency transport system that will reduce CBD congestion, cut travel times and allow for the redirection of buses to improve services in the suburbs. Council will continue to work alongside the Brisbane community to plan and implement the Brisbane Metro Subway System and its integrated transport system, to actively promote the cityâ&#x20AC;&#x2122;s sustainable travel options, and to encourage the take-up of cycling, walking and public transport to ensure this vision is achieved.
Growth in CityCycle trips 158,635 385,500 224,765
264,411 307,058
2011-12 .......... 158,635
2014-15 .......... 307,058
2012-13 .......... 224,765
2015-16 .......... 385,500
2013-14 .......... 264,411
CityCycle trips in Brisbane continue to grow strongly, with an annual growth rate of 25% between 2014-15 and 2015-16.
76 Brisbane City Council | Annual Report 2015-16
Improving accessibility of public transport infrastructure The Disability Standards for Accessible Public Transport 2002 and Disability Discrimination Act 1992 mandated 100% compliance of public transport infrastructure by December 2022 and a significant investment is being made to meet this requirement. Council has a network of 25 ferry terminals stretching over 22 kilometres along the Brisbane River. In 2015-16, Council commenced design on nine ferry terminals that will be upgraded across the network in line with these disability standards and targets. Council manages approximately 6590 bus stops, which accounts for around half the bus stops in Queensland. The upgrade of such a large network in an existing urban environment provides significant challenges. Council is committed to improving accessibility of the bus stop network and has consulted with disability groups to develop practical and achievable solutions for Brisbane. The Bus stop accessibility improvement program will deliver major improvements to make the network more accessible for people of all abilities. The program upgraded 950 bus stops in 2015-16.
Road resurfacing at Pine Street, Wynnum
Brisbane’s safe and efficient road network system Brisbane’s reputation for safe and efficient movement of people and freight relies on access to a high quality road network. An efficient road network is essential to the economic health and growth of our city – our roads are one of our most critical assets. Expanding the existing network, while undertaking ongoing maintenance and rehabilitation, remains a priority for Council.
With this objective in mind, the Asphalt Innovations Committee was formed in 2000 to continue important work that Council’s Research and Development branch undertook up to that time. The committee harnesses diverse engineering expertise in road pavement design, construction and maintenance by continuing to investigate and trial new pavement and surfacing techniques.
Council’s road network ranges from minor residential roads and culs-de-sac to major arterial roads, consisting of 5698 kilometres of sealed roads and 30 kilometres of unsealed (gravel) roads.
A number of new materials and technologies have been trialled and implemented in roads management practices over time to further contribute to Council meeting its sustainability goals and saving on raw materials and landfill. Pavement recycling has long formed part of our sustainable pavement rehabilitation strategies, with a number of improved pavement management practices established over recent years.
Roads usually deteriorate due to environmental and loadinduced factors. Approximately three quarters of Council’s road network consist of low-speed roads that provide direct access to property and these roads are vulnerable to environmental deterioration from ultra violet radiation and oxidation. In contrast, our heavily trafficked sub-arterial and arterial roads are subject to significant load-induced deterioration, caused by an increasing number of heavy vehicles such as trucks and semi-trailers and require greater levels of funding to counter the effects of these loads. Council’s significant commitment to managing and improving Brisbane’s roads was demonstrated in the 2015-16 Budget, with $100 million allocated for road network resurfacing and $12 million allocated for road repairs. However, with 5698 kilometres of sealed roads to maintain, implementing processes that increase the life span of our roads can result in significant cost savings and justify the ongoing need to investigate new and innovative road management solutions.
Some of these improved pavement practices include using: • up to 20% of recycled asphalt pavement to produce new asphalt • recycled crushed glass to replace natural sand in the production of asphalt • crushed concrete in place of granular pavements • existing pavement gravels directly on-site to strengthen pavements by in-situ stabilisation. The performance of Council’s road network is proportionally related to the investment in it – and with ongoing commitment to pavement rehabilitation and maintenance – it is reasonable to expect the improved condition of the road network will continue to contribute to the economic health and growth of Brisbane into the future.
77 Brisbane City Council | Annual Report 2015-16
PROGRAM 3: FUTURE BRISBANE The Future Brisbane program is committed to encouraging the city’s continued growth, prosperity and facilitating quality development. Our goal is to ensure Brisbane, Australia’s New World City, is well-designed and efficiently serviced, with a distinctive subtropical character.
What we do • City and regional strategic land use planning in consultation with the community • Urban and neighbourhood planning in consultation with the community • Urban renewal • Brisbane Improvement Projects (BIPs) • Public artwork collection management and activation • Suburban Centre Improvement Projects (SCIPs) • Development assessment • Building and development regulation and compliance • Private plumbing assessment certificates • Infrastructure planning coordination and rollout through the Local Government Infrastructure Plan (LGIP) and infrastructure agreements • Heritage places and character buildings protection
Overview Council’s Future Brisbane goal is to ensure Brisbane, Australia’s New World City, has a distinct subtropical character, is well-designed, economically prosperous and efficiently serviced. Through the Future Brisbane program, Council plans for economic, employment and population growth while enhancing lifestyle opportunities by protecting heritage and character buildings, parks and natural environment. Council engages with the community to plan for the future, to ensure our lifestyle is enhanced, valuable features are protected and employment opportunities are created. The Future Brisbane program contributes to effective growth management and a well-designed and responsive built environment.
Key Highlights « 4584 development applications completed. « 10,226 plumbing applications completed. « Taringa and Albion Neighbourhood Plans implemented, with four neighbourhood plans commenced and six progressed. « 16 new artwork exhibits installed in the existing outdoor gallery. « Two new SCIPs completed and five SCIP Renewals completed. « Participated in PARK(ing) day, with 32 car parking spaces transformed into temporary public parks. « Approved 32 grants through the Heritage Incentive Scheme.
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Performance − Key results and achievements 3.1 Planning for a growing city Council is committed to facilitating economic growth and maintaining prosperity in Brisbane through sustainable development. Council’s planning approach will recognise the knowledge, sophistication and maturity of our community and will accommodate people’s strong desire to have a say and be involved in planning for the future of Brisbane and the region.
Two new SCIPs completed and five SCIP renewals.
Key results for 2015-16 • Continued to deliver on the Brisbane City Plan 2014, which provides capacity for the Queensland Government’s South East Queensland Regional Plan 2009-2031 target for the delivery of an additional 156,000 new dwellings by 2031. • Executed more than 30 infrastructure agreements securing the delivery and funding of strategic development-delivered infrastructure for the city. • Continued to provide an infrastructure charges reduction for not-for-profit organisations. • Commenced drafting the new LGIP and major amendment to the Brisbane City Plan 2014 to implement the LGIP. • Continued to administer the Hotel Developments Infrastructure Charges Subsidy for four and five star hotel development approvals. Under the policy, Council has completed infrastructure agreements for the Richmont Hotel in Spring Hill and the Queens Arms Hotel in Fortitude Valley. • Completed and commenced negotiations on several Student Accommodation Infrastructure Charges Reduction agreements, including Kelvin Grove, CBD and Woolloongabba. • Expanded Virtual Brisbane as an analytical and powerful visualisation platform to inform decision-making in development assessment, neighbourhood planning and key Council projects. Of note is the addition of in-house virtual reality capability to access 3D building models and other visualisations. • Held bi-monthly meetings for the Urban Futures Brisbane Board and its portfolio board, the Inclusive Brisbane Board. The boards provide strategic advice across a range of projects, with particular emphasis on strategic priorities to address sustainability, economic development and community issues associated with development and planning.
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PROGRAM 3: FUTURE BRISBANE
continued
3.2 Enhancing Brisbane’s liveability Council continues to implement the award winning Neighbourhood Planning and Urban Renewal program, which involves planning and delivering development and land use plans at a neighbourhood level, in collaboration with the community and other stakeholders, to enhance lifestyles, the environment and economy.
Key results for 2015-16 • Finalised and implemented the Taringa Neighbourhood Plan and the Albion Neighbourhood Plan. • Commenced four new neighbourhood plans: − Newstead North Neighbourhood Plan − Coorparoo and Districts Neighbourhood Plan − Ferny Grove-Upper Kedron Neighbourhood Plan − The Gap Neighbourhood Plan. • Progressed six neighbourhood plans: − City West Neighbourhood Plan − Dutton Park–Fairfield Neighbourhood Plan − City Centre Neighbourhood Plan − Hemmant-Lytton Neighbourhood Plan − Lower Oxley Creek North Neighbourhood Plan − Spring Hill Neighbourhood Plan. • Progressed four Major Urban Renewal projects: − Bulimba Barracks Master Plan − Wickham Park Master Plan
• Held street party events to officially open new SCIP projects and encourage people to return to the upgraded centres at Kenmore (July 2015), Cannon Hill (August 2015) and Alderley (June 2016). • Managed the delivery of two SCIPs in Graceville and Alderley. • Delivered SCIP renewals at Sunnybank, Wynnum Central, Bald Hills, Geebung and Wilston. • Delivered the Buildings that Breathe Design Guide to promote best practice subtropical design for high density buildings. • Maintained Council’s public art collection, including restoration projects and conservator assessments. • Volunteers painted 94 traffic signal boxes and 10 Energex pad-mount transformers through the Artforce project. • Delivered a new city artwork at Emma Miller Place – ‘Poinsettia Riverfire’ by Luke Roberts. • Installed 16 new artworks in the outdoor galleries at Hutton, Eagle, Fish and Griffin Lanes and King George Square Car Park. • Continued to implement the Vibrant Laneways program through events facilitation at Albert Street, Eagle Lane and Fish Lane. These activations were attended by more than 8000 people. • Participated in PARK(ing) day, with 32 car parking spaces transformed into temporary public parks. More than 200 people used the parks, participating in activities such as mini golf, outdoor offices and craft workshops with more than 500 online votes for People’s Choice Award for Best Park.
− Edward Street Vision − New World City Design Guide: Buildings that Breathe. • Undertook extensive community engagement as part of the Neighbourhood Planning and Urban Renewal program: − distributed more than 60,000 newsletters − liaised with more than 1400 people at events − recorded more than 93,000 hits on Council’s website. • Delivered Wynnum and Spring Hill Heritage Trails. • Commenced two new Heritage Trails at Woolloongabba and Nundah. • Facilitated planning and renewal for major sites across the city: − Bakery Lane, Fortitude Valley − Howard Smith Wharves, CBD − Queen’s Wharf, CBD − Coorparoo Square, Coorparoo.
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Community engagement
3.3 Approving quality development The Brisbane City Plan 2014 is Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed and is a significant tool to guide and foster economic development. Building and development in Brisbane is approved in accordance with the Brisbane City Plan 2014 and will seek to retain and enhance Brisbane’s subtropical lifestyle, maintaining its unique heritage, character, safety and prosperity.
• Processed a number of applications including: − 4584 development applications completed − 47% of development applications completed through fast-track processes − 3093 operational works applications completed − 495 SealSMART applications completed − 4140 commercial plumbing applications completed − 6086 domestic plumbing applications completed − 51,669 plumbing inspections completed.
Installed 16 new artworks in the outdoor galleries at Hutton, Eagle, Fish and Griffin Lanes and King George Square Car Park.
• Held seven Talk to a Planner events with 14 sessions across Brisbane, facilitating face-to-face discussions with Council officers and more than 3000 community members about planning in Brisbane. • Continued to protect Brisbane’s character and heritage buildings through the Brisbane City Plan 2014, which includes traditional building character, commercial character building, pre-1911 and heritage building overlay maps that show property or building development requirements. There are 2163 local heritage places on the heritage overlay. • Provided advice to the development industry and consultants to encourage the development and restoration of heritage places and buildings through development applications, as well as applications for grants under the Heritage Incentive Scheme. • Responded to 7139 building and development complaints, of which 1425 high priority complaints were responded to within 48 hours.
Key results for 2015-16 • Continued to deliver Development Assessment (DA) service and process improvements to make it easier to do business with Council:
• Responded to 6188 footway complaints within five business days. • Assessed 3553 building applications within 30 days.
− developed seven new fact sheets, including information on Granny Flats and a Guide to Preparing a Landscape Concept Plan − developed a new Operational Works SmartForm − implemented a new electronic bonds procedure, allowing bonds for maintenance, security and uncompleted works to be paid by BPAY − engaged with our customers through a communication survey, to better understand their expectations and improve communication needs.
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PROGRAM 3: FUTURE BRISBANE
continued
Challenges Bulimba Barracks Master Plan
Development Assessment (DA)
On 20 March 2015, the Australian Government Department of Defence publicly announced its intention to sell the 20 ha Bulimba Barracks.
DA had a number of application lodgements in 2015-16 to assess. This included development applications, pre-lodgements, operational works and plumbing applications.
Council previously considered the site as part of the Bulimba District Neighbourhood Plan, should the Department of Defence cease operations. This plan, created together with the local community, came into effect in 2012 and includes overall outcomes to guide future redevelopment. The overall outcomes provide a high level description of future development, but there was a need to provide a greater level of certainty to manage the expectations of the community and the development industry before the sale proceeded. Council, working with the Queensland Government, led a master planning exercise to guide development of this significant riverfront opportunity in line with community expectations. The innovative master planning and community engagement approach achieved quality, timeliness and engagement objectives. Council held a number of information kiosks in August 2015 and October 2015, attended by more than 365 people, with more than 1175 people providing input through community surveys. The information gathered from these activities was then used by the Community Planning Team, Council and the Queensland Government to draft and finalise the master plan. The Bulimba Barracks Master Plan was adopted by Council in December 2015 and will be used to guide the sale process of the Bulimba Barracks site and inform subsequent statutory amendments.
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DA staff are passionate and dedicated to the achievement of good development outcomes for Brisbane. In order to meet demand, while maintaining accuracy, speed and a good customer experience for our applicants, a number of strategies were initiated. These strategies included: â&#x20AC;˘ improvements to customer experience during the assessment of applications â&#x20AC;˘ improvements to the information request process â&#x20AC;˘ ongoing initiatives for work tracking to manage the progress of applications, and increase the ability to meet and exceed KPIs.
City of lights on display at Bowen Park
Brisbane’s distinct and memorable identity Vibrant, creative cities attract creative endeavours and people, enable innovation and stimulate ingenuity to activities that have an enormously positive effect on the economy. Fostering our city’s exciting cultural scene, creative enterprises and recreational opportunities will make Brisbane an even more attractive place to live, visit, study or work. The Brisbane Canvas project is just one of the ways in which Council is contributing to the creation of our culturally rich, creative city. The project, an extension of the successful Vibrant Laneways Outdoor Gallery program, introduces a rich range of innovative and imaginative commissioned street art to Council and Queensland Government-owned walls, pillars and bridge structures in Brisbane, energising our public spaces and celebrating our creative scene. Brisbane Canvas has a range of benefits, including: • stimulating interest and debate in the creative arts within Brisbane • promoting Brisbane as a New World City that places a high value on culture and arts • promoting an increase in cultural tourism • expanding the diversity of artists and artworks across the City. Artworks from the project are featured in Arch Lane, Roma Street and King George Square Car Park in the City, as well as Coronation Drive and Milton Road in Milton, Kelvin Grove Road below the Inner City Bypass, and the bikeway at Dock Street in South Brisbane. Council’s City of Lights project is another success story in establishing our city as a cultural destination. Developed as part of the Brisbane City Centre Master Plan 2014 (CCMP), the project is working towards transforming Brisbane into a City of Lights, where buildings, bridges and natural features are lit up to activate our vibrant and creative city at night. The project aims to highlight Brisbane’s unique qualities and provides stimulus for a more lively and active city, promoting economic development.
Council has installed lighting in the following locations: • Victoria Bridge, Brisbane City – 236 economical LED light fittings have been installed under the footpath and can be programmed for variable displays. • Breakfast Creek Road, Ann Street and Wickham Street, Fortitude Valley – coloured lighting has been installed in six Queensland kauri pines located in the median strip at the intersection. • East Street, Fortitude Valley – bud lighting has been placed in a fig tree. • Bowen Park, Herston – bud lighting has been placed in a pine tree and a fig tree. • William Jolly Bridge, Montague Road, South Brisbane – feature lighting to columns and underside of bridge. • Queen Street Suspended Lighting Upgrade – lighting upgraded to make Queen Street between Edward Street and Creek Street more exciting and welcoming at night. • King George Square, CBD – Commonwealth Bank Building on Adelaide Street, opposite King George Square, illuminated with coloured light to match coloured light displays on City Hall. To quote the CCMP, ‘When night falls, a myriad of lights will welcome people into the city to dine, shop and celebrate. We will be out in the city all night as the streets stay open, full of life and adventure. Our buildings, bridges and natural features will be on show, as a canvas for our creativity’. As with Brisbane Canvas, there are a number of benefits to the City of Lights project, including increased vibrancy of the city, encouraging engagement with local, regional and international artists, greater numbers of people in the city – allowing for increased economic opportunities and increased tourist activity. Through projects such as these, everyday structures are brought to life, contributing to Brisbane’s reputation as a festive, colourful and memorable city.
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PROGRAM 4: YOUR BRISBANE Brisbane is a vibrant New World City with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities.
What we do • Develop vibrant and caring local communities • Promote active and healthy lifestyles • Libraries and City Archives • Wi-Fi in libraries and parks • Museums and exhibitions • Cultural activities, festivals and events • Community grants, partnerships and development • Access and inclusion initiatives • Indigenous and multicultural initiatives • Youth development
Throughout 2015-16, the Your Brisbane program worked in partnership with the community, other levels of government and the private sector to deliver a range of activities, programs and events which celebrate and strengthen our quality of life and community spirit. Community and cultural grants were provided to foster local talent, artists and performers, build the capacity of local notfor-profit organisations and develop and maintain sport and recreation facilities. Our libraries continued to transition to the digital age while retaining their purpose as local hubs for reading, learning, information, culture and social interaction. The outreach activities, learning programs and library meeting room facilities remained popular. Our resources, services and facilities continued to be accessible and well patronised, particularly those aimed at supporting vulnerable communities. High quality sporting and recreational services were provided and our venues remained popular. The program contributes to inclusive and caring communities, learning and informed communities and active and healthy communities.
• Community capacity building • Homelessness initiatives • Facilities planning, development and lease management • Sport and recreation capacity building • Golf courses • Community pools • Community halls • City Hall, Planetarium and Riverstage
Overview The Your Brisbane program aims to ensure Brisbane is a vibrant 24 hour, seven day New World City with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusive and stronger communities. It ensures everyone in Brisbane can access relevant community resources, services and facilities.
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115 Festivals
Key Highlights
Performance − Key results and achievements
« 115 festivals and events held in Brisbane.
4.1 Thriving arts and culture
« >285,000 visitors to Museum of Brisbane exhibitions.
Brisbane’s community is innovative, creative and residents are provided with opportunities to actively participate in the cultural life of our diverse and vibrant city.
« >six million visits to Council libraries, with 9.2 million loans.
Key results for 2015-16
« Completed the Holland Park, Corinda and Carina library refurbishments and opened the new Wynnum Library. « Opened the Wynnum Community Centre. « Completed the Forest Lake Community Hall which includes hall hire space and a balcony accommodating up to 100 people. « >$2.9 million in sport and recreation grants awarded to 81 community organisations. « >625,000 visitors to Brisbane Powerhouse. « Opened a new competition standard, plaza-style skate facility at Bracken Ridge and upgraded two skate parks at Paddington and Inala. « Completed the Emily Seebohm Aquatic Centre at Fitzgibbon, including two 25-metre heated indoor and outdoor pools, both with accessible ramps and an accessible change room.
• Provided funding for 115 signature city, suburban, multicultural and sponsored festivals and events across Brisbane, with 2.5 million residents and visitors in attendance. • Hosted more than 70,000 people at the BrisAsia Festival, featuring the work of local artists, communities and businesses. • Hosted more than 4000 people at The QUBE Effect events. In its second year, this contemporary music initiative featured 24 local bands at two live music events during Youth Week. The initiative received 6100 eligible online votes for the People’s Choice Award. This year’s event received applications from 126 bands, compared with 35 in 2015. • Hosted 10 Lord Mayor’s Seniors Christmas Parties at City Hall, enjoyed by more than 8000 residents. • Hosted 470 events, as part of the City Entertainment program, which employed more than 5000 artists and art workers and was attended by approximately 450,000 people. • 130 seniors participated in the Lord Mayor’s Seniors Cabaret Showcase 2015, a talent search for Brisbane’s seniors, with more than 3000 people attending the free performances and concert. • Presented 24 people with awards and grants for their contribution to Brisbane’s creative sector at the Brisbane’s Arts and Culture Innovation awards.
85 Brisbane City Council | Annual Report 2015-16
continued
• Continued to fund investment of the Brisbane Powerhouse and Museum of Brisbane to allow ongoing operation of the venues and services provided, in conjunction with venue sponsors and supporters including:
eBooks and downloads
− more than 224,000 people attended 1300 performances and events at the Brisbane Powerhouse, with in excess of 625,000 visitors to the venue
935,291 655,089
6
5
-1 15
20
-1
20
14
4
186,893 3
-1 13
20
-1 12 20
26,343
12
20
11 -
11,752
-1 1 10 20
08 20
20
-0
9
0
79,154
300,000
4,613
• 655 delegates from 31 countries attended the biennial Australian Performing Arts Market event at the Brisbane Powerhouse in February 2016.
600,000
0
• Continued to support Brisbane Festival 2015, which hosted more than 850,000 attendees at its events. The Festival increased its social media audience by 42% from 123,000 in 2014 to 173,000 in 2015.
900,000
-1
• Continued to deliver the Creative Brisbane Creative Economy 2013-22 strategy, with 90% of the targets initiated or completed to date.
1,200,000
Number of downloads
− more than 285,000 visitors attended the Museum of Brisbane.
1,293,554
1,500,000
09
PROGRAM 4: YOUR BRISBANE
Usage of eBooks and downloads from Council’s libraries continues to grow.
86 Brisbane City Council | Annual Report 2015-16
4.2 Libraries for an informed community
4.3 Active and healthy community
Brisbane’s libraries provide access to information and opportunities for learning, recreational reading and cultural activities. They are integral to a smart-thinking, easy-living, New World City.
Brisbane is an active and healthy city with high quality facilities and programs providing a range of sport, leisure and recreation opportunities.
Key results for 2015-16
Key results for 2015-16
• Achieved a 98% customer satisfaction rating for libraries from library users surveyed.
• Offered a variety of free or low cost health and fitness activities for people of all ages in more than 50 Brisbane parks, reaching in excess of 52,000 participants.
• Completed the $1.9 million refurbishment of the Holland Park Library and welcomed 104,379 visitors in 2015-16, an increase of 42% from 2014-15.
• Continued to deliver the Growing Older Living Dangerously (GOLD) and GOLD ‘n’ Kids programs to more than 26,000 participants.
• Completed the $789,000 refurbishment of the Corinda Library, and $778,000 refurbishment of Carina Library.
• Delivered 1243 fall-prevention activities including Tai Chi classes to build body balance and stability as part of the GOLD program, an outcome of the Seniors’ Strategy 2012-17.
• Opened the new 2000 m2 Wynnum Library. • Continued to deliver the Lord Mayor’s Writers in Residence program featuring Australian and international authors with 6640 attendees at 97 author events. • Delivered 10,072 children’s literacy programs to 289,615 children and parents. • More than 483,828 people attended library programs, representing a 23% increase on the previous year. • More than 1.29 million loans and downloads from the digital library collection. • Increased usage of library meeting rooms by 6% to 56,958 hours of bookings. • Increased attendance in Council’s English conversation groups by 54% to 13,933 attendees. • Continued the First 5 Forever (formerly Best Start) early literacy program, supported by the Queensland Government, achieving the aim of doubling delivery of early literacy programs in libraries, from more than 100 sessions to in excess of 200 sessions per week. • Wi-Fi usage in libraries continued to grow with 1,454,217 sessions, an increase of 35% on the previous year. • Provided 387,867 free Wi-Fi sessions in 22 parks across Brisbane.
• Delivered the Chill Out program during school holidays to 7000 children aged 10 to 17 years. • Continued to partner with The Heart Foundation to implement the Heart Foundation Walking program, with more than 7800 residents participating in scheduled walks. • Delivered 27 wheelchair skills sessions in three all abilities play equipment locations. This is an outcome of the Brisbane Access and Inclusion Plan 2012-17. • More than 7387 residents participated in 175 skateboard activities held in 24 Council parks. • Delivered 12 programs, including learn to swim, aqua aerobics for women, Zumba and Tai Chi to culturally and linguistically diverse (CaLD) communities to foster equality through physical activity participation. • Provided facilities and services to local sport, recreation, cultural and not-for-profit community groups across more than 620 sites. Services included providing advice on managing, maintaining and developing facilities and fields, maximising facility use and capacity building. • Provided more than $84,000 to six applicants through the Healthy and Physical Activity grants to community organisations, groups or networks. • Awarded more than $2.3 million to 59 applicants through the Community Sport Clubs Grant program.
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PROGRAM 4: YOUR BRISBANE
continued
4.4 Social inclusion Brisbane is an inclusive city in which diversity is valued and all Brisbane residents, regardless of ability, background or circumstance are able to fully enjoy living, working or visiting.
Key results for 2015-16 • Contributed more than $4.4 million to improve the accessibility of 26 community facilities, including community halls, pools, libraries and leased facilities. • Contributed more than $700,000 to Access and Inclusion Community Partnership program grants. • Installed hearing loops at Forest Lake Community Hall and Wynnum Community Centre. • Installed 52 tactile street signs on advice from Vision Australia and Guide Dogs Queensland. • Worked in partnership with six Aboriginal and Torres Strait Islander community organisations to facilitate Black Diamonds, a sport, recreation, arts and culturalbased program, which delivered 10 activities to more than 4500 participants. • Worked in partnership with eight community organisations to coordinate and deliver 60 activities as part of National Aboriginal and Islander Day Observance Committee (NAIDOC) Week and the Black History Month program, with more than 38,000 participants. • More than 230 people participated in Council’s ongoing Aqua English program. • More than 47,000 one-way passenger trips were booked through Council Cabs. • Held two Community Connect events aimed at promoting Council’s services and programs to CaLD communities, with more than 300 conversations with community members held. • Continued to deliver Council’s Youth Strategy 2014-19 with 68% of the actions completed to date. • More than 22,000 young people visited Council’s Visible Ink youth space to attend more than 120 events, showcases and performances.
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• More than 10,000 young people across Brisbane participated in Youth Week events in April 2016. • 55 students participated in the Lord Mayor’s Youth Advisory Council. • Continued sponsorship of multicultural radio station Radio 4EB to help provide community education to more than 100,000 listeners in more than 50 languages. • Assisted 110 people experiencing, or at the risk of, homelessness into one of Council’s 17 Community Housing Partnership Project properties. • Public space liaison officers performed more than 2300 engagements in Council parks or on Council assets to link people sleeping rough with appropriate services. • More than 1291 guests attended two Homeless Connect events in November 2015 and May 2016 at the Brisbane Racing Club in Eagle Farm, where they had access to a range of free services. • Provided more than $124,000 to 15 applicants through Community Development and Capacity Building Grants to help local not-for-profit groups develop projects that respond to local and citywide community issues. • Council’s resident liaison officer supported nine new cases and continued to assist three properties and 16 residents living in these properties with hoarding and squalor concerns. • Provided more than $90,000 to six applicants through Men’s Shed Grants to support men’s shed groups in Brisbane. • Provided more than $29,100 to three applicants through the Housing Support Grants to community organisations for projects or services that respond to the housing and social needs of homeless people, or those living in social housing.
4.5 Community sport and recreation facilities Brisbane residents have access to a broad range of wellmanaged, quality community facilities providing sporting, recreational, social and cultural opportunities.
Achieved more than 2.1 million visits across Council’s 21 city pools.
Remediated more than 1.3 million m2 of sports fields in suburbs across Brisbane.
Key results for 2015-16 • Upgraded skate facilities in Paddington and Inala. • Opened the new $850,000 competition standard, plazastyle skate facility at Bracken Ridge. • Completed refurbishment of the former Richlands State School into a community facility available for lease to local community organisations. • Partnered with the Sunnybank Rugby Union Club to plan, design and construct a new $10 million performing arts centre at Sunnybank, due for completion in 2016-17. • Completed five major sport field upgrades at Marchant Park, Cubberla Creek, Warren Ritchie Sports Complex, Toombul Croquet Club and Hickey Park. • Undertook minor remediation to 145 fields and condition testing of more than 256 fields. • Continued to manage more than 620 leased and licensed sites in conjunction with sports, cultural and community service organisations. • Completed refurbishment of the old Wynnum Central State School building into a community facility. The new Wynnum Community Centre includes office and hire spaces with a community hall available for use by the local community.
• Completed the Emily Seebohm Aquatic Centre at Fitzgibbon including two 25-metre heated indoor and outdoor pools, both with accessible ramps and an accessible change room. • Achieved more than 2.1 million visits across Council’s 21 city pools. • Hosted more than 81,000 players at Victoria Park and St Lucia Golf Links. • Welcomed more than 130,000 visitors to the Sir Thomas Brisbane Planetarium. • Council’s Riverstage hosted seven sold-out shows. • Completed the audio visual upgrades project across the community halls network. • Received more than 13,700 individual bookings for 18 community halls. • Completed upgrade and accessibility works to Jagera Community Hall. • Completed the Forest Lake Community Hall which includes hall hire space and a balcony, accommodating up to 100 people.
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4.6 City icons
Key results for 2015-16
Council’s iconic City Hall is fundamental to the city’s identity, government, cultural and community life. City Hall is a heritage building Council has preserved for current and future generations.
• Welcomed more than 930,000 visitors to City Hall. • Hosted more than 330 civic and community events in City Hall and King George Square. • Hosted events including: − Citizenship ceremonies − Asia Pacific Screen Awards
Welcomed more than 930,000 visitors to City Hall.
− Brisbane Comedy Festival Gala − Hector Olivera organ concert − Brisbane Baroque festival − 6th Battalion, Royal Australian Regiment (6RAR) Freedom of Entry. • Hosted more than 2600 people at the Asia Pacific Cities Summit 2015 at City Hall. • Hosted 222,800 people at King George Square for the lighting of the Christmas tree and pantomime shows.
Challenges Community expectations for iconic venues and ensuring future business strategy
Providing these opportunities, while still delivering value-for-money to Brisbane residents, is both a priority and a challenge.
Council has a number of iconic venues in Brisbane including City Hall, Riverstage and Sir Thomas Brisbane Planetarium. The community expectation for these venues to be open and available to all creates a challenge in providing a balance to commercial and community activities.
Council is exploring innovative ways of delivering these quality facilities, services and events, including developing partnerships with local organisations, businesses, institutions and other levels of government.
Managing these venues to ensure they remain relevant and sustainable businesses creates a unique challenge. Through showcasing and promoting these sites to increase usage, running and maintenance costs increase. Improving activation through commercial means creates more opportunities for funding to be available for maintenance and improvements, which in turn has the potential to lead to a cost-neutral operating model. This needs to be balanced alongside the community’s expectations of availability of Council venues for low-cost, community events.
Delivering value-for-money community facilities Council strives to provide a broad range of community facilities across Brisbane to enable opportunities to participate in sporting, recreational, social and cultural activities and events.
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An example of this can be seen in Council’s joint venture with the Sunnybank Community and Sports Club to plan, design and construct a new performing arts complex in Sunnybank. Council and the Club are jointly funding the construction of the $10 million complex, being built on Council-owned land next to the club house and sports fields, which are leased to the Club from Council. On completion, the performing arts centre will be operated, maintained and managed by the Club under a formal agreement with Council. Council will provide support to ensure the artistic and cultural programs and meeting spaces are accessible to the community. Council and the Club Board have worked together on all aspects of the design, construction and proposed management and operations of the venue to ensure it will meet the needs of the Club, as well as providing a valuable community resource at a reasonable cost.
Bracken Ridge skate plaza
New Bracken Ridge Pool and Skate Plaza In February 2016, Council opened a new recreation precinct featuring The Emily Seebohm Aquatic Centre – Fitzgibbon and Bracken Ridge Skate Plaza. The precinct provides the community with a facility for aquatic activities and sporting events and contributes to Council’s vision for an active and healthy city. The swimming complex was designed to cater for all pool users, from competitive swimmers through to families looking to escape the heat on the weekend. Features of the swimming complex include a 25-metre heated outdoor pool, a 25-metre heated indoor pool, kiosk, change rooms with showers and toilets – including an accessible changing room, barbecue facilities, picnic tables and car park. Local residents were asked to submit their name suggestions for the swimming complex and The Emily Seebohm Aquatic Centre - Fitzgibbon was the overwhelming favourite. The Bracken Ridge Skate Plaza, located next to The Emily Seebohm Aquatic Centre, was designed to attract participants of all ages and genders, as well as spectators. The 1000 m2 facility is now a destination for skateboarders, BMX riders, scooter riders and rollerbladers, will attract professional-level skateboarding demonstrations and provide an ideal location for local competitions. The Bracken Ridge Skate Plaza contains 600 tonnes of concrete, a 3.5 metre vertical wall and 125 linear metres of grindable elements.
The skate plaza features obstacles including ledges, rails, banks, spines and gaps, transitions with various quarter pipes and rollins to increase usability and flow. Additionally, unique structures including a skateable planter box, pole jam and pyramid are favourites with roller sport participants. The installation of lighting facilitates night time use of the park and a shelter and trees provide shade for seating areas. The final design of this facility was the product of significant community input, with Council hosting two community events at the nearby Deagon and Zillmere skate parks. These events gave participants opportunities to share their opinions on features they would like to see included at the Bracken Ridge Skate Plaza. A community reference group was formed which included representatives from the Brisbane Skateboarding Association, members of the local community and local skate groups. The community reference group worked with Council and the designers of the skate plaza to ensure the new facility meets the needs of the local community and the skate community. Since opening the Bracken Ridge Skate Plaza, Council has conducted regular activities to engage park users, including skate skills workshops and youth engagement sessions in partnership with local youth organisations. More than 2000 young people have participated in these engagement activities. These new facilities demonstrate Council’s commitment for diverse and accessible recreational opportunities for people of all ages, abilities and backgrounds.
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PROGRAM 5: PUBLIC HEALTH AND SAFETY To protect and enhance the health and safety of Brisbane’s community.
What we do • Free infant immunisation clinics • School-based vaccinations • Mosquito and rodent control services • Water safety and swimming pool fence inspections
The security of our citizens is also a key consideration. Council supports Brisbane’s SES and provides a 24 hour a day seven day a week response to public safety risks including disaster events. Through mitigation and removal activities, amenity concerns and graffiti vandalism is reduced. Council also supports and promotes high levels of personal and property safety for residents, businesses and visitors. Council continues to provide quality and affordable venues for funeral services, burials, cremations and ash memorials. This range of responsibilities helps make Brisbane an active, healthy and safe city.
• Local law enforcement and animal management • Food licensing and compliance • Safety and general amenity enhancement • Support Brisbane’s State Emergency Service (SES) • Disaster and crisis response • Community safety and crime prevention planning and services • Graffiti management and reduction • Cemetery and crematorium services
Overview The goal of the Public Health and Safety program is to protect and enhance the health and safety of the Brisbane community, as well as improve the amenity of the city. The health and safety of Brisbane residents and visitors is vital to Council. Council provides a diverse range of services, including immunisation for infants, children and seniors, animal management and food safety, as well as safety audits and initiatives relating to public spaces and facilities. In our subtropical climate, it is important Council provides an effective program to mitigate and control mosquitoes and other pests that carry human diseases. Council continues to deliver pest management services, while considering the impact that nuisance pests have on the community’s enjoyment of Brisbane’s outdoor lifestyle. The Public Health and Safety program manages and enforces food safety requirements aimed at protecting public health, as well as administering animal management legislation and strategies that promote responsible pet ownership. Council continues to review, propose and advocate for changes to laws and regulations to enhance Brisbane’s liveability and residents’ health and safety.
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Key Highlights « >8100 free children immunisations delivered « >$250,000 in Suburban Crime Prevention grants awarded « 15,550 ha of land aerial treated to mitigate mosquito risk « 119 graffiti offenders charged « 1080 active SES volunteers « 92 SES community events held reaching more than 850,000 people
Performance − Key results and achievements 5.1 Public health
5323 infants immunised at Council’s free infants’ clinic.
Council protects and enhances the health of Brisbane’s residents.
Key results for 2015-16 • In collaboration with Council’s Field Services Group, monitored and managed more than 96,462 mosquito breeding sites: − 68,347 ha underwent ground based inspection and treatment − 15,550 ha of saltmarsh breeding sites aerial treated. • Provided pet management services: − registered 101,005 dogs − reunited 2763 lost dogs and cats with owners and facilitated the adoption of 1469 pets through Council’s rehoming centres − delivered four low cost microchipping events in partnership with the Animal Welfare League Queensland and the Pet Address Register, with 110 dogs and 103 cats microchipped − delivered 88 Pets and People Education Program sessions in partnership with the Australian Veterinary Association to 5204 students at 56 Brisbane schools. • The Rapid Response Group provided frontline response to 20,914 community complaints and incidents. • Received 1092 food-related public health and safety complaints, with 29 prosecutions of Food Act 2006 breaches and four food business licences cancelled. • Provided public health services: − administered more than 64,000 free vaccinations to 27,100 students across 104 schools through the school-based immunisation program − delivered 469 free infant immunisation clinics, with 5323 infants vaccinated − administered 217 free community flu vaccinations through immunisation clinics for eligible seniors and the medically at risk. • Responded to 2508 amenity complaints such as waste bins, unsightly car shells and shopping trolleys.
5.2 Citizens’ security Council is committed to the security of citizens, their property and security of the city through community safety services.
Key results for 2015-16 • Continued to deliver graffiti mitigation and removal programs: − delivered the third year of the Cost of Crime campaign with Crime Stoppers Queensland to prevent vandalism of community assets − responded to and removed 36,041 graffiti incidents − charged 119 graffiti offenders − operated the Taskforce Against Graffiti and provided intelligence to the Queensland Police Service − continued delivery of the ‘Don’t be a Fool, Tags Aren’t Cool’ anti-graffiti, school-based education program in partnership with Warner Education to 4339 students across 49 Brisbane schools. • Awarded 37 Suburban Crime Prevention Grants worth $252,683 to local businesses and community groups to help improve security installations such as closed-circuit television (CCTV) cameras and safety lighting. • Installed 39 CCTV cameras across Brisbane to improve safety and perceptions of safety through monitoring antisocial behaviour. • Facilitated 92 SES education events. • Maintained more than 1000 SES volunteer members.
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PROGRAM 5: PUBLIC HEALTH AND SAFETY
continued
5.3 Brisbane City Cemeteries Council operates cemeteries, crematoria, non-denominational chapels and ash memorials.
• Managed and maintained 198 ha of lawns and gardens across 12 cemeteries.
Challenges Animal management Brisbane is experiencing an increase in population and often with people come pets, in turn increasing overall animal population. This increasing rate of animals in Brisbane is likely to result in a rise in the number of complaints and incidents relating to noise nuisance, wandering dogs and animal attacks.
1469 pets adopted through Council’s Animal Rehoming Centres.
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1469
908 679 518
428
129
6 -1 15 20
5 -1 14 20
4 -1 13 20
3 -1 10 20
11
-1
2
0
20
• Completed the development and opened extensions to two lawns within Hemmant Cemetery.
300
1
• Developed and opened a new lawn burial area within Pinnaroo Cemetery.
600
-1
• Installed new memorial ring gardens at Mount Gravatt Cemetery.
900
10
• Completed final upgrades across the three Anzac lawns at Lutwyche Cemetery in conjunction with Australian War Graves.
1200
20
• Unveiled the new Canon Garland Place within Toowong Cemetery, commemorating Canon David Garland, ‘The Architect of Anzac Day’.
1500
Number of dog and cat adoptions
Key results for 2015-16
Dog and cat adoptions
The significant growth in dog and cat adoptions through Council’s Animal Rehoming Centres.
Animal management initiatives such as the Finding Irresponsible Dog Owners project, which aims to educate dog owners to control their pets, will continue to promote responsible pet ownership and carry out enforcement activities to maintain a satisfactory compliance rate of Brisbane’s animals.
Four Low cost microchipping events held across Brisbane.
In addition, the growing number of animals in Brisbane will impact Council’s two Animal Rehoming Centres, with increased demand on facilities. Strategies to manage and mitigate the issues and challenges presented by the growing animal population will include additional adoption campaigns, low cost microchipping events, and agreements with other local councils and organisations to expand capacity during high demand periods.
Exotic mosquitoes in Brisbane
Food businesses* 2010-11 7
8
15 24
Council monitors mosquito breeding sites in the greater Brisbane area, each year treating more than 68,347 ha through the ground-based program and 15,550 ha in its aerial spraying program, in response to tide and rain-induced activity. Exotic and non-native mosquitoes (such as the Dengue and Asian Tiger mosquitoes) carrying viruses such as Dengue Fever and Ross River present threats to the health and safety of residents of Brisbane, as well as adverse liveability impacts. The Public Health and Safety program has a key focus on managing and mitigating the impacts of these mosquitoes.
46 0 Star .....................................................................7% 2 Stars..................................................................15% 3 Stars..................................................................46% 4 Stars..................................................................24% 5 Stars....................................................................8%
Council and Queensland Health work collaboratively to manage approximately 40 traps across Brisbane, and capture mosquitoes to assess for exotic breeds that may bring disease risks. Exotic species of mosquito are commonly found in tropical and subtropical regions, including parts of Queensland. Although the program has not detected any occurrences of these species to date, the Mosquito and Pest program will continue its proactive efforts to identify and prevent these viral threats.
2015-16 16
27
4
9
44
0 Star .....................................................................4% 2 Stars....................................................................9% 3 Stars..................................................................44% 4 Stars..................................................................27% 5 Stars..................................................................16%
Council’s Eat Safe Brisbane scheme continues to improve food safety standards across Brisbane, with a significant increase in the number of businesses achieving a three or more star rating since the scheme’s inception in 2010. * Figures have been rounded to whole numbers.
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Toowong cemetery
Honouring Canon Garland Council manages 12 cemeteries and three crematoria, providing a place of honour for those who have helped to make Brisbane the diverse and vibrant city it is today. Taking pride in the city’s cemeteries and crematoria is important and Council continues to expand and provide new facilities through memorials, chapels and lawns so that all religions and cultures can pay respect to the memory of their loved ones. During the 2015-16 financial year, Council continued to provide amenity upgrades to various cemeteries, as well as working to honour Brisbane’s history, sites and people of significance. Among these, Council paid tribute to Canon David Garland, the architect of Anzac Day ceremonies across Australia and the world, by dedicating a lawn in his honour at the iconic Toowong Cemetery. Anglican clergyman David John Garland (1864-1939) was a military chaplain in Queensland and from 1914 to 1917 experienced World War I, both at home and on the front. While at war and upon his return home, Canon Garland became a passionate campaigner for the fallen, developing a special day of commemoration on 25 April 1916 that we now know as Anzac Day. Canon Garland initiated the Anzac Day march, the returned soldiers’ luncheon, the one minute silence and wreath laying ceremonies. Known as Canon Garland Place, Council’s project to revitalise the 80 m2 park space included turfing the area and installing seating, new pathways and a commemorative storyboard plaque so his story can continue to be told. The initiative was delivered collaboratively with local groups, including Friends of Toowong Cemetery, the Canon Garland Historical Society and Brisbane Ghost Tours.
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Officially opened in April 2016, the lawn can be used for a range of public events, including movie screenings, music performances and family picnics and is located in the same cemetery where Brisbane’s earliest Anzac Day ceremonies were held and where Canon Garland was buried in 1939. Furthermore, the location of Canon Garland Place in Toowong Cemetery bears great historical significance, positioned next to The Cross of Sacrifice and The Stone of Remembrance, which were unveiled in 1924 and funded through fundraising activities established by Canon Garland. The lawn at Toowong Cemetery highlights the importance of Canon Garland’s contributions to Australian society and gives Brisbane residents and visitors the opportunity to pay their respects and learn more about Canon Garland and his legacy. His story is one of great importance, with his proposal to honour fallen troops starting what is now a national tradition.
1120 Australian war veteran sites restored and remediated via the Australian War Graves project in preparation for Anzac Day.
PROGRAM 6: ECONOMIC DEVELOPMENT To drive the economic development of Brisbane by capturing the city’s unique window of opportunity.
What we do • Promote Brisbane nationally and internationally as Australia’s New World City • Promote the city as a great place to do business • Ensure Council is friendly and efficient to do business with • Attract investment and jobs • Implement the Long Term Infrastructure Plan 2012-2031 to build infrastructure capacity and support future growth • Support productive precincts and small-to-medium business activities • Support workforce availability and capability • Provide precinct management for the Brisbane CBD and Fortitude Valley • Establish and maintain markets, partnership and facilitation opportunities both locally and internationally • Implement the Brisbane Economic Development Plan 2012-2031 and the New World City Action Plan 2022 • Ensure the long-term economic development of Brisbane
Overview The Economic Development program drives the economic development of Brisbane by capturing our city’s unique window of opportunity. Its objective is to implement the Brisbane Economic Development Plan 2012-2031 to ensure Brisbane is prepared for future growth in our economy and has the infrastructure to support it. The Brisbane Economic Development Plan addresses five key priorities. 1. Building Brisbane’s global reputation as Australia’s New World City. 2. Productive Brisbane. 3. Talent attraction and global connections. 4. Lifestyle city.
During the 2015-16 financial year, Economic Development provided industry research and analysis to the Lord Mayor’s Economic Development Steering Committee to support the implementation of the Brisbane 2022 New World City Action Plan. The plan builds on the momentum of Brisbane’s Unique Window of Opportunity report, utilising the global networks generated through the Brisbane Global Cafe and the G20 Leaders’ Summit. Throughout the financial year, Economic Development remained focused on ensuring Brisbane meets its full potential for economic growth and employment generation by showcasing the city’s investment strengths alongside the lifestyle benefits for workers, international students and visitors. This was achieved through initiatives such as Study Brisbane and campaigns to encourage digital uptake among businesses, alongside the facilitation of business investment enquiries. Economic advice was provided to the community, all tiers of government and private sector partners. Updated demographic and economic data was also made available to inform business decisions and monitor Brisbane’s economic performance. Driving a business-focused organisation remained a key priority. This continues to be achieved through regular engagement with businesses through Council’s Business Hotline (133 BNE), a dedicated business section on Council’s corporate website, a business-oriented publication, Business in Brisbane, a program of business forums and masterclasses and the development of online business forms with electronic payment options. Targeted marketing and inward-bound investment campaigns were also delivered to promote Brisbane to professional services, education, mining services and tourism sectors and to encourage investment and development in four and five star hotels in the city. Strategic activation programs were also delivered for Queen Street, Brunswick Street and Chinatown malls, promoting them locally and nationally as destinations for shopping, dining and entertainment. Education is Brisbane’s second highest export and providing quality student accommodation plays a vital role in encouraging international students to choose Brisbane. To encourage this, Council has reduced infrastructure charges for eligible student accommodation developments for tertiary or higher education students.
5. Leadership, engagement and implementation.
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PROGRAM 6: ECONOMIC DEVELOPMENT
continued
In 2015-16, Team Brisbane, an initiative to increase community pride in our city, had a presence at more than 26 community events and encouraged residents to help promote Brisbane locally and to the world.
Performance − Key results and achievements 6.1 Growing Brisbane’s economy
Key Highlights « Five Lord Mayor’s Business Forums held across Brisbane with 403 attendees. « Four Business Excellence Workshops held with 132 attendees. « 2700 students attended four Lord Mayor’s International Student Friendship ceremonies.
Council facilitates strategies and activities to attract new business investment and generate employment growth for Brisbane.
53 new online SmartForms introduced since inception.
« Continued to support Creat3d Brisbane, a 3D printer hub in partnership with the Chamber of Commerce Industry Queensland (CCIQ). « 1150 events and 3000 performances held to activate the CBD, Queen Street Mall and Valley Mall precincts. « Delivered free Wi-Fi throughout the CBD and retail precincts, including James Street, Fortitude Valley, Caxton Street and Given Terrace, Paddington. « Introduced 30 new online SmartForms.
Key results for 2015-16 • Continued to work with the South East Queensland (SEQ) Council of Mayors’ to implement regional economic development strategies.
« Launched a citywide Brisbane business events calendar.
• Made application for ISO 37120 gold certification by the World Council on City Data so Brisbane can be benchmarked correctly against other cities.
« Four editions of the Lord Mayor Economic Snapshot and Brisbane Key Economic facts.
• Supported the recognition of multicultural business through the:
« Four quarterly print editions of the Business in Brisbane publication and eight monthly e-newsletters.
− Lord Mayor’s Multicultural Awards for Business − Lord Mayor’s Multicultural Round Table. • Delivered five Lord Mayor’s Business Forums and four Business Excellence Workshops. • Implemented a citywide business events calendar for businesses to register Brisbane-based events for free and reach a wider audience. • Improved services and communication to businesses by delivering more than 30 online forms and self-assessable • Produced a range of business publications and articles including:
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− quarterly key economic factsheets providing updates on the Brisbane economy − four Lord Mayor’s Brisbane Economic Snapshots − Business in Brisbane, a quarterly print newsletter and monthly e-newsletter for businesses that includes a business events calendar. • Contributed to the Digital Brisbane Strategy by delivering free public Wi-Fi to the Brisbane CBD, City Botanic Gardens, Post Office Square, King Edward Park (Jacob’s Ladder), King George Square, Fortitude Valley, Caxton Street and Given Terrace, Paddington, James Street Precinct, South Bank Parklands and Roma Street Parkland. • Supported the implementation of the Creative Brisbane Creative Economy 2013–2022 Strategy. • Completed initial scoping investigation into Brisbane’s social enterprise sector and the supporting ecosystem.
6.2 Removing barriers to growth Council ensures appropriate infrastructure projects are identified and sequenced to support projected employment growth, population growth, exports and investment.
Key results for 2015-16 • Provided data to inform infrastructure delivery and supplied three economic cases for infrastructure projects. • Provided technical advice on Brisbane’s growth and economic development matters to internal and external groups such as the Brisbane Infrastructure Council, and the Queensland and Australian governments. • Continued to provide input and embed SEQ employment forecasts for the Queensland Government and SEQ Council of Mayors. • Provided research to support neighbourhood planning projects including the: − Dutton Park-Fairfield Neighbourhood Plan − Newstead North Neighbourhood Plan
SmartForms online submissions
− Coorparoo and Districts Neighbourhood Plan.
892,000 free Wi-Fi sessions.
1500
1000
500
2013-2014
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Number of SmartForms online submissions
2000
2014-2015
2015-2016
Online SmartForms continue to grow in popularity among business customers.
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PROGRAM 6: ECONOMIC DEVELOPMENT
continued
6.3 A city of many skills
6.4 Delivering world class economic precincts
Council ensures Brisbane enterprises have ready access to a workforce of sufficient size that has the necessary capabilities to support business demand.
Council supports Brisbane’s key high economic growth locations by facilitating the strategic planning and activation of these precincts to maximise their potential for economic success.
Key results for 2015-16
Key results for 2015-16
• Coordinated participation of 15 Council officers in mentoring programs.
• Delivered Valley Fiesta in the Fortitude Valley entertainment precinct in partnership with local venues.
• Delivered an International Work Experience program with students from our sister city, Daejeon, Korea.
• Continued to support the CBD Economic Development Board.
• Facilitated the growth of Brisbane’s international student market:
• Delivered more than 1140 events and more than 3000 performances in the CBD and Queen Street Mall. These included the Gold Lotto City Hall Light Spectacular, the Myer Christmas Parade and Pantomime in King George Square, alongside 10 events in the Fortitude Valley Malls, including Chinese Lunar New Year and other multicultural events.
− delivered the Study Brisbane program, including social media channels with more than 163,000 student followers worldwide − hosted the annual City Welcome Festival at South Bank attended by 8000 people − held four Lord Mayor’s International Student Friendship Ceremonies attended by 2700 students − appointed 26 international student ambassadors to share their experiences as students on social media platforms.
• Installed and launched the community POD in the Brunswick Street Mall to assist in the revitalisation and activation of the area. • Installed six CitySafe cameras in the Brisbane Botanic Gardens to increase safety. • Implemented the Albert Street Destination Positioning Strategy to develop a strategic plan in consultation with City Malls, Brisbane Marketing and the Albert Street Traders Group.
Installation of six CitySafe cameras to increase safety.
• Expanded free, interconnecting public Wi-Fi throughout key precincts in the CBD, South Bank Parklands and Roma Street Parkland. • Installed the third POD in the Brunswick Street Mall operated by a not-for-profit organisation for a social benefit. • Launched the Local Business Partnership Initiative, working with local business strips/precincts (outside the CBD) to encourage sustainable growth at a local level. • Undertook more than 800 cleaning audits in Queen Street, Brunswick Street and Chinatown malls.
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6.5 Delivering the Brisbane 2022 New World City Action Plan Deliver key economic priorities as outlined in the Brisbane Economic Development Plan and Brisbane 2022 New World City Action Plan to drive employment and economic growth across Brisbane.
Key results for 2015-16 • Commenced implementation of the Brisbane 2022 New World City Action Plan, the result of consultation with more than 1000 people including executives, entrepreneurs, students, government agencies, analysts, academics and leaders from private, public and not-forprofit organisations. • Continued to rollout the Give Me Brisbane Any Day tourism campaign with 69% of respondents more likely to visit the Brisbane region after exposure to the campaign. • Continued promotion of Brisbane as a destination for leisure tourism, resulting in Tourism Australia’s International Visitor Survey reporting for the year ending December 2015, that Brisbane led Queensland, attracting one million visitors for the first time, boosting expenditure by 28.4% to $2 billion. • Delivered the annual Christmas celebrations that attracted more than 350,000 visitors to the CBD and 300,000 to South Bank (59% increase year-on-year in 2015). Expenditure in the CBD was more than $3.4 million per day over the Christmas period in 2015. • Through Brisbane Marketing, promoted and managed events at South Bank Parklands, coordinating more than 650 events for the 2015-16 year, and attracting 11 million visitors to the parklands annually. • Brisbane Marketing generated $192 million of investment in the 2015-16 year, resulting in more than 190 jobs in key growth sectors.
• The Brisbane Convention Bureau continues to position Brisbane as a leading business tourism destination by attracting business events to the city, with $57 million in bid wins and 100,000 delegate days. • Implemented the Digital Brisbane Strategy by continuing to deliver: − eight Power Up workshops − two Speed matchmaking events − Lord Mayor’s Budding Entrepreneur Program − eight Visiting Entrepreneurs events − 160 registrations for the MaRS Entrepreneurship 101 (pilot program) − 130 CoderDojo seminars, attended by 1381 children. • International education is a key export sector. Brisbane Marketing’s Study Brisbane promotional activity program reached 11,500 education agents worldwide, driving international student attraction. • 26 Brisbane International Student Ambassadors from 25 countries were appointed by the Lord Mayor. • Brisbane Marketing positions Brisbane globally as Australia’s New World City. This campaign has attracted 750,000 followers on social media and websites promoting the city, resulting in one million page views per month.
Delivered the Brisbane Greeters program to more than 1300 tours and 6000 participants, with 200 greeters.
• Continued delivery of the Brisbane Greeters program with more than: − 200 greeters − 6000 participants in 2015-16. • Provided services to more than 308,000 visitors at the CBD Visitor Information Centre. • Extended the Brisbane Welcomes the World program to North Stradbroke and the Scenic Rim, with more than 80 participants.
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PROGRAM 6: ECONOMIC DEVELOPMENT
continued
6.6 Export market development Council will help grow Brisbane’s out-of-region exports to maintain living standards, incomes and employment growth.
Key results for 2015-16 • Provided ongoing monitoring of Brisbane key growth sectors as outlined in the Brisbane 2022 New World City Action Plan including: − knowledge-based and corporate services − accommodation and visitor economy − higher and international education − energy and resources − creative and digital − property development and construction − advanced manufacturing − food and agribusiness. • Investigated and researched Brisbane’s emerging diverse districts and productive precincts.
Challenges Key growth sectors Brisbane’s economic future prosperity depends upon the city’s ability to increase its tradeable economy. Brisbane’s challenge is to grow its industries that export to regions outside of the city and generate additional economic activity and employment. Brisbane’s key growth sectors are: • knowledge-based and corporate services • accommodation and the visitor economy • higher and international education • energy and resources • creative and digital • property development and construction • advanced manufacturing • food and agribusiness.
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Council supports the growth of these sectors by leading trade delegations to Brisbane’s sister cities in Asia, ensuring that the planning and infrastructure needed to unlock further growth is delivered and by researching and documenting the factors that attract tradeable sectors to the city.
Local precinct development In seeking to achieve the status of a ‘pre-eminent New World City by 2022’, the Brisbane 2022 New World City Action Plan sets out key economic priorities for Brisbane that will ensure long-term sustainability and growth. One such priority is ‘Diverse Districts and Productive Precincts’, which focuses on the identification and shaping of our unique precincts and districts which reflect our industry, retail and entertainment clusters. To achieve this and for Brisbane to continue to prosper, the enhancement of key business locations and precincts across the city need to be recognised and tapped to enable their full potential to be developed and explored. This will both bolster the local economy and, in turn, contribute towards the city’s overall economic growth. Economic Development has recently launched a pilot of the Local Business Precinct Initiative (LBPI). This has the potential to positively impact and influence business growth locally, as well as contribute to the city’s overall economic growth. It is anticipated that the rollout of the LBPI pilot in key business precincts will: • contribute to the enhancement of local economies • enable and facilitate business opportunities • increase collaboration • improve interaction across local business communities. The LBPI is an excellent opportunity for Council to initiate and engage with businesses to facilitate and bring about increased collaboration with, and the activation of, local business precincts.
Brisbane Square
Free Wi-Fi Council’s popular free Wi-Fi network has undergone a major expansion during 2015-16 as part of a $1 million commitment to Brisbane’s smart-city credentials.
In 2015-16 nearly 290,000 individual users accessed Council’s Wi-Fi hotspots in the city malls, with an average connection time of approximately 20 minutes.
Under a contract awarded to Telstra, users currently enjoy online access in South Bank Parklands and the CBD, as well the Fortitude Valley and Chinatown malls and now the James Street precinct. Visitors to the popular Caxton Street precinct can also take advantage of the high speed service, with coverage extending along Given Terrace.
In total, existing Wi-Fi saw 892,000 sessions, demonstrating the popularity of the high-speed free service.
With access to free public Wi-Fi a benchmark for modern cities, enabling connectivity to the internet will encourage visitors to the city centre to stay a little longer and instantly share experiences online. To ensure fair access for all users, people are able to use the service for four hours at a time, per device, up to a maximum of 250 megabytes of data – meaning anyone using the network will, on average, be able to stream 13 YouTube videos, five hours of music or many hours of email and social media access, all for free. Research demonstrates that public Wi-Fi leads to increased entrepreneurial activity. The delivery of free Wi-Fi across Brisbane’s central business and retail areas is a key part of Council’s commitment to creating more opportunities for Brisbane residents and businesses. This commitment enables them to take advantage of the digital economy by improving local connectivity and access to digital services in the process. With more than 200 free Wi-Fi access points across the city, including Queen Street, King George Square, South Bank Parklands, City Botanic Gardens and New Farm Park, as well as all 33 of Council’s public libraries and entire CityCat fleet, Brisbane’s status as a connected New World City is already well established.
The expansion of Council’s free Wi-Fi service marks another milestone achievement for the Digital Brisbane Strategy, with investigation into the release of Wi-Fi data through Council’s Open Data initiative also underway. The Open Data initiative aims to release information about pedestrian volumes, amongst other topics, to deliver value to local businesses, researchers and technology start-ups while preserving privacy for users. Council’s Open Data initiative is yielding valuable results for Brisbane start-ups and this is expected to increase as new data becomes available, with the Digital Brisbane Strategy helping to drive economic development across the city, maximising opportunities for businesses to tap into the global economy through digital technology. Council invested $243,000 in the Open Data initiative during the 2015-16 financial year, which included the implementation of an improved open data portal giving local businesses and start-ups better access to free data on a wide variety of topics to develop apps, websites and services. The investment comes hot on the heels of Brisbane becoming one of the first Australian cities to join the Open & Agile Smart Cities initiative, a global commitment to providing publicly accessible open data.
103 Brisbane City Council | Annual Report 2015-16
PROGRAM 7: CUSTOMER FOCUS Council will be a customer focused organisation that is ‘dedicated to customers: everyone, everywhere, every time’.
What we do • Listen to and understand customers’ needs • Meet commitments made in Council’s Customer Charter
The program will continue to monitor and better understand customer satisfaction. It will actively address customer dissatisfaction by identifying persistent service problems and help Council work units address them.
Processed 115 applications to light up a Council asset.
• Deliver on customer expectations • Set and deliver on customer service standards • Guide community engagement
Overview Council recognises the importance of customer service and encourages and supports all employees to provide responsive, accessible and convenient service to customers. The Customer Focus program delivers on the commitments made in Council’s Customer Service Strategy and has a corporate responsibility for driving a customer focused culture, setting customer service standards and guiding community engagement. The program ensures customers’ perspectives are considered in the development and delivery of strategies and services. The Customer Focus program aims to: • provide seamless service to our customers across the whole of Council • recognise that customers have strong voices and are key partners in planning, decision making and the work we do • ensure employees in every role and at every level of the organisation are proud to serve customers • value all customers equally and take their individual circumstances and preferences into account • provide a transparent service, resolve requests promptly and deliver on our promises • drive improved services and stronger customer confidence.
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Key Highlights « 8,025,760 customer contacts with Council. « 85.16% of customer calls were answered within 20 seconds. « 53,099 calls answered through Council’s dedicated Business Hotline, 133 BNE. « 87% of business customers surveyed were satisfied with the service received from 133 BNE. « 57,921 customer requests responded to via social media. « 92% of business customers and 90% of residents surveyed were satisfied with the level of service provided through Council’s Customer Contact Centre.
Performance − Key results and achievements 7.1 Engagement Council engages with its customers to better understand their needs. Council recognises the importance of engaging with both customers and the community to understand who they are, what they want and how they value Council’s products and services.
Key results for 2015-16
7.2 Service delivery Council provides multiple access points to meet customer requirements and manage these contact points for the benefit of business, residents, customers and the organisation.
Answered 53,099 calls through the Business Hotline 133 BNE.
• Delivered six Talk to a Planner sessions with 2466 people in attendance. Sessions were held across the city, including Kedron-Wavell Services Club, Easts Leagues Club, Toowong Bowls Club, Northern Suburbs Bowls Club and two sessions at Brisbane City Hall. • Planned and delivered three Development Assessment information sessions for private certifiers about the Brisbane City Plan 2014. • Delivered community engagement activities to 270 community members during the Bulimba Barracks Master Plan development process. • Delivered four engagement sessions with community members on the Coorparoo and Districts Neighbourhood Plan. • Delivered community engagement sessions on the Holland Park Local Area Traffic Management process. • Provided training to 160 Council staff to improve Council’s capacity to effectively engage with diverse residents: − Facilitation Training − Face-to-Face with Disability − Community Engagement Community of Practice − Introduction to Community Engagement − Core Skills in Community Engagement − Dealing with Difficult Situations in Community Engagement. • Provided process and facilitation support to a range of internal stakeholder engagements and workshops, totalling more than 250 hours of in-house support.
Key results for 2015-16 • Handled more than 1.3 million customer enquiries through Council’s Customer Contact Centre. • Answered 53,099 calls through the Business Hotline, 133 BNE. • Supported 762 culturally and linguistically diverse customer contacts through the Translating and Interpreting Service. • Received high satisfaction ratings from customers in the annual Customer Satisfaction survey: − 83% of businesses and 91% of residents agreed it was easy to contact Council through the channels provided − 86% of businesses and 90% of residents were satisfied with Council’s ability to understand their needs − 87% of business customers were satisfied with Council’s dedicated Business Hotline, 133 BNE. • More than 447 film, festival and event permits were issued through Council’s Filming, Festivals and Events Liaison Office.
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PROGRAM 7: CUSTOMER FOCUS
continued
• Managed 57,921 social media requests from residents and business customers. • Enhanced Council’s initiative to light up a Council asset, providing greater opportunities to promote significant community events and awareness campaigns. This saw the processing of 115 applications to light up a Council asset. • Implemented improvements to Council’s face-to-face Contact Centre channels to enhance accessibility and convenience. • Implemented improvements to Council’s online Report It forms to facilitate the growth of self-service channels, improve the customer experience and increase efficiencies to Council by capturing accurate information.
Filming in Brisbane permit volumes.
338
331 284
300
230
250
150
195
167
200
159
Number of filming permits received
350
100
50
6 20
15
-1
5 -1
4
3
-1
14 20
13 20
2
-1 12 20
1
-1 11 20
-1 10 20
20
09
-1
0
0
Requests to film in Brisbane remain strong.
106 Brisbane City Council | Annual Report 2015-16
7.3 A Council easy to do business with To achieve our Customer Focus Vision, Council has developed customer focused processes and a culture that is aligned to our customers’ needs and expectations.
Key results for 2015-16 • 74% of businesses and 80% of residents surveyed said Council is dedicated to its customers. • 86% of businesses and 90% of residents surveyed were satisfied Council understands their needs. • Delivered customer focus training to 3304 Council officers, including bus drivers and front line employees.
Challenges Weather events
The digital world
Council is committed to supporting Brisbane residents during and after the severe weather events that are part of life in South East Queensland. The unpredictable and severe nature of Brisbane’s weather events pose a challenge for all residents in both adapting and coping during and after these events.
The ever-changing and fast-paced world of digital technology continues to raise community expectations of Council’s digital offerings.
To ensure our community can receive relevant and timely help, Council’s Contact Centre manages calls from Brisbane residents on behalf of the State Emergency Service. Customer Focus strives to ensure the Contact Centre’s highly-trained and experienced staff are prepared to quickly and efficiently manage the high volume of enquiries from the community during events.
Council is responding to these challenges with a customer experience strategy and roadmap, to ensure we are aligned with customer preferences and continue to meet these preferences when customers interact with Council. Customers have identified ‘low-effort’ (easy, accessible online) as a key driver when contacting Council, which is increasing the number of customers using the digital contact channel. The Customer Focus program is drawing upon online trends and technology to assess how to meet the growing and changing needs of customers.
Number of events facilitated by Council’s Business Hotline, 133 BNE.
183
187
200
162
150
94
100
50
16 15 20
15 14 20
14 13 20
20
12 -
13
0
Community events facilitated by Council’s Business Hotline continue to grow.
107 Brisbane City Council | Annual Report 2015-16
Customer Contact Centre staffer
Award winning Customer Focus team Council is continuing to set high standards for customer service, taking out two prestigious awards recognising the enterprising work Council does to put customers at the forefront. The awards, which were bestowed upon Council’s Customer Focus team, included the 2015 International Service Excellence Award in the Visionary category and the Australian Service Excellence Award in the Best of the Best category for its customer service brilliance. The Visionary award recognises organisations that look ahead to improve customer service in ways not yet done by other organisations; in other words, it recognises innovators. The award was bestowed by the Customer Service Institute of America, which manages the International Service Excellence Awards. These are the world’s peak customer service awards, with leading customer service organisations and individuals around the globe being nominated in recognition of their commitment to customer service excellence. In particular, the Customer Focus team was recognised for ‘the RIPPLE Effect’ – Real Innovation through Positive People Looking for Efficiencies. Through this initiative, employees can convey the customers’ voice and are provided with an avenue to share ideas and suggestions for business improvements that benefit both residents and Council. In addition to ‘the RIPPLE Effect’, the Customer Focus team implemented an online form submission option for residents needing to authorise a third party to act on their behalf regarding their rates. As a result, 90% of the forms are now received online, significantly reducing rates enquiries to Council’s Contact Centre, reducing processing costs and freeing up the phone lines for other calls.
108 Brisbane City Council | Annual Report 2015-16
Another example of Council’s innovative customer service approach was the creation of a ‘one-stop-shop’ application process through 133 BNE, for customers wishing to undertake commercial activities in Council parks. This process delivered a more streamlined and consistent experience for the residents and businesses of Brisbane, by clearly outlining the requirements for applications and allowing forms to be submitted online. The new commercial activity in parks process has seen more than 440 new businesses approved in local parks, supporting the economic development of the city and enhancing the value our local parks provide to the community. This ‘onestop-shop’ application supports Council’s commitment to offering a business-friendly environment with a positive, collaborative business culture. These are just a few initiatives that helped the Customer Focus team deliver more than $1 million in business improvement savings this financial year, as well as considerable cultural change across Council. Such improvements allow Council to live the customer values of being dedicated to serving customers, getting things done, being responsive and working together.
PROGRAM 8: CITY GOVERNANCE City Governance is open, transparent and delivers value-for-money community outcomes through strategic planning, risk management, information services and sound financial management. The community is engaged in, and all of Council’s plans are directed at, achieving the Brisbane Vision.
Overview The City Governance program aims to ensure Council is an accountable, effective and transparent local government that practises strong financial management to deliver outcomes which serve Brisbane’s community. The program provides effective city governance by developing an organisation that is flexible, adaptive and future-focused, in which employees have the commitment and capability to deliver cost-effective community and customer services.
What we do • Councillor, committee and executive support • Listen to the community • Intergovernmental relations • International activities and multicultural affairs • Disaster prevention, preparedness, response and recovery • Financial management and planning • Property management • Procurement • Risk management • Support services • Strategic planning • Legal services
Launched new youth employment programs involving more than 289 participants in traineeships, prevocational placements, cadetships and tertiary work experience.
• Human resources • Corporate communication and marketing • Information and communications technology (ICT) • Internal audit services, ethical standards and corporate security • Complaints and disputes resolution • Right to Information • Information privacy
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PROGRAM 8: CITY GOVERNANCE
continued
Key Highlights « Maintained Council’s ‘strong’ credit rating as assessed by the Queensland Treasury Corporation. « Responded to more than 7800 items of Lord Mayoral correspondence. « Received 17,238 candidate applications, conducted 4455 interviews and appointed 1479 successful applicants through the Recruitment Centre. « Launched new youth employment programs involving more than 289 participants in traineeships, pre-vocational placements, cadetships and tertiary work experience, complementing existing apprenticeships. « Created a New Residents Guide super landing page on Council’s corporate website, facilitating easy orientation for new Brisbane residents. « Introduced Council’s Innovative Proposals Policy, which encouraged and facilitated businesses to submit inventive ideas and propose innovative products and services. « Improved ICT availability and performance by upgrading major data centre power supply and installing new equipment. « Published more than 70 datasets through Council’s Open Data program, which provides free or low cost data to the public to encourage the development of apps, websites, and tools. This included three ‘real-time’ feeds for ferries, traffic signals and available spaces at King George Square and Wickham Terrace car parking stations. « Implemented a single, organisation-wide Workplace Health and Safety incident reporting and management solution, including tools, support and training and guidance material.
110 Brisbane City Council | Annual Report 2015-16
Performance − Key results and achievements 8.1 Civic administration and support Council delivers effective and open government through legislation, support for elected representatives and community participation in transparent, fair and accessible elections.
Key activities for 2015-16 • Managed the 2016 quadrennial election in conjunction with the Electoral Commission of Queensland, and implemented and managed the associated pre-election caretaker period. • Inducted new councillors and ward office staff following the declaration of the poll. • Managed the impacts of the ward boundary redistribution. • Responded to more than 7800 items of Lord Mayoral correspondence. • Provided 41 business scholarships and mentoring places through the Lord Mayor’s Multicultural Round Table, to assist residents from a migrant background to obtain business qualifications in Brisbane. • Council continued to focus on multicultural affairs and fostering diversity by: − hosting more than 200 attendees at The Lord Mayor’s Refugee Welcome Ceremony in April 2016 − publishing the One Brisbane many cultures e-zine in eight languages, reaching 309 organisations and 3338 people. • Hosted 145 civic events including eight citizenship ceremonies. Other events included a Freedom of the City Parade for the 6th Battalion Royal Australian Regiment, International Student Friendship Ceremonies and a Lord Mayor’s Prayer Breakfast. • Provided ongoing administration support to 26 ward offices, 28 Council meetings and 147 committee meetings.
8.2 Regional and international activities Council advances the community’s interests by developing and maintaining strong regional and international relationships that create economic development opportunities.
Key activities for 2015-16 • Hosted the Asia Pacific Cities Summit and Mayors’ Forum (2015APCS) in July 2015. The event attracted more than 1300 delegates from more than 135 cities across the world, including 93 Mayors and senior representation from Council’s nine sister cities. The resulting opportunities for Brisbane included: − more than 106 individual business introductions − more than $6.5 million of international business deals executed to date − approximately 312 business leads generated. • Nine international delegations visited Council to exchange knowledge and learn best practice, including delegations from Council’s sister cities. • Enhanced Brisbane’s profile locally, nationally and internationally by coordinating and implementing regional initiatives. This included regional planning, infrastructure and economic development in collaboration with the Council of Mayors (South East Queensland) and the South East Queensland Councils’ CEOs’ Forum.
8.3 Strong and responsible financial management City Governance provides sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision.
Key activities for 2015-16 • Maintained Council’s ‘strong’ credit rating with a ‘neutral’ outlook as assessed by the Queensland Treasury Corporation. • Funded $668.4 million in capital works programs while achieving a significant reduction in debt by utilising proceeds from Queensland Urban Utilities’ repayment of its loan from Council. • Delivered a balanced budget for the 2015-16 financial year. • Continued evolution of the Enterprise Performance Management Framework, including strategic planning and investment prioritisation. • Implemented secure payment systems which protect customer credit card information. • Continued to drive improvement initiatives resulting in more efficient finance processes and improved cycle times in monthly reporting and budget processes.
Increase in following of Council’s main social media channels Facebook and Twitter
• Facilitated participation in the: − Local Government Association of Queensland conference
150000
− Council of Mayors (South East Queensland) board and committee meetings − Council of Capital City Lord Mayors Meetings.
Number of followers
− Australian Local Government Association conference
67.2% Growth
120000 90000 60000 30000 0 Facebook 2015
Facebook 2016
Twitter 2015
Twitter 2016
Social Media Channel
67.2% increase in following of Council’s main social media channels Facebook and Twitter (Includes ‘What’s on Brisbane’ Facebook page).
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PROGRAM 8: CITY GOVERNANCE
continued
8.4 Value-for-money Council responsibly manages ratepayers’ money expended in its business areas, and this outcome provides effective, valuefor-money transactional and operational services essential for program delivery, including procurement, organisational risk management and human resources support.
Key activities for 2015-16 • Continued to achieve benefits from Finance, Procurement, Human Resources and Payroll processes as part of Council’s business transformation (Business and System Efficiency [BaSE] Program). • Continued focus on improving procurement outcomes to deliver capital and operational savings. • Received 17,238 candidate applications, conducted 4455 interviews and appointed 1479 successful applicants. • Launched new youth employment programs involving more than 289 participants in traineeships, pre-vocational placements, cadetships and tertiary work experience, complementing the existing apprenticeships. • Developed tailored workforce data and analytics to support workforce planning and action plans for all divisions across Council. • Implemented a single, organisation-wide Workplace Health and Safety incident reporting and management solution, including tools, support and training, and guidance material. This has delivered an increase in near miss reporting, improved data quality and access to performance data and enhanced the ability for managers to address the root cause of incidents to avoid reoccurrence. • Developed and delivered the innovative and award winning ’disABILITY ACTION at WORK’ program, in partnership with Council’s Access and Inclusion Team, providing paid work experience and career development for 16 weeks for 17 people with a disability. • Developed Council’s 2015-2020 Organisational Zero Harm Strategy and the supporting 2015-2016 Organisational Zero Harm Management Plan. • Provided effective, centre-led risk management services through the delivery of biannual updates of the Corporate Risk Profile, Business Continuity Plans and Compliance Program.
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• Optimised the value of the insurance program by managing Council’s annual insurance program and claims. • Delivered an effective sourcing program and category management activities, to ensure suppliers provided benefits that included economic and qualitative outcomes. • Managed the Award modernisation process, and prepared for the development of a new enterprise bargaining agreement (EBA9).
8.5 Corporate Communication Council’s communication is strategically aligned with its organisational goals, objectives and priorities and delivers maximum impact and value for both the community and Council.
Key activities for 2015-16 • Created a New Residents Guide super landing page on Council’s corporate website, facilitating easy orientation for people new to Brisbane. • The Living in Brisbane publication continued to engage residents with 85.67% of readers recognising Living in Brisbane as belonging to Council, 73.67% learning something new from the publication, and 62.33% stating the newsletter made them interested in finding out more about specific Council programs and services. • Council’s website continued to engage, with 28,581,627 page views and an increasing trend of website visitors using mobile devices, up from 44.6% to 46.1%. Website content development focused on delivering discrete, meaningful experiences for schools, young people, new residents and culturally and linguistically diverse (CaLD) communities through the delivery of 11 specialist, dedicated landing pages. • Council’s primary social media channels (Facebook and Twitter) saw a 67.2% increase in followers. This is due to Brisbane residents’ increasing use of social media channels to contact Council for community information. Additionally, their continued use of emerging channels such as Instagram, YouTube and Pinterest has led to strong and consistent increases in followers on these platforms – of note Instagram – which recorded a 330% increase compared to the last financial year.
• Delivered a stand at the Brisbane Ekka 2015, showcasing the breadth of Council service delivery to more than 17,000 residents and visitors to Brisbane. • Significantly extended the reach of CaLD communication through a multi-faceted approach, including 450 pieces of CaLD communication distributed in 12 languages, 821,758 impressions across CaLD social media channels and 96,160 page views across five translated pages on the corporate website. • Approved and promoted leveraging activity for 38 sponsorships in support of local community groups throughout Brisbane.
landmarks such as King George Square and Post Office Square. • Partnered with industry to deliver eBIMAP2, a subscription service used by town planners, engineering consultants and surveyors to view Council’s spatial data, to assist in the development of the city. • Moved the Customer Contact Centre telephony platform and software to a hosted, managed service model, providing improved service channel capabilities for customers and maintaining the health of ICT platforms to ensure continuity of services for customers.
• Created more than 60 accessible online forms for the corporate website. • Delivered and implemented more than 215 communication campaigns and initiatives to raise awareness about how the community can benefit from Council programs and services.
Early Warning Alert Service subscriptions
8.6 Information and communications technology (ICT)
150,000
Council utilises ICT effectively to improve business functions and deliver benefits to the community and Council.
109,000
87,000
78,000
60,000
47,014
16 ne
20
15 Ju 30
30
Ju
ne
20
20 14
3 30
Ju
ne
20 1
30
ne Ju
Ju ne
20
20 1
12
1
0
30
• Implemented free Wi-Fi in the Brisbane CBD and across Victoria Bridge to South Bank. Wi-Fi now extends throughout the CBD – from Turbot Street to Alice Street to Eagle Street to James Street – and incorporates
30,000
ne
• Published more than 70 datasets through Council’s Open Data Program, which provides free or very low cost data to the public to encourage the development of apps, websites, and tools. This included three ‘real-time’ feeds for ferries, traffic signals and available spaces at King George Square and Wickham Terrace car parking stations.
60,000
Ju
• Improved ICT availability and performance by upgrading the major data centre power supply and installing new equipment.
90,000
30
• Introduced Council’s Innovative Proposals Policy, which encourages and facilitates businesses to submit inventive ideas and propose innovative products and services.
Total Subscribers
Key activities for 2015-16
125,018
120,000
Number of residents subscribing to the Early Warning Alert Service continues to climb.
113 Brisbane City Council | Annual Report 2015-16
PROGRAM 8: CITY GOVERNANCE
continued
8.7 Disaster response and recovery Council plans, organises, coordinates and implements measures to prepare for, respond to and recover from disasters in the Brisbane local government area. It has first-hand knowledge and understanding of social, economic, infrastructure and environmental issues within the Brisbane community, and supports the community when responding to, and recovering from, both natural and manmade disasters. This outcome contributes to the Brisbane Vision goal of a friendly, safe city.
Continued to provide and promote the Early Warning Alert Service, with 16,018 new registrations, taking the total number of subscribers to 125,018.
Key activities for 2015-16 • Delivered the All Hazards Brisbane Ready for Summer Campaign to encourage the community to take action and be prepared for severe weather. This included partnerships with Channel 9 and Brisbane Heat to expand the reach of the campaign. • Continued to provide and promote the Early Warning Alert Service, with 16,018 new registrations, taking the total number of subscribers to 125,018. • 85% of Brisbane residents feel that Council does a good job of providing information to the community about being prepared for severe weather. • Conducted 10 internal and external training exercises with multiple-agency partners, to test Council’s Local Disaster Management arrangements and actively strengthen collaboration and coordination across all hazards and all agencies. • Delivered 130 training sessions to increase the competency of Council’s disaster management workforce. • Increased Council’s disaster management workforce by 180 to nearly 490 trained staff. • Delivered the 2015 Local Disaster Management Plan and performed above average when assessed against the Emergency Management Assurance Framework in 2015.
114 Brisbane City Council | Annual Report 2015-16
Challenges Disaster preparedness audience specific material Brisbane’s subtropical climate means our city can experience severe weather events. With more than 28% of its population born overseas and approximately 19% of households speaking a language other than English, Brisbane is a truly multicultural city. Effective communication between Council and Brisbane’s diverse communities is an essential aspect of responsible governance. Council is committed to creating an inclusive Brisbane by engaging CaLD communities and organisations to provide valuable connections and information. Council has a long-standing plan to manage and reduce the impacts caused by severe weather and to foster the creation of an inclusive Brisbane. As such, Council provides translated resources and information for multicultural residents and visitors through a number of different channels. These channels include online information, radio announcements, digital advertising and printed publications. To raise awareness of the risks associated with living in a subtropical climate and to encourage residents and businesses to take action and prepare for potential severe weather, Council has developed a number of audiencespecific disaster preparedness resources for seniors, schools and businesses. These resources are available online and in hard-copy format. While we acknowledge these hazards are natural and part of living in our beautiful climate, we are continually raising awareness through targeted, audience-specific communication of the associated risks to ensure the community is prepared for the impacts that severe weather can bring.
Leveraging open data for a better Brisbane In the 2015-16 budget speech, the Lord Mayor outlined Council’s commitment to support an open data agenda as a mechanism to drive greater economic and social benefits for the city. By providing data that can be used for any purpose and at low or no cost, Council seeks to inspire and support innovation and harness community ingenuity, to enhance existing and develop new solutions. These solutions include apps, websites and tools for Brisbane businesses, residents and visitors. In response to that commitment, Council has developed and implemented an Open Data Strategy that has been a catalyst for identifying Council’s most valuable and appropriate data, upgrading Council’s open data portal to new modern technology based on open standards, and the release of more than 70 categories of datasets for public consumption. Council has also demonstrated public sector leadership in open data by releasing three real-time data sets through its open data portal – traffic volumes at all signalised intersections, ferry locations and car parking station availability. Real-time data is seen by app developers as a more valuable commodity than static datasets. Council’s open data supports all eight themes of the Brisbane Vision and Council recognises that engaging the community will help identify and prioritise the most appropriate data to publish. Through strong partnerships with other levels of government, business and education institutions, Council is working to promote and realise the value of its open data.
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APCS 2015
2015 Asia Pacific Cities Summit and Mayors’ Forum The 2015 Asia Pacific Cities Summit (2015APCS) and Mayors’ Forum was held in Brisbane in July 2015. The theme was ‘Business and Leadership in the Asia Pacific’ and delegates had the opportunity to meet key decision makers from more than 135 cities across the world, learn from internationally renowned key speakers and share knowledge. One of the region’s premier business and civic forums, the event attracted more than 1300 delegates, including 93 Mayors and senior representation from Brisbane’s sister cities, offering a dynamic and exciting program for industry, government and young professionals representing more than 330 million people. The 2015APCS was the most successful summit held in Brisbane to date. It generated more than $10 million aggregated direct economic activity for the city, created more than 312 business leads and so far has resulted in $6.5 million in confirmed deals for the city and participating businesses. The event not only contributed to the global discussion on how our cities can be more resilient, sustainable and productive, but also played an important part in driving Brisbane’s economic growth and supporting the key objectives of the Brisbane 2022 New World City Action Plan.
As host of the event, Brisbane continued to enhance its reputation as a city of opportunity and international choice for business, investment and major events. As Australia’s New World City, Brisbane offers opportunities across a diverse range of industries from science and innovation, mining and resources, technology and education. Brisbane’s vibrant and entrepreneurial business community, firmly connected to global markets, shone during 2015APCS. Brisbane’s economic agenda is firmly focused on increasing our ties with the Asia Pacific. The rapid growth and urbanisation in this region presents extraordinary opportunities and some challenges that must be met with leadership, forethought and innovation. 2015APCS enabled Brisbane to examine the issues facing our and neighbouring cities and work towards developing solutions that can be implemented across the region, now and into the future. The next chapter of Brisbane’s economic development strategy is firmly focused on the global economy and aims to drive job creation, city-shaping, quality of life for residents, and research and education expansion.
Speakers and delegates discussed the following themes: • Global cities: cultivating talent, technology and trade • Future cities: developing cities and smart communities • Digital cities: the science and technology behind cities • Cities for people: clean, green, accessible and inclusive cities. An exciting component of the Summit was the Mayors’ Forum. The forum provided an opportunity for heads of city governments to share knowledge, develop solutions for issues regarding city government, and promote the growth and prosperity of cities across the Asia Pacific region.
116 Brisbane City Council | Annual Report 2015-16
Hosted the Asia Pacific Cities Summit and Mayors’ Forum (2015APCS) in July 2015.
Centenary pool, Spring Hill
117 Brisbane City Council | Annual Report 2015-16
Shorncliffe Pier
118 Brisbane City Council | Annual Report 2015-16
BUSINESS UNITS: In this section Brisbane Transport Field Services Group City Parking
4 119 Brisbane City Council | Annual Report 2015-16
BRISBANE TRANSPORT Brisbane Transport is one of the largest bus operators in Australia and Brisbane’s major provider of public transport. Brisbane Transport’s objective is to provide frequent, reliable and safe services with more buses, more often and at the most comfortable standard possible for our passengers.
growth. With more people catching buses and leaving their cars at home, this means less traffic congestion and a reduction in emissions from private vehicles. Brisbane Transport operates public transport services under a TransLink services contract with the Queensland Government. Under the TransLink services contract, fares are set by, and fare revenue belongs to, the Queensland Government.
What we do
Key Highlights
Brisbane Transport delivers high-quality services focusing on accessibility, safety and customer service, while contributing to reducing traffic congestion and associated adverse environmental impacts.
« 76,024,102 passengers carried.
Brisbane Transport’s bus services include: • scheduled network passenger bus services • school services • charter and special event services.
« Average fleet age of 6.76 years. « 60 new rigid equivalent, air-conditioned, wheelchair accessible, environmentally friendly and CCTV equipped buses added to the fleet. « 100% wheelchair accessible fleet. « 100% air-conditioned fleet.
Overview Brisbane Transport is responsible for providing frequent, reliable and safe transport at the most comfortable standard possible to 76 million resident and visitor passengers each year. Council has a fleet of 1197 buses, which travelled approximately 70 million kilometres in 2015-16. Brisbane Transport continued to deliver efficient, scheduled network passenger bus services for Brisbane’s residents and visitors, including high frequency Bus Upgrade Zone (BUZ) and Blue and Maroon CityGlider services, school services and charter and special event services. The services included non-commercial and community bus services for Brisbane residents and visitors. A modern, wellmaintained, clean and carbon-neutral bus fleet, with seven strategically positioned depots, helped ensure these services were delivered. Brisbane Transport’s bus services also help Council to meet social and environmental objectives and facilitate economic
120 Brisbane City Council | Annual Report 2015-16
« 80% of buses are enhanced, environmentally friendly vehicles.
Performance – Key results and achievements Annual Performance Plan Report Brisbane Transport received funding from Council for the services it operated. Council's Bus Transport Operating Subsidy is reported in Brisbane Transport’s Budgeted Income Statement. Customer satisfaction with bus services continued to be strong over the year, as reported by TransLink in its customer satisfaction survey.
Brisbane Transport Brisbane Transport is one of the largest bus operators in Australia and Brisbane’s major provider of public transport. Brisbane Transport’s objective is to provide frequent, reliable and safe services with more buses, more often, and at the most comfortable standard possible for our passengers.
60 new low-floor buses this year, 300 buses over a four year term.
• Contributed to a sustainable bus fleet by replacing 26 retired vehicles with buses that meet Enhanced Environmentally Friendly Vehicle standards. The new fleet buses produce 85% less nitrogen oxide and more than 90% less particulate matter pollutants than retiring buses. • Provided bus services to 82 special events in Brisbane, including sporting and cultural events. Improved network
Legacy Way – Buses utilising new Council infrastructure.
• The BUZ and Glider network, which constitutes the core of Brisbane’s high frequency bus network, carried 34,551,331 passengers throughout the year, or 45.4% of the total bus network. The high frequency of these buses across their entire span of hours has proven extremely popular both with regular commuters, and with people who travel outside conventional commuter periods. − This included 2,400,522 carried on the Blue CityGlider service between West End ferry terminal and Teneriffe and 1,220,546 on the Maroon CityGlider between Ashgrove and Stones Corner. These have grown to become two of the most popular routes in the network.
Key results for 2015-16 • Added 60 rigid equivalent, low-floor, low-emission, airconditioned buses to the fleet, with 300 delivered over the four year period from March 2012 to March 2016, with the 300 th bus commissioned on 17 February 2016.
• Re-routed the western rocket services through the newly constructed Legacy Way tunnel, making for faster travel times for commuters. The P443 western rocket was re-routed as a trial when the tunnel opened in June 2015 and, following its success, the 431, P426, 446, P455 and P456 were similarly re-routed in February 2016.
121 Brisbane City Council | Annual Report 2015-16
BRISBANE TRANSPORT
continued
• Increased span of hours for half of the services in the BUZ network, benefiting passengers travelling in Brisbane’s south, west and north, including the 100, 120, 130, 140, 150, 330, 340, 345 and 444. This timetable change brought the first trip of each service forward, for the convenience of passengers and to more closely align with early services provided by the rail network.
• Provided 51,000 school trips on 255 routes for the year, including an additional three services for 2015-16. Brisbane Transport consults with TransLink and schools to obtain feedback and conduct data analysis to assess student demand and travel patterns to plan school service changes. Safety and Security • Fitted 198 buses with CCTV cameras, with 90% of the entire bus fleet now having additional security. • Continued to implement Council’s Zero Harm policies to reduce the risk of passenger injuries. Brisbane Transport initiated the first phase of a communication campaign aimed at raising awareness of safe bus travel practices for seniors and other passengers, such as holding on while boarding, alighting and travelling on the bus.
Bus fleet age
6.76
6.21
6.78
7.06
7.12
7.39
6
7.83
8
8.46
Fleet age in years
10
• Delivered 154 training courses to more than 4770 Brisbane Transport employees. Training courses included workplace health and safety, development training, refresher courses and technical sessions to ensure staff continually delivered efficient operations to residents.
4
2
6 15
-1
5
20
4
-1 14 20
-1
3
2
-1
13 20
12 20
1
-1 11 20
-1
0 -1
10 20
09 20
20
08
-0
9
0
Brisbane Transport operates one of the youngest bus fleets in Australia.
• Enhanced the P332 route by increasing the span of hours and extending the service from Chermside to Zillmere in the north, and from the city to The University of Queensland in the south. This met growing demand from passengers travelling between Zillmere and Chermside, as well as from the north and the inner city to The University of Queensland. • Increased frequency on the 475 service operating between Bardon and Spring Hill via the city. Provided additional trips through the middle of the day delivering a more consistent timetable, and extended the frequency during peak periods with improved operation through the off peak periods, for the convenience of passengers.
122 Brisbane City Council | Annual Report 2015-16
Employees
High frequency services – BUZ and Glider represents 45.4% of the total bus network patronage.
Challenges Increasing patronage
Bus capacity issues facing Brisbane
Providing a reliable and accessible bus network for all residents to enjoy is an ongoing investment for Council. It is critical to reduce congestion and deliver environmental and economic benefits in order to support Council’s delivery of its key objectives for Brisbane to be an accessible, clean and green city.
Brisbane has an incredibly successful bus network. At present, bus users comprise two-thirds of public transport passengers, resulting in around 113 million trips a year on the South East Queensland bus network.
Council’s historic investment in new buses − driven by a growth in patronage between 2004 and 2014 − saw passenger numbers rise from 48 to 80 million. Nevertheless it has become increasingly challenging to sustain growth in patronage on the bus network. It is an equally challenging task to achieve many of Council’s related economic, social and environmental objectives due to the affordability of public transport, which has fare levels set by the Queensland Government, which also retains Brisbane Transport’s revenue. Patronage for 2015-16 was 76,024,102, and Council continues to invest in fleet upgrades such as accessible fleets and bus stop upgrades in order to increase patronage.
100
100
94
91
86
81
Buses fitted with CCTV
75
69
60
1200
6 -1 15
851 683
600
400
20
5
4
-1 14 20
3
-1 13 20
2
-1 12 20
1
-1 11 20
-1
0 -1
10 20
09
-0 08
20
9
0
800
539
CCTV buses
20
1075
1000
40
20
202
202
202
202
200
6 15
-1
5 20
4 -1
3
-1 14 20
13 20
2 -1
1
-1 12 20
11 20
0 -1
-1 10 20
09 20
-0
9
0
08
Council has delivered on its commitment to have 100% low-floor wheelchair accessible buses ahead of the 2017 target date.
20
Percent %
80
The CBD’s bus infrastructure is already at capacity during peak hour in a number of locations, including the Cultural Centre, King George Square, Roma Street and Queen Street bus stations. The Cultural Centre busway station reached capacity in 2013 with 230 buses per hour, leading to major congestion and queuing. The capacity challenge has led to increased congestion on Brisbane’s CBD and inner city streets, resulting in blocked lanes from queuing buses and passengers experiencing delays to their journeys. The growth of the city and demand on the bus network to feed this growth is expected to be one of the city’s greatest challenges. Council is progressing a business case for the Brisbane Metro Subway System to help solve this challenge.
Wheelchair accessible buses 100
With the city experiencing an extended period of growth and an increasing number of employees, residents and visitors frequenting the inner city, the reliance on public transport is forecast to grow significantly over the next two decades. Forecasts indicate an additional 108,000 jobs will be based in the CBD by 2031. As a result, the number of buses entering the CBD during morning peak will almost double from 550 to 1000.
Council provides a modern and safe fleet to deliver services.
123 Brisbane City Council | Annual Report 2015-16
Part of the Brisbane City Council bus fleet
Public transport improvements a legacy of key infrastructure Brisbane residents are enjoying faster and more reliable bus journeys thanks to the Legacy Way tunnel, saving up to 13 minutes of travel time during peak periods. As Australia’s New World City, Brisbane’s popularity as a place to live and work has created strong population, employment and economic growth and has inevitably put pressure on the city’s road network, with traffic congestion a considerable challenge. Fast and reliable public transport is central in helping to alleviate this congestion, with Council’s delivery of transport infrastructure also playing a key role. This includes the Legacy Way tunnel, an important link in Council’s TransApex ring-road of major infrastructure projects. Opened to traffic on 25 June 2015, Legacy Way is a 4.6 kilometre road tunnel connecting the Western Freeway at Toowong with the Inner City Bypass (ICB) at Kelvin Grove in only four minutes. While motorists have seen a significant reduction in travel times when using Legacy Way, bus commuters are also reaping the benefits. Commencing on 29 June 2015, bus services were first trialled in Legacy Way using the inbound route P443, a rocket service travelling from Moggill to Brisbane’s CBD. In what was a highly successful trial, travel times were reduced considerably. This resulted in a significant increase in patronage and the P443 being recognised as the best performing western Brisbane rocket service.
Key outcomes of the trial included: • a daily 40% increase in patronage on the service • 80% of the increase in patronage were new bus users • a 13 minute reduction in travel times at the height of the peak and a five minute reduction during the shoulder of the peak • improved reliability of trip times. In addition, bus service travel times on Milton Road decreased, reducing congestion on this arterial road and demonstrating the positive impact Legacy Way is having on Brisbane’s road network. Following the success of the trial, route P443 has become a permanent fixture on Legacy Way, while a number of additional routes have also been added, including: • 431 − Kenmore South to City • P426 − Chapel Hill to City • 446 − Fig Tree Pocket to City • P455 − Riverhills to City • P456 − Mt Ommaney to City. As well as delivering faster and more reliable journeys for passengers, the routing of these services through Legacy Way provides a direct connection to Brisbane’s inner northern busway stations including Herston, QUT Kelvin Grove and Normanby. Identifying faster and more reliable travel times for Brisbane’s public transport network will continue to be an important factor for Council in relieving traffic congestion. Council’s commitment to the delivery of major infrastructure projects will also help address this issue. As part of the ICB upgrade, expected to be completed in 2018, Council will also deliver new and improved on-and offramps to the ICB, improving connectivity to Legacy Way and the wider road network to provide further travel time savings for bus commuters.
124 Brisbane City Council | Annual Report 2015-16
FIELD SERVICES GROUP Field Services Group is tasked with the delivery of a total civil construction and maintenance service to Council in conjunction with the high level management of service contracts. The role of Field Services Group is to be a competitive provider of quality and value-for-money services to Brisbane ratepayers as its principal customers.
Overview Field Services Group is tasked with delivering of civil construction and maintenance services to Council in conjunction with the high-level management of service contracts. Since formation in July 2011, Field Services Group has pursued improvement initiatives to deliver productivity savings to Council and value to customers. Field Services Group works across a number of Council’s programs: Clean, Green and WaterSmart City, Moving Brisbane, Future Brisbane, Your Brisbane and Public Health and Safety.
What we do Field Services Group delivers a broad range of products and services including:
Key Highlights
• civil construction
« 1,417,000 m2 of road pavements resurfaced.
• quarry products
« >47,900 park services were delivered, with an overall positive public satisfaction rating of 91%.
• asphalt manufacture and laying • road resurfacing, road maintenance and line marking • waste and resource recovery management • open space maintenance, including parks • city cleansing • pest and mosquito management • signs maintenance and installation • graffiti removal • fleet servicing • maintenance of assets across Brisbane • fire management. The group contains six branches: • Asphalt and Aggregates
« >68,000 trees across Brisbane were maintained, with an overall positive public satisfaction rating of 80%. « >26,000 roadside landscape services provided, with an overall positive public satisfaction rating of 85%. « 123,350 gullies were cleaned, ensuring that Council’s stormwater system was able to respond to any rain event. « 5427 street-sweeping services were completed and 6384 tonnes of debris were removed from the kerb and channel.
• Construction
« Brisbane’s major malls were pressure washed 113 times throughout the year.
• Urban Amenities
« >30 million wheelie bins serviced.
• Operational Services • Asset Services • Waste and Resource Recovery Services.
125 Brisbane City Council | Annual Report 2015-16
FIELD SERVICES GROUP
continued
Performance – Key results and achievements Quality civil construction and maintenance services to Council
• Constructed the Alderley and Graceville Suburban Centre Improvement Projects (SCIPs) including upgrades to existing footpaths, traffic signals, street lighting and furniture, as well as installing artworks and landscaping. Hazard prevention
As a quality endorsed business, Field Services Group’s (FSG) objective is to provide civil construction and maintenance services to Council that meet customer expectations in productivity, availability and value-for-money.
• Replaced 3.1 km of drainage works at 45 locations across Brisbane to manage the risk of flooding.
Key results for 2015-16
• Worked with the Clean, Green and WaterSmart City program to install backflow prevention devices at Nudgee Beach, Wynnum North Esplanade and completed Stage 1 of the backflow prevention device project at Jamison Street, Bulimba. • Council manages bushfire risk on more than 9100 ha of bushland across the city. As part of this, FSG undertook 17 hazard reduction burns on Council bushland across 289 ha as part of bushfire risk mitigation on Council land. In addition to the planned program, FSG responded to 24 wildfires on Council owned bushland across 57 ha to reduce the potential impact on the community, critical infrastructure, Council assets and the environment.
− conducted a significant trial of latest generation EME (Enrobés à Module Elevé) asphalt. EME is a structural asphalt offering increased stiffness, fatigue and rut resistance properties in heavily trafficked applications
Green waste recycling service – number of bins
− repaired more than 86,027 potholes
• Delivered new or upgraded footpaths for 175 streets, with more than 50,000 m² of concrete delivered for new footpaths.
126 Brisbane City Council | Annual Report 2015-16
50,474
76,863
69,688
16 20 15 -
20 14 -
15
0
14
• Delivered more than 15,000 m2 of concrete to construct new bikeways.
20,000
20 13 -
• Delivered more than 15,500 m2 of concrete to replace existing bikeways.
40,000
12
Asset maintenance
60,000
20 11 -
− swept more than 177 suburbs.
Number of bins
− resurfaced more than 1,417,000 m² of road pavement
60,833
80,000
− completed 36 km of kerb and channel works as part of the Road Resurfacing program
13
− laid more than 294,000 tonnes of asphalt as part of the road resurfacing capital program and 87,000 tonnes of asphalt and granular pavement recycled from road resurfacing projects, including Cracknell Rd, Alexandra Rd, Annerley Rd, Gladstone Rd, Fernvale Rd, Lavarack Ave, Newnham Rd, Norman Ave, Nudgee Rd, Old Cleveland Rd, Ridgewood Rd, Rode Rd, Wynnum Rd and Wynnum North Rd
20 12 -
• Delivered a $127.6 million capital Road Resurfacing and maintenance program to improve the city’s road network:
37,976
Road resurfacing and maintenance
• Completed 45 stormwater and rehabilitation drainage works and constructed 338 stormwater gullies to reduce the impact of storm events on the drainage network.
Green waste recycling service participation rates are increasing, diverting green waste from landfill.
• Mosquitoes are a part of subtropical life in Brisbane both as pests and as carriers of viruses such as Ross River and Barmah Forest fevers. Council manages mosquito breeding across the city, with a ground-based program regularly monitoring and treating more than 2670 recognised potential breeding sites on public land throughout the year. In 2015-16, these sites were visited on 79,337 occasions and treated as required. Council also treats up to 20,000 ha annually in the saltmarsh aerial spraying program based on the advice of Council's own entomologist, driven by tide and rain-induced activity. In 2015-16, a much drier than average year, the total area covered was 15,500 ha in 12 treatments. These programs target larvae using environmentally sound products that are selective on mosquitoes and safe for people and other insects and animals.
Open space maintenance • Continued a program of access and inclusion upgrades in parks across the city including paths of travel, toilets, car parks and access ramps. • Performed maintenance works on 62,136 street and park trees. • Delivered 55 playground upgrades and installed 18 new playgrounds. • Conducted more than 2800 inspections of public power and light poles across the city, resulting in the repair and replacement of 30 poles. • Cut 79,981 ha of grass in parks and along roads (60,142 ha in parks and 19,839 ha along roads). • Delivered key services in Council’s 2100 public parks: − 110,328 barbecue cleaning services performed − 15 electric barbecues refurbished − 73,788 toilet cleaning services performed on more than 212 public toilets
Tip Shop materials
− seven existing toilet blocks refurbished to meet accessibility requirements.
600
520.78
500
395.56
• More than 110,100 residents visited the resource recovery centres. • 23% increase in recyclables removed from resource recovery centres. -1 6 20 15
-1 5 20 14
-1 4 20 13
-1 3 20 12
-1 2
20 10
-1 1
0
20 11
100
• Removed 972 tonnes of waste from Brisbane roads and streets, in addition to normal waste collections.
111.67
200
• More than 101,000 visitors to the Boondall Wetlands, Downfall Creek and Karawatha environment centres. Waste and resource recovery
301.72
236.46
300
136.5
Tonnes
400
• The Wildlife Conservation Partnership Program supported 660 partners across 2150 ha of private land.
Since the Acacia Ridge Tip Shop opened in May 2010 and Geebung Tip Shop in December 2012, more than 1225 tonnes of quality used, recycled and second hand products have been diverted from landfill.
127 Brisbane City Council | Annual Report 2015-16
Challenges A standardised approach
Increased demand for Council services
Due to the variety of business units that make up FSG, finding a standardised approach to work – from concept to completion – has been challenging. This is due, in particular, to the group being made up of both field and office staff, with differing levels of access to technology and reporting systems.
Brisbane is a booming New World City and the shape of the city is ever changing. New and infill development is constantly being completed and with it comes new public spaces such as parks, roadside landscaping and median strips. These spaces eventually become Council’s responsibility to maintain.
However, since the introduction of online system SAP, the group has been able to draw on the automated processes to closely manage workflow. This has seen a number of work practices standardised, efficiencies gained by using one central system and improved reporting across the group.
Developers build these spaces initially and largely to a high standard. When the spaces become Council’s responsibility to maintain, managing community expectations to keep them maintained to this standard, balanced against the increased workload and flow-on budgetary impact, is a challenge.
This implementation was not without issues, particularly with staff having to learn and become confident in using the new system. In the 2015-16 financial year, finding a balance between the effort spent on current service delivery and allocating time to further develop SAP skills was a challenge. For staff on the ground, information needed to be entered and extracted from SAP quickly, without adding significant time to the process.
To meet this challenge, FSG continues to look for improvements in service delivery and keeps working with key internal partners to influence more efficient development of public spaces into the future.
The standardisation and reporting benefits gained from SAP are significant and the initial time investment to learn and master the new system has been worth the challenge. There is potential for further benefits to be gained from SAP to improve workflows and delivery of services.
128 Brisbane City Council | Annual Report 2015-16
Requests for service FSG provides high quality, responsive customer service. Customers requiring service or reporting defects help ensure the city is well maintained and safe. In 2015-16, FSG responded to more than 49,000 requests for asset maintenance from our customers.
Graffiti reduction work about to commence
Our clean city Council is committed to keeping the streets, public spaces and waterways of Brisbane clean, with a number of teams within FSG undertaking works to deliver on this commitment. The Cleansing Unit operates 24 hours a day, seven days a week and is comprised of a large number of experienced staff who understand the streets of Brisbane. Construction, new food venues, special events and crowd behaviour continually move and change litter ‘hot spots’ throughout the city, and the Cleansing Unit draws upon its collective experience to ensure the residents of Brisbane wake up to a clean city every morning. On any given night, malls, footpaths and open spaces are pressure washed, waste is collected, large-scale footpath sweepers are deployed and continual cleansing works are undertaken. Through the Continuous Improvement program, the Cleansing Unit is empowered to constantly assess and improve the ways in which it performs its work. The Cleansing Unit pioneered the Glutton Litter Vacuum in Australia – a versatile, battery-electric outdoor vacuum that suctions micro-litter, while easily negotiating footpath infrastructure. Moreover, the newest vehicle in the batteryelectric fleet – the Eco-Sweep – is a quiet, compact footpath sweeper that is the first of its kind in Australia. The Cleansing Unit hosted representatives from a number of Australian councils, including City of Gold Coast Council and Hunter’s Hill Council, to share information about its innovative machines and practices.
A clean city is also one that is free from graffiti. As part of Council’s Taskforce Against Graffiti, the Urban Amenities branch graffiti removal units deliver both proactive and reactive rapid removal across Brisbane to keep the city graffiti free, and assist in the promotion of Council’s zero tolerance of graffiti. This includes: • removing graffiti across the city from Council and community assets and working closely with other stakeholders to remove graffiti on their property • raising awareness through the Cost of Crime campaign run by Crime Stoppers to encourage people to report instances of graffiti • partnering with Compliance and Regulatory Services to identify and prosecute graffiti vandals. Along with paint rollers, the Urban Amenities team also use airless spray equipment and high-pressure water cleaners to assist in graffiti removal. Of the 30,000 incidences of graffiti removed each year across the city, 75% are painted over, with the rest being removed with the assistance of chemicals. The non-stop work of FSG ensures Brisbane residents can enjoy a clean, well-presented city.
129 Brisbane City Council | Annual Report 2015-16
CITY PARKING City Parking provides management services for large undercover car parks, on-street metered parking and temporary and event parking.
What we do • Manage King George Square and Wickham Terrace car parks • Manage 8122 metered on-street spaces, including temporary and event parking • Implement advanced parking management systems • Provide 15 minute free options and discounted evening and weekend parking rates • Provide discounted rates to motorcycle and hybrid vehicles • Provide well maintained, clean, competitive and secure car parking services to all customers
Overview City Parking manages Council’s on and off-street parking services: • 1071 on-street parking meters covering 8122 parking spaces including parking related information technology systems and meter maintenance • King George Square and Wickham Terrace car parks • temporary and event parking. The effective management of parking in Brisbane supports the city’s economic viability by reinvesting revenue into infrastructure, cheaper parking options and improvement to parking facilities. On-street meter transactions remained steady for the year at approximately 5.23 million, including 415,400 free 15 minute transactions. This has been achieved by improving the solar and battery management systems, resulting in increased reliability, as well as retaining the same fee structure since July 2013. Coin transactions continued to decrease while mobile and credit card payments increased, currently comprising 64% of on-street paid parking transactions. Council partnered with a external partner to further improve mobile payment facilities with a new app that enables customers to pay only for their length of stay.
130 Brisbane City Council | Annual Report 2015-16
Key Highlights « 5.23 million parking meter transactions at 8122 spaces. « Upgrades to both King George Square and Wickham Terrace car parks, including: – LED lighting – replaced analogue CCTV cameras with digital cameras – added PayWave payment option to all automatic pay stations. « No price increase for on-street and off-street parking. « Removal of customer surcharge for mobile payments. « Early bird parking for King George Square Car Park increased by 120% on last financial year to 15,766 users. « Weekend parking for Wickham Terrace Car Park increased by 75.3% last financial year to 22,763 users. Evening parking for King George Square Car Park increased by 76.8% last financial year to 74,835 users. « Improved management of power at parking meters, with a reduction in battery changes by 26%. « Public awareness of the free 15 minute parking option has increased off-street parking vehicle turnover by 81.7% and is helping to support local businesses. It also allows for more loading zones to assist local businesses. « Payment Card Industry Compliance continues to be a strong commitment for both on and off-street facilities, as does value for money competitive parking rates, equitable parking access and the need to investigate new and emerging technologies.
415,400 15 minute free transactions.
Performance – Key results and achievements Annual Performance Plan Report There is a high demand for on-street parking meter spaces, influencing the initiative to provide 15 minute free parking in designated areas. The use of the 15 minute free initiative has increased by 2% on last financial year to 8% of all transactions.
Key results for 2015-16 • An increase of 28% on last financial year for King George Square Car Park usage due to the continuation of the discounted $5 weekend parking rate. • Continued early bird parking promotions at King George Square Car Park has seen an increase of 120% on last financial year. • Completed maintenance works to the King George Square Car Park and LED lighting conversion in both King George Square and Wickham Terrace car parks. • Continued to upgrade CCTV equipment in both King George Square and Wickham Terrace car parks, enhancing safety for patrons and staff. • Ongoing display of student art work on light boxes in King George Square Car Park in conjunction with Queensland University of Technology and Queensland College of Art to improve the aesthetics of the car park at the Roma Street entry.
• On average, 34,617 transactions per month for 15 minute free on-street parking. • Released a new mobile phone-based payment method for all Council-managed metered parking. • Completed trials of new parking signage, including supplementary street signage for traffic areas, enhanced loading zone signage and graphic-based parking signage to reduce confusion and improve compliance with parking restrictions. • On-street parking meter services: − maintained Payment Card Industry (PCI) Compliance − improved power management at parking meters with a reduction in battery changes by 26% − introduced new mobile payment provider, including the removal of the customer surcharge to use the mobile payment option − increased uptake of non-coin payments. Non-coin payments have increased from 55% last financial year to 64% of on-street paid parking transactions − no price increases at parking meters – fees unchanged since July 2013.
An increase of 120% on last financial year in early bird parking for King George Square Car Park.
131 Brisbane City Council | Annual Report 2015-16
Challenges
16,000
14,000
12,000
10,000
8,000
6,000
4,000
2,000
Coin
Released a new mobile phone based payment method for all Council metered parking.
132 Brisbane City Council | Annual Report 2015-16
Inserted
SMS (Mobile)
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-1 5
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There are numerous technologies that can assist with this need, ranging from simple applications for mobile devices through to advanced booking engines where residents and visitors can view parking available, book a space, check rates and even get directions to the car parks.
18,000
g15
The ongoing objective is to find reliable technology which will integrate into into the current system and both King George Square and Wickham Terrace car parks. This technology will need to help manage the available spaces and maximise revenues, while also being userfriendly, convenient and able to contribute to the customer experience.
(Based on operational days and financial months)
l-1
Managing car parking in large cities is a challenge and Brisbane is no exception. As Brisbaneâ&#x20AC;&#x2122;s evolution into a New World City continues, so does the pressure to build more inner city parking. Currently, both King George Square and Wickham Terrace car parks offer cheaper casual parking rates and a number of weekend and evening discounts which are well below our competitorsâ&#x20AC;&#x2122; rates. As a result, the demand for parking in both King George Square and Wickham Terrace car parks is starting to exceed supply, resulting in an increasing need to develop and source various technologies to help manage this demand.
On-street parking services average daily transactions by payment method
Au
Demand for inner city off-street parking
15 min free
Notification of new parking technology coming to the CBD
Simplified parking signs In June 2014, the independent Parking Taskforce (the taskforce) was established, with the aim of better managing parking across Brisbane. This taskforce was made up of representatives from the RACQ, P&Cs (parents and citizens) Queensland, National Retailers Association, Multicap, Taxi Council of Queensland, Transport Workers Union, Queensland Chamber of Commerce and Industry, Parking Australia and Brisbane Transport. The trial of simplified parking signs across Brisbane was one of several successful initiatives to come from the taskforce this financial year. Community consultation indicated that the complexity of some of Brisbane’s parking signs led to some motorists finding them hard to understand. In its review, the taskforce identified an opportunity to trial parking schedule signs based on the innovative work of New York designer Nikki Sylianteng, and it recommended Council investigate simplified parking signage options in Brisbane. This resulted in Council conducting a trial of parking schedule signs to determine their effectiveness and suitability for further use. Seven sites were identified for the trial, based on the number of parking-related complaints, parking infringement notices issued and parking restrictions in place. Prior to the trial’s commencement, Council performed video monitoring at the selected sites to better understand how parking spaces were being used. Council found a significant proportion of motorists were parking in an unlawful manner, including parking in part-time clearways, no stopping zones, bus zones and overstaying parking time limits. The three-month trial commenced in late June 2015 at the following locations:
The results were encouraging, indicating the parking schedule signs were useful in complementing the regulatory signage where two or more restrictions apply. Overall parking compliance improved, the number of motorists unlawfully stopping during bus zone times dropped during a typical weekday, as did the number of motorists unlawfully exceeding the three hour metered parking time limit. An analysis of the video monitoring showed up to 60% improvement in compliance at the trial sites where more than one restriction applied, with a 35% average improvement across all sites. These results suggest a large portion of motorists may have found it difficult to interpret parking signs and were unintentionally breaking the rules. Council also carried out face-to-face surveys with more than 600 motorists to gauge their views on the trial signs. The surveys found that 45% had found it difficult to understand parking signs, 58% thought a parking schedule sign was easier to read than parking signs and 62% thought the supplementary parking schedule signage should complement regulatory parking control signs at complex and unusual parking locations. The trial was deemed a success and Council will roll out an additional 200 parking schedule signs across high-use, inner city locations where parking signs are complex. Council is looking at future sites for supplementary parking signage and is seeking feedback from residents to help identify appropriate sites.
Weekend parking at King George Square Car Park – occupancy comparisons.
• Waterworks Road, Ashgrove (five spaces)
Based on $5 weekend Special
• Elizabeth Street, Brisbane (16 spaces) • Colchester Street, South Brisbane (24 spaces) • Wickham Street, Fortitude Valley (nine spaces) • Alice Street, Brisbane (25 spaces) • Ann Street, Brisbane (21 spaces)
FY15/16 56%
FY14/15 44%
The introduction of parking promotions has led to an increase in parking patronage across weekends.
• Boundary Street, Spring Hill (24 spaces).
133 Brisbane City Council | Annual Report 2015-16
Riverside suburbs, Brisbane
134 Brisbane City Council | Annual Report 2015-16
5
COMMUNITY FINANCIAL REPORT In this section Financial summary Revenue Expenses Assets Liabilities Community equity
Measures of financial sustainability
Rates: Fair and equitable rates and rates concession
135 Brisbane City Council | Annual Report 2015-16
COMMUNITY FINANCIAL REPORT This report summarises Council’s financial position at 30 June 2016 in simple terms. Council continues to maintain best value for money for ratepayers and customers. We maximise resources available for essential initiatives such as roads, public transport, parks and libraries.
Financial summary 2015-16 $2.1 billion revenue $2.67 billion expenditure $21.4 billion assets $2.07 billion liabilities Strong credit rating
Revenue: Where did the money come from? Council received $2.1 billion in revenue and other income. The largest contribution was from rates and utility charges, which totalled $937 million (after discount and pensioner remissions). Total revenue decreased by $104 million (4.7%) from the previous year. Some of the principal movements are listed below. • Rates and utility charges increased by $31 million, mainly due to an increase in the number of rateable properties and increases in general rates. • Donations, contributions, subsidies and grants decreased by $110 million, mainly due to a decrease in funding received from the Australian Government for the Legacy Way project. • Interest received from Queensland Urban Utilities (QUU) decreased by $35 million, mainly due to lower debt balance.
$19.3 billion community equity
Expenses: Where was the money spent?
Delivered $2.67 billion in services and capital works.
Council spent more than $2.67 billion during the year between operations ($2 billion) and capital projects ($0.67 billion). Spending on major projects included: • Moving Brisbane projects: − road network resurfacing and maintenance program $127.6 million − Kingsford Smith Drive upgrade $82 million − bus build $32 million – constructing key bikeway links $27 million − Wynnum Road corridor $17 million − footpath reconstruction $18 million − major traffic improvements (intersections) $16 million.
136 Brisbane City Council | Annual Report 2015-16
• Other major initiatives: − local government systems upgrade $25 million − new public pools $14 million − parks infrastructure improvement program $14 million − bushland acquisition program $14 million. • The primary expense components of each program include: − employee costs − materials and services − depreciation − finance costs − loss on disposal of property and plant equipment − other expenses.
Liabilities: What do we owe? Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the community. The most recent credit review issued by Queensland Treasury Corporation in September 2015 provided Council with a ‘strong’ rating and ‘neutral outlook’. At 30 June 2016, Council’s liabilities totalled $2.07 billion (down from $2.57 billion in 2014-15). This was principally made up of: • loans owing to Queensland Treasury Corporation • amounts owed to suppliers • employee leave entitlements. Council’s debt per capita decreased by 26% between 2014-15 ($1402) and 2015-16 ($1032).
Assets: What do we own? At 30 June 2016, Council’s assets were valued at $21.4 billion. This includes $18.2 billion in property and plant equipment primarily made up of: • infrastructure $12 billion • land $4.2 billion • buildings $752 million
26% debt decrease per capita from $1402 in 2014-15 to $1032 in 2015-16.
• capital works in progress $939 million • plant and equipment $213 million. The amount owed to Council by QUU is now fully repaid following repayment of the second and final tranche of the shareholder loan made by Council when the entity was established in 2010.
137 Brisbane City Council | Annual Report 2015-16
COMMUNITY FINANCIAL REPORT
continued
Community equity Council’s community equity is defined as its net worth – what Council owns, less what it owes. At 30 June 2016, Council’s community equity was $19.3 billion.
Community equity 2003-04 to 2015-16 $ million
Income sources
19,308 20
15
-1
6
19,079 20
14
-1
5
19,017 4 -1 13 20
3 -1 12 20
20
11
-1
2
18,224
18,741
19,227 1 -1 10 20
19,804 0 -1 09 20
18,543 9 -0 08 20
16,747 20
07
-0
8
15,249 7 -0 06 20
-0 05 20
5 -0 04 20
20
03
-0
4
0
6
13,352
10,000
13,696
15,000
10,778
Millions
20,000
How the money was invested
288,676
346,491
36,928
525,904
335,283 936,874
308,235
34,634 37,485 50,763 187,371
248,766
93,180 272,300
Rates and utility charges............................... 936,874 Donations, contributions, subsidies and grants .................................................... 272,300 Fees and charges ......................................... 248,766 TransLink Transit Authority ........................... 308,235 Interest ........................................................... 36,928
1,061,638
Clean, Green and WaterSmart City...............525,904 Moving Brisbane ........................................1,061,638 Future Brisbane ...............................................93,180 Your Brisbane.................................................187,371 Public Health and Safety .................................50,763 Economic Development..................................37,485
Other revenue .............................................. 288,676
Customer Focus ..............................................34,634
Total ...................................................... 2,091,779
City Governance............................................335,283 External business...........................................346,491 Total ...................................................... 2,672,749
138 Brisbane City Council | Annual Report 2015-16
Measures of financial sustainability The City of Brisbane Regulation 2012 requires that Council reports its results for the financial year against selected financial sustainability ratios. The ratios, definitions and Council’s results at 30 June 2016 are stated below.
Actual – Consolidated
Actual – Council
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
0.2%
0.6%
Asset sustainability ratio*
Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense of infrastructure assets
66.7%
66.7%
Net financial liabilities ratio
Total liabilities less current assets divided by total operating revenue (excluding capital items)
75.5%
83.1%
Ratio
How the measure is calculated
Operating surplus ratio
* The asset sustainability ratio above includes infrastructure renewal expenditure and depreciation associated with infrastructure assets. This aligns with the ratio of the same name included in the current year Financial Sustainability Statement.
Council’s current year Financial Sustainability Statement, the related Auditor-General’s report and Council’s long-term financial sustainability statement are located at the end of Council’s Annual Financial Statements in this report.
Rates: Fair and equitable rates and rates concessions Council ensures fair and equitable rates for all Brisbane ratepayers. This is achieved by: • complying with the requirements for Australian and Queensland legislation when making and levying rates, including National Competition Policy legislation where applicable
In 2015-16, the average rates price increase for owneroccupied residential properties was 2.5%. Council offers a range of rates concessions in support of a fair and equitable rates system. Council is guided by the following principles when applying rates concessions:
• applying the principle of ‘user pays’, where appropriate, when making charges to minimise the impact of these charges on the efficiency of the local economy
• equity by reference to the value or quality of land
• equity by reference to the value or quality of land
• transparency by making clear the requirements necessary to receive concessions
• being transparent in the making and levying of rates and charges • clearly communicating the responsibilities of Council and ratepayers in regard to rates and charges • timing the levy of rates to take into account the financial cycle of local economic activity, in order to help with the smooth running of the local economy
• the same treatment for ratepayers with similar circumstances
• flexibility to allow Council to respond to local economic issues • responsiveness to community expectations of what activities should attract assistance from Council.
• having a rating regime that is efficient to administer.
139 Brisbane City Council | Annual Report 2015-16
In 2015-16, Council offered various rates concessions. • A discount of $60 per year for owner-occupied residential properties was granted where the full payment of all rates and charges, including arrears and interest, was made within 30 days of issue of rates notices. • Remissions on pensioner-owned land (in addition to the Queensland Government’s 20% subsidy), on application to Council: − pensioners receiving the maximum pension were eligible to receive 40% remission on rates and charges up to $924 per year − pensioners receiving a partial pension were eligible to receive 20% remission on rates and charges up to $431 per year. • Remissions for environmentally sensitive land – owners of properties who had signed either a Voluntary Conservation Agreement or Land for Wildlife Agreement with Council were remitted the Bushland Preservation Levy in full.
• Rate capping was granted on general rates for residential owner-occupied properties at 7.5% and for commercial/ non-residential properties in the ‘CBD Frame’ rating categories at 5%. Any increase in general rates was limited to a maximum of the respective percentages on the previous year’s general rates. Where an increase in general rates would otherwise have exceeded the relevant percentage, Council granted the amount in excess as a remission. Rate capping for residential owner-occupiers is known as an ‘owner-occupier remission’. • General rates exemptions – granted to properties used for public, religious, charitable or educational purposes that conformed to the criteria set out in the annual resolution of rates and charges. • Council is the only local government in South East Queensland that has provided remissions on pensioner water and wastewater utility charges. Pensioners receiving the maximum pension were eligible for a remission of $472 per year. Pensioners receiving a part pension were eligible for a remission of $236 per year.
Remissions for water and rates provided to pensioners totalled $32,988,726.
140 Brisbane City Council | Annual Report 2015-16
Brisbane Botanic Gardens Mt Coot-tha
141 Brisbane City Council | Annual Report 2015-16
Kangaroo Point Cliffs Park
142 Brisbane City Council | Annual Report 2015-16
CORPORATE GOVERNANCE In this section Risk management Assurance services and ethical standards Ethical Standards Corporate Security Brisbane City Council Audit Committee Complaints management Right to Information Privacy and access requests National Competition Policy Code of Conduct
6 143 Brisbane City Council | Annual Report 2015-16
CORPORATE GOVERNANCE Brisbane City Council demonstrates best governance practice in local government. Effective corporate governance helps ensure Brisbane’s sustainability and liveability. For Council, this involves open and transparent adherence to legislation, policies, processes and practices to ensure effective direction-setting and decision-making, efficient delivery of services and sustainable development and management. Brisbane City Council demonstrates good governance through: • support for elected representatives • compliance with legislation • engagement with the community • planning and reporting • financial management • management of risk • procurement practices • internal controls • human resource management practices. Council recognises transparent, accessible and timely reporting as a key element of good governance. The City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 also place obligations on Council to disclose particular matters and to report on Council’s performance through its Annual Report. This Annual Report incorporates reporting and disclosures including:
• Council’s annual financial statements, current year and long-term financial sustainability statements and associated Auditor General’s reports (in Annual Financial Statements) • reporting on Council’s performance in implementing its Annual Plan across core program areas and business units (in Progress and Performance sections) • a community financial report, including a summary of concessions for rates and charges granted (in Community Financial Report) • information about Council’s risk management practices (in this section) • Council’s expenditure on grants to community organisations (in Disclosures) • details regarding application of councillors’ discretionary funds (in Disclosures) • a summary of Council’s internal audit report (in this section) • information about Council’s management of complaints (in this section). • information regarding: − Councillors’ remuneration, expenses and attendance at meetings (in Disclosures) − overseas travel by councillors or Council officers (in Disclosures)
• an assessment of Council’s performance in implementing its Corporate Plan (see Corporate Plan scorecard)
− the remuneration of senior contract employees (in Disclosures)
• an overview of Council’s strategic planning framework
− information regarding competitive neutrality complaints, investigation notices and any related decisions by Council (in this section)
• an overview of Council’s long-term planning and strategy to ensure financial sustainability
− a list of registers maintained by Council (in Disclosures) − a statement of actions taken to implement the Public Sector Ethics Act 1994 (in this section).
144 Brisbane City Council | Annual Report 2015-16
Risk management Council’s risk management practices contribute to the city’s liveability and sustainability by avoiding, minimising and managing risks that may affect the community and visitors. Effective risk management practices also contribute to the city’s economic growth by aiding the successful delivery of major infrastructure projects. Council has developed a set of risk management tools to assess business risks, as well as the risks associated with particular activities such as community events or environmentally sensitive works. Council’s risk management framework is based on International Standard ISO 31000:2009. Council continually updates its risk management plans. These include plans for operations and new business ventures, and for major initiatives such as infrastructure and information and communication technology (ICT) projects. Each Council division has a business risk profile with strategies to minimise and manage identified issues. These profiles inform twice-yearly reviews of Council’s corporate risk profile. The corporate risk profile provides the foundation for effective risk management. In high risk matters, Council maintains programs with measures in place to ensure compliance with Queensland and Australian government legislation and standards, as well as with internal policies, procedures and guidelines. These compliance programs are measured against the elements of the Australian Standard for Compliance AS3806 and results are reported to the Corporate Risk Management Committee. Council’s Corporate Risk Management Committee consists of the Chief Executive Officer (CEO), senior Council executives and an independent member. The committee regularly reviews strategic risks, compliance programs and internal processes and provides high level advice to ensure Council achieves its risk management goals.
Assurance services and ethical standards The Chief Internal Auditor heads the Assurance Services and Ethical Standards branch, which brings together the Assurance Services and Ethical Standards units to optimise Council’s internal audit and control functions. This helps ensure Council continues to maintain the highest standards of transparency, openness and accountability. The Chief Internal Auditor is directly responsible to the CEO and Council’s Audit Committee, and is professionally independent of any other officers or divisions of Council. Assurance services The Assurance Services unit delivers Council’s internal audit function. It provides independent assurance that Council’s policies, operations, systems and procedures meet appropriate standards of effectiveness, efficiency, propriety, regulatory requirements and good business practice, while adequately recognising and managing risk, and complying with internal policies. Assurance Services operates in accordance with the Brisbane City Council Assurance Services Charter, which is reviewed and endorsed by the Audit Committee each year. The Charter authorises appropriate access to all functions, records, property and personnel within Council, as well as direct access to the Chair and independent members of the Audit Committee. Assurance Services provide a broad range of functions in line with International Standards for the Professional Practice of Internal Auditing and best practice, including: • operational reviews • financial reviews • compliance reviews • change management reviews • information systems and security reviews • data analysis • a comprehensive program of continuous assurance.
145 Brisbane City Council | Annual Report 2015-16
CORPORATE GOVERNANCE
continued
Assurance Services applies a risk management approach to strategic planning, assignment planning, fieldwork and reporting, and works closely with the corporate risk management function to ensure appropriate coverage across Council. During 2015-16, Assurance Services completed 44 reviews across all divisions and provided ad-hoc advice to managers on a range of issues. For 2015-16, the Chief Internal Auditor provided the CEO with an opinion on the effectiveness of Council’s system of internal control stating:
“The reviews undertaken by Assurance Services in 2015-16 did not indicate any systemic breakdown of internal controls that would preclude management or the Audit Committee from relying on Council’s key internal controls.” “Of the 44 reviews undertaken by Assurance Services, 33 reviews had satisfactory overall control ratings. Management took immediate action to correct all significant issues raised in all reviews and mitigation strategies are in place. In addition, the Queensland Audit Office has not raised any material control deficiencies.” “Accordingly, based on the work performed by Assurance Services and other information available to me, I conclude that there is an effective system of internal control across Council’s operations.” In accordance with International Standards for the Professional Practice of Internal Auditing, a Quality Assessment Review of Assurance Services is carried out on a five-yearly basis by the Institute of Internal Auditors Australia. The most recent review, reported in 2013, found that: “Assurance Services at Brisbane City Council is operating effectively. There was general conformance to the Standards and the IIA Code of Ethics. This is the top rating that can be given.” Assurance Services achieved the highest available rating against each of the quality assessment objectives.
146 Brisbane City Council | Annual Report 2015-16
Ethical Standards The Ethical Standards Unit provides advice and assistance to Council management on the control of fraud and corruption via Council’s Fraud and Corruption Control Plan. The unit investigates reported or suspected instances of fraud and other serious crime and misconduct in Council, and maintains a focus on raising awareness of Council values and encouraging ethical behaviour. Ethical Standards received a total of 308 individual matters during the period 1 July 2015 to 30 June 2016. Following assessment, 28 (37 allegations) complaints were considered to be Crime and Corruption Commission (CCC) related. A further 61 matters (71 individual allegations) were deemed to require formal investigation by the Ethical Standards Unit. These matters were reported to the CCC via the CCC’s case management system ‘Compass’. Ethical Standards also provided investigative assistance to several regional councils as well as to the Queensland Police Service (QPS) and the CCC. Ethical Standards continued to deliver organisation-wide training in Council’s Code of Conduct, as well as other ethicsrelated and investigation training programs, together with briefings to international visitors and presentations to the Corruption Prevention Network of Queensland. In 2015-16, the unit conducted 22 employee training/awareness sessions and three two-day team courses attended by approximately 40 staff. The Ethical Standards Unit also provided training assistance to both the Gold Coast City Council and the Mackay Regional Council.
Corporate Security Corporate Security is Council’s centre-led security office and asset owner of Council’s physical security asset portfolio. It provides security risk management advice, governance and support to all areas of Council, covering security strategies, planning, project delivery and staff security awareness. Corporate Security is responsible for advising management on Council’s preparedness to meet changes in technology, alongside local and global threats related to the security of the organisation’s physical assets and personnel. Among its network of private and public sector agencies, Corporate Security works closely with the QPS and Queensland and Australian government departments. Corporate Security is responsible for the design and implementation of security solutions for Council facilities and significant facility refits and for managing Council’s securityrelated contracts and physical security inspections. Corporate Security completed 18 security risk reviews in 2015-16 and continued to implement strategies defined within Council’s Security Master Plan. This included the consolidation of asset ownership for Council’s security portfolio and enhancements to the Security Operations Centre’s capabilities, alongside ensuring that Council’s systems meet the needs of today and the future. Corporate Security continued to implement the citywide CCTV utilisation strategy involving public and private sectors, benefiting event and disaster management for the city.
Brisbane City Council Audit Committee Council’s Audit Committee oversees the organisation’s audit, control and risk management functions. The main responsibilities of the Audit Committee are to help the organisation ensure: • management maintains adequate internal controls to achieve operational and strategic goals and to ensure compliance with laws, regulations, internal policies and financial reporting obligations • Council entities, business systems and processes operate with economy, efficiency and effectiveness • key business risks are effectively managed • the annual Assurance Services Plan is sufficiently comprehensive to assess major risks and internal controls • internal and external audit processes are effective. The Chairman of the Audit Committee is independent of Council. As at 30 June 2016, the Audit Committee membership comprised: • Paul Shipperley, independent chairman • Mitchell Petrie, independent member • Carolyn Barker, representative of Brisbane Transport Advisory Board • Neil Hatherly, representative of Field Services Group Advisory Board • Colin Jensen, CEO, observing member • Pip Hold, Executive Manager, Office of the Lord Mayor and CEO, observing member • Andrea Kenafake, Divisional Manager, City Planning and Sustainability, observing member • Greg Evans, Divisional Manager, Organisational Services, observing member • Paul Oberle, Chief Financial Officer, observing member.
147 Brisbane City Council | Annual Report 2015-16
CORPORATE GOVERNANCE
continued
Andrew MacLeod, Chief Internal Auditor, and representatives of the Queensland Audit Office (QAO) also attend committee meetings as observers. Ordinary meetings of the Audit Committee are held quarterly and additional meetings are convened at appropriate times each year to focus on risk management and draft Annual Financial Statements. The committee maintains close communication with the audit committees of Council’s subsidiary entities, including the City of Brisbane Investment Corporation and Brisbane Marketing. The Brisbane City Council Audit Committee undergoes an annual structured self-assessment as part of its strategy for maintaining the highest standards of professional practice. The Queensland Audit Office (QAO) The QAO continued to provide independent audit services to Council during 2015-16. The QAO supports the Queensland Auditor-General in providing parliament with an independent assessment of the financial management of public sector entities. The Auditor-General certifies Council’s Annual Financial Statements and in order to do so continuously reviews and assesses the internal control environment surrounding Council’s financial practices. The QAO liaises closely with Council’s Assurance Services unit as well as Corporate Finance and provides advice to the Brisbane City Council Audit Committee.
Complaints management In excess of 1.3 million contacts were made with Council over the course of the 2015-16 financial year. Of these, a small proportion may be classified as complaints – about roads, footpaths, neighbourhood issues, transport timetables, library hours, infringement notices and similar, or the performance of Council in addressing such complaints. Council is committed to managing customer feedback and ensuring all complaints are dealt with in the most effective and efficient manner. Council has developed processes for dealing with complaints in key areas which, together with the complaints management policy, form Council’s complaints management framework. Council deals with complaints at the local level where possible and, in some cases, provides an avenue of independent review. Council’s complaints management policy does not preclude customers approaching any of Council’s political representatives directly with a complaint, or with any other kind of feedback. Council’s customers may also, at any time, refer their matter of concern to an external agency, such as the Queensland Ombudsman or the CCC. A copy of the complaints management policy is available on Council’s corporate website, www.brisbane.qld.gov.au Administrative action complaints Council has developed a procedure for dealing with and resolving administrative action complaints, a copy of which is also available on Council’s corporate website. This ensures not only consistency and fairness of treatment of complaints about administrative actions, but also enhances the community’s confidence in Council’s complaint handling process. Section 179 of the City of Brisbane Regulation 2012 requires Council to report on the performance of Council in resolving administrative action complaints. At the commencement of the 2015-16 financial year, 94 administrative action complaints were carried over from the previous year. A total of 3975 administrative actions were received during the 2015-16 financial year. Of this combined figure of 4069, the number of administrative action complaints resolved during the financial year was 4005, leaving only 64 still to be resolved.
148 Brisbane City Council | Annual Report 2015-16
Office of Disputes Commissioner The Office of the Disputes Commissioner is an independent office within Council that reviews complaints about infringement notices issued by Council. The office is responsible for ensuring fair outcomes are delivered without the need for complainants to resort to the court system. The Office of the Disputes Commissioner also contributes to the improvement of Council services by identifying systemic issues and making recommendations to the relevant areas of the organisation. The Office of the Disputes Commissioner has the ability to waive or uphold infringement notices and address complaints related to infringement notices regarding: • parking • malls
Right to Information and Information Privacy access requests Processing of Right to Information (RTI) and Information Privacy (IP) access applications is prescribed by the Right to Information Act 2009, the Right to Information Regulation 2009 and/or the Information Privacy Act 2009 and the Information Privacy Regulation 2009. In the 2015-16 financial year, Council received 409 RTI and IP access applications. The estimated salary cost for processing these applications was $248,629. This includes $223,458 in labour costs for RTI unit employees, plus $25,171 (estimated) for other officers throughout Council who have searched for and provided documents.
• animals • pools • signage • environment • vegetation • water. During 2015-16, 2306 complaints were raised with the Office of the Disputes Commissioner. A total of 2707 complaints were processed within the 2015-16 year, including complaints carried over from 2014-15. There are 180 complaints to be carried forward to 2016-17.
149 Brisbane City Council | Annual Report 2015-16
CORPORATE GOVERNANCE
continued
National Competition Policy In April 1995, the Australian Government and all states and territories agreed to the implementation of a National Competition Policy (NCP). The policy represents a commitment from governments to reduce restrictions to competition to enhance the overall efficiency of Australia’s economic performance. At the local government level, the underlying philosophy is to improve service delivery efficiency and reduce costs to both government and the community through competitive neutrality, while removing any competitive advantage enjoyed by Council purely due to its nature.
Annual review of business activities
Business activities identified as significant under thresholds set by legislation need to be either commercialised or have full cost pricing applied to them, under the NCP principles.
Commercialisation to:
In addition, the Code of Competitive Conduct needs to be applied to smaller business activities.
Each year, Council is required to identify significant activities which may be subject to the NCP, undertake public benefit assessments and consider the application of reform options. As required under the City of Brisbane Act 2010, an annual review of Council’s larger business activities was conducted. No new significant business activities were identified. Annual resolution After its review, Council resolved to continue to apply: • Brisbane Transport • City Parking. Full-cost pricing to: • Waste and Resource Recovery Services
Competitive neutrality complaints
• Civil Construction and Maintenance Operations
Complaints may be made only about business activities to which competitive neutrality reforms apply, such as where business activities have been subjected to corporatisation, commercialisation, full-cost pricing or the Code of Competitive Conduct. Only competitors or prospective competitors may make complaints.
• Urban Amenities.
Under the City of Brisbane Regulation 2012, complaints may be made in writing to Council or to the Queensland Competition Authority (QCA). If Council receives a complaint it must pass the complaint on to the QCA. The QCA must investigate and report on the complaint. The report must be given to Council, which must decide by resolution whether to implement the recommendations in the QCA report. Council is not aware of any competitive neutrality complaints received in 2015-16.
These services form part of the Field Services Group in Council. Code of Competitive Conduct to: • Brisbane City Cemeteries • City Projects Office • Golf Courses • Sports and Aquatic Centres • Asset Portfolio Management • City Hall Precinct. Significant business activities and application of competitive neutrality principle Brisbane City Council’s Annual Financial Statements for 2015-16 contain details in relation to Council’s significant business activities and the application of the competitive neutrality principle. Tax equivalents Brisbane Transport and City Parking completed returns under the State Tax Equivalents regime as commercialised business activities of Council.
150 Brisbane City Council | Annual Report 2015-16
Code of Conduct In accordance with the Public Sector Ethics Act 1994 (Queensland) Council’s Code of Conduct was refreshed in 2014. The Code of Conduct includes the Queensland Public Sector ethics principles and values for public sector entities and public officials. It is available to all employees on Council’s intranet and in hardcopy on request. Council employees are supplied with a copy of the Code of Conduct with their letter of offer and terms and conditions of employment. As part of the induction process, employees receive initial training and education in ethics principles and values for public officials, as well as their obligations under the Code of Conduct. Ongoing training is provided via an online Code of Conduct training module and face-to-face sessions are provided on request by work areas, or in response to an identified need. Council’s Code of Conduct is available for inspection and printing by members of the public on Council’s corporate website. Council’s administration procedures and management practices are prepared by officers having proper regard to the Public Sector Ethics Act 1994 (Queensland), the ethics obligations of public officials, and the Code of Conduct.
151 Brisbane City Council | Annual Report 2015-16
Story Bridge at night
152 Brisbane City Council | Annual Report 2015-16
7
DISCLOSURES In this section
Councillor remuneration Councillor expenses reimbursement
Councillor attendance, suspensions, conduct and complaints
Executive remuneration Overseas travel
Registers kept by Council Land, reserves and controlled roads
Grants to community organisations Councillorsâ&#x20AC;&#x2122; discretionary funds
153 Brisbane City Council | Annual Report 2015-16
DISCLOSURES Background The Annual Report describes Council’s achievements, performance and financial position for the past financial year. It also discloses a body of governance and statutory material. Council is committed to transparency, openness and accessibility. The City of Brisbane Act 2010 and City of Brisbane Regulation 2012 reinforce Council’s commitment of transparency in disclosure of matters regarding councillors, remuneration of councillors and executives, overseas travel, grants to community organisations and application of councillors’ discretionary funds.
Councillor remuneration The base rate of a councillor is set in accordance with the Councillor Remuneration Policy (Council Resolution 17/2013-14) and, as at 30 June 2016 is $150,134. This base rate is used to calculate the differential rates of salary as awarded to the different classes of office.
Councillor remuneration as at 30 June 2016
Position
Relativity to base rate
Salary
Other benefits (includes superannuation)
Total fixed remuneration (salary plus superannuation)
Councillor
17
100%
$150,134
$30,027
$180,161
Leader of the Opposition
1
110%
$165,148
$33,030
$198,178
Chairman of Council
1
125%
$187,667
$37,533
$225,200
Committee Chairman
6
125%
$187,667
$37,533
$225,200
Deputy Mayor
1
130%
$195,174
$39,035
$234,209
Lord Mayor
1
165%
$247,722
$49,544
$297,266
154 Brisbane City Council | Annual Report 2015-16
• Superannuation contributions for councillors must at least meet prevailing federal superannuation guarantee legislation, set at 9.5% in 2015-16. • Councillors received an additional 10.5% superannuation. • The Lord Mayor receives an Expense of Office allowance of $93,070. • The Leader of the Opposition and Chairmen each receive an Expense of Office allowance of $18,956. • Councillors are entitled to the use of a Council vehicle with a recommended retail price of up to and including $40,000. • The Leader of the Opposition and Chairmen are entitled to the use of a Council vehicle with a recommended retail price of up to and including $46,000. • The Lord Mayor is entitled to the use of a Council vehicle with a recommended retail price of up to and including $72,000. Information on Council’s committees, including committee membership and key responsibilities, is available by visiting www.brisbane.qld.gov.au
Councillor expenses reimbursement Section 178 of the City of Brisbane Regulation 2012 requires that the Annual Report contain information concerning Councillors’ expenses and facilities. Council’s Councillor Expenses Reimbursement Policy below describes these.
AP032 Councillor Expenses Reimbursement Policy Overview This document outlines Council’s policy concerning: (a) payment of reasonable expenses incurred, or to be incurred, by councillors for discharging their duties and responsibilities as councillors and (b) provision of facilities to councillors for that purpose. Applicability This policy applies to all Brisbane City Council Councillors.
This policy is supported by Authorised Ward Budget Guidelines. Principles This policy is consistent with the local government principles of: • transparent and effective processes and decision making in the public interest • good governance of, and by, local government • ethical and legal behaviour of councillors and local government employees. Policy General Councillors should be equipped with adequate and appropriate facilities to enable them to represent their ward and the City of Brisbane. Additionally, councillors should not be financially disadvantaged when carrying out the requirements of their role and should be fairly and reasonably reimbursed in accordance with statutory requirements and community expectations. Any party political activities undertaken by councillors or their staff will not be reimbursed. AP176 Councillors Publicity Material Policy and CC026 Marketing, Communication and Advertising Policy provide definitions and guidance on this topic. Failure to comply with this policy and with the policies, guidelines and procedures referred to in this policy, may constitute inappropriate conduct, misconduct or official misconduct. Payment of expenses The payment and/or reimbursement of expenses shall be for the actual cost of items or services required for legitimate Council business use only. Spouses, partners and family members of councillors are not entitled to reimbursement of expenses, or to the use of facilities, allocated to councillors. Responsibility and accountability for all Council businessrelated expenditure rests with the councillor who incurred the expense. It is the responsibility of councillors to ensure that all proposed expenditure meets the following Council policies, guidelines, and procedures:
155 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
• AP061 Travel
Office facilities – Committee Chairpersons
• AP181 Entertainment and Hospitality Policy • AP176 Councillors Publicity
In addition to a ward office, Council will provide a committee chairperson’s office.
• Material Policy
Office facilities – Leader of the Opposition
• AP043 Councillors Business
In addition to a ward office, Council will provide a Leader of the Opposition’s Office.
• Card Procedure • CC026 Marketing, Communication and Advertising Policy.
Office facilities – Deputy Mayor
a) The Lord Mayor, or
If the Deputy Mayor is not a committee chairperson, then, in addition to a ward office, Council will provide a Deputy Mayor’s Office.
b) Chairperson of Finance, Economic Development & Administration Committee, or
If the Deputy Mayor is a committee chairperson, then he or she will occupy the Committee Chairperson’s Office.
Councillors shall immediately provide information on their expenditure upon request from:
c) Councillor Support. All councillor expenses will be published in Council’s Annual Report as per the requirements of section 178 City of Brisbane Regulation 2012. Facilities Councillors will be provided with an appropriately equipped ward office distinct from their residence, in which to conduct their work on behalf of Council and their constituents. Standard equipment will be provided for each office. All councillors will be provided with a fully maintained Council vehicle. Additionally, the Lord Mayor will be provided with a chauffeur driven vehicle. Office facilities – Councillors a) Council will provide a ward office in every Council ward. b) Council will provide an area or areas external to, and close to, the Council Chamber for use by all councillors.
156 Brisbane City Council | Annual Report 2015-16
Office facilities – Lord Mayor Council will provide an appropriate suite of rooms for the Lord Mayor. A Committee Chairperson’s Office, the Leader of the Opposition’s Office, the Deputy Mayor’s Office (in the case where the Deputy Mayor is not a committee chairperson), and rooms for the Lord Mayor will be located either in the public office of Council, or in Brisbane City Hall, or in such other building as may be occupied by the Council Chamber.
Councillor attendance at 2015-16 Council meetings pre-election Number of meetings attended out of the number of meetings held
Ward
Councillor
Lord Mayor
Cr Graham Quirk
15/15
Bracken Ridge
Cr Amanda Cooper
15/15
Central
Cr Vicki Howard
15/15
Chandler
Cr Adrian Schrinner
14/15
Deagon
Cr Jared Cassidy
12/12
Deagon
Cr Victoria Newton
Doboy
Cr Ryan Murphy
15/15
Enoggera
Cr Andrew Wines
15/15
Hamilton
Cr David McLachlan
15/15
Holland Park
Cr Ian McKenzie
14/15
Jamboree
Cr Matthew Bourke
15/15
Karawatha
Cr Kim Marx
15/15
Macgregor
Cr Steven Huang
15/15
Marchant
Cr Fiona King
14/15
McDowall
Cr Norm Wyndham
14/15
Moorooka
Cr Steve Griffiths
14/15
Morningside
Cr Shayne Sutton
15/15
Northgate
Cr Kim Flesser
15/15
Parkinson
Cr Angela OwenTaylor
15/15
2/2
Pullenvale
Cr Margaret de Wit
12/15
Richlands
Cr Milton Dick
14/15
Tennyson
Cr Nicole Johnston
15/15
The Gabba
Cr Helen Abrahams
15/15
The Gap
Cr Steven Toomey
15/15
Toowong
Cr Peter Matic
15/15
Walter Taylor
Cr Julian Simmonds
14/15
Wishart
Cr Krista Adams
15/15
Wynnum Manly
Cr Peter Cumming
15/15
Comments
Commenced 18 August 2015 via appointment of Council Resigned 17 August 2015
Councillor Margaret de Wit was absent from Council with the consent of the Council Chamber while undertaking Australian Local Government Association and Local Government Association of Queensland duties.
157 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillor attendance at 2015-16 Council meetings post-election Number of meetings attended out of the number of meetings held
Ward
Councillor
Lord Mayor
Cr Graham Quirk
13/13
Bracken Ridge
Cr Amanda Cooper
13/13
Calamvale
Cr Angela Owen
13/13
Central
Cr Vicki Howard
12/13
Chandler
Cr Adrian Schrinner
13/13
Coorparoo
Cr Ian McKenzie
13/13
Deagon
Cr Jared Cassidy
13/13
Doboy
Cr Ryan Murphy
12/13
Enoggera
Cr Andrew Wines
12/13
Forest Lake
Cr Charles Strunk
12/13
Hamilton
Cr David McLachlan
12/13
Holland Park
Cr Krista Adams
13/13
Jamboree
Cr Matthew Bourke
13/13
Macgregor
Cr Steven Huang
13/13
Marchant
Cr Fiona King
12/13
McDowall
Cr Norm Wyndham
12/13
Moorooka
Cr Steve Griffiths
12/13
Morningside
Cr Shayne Sutton
13/13
Northgate
Cr Adam Allan
13/13
Paddington
Cr Peter Matic
13/13
Pullenvale
Cr Kate Richards
13/13
Runcorn
Cr Kim Marx
12/13
Tennyson
Cr Nicole Johnston
13/13
The Gabba
Cr Jonathan Sri
13/13
The Gap
Cr Steven Toomey
13/13
Walter Taylor
Cr Julian Simmonds
12/13
Wynnum Manly
Cr Peter Cumming
13/13
158 Brisbane City Council | Annual Report 2015-16
Comments
Formerly known as Cr Angela Owen-Taylor
Orders made about Councillorsâ&#x20AC;&#x2122; conduct during Council or Committee meetings Councillor
Date
Suspension period
Reason
Nicole Johnston
4 August 2015
Remainder of the meeting
Disorderly conduct
Nicole Johnston
25 August 2015
Noted in the minutes
Disorderly conduct
Steve Griffiths
25 August 2015
One hour
Disorderly conduct
Steve Griffiths
25 August 2015
Noted in the minutes
Disorderly conduct
Kim Flesser
15 September 2015
Noted in the minutes
Disorderly conduct
Nicole Johnston
10 November 2015
Noted in the minutes
Disorderly conduct
Nicole Johnston
10 November 2015
Remainder of the meeting
Disorderly conduct
Nicole Johnston
3 May 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
10 May 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
31 May 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
31 May 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
22 June 2016
Noted in the minutes
Disorderly conduct
Shayne Sutton
22 June 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
23 June 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
23 June 2016
Noted in the minutes
Disorderly conduct
Nicole Johnston
23 June 2016
Noted in the minutes
Disorderly conduct
159 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillor conduct The City of Brisbane Act 2010 (CoBA) sets out the process to be followed if Council receives a complaint about the conduct or performance of a councillor in carrying out their official duties. This process assists in providing transparency and accountability through good governance. It holds councillors accountable for upholding standards of behaviour. Section 178 of the City of Brisbane Regulation 2012 requires Council to report on the following each financial year:
Number of orders and recommendations made under section 183(2) or (4) of the CoBA 2010
0
Number of orders made under section 186A of the CoBA 2010
13
Complaints relating to Councillor conduct
Number of complaints where no further action was taken as the complaint was assessed by the CEO as being frivolous or vexatious or lacking in substance under section 180(2) of the CoBA 2010
4
Number of complaints assessed by the CEO as being about misconduct or inappropriate conduct and referred to the Brisbane City Council Councillor Conduct Review Panel under section 180(3) of the CoBA 2010
0
Number of complaints assessed by the CEO as being about possible official misconduct
0
Number of complaints heard by the Brisbane City Councilâ&#x20AC;&#x2122;s Councillor Conduct Review Panel
0
Number of complaints assessed by the CEO as being about another matter under section 180(5) of the CoBA 2010
1
Councillors for whom an order or recommendation was made under section 183 of the CoBA 2010 were:
Councillor
Description of the misconduct or inappropriate conduct or disorderly conduct
Not Applicable
160 Brisbane City Council | Annual Report 2015-16
Summary of the order or recommendation
Executive remuneration as at 30 June 2016 The associated data indicates the total fixed remuneration being paid to senior officer and executive service employees as at 30 June 2016.
Total Fixed Remuneration Range ($) 100,000-199,999
81
200,000-299,999
58
300,000-499,999
10
500,000+
1
Total fixed remuneration for these employees represents the sum of salary and superannuation.
Overseas travel In 2015-16, the overseas travel below was made by councillors or Council employees.
Name
Position
Destination
Purpose
Cost Air Fares: $8834.66 Accommodation: $2378.51 Conference Fees: $100.00 Public Transport: $34.89
Advance: $639.63 Allowance: $650.00 Taxis: $104.00 Meals: $66.14
Arron Lee
Manager
Germany
Study tour into German waste management governance and IFAT 2016 attendance
Andrew MacLeod
Chief Internal Auditor
Canada
Institute of Internal Auditors (IIA) Global Ethics Committee Meeting
Conference Fees: $1950.00
Umur Natus-Yildiz
Senior Project Manager
Germany
Study tour into German waste management governance and IFAT 2016 attendance
Air Fares: $8834.66 Accommodation: $2378.51 Conference Fees: $100.00 Meals: $349.09
Advance: $645.37 Allowance: $650.00 Car Hire: $808.90 Taxis: $135.41
Neil Padley
Executive Manager
New Zealand
Shared Services and Outsourcing Network (SSON) Conference
Air Fares: $1235.00 Taxis: $114.23
Allowance: $100.00
Martin Reason
Infrastructure Coordination and Urban Design Manager
Chile
Attended Chilean Construction Bank Conference at the invitation of the Planning Institute of Australia
Allowance: $250.00
161 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Registers kept by Council Council maintains the following registers.
Legislative requirement Animal Management (Cats and Dogs) Act 2008 • Dog registry.
Land Protection (Pest and Stock Route Management) Act 2002 • Register of pest control and entry control notices issued.
Building Act 1975 • Register of buildings for which development approval has been given and a random inspection conducted every three years. • Register of exemptions granted from fencing outdoor swimming pools. • Register of section 251 notices given. City of Brisbane Act 2010 and City of Brisbane Regulation 2012 • Register of cost-recovery fees. • Asset register. • Local laws register. • Roads map and register. • Delegations register. • Register of business activities to which the competitive neutrality principle applies. • Register of interests (maintained by the CEO) of (a) councillors, (b) senior contract employees, and (c) a person who is related to a councillor or senior contract employee. • Register of interests (maintained by the Lord Mayor) of (a) the Chief Executive Officer, and (b) a person who is related to the CEO. Environmental Protection Act 1994 • S540 Register.
162 Brisbane City Council | Annual Report 2015-16
Plumbing and Drainage Act 2002 • Register of installed on-site sewerage and greywater use facilities. • Register of backflow devices. • Register of onsite domestic sewerage treatment systems. Queensland Heritage Act 1992 • Register of local heritage. Standard Plumbing and Drainage Regulation 2003 • Register of testable backflow prevention devices. Statutory Bodies Financial Arrangements Act • Register of Treasurer approvals. Sustainable Planning Act 2009 • Register of development applications made to Council. • Register of show cause and enforcement notices issued for offences under the Sustainable Planning Act 2009. • Adopted Infrastructure Charges register. • Register of resolutions about land liable to flooding.
Land, reserves and controlled roads Local Laws
Reserve land
Meetings Local Law 2001
During 2015-16 Council held in trust the following land:
• Register of attendance at Council meetings. Natural Assets Local Law 2003 • Register of protected vegetation.
To view any of the above listed registers, contact Council on (07) 3403 8888.
• State owned land – 51,468,359 m2 • land under Deed of Grant – 1,475,684 m2.
Roads Council’s Road Surface Inventory System reported the following details as at 30 June 2016: • length of constructed and formed roads in the Brisbane City Council area – 5706 km. This includes 23.8 km of private constructed roads • unconstructed and unformed roads – 32 km. Total length – 5738 km Council has agreements with the Queensland Department of
Transport and Main Roads to maintain some footpath areas
along state controlled roads.
There are roads that Council does not ‘own’ but does control –
private roads and the footpaths as described above.
Typically, the non-Council roads are maintained by their
respective owner(s).
163 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Grants to community organisations Council’s grants program supports a range of community organisations and activities. Included are:
• housing support grants • men’s shed grants
• citywide multicultural, community and signature festivals
• crime prevention grants
• sports and recreation grants
• grants directed at particular community groups including seniors and youth.
• artist and history grants • access and inclusion grants • community development grants • community environmental and sustainability grants • community conservation and assistance program
164 Brisbane City Council | Annual Report 2015-16
In 2015-16 community grants totalled more than $7.9 million. The Lord Mayor’s Suburban Initiative Fund is an allocation of funding for each councillor to apply to eligible activities.
Councillors’ discretionary funds – pre-caretaker period
Project summary
Amount approved
121 Regional Cadet Unit Inc. − Wynnum Manly
Purchase of camping and navigational equipment
$2,000.00
Anywhere Theatre Festival Limited
Design, printing and distribution of programs for the 2016 festival
$500.00
Australian Volunteer Coast Guard Brisbane
Supply and installation of two air conditioners
$2,072.00
Basava Samithi of Australasia Brisbane Branch Inc.
Hall hire for the 7 International Sharana and Samskruti Sammelana Convention 2016
$2,000.00
Brisbane City Sounds Chorus Inc.
Hire of crockery, glasses and tableware for vocal program and International Women’s Day Show
$1,000.00
Brisbane Mexican Festival
Mariachi band and Mexican dancers for Mexican Festival
$2,000.00
Cancer Council Queensland
2015 Brisbane Corporate & Community Relay For Life
$1,500.00
Cancer Patients Foundation
Look Good Feel Better
$2,000.00
Czechoslovakian Club in Qld Inc.
Resurfacing of children’s playground
$2,200.00
Fishing for Freedom
Purchase of fishing equipment
$500.00
Fortitude Valley Historical Society
Display costs for Fortitude Valley historical photographs during the 2016 Valley Fiesta
$605.00
Greenslopes State School P&C Association
Outdoor Learning Space
$250.00
Iranian Society of Queensland
Iranian Film Festival Australia
$2,000.00
Korean Society of Queensland
2016 Korean Independence Day
$2,000.00
Lions Club of Brisbane Macgregor Inc.
Lions Southside Health and Wellbeing Expo
$1,000.00
Malayalee Association Of Queensland Inc.
Catering for Onam 2015
$1,000.00
Malayalee Association Of Queensland Inc.
Purchase of shuttles for Badminton Indian Open 2016
$1,000.00
Malayalee Association Of Queensland Inc.
Purchase of cricket gear and balls for 6’s Cup 2016
$1,000.00
Marshall Road State School P&C Association
Cinema Under the Stars
$1,000.00
North Brisbane Rugby Union Club Inc.
Purchase of fertiliser and weed spray
$2,000.00
Qld Eidfest Association Inc.
Pakistan Cultural Expo and Gala Dinner
$1,200.00
Organisation Lord Mayor
th
165 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Queensland Bluelight Association Inc.
2016 Disadvantaged Children’s Movie Day
$1,500.00
Queensland Children’s Week Association Inc.
45th Children’s Week Festival and Launch
$2,000.00
Queensland Irish Association Pipe Band
Purchase of equipment
$1,000.00
Rotary Club of New Farm
Room hire for Australian Citizenship Ceremony
$1,500.00
Run For Kids Pty Ltd
Christmas Gift Run
$2,000.00
Sri Lanka Society of Queensland Inc.
Hire of venue, sound and light equipment for Sinhala and Tamil New Year Cultural Festival
$1,100.00
St Alphonsa Catholic Community
Setting up, lighting and costumes for the Darshanam 2015
$2,000.00
St Andrew’s Pipe Band
Purchase of ties
$1,000.00
Sunnybank State Primary School P&C Association
Harmony Day 2016
$1,826.00
The Gap Chapter Gaythorne Sub Branch RSL
Purchase of poppies for distribution to schools for Anzac Day 2016
$1,200.00
Valley Chamber of Commerce
Spring Hill Alive
$2,000.00
Varnam Cultural Society (Qld) Inc.
Hire of hall for Chithirai Kalai Vizha Multicultural New Year Celebrations
$1,000.00
World Arts & Multi-Culture Inc.
Hire of outdoor stage, sound system and marquees for 2016 Brisbane International Arts Festival
$2,000.00
Wynnum Manly Arts Council Inc.
Purchase of furniture
$2,000.00
Aspley East Kindergarten and Preschool Association Inc.
50 th Anniversary Celebration
$2,985.08
Bracken Ridge Baptist Church
Bracken Ridge Christmas Festival
$3,000.00
Bracken Ridge Girl Guides
Installation of a flagpole
$440.00
Bracken Ridge Kindergarten Association Inc.
Kindy Fete and Sports Day
$1,355.00
Bracken Ridge Ward Office
Purchase of a marquee
$1,043.18
Bracken Ridge Ward Office
Paws in the Park − Gus Davies Park
$500.91
Bracken Ridge Ward Office
Paws in the Park − Barrett Street Reserve
$1,084.97
Bracken Ridge Ward Office
Bracken Ridge Citizenship Ceremony
$1,046.46
Bracken Ridge Ward
166 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Bracken Ridge Warra Girl Guides
Installation of a flagpole
$1,117.60
Brisbane Malayalee Association
Onam celebration 2015
$2,500.00
Brisbane North Physical Culture Club
Brisbane North Interclub Event 2015
$628.00
Carseldine 4 Neighbourhood Watch
Purchase of marquees
$250.00
Military Cadets Inc.
Junior and senior leadership camp
$1,500.00
North Brisbane Lapidary Club Inc.
Gem and Jewellery Festival
$2,300.00
Ridge Hills United Football Club
Trophy Day Extravaganza
$1,740.00
Ridgettes Netball Club Inc.
Equipment update
$2,814.50
Scout Association of Australia Queensland Branch − Bald Hills Scout Group
Hire of rock wall for 70 th anniversary
$318.18
St Dympna’s Primary School P&F Association
St Dympna's Spring Fair 2015
$2,200.00
St Paul’s School Supporters’ Association
Hire of second stage for 2015 Back to the Future Fair
$3,080.00
Anywhere Theatre Festival Limited
2016 Anywhere Festival Brisbane
$1,000.00
Barracudas Water Polo Club Inc.
Barras Dive In Movie Night
$500.00
Brisbane Central State School P&C Association
Brisbane Central State School 140 th Celebration
$2,090.00
Brisbane Softball Association
Replacement First Aid Buggy
$1,500.00
Cancer Council Queensland
Brisbane Relay For Life 2015
$300.00
Central Ward Office
Footprints Soccer Day Support
$680.00
Central Ward Office
CAN Awards Support
$860.98
Central Ward Office
Central Seniors Celebration
$960.00
Central Ward Office
Men’s Shed Re-establish Project Bedford Park
$350.00
Central Ward Office
Jacarandas and Jazz
$3,948.25
Communify Qld
Bouncing Back Handball Festival
$1,000.00
Communify Qld
Kelvin Grove Community Christmas Party
$319.09
Footprints In Brisbane Inc.
Footprints Art Exhibition 2015
$1,000.00
Iranian Society of Queensland
Iranian Film Festival Australia
$2,000.00
Multicultural Community Centre
Technicolour Multicultural Festival
$2,500.00
Central Ward
167 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
New Farm State School P&C Association
Fete
$3,850.00
Queensland Aids Council Inc.
World AIDS Day Candlelight Vigil
$500.00
Queensland Child Protection Week Committee − Auspiced by Act for Kids
Queensland Child Protection Week Dinner
$500.00
Queensland Public Interest Law Clearing House Incorporated (QPILCH)
Queensland Legal Walk
$1,000.00
Rotary New Farm
Light Up Carols & Santa
$5,500.00
St Columba’s Primary School P&F Association
Electronic signage board
$3,000.00
Submarines Association Australia Qld Inc.
Submariners Walk Heritage Trail flag pole
$1,870.00
Submarines Association Australia Qld Inc.
Submariners Walk Heritage Trail
$433.40
Thai-Australian Association Queensland
Brisbane Thai Festival 2015
$2,200.00
The Compassionate Friends Qld Inc.
Purchase of new computers
$1,500.00
The Crèche & Kindergarten Association Limited
C&K Kelvin Grove Community Childcare Centre – Effective Communication
$1,020.00
The Crèche & Kindergarten Association Limited
C&K QUT Kelvin Grove Community Childcare – iPad Project
$500.00
The Macedonian Community of Brisbane
Ilinden Street Festival
$2,000.00
The Royal Historical Society of Queensland
Purchase of desktop PC
$875.00
Valley Chamber of Commerce Inc.
Spring Hill Alive
$3,000.00
Wilston State School P&C Association
Fete 2015
$3,000.00
Windsor State School P&C Association
Heritage Day Celebrations
$3,300.00
Women’s Health Queensland Wide Inc.
Women’s Health Library
$300.00
Access Outreach Australia t/a Access Street Vans
Let’s Light a Fire
$2,499.75
Belmont Guides and Brownies
Belmont Guides and Brownies flood recovery
$3,181.82
Belmont State School P&C Association
Carols on the Oval fireworks display
$1,500.00
Brisbane Amateur Radio Club
Radio Training and Operations facility
$1,650.00
Brisbane Metropolitan Touch Association
Line marking icebear buggy
$1,363.64
Bulimba Creek Catchment Coordinating Committee Inc.
Addressing creekbank subsidence in Bulimba Creek at Carindale
$2,800.00
Chandler Ward
168 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Carina State School P&C Association
Carina Community Musical
$1,500.00
Chandler Ward office
Safer Streets Project − ‘60 in my street’ Wheelie Bin Stickers
$1,000.00
Chandler Ward Office
Samuel Street Park naming − Bill Hewitt Reserve
$1,181.18
Cycling Queensland
Come and Try Track Cycling Day
$909.09
Czechoslovakian Club in Qld Inc.
Improvement of children playground
$2,000.00
Eastern Group State Emergency Service Support Unit Inc.
Equip Storm Response Trailer No 4
$500.00
Global Care Australia
2015 Christmas hampers
$4,545.45
Gumdale Progress Association Inc.
Museum additions
$671.00
Gumdale State School P&C Association
Movie Night 2016
$1,000.00
Lions Club of Brisbane Camp Hill Carindale
Lions Club Camp Hill Carindale Citizenship Ceremony
$275.00
Mackenzie Neighbourhood Watch
Mackenzie Day Event
$2,150.00
Mackenzie Special School P&C Association
Mackenzie Twilight Market
$1,500.00
Neighbourhood Watch
Improvement of concrete street signs
$1,100.00
Port of Brisbane Rotary
Wakerley Rotary Carols 2015
$3,500.00
Queensland Rifle Association Inc.
Carols on the Range
$4,545.45
Quota International of Carindale Inc.
Quota Craft & Gift Fair
$2,300.00
Redeemer Lutheran College P&F Association
Redeemer Fair 2015
$1,000.00
Rochedale Scout Group
New group trailer
$1,000.00
Rotary Club of Carindale Inc.
Purchase of billycart ramps
$5,500.00
SpecialCare Central Inc.
Hire of display panels for Disability Awareness & Post School Expo 2015
$750.00
Scripture Union Qld − Camp Hill State And Infants School Chaplaincy
Camp Hill Carols
$1,000.00
The Jewish Educational Institute Chabad House Brisbane
Chanukah at Westfield
$500.00
Whites Hill State College P&C Association
Stage hire for fete
$1,000.00
169 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Project summary
Amount approved
All About Living
Community Visitor Foyer
$1,760.00
Banyo RSL Sub-Branch
Ageing Expo
$2,200.00
Bears Softball Club
Softball Batter Up Program
$337.50
Boondall Synchronized Ice Skating Club
NOVA Gala
$429.00
Brighton District Soccer Club Inc.
Fireworks for Gala Day
$2,250.00
Church of Christ Boondall
Centenary Booklet
$772.73
Deagon Ward Office
2016 Australia Day By the Bay Celebration
$1,754.55
Deagon Ward Office
Movie and Markets Under the Stars
$2,300.00
Greek Orthodox Parish of St Paraskevi
Greek Affair Multicultural Festival
$1,200.00
Music By The Sea
Giant Steps
$3,000.00
North East Community Support Group Inc.
Replacement of down pipes
$1,600.00
Queensland Folk Federation Inc.
Festival of Small Halls
$3,000.00
Queensland Police Citizens Youth Welfare Association - Sandgate Branch
Rock Under The Clock
$1,000.00
Queensland Police Citizens Youth Welfare Association - Sandgate Branch
Brisbane Bhutanese Cultural Festival
$1,500.00
Rotary Club of Sandgate Inc.
Carols In the Park
$1,900.00
Sandgate and Bracken Ridge Action Group Incorporated
Families and Community Event as part of domestic violence prevention month
$1,000.00
Sandgate and Districts Chamber of Commerce
Christmas in Sandgate
$274.77
Sandgate Art Society
2015 Expressions Art Show
$2,200.00
Sandgate Senior Citizens
Purchase of computer and printer
$943.00
Sandgate State School P&C Association
Clowning Around at Carnivale
$1,130.00
Sandgate Sunset Run
Sandgate Sunset Run 2015
$3,300.00
Sandgate Theatre Inc.
Yarrageh Drama Festival
$1,100.00
Share The Dignity Limited
Purchase of a laptop
$935.00
St Kieran’s P&F Association
St Kieran’s Fete
$1,000.00
Organisation Deagon Ward
170 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
St Vincent de Paul Society Queensland
Vinnies Sandgate − Christmas hampers
$500.00
Tongan Wesleyan Methodist Church Virginia
South Pacific Islander Christmas in the Park 2015 performers’, churches’ and artists’ fees
$2,100.00
Volunteer Marine Rescue Brisbane Inc.
Emergency Service Expo
$1,020.00
Women’s Space Association Inc.
Purchase of computer equipment
$1,088.00
Aunties and Uncles Queensland
Children’s Christmas Picnic
$1,000.00
Brisbane Super Kings Cricket Club Inc.
Umpire costs for 2015 CUP
$1,100.00
Cancer Council Queensland
Metro East Relay For Life
$450.00
Carina Leagues Warriors Water Polo Club Inc.
Purchase of development program equipment
$1,688.50
Carina State School P&C Association
Carina Community Musical
$1,500.00
Doboy Ward Office
Safer Streets Project
$2,000.00
Eastside Community Church
Community Carols
$1,600.00
Gateway Lifestyle Bayside Social Club
Purchase of projector
$5,000.00
Gumdale Progress Association Inc.
Construction of chook pen and tool shed for Museum
$671.00
Gumdale State School P&C Association
Movie Night 2016
$1,000.00
Lions Club of Brisbane Camp Hill Carindale
Citizenship Ceremony
$275.00
Malayalee Association Of Queensland Inc.
Flowers for the Onam Festival 2015
$825.00
Malayalee Association Of Queensland Inc.
6’s Cup 2016
$5,000.00
Mayfield State School P&C Association
Cinema in the Suburbs 2016
$5,000.00
Meadowlands Church of the Nazarene
Upgrade of power supply to the Men’s Shed
$3,163.64
Moreton Bay College P&F Association Inc.
Family Fun Day
$1,100.00
Port of Brisbane Rotary
Wakerley Rotary Carols 2015
$5,000.00
Port of Brisbane Rotary
Haunted Ranch
$1,100.00
Punjabi Cultural Association of Queensland
Sikh Games
$5,000.00
Quota International of Carindale Inc.
Quota Craft & Gift Fair
$2,300.00
Tingalpa Model Aero Club Inc.
Model Expo 2016
$3,388.00
Doboy Ward
171 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Worship Centre Ltd
Helping Hands Carers Service
$1,000.00
Wynnum & District Horse & Pony Club Inc.
Purchase of a relocatable competition dressage arena
$2,640.00
Wynnum & District Horse & Pony Club Inc.
Competition ribbons 2016
$633.60
Australian Skateboarding Community Initiative
Little Shredders lessons at Ferny Grove
$2,460.00
Blackwood Street Chamber of Commerce
Event permits and road closures for Blackwood Street Halloween Festival 2015
$2,500.00
Blackwood Street Chamber of Commerce
Public Liability Insurance, arts and craft for Blackwood Street Halloween Festival 2015
$2,750.00
Blackwood Street Chamber of Commerce
Blackwood Street bud lighting
$2,813.14
Brisbane Bunya Lions Club
Christmas Carols in the Park
$7,500.00
Brookside Ladies Tuesday Club
Host a lunch for mature women
$500.00
Cornerstone Christian Church
Community Christmas Carols
$3,000.00
Enoggera Baptist Church
Christmas on the Green
$1,935.00
Enoggera District Stamp Club Inc.
The Northside Stamp Fair
$350.00
Enoggera Ward Office
Movie in the Park − Newmarket Pool
$4,695.72
Enoggera Ward Office
Decorations, supplies, costumes and promotions for Blackwood Street Halloween Festival 2015
$1,006.23
Gaythorne Bowls Sports & Community Club Inc.
Purchase of mowers
$4,248.00
Gaythorne RSL Sub-Branch
World War I Gaythorne RSL Stomp
$2,000.00
Hills & District Chamber of Commerce
Community Big Breakfast
$4,000.00
Mamre Association Inc.
Christmas Festival
$1,045.00
Mitchelton 6 Neighbourhood Watch Inc.
Acknowledgment of 25 years’ service
$550.00
Mitchelton Meals on Wheels
Community direction sign
$560.91
Mitchelton Pre-Schooling Centre
Playground surfacing and path repairs
$1,500.00
Mitchelton State School P&C Association
Community Christmas markets, carols and movie
$2,200.00
Oakleigh State School P&C Association
Community legacy project
$1,000.00
Our Lady of the Assumption Primary School P&F Association
Outdoor movie night
$1,500.00
Enoggera Ward
172 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Picabeen Community Association Inc.
Picabeen Fest
$2,500.00
West Arana Hills Rugby League Football Club Inc.
First aid equipment for Kev McKell Oval
$4,386.00
Ascot Swim Club (a subcommittee of the Ascot Primary P&C Association)
Relining and refilling the Ascot Pool
$7,500.00
Crosby Park Meals on Wheels Inc.
Website development
$2,500.00
Dragons Rowing Club
Purchase of para equipment
$2,609.74
Eagle Junction State School P&C Association
Purchase and installation of two mechanical awnings
$7,500.00
Hamilton Probus Club Inc.
25th Anniversary Luncheon
$2,200.00
Hamilton Rotary Club
Australia Day Citizenship Ceremony 2016
$2,365.00
Hamilton State School P&C Association
Active Travel
$2,365.00
Hamilton Ward Office
Christmas Carols in the Park
$2,454.55
HSBNE Inc.
Purchase of an automatic external defibrillator
$2,566.50
Pinkenba Community Association Inc.
Hiring of toilets for Christmas Party for community
$473.00
Queensland Herb Society Inc.
Herb Awareness
$2,090.00
Racecourse Road Business Group
Community Christmas
$4,785.00
Racecourse Road Hamilton Events Inc.
Racecourse Road Turns PINK for Breast Cancer Awareness Month
$3,300.00
Racecourse Road Hamilton Events Inc.
Lighting up for a Safer Racecourse Road
$1,914.00
Te Waka Dragons
Community Dragonboat Regatta
$5,426.30
The Crèche & Kindergarten Association Limited
C&K Ascot’s Magic of Interactive Learning Project
$1,450.91
Three Saints Feast Brisbane
2016 Festival
$1,000.00
YMCA of Brisbane (YMCA Bowen Hills)
YMCA Cancer Survivor Program
$2,500.00
Brisbane Holland Park Lions Club
Purchase of projector and screen
$782.00
Brisbane Maharashtra Mandal
2015 Deepavali Festival
$2,750.00
Coorparoo State School P&C Association
Purchase of resources for the support group
$3,308.00
Hamilton Ward
Holland Park Ward
173 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Eastern Group State Emergency Service Support Unit Inc.
Equip storm response trailer
$890.00
Federation of Indian Communities of Queensland Inc.
India Australia Day Celebration
$4,400.00
Greenslopes Baptist Church
Replace broken blinds and provide child safe gates
$1,275.00
Harty Street Community Kindergarten and Preschool Association Inc.
Foundations of Literacy in the Early Years
$2,499.25
Holland Park & District Meals on Wheels Inc.
Leaf Free Gutters
$3,000.00
Holland Park Meals on Wheels
Volunteer Christmas in July lunch
$2,000.00
Holland Park Mt Gravatt Parish
Parish hall lectern and microphone
$2,631.56
Holland Park Primary P&C Association
Christmas Celebration
$1,265.00
Hope Foundation Ltd
Purchase of office equipment
$1,488.70
Kannada Sangha Queensland Inc.
Combined Diwali and Rajyotsava Celebration
$3,080.00
Langri Tangpa Centre
Installation of a hearing loop system in the teaching hall
$3,800.00
Malayalee Association Of Queensland Inc.
Christmas 2015
$2,475.00
Marshall Road State School P&C Association
Cinema Under the Stars
$1,000.00
Mott Park Kindergarten Association Inc.
Linen cupboard and shelving upgrade
$2,020.00
River City Music Association Incorporated
Purchase of equipment for Community Music Concert and Carols on the Green
$1,722.60
Southside Philatelic Society Inc.
Southside Philatelic Society Open Day 2015
$1,045.00
St Stephens Anglican Church
Coorparoo Community Carols
$4,567.69
The Crèche & Kindergarten Association Ltd
C&K Coorparoo Community Kindergarten − parent waiting area
$1,767.27
Victor Scouts
Security and safety lighting for Scout Hall
$1,818.18
Centenary Community Connections
Centenary Rocks Festival
$8,250.00
Centenary High P&C Association
Science Showcase Extravaganza
$500.00
Global Organisation of Indian Family and Youth − Brisbane (Qld) Inc.
Brisbane Mela 2105
$1,100.00
Good News Lutheran School P&F Association
Book Fair
$2,500.00
Jamboree Ward
174 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Jamboree Ward Office
Paws in the Park
$1,108.18
Jamboree Ward Office
Centenary Markets
$525.00
Jindalee District Netball Club Inc.
Purchase of trainer and shooter balls
$2,000.00
Jindalee State School P&C Association
Active Travel − Get Moving
$1,000.00
Jindalee State School P&C Association
Screen hire, technician and operator for movie night
$2,000.00
Kiwanis Club of Brisbane
Movies in the Park − Rocks Riverside Park
$5,579.30
Kiwanis Club of Brisbane
MS Jindalee Swimathon
$1,501.50
McLeod Country Golf Club
Brisbane Invitational
$2,500.00
Men’s Shed 100 Inc. (known as Centenary Suburbs Men’s Shed)
Refurbishment of Balaton St Bushland signboard
$550.00
Mount Ommaney Special School P&C Association
Purchase of marquee
$1,798.87
Rocks Community Garden Inc.
Recipe book
$2,200.00
Rotary Club of Brisbane Centenary Inc.
Rotary Fun Run
$5,000.00
Rotary Club of Jindalee Inc.
Australia Day Citizenship Ceremony
$5,500.00
Rotary Club of Sumner Park Inc.
Reinventing Yourself After Children: Balancing Work and Family
$2,750.00
Sherwood Community Festival Inc.
Sherwood Community Festival
$1,000.00
St Catherine’s Anglican Church
Upgrade of cooling system for building
$1,000.00
St Catherine’s United
24 hours of Football event
$1,200.00
YMCA of Brisbane − Jamboree Heights
Nutritional booklets for the 4074 Community Challenge
$2,000.00
Australian Taiwanese Chamber of Commerce (Qld) Inc.
2015 Taiwan Festival
$3,500.00
Brisbane Kuraby District Lions Club Inc.
Kuraby movie night
$2,000.00
Brisbane Kuraby District Lions Club Inc.
Kuraby movie night
$1,980.00
Bulimba Creek Catchment Coordinating Committee Inc.
Catering for 10 Bushcare/Clean Up Activity Days
$250.00
Cazna Gardens Retirement Village
Ekka Show Day
$550.00
College Parents’ Advisory Committee
Family Movie Night − 18 March 2016
$1,100.00
Karawatha Ward
175 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ d diiscre screttio ion nary fu funds – pre-caretaker period
(continue nued d)
Organisation
Project summary
Amount approved
College Parents’ Advisory Committee
Movie Night − 27 November 2015
$2,310.00
Community Service (Liberia) Inc.
Community library for children
$500.00
Crescents of Brisbane
Purchase of marquee
$1,865.00
Fiji Senior Citizens Association of Qld Inc.
Seniors Multicultural Dinner
$600.00
Filipino Australian Foundation of Queensland Inc.
Philippine Festival and Coronation of the Ginoong/Binibining Pilipinas Australia 2015
$250.00
Hands on Care
Purchase of products and equipment for Carramar Aged Care
$250.00
Indian Senior Citizen Association Inc.
Hall hire and catering for Seniors Week Celebration 2015
$500.00
Indian Senior Citizen Association Inc.
Hall hire, food and catering for 15 Year Celebration
$1,000.00
Karawatha Ward Office
Williams Park Opening BBQ
$507.58
Karawatha Ward Office
Carramar mural
$2,727.27
Karawatha Ward Office
Movies in the Park - Sunnybank Hills
$3,806.36
Kuraby Special School P&C Association
Purchase of a portable folding stage with wheels
$2,585.00
Kuraby State School P&C Association
Fundraising BBQ and disco
$1,001.00
Kyabra Community Association Inc.
Christmas lunch for families with children in out-of-home care
$500.00
Lions Club of Brisbane Macgregor Inc.
Australia Day Citizenship Ceremony
$500.00
Our Lady of Lourdes P&F Association
Catering for Performing Arts Gala
$275.00
Qld Chinese Orchestra
Founding ceremony and concert
$610.00
Qld Eidfest Association Inc.
Opening of Eidfest Community Services
$1,000.00
Runcorn Christian Church
2015 Christmas Carols
$1,800.00
Runcorn Heights State School P&C Association
Trivia Night
$711.98
Runcorn Heights State School P&C Association
70s disco and lighting for 40th birthday celebration
$957.05
Runcorn Heights State School P&C Association
Spookfest Disco
$891.90
Runcorn Heights State School P&C Association
Christmas Concert and BBQ
$550.00
Runcorn Heights State School P&C Association
Disco
$660.00
176 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Runcorn State High School P&C Association
Catering for Karawatha District Music Workshop Series
$1,000.00
Shree Sanatan Dharam Hindu Association of Qld
Diwali Celebration
$500.00
South West Pirates Basketball Association
Catering for BBQ fundraiser
$250.00
Southside Community Craft Circle
Purchase of yarn
$330.00
Southwest Metro Pirates Basketball
BBQ fundraiser
$500.00
Stretton State College P&C Association
Community events and noticeboard purchase
$2,310.00
Sunnybank Acacia Ridge Parish Friendship Group
Catering and room hire for fundraising fashion parade
$660.00
Sunnybank Catholic Parish Care & Concern
Thank You morning tea for volunteers
$450.00
Sunnybank District Baptist Church
Carols Under the Stars 2015
$2,000.00
Sunnybank District History Group
Purchase of sun hats
$330.00
Sunnybank Hills State School P&C Association
Fireworks for Multifest
$1,820.00
Sunnybank Special School P&C Association
BBQ fundraising
$330.00
Sunnybank State Primary School P&C Association
Chinese lion dancing workshops for Harmony Day 2016
$500.00
Sunnybank Uniting Church
2015 Christmas Carols
$1,690.00
Sunnybank Uniting Church
Purchase of soil for Sunnybank Uniting Community Gardens
$450.00
Taiwan Women’s League of Qld
Additional catering for Crazy Cultural Christmas
$1,001.00
Taiwan Women’s League of Qld
Venue hire, advertising and catering for Crazy Cultural Christmas
$2,000.00
Tamil Association (Qld) Inc.
Hire of hall, sound system and catering for the Youth Cultural Development Concert
$980.00
The Lions Club of Brisbane Pinelands Inc.
Carramar Christmas Party
$275.00
The Lions Club of Brisbane Pinelands Inc.
Uniforms for youth group
$605.00
World Arts & Multi-Culture Inc.
Australia Citizenship Ceremony
$395.00
World Arts & Multi-Culture Inc.
Citizenship Ceremony
$420.00
Wrap with Love Inc.
Yarn for knitting group
$300.00
177 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillorsâ&#x20AC;&#x2122; discretionary funds â&#x20AC;&#x201C; pre-caretaker period
(continued)
Project summary
Amount approved
Active Refugee and Migrant Integration in Australia Pty Ltd
Purchase of a projector
$1,000.00
Australian & Asian Art Network Association
Unveiling of the public art installation
$660.00
Australian & Asian Art Network Association
Purchase of a marquee change facility
$2,432.00
Beta Omicron Branch Sunnybank ESA International
Catering for Springtime Fashion Parade for Breast Cancer
$660.00
Carinity Education Southside
Wellbeing Day
$1,100.00
Cathay Community Association
20 Anniversary Luncheon for the Tai Chi group
$900.00
Enuamanu-Atiu Nui Maruarua Association -O- Qld Inc.
Challenge of the Nations netball
$2,000.00
Fiji Senior Citizens Satsang Assn of Qld Inc.
Hall hire and entertainment for the Seniors Multicultural Dinner
$1,500.00
Filipino Australian Foundation of Queensland Inc.
Philippine Festival 2015
$1,000.00
Kuraby State School P&C Association
End of year concert
$1,470.50
Lions Club of Brisbane Chinese Inc.
Citizenship Ceremony 2016
$550.00
Lions Club of Sunnybank Inc.
2016 Australia Day Citizenship Ceremony
$275.00
MacGregor Netball Association Inc.
Office materials for Challenge of the Nations
$1,000.00
Macgregor Souths Cricket Club
BBQ hire, catering and team photos for Presentation Day
$1,350.00
Macgregor Souths Cricket Club
Christmas Movie in the Park
$1,500.00
MacGregor Ward Office
Christmas Movie in the Park
$8,058.18
Multicap Ltd
Multicap Festival Southside
$2,896.00
Multicap Ltd
Carols @ Multicap
$2,620.00
Overseas Korean Traders Association
End of year Korean business forum
$1,000.00
Queensland Chinese Orchestra Association Inc.
Purchase of a marquee change facility
$2,432.00
Returned & Services League of Australia (Qld Branch) Sunnybank Sub-branch Inc.
Soldiers of Chinese Heritage Memorial Dinner
$1,000.00
Robertson State School P&C Association
SpringFest
$4,000.00
Sunnybank & District Pensions Club
Seniors Week celebration
$440.00
Organisation MacGregor Ward
178 Brisbane City Council | Annual Report 2015-16
th
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Sunnybank Catholic Parish Care & Concern
Thank You morning tea for volunteers
$1,320.40
Sunnybank Probus Club Inc.
10 year celebration
$770.00
Sunnybank Probus Club Inc.
Purchase of laptop
$1,188.00
Sunnybank State Primary School P&C Association
Fireworks Fiesta
$2,238.00
The Ausoriental Inc.
Chinese New Year Celebration Concert for Seniors
$1,650.00
The Corporation of The Trustees of the Roman Catholic Archdiocese of Brisbane. − Centacare
Community Christmas Concert
$1,510.00
The Runcorn Horse & Pony Club Inc.
Thank You Day for helpers and Come Along event for prospective new young members
$1,562.00
Warrigal Road State School P&C Association
Catering for Active School Travel Program
$250.00
Warrigal Road State School P&C Association
Warrigala Annual School Fete
$4,000.00
Warrigal Road State School P&C Association
Active School Travel Program − 2 December 2015
$350.00
Warrigal Road State School P&C Association
Active School Travel Program − 23 March 2016
$250.00
Brisbane Inner North Sporting Community
Timing equipment and start and finish arches for the Stafford City Brook Run
$1,500.00
Brisbane Malayalee Association Inc.
Advertising and marketing expenses for Multicultural Taste of the World Festival
$2,200.00
Chermside Bowls Club Inc.
Purchase of bain-marie
$750.00
Chermside parkrun
Purchase of equipment
$1,000.00
Craigslea State School P&C Association
Craigslea State School Community Calendar
$700.00
Fortitude Valley Rugby League Football Club Junior Division Inc.
Purchase and installation of sign
$3,000.00
Grange Bowls and Community Club Inc.
Purchase of tables
$1,000.00
Marchant Park Kindergarten Association Inc.
Family Fun Day
$700.00
Marchant Ward Office
Animal farm and ponies for Lanham Fair
$872.73
Marchant Ward Office
Butterfly catchers stilt walkers for Lanham Fair
$500.00
Marchant Ward Office
Hire of toilets for Halloween Night
$340.00
Marchant Ward Office
Marchant Ward Christmas functions for retirement villages
$509.09
Marchant Ward
179 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Marchant Ward Office
Movie in the Park − Bradbury Park
$2,884.00
Marchant Ward Office
Movie in the Park for Lutwyche Windsor Kindy
$2,430.00
Marchant Ward Office
Marchant Ward Movie in the Park for Aspley Scouts
$2,430.00
Marchant Ward Office
Catering for Marchant Ward Christmas functions for retirement villages
$1,150.80
Marchant Ward Office
Wheelie bin speed stickers for Marchant Ward Neighbourhood Watch
$625.00
Marchant Ward Office
Entertainment for Marchant Ward Christmas functions for retirement villages
$800.00
Marchant Ward Office
Retirement villages Christmas functions
$1,250.00
Marchant Ward Office
Morning tea for retirement villages Christmas functions
$650.00
Marchant Ward Office
Movie in the Park for Chermside Burul Scouts
$2,640.00
Marchant Ward Office
Movie in the Park for Gordon Park Scouts
$2,640.00
Marchant Ward Office
Catering for Weller on the Park Seniors’ Christmas Get Together
$336.37
Multicap
Multicap Festival
$1,000.00
Playgroup Queensland Ltd
Monday Munchkins Playgroup relocation
$1,000.00
Scripture Union Qld
Building Hope Chaplaincy fundraising dinner
$1,000.00
Somerset Hills State School Amateur Swimming Club
Purchase of pool timing system
$2,200.00
Stafford State School Parents and Citizen’s Association
Supporting Active Travel in Stafford
$770.00
Wilston Grange Kindergarten and Pre-school Association Inc.
Purchase of photocopier
$1,000.00
Australia Karen Organisation
Karen traditional wrist tying event
$1,650.00
Bengali Society of Queensland
Hall hire for Durga Puja Festival
$2,079.00
Bridgeman Baptist Community Church
Sound, lighting and production for SHIFT Youth Festival 2015
$5,000.00
McDowall Ward
180 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Bridgeman Baptist Community Church
Christmas Festival and Carols
$5,000.00
Brisbane Malayalee Association Inc.
Amusements and fireworks for Multicultural Taste of the World Festival
$5,000.00
Everton Park Bowls and Community Club Inc.
Green renovations
$700.00
Everton Park Bowls and Community Club Inc.
Kitchen stove upgrade
$1,500.00
Everton Park Kindergarten Association Inc.
Movie hire for Family Outdoor Movie Night − Fallon Park
$760.00
Everton Park Kindergarten Association Inc.
Hire of portable toilets for Family Outdoor Movie Night − Fallon Street Park
$295.00
Everton Park State School P&C Association
Father’s Day BBQ coffee van
$550.00
Everton Park State School P&C Association
BBQ at Movies in the Park − Bridgeman Downs
$516.37
Lions Club of Brisbane Bunya Inc.
Walk For An Aussie Kid 2016
$550.00
McDowall State School P&C Association
Stage and PA hire for Spring Fair
$1,500.00
McDowall Ward Office
Movie in the Park − Streisand Drive Park
$2,520.00
McDowall Ward Office
Movie in the Park − Bridgeman Downs
$2,540.00
Neighbourhood Watch Albany Creek 6
Catering for Movie in the Park − Bridgeman Downs
$330.00
Neighbourhood Watch Queensland − Ferny Grove 5 Neighbourhood Watch Group
Dogs on Patrol event − Brookside off-leash area
$550.00
Nexus Church
Marketing, promotion and theming for Schools Out − Break Out!
$1,500.00
Northside Christian Football Club Inc.
Purchase of junior portable soccer goals with nets
$2,300.00
Northside Christian Football Club Inc.
Purchase of senior portable soccer goals with nets
$4,501.20
Prince of Peace Community Meals 4 You Food Ministry
Meals 4 You Food Ministry
$542.87
Reach Out Community and Family Care Inc.
Community playground shelter
$2,500.00
Ridley Road Community Men’s Shed
Purchase refrigerator and over sink boiling water dispenser
$2,000.00
Scripture Union Queensland
Building Hope Chaplaincy fundraising dinner
$600.00
St Gerard Majella Catholic Church/Our Lady of the Angels’ Catholic Parish
Annual Christmas Festival
$5,000.00
181 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Stafford Heights Baptist Church
2015 Christmas Lights Festival
$4,000.00
The Nest Community Inc.
Woodwork for Women
$1,000.00
Acacia Ridge AEDC Response Group
Acacia Ridge Early Years Expo
$275.00
Acacia Ridge Community Support Inc.
Chrome Street Fiesta
$3,000.00
Acacia Ridge Presbyterian Church
Community Christmas Carols
$500.00
Acacia Ridge State School P&C Association
Community Outreach projects
$1,000.00
Annerley-Stephens History Group Inc.
Frank Corley House Photo Project Moorooka Launch
$275.00
Brothers St Brendans Rugby League Football Club Inc.
Uniform purchase
$500.00
Community Service (Liberia) Inc.
Community Library Project
$550.00
Community Service (Liberia) Inc.
Brisbane Christmas Festival
$275.00
Coopers Plains State School P&C Association
Outdoor Movie Night
$1,000.00
Flexi Care Inc.
2015 Client Christmas Luncheon
$250.00
Girl Guides Queensland − Wellers Hill
Complete cupboard installation and repair steps
$600.00
Griffith Moorooka Australian Football Club Inc.
Community Halloween Movie Night - Moorooka
$1,446.50
Jugglers Art Space Inc.
Where the Wild Things Are
$1,930.00
Kyabra Community Association
Murri Kids in the Park
$1,000.00
Life Church Brisbane
Twilight Family Cinema − Salisbury
$1,000.00
Moorooka State School P&C Association
Harmony Day Celebrations
$1,000.00
Moorooka State School P&C Association
Christmas Carnivale
$2,536.56
Moorooka Ward Office
Family Fun Day − gardening
$1,350.00
Moorooka Ward Office
Community movie − Halloween − Alexander Park
$2,430.00
Moorooka Ward Office
Community Christmas flyer
$1,869.77
Moorooka Ward Office
Community Movie Night − Tarragindi Recreational Reserve
$2,630.00
Moorooka Ward Office
Ward entertainment flyer
$3,636.80
Omega International Church
Carols in the Carpark
$3,000.00
Robertson Gymnastics Club
Rock wall hire for Winter Spectacular
$500.00
Moorooka Ward
182 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Rotary Club of Archerfield Inc.
Australia Day Citizenship Function 2016
$350.00
Salisbury & District Senior Citizens Welfare Association Inc.
Seniors Week Concert followed by BBQ
$1,000.00
South West Chamber of Commerce Inc.
Catering for Chrome St Business Engagement Project
$1,000.00
Southside Community Craft Circle
Purchase of yarn and materials
$250.00
St Brendan’s School P&F Association
Stage hire for fete
$1,000.00
St Elizabeth’s Ekibin P&F Association
Hire of photo booth and Sno-Cone machine for fete
$1,000.00
St Pius X Primary School P&F Association
Salisbury Community Movie Night
$1,000.00
The Crèche & Kindergarten Association Ltd
C&K Moorooka Community Kindergarten − Mud kitchen
$450.00
The Crèche & Kindergarten Association Ltd
C&K Gundoo Mirra Community Kindergarten − Supporting the Children Project
$726.00
The Crèche & Kindergarten Association Ltd
C&K Salisbury Community Kindergarten − Family Fun Day
$500.00
The Lions Club of Brisbane Moorooka Inc.
Moorooka Family Fun Day
$1,000.00
The Lions Club of Brisbane Moorooka Inc.
Moorooka Christmas Festival 2015
$800.00
The Lions Club of Brisbane Moorooka Inc.
Citizenship Ceremony Australia Day 2016
$500.00
Wellers Hill State School P&C Association
Hire of stalls and rides for fete
$1,000.00
Westside Community Services Ltd
Westside Art Exhibition
$250.00
YMCA of Brisbane (Managing the Acacia Ridge Leisure Centre)
Community seating
$5,000.00
YMCA of Brisbane (Managing the Acacia Ridge Leisure Centre)
Community Movie Night
$750.00
12 Army Cadet Unit
Equipment replacement
$1,000.00
Balmoral State High School P&C Association
Year 4 Sports Expo
$330.00
Beelarong Community Farm Association Inc.
Neighbour Day BBQ
$682.00
Bulimba Community Kindergarten
Sandpit cover
$780.00
Bulimba Memorial Bowls and Community Club Inc.
Annual Inter Club Bowls Day
$250.00
Morningside Ward
183 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Bulimba Riverside Junior Rugby Union Club
2015 Bulimba Riverside Junior Trophy Night
$1,100.00
Bulimba Senior Citizens And Community Centre Inc.
Audio visual project
$1,000.00
Bulimba Uniting Church
Bulimba Christmas Lights
$1,000.00
Bulimba Uniting Church
Bulimba Uniting Church 150 Year Celebrations
$500.00
Camp Hill Kindergarten and Preschool Association Inc.
Family Bush Dance
$820.00
Camp Hill State Infants and Primary School P&C Association
Camp Hill School Community Calendar 2016
$909.09
Cancer Council Queensland
Metro East Relay For Life
$250.00
Cannon Hill Anglican College P&F Association
Wetlands Festival
$1,000.00
Cannon Hill Community Kindergarten
30 Year Anniversary Community Celebration
$250.00
Cannon Hill District and Vietnam Services RSL Sub Branch
Anzac Day Memorial Service
$1,000.00
Cannon Hill State School P&C Association
Centenary Book
$1,000.00
Carina Kindergarten and Preschool Association Inc.
Procure equipment to improve educational and community facilities
$1,000.00
Eastern Group Brisbane SES
Equip storm response trailer 4
$714.00
Gateway Trefoil Guild − Girl Guides Queensland
Birthday gifts
$385.00
Merthyr Bowls Club T/as Norman Park Sport and Community Club
Australia Day Community Bowls Party
$681.82
Morningside Australian Football Club Ltd
Panthers Walk a Mile in Her Shoes
$250.00
Morningside Australian Football Club Ltd
Community Christmas BBQ for Families
$546.00
Morningside Australian Football Club Ltd
Inaugural Panthers Australia Day Event
$454.55
Morningside School of Arts Inc.
Floor covering for meeting room
$700.00
Morningside State School Amateur Swim Club (Morningside Flyers)
Purchase of marquees
$1,000.00
Morningside Ward Office
Free CPR sessions
$3,712.04
Morningside Ward Office
Free breakfast for community groups and local businesses
$785.45
Morningside Ward Office
Movies in the Park − Bulimba − 5 September 2015
$3,220.00
184 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Morningside Ward Office
Hocus Pocus
$2,538.00
Morningside Ward Office
Movies in the Park − Bulimba − 5 December 2015
$3,933.50
Morningside Ward Office
Movies in the Park − Bulimba Festival
$7,580.67
Morningside Ward Office
Christmas Community BBQ − Camp Hill
$1,188.19
Morningside Ward Office
Princesses and Pirates Day
$2,745.00
Morningside Ward Office
Asquith Corner Festival
$570.00
National Heart Foundation (Hawthorne Happy Hikers)
20 th anniversary of walking group
$250.00
National Servicemen’s RSL Sub Branch
Meet and Greet Morning
$450.00
Norman Park C&K Preschool and Kindergarten Association Inc.
Community gifts and fundraising cookbook
$600.00
Norman Park Playgroup
2015 special Christmas activity
$324.50
Norman Park State school P&C Association
Bush dance
$1,000.00
Parish of Sts Peter and Paul Bulimba
Community Christmas Carols
$1,000.00
Scripture Union Queensland − Camp Hill State And Infants School Chaplaincy
Camp Hill Carols
$1,100.00
Southside Community Craft Circle
Purchase of yarn
$275.00
Southside Eagles Football Club
2015 junior trophies
$1,000.00
Southside Pony Club Inc.
Grounds maintenance
$580.00
St Oliver Plunkett P&F Association
Spring Fair
$1,000.00
St Thomas Parish
Directional sign
$308.50
Sts Peter and Paul’s School Bulimba P&F Association
Sts Peter & Paul’s School Fete 2016
$1,000.00
The Crèche & Kindergarten Association Ltd
C&K Seven Hills Community Kindergarten − Community Fun Fair Event
$450.00
Tugulawa Early Education Inc.
Tugulawa Gets to Know You
$250.00
Brisbane Multiple Birth Association Northside Inc.
Family Fun Day
$750.00
Brisbane North Church of Christ
Kedron Community Carols
$400.00
Brisbane United Sports and Arts Club
All Australia Multicultural Volleyball Tournament
$750.00
Northgate Ward
185 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Chermside Parkrun
Establishment of Chermside Parkrun
$1,000.00
Community Friendship Centre
Day bus trip for seniors
$1,089.00
Community Living Association
Private Rental Accommodation Project
$1,000.00
North Brisbane Rugby Union Club Inc.
Repair of Field #1 playing surface
$1,000.00
North-East Baptist Church
Community Christmas Carols
$850.00
Northern Districts Horticultural Society Inc.
20 Colour on Parade Flower Show
$756.80
Northgate Local Ambulance Committee
ResqRoos
$825.00
Nudgee Meals On Wheels Inc.
Carols in the Bandstand 2015
$5,495.00
Nudgee Meals On Wheels Inc.
Kitchen update
$1,000.00
Nundah Community Support Group Inc.
Nundah Festival
$500.00
Nundah District Development Association Inc.
Nundah Village Street Festival and Art Show
$1,500.00
Rotary Club of Nundah Inc.
Northgate Ward Movie in the Park − Nundah
$6,570.30
Shaw Park Tennis Club
Shade sails, seating and viewing area
$500.00
St Oswald’s Parish Banyo
Annual fete
$1,124.45
Toombul Bowls Club Inc.
Australia Day Community Day Breakfast
$1,100.00
Toombul Croquet Club Inc.
Nundah Cup
$550.00
Wavell Heights Kindergarten Assn Inc.
Family Fun Day
$500.00
Wavell Heights Neighbourhood Society Inc.
Landscaping the surrounds to the community hall
$275.00
Wavell Heights Scout Group
Greeting the Babies − Northgate Ward
$1,100.00
Algester State School P&C Association
Fireworks for Multi-Fest
$2,600.00
Damini Women’s Association of Qld Inc.
Fundraising for a domestic violence project
$1,100.00
Doolandella Neighbourhood Watch Group (Inala 10)
Doolandella Community Christmas Carols
$550.00
Forest Lake Little Athletics Club
Sign on banners
$792.00
Forest Lake Little Athletics Club
Purchase of sports equipment
$938.40
Grand Avenue State School P&C Association
Hire of ride and first aid for Ekka Day Fun Day
$2,500.00
Grow Support Inc.
Sports Connexions 2015
$500.00
th
Parkinson Ward
186 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Hope Brisbane Christian Church
Christmas 4 Kids
$1,464.54
Jvala Charitable and Cultural Society Inc.
Jvalathsavam 2016
$798.85
Latinos Unidos Inc.
Chilean Festival 2015
$660.00
Malayalee Association Of Queensland Inc.
Badminton Indian Open 2016
$3,300.00
National Seniors Australia Ltd
Project Healthy Hearts 2
$300.00
National Seniors Australia Ltd
Seniors Community BBQ
$385.00
Parkinson Ward Office
Hire of bus for Calamvale Carnival
$2,153.73
Parkinson Ward Office
Loop the Lake
$2,145.00
Parkinson Ward Office
Citizenship Ceremony September 2015
$8,702.82
Parkinson Ward Office
Magic Mile
$660.00
Parkinson Ward Office
Halloween in the Park
$4,917.28
Parkinson Ward Office
Christmas in the Park
$5,138.19
Parkinson Ward Office
Baby’s First Christmas
$681.82
Parkinson Ward Office
Parkinson Ward Neighbourhood Festival
$4,945.37
Probus Club Of Algester & District Inc.
Christmas Lights Tour
$459.80
Run For Kids Pty Ltd
Brisbane’s Great South Run
$2,200.00
Sinhala Association Of Queensland Inc.
Saralanga 2015
$1,000.00
St Stephen’s Algester School P& F Association
St Stephen’s Spring Fair 2015
$3,907.20
Stretton State College P&C Association
College Community Event
$1,100.00
Tamil Association (Qld) Inc.
Festival of Lights 2015
$1,100.00
Body Corporate for Sugarwood Grove Garden Villas
The Guide to Community Living
$500.00
Brookfield Show Society Inc.
Australia Day Celebrations
$800.00
Kenmore Cricket Club
Movie in the Park Club Fundraiser
$1,100.00
Kenmore District Churches Together
Community carols
$3,850.00
Kenmore District Kindergarten and Preschool Association Inc.
Facilities upgrade − non-slip concrete coating
$2,000.00
Kenmore Moggill RSL
Anzac Day Shell Green Commemorative Cricket Match
$2,684.00
Pullenvale Ward
187 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Kenmore Park Preschool and Kindergarten Association Inc.
Creating a Safe Community for Kids
$500.00
Kenmore South State School P&C Association
Community Bush Dance
$1,216.00
Kenmore West Kindergarten
Art Show and Fun Day
$720.00
McIntyre Centre Riding for Disabled Ltd
‘Party in the Paddock’ Community Fun Day
$4,950.00
Moggill Creek Catchment Group
2015 Photocomp School Category awards
$350.00
Moggill State School P&C Association
School 150 Year Celebrations
$4,000.00
Moggill Uniting Church
Day Camp 2016
$3,631.84
Mt Crosby State School P&C Association
Community Kitchen
$2,007.00
OLR Parish
Moggill Living Nativity
$1,596.44
Our Lady of the Rosary Kindergarten
Family Fun Day
$1,318.00
Pullenvale Primary P&C Association
Spring Fair
$4,000.00
Pullenvale Progress Association
Pullenvale Hall upgrade
$2,645.50
Rotary Club of Karana Downs
Karana Carols
$1,130.00
Rotary Club of Karana Downs
Mt Crosby Emergency Response Shed
$427.00
Rotary Club of Kenmore Inc.
Australia Day Citizenship Ceremony
$770.00
Scout Association of Australia Queensland − Moggill Scout Group
Roller doors
$4,760.10
Street Swags
Bellbowrie Community Sleepover for Swagtember
$800.00
Sugarwood Grove Garden Villas Community Club
Indoor bowls activity
$1,271.60
A Touch of Compassion Inc.
Catering equipment
$1,000.00
Christian Reformed Church of Inala
Anniversary celebration
$454.54
Congregational Christian Church in Samoa (Australia) Brisbane Inc.
KidzFest
$909.09
Darra Community Group Inc.
Darra Festival 2015
$636.37
Doolandella Neighbourhood Watch Group (Inala 10)
Doolandella Community Christmas Carols
$500.00
Durack Neighbourhood Watch Group (Inala 1)
Clean up Durack Common Parkland
$275.00
Richlands Ward
188 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Forest Lake Area Garden Group
20 th birthday celebration
$275.00
Forest Lake Junior Australian Football Club Inc.
Presentation Day 2015
$1,000.00
Forest Lake Junior Rugby league Football Club Inc.
Trophy Presentation Day 2015
$2,500.00
Forest Lake Uniting Church
Pizza oven
$909.10
Forest Place Residents Club Inc.
Craft supplies
$275.00
Grow Support Inc.
2015 Sports Connections Multicultural Sports
$500.00
Guides Queensland − Oxley District Girl Guides
Upgrade of bathroom and toilet
$1,100.00
Homestead Village Neighbourhood Watch Group
Community Fun Day
$275.00
Inala & District Senior Citizens Club Inc.
Seniors Week Celebration
$500.00
Inala 4 NHW
Membership Drive 2015
$575.90
Inala and District Senior Citizens Club Inc.
Christmas Celebration 2015
$275.00
Inala Community House
Photographic timeline of Inala and Inala Community House
$909.10
Inala Meals on Wheels Inc.
Volunteer social outing
$272.72
Inala Pensioner League Inc.
Senior’s Week Morning Tea
$500.00
Inala Respite Centre Inc.
Christmas Celebration 2015
$250.00
Inala Youth Service
Youth Christmas Party
$250.00
Lakers Netball Club Inc.
Presentation Day 2015
$1,000.00
Lake’s Swimming Club Inc.
Trophy presentation
$600.00
Lions Club of Forest Lake Inc.
Community afternoon tea
$1,000.00
Lions Club of Forest Lake Inc.
Welfare support program
$500.00
Lions Club of Inala Inc.
World Environment Day Barbecue
$275.00
Lions Club of Inala Inc.
Day for children with special needs
$500.00
MontroseAccess
Purchase of Decpac ramping
$1,091.75
Murri Watch Inc.
Joshua Blow Memorial Shield
$545.46
National Seniors Australia
Project Healthy Hearts 2
$300.00
New Life Christian Church
Community Carols 2015
$909.10
OBBO Women Community Development Agency
Acholi (South Sudanese) Cultural Day
$454.54
189 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Oxley & District Garden Club
Annual Christmas lunch
$500.00
Oxley Bowls Club Inc.
Oxley Jazz Festival
$909.10
Oxley Bowls Club Inc.
Australia Day Beach Party 2016
$2,505.65
Oxley Neighbourhood Watch Group Sherwood 7
Oxley Band in the Park
$2,000.00
Oxley Progress Association
Spring Fling
$1,000.00
Returned & Services League of Australia (Queensland Branch) Forest Lake Sub-branch
New marquee
$1,737.00
Richlands Scout Group
First aid supplies
$250.00
Richlands Ward Office
Durack Common Walking Group
$250.00
Richlands Ward Office
School Chaplain Networking Event
$376.00
Richlands Ward Office
LMSIF letterhead
$560.00
Richlands Ward Office
Killarney Street Park opening
$372.73
Richlands Ward Office
Movie in the Park − Forest Lake
$3,947.50
Richlands Ward Office
Dog off-leash area opening − Government Rd, Forest Lake
$300.00
RSL Darra and District Sub Branch
Event staging
$2,000.00
Sherwood Community Festival Inc.
Sherwood Community Festival
$1,000.00
Skyhawks Table Tennis Club Queensland
Purchase of new table
$1,000.00
South West Brisbane Community Legal Centre Inc.
Hoy social group at The Hub
$250.00
South West Progress Association Inc.
Welcoming the Babies 2015
$4,545.46
St Marks Catholic Parish
The Mother Effect Group equipment drive
$909.09
Tamil Association (Qld) Inc.
Christmas celebration 2015
$1,000.00
The Salvation Army Inala
Christmas lunch 2015
$909.09
Uniting Church Oxley Darra Parish
Community Carols 2015
$909.09
Vietnam Grace Church Brisbane Inc.
Jamplify Youth Event
$454.54
Vietnamese Community in Australia Queensland Chapter Inc.
Children’s Moon Festival 2015
$454.54
Vietnamese Community in Australia Queensland Chapter Inc.
Tet Festival 2016
$454.54
190 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Vietnamese Senior Citizens Association
Catering for monthly community lunch
$2,000.00
Wesley Mission Brisbane − Elorac Place
Weekly community meal program
$250.00
Aid for the Blind
Fitness and wellbeing program for blind and vision impaired
$500.00
Annerley 5 Neighbourhood Watch
BBQ 7 and flea market
$825.00
Annerley-Stephen’s History Group Inc.
Stories of Stephens
$1,000.00
Brisbane Canoeing Inc.
Purchase of kayaks
$1,100.00
Brisbane River Zonta Group
RSPCA cupcake fundraiser
$550.00
Chelmer Station Community Kindergarten Inc.
Spring Garden Day 2015
$500.00
Corinda State School P&C Association
Hire of rides for Festival of Nations
$880.00
Corinda State School P&C Association
Active School Travel portable banner
$275.00
Fairfield Christian Family
Christmas Fair
$2,300.00
Graceville Croquet Club Inc.
Purchase of equipment
$1,100.00
Graceville Presbyterian Church
Bush dance
$500.00
Graceville State School P&C Association
Fete
$1,431.00
Junction Park State School P&C Association
Active School Travel breakfast – 2 September 2015
$500.00
Junction Park State School P&C Association
Active School Travel breakfast − 18 November 2015
$500.00
Junction Park State School P&C Association
School fete − Hearts and Heroes
$750.00
Mary Immaculate School Annerley P&F Association
Multicultural festival
$1,100.00
Montrose access
Purchase of BBQ
$990.00
Multicultural Centre for Mental Health and Wellbeing Inc.
Harmony United Soccer program
$1,000.00
Oxley United Soccer and Sporting Association
New scoreboard/sign
$1,100.00
Riverside Christian Church Ltd
Community Carols
$2,000.00
Sherwood 1 NHW
Community BBQ
$572.00
Sherwood Afternoon Stamp Society Inc.
Hire of hall for Annual Stamp Fair
$550.00
Sherwood Community Festival Inc.
Sherwood Community Festival
$1,500.00
Tennyson Ward
191 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Sherwood District Meals on Wheels Inc.
Volunteers Christmas party
$537.50
Sherwood Football Club Ltd
Purchase of football equipment
$1,000.00
Sherwood Indooroopilly RSL Sub-branch Inc.
Installation of emergency exit
$1,000.00
Sherwood Neighbourhood Centre Inc.
Replacement fridge and CCTV for client and staff safety
$1,500.00
Sherwood Respite Service Inc.
Hire of tables, chairs and display equipment for Seniors Expo
$1,000.00
Sherwood Scout Group
Floor vinyl to entrance corridor and PWD amenities
$500.00
Sherwood State School P&C Association
Stage and entertainment for fete
$1,000.00
Southside Community Craft Circle
Purchase of yarn and materials
$275.00
St David’s Anglican Church
Community Christmas Carols
$1,500.00
St Joseph’s Corinda P&F Association
Hire of stage and security for fete
$1,100.00
St Sebastian’s Catholic Primary School P&F Association
Catering and hire of equipment for fete
$1,100.00
Stephens Croquet Club Inc.
Grounds equipment
$1,000.00
Stephens Sub Branch RSL
Anzac Day Memorial Service 2016
$1,100.00
Tennyson Ward Office
Yeronga State School Active Travel breakfast Term 3
$418.64
Tennyson Ward Office
Junction Park State School Active Travel breakfast Term 3
$250.00
Tennyson Ward Office
Senior’s afternoon tea
$500.00
Tennyson Ward Office
Active School Travel Breakfast Corinda State School
$337.98
Tennyson Ward Office
Corinda Movies in the Park
$2,420.00
Tennyson Ward Office
Graceville State School Active School Travel breakfast
$377.42
Tennyson Ward Office
Annerley Movies in the Park
$2,420.00
Tennyson Ward Office
Chelmer/Sherwood Movies in the Park
$2,430.00
The Combined Probus Club of Sherwood Inc.
Purchase of sound equipment
$1,000.00
The Half Dozen Group of Artists Inc.
New tables for art studio
$989.78
192 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
The Lions Club of Brisbane Moorooka Inc.
Citizenship Ceremony Australia Day 2016
$550.00
The Scout Association of Australia, Queensland Branch Inc.
Pamphlet Tennyson Sea Scouts boat trailer
$1,000.00
West End Family Care Services Inc.
Annerley Junction Christmas Fair
$500.00
West End Family Care Services Inc. – Yeronga Community Centre
Community breakfast
$1,000.00
Western Districts Netball Association
Purchase of lawn mower
$1,000.00
Western Suburbs District Cricket Club
Picket fence painted
$1,500.00
Yeronga Anglican Church
Christmas lunch for the disadvantaged in the Yeronga area
$250.00
Yeronga Meals on Wheel Inc.
Volunteer Christmas lunch
$700.00
Yeronga Park Kindergarten Association Inc.
Spring Fete
$532.00
Yeronga State High School P&C Association
Multicultural Day Festival
$770.00
Yeronga Uniting Church
Machinery project
$1,000.00
Anywhere Theatre Festival Ltd
Program marketing and distribution for 2016 Anywhere Festival
$1,000.00
Brisbane Ukulele Musicians Society Inc.
Directional signage for SPRUKE 2015 (Brisbane’s Ukulele Festival)
$760.00
Church@TheGabba
Community Carols 2015
$900.00
Community Friends
Computer equipment
$988.00
Dutton Park Primary P&C Association
Movie Night
$2,500.00
East Brisbane Croquet Club
Sporting and court equipment and entrance improvement
$1,000.00
Footprints in Brisbane Inc.
Sanity Fair 2015
$2,393.00
Gabba Hill Community Garden Inc.
Garden tools, equipment and consumables for Stage 1
$1,000.00
Gabba Hill Community Garden Inc.
Water tap installation
$500.00
Jagera Community Hall Management Aboriginal and Torres Strait Islander Corporation
Jagera Community Hall Self-Management Model
$2,471.10
The Gabba Ward
193 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Kurilpa Community Child Care Centre Inc.
Kindergarten car park gate
$800.00
MDA Ltd
A multicultural women’s forum and dance celebration
$850.00
Mercy Community Services SEQ Ltd
International Women’s Day Celebration 2016
$1,000.00
Queensland Maritime Museum
Model boats for Pirates Week 2016
$800.00
Queensland Positive People
Community green space
$750.00
Serbian Orthodox Church Community
Brisbane Serbian Festival
$1,650.00
St Mary’s Anglican Parish Kangaroo Point
BCC park access path to Navy memorials disabled access path
$681.82
Tangara Residents Committee
Library and e-reader resource project
$450.00
The End of the Line Festival − The Gabba Village Association
Traffic management costs for The End of the Line Festival
$5,000.00
The Gabba Ward Office
Mollison Street sculpting project
$9,965.00
The Gabba Ward Office
Kangaroo Point greening project
$851.42
Turnstyle Community Hub
Bicycle repair station
$2,160.11
Turnstyle Community Hub
Laura Street Festival
$519.75
West End Community Association Inc.
Highgate Hill wall
$5,000.00
West End Community Association Inc.
The 8th Annual Kurilpa Derby
$5,000.00
West End Music and Dance Teachers’ Cooperative Ltd
Upstairs @ 199
$2,000.00
West End Partisans Sporting and Cultural Association
Pitch maintenance − aeration
$1,376.10
Women’s Community Aid Association
Women’s House 40 th birthday celebrations
$250.00
Zephyr Youth Arts Collective Inc.
Purchase of equipment
$1,500.00
Ashgrove Baptist Church
Christmas at Ashgrove
$1,000.00
Ashgrove Bowls and Community Recreation Club
Replace BBQs
$1,918.18
Ashgrove Golf Club
Junior golf program
$1,000.00
Ashgrove Memorial Kindergarten
Trivia night
$500.00
Bardon Anglican Church
Hire of LCD screen for Bardon Community Carols
$2,500.00
The Gap Ward
194 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Bardon Anglican Church
Set-up costs for Bardon Community Carols
$500.00
Bardon State School P&C Association
Bardon Mayfair
$550.00
Hear and Say
Production and installation of three directional street signs
$930.00
Hilder Road State School P&C Association
Hilder Road State School Carnival
$550.00
Mater Dei Primary School P&F Association
2015 Music in the Moonlight
$605.00
Neighbourhood Watch The Gap
Newsletter
$330.00
Oakleigh Primary P&C Association
Oakleigh State School Fair
$500.00
Parkrun Inc.
Ashgrove Parkrun
$1,110.00
Payne Road State School P&C Association
Family Fun Day 2015
$500.00
Pretty Groovy Art
Pillars of the Gap Community
$528.24
Red Hill Kindergarten Association Inc.
Hire of bins and portaloos for Red Hill Fair
$500.00
Rotary Club of Ashgrove/The Gap Inc.
Fireworks, printing of flyers and posters and distribution of flyers for Carols by Candlelight
$3,300.00
Rotary Club of Ashgrove/The Gap Inc.
Event fee for Carols by Candlelight
$550.00
RSL Bardon Sub-Branch Inc.
Remembrance Day 2015
$275.00
Save Our Waterways Now Inc.
Native bee hive installation
$760.00
Save Our Waterways Now Inc.
Seed bank cold room
$5,000.00
Save Our Waterways Now Inc.
Purchase of computer
$1,500.00
Serenata Singers Inc.
Purchase of advertising banner
$363.00
Shed Happens The Gap/Ashgrove
Community Shed Night
$750.00
St Ambrose’s Primary School P&F Association
2015 Christmas Habit
$500.00
St Finbarr’s School Ashgrove P&F Association
St Finbarr’s Fashions on Parade
$550.00
St Peter Chanel P&F Association
Animal farm hire for Family Food and Fun Festival
$550.00
The Gap Amateur Swim Club
Purchase of defibrillator
$550.00
The Gap Chapter Gaythorne RSL Sub Branch RSL
Commemorate Anzac Day 2016
$400.00
The Gap Farmers’ Market Inc.
Christmas Twilight Music and Market
$500.00
The Gap Netball Club
Purchase of marquee
$1,636.37
195 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
The Gap Pioneer and History Group Inc.
Public address system
$1,650.00
The Gap State High School P&C Association
The Gap Community Carols
$8,000.00
The Gap State School Amateur Swimming Club (as sub-committee of the Gap State School P&C Association)
Purchase and installation of timeboard
$4,089.00
The Gap State School P&C Association
The Gap State School Music Soiree
$500.00
The Gap Ward Office
Anti-graffiti prepwork and artwork at Alfred and Lucina Park
$2,500.00
The Gap Ward Office
Mates4Mates
$1,500.00
The Gap Ward Office
Walton Bridge community consultation
$884.77
The Gap Ward Office
Extension of mural − Ithaca Creek Bikeway
$2,000.00
The Scout Association of Australia - Queensland Branch Inc. − The Gap Scout Group
Purchase of marquee
$1,745.44
The Scout Association of Australia, Queensland Branch Inc. − St John’s Wood Group
Shelving and lighting new Q store
$1,000.00
The Scout Association of Australia, Queensland Branch Inc. − St John’s Wood Group
Scout group promotional banner
$425.00
Aunties and Uncles Queensland
Children’s Christmas Picnic
$1,000.00
Brisbane Ukulele Musicians Society Inc.
Toowong Daytime Jam
$770.00
Lions Club of Brisbane Bardon Inc.
Christmas in July
$2,500.00
Milton State School P&C Association
Milton Kids Travel GREEN
$500.00
Rotary Club of Brisbane Planetarium
Australia Day Citizenship Ceremony
$1,523.50
Rotary International
Opera in the Gardens
$600.00
Royal Queensland Art Society
Petrie Terrace Gallery − Biennial Festival of Art
$5,000.00
St Ignatius Toowong P&F Association
Goldicott Opera Under the Stars
$2,000.00
Taringa Milton Toowong Scout Group
Purchase of marquees
$2,000.00
Toowong and District Historical Society Inc.
Book launch of Prof. Peter Roeenfeldt’s latest publication on Toowong musician Madame Mallalileu
$550.00
Toowong Ward
196 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Toowong Primary P&C Association
Hands and Hearts Fair
$2,500.00
Toowong RSL Sub Branch
Anzac Day 2016
$3,500.00
Toowong Ward Office
Christmas Extravaganza − Frew Park, Milton
$7,541.37
Toowong Ward Office
Movie in the Park − Frew Park, Milton
$6,177.72
Brizwest Community Music Ensembles Inc.
Music in the Park − Toowong
$1,100.00
Chapel Hill Community Kindergarten
2015 Arts Show
$1,900.00
Chapel Hill State School P&C Association
Annual Fete
$2,000.00
Fig Tree Pocket State School P&C Association
Movie Night − Fig Tree Pocket
$2,067.50
Fig Tree Pocket State School P&C Association
School discos
$500.00
Golden Yuga Inc. trading as SpringFlare
SpringFlare
$1,000.00
India Australia Society of Queensland Inc.
Australia and India Day Celebration
$1,500.00
Indooroopilly Men’s Shed
Air conditioning
$2,860.00
Ironside State School P&C Association
Ironside Spring Fair 2015
$1,500.00
Kenmore Cricket Club
Movie in the Park Club Fundraiser
$3,300.00
Lions Club of Brisbane Inner West
Australia Day 2016 Citizenship Ceremony
$2,015.00
MARACCAS − Mobile Active Recreation And Creative Community Arts Space
Perrin Park Multicultural Festival 2015
$1,462.65
Probus Club of Chapel Hill Inc.
Laptop computer
$385.00
St Ignatius Toowong P&F Association
Sunset Serenade
$2,200.00
St Lucia Bowling Club Inc.
Shade facility over open deck
$2,190.00
Taringa Milton Toowong Scout Group
Purchase of marquees
$2,000.00
The Salvation Army Aged Care Plus
Christmas lights bus tour − Walter Taylor Ward
$1,120.00
The University of Queensland Tennis Club Inc.
Development of computerised management system for social tennis
$1,726.36
Toowong Bowls Club Inc.
Club administration equipment
$903.00
Walter Taylor Ward Office
September Movies in the Park − Indooroopilly
$1,032.73
Walter Taylor Ward Office
Walter Taylor Ward Dogs Breakfast 2015 − Chapel Hill
$1,998.73
Walter Taylor Ward
197 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Walter Taylor Ward Office
Walter Taylor Ward Toowong Dogs Breakfast
$2,253.09
Walter Taylor Ward Office
Jack Cook Park reopening event
$4,440.00
Access Outreach Australia t/a Access Street Vans
Adopt-A-Pensioner
$2,000.00
Brisbane Macgregor Lions Club Inc.
Garden City Art Extravaganza
$1,785.00
Brisbane Super Kings Cricket Club Inc.
3rd Annual 2015 CUP
$1,100.00
Broadwater Road Uniting Church
2015 Light Party
$2,000.00
Bulimba Creek Catchment Coordinating Committee (B4C)
Pollinator link
$1,658.00
Carers Queensland
CareFest’ Brisbane South Carers Week event
$600.00
Garden City Creative Writers
Anthology
$1,980.00
Global Care Australia
2015 Christmas hampers
$2,000.00
Greenleaves Residents Association
Christmas Party
$715.00
Holmead Outlook Neighbourhood Watch
Christmas Carols by Candlelight
$1,300.00
Mansfield State High School P&C Association
Mansfield Sporting Group Trivia Night
$1,200.00
Mansfield State School P&C Association
Hire of PA system and operators for fete
$1,000.00
Mount Gravatt East State School P&C Association
Community Nursing Home and Retirement Village Christmas Musical Tour
$600.00
Mount Gravatt Ladies Bowls Club
Six-a-side bowls competition
$1,000.00
Mount Gravatt Men’s Shed Inc.
Landscaping for new barbeque area.
$992.12
Mt Gravatt East State School P&C Association
Annual Bush Dance
$550.00
Mt Gravatt Girl Guides
External painting and gutter replacements
$998.00
Mt Gravatt Kindergarten & Preschool Association Inc.
2015 Bush Dance
$820.00
Mt Gravatt Kindergarten & Preschool Association Inc.
Installation of gutter guards
$1,280.20
Mt Gravatt Youth and Recreation Club Inc.
Soccer goals
$6,000.00
Queensland Police-Citizens Youth Welfare Association − Mt Gravatt Branch
Fascinate Young Writers Festival
$1,086.00
Scouts Australia Qld Branch − Upper Mt Gravatt Scout Group
Building maintenance
$5,922.95
Wishart Ward
198 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Southside Community Care Inc.
Mount Gravatt Community Meal
$2,000.00
St Bernard’s P&F Association
Father’s Day Community Sausage Sizzle
$550.00
St Catherine’s Primary School P&F Association
Father’s Day Breakfast
$600.00
St Marks Uniting Church
Community Carols
$1,500.00
The Salvation Army (Qld) Property Trust − Carindale
Community Fun Day
$1,553.18
Upper Mt Gravatt Kindergarten
Celebration Day
$2,000.00
Upper Mt Gravatt State School P&C Association
Twilight Community Christmas Market
$1,419.00
Wishart Rotary
Australia Day Citizenship Ceremony
$2,200.00
Wishart State School P&C Association
School disco
$650.00
Wishart UMG22 Neighbourhood Watch
Community Meeting sausage sizzle
$275.00
Yarranlea Primary School Parents Group
Community Connections
$384.95
BABI Youth & Family Service
Purchase of marquees, equipment and promotional materials for events
$4,000.00
Bayside Christian Family Church
The Uprising
$1,453.80
Bayside Multisport Inc.
Bayside Juniors Running Camp
$4,200.00
Brisbane East Branch National Serviceman’s Association
Fifeband drums
$1,100.00
CCIQ Brisbane Bayside (formerly Wynnum & Districts Chamber of Commerce)
Mural at Wynnum Central Train Station
$1,000.00
Guardian Angels School P&F Association
Hire of ride for fete
$1,100.00
Lota State School P&C Association
Fete 2015
$1,000.00
Manly Community Kindergarten
Sandpit cover
$2,592.00
Manly Harbour Village Chamber of Commerce Inc.
2015 Manly Harbour Village Halloween Street Party
$3,500.00
Manly West State School P&C Association
WOW Festival
$1,000.00
Moreton Bay Weight Reduction Club
Developing a Heathier Lifestyle
$500.00
Port of Brisbane Rotary
Australia Day breakfast celebration
$8,000.00
St John Vianney P&F Association
“Everything 80s” trivia night
$1,087.90
Wynnum Manly Ward
199 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – pre-caretaker period
(continued)
Organisation
Project summary
Amount approved
Waterloo Bay Leisure Centre Association
Purchase of sound system
$5,371.00
Wynnum Family Day Care and Education Service
Community Children’s Christmas Party
$1,000.00
Wynnum General Gordon Community Preschool and Kindergarten Association Inc.
Purchase of kitchen equipment
$1,000.00
Wynnum Manly Community Gardens Group Inc.
Bethania St Community Garden first aid and mulch
$500.00
Wynnum Manly Events Inc.
Wynnum Central Twilight Markets
$545.60
Wynnum Manly Events Inc.
Illuminations Festival
$3,500.00
Wynnum Manly Juniors Rugby League Club
2015 Spring Fair
$1,000.00
Wynnum Manly Ward Office
Operating Costs for Australia Day Celebration
$8,000.00
Wynnum State School P&C Association
Marketing and event signage for fair
$1,100.00
Wynnum Table Tennis Association Inc.
Purchase of a robot
$2,449.70
200 Brisbane City Council | Annual Report 2015-16
Councillors’ discretionary funds – post-election period
Project summary
Amount approved
Brisbane French Festival
Brisbane French Festival
$953.00
Filipino Australian Foundation of Qld Inc.
Philippine Festival 2016
$1,000.00
Northey Street City Farm
Winter Solstice Festival
$700.00
Sculptors Queensland
2016 Brisbane Sculpture Festival
$1,000.00
World Arts and Multi-Culture Inc.
Citizenship Ceremony
$347.00
Bracken Ridge Baptist Church
Bracken Ridge Xmas Festival 2016
$2,896.80
Bracken Ridge District Cricket Club
Purchase of mower
$3,000.00
Bracken Ridge State High School P&C Association
Trivia Night
$665.61
Bracken Ridge Ward Office
Backyard Bonanza (BYB16)
$9,090.91
Military Cadets Inc.
Training equipment
$3,000.00
Sandgate and District Historical Society and Museum Inc.
Cleaning and restoration of Ellen Wickham's grave
$2,142.80
Society of Women Writers Queensland Inc.
Sandcliffe Writers Festival
$3,300.00
The Crèche and Kindergarten Association Ltd
C&K Carseldine Community Childcare Centre's Interactive Learning Project
$1,000.00
Brisbane Southside Masters Swimming Inc.
Long Course Swim Meet 2016
$550.00
Gateway Church
Computers to train young people
$825.00
Queensland Target Sports Inc.
Vision impaired shooting
$1,200.00
Harty St Community Kindergarten and Pre-school Association Inc.
Playground swing area
$2,000.00
Woodturners Society of Queensland Inc.
Upgrade of electricity switchboard
$3,414.75
Sandgate and Bracken Ridge Action Group Inc.
Minor refurbishment works
$5,000.00
Sandgate and Districts Men's Shed Inc.
Purchase of racking and sign writing on building
$4,702.90
Organisation Lord Mayor
Bracken Ridge Ward
Chandler Ward
Coorparoo Ward
Deagon Ward
201 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillorsâ&#x20AC;&#x2122; discretionary funds â&#x20AC;&#x201C; post-election period
(continued)
Organisation
Project summary
Amount approved
Shorncliffe State School P&C Association
Historical mural pictures and sound audio for events
$3,345.70
St Flannan's Catholic School P&F Association
Active Travel Program - Walking Wheeling Wednesday
$349.50
All Gauge Model Railway Club Inc.
2016 Annual Model Train Show
$600.00
Cannon Hill Anglican College P&F Association
Wetlands Festival 2016
$800.00
Gumdale State School P&C Association
Fashion Parade
$500.00
Morningside 7 Neighbourhood Watch (Murarrie)
20 Year volunteers function
$600.00
Doolandella Neighbourhood Watch
Community Safety Day
$495.00
National Seniors Australia
Seniors Community BBQ
$385.00
PCYC Queensland
Advertising for Multicultural Youth Day
$450.00
South West Progress Association
Queensland Day Community Awards
$1,500.00
Holland Park State School P&C Association
Holland Park State School Fete
$1,000.00
St Agnes P&F Association
St Agnes School Fete
$1,100.00
St Elizabeth's P&F Association
St Elizabeth's "Community Heroes" Fete
$1,180.60
St Joachim's P&F Association
St Joachim's Outback Fete
$1,000.00
Tarragindi War Memorial Kindergarten
Tarragindi Kindy Fete
$1,000.00
Amani Soccer Club Inc.
Learn to Play Soccer
$800.83
Darra State School P&C Association
Darra State School Centenary Memorial Book Publication
$500.00
Jamboree Ward Office
4074 Community Fun Day
$636.36
Kiwanis Club of Brisbane
Family Fun Day
$1,499.96
Aspley District Girl Guides
Aspley Spectacular
$350.00
Aspley Lions Club
Funding for club shirts
$1,209.45
Doboy Ward
Forest Lake Ward
Holland Park Ward
Jamboree Ward
Marchant Ward
202 Brisbane City Council | Annual Report 2015-16
Councillorsâ&#x20AC;&#x2122; discretionary funds â&#x20AC;&#x201C; post-election period
(continued)
Organisation
Project summary
Amount approved
Brisbane United Sports and Arts Club Inc.
Purchase of laptop
$770.00
Emily Foord Memorial Kindergarten
Printing of Lanham Fair brochure
$500.00
Marchant Ward Office
Magic Mike for Marchant Ward 2016 May Fair
$395.00
Marchant Ward Office
Music group for Marchant Ward 2016 May Fair
$1,000.00
Marchant Ward Office
Pony Rides for Marchant Ward 2016 May Fair
$900.00
Marchant Ward Office
Entertainment for Marchant Ward 2016 May Fair
$4,575.00
Marchant Ward Office
Movie hire for Marchant Ward Lanham May Fair
$2,970.00
Marchant Ward Office
Distribute flyers for Marchant Ward 2016 May Fair
$489.09
Marchant Ward Office
Purchase of marquee
$1,370.44
Marchant Ward Office
Purchase of spare marquee frame and carry bag
$429.54
Nundah Wavell All Churches Soccer Club
New uniforms and equipment
$2,000.00
Acacia Ridge Community Support Inc.
Party in the Park
$250.00
Moorooka Ward Office
Community Movie Night
$3,119.00
Mt Ommaney Neighbourhood Watch 13 (Oxley Ridge area)
Safety and Neighbourhood Watch morning tea
$500.00
Salisbury Primary School P&C Association
Community hall facility upgrade
$1,000.00
The RSL of Australia (Queensland Branch) Salisbury Sub Branch Inc.
Honour board engraving of names
$1,000.00
Bulimba Uniting Church
Purchase new blinds
$500.00
GLC Chaplaincy
Mother's Day High Tea supporting GLC Chaplaincy
$260.00
St Thomas' Catholic Primary School P&F Association
St Thomas' School Fete 2016
$500.00
Banyo-Nundah Catholic Parish
Design, layout and printing of history book
$2,000.00
Burnie Brae Ltd.
Project Pantry
$500.00
Community Friendship Centre
Support of seniors bus trip
$1,095.60
Moorooka Ward
Morningside Ward
Northgate Ward
203 Brisbane City Council | Annual Report 2015-16
DISCLOSURES
continued
Councillors’ discretionary funds – post-election period
(continued)
Organisation
Project summary
Amount approved
Community Living Association Inc.
Community peer skills
$1,069.00
Community Living Association Inc.
Nundah All Stars − "Grease is the word!"
$1,325.00
Fit’scool Aust Inc.
Destiny hip hop concert
$500.00
Hendra Pony Club Inc.
Safety and ancillary equipment
$676.50
Kedron Primary P&C Association
Kedron State School art auction
$1,200.00
Kedron Scout Group
Mowing Kedron Den
$779.00
Lions Club of Brisbane Nundah Inc.
Queensland Day and Citizenship Ceremony
$6,050.00
North Brisbane Rugby Union Club Inc.
Adjustments to sprinkler system
$1,900.00
Northgate State School P&C Association
Fundraiser coffee pod machine
$660.00
Northside Low Vision Support Group Nundah
Bus outings
$275.00
Nundah Community Enterprises Cooperative
Equipment for local job creation
$998.18
Nundah State School P&C Association
Nundah State School Active Travel Program
$1,000.00
Nundah State School P&C Association
Trivia night
$849.00
Singh Sabha Brisbane
Vaisakhi Festival
$500.00
Toombul Croquet Club
Maintenance − re-painting of club house
$2,000.00
Toombul District Cricket Club Inc.
Equipment
$995.00
Valley Hockey Club Inc.
Purchase laptop
$748.00
Virginia United Football Club Inc.
Improved field maintenance abilities
$1,212.90
Bardon Scout Group
Alucobond sign panels
$825.00
Ithaca Creek State School P&C
Repainting of mural
$1,365.00
Ithaca Creek State School P&C
Creeky Christmas
$1,399.00
Milton State School P&C Association
Fair on the Green
$6,200.00
Paddington Ward Office
Movie in the park
$8,548.41
The Crèche and Kindergarten Association Ltd
C&K Rosalie Community Kindergarten Community Fun Fair
$500.00
Paddington Ward
204 Brisbane City Council | Annual Report 2015-16
Councillorsâ&#x20AC;&#x2122; discretionary funds â&#x20AC;&#x201C; post-election period
(continued)
Project summary
Amount approved
Bellbowrie Girls' Brigade (C/- Bellbowrie District Baptist Church)
Project "Let's Get Started"
$1,000.00
Brookfield Recreation Reserve Trust
Brookfield Hall Restoration Project
$2,100.00
Kenmore Bears Junior AFL Club
AFL Female Teams - Akuna Oval change room access
$3,000.00
Moggill Creek Catchment Group
Kids' Day at the Cottage 2016
$802.52
Our Lady of the Rosary Parent and Friends Association
Upgrade basketball hoops for school and community use
$1,000.00
CTK School Fete
$918.68
Queensland Ornithological Society Inc. trading as Birds Queensland
2016 Queensland Ornithological Conference
$250.00
Sovereign Women United
Winter School Holidays Crafternoons
$315.00
St Clement Catholic Association of Queensland Inc. - Sister Association Melkite Catholic Welfare Association (MWA)
Notice board sign
$318.00
Anglican Parish of Indooroopilly, St Andrew's Church
Kid's Fun Fest
$2,430.00
Hillsdon Kindergarten
Hillsdon Kindergarten fete rides entertainment
$1,860.00
Holy Family P&F Association
Holy Family Community Fete 2017
$1,500.00
Indooroopilly Men's Shed Inc.
Shed improvement works
$1,870.00
Probus Club of Indooroopilly Inc.
Provision of computer equipment
$798.38
Sherwood Indooroopilly RSL Sub-branch Inc.
RSL Stomp
$1,000.00
St Ignatius Toowong P&F Association
Goldicott Opera Under the Stars
$2,530.00
St Lucia History Group
A History of Brisbane's Western Suburbs
$1,089.00
Walter Taylor Ward Office
2016 Anzac Day Service
$405.22
Organisation Pullenvale Ward
Tennyson Ward Christ the King P&F Association
The Gabba Ward
Walter Taylor Ward
205 Brisbane City Council | Annual Report 2015-16
Brisbane CBD view from the river
206 Brisbane City Council | Annual Report 2015-16
ANNUAL FINANCIAL STATEMENTS In this section Table of contents Detailed financial reports
8 207 Brisbane City Council | Annual Report 2015-16
TABLE OF CONTENTS Statements of comprehensive income
209
Statements of financial position
210
Statements of changes in equity
211
Statements of cash flows
213
Notes to and forming part of the financial statements
Equity 17. Capital
238
18. Asset revaluation surplus
239
19. Fair value reserves
240
20. Accumulated surplus
240
Other disclosures 21. Reconciliation of the increase in operating capability to cash flows from operating activities
241 242
1. Significant accounting policies
214
22. Commitments
2. Analysis of Council results by program
216
23. Contingencies
242
24. Service concession arrangements
243
Financial performance
25. Superannuation â&#x2C6;&#x2019; defined benefit plan
245
3. Revenue
218
26. National competition policy
246
4. Expenses
220
27. Events after the reporting period
246
28. Financial instruments and financial risk management
247
Assets 5. Cash and cash equivalents
222
6. Receivables
222
7. Non-current assets held for sale
223
8. Other current assets
223
9. Other non-current financial assets
224
10. Investment in associate
225
11. Property, plant and equipment
226
12. Intangibles
234
Liabilities 13. Payables
234
14. Other financial liabilities
234
15. Provisions
236
16. Other liabilities
238
208 Brisbane City Council | Annual Report 2015-16
Statement by Councillors and management
249
Independent auditor's report
250
Current-year financial sustainability statement
252
Long-term financial sustainability statement
256
Brisbane City Council Statements of comprehensive income for the year ended 30 June 2016
Note Income Rates and utility charges Donations, contributions, subsidies and grants Fees and charges TransLink Transit Authority Interest Other revenue
Expenses Employee costs Materials and services Depreciation and amortisation Finance costs Loss on disposal of property, plant and equipment and intangibles Other expenses
Share of profit from associate
3(a) 3(b) 3(c) 3(d) 3(e) 3(f)
4(a) 4(b) 11, 12 4(c) 4(d) 4(e)
10
Increase in operating capability Other comprehensive income Items that will not be reclassified to operating capability Increase/(decrease) in asset revaluation surplus Remeasurement of defined benefit plan Items that may be reclassified subsequently to operating capability Net change in available-for-sale financial assets Gain on effective hedges
Total comprehensive income
18 25
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
936,781 271,703 248,744 308,235 24,480 142,516 1,932,459
905,604 381,957 227,337 304,734 26,523 193,247 2,039,402
936,874 272,300 248,766 308,235 36,928 288,676 2,091,779
905,640 381,957 227,283 304,734 71,997 303,987 2,195,598
656,750 679,651 333,445 178,212
640,795 755,715 299,847 95,210
655,896 681,094 333,435 178,212
639,829 757,818 299,702 95,210
55,841 105,686 2,009,585
20,094 105,232 1,916,893
55,841 99,884 2,004,362
22,948 105,079 1,920,586
157,050
169,458
-
-
79,924
291,967
87,417
275,012
158,660 (2,198)
(194,676) (1,041)
144,634 (2,198)
(213,594) (1,041)
3,101 159,563
149 703 (194,865)
(1,256) 141,180
1,392 704 (212,539)
239,487
97,102
228,597
62,473
209 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Statements of financial position as at 30 June 2016
Note
Current assets Cash and cash equivalents Receivables Inventories Other Non-current assets held for sale
5 6 8 7
Non-current assets Receivables Other financial assets Investment in associate Property, plant and equipment Intangibles Defined benefit plan Other
6 9 10 11 12 25
Total assets
2
Current liabilities Payables Other financial liabilities Provisions Other
13 14 15 16
Non-current liabilities Payables Other financial liabilities Provisions Other
14 15
Total liabilities Net community assets
Community equity Capital Asset revaluation surplus Fair value reserves Accumulated surplus Total community equity
210 Brisbane City Council | Annual Report 2015-16
17 18 19 20
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
436,583 61,160 18,451 88,321 40,341 644,856
554,661 61,421 11,833 209,570 5,368 842,853
329,226 62,513 13,082 88,610 57 493,488
429,719 61,471 11,833 209,444 5,368 717,835
3,335 43,084 2,379,670 18,329,492 310,746 11,213 1,636 21,079,176 21,724,032
471,281 58,332 2,385,305 17,912,920 301,300 13,313 21,142,451 21,985,304
273,995 45,800 196,185 36,677 552,657
270,405 56,688 179,453 35,552 542,098
272,028 45,800 196,185 36,659 550,672
269,676 56,688 179,453 35,536 541,353
143 1,481,912 31,553 2,437 1,516,045 2,068,702
18 2,001,333 23,037 2,975 2,027,363 2,569,461
6 1,481,912 31,553 2,437 1,515,908 2,066,580
2,001,333 23,037 2,975 2,027,345 2,568,698
19,655,330
19,415,843
19,308,094
19,079,497
9,494,565 9,470,652 2,313 687,800
9,179,568 9,311,992 (788) 925,071
9,579,134 9,239,485 2,313 487,162
9,244,978 9,094,851 3,569 736,099
19,655,330
19,415,843
19,308,094
19,079,497
471,281 183,985 184,843 2,158,143 2,158,143 18,217,099 17,801,480 310,746 301,300 11,213 13,313 20,881,186 20,930,360 21,374,674 21,648,195
Brisbane City Council Statements of changes in equity for the year ended 30 June 2016
Consolidated Balance at beginning of year Increase in operating capability Other comprehensive income
Capital (note 17) $000
Total $000 19,415,843
9,179,568
Fair value reserves (note 19) $000
9,311,992
Accumulated surplus (note 20) $000
(788)
925,071
79,924
-
-
-
79,924
159,563
-
158,660
3,101
(2,198)
19,655,330
9,179,568
9,470,652
2,313
1,002,797
-
314,997
-
-
(314,997)
19,655,330
9,494,565
9,470,652
2,313
687,800
Transfer to/(from) capital accounts and accumulated surplus Balance at year end
Asset revaluation surplus (note 18) $000
Brisbane City Council Statements of changes in equity for the year ended 30 June 2015
Consolidated Balance at beginning of year Increase in operating capability Other comprehensive income
Transfer to/(from) capital accounts and accumulated surplus Balance at year end
Asset revaluation surplus (note 18) $000
Capital (note 17) $000
Total $000 19,318,741
9,039,868
Fair value reserves (note 19) $000
9,506,668
Accumulated surplus (note 20) $000
(1,640)
773,845
291,967
-
-
-
291,967
(194,865)
-
(194,676)
852
(1,041)
19,415,843
9,039,868
9,311,992
(788)
1,064,771
-
139,700
-
-
(139,700)
19,415,843
9,179,568
9,311,992
(788)
925,071
211 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Statements of changes in equity for the year ended 30 June 2016
Capital (note 17) $000
Total $000
Council Balance at beginning of year
19,079,497
Increase in operating capability Other comprehensive income
9,244,978
Fair value reserves (note 19) $000
9,094,851
Accumulated surplus (note 20) $000
3,569
736,099
87,417
-
-
-
87,417
141,180
-
144,634
(1,256)
(2,198)
19,308,094
9,244,978
9,239,485
2,313
821,318
-
334,156
-
-
(334,156)
19,308,094
9,579,134
9,239,485
2,313
487,162
Transfer to/(from) capital accounts and accumulated surplus Balance at year end
Asset revaluation surplus (note 18) $000
Brisbane City Council Statements of changes in equity for the year ended 30 June 2015
Council Balance at beginning of year Adjustment to previous recognition of non-current financial assets Increase in operating capability Other comprehensive income
Transfer to/(from) capital accounts and accumulated surplus Balance at year end
212 Brisbane City Council | Annual Report 2015-16
Asset revaluation surplus (note 18) $000
Capital (note 17) $000
Total $000
Fair value reserves (note 19) $000
Accumulated surplus (note 20) $000
19,017,174
9,120,750
9,308,445
1,473
586,506
(150)
(150)
-
-
-
275,012
-
-
-
275,012
(212,539)
-
(213,594)
2,096
(1,041)
19,079,497
9,120,600
9,094,851
3,569
860,477
-
124,378
-
-
(124,378)
19,079,497
9,244,978
9,094,851
3,569
736,099
Brisbane City Council Statements of cash flows for the year ended 30 June 2016
Note Cash flows from operating activities Receipts Rates and utility charges Fees and charges and TransLink Transit Authority Subsidies and grants Contributions GST received from Australian Taxation Office Interest Other Payments Employee costs Materials and services Finance costs Lease incentive Other
Net cash used in operating activities
Council
Consolidated 2016 2015 $000 $000
2016 $000
2015 $000
935,274 563,437 125,000 125,063 67,460 42,446 215,708 2,074,388
906,458 612,068 245,156 113,804 82,630 78,258 218,001 2,256,375
935,274 563,437 125,000 125,063 67,470 38,921 214,901 2,070,066
906,458 612,068 245,156 113,804 82,591 74,239 215,943 2,250,259
(655,085) (802,694) (112,766) (4,891) (47,060) (1,622,496)
(631,752) (983,906) (94,176) (1,877) (104,683) (1,816,394)
(655,085) (803,931) (112,766) (47,060) (1,618,842)
(631,752) (985,442) (94,176) (104,683) (1,816,053)
451,892
439,981
451,224
434,206
Cash flows from investing activities Proceeds from disposal of available for sale financial assets Proceeds from disposal of property, plant and equipment and intangibles Dividends received Payments for property, plant, equipment and intangibles Loans provided Loan repayment from Queensland Urban Utilities Net cash used in investing activities
12,992
-
-
-
164,030 77,273 (696,494) (3,297) 471,281 25,785
74,926 59,662 (771,294) 770,000 133,294
164,030 77,273 (668,386) (160) 471,281 44,038
62,226 74,662 (766,551) 770,000 140,337
Cash flows from financing activities Repayment of borrowings Net cash used in financing activities
(595,755) (595,755)
(598,628) (598,628)
(595,755) (595,755)
(598,628) (598,628)
Net increase/(decrease) in cash held Cash at beginning of year
(118,078) 554,661
(25,353) 580,014
(100,493) 429,719
(24,085) 453,804
436,583
554,661
329,226
429,719
Cash at year end
5
213 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
1
Significant accounting policies
1(a)
Reporting entity Brisbane City Council is constituted under the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 and is domiciled in Australia.
1(b)
Basis of preparation These general purpose financial statements are for the period 1 July 2015 to 30 June 2016 and have been prepared in compliance with the requirements of the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 . These financial statements have been prepared under the historical cost convention except as stated.
1(c)
Statement of compliance These financial statements have been prepared in accordance with all Australian Accounting Standards and Interpretations. Council is a not-for-profit entity and the Australian Accounting Standards include requirements for not-for-profit entities which are inconsistent with International Financial Reporting Standards (IFRS). Therefore in some instances these financial statements do not comply with IFRS. The main impacts are the offsetting of revaluation gains and losses within a class of assets and the timing of recognition of non-reciprocal grant revenue.
1(d)
Basis of consolidation Council and its controlled entities together form the economic entity which is referred to in these financial statements as the consolidated entity. The financial statements of controlled entities are included in the consolidated financial statements where material by size or nature, from the date when control commences until the date when control ceases. The City of Brisbane Investment Corporation Pty Ltd (CBIC) has been consolidated in Council's accounts as it is material. Information about controlled entities that have not been consolidated because they are not considered material is included in note 9. In addition, participation rights in the Central South East Queensland (SEQ) Distributor-Retail Authority (refer note 10) are accounted for in the consolidated balances using the equity method to reflect Council's significant influence on the Authority. Transactions with entities controlled by Council have been eliminated when preparing consolidated accounts. In addition, the accounting policies of controlled entities have been adjusted on consolidation where necessary, to ensure the financial report of the consolidated entity is prepared using accounting policies that are consistent with those of the Council.
1(e)
Date of authorisation The financial statements were authorised for issue on the date they were submitted to the Auditor-General for final signature. This is the date the Statement by Councillors and management is signed.
1(f)
Rounding and comparatives Amounts included in the financial statements are rounded to the nearest thousand ($000) unless otherwise stated. Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.
214 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
1
Significant accounting policies (continued)
1(g)
New and revised accounting standards Australian Accounting Standards and Interpretations that have been recently issued or amended but are not yet effective and have not yet been adopted by Council for the year ended 30 June 2016 are outlined below:
AASB 124 Related Party Disclosures
Applicable date: 1 July 2016
Impact: Council will disclose more information about related parties and transactions with those related parties. Council is currently preparing for this change by identifying related parties. Related parties are expected to include the Mayor, Councillors and some Council staff. In addition the close family members of those people and any organisations that they control or are associated with will be classified as related parties.
AASB 15 1 July 2018 Revenue from Contracts with Customers
Council is reviewing the way that revenue is measured and recognised to identify whether AASB 15 Revenue from Contracts with Customers will have a material impact. To date no impact has been identified.
AASB 9 Financial Instruments
1 July 2018
AASB 9 replaces AASB 139 Financial Instruments: Recognition and Measurement and changes the classification, measurement and disclosure of financial assets. This change will require Council to measure all financial assets at fair value or amortised cost rather than at cost. The impact is expected to be immaterial.
AASB 16 Leases
1 July 2019
AASB 16 will require the recognition of all leases on the balance sheet. A lease liability will be initially measured at the present value of the lease payments to be made over the lease term. A corresponding right-of-use asset will also be recognised to record the right to use the leased item over the lease term. Council has undertaken a preliminary analysis to identify and quantify the impacts of introducing AASB 16. The current assessment indicates the impact on Council’s statement of financial position on initial recognition would likely be a decrease in the range of $160 million to net assets. This assessment takes into account Council’s current obligations and various market and other assumptions.
Council has early adopted 2015-7 Fair Value Disclosures of Not-for-Profit Public Sector Entities which amends AASB 13 Fair Value Measurement to relieve not-for-profit public sector entities from certain disclosures applying to assets within level 3 of the fair value hierarchy. This has resulted in a minor reduction in disclosures regarding the fair value measurement of property, plant and equipment within level 3 of the fair value hierarchy in note 11, as these assets are held primarily for their current service potential rather than to generate future net cash inflows.
1(h)
Use of estimates and judgements The financial statements are subject to the use of estimates and judgements. The estimates and judgements that have a risk of causing an adjustment to the carrying amounts of assets and liabilities relate to: Other financial assets - participation rights Valuation of property, plant and equipment including depreciation rates, asset useful lives and residual values Provisions - workers' compensation self insurance, organisational restructure, land resumptions and restoration Contingencies - assets and liabilities Employee benefits - annual leave, long service leave and defined benefit plan, and Receivables - impairment.
1(i)
Taxation Council is subject to Fringe Benefits Tax (FBT), Goods and Services Tax (GST) and payroll tax on certain activities. The net amount of GST recoverable from or payable to the Australian Taxation Office is shown as an asset or liability respectively. Income of local government bodies and public authorities is exempt from income tax due to the provisions of the Income Tax Assessment Act 1997 .
215 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
2
Analysis of Council results by program
2(a)
Program goals Clean, Green and WaterSmart City The goal of this program is to protect and support our subtropical environment by sustainably managing and caring for our natural surroundings and resources, and ensure Brisbane's open spaces and waterways are accessible and valued, and our built form supports clean, green and water smart outcomes. Moving Brisbane The goal of this program is to ensure that Brisbane's transport network enables efficient and sustainable movement of people, freight and services; that the city's accessibility and liveability is maintained; and all have access to a high quality road network, high quality public transport (bus and ferry) services and active travel alternatives.
Future Brisbane The goal of this program is to ensure that planning and growth management for Brisbane, Australia's New World City, provides for and promotes a future city that is prosperous, well-designed, with a distinctive subtropical character. Your Brisbane The goal of this program is to provide opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities. Public Health and Safety The goal of this program is to protect and enhance the health and safety of Brisbane's community. Economic Development The goal of this program is to implement the Brisbane Economic Development Plan 2012-31 and the Brisbane 2022 New World City Action Plan. Customer Focus The goal of this program is for Council to be a customer focused organisation. City Governance The goal of this program is for Council to be open, transparent and deliver value for money community outcomes through strategic planning, risk management, information services and sound financial management. Business Activities Field Services Group The goal of Field Services Group is to be a competitive provider of quality and value for money services in the areas of infrastructure, assets, waste and community related services, and provides a civil construction and maintenance service to Council in conjunction with high-level management of service contracts. City Projects Office The goal of City Projects Office is to provide professional services for the delivery of infrastructure across all aspects of project management and design. Brisbane Transport The goal of Brisbane Transport is to provide frequent, reliable and safe services with more buses, more often, and at the most comfortable standard possible for our passengers.
216 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
2
Analysis of Council results by program (continued)
2(b) Summary of revenues, expenses, assets and capital expenses by program 2016 Recurrent Capital subsidies subsidies and grants and grants $000 $000 Clean, Green and WaterSmart City Moving Brisbane Future Brisbane Your Brisbane Public Health and Safety Economic Development Customer Focus City Governance Business Activities
Other income $000
Increase in Total operating assets by Expenses capability program $000 $000 $000
Total revenue $000
24,978 7 6,070 2,255 40,011 4
4,834 43,173 3,668 -
287,448 317,260 223,595 266,775 73,054 73,054 12,200 18,270 26,525 28,780 14,240 14,240 828 828 982,026 1,025,705 346,863 346,867
398,375 638,270 81,069 157,073 49,302 37,485 33,163 272,452 337,173
73,325
51,675 1,966,779 2,091,779 2,004,362
(81,115) (371,495) (8,015) (138,803) (20,522) (23,245) (32,335) 753,253 9,694
Capital expenses by program $000
7,594,406 9,352,802 37,399 723,235 23,076 1,790 53,872 3,441,398 146,696
127,528 423,368 12,111 30,298 1,461 1,471 62,831 9,318
87,417 21,374,674
668,386
Increase in Total operating assets by Expenses capability program $000 $000 $000
Capital expenses by program $000
2015 Recurrent Capital subsidies subsidies and grants and grants $000 $000 Clean, Green and WaterSmart City Moving Brisbane Future Brisbane Your Brisbane Public Health and Safety Economic Development Customer Focus City Governance Business Activities
Other income $000
Total revenue $000
28,902 1,022 200 4,520 1,864 40,429 196
43 124,722 1,325 41,925 8
271,274 300,219 249,923 375,667 80,024 80,224 13,540 19,385 25,516 27,380 13,784 13,784 836 836 951,887 1,034,241 343,658 343,862
386,000 627,183 69,946 142,997 48,419 35,495 30,512 244,806 335,228
77,133
168,023 1,950,442 2,195,598 1,920,586
(85,781) (251,516) 10,278 (123,612) (21,039) (21,711) (29,676) 789,435 8,634
7,365,510 9,194,544 43,217 684,118 22,872 1,919 58,008 4,038,332 239,675
122,154 615,089 4,938 18,320 1,829 825 2,565 69,075 7,439
275,012 21,648,195
842,234
Consolidated balances are not provided because program results only apply to Council.
217 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016 3
Revenue Revenue is recognised at the fair value of consideration received or receivable, on the basis it meets the recognition criteria set out below.
3(a)
Rates and utility charges Revenue for rates and utility charges is recognised upon issue of the levies within the respective rating period or, where earlier, upon receipt of the rates and utility charges. Generally, no allowance is made for uncollected rates and utility charges as Council has a lien over most rateable properties under the provisions of sections 93 to 98 of the City of Brisbane Act 2010. However, an allowance may be made for any future reductions in the amount of rates and utility charges receivable that may occur as a result of a reassessment of property valuations. Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
758,552 10,696 65,172
736,146 10,157 62,965
758,645 10,696 65,172
736,182 10,157 62,965
149,912
143,661
149,912
143,661
(13,752) (33,799) (47,551) 936,781
(13,569) (33,756) (47,325) 905,604
(13,752) (33,799) (47,551) 936,874
(13,569) (33,756) (47,325) 905,640
Rates General Separate rates Environment levy Utility charges Solid waste disposal Less: Discounts given Pensioner remissions Total discounts and remissions
3(b)
Donations, contributions, subsidies and grants Donations, contributions, subsidies and grants that are non-reciprocal in nature are recognised as revenue when Council obtains control over them, which is usually upon receipt of the funds. Granted assets are normally recognised upon the earlier of their receipt or prior notification that the grant has been secured. Non-cash donations are recognised as revenue and either non-current assets or expense according to Council's threshold for recognition of non-current assets. Contributions that have not yet been received and where the revenue recognition criteria has been satisfied, are recognised as receivables. Capital revenue includes grants and subsidies received which are tied to specific projects for the replacement or upgrade of existing non-current assets and/or investment in new assets. It also includes non-cash contributions which are usually infrastructure assets received from developers. All other revenue is classified as operating.
Note Donations For operating purposes For capital purposes (non-cash) Contributions For operating purposes For capital purposes Subsidies and grants For operating purposes For capital purposes
2(b) 2(b)
Consolidated 2016 2015 $000 $000
Council 2016 $000
2015 $000
321 16,737 17,058
663 15,410 16,073
321 16,737 17,058
663 15,410 16,073
4,964 124,681 129,645
1,483 119,245 120,728
4,964 125,278 130,242
1,483 119,245 120,728
73,325 51,675 125,000 271,703
77,133 168,023 245,156 381,957
73,325 51,675 125,000 272,300
77,133 168,023 245,156 381,957
Subsidies and grants for capital purposes include $100 million in 2015 received from the Commonwealth Government for Legacy Way Tunnel (refer note 24).
218 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
3
Revenue (continued)
3(c)
Fees and charges Fees and charges are recognised upon unconditional entitlement to the funds. This is generally upon lodgement of the relevant applications or documents, issuing of the infringement notice or when the service is provided. Consolidated 2016 2015 $000 $000 Refuse fees Building application, development and town planning and property connection fees Licences, permits and parking fees Penalties Other fees and charges
3(d)
Council 2016 $000
2015 $000
16,395
12,181
16,395
12,181
59,907 43,431 93,104 35,907
64,047 41,251 72,242 37,616
59,931 43,431 93,104 35,905
64,047 41,197 72,242 37,616
248,744
227,337
248,766
227,283
TransLink Transit Authority revenue Revenue received from public transport activities is recognised when due, based on contractual arrangements with TransLink as a division of the Department of Transport and Main Roads.
3(e)
Interest revenue Interest received is accrued over the term of the investment.
Note Short-term investments Rates and utility charges Interest from Queensland Urban Utilities loan
3(f)
10
Consolidated 2016 2015 $000 $000
Council 2016 $000
2015 $000
19,900 1,760 2,820
15,946 1,765 8,812
16,364 1,760 18,804
11,487 1,765 58,745
24,480
26,523
36,928
71,997
Other revenue Dividend income is recognised when the right to receive payment is established. Consolidated 2016 2015 $000 $000 Sale of materials Construction, fabrication and maintenance Lease and rental revenue Dividends Project costs recovered Advertising Tax equivalent from Queensland Urban Utilities Reimbursement for Western Freeway and Legacy Way Other revenue
Council 2016 $000
2015 $000
37,556 2,583 28,840 15,402 5,907 7,285 10,084 34,859
36,218 5,424 25,501 13,666 5,467 6,637 6,343 57,804 36,187
37,556 2,583 26,921 100,922 5,907 7,285 67,226 40,276
36,218 5,424 24,073 82,679 8,735 6,637 42,289 57,804 40,128
142,516
193,247
288,676
303,987
219 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
4
Expenses
4(a)
Employee costs
Wages and salaries Annual, sick and long service leave benefits Superannuation Other employee related expenses
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
494,020 78,106 64,569 20,055
477,227 77,913 62,736 22,919
493,300 78,134 64,497 19,965
476,430 77,881 62,669 22,849
656,750
640,795
655,896
639,829
Superannuation contributions include $76 million (2015: $74 million) that represent contributions paid or payable by Council for employees. This differs to the superannuation amounts disclosed in the above table which exclude superannuation contributions that have been capitalised as part of asset construction costs. Employee costs include Councillors' remuneration of $5.6 million (2015: $5.6 million) which represent salary, superannuation contributions and allowances for expenditure incurred. In addition to these amounts, Councillors each receive the use of a fully maintained motor vehicle. Employee costs include remuneration to the Executive Management Team, which comprises the Chief Executive Officer and Divisional/Executive Managers. These amounts, excluding accrued leave entitlements, are: Consolidated 2016 2015 $000 $000 Short term employee benefits Other long term benefits Termination benefits
Council 2016 $000
2015 $000
3,854 296 -
4,256 298 490
3,854 296 -
4,256 298 490
4,150
5,044
4,150
5,044
Executive Management Team members in 2016 comprise: Colin Jensen (Chief Executive Officer), Geoffrey Beck, Greg Evans, Pip Hold, Mica Julien, Andrea Kenafake, Paul Salvati and Scott Stewart (Divisional and Executive Managers). Executive Management Team members in 2015 comprise: Colin Jensen (Chief Executive Officer) and Divisional Managers - Geoffrey Beck, Greg Evans, Pip Hold, Mica Julien (from 8 December 2014), Andrea Kenafake (from 20 October 2014), Vicki Toms (to 31 October 2014), Peter Rule (to 19 December 2014), Paul Salvati, Scott Stewart, Alan Warren (to 1 August 2014) and Neil Padley (to 29 August 2014).
4(b)
Materials and services
Raw materials and consumables Contractor and consultancy costs Service costs Cost of inventories Operating leases Vehicle hire Fuel Plant and equipment hire Plant and equipment purchases Legal costs Maintenance Other costs
220 Brisbane City Council | Annual Report 2015-16
Council
Consolidated 2016 2015 $000 $000
2016 $000
2015 $000
39,243 34,639 213,299 27,371 108,118 4,662 36,179 31,951 42,203 9,036 45,929 87,021
33,102 41,602 312,271 18,008 109,867 2,513 39,507 31,344 15,846 19,767 52,883 79,005
39,243 34,013 213,295 27,371 114,473 4,662 36,179 31,946 42,204 8,926 42,332 86,450
33,079 40,981 312,269 18,008 115,627 2,513 39,507 31,339 15,846 19,665 50,092 78,892
679,651
755,715
681,094
757,818
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
4
Expenses (continued)
4(b)
Materials and services (continued) Payments made under operating leases are expensed in equal instalments over the lease term, except where an alternative basis is more representative of the pattern of benefits to be derived from the leased property.
4(c)
Finance costs
Finance costs Interest on finance leases Other interest and charges
Consolidated 2016 2015 $000 $000
2016 $000
Council
174,367 3,778 67
91,427 3,750 33
174,367 3,778 67
91,427 3,750 33
178,212
95,210
178,212
95,210
2015 $000
During 2016 Council repaid $546 million (2015: $556 million) in general purpose and specific borrowings from QTC which was sourced from the QUU loan repayments (refer note 10). The difference between the value of the loans on extinguishment and the value in Council's accounts resulted in a $65 million (2015: $0.5 million) finance expense being brought to account. This is included in the finance costs disclosed above.
4(d)
Loss on disposal of property, plant and equipment and intangibles
Note Proceeds from sale Disposal of land in exchange for shares Less book value: Sold Replaced 21
Consolidated 2016 2015 $000 $000
Council 2016 $000
2015 $000
45,592 -
193,363 -
45,592 -
180,663 2,013
(50,321) (51,112)
(72,503) (140,954)
(50,321) (51,112)
(64,670) (140,954)
(55,841)
(20,094)
(55,841)
(22,948)
Losses on replaced property, plant and equipment arise from the write-off of the remaining book value of roads and other infrastructure assets that have been upgraded or rehabilitated.
4(e)
Other expenses
Note Grants and subsidies Insurance premiums Bad and doubtful debts Auditor's remuneration - Queensland Audit Office Discount on infrastructure charges Claims settlements Carbon tax repeal refund Other expenses
6
Consolidated 2016 2015 $000 $000 25,291 4,753 53,009 515 662 7,224
Council 2016 $000
2015 $000
25,291 4,753 52,488 480 662 7,224
14,232
23,717 4,602 29,407 595 852 8,199 28,835 9,025
8,986
23,717 4,597 29,407 570 852 8,199 28,835 8,902
105,686
105,232
99,884
105,079
221 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
5
Cash and cash equivalents Cash and cash equivalents include cash on hand, cash on deposit and other cash equivalents which are readily convertible to cash on hand and are used in the cash management function on a day-to-day basis. They are net of borrowings that are integral to the cash management function and which are not subject to a term facility.
Cash at bank and on hand Short-term investments
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
15,621 420,962
5,425 549,236
736 328,490
3,962 425,757
436,583
554,661
329,226
429,719
Short-term investments include an amount of $101 million (2015: $30 million) which is used to 'back' reserves included in note 20. In accordance with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 , a separate trust bank account and separate accounting records are maintained for funds held on behalf of outside parties. Funds held in the trust account include deposits lodged to guarantee performance and unclaimed amounts. Council performs only a custodian role in respect of these funds and because they cannot be used for Council purposes, they are not considered revenue nor brought to account in the financial statements. Council holds $13.449 million in trust monies at 30 June 2016 (2015: $11.178 million). Council ensures it has access to funds and an appropriate level of liquidity to ensure a favourable working capital ratio. In addition to its current assets, Council has a working capital facility of $550m to fund current liabilities. With respect to current liabilities, $107 million in long service leave provisions have been classified as a current provision based on Council's legal obligation, however only $32 million is expected to be paid within the next 12 months. These combined factors result in a favourable working capital ratio.
6
Receivables Receivables are due for settlement in 30 days and are recognised at the amounts due. There was an increase in toll infringement receivables in 2016 primarily in relation to the opening of Legacy Way. The collectability of debts is assessed on an ongoing basis, including at period end, with allowance being made for impairment. All known bad debts are written off at year end. During 2016, there was a change in methodology to estimate bad and doubtful debts for penalty infringement notices. If an amount is recovered in a subsequent period it is recognised as a revenue. Council
Consolidated 2016 2015 $000 $000
2016 $000
2015 $000
16,635 4,981 63,724 31,495 (55,675)
15,035 6,895 39,531 30,502 (30,542)
16,635 4,799 63,724 32,509 (55,154)
15,035 5,932 39,531 31,515 (30,542)
61,160
61,421
62,513
61,471
Movement in impairment: Opening balance at 1 July Amounts recognised Amounts written off
30,542 53,009 (27,876)
32,929 30,092 (32,479)
30,542 52,488 (27,876)
32,929 30,092 (32,479)
Closing balance at 30 June
55,675
30,542
55,154
30,542
Note Current Rates and utility charges Other debtors Regulated parking and tolling Recoverable works and services Less impairment
222 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
6
Receivables (continued) Non-current Loan receivable from Queensland Urban Utilities Loan receivable
10
3,335
471,281 -
-
471,281 -
3,335
471,281
-
471,281
Analysis of the age of Council's receivables is:
Less than 30 days Past due 1 - 30 days 31 - 60 days 61 - 90 days over 90 days Impairment
7
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
36,305 14,986 8,352 6,138 51,054 (55,675)
33,388 7,954 8,234 3,872 38,515 (30,542)
37,137 14,986 8,352 6,138 51,054 (55,154)
33,438 7,954 8,234 3,872 38,515 (30,542)
61,160
61,421
62,513
61,471
Non-current assets held for sale Non-current assets held for sale comprise assets which Council has identified as available for immediate sale in their present condition, and are expected to be sold within the next twelve months. These assets are valued at the lower of their carrying amount and fair value less costs to sell. Once classified as held for sale, they are no longer depreciated. On the sale of these assets a gain or loss is recognised. Consolidated 2016 2015 $000 $000 Land and buildings Net lease incentives Property, plant and equipment
8
Council 2016 $000
2015 $000
35,139 5,145 57
4,990 378
57
4,990 378
40,341
5,368
57
5,368
Other current assets Consolidated 2016 2015 $000 $000 Accrued revenue Prepayments
Council 2016 $000
2015 $000
74,175 14,146
194,260 15,310
74,175 14,435
193,819 15,625
88,321
209,570
88,610
209,444
Accrued revenue in 2015 includes $118 million in 2015 for the upfront payment for the Legacy Way concession (refer note 24).
223 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
9
Other non-current financial assets Controlled entities constitute the beneficial enterprises that Council conducted during the financial year as described under section 45 of the City of Brisbane Act 2010 . Investments in controlled entities and other entities do not have a quoted market price in an active market and are valued at cost less any impairment. Council either does not have control or significant influence over the financial or operating policies of the other entities listed below through voting rights or board membership, and/or their transactions are not material. Consolidated 2016 2015 $ $ Controlled entities Brisbane Powerhouse Pty Ltd City of Brisbane Investment Corporation Pty Ltd (CBIC) TradeCoast Land Pty Ltd City Parklands Services Pty Ltd Brisbane Marketing Pty Ltd Brisbane Green Heart CitySmart Pty Ltd Museum of Brisbane Pty Ltd City Super Pty Ltd (dormant) Riverfestival Brisbane Pty Ltd (dormant) Brisbane Tolling Pty Ltd (dormant) BCC Shelf One Pty Ltd (dormant) BrisDev Pty Ltd (dormant in 2015)
Other entities Major Brisbane Festivals Pty Ltd Brisbane Housing Company Ltd Brisbane City Enterprises Pty Ltd Brisbane Bus Build Pty Ltd SEQ Regional Recreational Facilities Pty Ltd
Interest % 50 6.6 20 50 12.5
Other investments Queensland Investment Corporation managed fund All Star IAM Australian Share Fund Institutional
Council 2016 $
2015 $
300,001 2 2 1 1 1 1 1 1 1 -
300,001 2 2 1 1 1 2 1 1 1 22
300,001 300,001 140,901,651 140,901,651 2 2 2 2 1 1 1 1 1 1 1 2 1 1 1 1 1 1 -
300,012
300,035
141,201,663
141,201,664
1 1 1,000
1 1 152,000 1,000
1 1 1,000
1 1 152,000 1,000
509,000
509,000
509,000
509,000
510,002
662,002
510,002
662,002
42,273,518 42,978,997 - 14,391,298
42,273,518 -
42,978,997 -
42,273,518
57,370,295
42,273,518
42,978,997
43,083,532
58,332,332
183,985,183
184,842,663
Brisbane Powerhouse Pty Ltd and Museum of Brisbane Pty Ltd act as trustees for the Brisbane Powerhouse Foundation and the Museum of Brisbane Trust respectively. The CBIC group comprises the City of Brisbane Investment Corporation Pty Ltd (CBIC), BrisDev Pty Ltd and BrisDev Trust (both 100% owned by CBIC). During 2016, CBIC sold 100% of its interest in the All Star IAM Australian Share Fund Institutional. The Queensland Investment Corporation (QIC) managed fund is recognised as an available for sale asset and carried at fair value, represented by the net market value advised by QIC. Unrealised changes in net market value are recognised in the fair value reserve in equity (refer note 19). Realised changes in net market value are recognised in the statement of comprehensive income and appropriated to the insurance reserve in equity (refer note 20).
224 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
10
Investment in associate The South East Queensland Water (Distribution and Retail Restructuring) Act 2009 established a statutory body called the Central SEQ Distributor-Retailer Authority to deliver water and wastewater services to customers within the local government areas of the five participating Councils - Brisbane, Ipswich, Somerset, Lockyer and Scenic Rim. The Authority began trading on 1 July 2010 using the business name Queensland Urban Utilities (QUU). Under the Act, governance arrangements for QUU are established in a Participation Agreement. The Agreement provides for participation rights to be held by the participating Councils, with Brisbane City Council holding approximately 85% of these rights. QUU's Board is comprised of independent directors. No individual Council has the ability to dominate QUU's decision making to obtain greater benefit from its activities than any other participant. Participation rights Council's share of QUU's undistributed profit and other comprehensive income at year end is included in the consolidated statement of comprehensive income. The value of Council's participation rights comprises their initial value on 1 July 2010, plus Council's share of QUU's undistributed profit and other comprehensive income at year end, after adjustments to align QUU's accounting policies with Council. The initial value was estimated using a regulatory asset base valuation and by applying a ratio agreed by the participating Councils and QUU. Consolidated Council 2016 2015 2016 2015 $ $ $ $ Opening balance at 1 July Plus 85% share of profits Less participation return Less inter-entity transactions
2,385,305,403 2,360,142,203 157,050,350 169,458,200 (85,784,000) (54,495,000) (76,902,000) (89,800,000)
2,158,142,840 2,158,142,840 -
Closing balance at 30 June
2,379,669,753 2,385,305,403
2,158,142,840 2,158,142,840
Council provided a loan to QUU from 1 July 2010. Council subsequently agreed to extend the loan to 30 June 2013, then to 30 June 2023. In 2015 Council and QUU agreed via amendments to the Intercreditor Deed to extinguish the debt of $1,241 million in two tranches. The first payment of $770 million was received in May 2015. The second and final payment of $471 million was received in April 2016. 2016 $000
Transactions between the entities The following transactions occur between Council and QUU: Council provides a range of contracted services to QUU including provision of customer and land information and provision of rating and property information. Amounts received and receivable from QUU
2015 $000
4,444
4,612
Infrastructure charges collected by Council which relate to the construction of water and wastewater assets are remitted to QUU. Amounts paid and payable to QUU
51,132
81,277
Interest received from QUU
18,804
58,745
QUU operates under a tax equivalent regime, with all tax paid being distributed prorata to the Participating Local Governments based on their participation rights. Tax is payable based on a percentage of QUU's results. Tax received and receivable from QUU
67,226
42,289
Council receives a proportional share of net profits as a participation return. Returns are paid from post-tax operating profits after adjusting for capital receipts. Participation returns received and receivable from QUU
100,922
64,112
Participation rights reconciliation Extract from QUU's statement of comprehensive income Revenue Net profit Share of net assets at 85%
2016 $000
2015 $000
1,269,590 232,231 2,379,670
1,193,354 187,798 2,385,305
225 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment
11(a)
Recognition Items of property, plant and equipment with a total value of less than $10,000, except for network and complex assets, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised and included in the relevant asset class. A complex asset is a physical asset capable of disaggregation into significant components, such as road infrastructure where the components may include initial earthworks, formation, pavement, seal, kerb and channelling, road furniture and footpaths. Land under the roads and reserve land which falls under the Land Act 1994 or the Land Title Act 1994 is controlled by the Queensland Government pursuant to the relevant legislation. As such, this land is not recognised in these financial statements. CBIC recognises properties that are held for capital appreciation and provide rental returns as investment properties, with revaluations included in the statements of comprehensive income. These properties are substantially occupied by Council, and therefore the consolidated financial statements reclassify them to property, plant and equipment with revaluations included in the asset revaluation surplus.
11(b) Capital and operating expenditure Direct labour and materials and an appropriate portion of overheads expenditure incurred in the purchase or construction of assets are treated as capital expenditure. Expenditure necessarily incurred in either maintaining the operational capacity or useful life of assets is considered maintenance and is treated as an expense as incurred, while expenditure that relates to replacement of a major component of an asset to maintain its service potential is capitalised. Prefeasibility project costs which may involve research and development are also treated as an expense in the year they are incurred.
11(c)
Acquisition Acquisitions of property, plant and equipment are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition, including architectsâ&#x20AC;&#x2122; fees, engineering design fees and all other establishment costs. Donated items of property, plant and equipment, except reserve land, are recognised as assets and revenue at fair value.
11(d) Valuation Land and buildings, plant and equipment and all infrastructure assets are measured on the revaluation basis at fair value. Capital work in progress is measured at cost. Non-current physical assets measured at fair value are revalued as necessary so that the carrying amount of each class of asset does not materially differ from its fair value at the reporting date. For non-infrastructure assets, revaluations are performed by independent, professionally qualified valuers engaged to determine the fair value for each class. At least once every 5 years, the valuer physically sights a representative sample of Council assets across all asset classes and assesses the condition of the assets at the date of inspection. In the intervening years, a desktop valuation is performed which involves management providing updated information to the valuer regarding any additions, deletions and changes in assumptions such as useful life, residual value and condition rating. The valuer then determines suitable indices to apply to each of these assets. For infrastructure assets, at least every 5 years civil engineering consultants are engaged to provide replacement cost unit rates for infrastructure assets based on standard drawings. These unit rates are then applied to the surveyed quantities of assets to derive a replacement cost value. Council engineers determine remaining service potential based on condition assessments and this is used to determine fair value. In the intervening years, internal engineers and asset managers assess the asset condition and remaining life of all infrastructure assets, the results of which are considered in combination with the most appropriate cost index movement for the period. Together these are used to form the basis of a management valuation.
226 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment (continued)
11(d) Valuation (continued) An analysis performed by management has indicated that, on average, across all classes, the variance between an indexed asset value and the valuation by an independent valuer is not significant and the indices used by Council are sound. Materiality concepts are considered in determining whether the difference between the carrying amount and the fair value of an asset is material (in which case revaluation is warranted). Any revaluation increment arising on the revaluation of an asset is credited to the appropriate class of the asset revaluation surplus, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense to the extent it exceeds the balance, if any, in the revaluation surplus of that asset class. On revaluation, the carrying amount of the asset is adjusted to the revalued amount. At the date of the revaluation, the gross carrying amount is adjusted in a manner that is consistent with the revaluation of the carrying amount of the asset. The accumulated depreciation is adjusted to equal the difference between the gross carrying amount and the carrying amount of the asset.
11(e)
Impairment of non-current assets Property, plant and equipment is assessed for indicators of impairment on an annual basis. If an indicator of impairment exists, the asset's recoverable amount is determined. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.
227 Brisbane City Council | Annual Report 2015-16
228
Brisbane City Council | Annual Report 2015-16
Property, plant and equipment (continued)
Land $000
Book value as at 30 June
Consolidated
Book value as at 30 June
Buildings $000
824,580
1,148,319 (323,739)
4,180,129
850,647
34,941
4,161,389
For the year ended 30 June 2015 Gross fair value Less accumulated depreciation
850,647
26,329
4,161,389 -
Book value as at 30 June
1,223,645 (372,998)
824,580 (1,317) (30,334) 54,016 (31,239)
4,180,129
For the year ended 30 June 2016 Gross fair value Less accumulated depreciation
Buildings $000
4,161,389 (4,624) 935 (3,900)
4,180,129 -
Consolidated
Opening net value as at 1 July Plus capitalised expenses Reclassified to operating expenses Plus contributed assets Less disposals Less depreciation provided in period Revaluation adjustments Reclassified as non-current assets held for sale Transfers of completed projects to property, plant and equipment
Land $000
11(f) Movements
11
213,128
61,927
227,778 779 (38,847) (37,980) (517) (12)
Plant and equipment $000
227,778
543,655 (315,877)
213,128
531,341 (318,213)
Plant and equipment $000
12,086,478
286,321
11,967,190 21,135 (51,112) (239,564) 102,508 -
Infrastructure $000
11,967,190
15,058,769 (3,091,579)
12,086,478
15,428,426 (3,341,948)
Infrastructure $000
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
59,879
(4,433)
64,469 (630) (1,246) 1,719 -
Other assets $000
64,469
77,372 (12,903)
59,879
74,196 (14,317)
Other assets $000
939,231
(405,085)
667,514 676,802 -
Capital work in progress $000
667,514
667,514 -
939,231
939,231 -
Capital work in progress $000
18,329,492
-
17,912,920 676,802 21,914 (96,530) (309,124) 158,661 (35,151)
2016 Total $000
17,912,920
21,657,018 (3,744,098)
18,329,492
22,376,968 (4,047,476)
Total $000
17,912,920
-
17,830,337 768,106 (11,364) 22,301 (206,607) (289,810) (194,676) (5,367)
2015 Total $000
229
Brisbane City Council | Annual Report 2015-16
Property, plant and equipment (continued)
Land $000
Book value as at 30 June
Council
Book value as at 30 June
Buildings $000
731,182
1,056,234 (325,052)
4,166,305
752,078
12,446
4,143,347
For the year ended 30 June 2015 Gross fair value Less accumulated depreciation
752,078
26,329
4,143,347 -
Book value as at 30 June
1,126,577 (374,499)
731,182 (897) (30,324) 39,671 -
4,166,305
For the year ended 30 June 2016 Gross fair value Less accumulated depreciation
Buildings $000
4,143,347 (4,624) 1,253 -
4,166,305 -
Council
Opening net value as at 1 July Plus capitalised expenses Reclassified to operating expenses Plus contributed assets Less disposals Less depreciation provided in period Revaluation adjustments Reclassified as non-current assets held for sale Transfers of completed projects to property, plant and equipment
Land $000
11(f) Movements (continued)
11
213,128
61,927
227,778 779 (38,847) (37,980) (517) (12)
Plant and equipment $000
227,778
543,655 (315,877)
213,128
531,341 (318,213)
Plant and equipment $000
12,086,478
286,321
11,967,190 21,135 (51,112) (239,564) 102,508 -
Infrastructure $000
11,967,190
15,058,769 (3,091,579)
12,086,478
15,428,426 (3,341,948)
Infrastructure $000
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
59,879
(4,433)
64,469 (630) (1,246) 1,719 -
Other assets $000
64,469
77,372 (12,903)
59,879
74,196 (14,317)
Other assets $000
939,231
(382,590)
667,514 654,307 -
Capital work in progress $000
667,514
667,514 -
939,231
939,231 -
Capital work in progress $000
18,217,099
-
17,801,480 654,307 21,914 (96,110) (309,114) 144,634 (12)
2016 Total $000
17,801,480
21,546,891 (3,745,411)
18,217,099
22,266,076 (4,048,977)
Total $000
17,801,480
-
17,735,672 762,663 (11,364) 22,301 (199,166) (289,665) (213,594) (5,367)
2015 Total $000
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment (continued)
11(g) Fair value measurement The methods used to estimate fair values comprise: Level 1 – the fair value is calculated using quoted prices in active markets. Level 2 – the fair value is estimated using inputs that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices). Level 3 – the fair value is estimated using inputs for the asset or liability that are not based on observable market data. CBIC had transfers from level 3 to level 2 totalling $10.5m, and from level 2 to level 3 totalling $5.8m during the year. Council had no transfers between levels during the year. The following table shows assets as at 30 June as either level 2 or level 3 in accordance with AASB 13 Fair Value Measurement. Level 2 Consolidated
2016 $000
Level 3 2015 $000
2016 $000
Total 2015 $000
2016 $000
2015 $000
Land Buildings Plant and equipment Infrastructure Other assets
24,457 -
518,416 -
4,155,672 3,642,973 4,180,129 4,161,389 850,647 824,580 850,647 824,580 213,128 227,778 213,128 227,778 12,086,478 11,967,190 12,086,478 11,967,190 59,879 64,469 59,879 64,469
Total
24,457
518,416
17,365,804 16,726,990 17,390,261 17,245,406 Level 3
Level 2 Council
2016 $000
2015 $000
2016 $000
Total 2015 $000
2016 $000
2015 $000
Land Buildings Plant and equipment Infrastructure Other assets
10,457 -
508,587 -
4,155,848 3,634,760 4,166,305 4,143,347 752,078 731,182 752,078 731,182 213,128 227,778 213,128 227,778 12,086,478 11,967,190 12,086,478 11,967,190 59,879 64,469 59,879 64,469
Total
10,457
508,587
17,267,411 16,625,379 17,277,868 17,133,966
Land Fair value of land is measured at current market value, which is derived by reference to market based evidence including observable historical sales data for properties of similar nature and specification in the same localities. Where there is a lack of appropriate comparable sales evidence, the valuation is based on the closest comparable sales in terms of the characteristics of the parcel and sales evidence. Independent revaluations are undertaken on a rolling five year basis, with one group in turn individually valued each year and the remaining four groups subject to index based revaluations. Approximately 20% of Council's land portfolio was individually inspected and valued in 2016 by AssetVal Pty Ltd. The balance of the portfolio was index valued based on land category types, ranging from -0.6% to 3.8%. Council’s fair value measurement has been either a level 2 or 3, depending on the assumptions as to whether the land is subject to restriction as to use and/or sale, and whether there is an active market. Buildings The fair value of buildings is determined using the current replacement cost method. Fair values are benchmarked by the valuer to externally available and internally generated civil works and building costs data. Buildings were last comprehensively valued in 2014.
230 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment (continued)
11(g) Fair value measurement (continued) Registered valuers AssetVal Pty Ltd advised a 3% indexation figure for 2015 which management chose not to apply due to materiality. A cumulative indexation figure of 6% for the two financial years to 2016 has been provided by the valuers and applied across the buildings portfolio in 2016. Plant and equipment Valuations of fleet vehicles are established by reference, as appropriate, to Council contracts, supplier price lists or management valuation. Buses and ferries were last measured at market value by AssetVal Pty Ltd in 2011 when the fair value was derived by reference to market based evidence including observable historical second hand sales data for assets of similar age, condition and specification. In the current financial year management assessed that the carrying value of buses materially reflected fair value as at 30 June 2016. Other plant and equipment recorded at fair value was last comprehensively valued by AssetVal Pty Ltd in 2012. In 2016 AssetVal advised a cost movement index of 1.9% since the last comprehensive revaluation which was not applied due to materiality. Infrastructure 2016 Written down value $000 Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Parks Bikeways Other
2015 Written down value $000
8,129,118 3,074,398 152,042 245,839 122,900 226,596 112,189 23,396
8,150,998 2,972,846 153,472 143,812 133,955 233,918 152,950 25,239
12,086,478
11,967,190
All Council infrastructure assets are recorded at fair value using written down current replacement cost. This valuation comprises the asset's current replacement cost (CRC) less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Council first determined the gross cost of replacing the full service potential of the asset and then adjusted this amount to take account of the expired service potential of the asset. Current replacement cost is measured by reference to the average cost at which the asset could be constructed in the normal course of business. For assets that could be stereotyped, a bill of quantities approach is used. A bill of quantities is an itemised list of materials, services and resources required to construct an asset which includes cost and quantity. Unit cost rates are calculated on a full cost of replacement basis with a new asset, including components that may not need to be replaced such as earthworks. Assets that are unique are individually valued based on a bill of quantities method. Roads network (including roads, footpaths, kerb and channel, medians and bridges) A comprehensive valuation of the roads network was last undertaken in 2015. AECOM Australia Pty Ltd (AECOM) and Cardno (Qld) Pty Ltd (Cardno), consulting engineers, were employed to provide average market unit rates for the construction of these asset categories based on a bill of quantities methodology which would be suitable for the valuation of Councilâ&#x20AC;&#x2122;s roads and drainage infrastructure network. Council records its road infrastructure assets at a street within a suburb level and further categorises these into subclasses of roads, footpaths, kerb and channel, medians, fences and retaining walls etc. Each sub-class is componentised based on cost to construct, material type and useful life to facilitate valuations and depreciation calculations.
231 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment (continued)
11(g) Fair value measurement (continued) Unique bridges on the Brisbane River are individually valued, varying according to the material type used for construction, the deck area and size. Construction estimates have been determined on a bill of quantities basis for each major component to give the values for each bridge. Smaller bridges are categorised into road and foot bridges spanning over either road, rail or water. These bridges are then stereotyped based on span size and material type to give a rate per square metre of deck area. The current replacement cost at 30 June 2016 was assessed using replacement cost rates provided by AECOM and Cardno engineers using benchmark data from projects and other published data including the Davis Langdon Tender Price Index and Rawlinsons construction Handbook and discussions with their in-house engineers and designers. AECOM provided rates ranging between 0.5% and 3.1% against roads and stormwater drainage infrastructure, and 3% for bridges. Cardno provided a cost movement of 2% across boat ramps, jetties, pontoons, riverwalks, seawalls, Stormwater Quality Improvement Devices (SQIDS) and tunnels. The materiality of these indices were assessed by management and were not applied to this asset subclass in 2016. Drainage network A comprehensive valuation of drainage infrastructure was undertaken in 2015 based on unit rates provided by consulting engineers AECOM. Drainage assets are managed in segments of pipes plus manholes and gullies as the major components. Drainage assets are located underground and physical inspection is not possible. The age, size and type of construction material, together with current and planned maintenance practices are used to determine useful life and estimate remaining life. Unit rates are calculated on a bill of quantities basis for different size pipes and for different depths. The unit cost rate per linear metre is multiplied by the length of the pipe to calculate the current replacement cost (CRC). Current indices for 2016 were provided by AECOM, ranging between 0.5% and 3.1% for the network. The materiality of these indices were assessed by management and were not applied to this asset subclass in 2016. Flood mitigation network The flood mitigation network consists largely of open drains, sea and river walls, SQIDS and groyns and forms part of the overall drainage network. These are valued on a unit rate basis. The index provided by Cardno for 2016 was 2%. The materiality of this index was assessed by management and was not applied to this asset subclass in 2016. Wharves, piers, jetties This subclass includes jetties, pontoons, boat ramps and ferry terminals which are treated as stand alone assets and valued independently, as well as boardwalks which are valued on a unit rate basis. The index provided by Cardno for 2016 was 2%. The materiality of this index was assessed by management and was not applied to this asset subclass in 2016. Traffic control network The traffic control network is valued using estimated replacement costs and is dependent on the number of approaches in the intersection. The indexed cost movement provided by AECOM for 2016 was 3%. The materiality of this index was assessed by management and was not applied to this asset subclass in 2016. Parks Infrastructure in Council parks includes playgrounds, recreational facilities, paths and footbridges, access roads and car parks. These are valued on a rolling program such that all parks are comprehensively revalued within a 5 year cycle. Where parks assets are not comprehensively revalued, a cost movement index is provided by the valuer which is based on the assessment of movement in replacement cost. Comprehensive valuations were processed in 2015, with the index movement of 0.26% provided by the valuer not applied to the balance based upon materiality. In 2016, Australian Valuation Solutions Pty Ltd were engaged to value the portfolio. A 5% index was applied to all parks assets based on the valuer's report.
232 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
11
Property, plant and equipment (continued)
11(g) Fair value measurement (continued) Bikeways Bikeways are stereotyped and valued on a unit rate basis. The indexed cost movement provided by AECOM for 2016 was 2.2%. The materiality of this index was assessed by management and was not applied to this asset subclass in 2016. Other assets Council conducts valuations of heritage assets, including statues, monuments and outdoor artworks based on the replacement cost of specific artworks using similar items of the same or functionally similar medium on a 5 yearly basis. This does not include the intrinsic historical or artistic value of the asset. Heritage assets were last comprehensively revaluated by MacAulay Partners in 2011. In 2016, management has deemed their current replacement cost to represent fair value. The fair value of sportsfields, pools and ancillary assets was determined by independent valuer, AssetVal Pty Ltd by comprehensive valuation in 2014. An index report based on inputs from producer price data, construction indices and recent construction cost guides was provided this year for pools and sportsfields. It showed an increase of 5% for the period since 2014 which was applied to the asset register. Road network, bridges and drainage network and all other infrastructure assets â&#x20AC;&#x201C; sensitivity of valuation to unobservable inputs All of Council's roads and drainage networks, and other infrastructure categories are valued using written down current replacement cost. This method utilises a number of inputs all of which require judgement and are therefore classed as unobservable. The use of different judgements could result in a different valuation.
11(h) Useful lives Asset class and sub-class Land Buildings Plant and equipment Infrastructure Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Parks Bikeways Other Other assets Heritage collection Sportsfields, pools and ancillary assets
Useful life range (years) Lower Upper Indefinite Indefinite 5 140 1 87 10 50 20 20 16 4 30 Unit of production
120 150 100 50 26 114 80 33
Indefinite 10
Indefinite 156
For infrastructure assets that are built to design specifications, design life forms the basis of asset life. The estimated useful lives of assets are reviewed regularly and are substantially within the ranges outlined above. Depreciation methodology All assets except for buses and quarries are depreciated over their useful life using the straight line method. Buses are depreciated using the diminishing value method and quarries are depreciated using the unit of production method. Useful lives are reviewed regularly to ensure that the economic benefits embodied in the assets are consumed over the period of use by Council. Residual values are determined based on estimated recovery value at the end of an asset's useful life. Where complex assets have different service lives that are subject to regular replacement, these components are assigned useful lives and are depreciated accordingly. Council does not have residual values on road infrastructure.
233 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
12
Intangibles Computer software is capitalised at cost and then amortised on a straight-line basis to best represent the pattern of consumption over the expected period of benefit. Intangible assets are assessed for indicators of impairment on an annual basis. Council also tests intangible assets not yet available for use for impairment. Intangible assets are assigned useful lives between 3 and 15 years.
Consolidated and Council
13
Computer software $000
Capital work in progress $000
2016 Total $000
2015 Total $000
Opening book value as at 1 July Capitalised expenditure Transfer between classes Disposals Amortisation provided in period
290,354 577 (24,321)
10,946 33,767 (577) -
301,300 33,767 (24,321)
254,175 57,269 (108) (10,036)
Book value as at 30 June
266,610
44,136
310,746
301,300
Payables Accounts payable are recognised as a liability at the time the amount owed can be measured reliably and when it is probable the amount will have to be paid, when the goods are received or the service is performed. Amounts are unsecured and normally settled within 30 days. Accrued employee benefits comprise annual leave, leave in lieu and accrued salaries and wages. Annual leave and leave in lieu represents the amount which Council has a present obligation to pay resulting from employees' services provided up to balance date. The accrual is based on the present value of remuneration rates that will be paid when the liability is expected to be settled and includes related on-costs. As Council does not have an unconditional right to defer settlement of the annual leave beyond twelve months after the reporting date, annual leave is classified as a current liability.
Current Trade creditors and accrued expenses Accrued employee benefits
14
Other financial liabilities
14(a)
Composition of other financial liabilities
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
199,242 74,753
195,882 74,523
197,299 74,729
195,203 74,473
273,995
270,405
272,028
269,676
Other financial liabilities comprise general purpose loans, specific purpose loans and finance leases. All loans payable at balance date are with Queensland Treasury Corporation (QTC). They are measured and disclosed in the statement of financial position at book value of the principal outstanding. The book value of loans represents the current value of the debt to be repaid over its remaining term, which is related to the average lives of the assets for which the funds were borrowed. Where borrowing costs can be attributed to a specific capital project, the costs are capitalised as part of the qualifying asset during construction. Otherwise, borrowing costs are expensed as finance costs when they are incurred.
234 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
14
Other financial liabilities (continued)
14(a)
Composition of other financial liabilities (continued) Consolidated 2016 2015 $000 $000 Current Loans General purpose Specific borrowings
Non-current Loans General purpose Specific borrowings Finance lease liabilities
Council 2016 $000
2015 $000
31,861 13,939 45,800
33,482 23,206 56,688
31,861 13,939 45,800
33,482 23,206 56,688
646,209 787,108 1,433,317 48,595 1,481,912
677,979 1,274,848 1,952,827 48,506 2,001,333
646,209 787,108 1,433,317 48,595 1,481,912
677,979 1,274,848 1,952,827 48,506 2,001,333
1,527,712
2,058,021
1,527,712
2,058,021
The QTC loan market value at the reporting date is $1,826 million (2015: $2,313 million). This represents the value of the debt if Council repaid at that date. No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government. During 2016 Council repaid $546 million (2015: $556 million) in general purpose and specific borrowings from QTC which was sourced from the QUU loan repayments (refer notes 4(c) and 10).
14(b) Financing arrangements at balance date Council has access to a working capital facility with QTC with a borrowing limit of $550 million (2015: $550 million). There were no working capital drawdowns as at 30 June 2016. The facility includes an allocation to back reserves in note 20. Facilities available but not utilised as at end of financial year:
Current Bank overdraft Credit card QTC working capital facility
14(c)
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
5,000 948 550,000
5,000 962 550,000
5,000 948 550,000
5,000 962 550,000
555,948
555,962
555,948
555,962
Finance leases Leases of buildings, plant and equipment under which all the risks and rewards of ownership have been substantially assumed are classified as finance leases. These leases are amortised on a straight-line basis over the term of the lease or, where it is likely that ownership of the asset will be obtained, the life of the asset. Other leases, where substantially all the risks and benefits remain with the lessor, are classified as operating leases. A lease asset and a liability equal to the lower of the present value of the minimum lease payments or of the fair value of the asset are recorded at the inception of the lease. Lease liabilities are reduced by repayments of principal. The interest components of the lease payments are expensed as finance costs in the statement of comprehensive income.
235 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
14
Other financial liabilities (continued)
14(c)
Finance leases (continued)
Liabilities in relation to finance leases are as follows: Within 1 year One to five years Later than 5 years Total minimum future lease payments Less future finance charges
15
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
3,781 16,095 90,862 110,738 (62,143)
3,689 15,702 95,036 114,427 (65,921)
3,781 16,095 90,862 110,738 (62,143)
3,689 15,702 95,036 114,427 (65,921)
48,595
48,506
48,595
48,506
Provisions Long service leave The provision for long service leave represents the present value of the estimated future cash outflows to be made by Council resulting from employees' services provided up to balance date. In 2015 the provision was calculated using an actuarial estimate of future obligations taking into account future increases in wage and salary rates, periods of service and pattern of employee departures. In 2016 the actuary has provided factor tables which have been used to calculate the provision. Related on-costs are also included in the provision. The long service leave and workers compensation provisions have been discounted using discount rates derived from Commonwealth Government bond rates as at 30 June 2016. Where employees have met the prerequisite length of service and Council does not have an unconditional right to defer the liability beyond twelve months, long service leave is classified as a current liability. Otherwise it is classified as non-current. Sick leave The provision for sick leave represents staff entitlements under arrangements that existed until 1996. The vested sick leave entitlement is 'frozen' and is predominantly paid out to the respective employee upon termination. The provision is calculated based on remuneration rates as at 1 July 1996 and includes on-costs and CPI adjustments. Workers' compensation - self insurance Council holds a WorkCover self insurance licence issued by WorkCover Queensland. The provision is based on an independent actuarial assessment of the present value of the estimated future cash outflows to be made by Council resulting from workers' compensation claims. Organisational restructure The provision for organisational restructure represents an estimate of voluntary redundancies and other costs associated with these obligations. Provision for land resumption Council has the ability to acquire property by resumption under Queensland Government legislation. Where there is uncertainty in the timing or amount of the future expenditure it is classified as a current provision. In 2015 these amounts were classified as a current payable. Comparative information has been restated to be consistent with disclosures in the current reporting period. Provisions for land restoration Obligations for future land remediation work are determined annually, with the nature and extent of work required dependent on condition assessments of the land and any proposed use of that land. Where Council has a present obligation, it is probable that the work will be undertaken and a reliable estimate of the amount can be made, it is recognised as a provision.
236 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
15
Provisions (continued) Consolidated 2016 2015 $000 $000 Current Long service leave Sick leave Workers' compensation - self insurance Organisational restructure Provision for land resumption Provision for land restoration
Non-current Long service leave Sick leave Workers' compensation - self insurance Provision for land resumption Provision for land restoration
Consolidated and Council
Workers' compensation self insurance $000
Council 2016 2015 $000 $000
106,971 39 4,371 1,682 70,412 12,710 196,185
102,850 67 4,221 6,814 65,501 179,453
106,971 39 4,371 1,682 70,412 12,710 196,185
102,850 67 4,221 6,814 65,501 179,453
15,187 941 8,220 228 6,977 31,553
14,546 941 7,322 228 23,037
15,187 941 8,220 228 6,977 31,553
14,546 941 7,322 228 23,037
227,738
202,490
227,738
202,490
2016 Provision Organisational for land restructure resumption $000 $000
Provision for land restoration $000
Total $000
Balance at beginning of year Provisions recognised/(derecognised) Payments made Discount rate adjustment
11,543 4,067 (5,356) 2,337
6,814 (1,456) (3,676) -
65,729 24,035 (19,124) -
19,687 -
84,086 46,333 (28,156) 2,337
Balance at end of year
12,591
1,682
70,640
19,687
104,600
237 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
16
Other liabilities Revenue is classified as unearned if it relates to an obligation to supply specific goods and services in future periods. Unearned revenue includes cemetery and rent prepayments. Consolidated 2016 2015 $000 $000 Current Refundable deposits Unearned revenue and lease premiums received in advance
17
Council 2016 $000
2015 $000
600 36,077
607 34,945
600 36,059
607 34,929
36,677
35,552
36,659
35,536
Capital Capital and the asset revaluation surplus together represent the amount of wealth currently required and in use by Council for its operations and to maintain its assets and infrastructure at existing levels of operating capability. The city capital account represents Council's ongoing net worth. Movements in capital occur through the debt funding and asset acquisition accounts. The debt funding account is operated by transferring an amount equal to the capital element of debt servicing expenditure through the statement of changes in equity. It represents the extent to which the financial position of Council has changed as a result of raising loans to fund asset acquisitions and by raising revenue to fund principal debt repayments. The asset acquisition account is used for the appropriation of capital funds raised, such as revenue and loans that are spent during the year for the acquisition of non-current assets. The balance of these two accounts are transferred to the city capital account at the end of each financial year, as they represent a change to ongoing net wealth. Consolidated 2016 2015 $000 $000
Council 2016 $000
2015 $000
Balance at beginning of year Adjustment to previous recognition of non-current financial assets Transfers: Transfer (to)/from debt funding account Transfer (to)/from asset acquisition account
9,179,568
9,039,868
9,244,978
9,120,750
-
-
-
(150)
124,384 190,613 314,997
(172,407) 312,107 139,700
124,384 209,772 334,156
(172,407) 296,785 124,378
Balance at end of year
9,494,565
9,179,568
9,579,134
9,244,978
238 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
18
Asset revaluation surplus The asset revaluation surplus includes the net revaluation increments and decrements arising from the revaluation of property, plant and equipment. Increases and decreases on revaluation are offset within a class of asset.
Consolidated 2016 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revalulation surplus of associate
2015 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revalulation surplus of associate
Council 2016 Land Buildings Plant and equipment Infrastructure Other assets
2015 Land Buildings Plant and equipment Infrastructure Other assets
Balance at beginning of year $000
Movements $000
Balance at end of year $000
2,787,691 140,981 22,381 6,200,515 29,504 130,920
935 54,820 (1,401) 102,588 1,718 -
2,788,626 195,801 20,980 6,303,103 31,222 130,920
9,311,992
158,660
9,470,652
2,524,194 144,799 29,463 6,643,097 34,195 130,920
263,497 (3,818) (7,082) (442,582) (4,691) -
2,787,691 140,981 22,381 6,200,515 29,504 130,920
9,506,668
(194,676)
9,311,992
Balance at beginning of year $000
Movements $000
Balance at end of year $000
2,774,315 68,136 22,381 6,200,515 29,504
1,253 40,476 (1,401) 102,588 1,718
2,775,568 108,612 20,980 6,303,103 31,222
9,094,851
144,634
9,239,485
2,522,297 79,393 29,463 6,643,097 34,195
252,018 (11,257) (7,082) (442,582) (4,691)
2,774,315 68,136 22,381 6,200,515 29,504
9,308,445
(213,594)
9,094,851
239 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
19
Fair value reserves This represents the change in the fair value in managed funds invested with Queensland Investment Corporation as set out in note 9.
20
Accumulated surplus This represents the part of Council's net wealth that is not required to meet immediate requirements or to meet specific future needs. Council's surplus includes budgeted reserves which represent wealth which is accumulated by Council to meet specific anticipated future needs. In each case, the amount relates to a perceived future requirement which is not currently a liability.
Other reserves Unallocated accumulated surplus
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
479,152 208,648
470,551 454,520
479,152 8,010
470,551 265,548
687,800
925,071
487,162
736,099
Other reserves Reserves do not represent additional funds. The amount in each reserve is backed by an equivalent amount included in cash and cash equivalents (refer note 5), investment in Queensland Investment Corporation (refer note 9) and the working capital facility (refer note 14). Council holds the following reserves: Insurance reserve
This reserve was created to cover the potential liability for insurance claims and is represented by units held in a Queensland Investment Corporation managed fund excluding unrealised gains (refer note 9). Council is self insured for part of its insurable risk.
Valley Mall general reserve
This reserve represents the balance of unspent funds collected from the Valley Mall separate rates and mall revenue.
Valley Mall asset replacement reserve
This reserve was created for asset replacement in the Valley Mall.
Queen Street Mall general reserve
This reserve represents the balance of unspent funds collected from the Queen Street Mall separate rates and mall revenue.
Queen Street Mall asset replacement reserve
This reserve was created for asset replacement in the Queen Street Mall.
Bushland preservation reserve
This reserve represents the balance of unspent funds collected from the Bushland levy and special purpose borrowings.
TransApex reserve
This reserve was created to provide funds for the TransApex group of projects.
Emergent expenditure and inflation provision reserve
This reserve was created to provide a contingency amount to offset any inflation effects or to fund any major, unforeseeable event.
Infrastructure reserve
This reserve represents the balance of unspent funds for improvement and expansion of infrastructure networks.
City Reach Boardwalk reserve
This reserve was set aside to provide funding for emergent rehabilitation works, as required, on City Reach Boardwalk.
240 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
20
Accumulated surplus (continued) Other reserves (continued)
Consolidated and Council Insurance reserve Valley Mall general reserve Valley Mall asset replacement reserve Queen Street Mall general reserve Queen Street Mall asset replacement reserve Bushland preservation reserve TransApex reserve Emergent expenditure and inflation provision Infrastructure reserve City Reach Boardwalk reserve
21
2016 Balance at beginning of year $000
2016 Balance at end of year
2015 Balance at beginning of year $000
2015 Balance at end of year
39,410 644 3,231 4,690 11,759 1,266 50,000 294,201 61,350 4,000
39,960 834 3,942 6,841 12,498 841 50,000 299,866 64,370 -
38,286 671 2,527 5,093 10,258 322 50,000 85,572 53,633 4,000
39,410 644 3,231 4,690 11,759 1,266 50,000 294,201 61,350 4,000
470,551
479,152
250,362
470,551
$000
$000
Reconciliation of the increase in operating capability to cash flows from operating activities
Note Increase in operating capability Non-cash items included in operating result Depreciation and amortisation Non-cash donations and contributions Allowance for doubtful debts Allowance for slow moving and obsolete stores (Gain)/loss on disposal of property, plant and equipment and intangibles (Gain)/loss on disposal of financial assets
Investing and financing activities Queensland Investment Corporation management fees and reinvestment Participation rights - Queensland Urban Utilities Dividends received Finance cost
Changes in assets and liabilities Rates and utility charges receivable Other debtors Other assets Payables Financial liabilities Other liabilities Provision for employee benefits Other provisions
Net cash inflow from operating activities
4(d)
Consolidated 2016 2015 $000 $000
Council 2016 $000
2015 $000
79,924
291,967
87,417
275,012
333,445 (21,915) 25,133 (182)
299,847 (22,333) (2,387) (2)
333,435 (21,915) 24,612 (182)
299,702 (22,333) (2,387) (2)
55,841 5,387 397,709
20,094 213 295,432
55,841 152 391,943
22,948 213 298,141
(550) 5,636 (77,273) 65,357 (6,830)
(1,123) (25,163) (59,662) (85,948)
(550) (77,273) 65,357 (12,466)
(1,123) (74,662) (75,785)
(1,600) (25,694) (2,323) 4,465 89 590 652 4,910 (18,911)
818 12,403 (8,564) (130,008) 1,034 (9,698) 6,816 65,729 (61,470)
(1,600) (25,954) 3,291 2,352 89 590 652 4,910 (15,670)
818 12,626 (7,701) (129,517) 1,034 (12,967) 6,816 65,729 (63,162)
451,892
439,981
451,224
434,206
241 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
22
Commitments Operating leases
Within 1 year One to five years Later than 5 years
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
103,739 321,778 477,771
106,203 352,458 600,846
110,546 349,715 603,304
113,125 384,946 702,423
903,288
1,059,507
1,063,565
1,200,494
Contractual commitments for operating expenditure Contractual commitments at balance date but not provided for in the financial statements are payable as follows:
Within 1 year One to five years Later than 5 years
Consolidated 2016 2015 $000 $000
2016 $000
Council 2015 $000
214,936 310,112 67,578
229,065 456,524 75,400
214,204 309,044 67,578
228,785 456,495 75,400
592,626
760,989
590,826
760,680
Contractual commitments for capital Capital expenditure contracted for at balance date but not provided for in the financial statements is payable as follows: Consolidated Council 2016 2015 2016 2015 $000 $000 $000 $000 Within 1 year One to five years Later than 5 years
112,385 55,572 -
156,605 102,960 1,536
94,048 55,562 -
126,630 94,920 1,536
167,957
261,101
149,610
223,086
Leases as lessor Future operating lease rental commitments receivable for property, plant and equipment comprise:
Within 1 year One to five years Later than 5 years
23
Contingencies
23(a)
Contingent liabilities
Consolidated 2016 2015 $000 $000
2016 $000
2015 $000
21,617 64,506 146,866
21,072 67,524 167,585
17,744 47,729 118,354
18,849 60,620 164,090
232,989
256,181
183,827
243,559
Consolidated 2016 2015 $000 $000 Various claims pending against the group are: Claims Land resumptions Infrastructure charges Sale agreement
242 Brisbane City Council | Annual Report 2015-16
Council
Council 2016 $000
2015 $000
16,587 25,548 34,325 -
15,994 30,980 39,444 900
16,587 25,548 34,325 -
15,994 30,980 39,444 -
76,460
87,318
76,460
86,418
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
23
Contingencies (continued)
23(a)
Contingent liabilities (continued) Council has 147 (2015:147) closed land fill sites throughout Brisbane. Obligations for future remediation work are determined annually under Council's Closed Landfill and Contaminated Land Management program, with the nature and extent of work required dependent on a condition assessment of the land and any proposed use of that land. Since the obligation to perform work is dependant on regular, ongoing condition assessments and the costs of work required cannot be reliably measured for all sites, a provision at balance date is only established where a reliable estimate of works has been assessed for the ensuing financial year.
23(b) Contingent assets Council's contingent assets at 30 June 2016 comprise possible future payments to Council relating to the tolling arrangement for Go-Between Bridge and Legacy Way Tunnel. These are estimated as $28 million and $78.7 million respectively (refer note 24(b)).
24
Service concession arrangements
24(a)
Clem Jones Tunnel In 2006, Council entered into a contractual arrangement to establish a public-private partnership over a concession period of 45 years to construct, maintain and operate the Clem Jones Tunnel (CLEM7) as a toll road. The road opened in March 2010. Council paid a works contribution of $503 million, and incurred additional project costs of $91 million, for which $167 million of infrastructure assets were received by Council as "returned works". Following completion of CLEM7, the returned works were recognised as infrastructure assets. The difference of $427 million relates to infrastructure to be received at the end of the concession period and was written down against the asset revaluation surplus.
24(b) Go-Between Bridge and Legacy Way Tunnel Background In September 2010 Council awarded the Transcity consortium a contract to design and construct the Legacy Way (LW) tunnel as a toll road. Construction commenced in February 2011 and the LW tunnel opened for traffic in June 2015. In August 2013 Council finalised a contract with QIC Private Capital Pty Ltd and Queensland Motorways Holding Pty Ltd (together QMH) for a tollway concession, long term lease and related network arrangements for Go-Between Bridge (GBB) and Legacy Way Tunnel. Under the arrangement, QMH was granted a long-term tollway concession and lease for tolling rights of GBB and LW, with Council retaining responsibility to complete construction of LW. In June 2014, Council consented to a change in control of the concessions to Transurban, Australian Super and Tawreed Investments Limited consortium. These assets remain in Council's ownership however control of the assets has been transferred to the consortium during the concession periods under a risks and rewards approach. QMH is responsible for all operations and maintenance requirements throughout the concession period. The concession period for each asset is 50 years. This commenced in December 2013 for GBB and in June 2015 for LW. At the end of each concession period their operations revert back to Council's control. The estimated possible future payments, which depend on actual traffic and toll revenue outcomes, are $28 million for GBB in financial year 2018, and $78.7 million for LW in financial year 2020. The estimated future payments may exceed or be less than these estimates, depending on future traffic volumes. Council may receive additional payments for future revenue share from higher than expected traffic outcomes or additional refinancing benefits.
243 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
24
Service concession arrangements (continued)
24(b) Go-Between Bridge and Legacy Way Tunnel (continued) Accounting treatment There is currently no Australian Accounting Standard that addresses the accounting treatment to be adopted by grantors for capital costs incurred under a service concession arrangement. In the absence of a specific standard Council has considered the substance of service concession arrangements and determined the appropriate policy in accordance with AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors . The Australian Accounting Standards Board (AASB) is deliberating over Exposure Draft (ED) 261 Service Concession Arrangements: Grantor with a proposed application date to annual periods beginning on or after 1 January 2017. Once the AASB has finalised the Standard, Council will consider the application of the standard to its service concession arrangements. On commencement of the concession period for GBB in December 2013, the book value of GBB ($196 million) was reduced to $102 million by offset against the asset revaluation surplus to reflect the initial payment by QMH, being the minimum amount due. The asset was then transferred at that value. When the concession period for LW commenced in June 2015, the book value of LW was reduced to $118 million by offset against the asset revaluation surplus to reflect the initial $118 million payment by the concessionaire (LW Operations Pty Ltd). The asset was then transferred at that value and derecognised in Council's accounts. As a result of the above accounting treatment, GBB and LW are not recognised in Council's statements of financial position. This takes into consideration the risks and rewards approach and reflects the transfer of control of the assets to the consortium during the concession periods. Council has not recognised any residual asset values due to uncertainty around the reliable measurement of the future economic benefits at the end of the 50 year concession period. An estimate of the possible present value of the residual value indicates the amount is likely to be immaterial. However, this position will be reviewed by Council each financial year over the life of the concession. A summary of the LW accounting treatment is provided below: Prior year to 2015 $000 Project costs Plus capitalised interest on borrowings Transfer of expenditure on State works to operating Transfer of Council owned assets to non-current assets Revaluation decrement to asset revaluation surplus Revenue from sale of tunnel tolling rights Capital works in progress
1,615,874 132,012 (172,120) (54,133) (1,403,196) (118,437) -
2016 $000 6,455 (1,034) (780) (4,542) (99) -
Total $000 1,622,329 132,012 (173,154) (54,913) (1,407,738) (118,536) -
Project funding Funding for the Legacy Way project comprised Commonwealth Government funding of $500 million, QTC debt of $795 million plus capitalised interest, State Government reimbursement of $57.8 million for work on DTMR assets and Council for the balance. Interest was capitalised during the construction period.
244 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
25
Superannuation - defined benefit plan Council has provided a written guarantee to LGsuper as trustee of the City Defined Benefits Fund (CDBF). The guarantee commits Council to fund the defined benefits of employees who are members of CDBF. In accordance with the Superannuation Industry (Supervision) (SIS) Regulation, actuarial assessments are undertaken annually to determine Council's obligations. Actuarial gains and losses are recognised as other comprehensive income in the year in which they occur. The more significant risks relating to the defined benefits are: Investment risk - The risk that investment returns will be lower than assumed and Council will need to increase contributions to offset this shortfall. Salary growth risk - The risk that wages or salaries will rise more rapidly than assumed, increasing defined benefit amounts and thereby requiring additional employer contributions. Legislative risk - The risk that legislative changes could be made which increase the cost of providing the defined benefits. The defined benefit assets are invested in the LGsuper Balanced investment option. The assets are diversified within this investment option and therefore the Fund has no significant concentration of investment risk. The investments include no amounts relating to any of Council's own financial instruments or any property occupied or used by Council. There were no Fund amendments affecting the defined benefits payable, nor were there any curtailments or settlements during the year. Consolidated Council 2016 2015 2016 2015 $000 $000 $000 $000 Net defined benefit asset 13,313 14,354 13,313 14,354 Net asset at start of year 11,213 13,313 11,213 13,313 Net asset at end of year Fair value of Fund assets Fair value at beginning of the year Fair value at end of the year
67,831 64,476
63,811 67,831
67,831 64,476
63,811 67,831
Defined benefit obligation Present value at beginning of the year Present value at end of the year
54,518 53,263
49,457 54,518
54,518 53,263
49,457 54,518
Movements in the net defined benefit asset were primarily due to service costs, returns on Fund assets and actuarial gains and employer contributions. The asset ceiling has no impact on the net defined benefit asset. Movements in the fair value of Fund assets were primarily due to interest income, returns on Fund assets and benefits paid. Movements in the defined benefit obligation were primarily due to benefits paid, current service cost and interest expense. The weighted average duration of the defined benefit obligation is 7 years. The defined benefit costs have been determined using estimates of salary and pension escalation rates and a discount rate that reflects current market assessments. Council is not aware of any asset and liability matching strategies adopted by the Fund. The financing approach adopted at the 1 July 2015 actuarial investigation of the Fund, in a report dated 3 December 2015, is to ensure sufficient assets are available to meet benefits as and when they fall due while also to target appropriate coverage of vested benefits. In that investigation, it was recommended that the Council contributes to the Fund as follows: in respect of defined benefit members, 14% of members' salaries (inclusive of the 3% occupational contribution), plus 5.88% of salaries for defined benefit members' contributions made via salary sacrifice. The expected employer contributions for the period ending 30 June 2017 is $1,036,000.
245 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
26
National competition policy Business activities classified under the City of Brisbane Regulation 2012 are: Brisbane Transport Civil Construction and Maintenance Operations Urban Amenities Waste Services City Projects Office Brisbane City Cemeteries City Parking Golf Courses Sports and Aquatic Centres Asset Portfolio Management City Hall Precinct
Commercial business unit Significant business activity full cost pricing Significant business activity full cost pricing Significant business activity full cost pricing Business activity Business activity Commercial business unit Business activity Business activity Business activity Business activity Brisbane Transport 2016 2015 $000 $000
Revenue Internal Council revenue - Community service obligations
81,978 81,978 306,280 388,258
80,213 80,213 304,425 384,638
29,845 29,845
29,126 29,126
387,809 3,842 391,651
382,047 3,503 385,550
9,470 1,057 10,527
9,884 863 10,747
Surplus/(deficit) before tax Plus/(less) tax equivalent
(3,393) 598
(912) 682
19,318 (277)
18,379 (331)
Surplus/(deficit) after tax
(2,795)
(230)
19,041
18,048
External Council revenue
Expenses Administration, overheads and cost of resources Depreciation
27
City Parking 2016 2015 $000 $000
Events after the reporting period CBIC declared a dividend of $20 million at the Board meeting on 26 July 2016. This dividend was paid to Council on 27 July 2016.
246 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
28
Financial instruments and financial risk management
28(a)
Categorisation of financial instruments Council has the following categories of financial assets and financial liabilities: Consolidated 2016 2015 $000 $000
2016 $000
2015 $000
5
436,583
554,661
329,226
429,719
6 9
64,495 43,084
532,702 58,332
62,513 183,985
532,752 184,843
544,162
1,145,695
575,724
1,147,314
274,138
270,423
272,034
269,676
Note Financial assets Cash and cash equivalents Receivables (loan/receivable financial asset and measured at amortised cost) Other financial assets (at cost)
Financial liabilities Payables (financial liabilities measured at amortised cost) Other financial liabilities (financial liabilities measured at amortised cost)
13 14
Council
1,527,712
2,058,021
1,527,712
2,058,021
1,801,850
2,328,444
1,799,746
2,327,697
28(b) Financial risk management objectives and policies Council's principal financial instruments include cash and short-term deposits, investments, loans and various facilities such as working capital and a bank overdraft. The main purpose of these financial instruments is to provide adequate financial capability to support Council's operations, the acquisition of non-current assets and management of its financial market risks. Council has various other financial assets and liabilities such as trade receivables and payables, which arise directly from its operations. Council's activities expose it to a variety of risks including market risk (such as currency risk and interest rate risk), credit risk and liquidity risk. Council's financial risk management activities seek to minimise potential adverse effects of the unpredictability of financial markets on financial performance. Derivative products are used when considered necessary to hedge certain risk exposures. Council currently has no derivative financial instruments or hedging activities. Financial risk management is undertaken by Council's treasury operations and its activities are monitored by Council's Financial Risk Management Committee.
28(c)
Market risks Interest rate risk Interest rate risk refers to possible fluctuations caused by changes in the value of interest bearing financial instruments as a result of changes in market rates. Interest rate risk includes long term borrowings such as loans from Queensland Treasury Corporation where repayments vary in accordance with the movement in the underlying borrowing rate. Council's interest rate sensitivity to an expected 1% maximum fluctuation in interest rates if all other variables were held constant is: Increase/(decrease) in operating capability and equity Consolidated 2016 2015 $000 $000 1% increase in interest rates 1% decrease in interest rates
4,207 (4,207)
10,067 (10,067)
Council 2016 $000 3,133 (3,133)
2015 $000 8,818 (8,818)
247 Brisbane City Council | Annual Report 2015-16
Brisbane City Council Notes to and forming part of the financial statements for the year ended 30 June 2016
28
Financial instruments and financial risk management (continued)
28(d) Liquidity risk Liquidity risk refers to the ability of Council to meet its financial obligations as and when they fall due. Council is exposed to liquidity risk through its normal course of business. Council's objective is to maintain adequate access to highly liquid investments, borrowings and other credit facilities. The following table discloses the contractual maturity of Council's financial liabilities, calculated based on undiscounted cash flows relating to the liabilities at reporting date.
Consolidated 2016 Financial liabilities Payables Loans Finance lease liabilities
2015 Financial liabilities Payables Loans Finance lease liabilities
1 year or less $000
Payable in: Over 1 to 5 years $000
More than 5 years $000
Total $000
273,995 130,112 (1)
143 519,531 1,074
2,147,156 47,522
274,138 2,796,799 48,595
404,106
520,748
2,194,678
3,119,532
270,405 172,240 (89)
18 1,059,405 620
2,083,376 47,975
270,423 3,315,021 48,506
442,556
1,060,043
2,131,351
3,633,950
At 30 June 2016, the current book value owing by Council on QTC loans is $1,479 million (2015: $2,009 million). The difference represents the estimated amount of interest that will be payable over the remaining life of the loan based on current interest rates.
Council 2016 Financial liabilities Payables Loans Finance lease liabilities
2015 Financial liabilities Payables Loans Finance lease liabilities
28(e)
1 year or less $000
Payable in: Over 1 to 5 years $000
More than 5 years $000
Total $000
272,028 130,112 (1)
6 519,531 1,074
2,147,156 47,522
272,034 2,796,799 48,595
402,139
520,611
2,194,678
3,117,428
269,676 172,240 (89)
1,059,405 620
2,083,376 47,975
269,676 3,315,021 48,506
441,827
1,060,025
2,131,351
3,633,203
Credit risk The credit risk of financial assets that have been recognised on the statement of financial position, is the carrying amount net of any impairment. No significant concentration of credit risks has been identified, as exposure is spread over a large number of counterparties and customers. Council has policies in place to ensure that credit facilities are made to customers with an appropriate credit history. An analysis of outstanding receivables is shown in note 6.
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Brisbane City Council Current-year financial sustainability statement for the year ended 30 June 2016
Measures of financial sustainability
How the measure is calculated
Council's performance at 30 June 2016 against key financial ratios: Operating surplus ratio Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Actual Consolidated
Actual Council
0%
1%
Asset sustainability ratio
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
67%
67%
Net financial liabilities ratio
Total liabilities less current assets divided by total operating revenue (excluding capital items)
75%
83%
Council borrows to fund future long term infrastructure assets to provide ongoing benefits to the community. The most recent credit review issued by Queensland Treasury Corporation in September 2015 provided Council with a "Strong Rating" and "Neutral Outlook". Note 1 - Basis of preparation The current year financial sustainability statement is a special purpose statement prepared in accordance with the requirements of the City of Brisbane Regulation 2012 and the Financial Management (Sustainability) Guideline 2013 Version 1.1. The amounts used to calculate the three reported measures are prepared on an accrual basis and are drawn from the Council's audited general purpose financial statements for the year ended 30 June 2016. In determining the asset sustainability ratio: 1. Capital expenditure on the replacement of assets (renewals) refers only to infrastructure assets, which excludes fleet (buses and ferries), plant and equipment, and IT assets. 2. Depreciation expense relates to only infrastructure assets. The definition for the asset sustainability ratio is as set out in the Financial Management (Sustainability) Guideline 2013 Version 1.1 issued by the Department of Infrastructure, Local Government and Planning.
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Brisbane City Council | Annual Report 2015-16
Total liabilities less current assets Not divided by total operating greater revenue than 60%
Net financial liabilities ratio
67%
Greater Capital expenditure on the replacement of assets (renewals) than 90% divided by depreciation expense
Total liabilities less current assets Not divided by total operating greater revenue than 60%
Asset sustainability ratio
Net financial liabilities ratio
83%
1%
Between 0% and 10%
Net result divided by total operating revenue
75%
67%
0%
Operating surplus ratio
Council
Capital expenditure on the Greater replacement of assets (renewals) than 90% divided by depreciation expense
Asset sustainability ratio
Between 0% and 10%
Target
Net result divided by total operating revenue
Measure
Operating surplus ratio
Consolidated
Measures of financial sustainability
110%
70%
-2%
103%
70%
-2%
130%
67%
-2%
123%
67%
-3%
135%
65%
-2%
128%
65%
-2%
126%
61%
-1%
120%
61%
-2%
125%
69%
0%
120%
69%
-1%
124%
69%
1%
120%
69%
0%
123%
68%
1%
119%
68%
1%
119%
71%
2%
115%
71%
2%
113%
70%
3%
111%
70%
3%
Actuals at 30 June 30 June 30 June 30 June 30 June 30 June 30 June 30 June 30 June 30 June 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Brisbane City Council Long-term financial sustainability statement prepared as at 30 June 2016
257 Brisbane City Council | Annual Report 2015-16
GLOSSARY A
B
Access and Inclusion Plan 2012-2017: places priority on achieving inclusion and equitable access to Council services for everyone including people with a disability, chronic illness or temporary impairment and parents with young children and seniors.
Backflow prevention device: a device designed to allow water to flow in only one direction through piped stormwater systems.
Active Communities program: initiative to encourage cycling and walking in 10 Brisbane suburbs. Promoting cycling and walking around Brisbane is part of Council’s plan to reduce congestion, encourage green, healthy and active travel and keep the city moving. Active School Travel program: educates students, parents and teachers to leave the car at home and travel by walking, cycling or using public transport. All abilities playground: playgrounds that provide a variety of play experiences for people of all abilities. Annual Plan (and Budget): each year the Lord Mayor presents and Council adopts an Annual Plan and Budget. The Annual Plan specifies the outcomes Council seeks to achieve, the services Council provides to the community and the projects that Council will undertake. The Budget provides authorisation for Council’s expenditures and revenue collection. Annual Report: Council’s report on its annual performance. The report includes statements about annual performance, financial statements and disclosures required under legislation. Asia Pacific Cities Summit and Mayors’ Forum (2015APCS): is a leading regional forum for civic and business leaders, supported by Brisbane City Council. Asia Pacific Screen Awards (APSA): established in 2008, the awards bring together the region’s most influential film makers and recognise and promote cinematic excellence. Audit Committee: the Brisbane City Council Audit Committee oversees the organisation’s audit, control and risk management functions.
Better Bikeways 4 Brisbane program: providing new bikeway infrastructure to improve bikeway links and connections to Brisbane's top employment areas. Biodiversity: a healthy diversity of native plants and wildlife. Bluetooth monitoring: allows the monitoring of traffic flow using Bluetooth detectors located along major road corridors. The detectors record the presence of mobile devices, enabling the determination of travel times between specific points. Bracken Ridge Skate Plaza: provides a competition-standard facility for skaters of all abilities. Braille Trail: a pathway of paving with dot and dash patterns that can be followed by a person with impaired vision, using a cane. Tiles with ridges indicate the direction of travel along the trail. Tiles with raised dots are used as warnings. BrisAsia Festival: annual three week festival program celebrating the best of Asian art and culture across Brisbane. Includes hands-on artistic workshops, Asian-inspired cooking classes and cultural performances. Brisbane 2022 New World City Action Plan: aims to define the priorities that will drive the city’s economic growth for the next seven years and beyond. Brisbane Bus Stop Accessibility Improvement program: aims to improve accessibility to the City’s bus stop network. To be rolled out over the next eight years. Brisbane City Hall: turned 80 in April 2010. City Hall has been the backdrop to many of Brisbane’s cultural, social, and civic events. To conserve and restore this iconic building for future generations, City Hall closed in January 2010 for three years of repair work and upgrades. The project was completed and rededicated to the people of Brisbane in April 2013. Brisbane City Plan 2014: Brisbane City Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed.
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Brisbane Canvas project: an extension of the successful Vibrant Laneways Outdoor Gallery program, the project introduces a rich range of innovative and imaginative commissioned street art to Council and Queensland Government-owned walls, pillars and bridge structures in Brisbane, energising our public spaces and celebrating our creative scene.
Brisbane Metropolitan Transport Management Centre (BMTMC): the principal transport management centre for the greater Brisbane metropolitan area. The BMTMC provides real-time traffic management updates, safe and secure busway facilities, and public transport continuity that contributes to the optimal operation of South East Queensland’s road and public transport network.
Brisbane Economic Development Plan 2012-2031: sets out the priorities and actions required to support Brisbane’s economic development to 2031.
Brisbane Parking Taskforce (the Taskforce): an independent taskforce established in June 2014 by the Lord Mayor to advise Council on how to respond to parking issues and to best manage on-street parking in the future. The Taskforce includes representatives from Royal Automobile Club of Queensland (RACQ), Parents and Citizens Queensland, National Retail Association, Multicap, Taxi Council Queensland, Transport Workers Union, Chamber of Commerce and Industry Queensland, Parking Australia and Brisbane Transport.
Brisbane Festival: is a major international arts festival that explodes onto the Brisbane scene every September with a thrilling program of music, theatre, dance, opera, circus and major public events such as Sunsuper Riverfire. Brisbane Greeters: a voluntary service in which friendly and well-informed local people show visitors the city. Brisbane Incident Management System Online (BIMS): an industry standard enhanced disaster management information system. BIMS Online allows Council to more effectively monitor, communicate and coordinate timely response to emergency and disaster events within the Brisbane Local Government Area. Brisbane Local Government Area (LGA): a defined portion of the metropolitan area of Brisbane, Queensland, Australia. Unlike LGAs in other mainland state capitals (Sydney, Melbourne, Perth and Adelaide), which generally encompass only central business districts and close neighbourhoods, the Brisbane LGA covers a large portion of the metropolitan area. As a result it has a larger population than any other LGA in Australia. Brisbane Marketing: a partner in delivering Council’s economic develop ment plan for the city. Brisbane Marketing is also the Convention Bureau for Brisbane and the Regional Tourism Organisation for the local governments of the greater Brisbane area. Brisbane Metro Subway System: one of Brisbane’s most significant public transport projects. With much of the inner-city bus network already at capacity, Brisbane Metro Subway System will deliver a high-frequency subway system that will cut travel times, reduce Central Business District (CBD) congestion and provide more buses to the suburbs.
Brisbane Transport: Council commercialised its transport services arm in the 1990s to form Brisbane Transport, a Council-owned commercialised business. Brisbane Vision 2031 (Brisbane Vision): is Council’s longterm community plan for the city. It details the aspirations for Brisbane’s future and outlines ideas for achieving this vision. Budget (and Annual Plan): see Annual Plan. Bushland Acquisition program: uses funds raised from the Bushland Preservation Levy to acquire and maintain property that supports significant ecosystems, plants and animals. Bushland Preservation Levy: Brisbane residents and businesses pay a Bushland Preservation Levy as part of their rates account. The levy goes to the protection and enhancement of the natural environment and creation of a world-class natural area network for Brisbane. Business and System Efficiency (BaSE) program: a key Council business transformation initiative. The project replaced more than 60 ICT (information and communications technology) systems with a single integrated system for core business processes including finance, procurement, asset management and payroll. Business Continuity Plan: to ensure businesses can operate if something unforseen like a severe weather event, fire or natural disaster should happen.
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GLOSSARY Business in Brisbane: newsletter and e-newsletter gives small businesses and entrepreneurial residents practical tips to help grow, strengthen or develop their business. It features details of the support services Council offers new and existing businesses, and provides information on activities and events taking place throughout the city. Business units: organisational units responsible for best practice delivery of outputs within the commercial framework set by Council. Council’s Annual Plan and Budget lists business units and their goals and activities. The Annual Report states their financial and non-financial performance. Bus Stop Accessibility Improvement program: a rolling program of upgrades across Brisbane, which aims to enhance accessibility for all public transport users. The improvements may involve, but are not limited to, upgrades to boarding points, access paths, waiting areas, signs, tactile ground surface indicators and bus stop furniture. The works will be prioritised based on location, access to community and disability services, patronage and Council priorities.
C CaLD: see Culturally and Linguistically Diverse. Carbon (offsets): Council is committed to being carbonneutral. Purchases offset the impact of Council’s fleet and stationary uses of fuel. CBD: central business district. CEO: the Chief Executive Officer is Council’s highest ranking executive. Chairman: each standing committee of Council is chaired by a councillor.
CityCats: Council’s fleet of catamaran ferries operating along the Brisbane River from the University of Queensland, St Lucia to Northshore Hamilton. City Centre Master Plan: a coordinated strategy to guide future development, transportation and public space investments over the next 20 years to ensure the Brisbane city centre is safe, attractive and a continued source of pride.
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CityCycle: a bicycle hire service with stations located at key inner-city destinations between the University of Queensland, St Lucia and Newstead. CityGlider: buses which provide high frequency transport. The Blue CityGlider travels from West End to the west of the CBD and to Newstead in the east. The Maroon CityGlider operates from Ashgrove to Stones Corner connecting major sporting, entertainment, shopping and dining precincts. City of Brisbane Act 2010: provides for the way in which Council is constituted and its responsibilities and powers. It is supported by the City of Brisbane Regulation 2012. City of Lights project: developed as part of the Brisbane City Centre Master Plan 2014 (CCMP), the project is working towards transforming Brisbane into a City of Lights, where buildings, bridges and natural features are lit up to activate our vibrant and creative city at night. Civic Cabinet (also known as the Establishment and Coordination Committee): Civic Cabinet makes decisions on a range of matters delegated to it by Council. Civic Cabinet is chaired by the Lord Mayor and includes the chairmen of Council’s seven other standing committees. Clem Jones Tunnel (Clem7): formerly known as the NorthSouth Bypass Tunnel, the tunnel connects Woolloongabba in the south with Bowen Hills in the north. At 6.8 km in length, it was Brisbane’s first major road tunnel. CCTV: closed circuit television system in which cameras and receivers are linked by wire. Community engagement: term Council uses for involving residents in its decision making process. Community engagement has benefits to both the resident and Council because it allows access to wider sources of information, points of view and potential solutions. Congestion Reduction Unit: aims to reduce traffic congestion and improve travel times and trip reliability. Its key target is to improve average travel speeds on the top 20-25 roads in Brisbane. Corporate Plan: Council’s Corporate Plan specifies the medium term (five year) strategic objectives that Council seeks to achieve. The Annual Plan and Budget delivers to these objectives. Achievement of Corporate Plan objectives over a series of Corporate Plans delivers to the long-term community plan.
Councillor: a councillor is an elected member of Council. The role requires a councillor to provide community leadership and guidance, and to facilitate communication between the community and Council. Councillor discretionary funding: see Lord Mayor’s Suburban Initiative Fund. Creative Brisbane Creative Economy 2013-22: a strategy aimed at strengthening Brisbane’s liveability as a vibrant creative hub and ensuring Brisbane will be the premier location for talented people to live, work and play. Culturally and Linguistically Diverse (CaLD): refers to the wide range of cultural groups represented in the community. Acknowledges differences in religion and spirituality, ethnicity and language. Customer Focus Vision 2016: expresses a vision for Council that is dedicated to customers – everyone, everywhere, every time. Cycling Brisbane: a program designed to encourage people of all ages and abilities to cycle.
D Development approval (DA): Council’s development approval process regulates development in a manner consistent with the Brisbane City Plan 2014. Digital Brisbane Strategy: sets a five year target to ensure the city capitalises on the rapidly growing digital economy. disABILITY ACTION at WORK program: provides paid work experience and career development for people with disability. Disability Discrimination Act 1992 (DDA): specifies obligations of public service providers including local government. DDA aims to promote the principle that people with a disability have the same fundamental rights as the rest of the community. Disaster management: Council plays a major role in managing the impacts of disasters within its boundaries. Disputes Commissioner, Office of: an independent office within Council that investigates complaints about infringement notices and makes recommendations to either waive or uphold them.
Don’t Be A Fool Tags Aren’t Cool: the catchphrase for Council’s anti-graffiti school education program, which is delivered to school students across Brisbane
E Early Warning Alert Service: the Brisbane Early Warning Service provides residents in the Brisbane City Council LGA with weather alerts via email, SMS and/or home phone. Eat Safe Brisbane: a food safety rating scheme, developed in consultation with industry bodies, to help maintain and improve food safety standards in Brisbane. Election: Brisbane City Council elections are held every four years. The most recent election was held on 19 March 2016. Voting is compulsory for all residents who are Australian citizens over 18 years of age. Emily Seebohm Aquatic Centre: impressive complex offering residents opportunities for fun, fitness and recreation with a heated 25 metre six-lane outdoor pool with accessible ramp; a heated 25 metre indoor programs pool with accessible ramp; café/kiosk; large grassed leisure area and shaded seating. Enhanced School Zone signage: provides transport related infrastructure to improve the safety of students travelling to and from school. Establishment and Coordination Committee: see Civic Cabinet. Executive Management Team (EMT): consists of the Chief Executive Officer (CEO), divisional managers and executive managers from across the organisation.
F Financial Sustainability Statements, current year and long-term: contain measures of financial sustainability specified in the City of Brisbane Regulation 2012. Council is required to report its performance and forecasts. These are located in the Annual Report with Council’s annual financial statements. FloodWise Property Report: a free report that states the risk of various types of flooding at a specific property. It is available to download from Council’s corporate website. The information is sourced from Council flood studies and models
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GLOSSARY developed for the river and our major creeks and waterways. Full-time equivalent employees (FTE): the statistic stated in this report is calculated as at 30 June 2015. The FTE statistic states the number of equivalent employees working fulltime. For example, two part-time or job share employees, both working half the standard number of full-time hours, will together be counted as one FTE employee. The number cited in this report includes all FTEs paid through the Council payroll system. Excluded are overtime, staff on unpaid leave, workers paid by a third party and supplementary workers not on the payroll system. Future BNE Challenge: in partnership with Queensland Museum, Council delivered the Green Heart Schools Future BNE Challenge, as part of World Science Festival Brisbane. Future BNE challenged schools to design innovative and unique solutions for our future water security in the year 2100.
G Green Heart: through this program, Council encourages Brisbane residents to make changes to their everyday lives to help achieve the goal of Brisbane becoming a more sustainable city. The program includes special events and workshops as well as initiatives for residents, business and schools. GreenPower: accredited, renewable energy generated from sources like wind power, solar farms and biomass, which do not produce any net greenhouse gas emissions. Green waste: garden waste including cuttings from shrubs and trees, palm fronds, grass clippings, weeds, leaves and loose bark. Growing Older Living Dangerously (GOLD): an Active and Healthy Lifestyle program which provides free or low cost activities for residents aged 50 years and over. Council also runs GOLD nâ&#x20AC;&#x2122; Kids, for seniors and children (aged four years and over).
Heritage trails: there are 11 suburban heritage walking trails across Brisbane celebrating the stories of local suburbs, in addition to Aboriginal culture trails, the Reflections on the River Trail and the Kangaroo Point National History Project Trail. Homeless Connect: brings together business and community groups twice a year to provide free services to people who are homeless or at risk of homelessness. Brisbane held the first Homeless Connect in Australia in November 2006. Similar events are now held in Perth, Hobart, Adelaide and the Gold Coast.
I Immunisation: Council provides free vaccinations. All children, including international and interstate visitors, can use Councilâ&#x20AC;&#x2122;s free immunisation service. Innovative Proposals Policy: launched in August 2015, the policy encourages unique and innovative ideas to provide improved services and reduced delivery costs for ratepayers.
J J.C. Slaughter Falls and Simpson Falls picnic areas: in Mt Coot-tha Reserve, J.C. Slaughter Falls and Simpson Falls picnic areas are the starting point for some great walks up the mountain, and are excellent for wildflower viewing in late winter and spring when the golden wattles and purple hoveas of the open forest understorey burst into bloom.
K
H
Karawatha Forest Discovery Centre: Council has recently opened a new environment discovery centre in Karawatha Forest Park to educate residents and visitors about the natural area's environmental significance. The centre provides various interactive experiences, including an insight to the local frog population and a Queensland first nature play space.
Healthy Waterways: a not-for-profit organisation working to protect and improve waterway health in South East Queensland.
Kingsford Smith Drive upgrade: to reduce traffic congestion and improve safety on this busy road linking Brisbane CBD to the Brisbane Airport, Port of Brisbane, Northshore Hamilton and the Australia TradeCoast area.
262 Brisbane City Council | Annual Report 2015-16
L
National Competition Policy: organisational arrangements aligned with Council’s obligations under the National Competition Policy.
Legacy Way: Legacy Way (formerly Northern Link) is a major road tunnel project connecting the Western Freeway at Toowong with the Inner City Bypass (ICB) at Kelvin Grove. Legacy Way is the fourth project in Council’s TransApex plan, designed to reduce congestion and increase connectivity on Brisbane’s road network.
Neighbourhood plans: locally specific statutory plans which guide future development, urban design and land uses.
Living in Brisbane: newsletter provides residents with information about Council projects, events and activities happening throughout the city. Lord Mayor’s Business Excellence Workshops: a series of free workshops held to give businesses an opportunity to meet Council officers so questions can be answered and areas for service improvements identified. Lord Mayor’s Business Forums: a series of free workshops held across Brisbane for businesses. Successful local business entrepreneurs provide valuable insights from their own experience and offer practical tips to help local businesses grow. Lord Mayor’s Multicultural Round Table: aims to identify and facilitate opportunities for business and economic development in Brisbane’s multicultural community. Lord Mayor’s Suburban Initiative Fund: the Annual Plan and Budget allocates this fund for councillors to employ at their discretion to support local projects and help build stronger communities. Details on how to apply are available at www.brisbane.qld.gov.au Lord Mayor’s Writers in Residence program: Council libraries host literary events and writing workshops featuring high-profile authors.
N NAIDOC: National Aborigines and Islanders Day Observance Committee. Council provides assistance to community organisations to run events which celebrate the achievements and culture of Aboriginal and Torres Strait Islander peoples.
Neighbourhood Planning and Urban Renewal program: involves planning and delivering development and land use plans at a neighbourhood level, in collaboration with the community and other stakeholders, to enhance lifestyles, the environment and economy. New Residents Guide: super landing page on Council’s corporate website, facilitating easy orientation for people coming to live in Brisbane. New World City: as Australia’s New World City, Brisbane has rapidly emerged as an influential leader in the Asia Pacific and a highly desirable place to do business. The city’s growing global recognition was accelerated by its highly successful staging of the G20 World Leaders’ Summit in 2014.
O One Brisbane Many Cultures: a quarterly multicultural publication which provides a snapshot of key Council initiatives and citywide events. Organisational Zero Harm Strategy 2013–2016: provides key strategic objectives and deliverables to be achieved during the life of the strategy and recognises Council’s ability to work together as an organisation to manage wellness, safety and health hazards and risks from our work environment.
P Performance leadership: a strengthened and improved approach to Performance Leadership Conversations (PLC) for Council employees. This approach encourages a ‘continuous’ process of frequent, quality conversations and two way communication.
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GLOSSARY Programs: the outcomes that Council plans for are grouped together in programs. In 2015-16 Council’s programs were: 1. Clean, Green and WaterSmart City 2. Moving Brisbane 3. Future Brisbane 4. Your Brisbane 5. Public Health and Safety 6. Economic Development 7. Customer Focus 8. City Governance Council’s Annual Plan and Budget lists programs, their outcomes, associated services and projects and the budgets allocated to them.
Q
processes and workflows. SealSMART: a process aimed at improving plan-sealing (approval) times through the use of accredited consultants who liaise with Council engineers to provide self-certification. Seniors’ Strategy 2012-2017: a strategy that contains a number of Council initiatives while continuing to deliver existing programs and focuses on what Council can do to support seniors’ participation in the community. Shorncliffe Pier Renewal Project: renewal works began in early 2015 and are now complete. The pier was officially opened to the public on Friday 25 March 2016 in conjunction with the Bluewater Festival. Sister Cities: Council builds mutually beneficial relationships with other cities around the world in particular Asia, to develop economic and cultural ties and promote Brisbane as Australia’s New World City. Council has nine sister cities. They are: • Abu Dhabi, United Arab Emirates
Queensland Police Service (QPS): QPS is the primary law enforcement agency for the State of Queensland. Council liaises with QPS on issues including traffic accidents, street closures, special event management, disaster management and graffiti management. QUBE Effect: Brisbane's annual contemporary youth music program. Youth Week initiative selecting local acts to perform a 20-minute set to a live audience who are then squeezed into QUBEs (cubes) to play their favourite song for a chance to win $4000 in The QUBE Effect People's Choice competition.
R Rapid Response Group (RRG): the response team that provides Council’s frontline key safety and amenity response across Brisbane 24 hours a day. Resource recovery centre: waste minimisation initiative that provides local residents with free disposal for recycling and reusable materials.
S SAP: software to enable finance, procurement, Human Resources (HR), payroll and assets and works management
264 Brisbane City Council | Annual Report 2015-16
• Auckland, New Zealand • Chongqing, China • Daejeon, South Korea • Hyderabad, India • Kaohsiung, Taiwan • Kobe, Japan • Semarang, Indonesia • Shenzhen, China. Social media: Council uses social media channels including Facebook, Twitter, YouTube, Instagram, Pinterest and Flickr to provide information to and interact with residents on community service announcements and information about events, services, initiatives, community engagement opportunities and disaster/crisis management. Residents must ‘opt in’ to these communication channels.
SmartForms: allows desktops and mobile computing devices access to online forms. Small-to-medium business: a small business is defined as a business which employs less than 20 people and medium businesses are those which employ 20 or more people, but less than 200 people.
Standing Committees: Council has eight standing committees made up of and chaired by elected representatives. The committees are: • Lifestyle and Community Services Committee • Environment, Parks and Sustainability Committee • Establishment and Coordination Committee (Civic Cabinet) • Field Services Committee • Finance and Economic Development Committee • Infrastructure Committee • City Planning Committee • Public and Active Transport Committee. State Emergency Service (SES): a volunteer organisation which provides practical support to Queensland communities during emergencies. Council supports Brisbane’s SES with resources, training and facilities. Study Brisbane: an initiative driven by Brisbane Marketing, in partnership with government and industry, for the economic, social and multicultural benefits of Brisbane’s international education sector.
Taskforce Against Graffiti (TAG): a joint initiative of Council and QPS to combat graffiti and associated crime. Tip Shop: Council’s two Tip Shops are operated by the Endeavour Foundation and sell good quality second-hand products which have been salvaged before going to landfill. The Tip Shops are at Acacia Ridge and Geebung. Transport Plan for Brisbane 2008-2026: provides a strategic framework to address the challenges and issues facing Brisbane. The plan outlines objectives and actions to achieve an efficient integrated transport system. Team Brisbane: an initiative to increase community pride in our city and encourage all residents to help promote Brisbane and what we have to offer the world. Team Brisbane ambassadors include Keith Urban, Li Cunxin, Stephanie Rice, Matthew Hayden, Sam Stosur, Professor Ian Frazer and more. All residents and businesses have a role to play in our city's future and by becoming a part of Team Brisbane, you can do just that. The Capital: innovation hub for the Central Business District, which will offer unique support to Brisbane’s rapidly expanding start-up community.
Sustainable Planning Act 2009: Queensland’s principal planning legislation. It coordinates planning at local, regional and state level.
U
Suburban Centre Improvement Project (SCIP): a program that delivers improvements to suburban centres in partnership with property owners, improving the centre’s economic competitiveness, attractiveness, amenity, safety, accessibility and identity by injecting new life into suburban shopping centres.
Urban Renewal Brisbane: a program to revitalise Brisbane’s inner urban areas.
Sydney Coordinated Adaptive Traffic System (SCATS): a traffic signal management system which adjusts signals automatically according to traffic demand. Every intersection with a traffic signal operated by Council is controlled by SCATS.
T Tactile street signs: directional signage enhanced for people with visual impairments. Talk to a Planner: events are held across Brisbane, facilitating face-to-face discussions with Council officers and community members about planning in Brisbane.
V Vaccination: see Immunisation. Vibrant Laneways: a program that rejuvenates ‘forgotten’ city centre spaces and reintroduces them to our community in an imaginative, fun and engaging way. Visible Ink: Council's safe and welcoming central hub for Brisbane's young people aged 12-25 to explore new ideas, access resources, have a say and connect with community partners, enabling them to grow as active citizens and contribute to a better Brisbane. Located at 5 Green Square Close, Fortitude Valley.
265 Brisbane City Council | Annual Report 2015-16
W
Y
Ward: Brisbane City Council has 26 wards. Eligible residents in each ward elect a councillor. All elect the Lord Mayor.
Your City Your Say: Council’s community reference group is made up of Brisbane residents who are interested in having a say about Brisbane’s future. Members receive information about citywide and local projects and can contribute to important decisions affecting our city.
Wayfinding devices: Step Hear signs and wrist activators which provide audio messages to inform pedestrians with a vision impairment where they are. Wi-Fi: allows an electronic device to exchange data wirelessly over a computer network. Council’s Wi-Fi service is available 24 hours a day in selected locations. Anyone can access it with a Wi-Fi enabled device. Workforce Equity and Diversity Framework 2011-15: outlines focus areas and commitments and guides the organisation in achieving its objectives and complying with anti-discrimination and equal employment opportunity legislation. World Science Festival Brisbane: brings some of the world's greatest thought leaders to Queensland; showcasing local scientists and performers from around the Asia Pacific region.
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Your Voice: Council’s employee survey conducted once every two years. Youth Strategy 2014-19: an integrated whole-of-Council approach to ensure Council continues to be an organisation that values and includes young people in the life of Brisbane. Youth Week: annual series of activities and events across the city showcasing young people’s ideas and talents.
Z Zero Harm: Council is committed to being a Zero Harm organisation. Council’s goal is to create a workplace that is injury, illness and incident free.
INDEX
A Access and inclusion .......................................................................................................................................... 56, 84, 87, 88, 112, 127, 164, 258
Active and healthy ................................................................................................................................................... 14, 28, 41, 71, 84, 87, 91, 262
Active School Travel program ........................................................................................................................................................... 72, 179, 258
Active transport ...................................................................................................................................................... 13, 15, 26, 39, 40, 71, 72, 265
All abilities playground .............................................................................................................................................................................. 62, 258
Annual Financial Statements ........................................................................................................................................... 139, 144, 148, 150, 261
Annual Plan and Budget ......................................................................................................................................... 19-21, 40, 258, 260, 263, 264
Annual Report ........................................................................................................... 5, 19, 20, 26, 56, 144, 154-156, 258, 260, 261, back cover
Asia Pacific Cities Summit and Mayors’ Forum (2015APCS) ................................................................................................ 9, 26, 111, 116, 258
Asia Pacific Screen Awards (APSA) ........................................................................................................................................................... 90, 258
Asphalt ...................................................................................................................................................................................... 28, 41, 77, 125, 126
Assurance .................................................................................................................................................................................... 114, 143, 145-148
Audit Committee ...................................................................................................................................................................... 143, 145-148, 258
Award(s) ......................................................................................... 25, 29, 44-46, 50, 51, 53, 55-58, 80, 85, 90, 98, 108, 112, 167, 188, 202, 258
B Backflow prevention device ............................................................................................................................................................. 126, 162, 258
Bikeway(s) .......................................................................................................................... 13, 26, 28, 40, 71, 72, 83, 126, 136, 196, 231,233, 258
Biodiversity ...................................................................................................................................................................................... 11, 42, 64, 258
Bluetooth .................................................................................................................................................................................................... 75, 258
Brisbane, about ............................................................................................................................................................................................... 6-10
• Sir Thomas Brisbane ....................................................................................................................................................................8, 14, 89, 90
• Brisbane River ........................................................................................................................................ 7-9, 42, 52, 65-67, 76, 191, 232, 260
• History ........................................................................................................................................................................................................... 8
• Local Government Area (LGA) ......................................................................................................................................... 6, 9, 114, 225, 259
Brisbane, Australia’s New World City ................................................................................................................................ see New World City
Brisbane 2022 New World City Action Plan ........................................................................................................ 26, 97, 101, 102, 116, 216, 258
Brisbane City Plan 2014 ................................................................................................................................................... 67, 79, 81, 105, 258, 261
Brisbane Economic Development Plan 2012-2031 .................................................................................................................. 97, 101, 216, 259
Brisbane Flood Recovery ..................................................................................................................................................................... see Flood
Brisbane Global Café ......................................................................................................................................................................................... 97
Brisbane Greeters ..................................................................................................................................................................................... 101, 259
Brisbane Local Government Area ........................................................................................................................ see Local Government Area
Brisbane Marketing ................................................................................................................................................... 100, 101, 148, 224, 259, 265
Brisbane Metropolitan Transport Management Centre (BMTMC) ....................................................................................................... 75, 259
Brisbane Parking Taskforce (the Taskforce) ............................................................................................................................................ 133, 259
Brisbane Transport ........................................................................................................ 17, 40, 46, 48, 75, 119-123, 133, 147, 150, 216, 246, 259
267 Brisbane City Council | Annual Report 2015-16
INDEX
Brisbane Vision 2031 (Brisbane Vision) ................................................................................................ 10, 11, 17, 19, 20, 109, 111, 114, 115, 259
Budget (and Annual Plan) ..................................................................................................................................... see Annual Plan and Budget
Bus(es) .................................................................................................................. 7, 13, 26, 29, 58, 63, 69-71, 73, 75, 76, 106, 120-124, 133, 136,
................................................................................................................. 186, 187, 197, 203, 204, 216, 224, 231, 233, 252, 258, 259, 260
• CityGlider ............................................................................................................................................................................. 73, 120, 121, 260
Bus Stop Accessibility Improvement Program ................................................................................................................... 73, 75, 76, 258, 260
Bushland Acquisition program .................................................................................................................................................... 27, 64, 137, 259
Bushland Preservation Levy ..................................................................................................................................................................... 140, 259
Business and System Efficiency (BaSE) Program ............................................................................................................................. 47, 112, 259
Business unit(s) ................................................................................................................................................. 11, 18, 29, 119, 128, 144, 246, 260
C Campaign(s) ............................................................................................................................. 56, 71, 73, 93, 95-97, 101, 106, 113, 114, 122, 129
Carbon ........................................................................................................................................................................ 11, 63, 69, 71, 120, 221, 260
• emissions ............................................................................................................................................................................................... 63, 69
• offsets .......................................................................................................................................................................................................... 63
CBD ..................................................................................................................... inside cover, 4, 8, 9, 12, 26, 70, 74, 76, 79, 80, 83, 97-101, 103,
.............................................................................................................................................................. 113, 123, 124, 133, 140, 259, 260, 262
Cemetery(ies) ........................................................................................................................................................ 7, 15, 92, 94, 96, 150, 238, 246
CCTV ......................................................................................................................................... 65, 75, 93, 120, 122, 123, 130, 131, 147, 192, 260
Chief Executive Officer (CEO) .................................................................. 28, 29, 39, 40, 44, 46, 48, 52, 111, 145, 146, 147, 160, 162, 260, 261
CityCat .................................................................................................................................................................................. 7, 27, 71, 73, 103, 260
CityCycle ................................................................................................................................................................................................ 72, 76, 260
City Centre Master Plan ............................................................................................................................................................................ 83, 260
CityGlider ............................................................................................................................................................................................... see buses
City Governance .............................................................................................................................................. 16, 61, 109-116, 138, 216, 217, 264
City Hall .................................................................................................................................... 9, 14, 24, 83-85, 90, 100, 105, 150, 156, 246, 258
City of Brisbane Act 2010 ................................................................................................... 19, 144, 150, 154, 160, 162, 214, 218, 222, 224, 260
City Plan ................................................................................................................................................................... see Brisbane City Plan 2014
City Parking ................................................................................................................................................................... 18, 119, 130-133, 150, 246
Civic administration .................................................................................................................................................................................... 16, 110
Civic Cabinet ........................................................................................................................................... 25, 29, 38, 39, 40-42, 48, 260, 261, 265
Clean, Green and WaterSmart City ........................................................................................................ 11, 61-70, 125, 126, 138, 216, 217, 264
Clem Jones Tunnel (Clem7) ................................................................................................................................................................. 7, 243, 260
Code of Conduct .............................................................................................................................................................................. 143, 146, 151
268 Brisbane City Council | Annual Report 2015-16
Committee(s) ..................................................................................................... 39-42, 48, 77, 88, 97, 109-111, 143, 145-148, 154-156, 159, 161,
....................................................................................................................... 168, 173, 175, 176, 186, 194, 196, 198, 247, 258, 260, 261, 263, 265
Communication ....................................................................................... 17, 40, 51, 54, 81, 98, 109, 112, 113, 115, 122, 145, 148, 155, 156, 168
......................................................................................................................................................................... 259, 261, 263, 264
Community engagement ............................................................................................................................................ 80, 82, 104, 105, 260, 264
Community facilities ............................................................................................................................................................ 14, 27-29, 88-90, 184
Community Financial Report ........................................................................................................................................................... 136, 138, 144
Community hall(s) .................................................................................................................................... 7, 29, 84, 85, 88, 89, 182, 186, 193, 203
Complaint(s) ......................................................................................................... 67, 81, 93, 94, 109, 133, 143, 144, 146, 148-150, 153, 160, 261
Congestion ....................................................................................... 13, 17, 26, 29, 41, 45, 71-73, 75, 76, 120, 123, 124, 132, 258-260, 262, 263
Congestion Reduction Unit ...................................................................................................................................................................... 75, 260
Congestion Report ............................................................................................................................................................................................. 75
Corporate Governance ............................................................................................................................................................. 144, 146, 148, 150
Corporate Plan ......................................................................................................................................................... 5, 11, 17, 19, 20, 29, 144, 260
Corporate security .................................................................................................................................................................................... 109, 147
Councillor(s) ............................................................ 29, 30-37, 40-42, 109, 110, 144, 153-162, 164-205, 208, 214, 215, 220, 260, 261, 263, 266
• Attendance ................................................................................................................................................................................ 153, 157, 159
• Conduct ...................................................................................................................................................................................................... 160
• Complaints ................................................................................................................................................................................................. 160
• Contact information .............................................................................................................................................................................. 30-37
• Expenses Reimbursement Policy ............................................................................................................................................................ 155
• Suspensions ....................................................................................................................................................................................... 153, 159
• Discretionary funding ....................................................................................................................................... 144, 153, 154, 165-205, 261
Creative Brisbane Creative Economy 2013-22 ................................................................................................................................... 86, 99, 261
Culturally and Linguistically Diverse (CaLD) ......................................................................................... 53, 87, 88, 105, 112, 113, 115, 260, 261
Customer Contact Centre .................................................................................................................................................. 28, 104, 105, 108, 113
Customer Focus .................................................................................................................. 16, 46, 57, 61, 104, 106-108, 138, 216, 217, 261, 264
Customer Focus Vision ...................................................................................................................................................................... 46, 106, 261
Cycling Brisbane ........................................................................................................................................................................ 56, 71, 72, 74, 261
D Development assessment ....................................................................................................................................... 11, 42, 45, 78, 79, 81, 82, 105
Development approval ....................................................................................................................................................................... 79, 162, 261
Disability Discrimination Act 1992 (DDA) ........................................................................................................................................... 71, 76, 261
Disaster management ............................................................................................................................................ 17, 40, 114, 147, 259, 261, 264
Disclosures ........................................................................................................................................... 20, 144, 154-205, 208, 214, 215, 236, 258
Disputes Commissioner, Office of .......................................................................................................................................................... 149, 261
269 Brisbane City Council | Annual Report 2015-16
INDEX
E Eat Safe Brisbane ........................................................................................................................................................................................ 95, 261
Economic Development ............................................ 15, 16, 27, 39, 40, 61, 79, 81, 83, 97-103, 108, 111, 116, 138, 156, 216, 217, 259, 263-265
Election ................................................................................................................................................................. 29, 110, 157, 158, 201-205, 261
Elected representatives ............................................................................................................................................ 25, 30-37, 39, 110, 144, 265
Employee(s) ................................................................................................ 17, 29, 50-53, 104, 106, 108, 109, 122, 123, 137, 144, 146, 149, 151,
............................................................................................... 155, 161, 162, 209, 213, 215, 220, 234, 236, 241, 245, 262, 263, 266
Establishment and Coordination Committee ...................................................................................................................... see Civic Cabinet
Ethical standards ....................................................................................................................................................................... 109, 143, 145, 146
Executive Management Team (EMT) ................................................................................................................................... 25, 44, 46, 220, 261
Expenses ............................................................................................................... 22, 135-137, 144, 153, 155, 156, 179, 208, 209, 217, 220, 221,
.................................................................................................................................................................................. 228, 229, 234, 246
F Ferry ............................................................................................................................................... 7, 13, 29, 56, 63, 71, 73, 76, 115, 121, 216, 232
Field Services Group ........................................................................................................................... 17, 47, 48, 93, 119, 125-129, 147, 150, 216
Financial management ............................................................................................................................ 16, 21, 40, 109, 111, 144, 148, 216, 252
Financial sustainability statements ................................................................................................................................................... 21, 144, 261
Flood(ing)...................................................................................................................... 12, 42, 45, 52, 62, 67, 69, 73, 126, 162, 168, 231-233, 261
• Recovery............................................................................................................................................................................................... 45, 168
• FloodWise Property Report ............................................................................................................................................................... 67, 261
Footpath(s) ....................................................................................................................................... 65, 68, 83, 126, 129, 136, 148, 163, 226, 231
Full-time equivalent employee(s) ............................................................................................................................................................ 50, 262
Future Brisbane .................................................................................................................................... 13, 61, 66, 78-83, 125, 138, 216, 217, 264
G G20 Leaders’ Summit ............................................................................................................................................................................. 9, 97, 263
Graffiti ............................................................................................................................................................. 92, 93, 125, 129, 196, 261, 264, 265
• Don’t Be A Fool Tags Aren’t Cool ..................................................................................................................................................... 93, 261
Grant(s) .......................................................................................................... 64, 65, 78, 81, 84, 85, 87, 88, 92, 93, 110, 136, 138, 140, 144, 153,
................................................................................................................................................. 154, 162-164, 209, 213, 214, 217, 218, 221
Green Heart .................................................................................................................................................................................. 62, 63, 224, 262
GreenPower ..................................................................................................................................................................................... 11, 63, 69, 262
Growing Older Living Dangerously (GOLD) ............................................................................................................................................ 87, 262
Growth ........................................................................................................... 9, 13, 15, 16, 26, 27, 40, 53, 69, 72, 74, 76-79, 94, 97-102, 106, 111,
......................................................................................................................................................... 116, 120, 123, 124, 145, 216, 245, 258
H
270 Brisbane City Council | Annual Report 2015-16
Healthy Waterways .................................................................................................................................................................................... 66, 262
Heritage ............................................................................................................................. 13, 27, 42, 65, 78, 80, 81, 90, 162, 168, 178, 233, 262
Homeless Connect .................................................................................................................................................................................... 88, 262
I
Immunisation ................................................................................................................................................................................ 92, 93, 262, 265
Inclusion ....................................................................................................................................................................... see Access and Inclusion
Information and Communications Technology (ICT) .......................................................................................... 17, 57, 109, 110, 113, 145, 259
K Karawatha Forest Discovery Centre ................................................................................................................................ 26, 56, 62, 65, 70, 262
L Legacy Way ............................................................................................................... 29, 45, 74, 121, 124, 136, 218, 219, 222, 223, 243, 244, 263
Library(ies) ............................................................................................................. 7, 14, 27, 29, 32, 33, 35-37, 41, 56, 84-88, 103, 136, 148, 168,
.................................................................................................................................................................................. 176, 182, 194, 263
Lord Mayor(‘s) ..................................................................................................... 10, 20, 25-27, 29, 30, 34, 39, 40, 44, 46, 48, 51, 63, 85, 87, 88,
.................................................................................................. 97-101, 110, 111, 115, 147, 154-158, 162, 164, 165, 201, 258-261,
............................................................................................................................................................................................ 263, 266
• Business Excellence Workshops ....................................................................................................................................................... 98, 263
• Business Forums ................................................................................................................................................................................. 98, 263
• Multicultural Round Table .......................................................................................................................................................... 98, 110, 263
• Report ..................................................................................................................................................................................................... 25-27
• Suburban Initiative Fund .......................................................................................................................................................... 164, 261, 263
• Writers in Residence program ........................................................................................................................................................... 87, 263
M Management, Executive .................................................................................................................. see Executive Management Team (EMT)
Moving Brisbane ................................................................................................................................. 13, 61, 71-77, 125, 136, 138, 216, 217, 264
Multicultural ................................................................................................. 9, 14, 40, 56, 84, 85, 88, 98, 100, 109, 110, 115, 164, 166, 167, 170,
................................................................................................................................. 176, 178, 179, 185, 189, 194, 197, 202, 263, 265
N National Competition Policy (NCP) ......................................................................................................................... 139, 143, 150, 208, 246, 263
Neighbourhood plan(s) ........................................................................................................................................ 42, 66, 78-80, 82, 99, 105, 263
New World City .......................................................................................... inside cover, 9, 13, 16, 20, 26, 27, 29, 62, 69, 76, 78, 80, 83, 84, 87,
..................................................................................................................... 97, 101-103, 116, 124, 128, 132, 216, 258, 263, 264
271 Brisbane City Council | Annual Report 2015-16
INDEX
O Organisational structure ............................................................................................................................................................................. 25, 48
Organisational Zero Harm Strategy 2013-2016 .......................................................................................................................... 45, 54, 112, 263
Overseas travel .......................................................................................................................................................................... 144, 153, 154, 161
P Park(s) ............................................................................................................. 7, 9, 11, 20, 23, 27, 39, 41, 42, 56, 57, 62, 65-67, 69, 70, 72, 74, 78,
........................................................................................................... 80, 83-85, 87-89, 91, 96, 99-101, 105, 108, 125, 127, 128, 136, 137,
..................................................................................................................... 142, 166, 167, 169, 170-176, 178-182, 185-188, 190-199, 203,
......................................................................................................................................................................... 204, 219, 231-233, 262, 265
Patronage ............................................................................................................................................................ 13, 14, 72, 73, 122-124, 133, 260
Playground(s) ................................................................................................................... 7, 28, 56, 62, 65, 127, 165, 169, 171, 181, 201, 232, 258
Pollution ............................................................................................................................................................................................. 12, 62, 67, 69
Pool(s) ........................................................................................................... 7, 14, 29, 56, 65, 84, 85, 88, 89, 91, 92, 117, 137, 149, 162, 172, 173,
................................................................................................................................................................................................. 180, 233, 261
Population ................................................................................................................ 6, 8-10, 13, 15, 26, 27, 69, 78, 94, 95, 99, 115, 124, 259, 262
Public Health and Safety ............................................................................................................................ 15, 61, 92-96, 125, 138, 216, 217, 264
Public Sector Ethics Act 1994 .................................................................................................................................................................. 144, 151
Public transport .............................................................................................. 13, 15, 26, 29, 39, 40, 71, 73, 74, 76, 120, 121, 123, 124, 136, 161,
......................................................................................................................................................................... 216, 219, 258-260
Q Queen Street Mall ................................................................................................................................................................... 9, 98, 100, 240, 241
Queensland Police Service (QPS) ..................................................................................................................................................... 93, 146, 264
Queensland Urban Utilities (QUU) ................................................................................................................... 111, 136, 213, 219, 223, 225, 241
R Rapid Response Group (RRG) ................................................................................................................................................................... 93, 264
Rates and charges ............................................................................................................................................................................. 139, 140, 144
Recycling ...................................................................................................................................................................... 12, 55, 63, 68, 77, 126, 264
Registers .................................................................................................................................................................................... 144, 153, 162, 163
Remuneration ............................................................................................................................................ 144, 153, 154, 161, 220, 221, 234, 236
Resource Recovery Centre ........................................................................................................................................................... 63, 68, 127, 264
Right to Information (RTI) ................................................................................................................................................................. 109, 143, 149
Risk management .............................................................................................................. 17, 40, 62, 109, 112, 143-148, 208, 216, 247, 248, 258
Road Action Program (RAP) ............................................................................................................................................................................... 13
Road(s) .......................................................................................................... inside cover, 7, 11, 13, 26, 28, 29, 41, 45, 46, 53, 65-68, 70-75, 77,
............................................................................................................. 83, 122, 125-127, 133, 136, 148, 153, 162, 163, 165, 172-174, 179,
.................................................................................................................. 181, 195, 198, 216, 219, 221, 226, 231-243, 258-260, 262, 263
272 Brisbane City Council | Annual Report 2015-16
S SAP ................................................................................................................................................................................................ 52, 54, 128, 264
Sir Thomas Brisbane Planetarium ......................................................................................................................................................... 14, 89, 90
Sister Cities ................................................................................................................................................................................. 102, 111, 116, 264
Small to medium business ......................................................................................................................................................................... 97, 264
SmartForms .......................................................................................................................................................................................... 98, 99, 264
Social inclusion .............................................................................................................................................................................................. 14, 88
Social media ......................................................................................................................................... 86, 100, 101, 103, 104, 106, 111-113, 264
Standing commitee ............................................................................................................................................................................ 39, 260, 265
State Emergency Service (SES) ................................................................................................................... 41, 57, 58, 92, 93, 107, 169, 174, 265
Stormwater ......................................................................................................................................................... 20, 63, 65-67, 125, 126, 232, 258
Strategic planning ............................................................................................................... inside cover, 5, 19, 42, 100, 109, 111, 144, 146, 216
Study Brisbane ............................................................................................................................................................................ 97, 100, 101, 265
Suburban Centre Improvement Project (SCIP) .............................................................................................................. 29, 42, 78-80, 126, 265
Support Services ................................................................................................................................................................................. 51, 109, 260
Sustainability ................................................................................................ 10, 11, 21, 22, 39, 42, 45, 48, 62, 63, 69, 77, 79, 102, 135, 139, 144,
..................................................................................................................................................... 145, 147, 164, 252, 256, 261, 265
T Taskforce Against Graffiti (TAG) ........................................................................................................................................................ 93, 129, 265
Tip Shop(s) ........................................................................................................................................................................................... 68, 127, 265
Transport ..................................................................................................... 13, 15, 17, 20, 26, 29, 39-41, 45, 46, 48, 63, 69, 71-76, 119-124, 133,
.......................................................................................................136, 147, 148, 150, 161, 163, 216, 219, 246, 258, 259, 260, 261, 265
Transport plan(ning) ............................................................................................................................................................................. 45, 71, 265
Travel ................................................................................................................ 29, 40, 63, 71-74, 76, 120-122, 124, 127, 144, 153, 154, 156, 161,
.............................................................................................................................173, 175, 179, 180, 191, 192, 196, 202, 204, 216, 258-261
Tree(s) ................................................................................................................................................ 11, 65, 66, 69, 83, 90, 91, 124, 125, 127, 262
V Vaccination ................................................................................................................................................................................ see Immunisation
Vibrant Laneways ........................................................................................................................................................ 42, 55, 57, 80, 83, 259, 265
W Ward(s) ....................................................................................................................................................... 29, 30-37, 110, 155, 156, 166-205, 266
Waste ................................................................................................................ 12, 41, 45, 55, 62, 63, 65, 67-69, 93, 125-127, 129, 140, 150, 161,
......................................................................................................................................................................... 216, 218, 225, 246, 262, 264
â&#x20AC;˘ Green waste ........................................................................................................................................................................... 63, 68, 126, 262
â&#x20AC;˘ Waste management ....................................................................................................................................................................... 41, 69, 161
273 Brisbane City Council | Annual Report 2015-16
Water ..................................................................................................................... 11, 26, 42, 52, 62, 65, 66, 70, 92, 129, 140, 149, 167, 171, 181,
......................................................................................................................................................................... 193, 216, 225, 232, 258, 262
WaterSmart City ........................................................................................................................................ 11, 61-68, 125, 126, 138, 216, 217, 264
Waterways ............................................................................................................................................... 12, 42, 62, 65-67, 69, 129, 195, 216, 262
Website .............................................................................................................. 28, 80, 97, 101, 103, 110, 112, 113, 115, 148, 151, 173, 261, 263,
................................................................................................................................................................................................. back cover
Wi-Fi .............................................................................................................................................................. 15, 65, 84, 87, 98-100, 103, 113, 266
Workforce ............................................................................................................................................................ 17, 50-53, 97, 100, 112, 114, 266
Workplace Health and Safety ...................................................................................................................................................... see Zero Harm
Y Your Brisbane ............................................................................................................................................... 14, 61, 84-91, 125, 138, 216, 217, 264
Your City Your Say ....................................................................................................................................................................................... 16, 266
Youth Strategy 2014-19 .............................................................................................................................................................................. 88, 266
Z Zero Harm .......................................................................................................................................................... 45, 47, 53, 54, 112, 122, 263, 266
274 Brisbane City Council | Annual Report 2015-16
CONTACT DETAILS
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Acknowledgements
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Council thanks all those who contributed to the development of the Annual Report 2015-16.
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275 Brisbane City Council | Annual Report 2015-16
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