Brisbane City Council acknowledges the Traditional Custodians of the land and their unique relationship with their ancestral country. We pay respect to all Aboriginal and Torres Strait Islander Elders of Brisbane, and recognise their strength and wisdom.
Brisbane City Council is pleased to present the Annual Report for 2020-21. Council’s responsibility is to provide leadership and good governance for the people of Brisbane, and to manage our resources to ensure Brisbane is a prosperous, liveable, sustainable and inclusive city. The Annual Report 2020-21 describes Council’s progress and performance over the course of the financial year, reporting on Annual Plan and Budget and Corporate Plan objectives. All care has been taken to ensure all content is complete and accurate. However, Council does not guarantee it is without error. Notes on how to read the information within this report are included at the outset of each chapter, where relevant. Council’s website contains more information about the organisation’s activities, policies and plans for the future. Visit brisbane.qld.gov.au © 2021 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
CONTENTS
1
4
6
INTRODUCTION
PROGRESS AND PERFORMANCE
DISCLOSURES
06 07 08 10
BRISBANE IN PROFILE BRISBANE AT A GLANCE LORD MAYOR’S REPORT CHIEF EXECUTIVE OFFICER’S REPORT 12 MEDIUM-TERM (FIVE-YEAR) PERFORMANCE SNAPSHOT
2 OUR COUNCIL 14 OUR COUNCIL 17 ORGANISATIONAL STRUCTURE 18 OUR ELECTED REPRESENTATIVES 21 STANDING COMMITTEES 26 EXECUTIVE MANAGEMENT TEAM 32 OUR PEOPLE 35 AWARDS AND RECOGNITION
3 COMMUNITY FINANCIAL REPORT 39 OUR ASSETS 40 ANNUAL PLAN AND BUDGET 2020-21 41 REVENUE 41 EXPENDITURE 41 ASSETS 41 LIABILITIES 43 COMMUNITY EQUITY 43 MEASURES OF FINANCIAL SUSTAINABILITY 44 FINANCIAL RATIOS 45 RATES: FAIR AND EQUITABLE RATES AND RATES CONCESSIONS 46 CLIMATE-RELATED DISCLOSURE
OUR 2020-21 HIGHLIGHTS 50 A CITY FOR EVERYONE 52 O UR SUSTAINABLE CITY 54 O UR PROSPEROUS CITY 56 O UR LIVEABLE CITY PROGRAMS 58 1 - TRANSPORT FOR BRISBANE 65 2 - I NFRASTRUCTURE FOR BRISBANE 72 3 - C LEAN, GREEN AND SUSTAINABLE CITY 82 4 - FUTURE BRISBANE 90 5 - L IFESTYLE AND COMMUNITY SERVICES 100 6 - C OMMUNITY HEALTH AND SAFETY 105 7 - ECONOMIC DEVELOPMENT 112 8 - CITY GOVERNANCE
141 C OUNCILLOR REMUNERATION 142 C OUNCILLOR EXPENSES 143 C OUNCILLOR ATTENDANCE 145 C OUNCILLOR CONDUCT 147 C OUNCILLOR ADVISORS 148 E XECUTIVE REMUNERATION 148 O VERSEAS TRAVEL 149 R EGISTERS KEPT BY COUNCIL 150 G RANTS TO COMMUNITY ORGANISATIONS
7 ANNUAL FINANCIAL STATEMENTS
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178 T ABLE OF CONTENTS 179 G ENERAL FINANCIAL REPORTS 227 I NDEPENDENT AUDITOR'S REPORT (FINANCIAL REPORTS) 232 F INANCIAL SUSTAINABILITY STATEMENT 234 I NDEPENDENT AUDITOR'S REPORT (FINANCIAL
CORPORATE GOVERNANCE
237 L ONG-TERM FINANCIAL SUSTAINABILITY STATEMENT
BUSINESS UNITS 120 C ITY PARKING 124 F IELD SERVICES 129 T RANSPORT FOR BRISBANE
134 134 135 135 135 136 136 138 138 139
R ISK MANAGEMENT I NTERNAL AUDIT E THICAL CONDUCT S ECURITY BRISBANE CITY COUNCIL AUDIT COMMITTEE Q UEENSLAND AUDIT OFFICE COMPLAINTS MANAGEMENT RIGHT TO INFORMATION AND INFORMATION PRIVACY ACCESS REQUESTS NATIONAL COMPETITION POLICY CODE OF CONDUCT
SUSTAINABILITY STATEMENTS)
8 GLOSSARY 240 G LOSSARY 244 INDEX OF IMAGES 244 I NDEX OF CONTOUR MAPS 245 CONTACT DETAILS
1
INTRODUCTION
› BRISBANE IN PROFILE
› BRISBANE AT A GLANCE
› LORD MAYOR’S REPORT
› CHIEF EXECUTIVE OFFICER’S REPORT › MEDIUM-TERM (FIVE-YEAR) PERFORMANCE SNAPSHOT
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BRISBANE IN PROFILE Aboriginal and Torres Strait Islander peoples have lived in Australia for more than 60,000 years and Brisbane’s history can be traced back to when Traditional Custodians of the land lived in the area we now call Moreton Bay. Aboriginal people have walked and cared for this land that is now our shared home, for thousands of years. Their spiritual relationship with their Country and their cultural and spiritual beliefs are still as important today. Brisbane is named after Sir Thomas Makdougall Brisbane, the sixth Governor of New South Wales. In 1823, Lieutenant John Oxley, on instructions from Governor Brisbane, became the first European to explore the Moreton Bay area, including the Brisbane River and its surrounding fertile land. An interim penal camp was established at Redcliffe in 1824, moving to the area now known as William Street, in Brisbane’s city centre, the following year. The penal camp eventually closed, and in 1842 the Moreton Bay area was opened for free settlement, with Brisbane as its centre. By 1924 the Brisbane area comprised of 20 local authorities and joint boards, which combined to form the modern Brisbane City Council which now operates under the City of Brisbane Act 2010. Today, Brisbane is a safe, vibrant, green and prosperous city, valued for its friendly and optimistic people and enjoyable lifestyle. Brisbane benefits from rich biodiversity and is home to more than 800 species of wildlife, 2500 species of native plants and many thriving areas of bushland, parks and waterways. Often referred to as the River City, Brisbane is built around the winding Brisbane River and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and Queenslander-style housing. Brisbane is home to vibrant retail and dining precincts from the city to the suburbs, with extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Brisbane has a multicultural and linguistically-diverse population, with more than one-third of residents born overseas and 28% speaking a language other than English at home. Brisbane is a global hub in scientific innovation, mining and resources, technology, higher education and cultural attractions. Greater Brisbane has an economy of $180 billion, accounting for 49% of Queensland’s and 9% of Australia’s economic output.
BRISBANE
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BRISBANE AT A GLANCE IN 2020-21 COMMUNITY
ENVIRONMENT
1,272,999 people
1342.7 km2 land area
currently call Brisbane home
Main countries of origin:
Australia, New Zealand, England, China, India, Vietnam
35 years median age 36% residents born outside Australia 28% speak a language other than
114 km length of Brisbane River (within LGA) 26.9°C average daily high temperature 17.2°C average daily low temperature >800 species of wildlife >2500 species of native plants
English at home
ECONOMY 915,902 people employed 68% of these both live and work in Brisbane $180 billion economy, greater Brisbane (GRP)
134,889 businesses registered 97.2% are small businesses 4.6 million visitors to Brisbane Information sourced from: Australian Bureau of Statistics, Tourism Research Australia: National Visitors Survey, Bureau of Meteorology, Australian Education International Statistics, and Brisbane City Council estimates.
1 - INTRODUCTION
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LORD MAYOR’S REPORT On behalf of Brisbane City Council, I am pleased to present the Annual Report 2020-21. 2020-21 was a year of strength and resilience as our city continued to recover from the impacts of the coronavirus pandemic. Our priority was helping residents, local businesses and community groups get back on their feet; getting people back into jobs through major projects, helping businesses thrive again, and bringing the city and suburbs back to their vibrant best. Creating jobs and connecting our city for the future In 2020-21, we continued to get on with job-creating projects that make Brisbane a better place to live, work and relax. Work on Brisbane Metro is advancing, with the project set to deliver 2600 local jobs. We also fast-tracked green bridges at Kangaroo Point and Breakfast Creek, which will make it even easier for residents and visitors to travel actively and sustainably around our city on foot, by bike or by connecting with public transport. Citywide, we worked hard to improve transport connections while supporting local jobs and supplier opportunities. We continued to reduce congestion through road and intersection upgrades, including completing Kingsford Smith Drive. As Brisbane’s new gateway, the upgrade supports growth in the northern corridor while delivering project savings back to Brisbane residents through a one-off rate rebate. Our city’s ferry network received a boost with the introduction of new KittyCats and the launch of two new double-decker CityCats. We also commenced the upgrade of South Bank ferry terminals and the construction of a new ferry terminal at Howard Smith Wharves. The projects support our economy by utilising local businesses and materials, and once complete will make it easier to travel to Brisbane’s most exciting riverside dining and entertainment precincts. Creating an inclusive and accessible Brisbane Council strives to ensure residents feel they belong and can participate in everything Brisbane has to offer, regardless of age, ability or background. We want seniors in our community to have every opportunity to move around the city and connect with family and friends, so we continued to offer free off-peak travel for seniors on Council’s public transport. Our Pathways out of Homelessness Grant Program continued to support local charities in providing new, innovative and sustainable solutions that create genuinely integrated pathways out of homelessness within our community, awarding $1 million across seven recipients. In 2020-21, we acknowledged the unique contributions that Aboriginal and Torres Strait Islander peoples make to our community by naming CityCat 23 after Neville Bonner, the first Indigenous Australian to enter Federal Parliament and an extraordinary leader for the First Nation’s Peoples. We also saw the return of NAIDOC Week activities and events and celebrated the works of 10 local artists through the Indigenous Art Program. Rebooting our economy Brisbane’s infrastructure boom brings certainty to local businesses and contractors when they need it most. To support Brisbane’s economic recovery, we allocated $840 million to progress city-shaping projects as well as targeted support for the suburbs, including $9.2 million to revitalise local shopping precincts and $21.7 million for projects across Brisbane. In 2020-21, we completed five Village Precinct Projects to improve the amenity and accessibility of suburban shopping strips. We also launched the Brisbetter Local and Brisbetter Days Out campaigns to highlight and encourage visitation to local retail, dining and recreation venues.
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We continued to offer a range of free and low-cost support to Brisbane businesses, including workshops and networking events, and the 24-hour Business Hotline. We opened a new dedicated Brisbane Business Hub in the Central Business District (CBD) and a Suburban Business Hub in Nundah, and continued to waive a range of business charges, rents and permit fees. Community clubs impacted by lockdowns and social restrictions received $3 million in direct financial assistance via the COVID-19 Direct Assistance Program. The Resilient Clubs Support Program, delivered in partnership with CitySmart (now Brisbane Sustainability Agency) allocated $3.3 million over two years to help clubs reduce their energy and water expenses. Building a sustainable and resilient city In 2021, we commemorated the 10th anniversary of the 2011 floods and reflected on the significant work we have done to better prepare the city for natural disasters. Today, Brisbane is more resilient, confident and ready thanks to free FloodWise Property Reports, Flood Awareness Maps and severe weather early warning alerts. Keeping Brisbane clean and green is a citywide effort. While Brisbane already recycles a whopping 80,000 tonnes of waste each year, we supported residents to supercharge their efforts by providing almost 60,000 bigger yellow recycling bins and 10,000 green waste bins free of charge. To reduce congestion in our growing city while creating more sustainable travel options, we commenced a 12-month electric bus trial across City Loop services. We also released Brisbane’s e-mobility strategy (2021-2023) to guide the future use of e-mobility as part of our city’s transport network. Supported by a new fleet of e-bikes and e-scooters, e-mobility offers residents more travel choices than ever before. We continued to protect and enhance our city’s greenspace, progressing key projects including the $100 million Oxley Creek Transformation project and Norman Creek 2012-2031 Master Plan. Our Environmental Offsets program rehabilitated almost 67 hectares (or 124 football fields) of habitat to help achieve our goal of 40% natural habitat cover on mainland Brisbane by 2031. Activating the city and the suburbs with more lifestyle options More than 2000 submissions on the Victoria Park Draft Vision showed that people from all over Brisbane are excited about our city’s biggest new park in 50 years. There was overwhelming support for Victoria Park to become a natural retreat and an urban park for adventure and discovery. We took the first steps in our transformation of the greenspace with the closure of the golf course to make way for initial works to begin as we prepare the draft Master Plan for release in 2022. We welcomed the return of some of Council’s most popular festivals and events. Outdoor Cinema in the Suburbs brought families and friends together in local parks and the BrisAsia Festival celebrated Asian culture at events across Brisbane. Helping the live music industry get back on its feet, Valley Fiesta saw more than 7000 people visit venues in Fortitude Valley, while Botanica – Contemporary Art Outside enticed more than 75,000 visitors to explore the open-air art exhibition in the City Botanic Gardens. The Kingsford Smith Drive upgrade produced a vibrant corridor with an expansive riverwalk, a pontoon and new riverside destinations dotted with public art. Combined with the new 790-metre, two-way Indooroopilly Riverwalk, which was completed in June 2021 six months ahead of schedule, there’s more to do along the river than ever before. I wish to thank all Council staff for their hard work, agility and dedication in the face of unprecedented challenges. I look forward to continuing to work with you all to create a better and stronger Brisbane as we set our sights towards hosting the XXXV (35th) Olympic and Paralympic Games in 2032.
Adrian Schrinner Lord Mayor
7 --ANNUAL 1 INTRODUCTION FINANCIAL STATEMENTS
99 9
CHIEF EXECUTIVE OFFICER’S REPORT Over the past 12 months, Council employees have demonstrated resilience and perseverance as our city continues to face unprecedented challenges brought about by the coronavirus pandemic. We stay committed to our goal of ensuring Brisbane is and always will be a great place to live, work and relax. Each year, I undertake an assessment of our performance against the medium-term objectives outlined in the Corporate Plan to ensure Council is on-track to deliver for the community. While our city continues its recovery, Council has made important progress on key initiatives, maintained and improved essential services and operations, and preserved our position as an attractive, inclusive and diverse employer. Organisational agility Council is committed to building an engaged, high-performing workforce by encouraging innovation and work-life balance. As coronavirus continued to disrupt workplaces across Brisbane, Council quickly implemented an agile, organisation-wide response to ensure our employees remained safe and able to balance work and family needs. This included the successful transition to hybrid working arrangements for some office-based employees, offering flexibility while continuing to maintain a collaborative and engaged workforce and supporting our CBD economy. We also ensured ongoing support and delivery of services by adjusting recruitment and employment programs to suit remote delivery. This agility was demonstrated across the organisation, as our employees maintained essential services in line with shifting coronavirus restrictions. I am proud of the role Council continues to play in preventing the spread of coronavirus and ensuring our community’s health and safety. Supporting recovery with innovation Throughout 2020-21, Council mobilised our workforce and adopted innovative business processes to support the community quickly and efficiently. This included establishing the new City Analytics team to better understand the needs of the community, harnessing economic data to guide and improve our strategic organisational response. As the biggest local government in Australia, Council presents immense opportunity for Brisbane businesses looking to sell their products to new customers. To make it easier to do business with Council, our seven-day payment terms, which were made permanent for Council’s small business suppliers, have delivered more than 180,054 faster payments worth $1.144 billion since the initiative commenced in April 2020. As we understand more about the long-term economic and social impacts of coronavirus, Council will continue to evolve its workforce strategies to ensure the future prosperity of our city. Fostering our diverse workforce As one of the biggest employers in Queensland, Council is proud to celebrate and support our inclusive and diverse workforce, enriched by people of all ages, abilities and backgrounds, and who reflect our Brisbane community. 2020-21 marks the first time Council has had five generations represented in our workforce, spanning from the Lucky Generation (75-95 years old) to today’s iGeneration (6-18 years old).
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Our steadfast commitment to inclusive employment practices includes programs such as traineeships, cadetships and graduate programs, which offer valuable development opportunities for people starting or taking a new direction in their career. Our efforts in this space have resulted in Council being ranked 50th in the Australian Top Graduate Employers for 2021. Council's five communities of inclusion, including Aboriginal and Torres Strait Islander peoples, people with a disability, culturally and linguistically diverse people, women in STEM, trades and leadership, and the LGBTIQ+ community, champion and implement inclusion activities across Council, supporting our commitment to remaining an employer for all. Our diversity serves as a unique strength in creating a city that supports the lifestyles of all members of our community. Community and customer focus At Council, the Brisbane community is at the heart of everything we do. I commend our Customer Contact Centre employees for continuing to provide valued service to those members of the community who reach out to us, achieving 95% overall customer satisfaction. This was despite a five per cent increase in incoming requests in 2020-21. As service delivery expectations evolve, Council remains committed to understanding and meeting customer needs through initiatives such as the development of our new Community Vision. We continued to prioritise community and stakeholder engagement, hosting 60 activities and events and engaging more than 27,000 people through face-to-face and online community engagement activities and events. The community had their say on important projects that will shape our city for years to come, such as the Victoria Park Vision, green bridges and the North West Transport Network business case. Feedback is invaluable and will be used to ensure Council’s actions meet the needs of our community. Award-winning Council Fuelled by our people’s unwavering dedication to our organisational values, more than 30 of Council’s achievements have been recognised by various awarding bodies in 2020-21. We were honoured that Council’s signature international event, the 12th Asia Pacific Cities Summit and Mayors’ Forum (2019APCS), was named the winner of the 2020 Australian Event Awards’ ‘Best Congress or Conference’ category, demonstrating our commitment not only to hosting world-class events, but to driving economic growth for the city. Corporate Plan 2021-22 to 2025-26 Developed throughout 2020-21 and commencing on 1 July 2021, Council’s new Corporate Plan will be instrumental in supporting the growing needs of the city over the next five years. The plan affirms Council’s mission, provides clear strategic directions for the organisation and outlines guiding principles to support the way we work now and into the future. Corporate Plan 2021-22 to 2025-26 will guide Council in ensuring Brisbane is, and always will be, a great place to live, work and relax. I thank Lord Mayor Adrian Schrinner and members of the Establishment and Coordination Committee for their leadership through the ongoing changes brought about by coronavirus. I also thank the Executive Management Team and Council employees for the strength they have demonstrated in overcoming this year’s many obstacles. As we look to the year ahead, I remain assured of Council’s ability to deliver a better Brisbane for all.
Colin Jensen Chief Executive Officer
7 --ANNUAL 1 INTRODUCTION FINANCIAL STATEMENTS
11 11 11
MEDIUM-TERM (FIVE-YEAR) PERFORMANCE SNAPSHOT 2016-17 TO 2020-21 AUTOMATIC COUNTERS TRACKED AN INCREASE IN CYCLING OF 33% PROGRESSED BRISBANE METRO INCLUDING MAJOR PROCUREMENT ACTIVITY, EARLY WORKS AND PILOT VEHICLE MANUFACTURE
PROGRAM 1 TRANSPORT FOR BRISBANE
PROGRAM 3 CLEAN, GREEN AND SUSTAINABLE CITY
PROGRAM 5 LIFESTYLE AND COMMUNITY SERVICES
PROGRAM 2 INFRASTRUCTURE FOR BRISBANE
COMPLETED 53 MAJOR INTERSECTION UPGRADES
INSTALLED 2.1 MEGAWATTS (MW) OF SOLAR PANELS ACROSS 38 FACILITIES
DELIVERED MORE THAN 1012 TEMPORARY AND PERMANENT ARTWORKS ACROSS THE CITY
ACQUIRED 802.7 HECTARES OF BUSHLAND AND MORE THAN 22.3 HECTARES OF NEW GREENSPACE FOR PARKS
PROGRAM 4 FUTURE BRISBANE
ASSESSED AN AVERAGE OF 4112 DEVELOPMENT APPLICATIONS PER YEAR
DIVERTED 130,600 TONNES OF GREEN WASTE FROM LANDFILL
ADOPTED 7 NEIGHBOURHOOD PLANS
COMPLETED REMEDIATION WORKS AT 67% OF COMMUNITY SPORTS FIELDS
INCREASED DOG REGISTRATION BY 7% PROGRAM 6 COMMUNITY HEALTH AND SAFETY
REMOVED 211,854 INSTANCES OF GRAFFITI FROM COUNCIL AND COMMUNITY ASSETS
DELIVERED 75,815 FREE OR LOW-COST SESSIONS THROUGH THE ACTIVE AND HEALTHY PROGRAM
CONDUCTED 21,850 EAT SAFE BRISBANE AUDITS ON FOOD BUSINESSES
DELIVERED 40 NETWORKING IN THE SUBURBS EVENTS
FINANCIALLY SUSTAINABLE WITH A STRONG CREDIT RATING AND NEUTRAL OUTLOOK PROGRAM 8 CITY GOVERNANCE
RELEASED MORE THAN 900 OPEN DATA DATASETS
CITY PARKING COMPLETED THE KING GEORGE SQUARE CAR PARK PAINTING RESTORATION
LOWEST MINIMUM GENERAL RATES IN SOUTH EAST QUEENSLAND SPENT $34.4 MILLION OF COUNCIL’S PROCUREMENT BUDGET DIRECTLY WITH SOCIAL ENTERPRISES
SUPPORTED 101 NEW MAJOR EVENTS FOR BRISBANE
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COMPLETED 43 SAFE SCHOOL TRAVEL INFRASTRUCTURE PROJECTS
AVERAGED A 21 PERCENTAGE POINT INCREASE IN ACTIVE TRAVEL ACROSS ACTIVE SCHOOL TRAVEL PARTICIPANTS
INCREASED POOL PATRONAGE BY MORE THAN 53%
PROGRAM 7 ECONOMIC DEVELOPMENT
COMPLETED THE KINGSFORD SMITH DRIVE UPGRADE PROJECT
FIELD SERVICES RESURFACED 2528 STREETS AS PART OF COUNCIL’S ROAD RESURFACING PROGRAM
TRANSPORT FOR BRISBANE INTRODUCED 236 BUSES THAT EXCEED THE AUSTRALIAN VEHICLE EMISSION STANDARDS
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OUR COUNCIL
› OUR COUNCIL
› ORGANISATIONAL STRUCTURE › OUR ELECTED REPRESENTATIVES
› STANDING COMMITTEES › EXECUTIVE MANAGEMENT TEAM › OUR PEOPLE
› AWARDS AND RECOGNITION
OUR COUNCIL Our role As Queensland’s capital and Australia’s fastest growing city, Brisbane plays a critical role in our region’s identity and prosperity. As more people relocate to Brisbane and our prominence on the national and world stage continues to grow, Council remains dedicated to building the Brisbane of tomorrow with support from the community, industry representatives, non-government organisations and other levels of government. Council is dedicated to ensuring Brisbane is a great place to live, work and relax, and has a fundamental role to play in making the city the best it can be for current and future residents, businesses and visitors. Council proudly and passionately serves Brisbane’s diverse communities by funding, facilitating and advocating for services, facilities and infrastructure which enable everyone to participate fully in community life. We strive to create a better Brisbane for all by listening to our residents and understanding their needs and priorities. We want them to love and contribute to Brisbane, just as we do.
Our values Council is driven by strong corporate values that guide our thinking, actions and decisions.
GETTING THINGS DONE Adapting to meet changing needs and priorities
RESPONSIVE CUSTOMER SERVICE Adding value to every customer interaction
VALUE FOR MONEY
WORKING TOGETHER
PASSION FOR BRISBANE
COURAGE TO MAKE A DIFFERENCE
Looking for opportunities to contribute to the growth of the city
Delivering value to Brisbane, its residents and customers
Looking for opportunities to collaborate and connect to deliver a better Brisbane
Committed to continuous improvement and a city and workplace free of discrimination, harassment and offensive behaviour
RESPECT FOR PEOPLE Embracing diversity and communicating openly and honestly
Our framework Council's long and medium-term strategies and plans set the goals and direction for the city's future, and are integrated with annual planning and reporting through the strategic planning framework. 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.
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Council’s strategic planning framework Long-term community plan (Brisbane Vision 2031) LONG-TERM
Long-Term Financial Forecast Long-Term Asset Management Plan Planning scheme Council’s strategies and plans Local Government Infrastructure Plan
Medium-term strategic directions Policy objectives
Annual Plan and Budget ANNUAL
Program and business plans Financial policies
OPERATIONAL
Divisional and Branch Plans
MONTHLY, QUARTERLY AND ANNUAL REPORTING
MEDIUM-TERM
ANNUAL REPORT
Corporate Plan
Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.
Long-term community plan Brisbane Vision 2031 (the Vision) is Council’s long-term community plan and guides our role in the community by setting aspirations and targets for Council, its partners and the people of Brisbane to achieve. Through this, Council will: • maintain or improve quality of life for the Brisbane community • e nsure Brisbane has the services and infrastructure to meet the liveability and sustainability challenges of the future • p artner with and advocate for funding from various levels of government, other organisations and international partners. Everyone living and working in Brisbane has a role to play in achieving the Vision, and can contribute by following the community actions listed in the Vision. Guided by the Vision, Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business.
2 - OUR COUNCIL
15 15
Long-Term Asset Management Plan Council provides, owns and manages much of Brisbane’s public infrastructure. The Long-Term Asset Management Plan 2012-2022 (LTAMP) is a 10-year strategic planning document for Council’s extensive asset portfolio. The LTAMP includes a summary of the asset management principles such as levels of service, risk management and continuous improvement when managing an asset from acquisition to disposal.
Council strategies and plans Council works with the community to guide our city’s future growth and development. To support the achievement of the Vision, long-term plans and targeted strategies are put in place to set out specific objectives for the future. These strategies are also supported by corporate policies, such as the Environmental Policy, Sustainability Policy and the Customer Charter, which recognise Council’s commitments and responsibilities in the delivery of strategies and services.
Corporate Plan The Corporate Plan 2016-17 to 2020-21 – 2017 Update (Corporate Plan) sets out Council’s medium-term priorities and objectives. The Corporate Plan provides line of sight between Council’s long-term plans and the Annual Plan and Budget. The Chief Executive Officer’s assessment of progress against the Corporate Plan objectives is included in sections 1 and 4 of this report. From 1 July 2021, Council’s new Corporate Plan 2021-22 to 2025-26 defines the strategic directions of Council and sets out guiding principles for how Council will conduct business over the next five years. Through the plan, Council will ensure Brisbane remains a prosperous, sustainable, liveable, inclusive and well-managed city for everyone.
Annual Plan and Budget In June each year, the Lord Mayor presents and Council adopts the Annual Plan and Budget. The Annual Plan and Budget sets out the funding and initiatives to deliver Corporate Plan objectives across annual timelines. It allocates budget to program outcomes and to the services, activities and projects that contribute to them.
Performance monitoring and reporting Council monitors and reports to the community and other stakeholders on our progress and performance against our strategies and plans. Council’s various monitoring and reporting methods aid decision-making, service improvement and ensure transparency. These include: • community feedback on initiatives and services through Omnibus and service tracker surveys • statutory performance reporting and disclosures, including Council’s quarterly and annual reports • v oluntary disclosures, such as the Climate-related disclosures, which aim to evolve Council’s frameworks and inform the community on how Council is responding • operational performance monitoring, which tracks progress of internal divisional and branch plans. inancial statements are formal records of financial performance. Regular monitoring and reporting F of Council's financial performance ensures we: • manage revenue and expenses to meet budgetary commitments • meet regulatory obligations • support transparent and accountable decision-making • manage financial risks • m ake information available to the community about Council’s financial management, asset management and long-term financial sustainability.
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ORGANISATIONAL STRUCTURE COUNCIL
LORD MAYOR
ESTABLISHMENT AND COORDINATION COMMITTEE
COUNCIL STANDING COMMITTEES
CHIEF EXECUTIVE OFFICER
CITY ADMINISTRATION AND GOVERNANCE
BRISBANE INFRASTRUCTURE
ORGANISATIONAL SERVICES
LIFESTYLE AND COMMUNITY SERVICES
CITY PLANNING AND SUSTAINABILITY
TRANSPORT FOR BRISBANE
KEY Elected Representative
Corporate
2 - OUR COUNCIL
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OUR ELECTED REPRESENTATIVES As at 30 June 2021 Brisbane was declared a municipality – an area with its own local government – in 1859. In 1924, Queensland Parliament passed the City of Brisbane Act 1924, setting up a single, citywide local government for the whole region. William Jolly, Brisbane’s first Lord Mayor, took office in October 1925 and served until 1931. Today, Council is Australia’s largest local government in both population and budget. It consists of 26 wards and 27 elected Councillors, including the Lord Mayor. Eligible residents in each ward elect a Councillor with the Lord Mayor being directly elected by residents across the Brisbane Local Government Area.
Deagon
Bracken Ridge Deagon Wynnum Manly
McDowall Northgate
Marchant
Hamilton
Enoggera
The Gap
Central Paddington Pullenvale
Wynnum Manly
Doboy
Morningside
Walter Taylor
The Gabba Coorparoo
Tennyson
Jamboree
Forest Lake
Chandler
Holland Park
Moorooka
MacGregor Runcorn
KEY Liberal National Party (LNP) Australian Labor Party (ALP)
Calamvale
The Greens (GRN) Independent (IND)
LORD MAYOR
BRACKEN RIDGE
CALAMVALE
Chair, Establishment and Coordination Committee Ex-officio member of all other Council standing committees
Deputy Chair, Community, Arts and Nighttime Economy Committee Member, Environment, Parks and Sustainability Committee
Deputy Chair, Public and Active Transport Committee Member, Finance, Administration and Small Business Committee
Cr Adrian Schrinner (LNP)
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Cr Sandy Landers (LNP)
Office of the Lord Mayor GPO Box 2287 Brisbane Qld 4001 (07) 3403 4400 lord.mayor@brisbane.qld.gov.au
Bracken Ridge Ward Office Cnr Bracken and Barrett Streets Bracken Ridge Qld 4017 (07) 3667 6000 brackenridge.ward@bcc.qld.gov.au
Elected as Councillor 2005 Appointed as Lord Mayor 2019 Elected as Lord Mayor 2020 Number of voters 811,982
Appointed to Council 2019 Elected 2020 Number of voters 30,299
Cr Angela Owen (LNP)
Calamvale Ward Office Shop 10, Central Park Medical Centre 168 Algester Road Calamvale Qld 4116 (07) 3131 7022 calamvale.ward@bcc.qld.gov.au Elected 2008 Number of voters 32,338
CENTRAL
DOBOY
HOLLAND PARK
Chair, Community, Arts and Nighttime Economy Committee
Member, Finance, Administration and Small Business Committee and City Planning and Economic Development Committee
Deputy Mayor Chair, City Planning and Economic Development Committee Deputy Chair, Establishment and Coordination Committee
Cr Vicki Howard (LNP)
Central Ward Office Suite 1, 5 Lamington Street New Farm Qld 4005 (07) 3403 0254 central.ward@bcc.qld.gov.au Elected 2012 Number of voters 32,280
CHANDLER
Cr Ryan Murphy (LNP)
Cr Lisa Atwood (LNP)
Doboy Ward Office Shop 5, 1181 Wynnum Road Cannon Hill Qld 4170 (07) 3407 8800 doboy.ward@bcc.qld.gov.au Appointed to Council 2019 Elected 2020 Number of voters 29,564
Chair, Public and Active Transport Committee
ENOGGERA
Chandler Ward Office Shop 8, Millennium Centre 14 Millennium Boulevard Carindale Qld 4152 (07) 3407 1400 chandler.ward@bcc.qld.gov.au
Chair, Council
Appointed to Council 2019 Elected 2012 Number of voters 29,694
COORPAROO
Cr Fiona Cunningham (LNP) Chair, Environment, Parks and Sustainability Committee
Coorparoo Ward Office Suite 6, 737 Logan Road Greenslopes Qld 4120 (07) 3403 2101 coorparoo.ward@bcc.qld.gov.au Appointed to Council 2019 Elected 2020 Number of voters 31,850
Cr Andrew Wines (LNP) Enoggera Ward Office 102 Samford Road (Cnr Cole Street) Alderley Qld 4051 (07) 3407 2510 enoggera.ward@bcc.qld.gov.au Elected 2008 Number of voters 32,018
FOREST LAKE
Cr Charles Strunk (ALP) Shadow Chair, Finance, Administration and Small Business Committee Member, Infrastructure Committee and City Planning and Economic Development Committee
Forest Lake Ward Office Inala Library Building Cnr Wirraway Parade and Corsair Avenue Inala Qld 4077 (07) 3407 1211 forestlake.ward@bcc.qld.gov.au
DEAGON
Elected 2016 Number of voters 32,070
Leader of the Opposition Shadow Chair, Public and Active Transport Committee Member, Environment, Parks and Sustainability Committee
HAMILTON
Deagon Ward Office Level 1, Suite 2A/47 Brighton Road Sandgate Qld 4017 (07) 3667 6011 deagon.ward@bcc.qld.gov.au
Hamilton Ward Office 42 Racecourse Road Hamilton Qld 4007 (07) 3403 1095 hamilton.ward@bcc.qld.gov.au
Cr Jared Cassidy (ALP)
Appointed to Council 2015 Elected 2016 Number of voters 33,117
Cr David McLachlan (LNP) Chair, Infrastructure Committee
Elected 2006 Number of voters 31,500
Cr Krista Adams (LNP)
Holland Park Ward Office Shop 13, 1290 Logan Road Mt Gravatt Qld 4122 (07) 3403 7791 hollandpark.ward@bcc.qld.gov.au Elected 2008 Number of voters 31,575
JAMBOREE
Cr Sarah Hutton (LNP) Member, Infrastructure Committee and City Standards, Community Health and Safety Committee
Jamboree Ward Office Shop 146A, Mt Ommaney Shopping Centre 171 Dandenong Road Mt Ommaney Qld 4074 (07) 3407 7000 jamboree.ward@bcc.qld.gov.au Elected 2020 Number of voters 30,150
MACGREGOR
Cr Steven Huang (LNP)
Deputy Chair, Finance, Administration and Small Business Committee Member, Public and Active Transport Committee
MacGregor Ward Office Ground Floor, 2072 Logan Road Upper Mt Gravatt Qld 4122 (07) 3407 8500 macgregor.ward@bcc.qld.gov.au Appointed to Council 2011 Elected 2012 Number of voters 29,699
MARCHANT
Cr Fiona Hammond (LNP)
Deputy Chair, City Planning and Economic Development Committee Member, Infrastructure Committee
Marchant Ward Office North Regional Business Centre Level 1, 375 Hamilton Road Chermside Qld 4032 (07) 3407 0707 marchant.ward@bcc.qld.gov.au Elected 2008 Number of voters 32,639
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MCDOWALL
PADDINGTON
THE GABBA
Deputy Chair, Environment, Parks and Sustainability Committee Member, City Standards, Community Health and Safety Committee and Councillor Ethics Committee
Deputy Chair, Infrastructure Committee Member, City Planning and Economic Development Committee and Councillor Ethics Committee
Member, Finance, Administration and Small Business Committee and Public and Active Transport Committee
Cr Tracy Davis (LNP)
McDowall Ward Office Shops 5 and 6, Rode Shopping Centre 271 Appleby Road Stafford Heights Qld 4053 (07) 3403 7690 mcdowall.ward@bcc.qld.gov.au
Paddington Ward Office 44 Latrobe Terrace Paddington Qld 4064 (07) 3403 2520 paddington.ward@bcc.qld.gov.au Appointed to Council 2007 Elected 2008 Number of voters 32,549
Appointed to Council 2019 Elected 2020 Number of voters 31,722
PULLENVALE
MOOROOKA
Member, Public and Active Transport Committee
Cr Steve Griffiths (ALP)
Shadow Chair, Infrastructure Committee Shadow Chair, Environment, Parks and Sustainability Committee
Moorooka Ward Office Shop 2, 122 Beaudesert Road Moorooka Qld 4105 (07) 3403 1730 moorooka.ward@bcc.qld.gov.au Appointed to Council 2003 Elected 2004 Number of voters 28,708
MORNINGSIDE
Cr Kara Cook (ALP)
Shadow Chair, City Planning and Economic Development Committee and Shadow Chair, Community, Arts and Nighttime Economy Committee
Morningside Ward Office Ground Floor, 63 Oxford Street Bulimba Qld 4171 (07) 3407 8200 morningside.ward@bcc.qld.gov.au
Cr Greg Adermann (LNP)
Pullenvale Ward Office Kenmore Library Building 9 Brookfield Road Kenmore Qld 4069 (07) 3407 0220 pullenvale.ward@bcc.qld.gov.au Elected 2020 Number of voters 31,950
RUNCORN
Cr Kim Marx (LNP)
Chair, City Standards, Community Health and Safety Committee
Runcorn Ward Office BCC Sunnybank Centre 121 Lister Street Sunnybank Qld 4109 (07) 3407 0566 runcorn.ward@bcc.qld.gov.au Elected 2012 Number of voters 31,244
Elected 2016 Number of voters 31,940
Elected 2016 Number of voters 30,697
THE GAP
Cr Steven Toomey (LNP)
Deputy Chair, Council Deputy Chair, City Standards, Community Health and Safety Committee Member, Community, Arts and Nighttime Economy Committee
The Gap Ward Office 477 Waterworks Road Ashgrove Qld 4060 (07) 3407 1900 thegap.ward@bcc.qld.gov.au Appointed to Council 2015 Elected 2016 Number of voters 31,893
WALTER TAYLOR
Cr James Mackay (LNP)
Member, Environment, Parks and Sustainability Committee and Community, Arts and Nighttime Economy Committee
Walter Taylor Ward Office Ground Floor 70 Station Road Indooroopilly Qld 4068 (07) 3407 0005 waltertaylor.ward@bcc.qld.gov.au
Member, City Standards, Community Health and Safety Committee
WYNNUM MANLY
Tennyson Ward Office Fairfield Gardens 180 Fairfield Road Fairfield Qld 4103 (07) 3403 8605 tennyson.ward@bcc.qld.gov.au
Shadow Chair, City Standards, Community Health and Safety Committee Member, Community, Arts and Nighttime Economy Committee
NORTHGATE
Northgate Ward Office Banyo Library Building 284 St Vincents Road Banyo Qld 4014 (07) 3403 2210 northgate.ward@bcc.qld.gov.au
The Gabba Ward Office 2/63 Annerley Road (Cnr Crown Street) Woolloongabba Qld 4102 (07) 3403 2165 thegabba.ward@bcc.qld.gov.au
TENNYSON
Cr Nicole Johnston (IND)
Chair, Finance, Administration and Small Business Committee Chair, Councillor Ethics Committee
Cr Jonathan Sri (GRN)
Appointed to Council 2019 Elected 2020 Number of voters 32,213
Elected 2018 Number of voters 30,110
Cr Adam Allan (LNP)
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Cr Peter Matic (LNP)
Elected 2008 Number of voters 29,651
Cr Peter Cumming (ALP)
Wynnum Manly Ward Office 3A/212 Bay Terrace (Cnr Pine Street) Wynnum Qld 4178 (07) 3403 2180
wynnummanly.ward@bcc.qld.gov.au
Elected 1994 Number of voters 29,512
STANDING COMMITTEES As at 30 June 2021 Brisbane City Council has nine standing committees made up of and chaired by elected representatives. Each committee considers Council policies, provides advice to Council and delivers results for the people of Brisbane. This includes a wide range of areas such as infrastructure, public transport and the environment. With the exception of the Establishment and Coordination Committee (also known as Civic Cabinet), the public are welcome to attend Council and standing committee meetings. Brisbane City Council standing committees include: • Establishment and Coordination Committee (Civic Cabinet) • City Planning and Economic Development Committee • City Standards, Community Health and Safety Committee • Community, Arts and Nighttime Economy Committee • Councillor Ethics Committee • Environment, Parks and Sustainability Committee • Finance, Administration and Small Business Committee • Infrastructure Committee • Public and Active Transport Committee. Most standing committee meetings are held on Tuesday mornings while Council is in session.
Establishment and Coordination Committee The Chair of each standing committee make up Council’s Establishment and Coordination Committee (Civic Cabinet). The Lord Mayor is the Chair of Civic Cabinet. The Chief Executive Officer acts as Secretary of the Committee, providing executive advice and reporting 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 on 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. The Establishment and Coordination Committee generally meets each Monday morning, regardless of whether Council is in session or recess.
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Councillor Adrian Schrinner Lord Mayor
Councillor Krista Adams
Member of Civic Cabinet since 2008
Deputy Mayor and Chair, City Planning and Economic Development Committee
Deputy Mayor from 2011-2019
Chair of Council from 2010-2012
Lord Mayor since 8 April 2019
Member of Civic Cabinet since 2012
Previous appointments include Chair of Finance and Administration, Infrastructure and Public and Active Transport Committees
Deputy Mayor since 8 April 2019
Lord Mayor responsibilities
Previous appointments include Chair of Council, Brisbane Lifestyle, Finance and Economic Development, Public and Active Transport and Economic and Tourism Development Committees
• Elected leader of Brisbane City Council
Committee responsibilities
• C hair of Civic Cabinet and an ex-officio member of all Council standing committees
• P lan for the sustainable development of Brisbane to ensure economic prosperity and maintain quality of life
• S pokesperson for Council to the media or at community events • C eremonial duties such as citizenship ceremonies and opening new facilities • W orking with the Chief Executive Officer on Council business • Delivering Council’s Annual Plan and Budget • R epresent Brisbane and Council in matters of regional, state and national significance
• C ollaborate with other councils and Queensland Government authorities in regional planning and implementation of the Queensland Government’s South East Queensland Regional Plan 2017 as it pertains to the Brisbane local government area • P lan sustainable neighbourhoods where Brisbane residents want to live and work • B uild Brisbane’s capacity for long-term economic growth through economic research, forecasting and analysis • Manage Brisbane’s Economic Development Plan 2012-2031 and implement its recommendations • D eliver Business Partnership Initiatives, the Lord Mayor’s Business Forums, and other measures which support Brisbane business at any level of growth • E nsure the successful operation of Brisbane Economic Development Agency • P romote investment in Brisbane, including encouraging new opportunities in the tourism sector
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Councillor Adam Allan
Chair, Finance, Administration and Small Business Committee and Chair, Councillor Ethics Committee
Councillor Fiona Cunningham Chair, Environment, Parks and Sustainability Committee
Member of Civic Cabinet since April 2020
Member of Civic Cabinet since May 2019
Committee responsibilities (Finance, Administration and Small Business Committee) • E nable the efficient functioning of Council as an organisation and enhance the financial strength and performance of Council
Committee responsibilities • P rotect and enhance Brisbane’s environment including the Brisbane River, waterways, biodiversity, air quality and natural areas • C reate new and improve existing parks across the city
• E nsure sound corporate governance and security
• E nsure Brisbane is a leading city in energy efficiency and sustainability
• E nsure that Council’s risks are identified and managed
• E ncourage the protection of Brisbane’s native wildlife such as the koala
• P romote and protect Council’s values, brand and reputation, and ensure the community is brought up to date with Council’s latest initiatives
• F oster Brisbane’s development as a green and shady city with a focus on its parks, gardens and natural areas
• E nsure the procurement of Council’s goods and services provides best value for money while considering the benefits of using local suppliers
• P artner with the community and businesses to enhance the environment • S upport volunteer organisations in their contribution to the protection and enhancement of Brisbane’s environment
• I mprove the quality and lower the cost of Council services
• E nhance waterway health and access as well as managing drainage and flood resilience
• E nsure the effective management of Council’s human resources, business processes, information technology and property assets
• Ensure environmental risks are minimised
• E nhance and maximise asset performance and fleet services
• M anage the city’s comprehensive parks and open space network including bushland reserves
• P repare the community to minimise the impact of disasters • W ork with the small business community to ensure Council is responsive to the needs of the sector and support the creation of local jobs Committee responsibilities (Councillor Ethics Committee) • C onsider findings and recommendations put forward by the Councillor Conduct Tribunal regarding suspected inappropriate conduct by a Councillor 2 - OUR COUNCIL
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Councillor Vicki Howard
Councillor Kim Marx
Member of Civic Cabinet since 2018
Member of Civic Cabinet since April 2020
Chair, Community, Arts and Nighttime Economy Committee Previous appointments include Chair of Field Services Committee
Committee responsibilities
Committee responsibilities
• Ensure citywide removal of graffiti
• D evelop vibrant and caring local Brisbane communities
• M aintain parks and greenspaces including grass cutting, trees on Council land, street and park furniture, park signs, and playgrounds
• E nsure a focus on the customer in the design and delivery of Council services • E nsure contact with Council is made as easy as possible through Customer Centres and other channels • P romote and provide opportunities for Brisbane residents to have an active and healthy lifestyle • P rovide libraries, pools, community halls and meeting spaces for Brisbane residents • P rovide exciting, vibrant cultural and artistic activities for Brisbane residents • P artner with community and business organisations to sponsor and deliver family and community services • P rovide high-quality community venues and recreation facilities • M anage Council’s relationships with community groups that operate from Council-owned facilities and provide support to improve and maintain facilities • W ork with sporting organisations to support community-based sport and recreation activities • W ork with the business community to enhance the nighttime economy in key precincts of the city such as Fortitude Valley and the Brisbane Central Business District
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Chair, City Standards, Community Health and Safety Committee
• M anage road and footpath maintenance including signs, lines, pothole repairs and weed control • M anage urban cleansing activities including city malls cleansing, litter control, street sweeping, and gum removal • E nsure the conduct of mosquito, vegetation and pest control • E nsure that Brisbane is a leading city in waste management and resource recovery • E nsure coordination with the State Emergency Services during localised incident and disaster response activities • E nsure a firm but fair approach to compliance and regulation to maintain city amenity standards • M inimise environmental health risks and safety hazards • E nsure compliance with local laws and regulations
Councillor David McLachlan
Councillor Ryan Murphy
Member of Civic Cabinet from 2008-April 2019, and again since October 2019
Member of Civic Cabinet from April-May 2019, and again since April 2020
Previous appointments include Chair of Field Services and Environment, Parks and Sustainability Committees
Committee responsibilities
Committee responsibilities
• P lan for integrated public and active transport services across Brisbane
Chair, Infrastructure Committee
Chair, Public and Active Transport Committee
• E nsure the planning and development of new infrastructure and management of Council’s existing infrastructure to achieve the objectives and outcomes in Council’s programs • D efine the objectives and strategy for the infrastructure network and assets owned by Council • O versee the implementation of Brisbane’s traffic management plans and road network operations with a focus on tackling traffic congestion • E nsure the management of the capital works program to ensure the optimum performance of Council’s road network • M anage the recurrent maintenance program of structures such as bridges and culverts
• E nsure the effective and efficient operations of Brisbane’s public transport services, including buses and ferries • C ollaborate with Queensland Government authorities to deliver integrated transport plans and services for Brisbane • E nsure Brisbane is a leading city in the use of green and active transport, including the management of e-mobility arrangements • O versee the implementation of Council’s transport plans relating to public and active transport infrastructure such as bikeways, footpaths and green bridges • E nsure the travelling public is satisfied with Brisbane’s bus and ferry services • P lan for the necessary growth in Brisbane’s public transport services to meet population growth and public expectations, including the delivery of the Brisbane Metro
Councillor Andrew Wines Chair of Council
Chair of Council since 8 April 2019
Chair of Council responsibilities •
Control of the Council Chamber and surroundings
•
Presiding officer at all meetings of Brisbane City Council
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EXECUTIVE MANAGEMENT TEAM The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team (EMT). The CEO is responsible to Council.
COLIN JENSEN Chief Executive Officer
Joined Council and EMT in 2010 As Chief Executive Officer, Colin oversees the largest local government in Australia and delivers Council’s key initiatives in the pursuit of its Brisbane Vision 2031. Colin is committed to ensuring Brisbane is and always will be a great place to live, work and relax, and empowers this commitment through championing and modelling clear organisational values across Council. Before joining Council, Colin had an extensive public career in Queensland Government, including serving as Director-General of the Department of Infrastructure and Planning, and Coordinator-General for Queensland. In recognition of his significant achievements, Colin received the Queensland University of Technology Chancellor’s Outstanding Alumnus Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for 2011. Colin was also awarded the Queensland 2010-11 National Emergency Medal for sustained service by the Governor-General for the role he played in the January 2011 floods. Colin holds a Bachelor of Civil Engineering (Honours) and is a fellow of the Australian Academy of Technological Science and Engineering, and an Honorary Fellow of Engineers Australia. He is also a graduate of the Australian Institute of Company Directors.
ANDREA KENAFAKE Divisional Manager, City Planning and Sustainability Joined Council in 1993 and EMT in 2014
As Divisional Manager, City Planning and Sustainability, Andrea is responsible for Council’s city planning and economic development activities, development assessment services and the sustainable management of Brisbane’s environment. With more than 25 years in leadership roles within Council, Andrea brings a wealth of leadership experience, specifically in the areas of performance coaching and program management. While leading the City Planning and Sustainability division, Andrea is also the Executive Sponsor for Smart Connected Brisbane and Council's LGBTIQ+ Employee and Ally Network, River City Pride, and Chair of Council’s Inclusion Council. Through her positive contribution to Australia’s urban development, Andrea received Urban Development Institute of Australia’s Outstanding Achievement by a Woman in Government Award in 2010, and led Council to win the Urban Development Institute of Australia Diversity in Development award in 2020. Andrea holds a Bachelor (Organisational Psychology), Masters of Rehabilitation and is also a graduate of the Australian Institute of Company Directors. 26
BILL LYON
Divisional Manager, Organisational Services Joined Council and EMT in 2017
As Divisional Manager, Organisational Services, Bill is responsible for leading, developing and managing Council’s business functions to ensure sound fiscal management, effective delivery of ICT, asset optimisation, human resources, support services and centre-led procurement. Bill brings to the role more than 20 years in senior management experience and extensive local government business acumen. Before joining Council, Bill was the Chief Executive Officer of Redland City Council, where he was responsible for a workforce of 900 employees, $2.6 billion in assets and a capital program of more than $90 million. He also has 12 years experience in Executive General Manager roles with Energex and Telstra. Bill was instrumental in the implementation of Organisational Services’ outcomes-focused strategic plan, which outlines values and behaviours to drive a positive culture. Bill’s advocacy for emerging talent resulted in Council placing 50th on the Australian Association of Graduate Employers – Top 75 Graduate Employers list. Bill holds a Bachelor of Business (International Business and Marketing), an Associate Diploma in Electrical Engineering (Telecommunications) and a Certificate of Management. He is also a graduate of the Australian Institute of Company Directors and completed the General Manager Program at the Australian Graduate School of Management.
GEOFFREY BECK Divisional Manager, Transport for Brisbane Joined Council and EMT in 2009
As Divisional Manager, Transport for Brisbane, Geoffrey is responsible for one of Australia’s largest public transport enterprises comprising of buses, ferries and e-mobility arrangements. Geoffrey is passionate about meeting the changing expectations of our customers and the community through professional, frequent, reliable and safe transport solutions. Geoffrey has significant public sector experience in Australian Government, where he held the roles of Defence-Director General of Capital Infrastructure and Head of Defence Infrastructure. Geoffrey has also held senior roles in the private sector with engineering and defence companies such as Raytheon and GHD. Before this, Geoffrey had an extensive military career including operational roles in Namibia. Geoffrey holds a Bachelor of Engineering (Civil), a Master of Applied Science and Graduate Diplomas in Management and Strategic Studies. He is also a graduate of Army Command and Staff College and the Centre for Defence and Strategic Studies.
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KATE DAVIES Divisional Manager, City Administration and Governance Joined Council and EMT in 2020
As Divisional Manager, City Administration and Governance, Kate provides high-level impartial advice and executive support to the CEO, Civic Cabinet and Council, as well as strategic leadership, direction and oversight of the division. Kate is passionate about creating high performing teams formed on professional trust and that drive a culture of connection and accountability. Kate is an accomplished senior executive with more than 20 years of leadership experience in public administration, policy and governance. She has held a variety of executive roles in the Australian Government as well as senior advisory roles across several federal portfolio areas, including small business, tourism, employment and workplace relations. Before joining Council, Kate held senior leadership positions in sports administration which saw her establish and host elite cricket in venues throughout regional Queensland. In addition to her role at Council, Kate is currently the Chair of Juiced TV Advisory Board, which supports the wellbeing of thousands of paediatric patients admitted to hospitals every year. Kate is also on the Advisory Board for Sportech Industries and is a member of Redkite’s Queensland Regional Council. Kate holds a Bachelor of Arts (Government), Bachelor of Business (Management), a Graduate Certificate of Public Relations from Deakin University and is a graduate of the Australian Institute of Company Directors.
SCOTT STEWART Divisional Manager, Brisbane Infrastructure Joined Council in 2005 and EMT in 2006
As Divisional Manager, Brisbane Infrastructure, Scott is responsible for the delivery of Council’s infrastructure portfolio of approximately $1.5 billion per annum, including asset management, infrastructure planning, design, project management, construction services, maintenance, waste and resource recovery, and transport planning and operations. By managing public funding and public-private partnerships, and establishing progressive delivery models, Scott is instrumental in the progressive and financially responsible delivery of Council’s major assets. Scott has more than 30 years of infrastructure and executive leadership experience across local and international roles in the private and public sectors, including major road, rail and urban infrastructure projects in Hong Kong, the United Kingdom, Singapore and Australia. Since joining Council, Scott has played an integral part in the development and delivery of major city-shaping projects including Brisbane Metro, Green Bridges program, and the TransApex program, including Go Between Bridge and Legacy Way toll roads. Scott holds a Bachelor of Engineering (First Class Honours), Master of Engineering Science (Project Management) and completed the INSEAD Advanced Management Program in France. He is also a Fellow of the Institution of Engineers Australia and a graduate of the Australian Institute of Company Directors.
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MATT ANDERSON Executive Manager, City Standards
Joined Council in 2008 and EMT in 2021 As Executive Manager, City Standards, Matt is responsible for maintaining and enhancing Council’s high standards of amenity, asset maintenance and service delivery across Brisbane. This includes the safe and efficient delivery of fleet services, civil construction, quarry products, asphalt manufacture and laying, waste management and delivery of park maintenance and city cleaning activities. Matt has significant experience in leadership and management at both operational and strategic levels. Prior to this appointment, Matt held the position of Manager, Bus Operations, Transport for Brisbane, where he was responsible for the management of more than 2400 employees and 1260 buses distributed across seven bus depots, eight maintenance facilities and the Network Coordination Centre. As manager, Matt devised and implemented a successful business improvement strategy to enhance bus operations and the customer experience of bus services in Brisbane. Matt holds a Master of Human Resource Management and a Bachelor of Arts (Politics) from the University of New South Wales. He also has obtained a Certificate IV in Competitive Systems and Practices (LEAN) and is a graduate of the Royal Military College Duntroon.
TASH TOBIAS Divisional Manager, Lifestyle and Community Services Joined Council and EMT in 2019
As Divisional Manager, Lifestyle and Community Services, Tash is passionate about leading the division to deliver experiences that matter for Brisbane’s communities. Tash draws on her executive experience leading global teams in customer experience to drive the strategic direction of Council’s community facilities and venues, libraries, compliance and regulatory services, customer services, immunisation services, social inclusion programs and rich offering of festivals and events. Prior to joining Council, Tash was the General Manager, Customer Experience and Product at Virgin Australia Airlines, which was the largest General Manager Portfolio in the Virgin Group, with over 3000 employees. Tash also chaired the Virgin Australia Customer Experience Board, delivering improvements in customer satisfaction and guiding multiple teams to win global industry awards. In recognition of her achievements, Tash received a commendation from Richard Branson for Leadership on Virgin.com in 2017. Before her time with Virgin Australia, Tash held executive positions with the Intercontinental Hotels Group, across five different countries. During this tenure Tash was also the Blue Mountains International Hotel Management School Alumni of the Year, 2017. Tash holds a Graduate Certificate in Business Administration, an Advanced Diploma of Hotel Management, and a Certificate of Executive Leadership. Tash also completed the General Managers Program (Singapore) and is a graduate and member of the Australian Institute of Company Directors.
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MICA JULIEN Previous Executive Manager, Field Services Served at Council from 1991-2020
As the previous Executive Manager, Field Services, Mica was responsible for the delivery of high-quality and value-for-money civil construction, maintenance and services to Brisbane ratepayers. In this role, Mica led Field Services to continuously improve operations, finalise and implement Australia’s largest waste management contracts and safely and efficiently deliver Council’s core services and works programs. While at Council, Mica held a variety of leadership roles. Most notably she led the delivery of significant improvements in safety, service delivery costs and timeframes and quality outcomes, while achieving ongoing improvements in employee engagement. Mica holds a Bachelor of Business (Tourism), an Associate Diploma in the Neuroscience of Leadership, an Associate Diploma in Competitive Systems and Processes and is also a graduate of the Australian Institute of Company Directors.
PIP HOLD Previous Divisional Manager, City Administration and Governance Served at Council from 2009-2020
As the previous Divisional Manager, City Administration and Governance, Pip was responsible for supporting Council’s business through ensuring good governance. Pip’s knowledge of government and community interface contributed to the many beneficial outcomes that were delivered for the organisation, the community and the City, during a period of significant changes to local government in Queensland. During her time at Council, Pip held management positions in International Relations and the Lord Mayor’s Administration Office, where she was responsible for delivering significant business outcomes from Council’s International Program and Asia Pacific Cities Summit. Before joining Council, Pip lead an extensive career in the South Australian and Australian government. Pip holds a Bachelor of Arts (Politics and German), a Certificate III and IV in Footwear Production and is a graduate of the Australian Institute of Company Directors.
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OUR PEOPLE PROFILE GENERATIONS OF COUNCIL EMPLOYEES 2020-21 is the first time Council has had five generations represented in our workforce. iGen
0.1% (9)
(2003-2015)
GenY
26.2% (2513)
(1983-2002)
GenX
44.5% (4269)
(1966-1982)
Baby Boomers (1947-1965)
Lucky Gen (1926-1946)
28.7% (2754) 0.5% (48)
1600
SUCCESSFUL JOB APPLICANTS IN 2020-21
8148
MORE THAN
FULL-TIME EQUIVALENT EMPLOYEES
300
DIFFERENT JOB TYPES
FIVE COMMUNITIES OF INCLUSION SUPPORTED BY INCLUSION COUNCIL
47 YRS
AVERAGE AGE OF WORKFORCE
• Aboriginal and Torres Strait Islander peoples (One Mob) • People with Disability (BrisAbility) • LGBTIQ+ (River City Pride) • Cultural and Linguistically Diverse (CaLD)
RANKED 50TH IN AUSTRALIAN TOP GRADUATE EMPLOYERS
• Women in STEM, Trades and Leadership
APPRENTICES
Council continues to be one of the largest employers of apprentices in the Brisbane metropolitan area.
2020-21 2019-20 2018-19 2017-18 2016-17 32
Total
New
33
New
25
New
35
New
26
New
36
130
Total
GENDER REPRESENTATION
38%
OF LEADERSHIP ROLES ARE FILLED BY WOMEN
125
Total
Total
129
113
Total
121
38.5%
OF EXECUTIVES ARE WOMEN
Men
65.9% (5859)
Women
33.8% (3006)
Other chosen 0.3% (20) identifier
OUR PEOPLE Council is a leading local government employer that attracts and retains the workforce we need by providing meaningful benefits and offering fulfilling roles to serve our community. Every day, our people work hard to provide essential services and programs to meet the growing needs of our community and deliver our vision for Brisbane. Guided by our values, we collaborate with others, act with integrity, and hold ourselves accountable for the decisions we make to ensure our city is a great place to live, work and relax. Our People 2020-2024 is Council's strategy for our workforce now and in the future. It supports our people to bring their whole self to the workplace, the building of positive and productive work environments and the development of a high-performance values-based culture across Council. Our People 2020-2024 guides Council’s strategic workforce planning in helping us to explore new ways of working and the future of work initiatives and programs to: • attract and retain the best talent • create and maintain a positive working environment • develop and support our people to reach their potential • foster inspiring and engaging leadership. Through energetic and passionate leadership, Council is committed to developing and supporting our people to be safe, capable, adaptable and agile through both prosperous and challenging times.
ACHIEVEMENTS AND KEY ACTIVITIES Attracting and retaining the best talent Council offers challenging roles that serve our community, and promotes workplace benefits that build an engaged, high performing workforce. Our people have the right capabilities and qualities and contribute to a diverse and inclusive workforce, and are able to deliver on current and future community needs. Key activities for 2020-21: • M aintained Council’s reputation as an attractive employer, receiving more than 25,000 job applications with more than 1600 successful applicants appointed. • S upported 244 participants across eight employment programs, aligned to work areas with key initiatives that formed part of the Economic Recovery Taskforce. • C ontinued to be one of the largest employers of apprentices within the Brisbane metropolitan area, with 33 apprentices joining Council. This included 31% women in trades, 69% youth (25 years and under) and 14% from an equity and diversity background (excluding youth). • U ndertook Council-wide planning to support an agile and flexible workforce which responds to changing business requirements in real time. This includes transition of Council’s recruitment and employment programs to remote and online processes to ensure ongoing support and delivery for candidates and business areas.
Creating and maintaining a positive and productive work environment Our work environment fosters innovation, collaboration and respect, contributing to a positive, values-based culture which is diverse and inclusive. We have contemporary employment arrangements that support a sustainable workforce. Council is a committed Zero Harm organisation that proactively addresses the wellbeing and safety of our people.
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Key activities for 2020-21: • R eviewed and modified all employee health services to comply with COVID Safe requirements, including legislated health monitoring and drug and alcohol testing. • M onitored and fostered a high-performing values-based culture with a focus on supporting employee awareness, mindset and behaviours that are consistent with our desired corporate culture to achieve our strategic and business outcomes. • C ontinued to promote equity, diversity and inclusion in the workplace through Council’s Communities of Inclusion, dedicated training programs and organisation-wide celebration of days of significance. • S treamlined processes and systems for flexible working arrangements to deliver a better user experience and achieve back-end efficiencies. • C ontinued progressing towards finalisation and certification of Council's new certified agreement, Our Agreement 2020.
Developing and supporting our people to reach their potential Through skill development and career mobility, our people have diverse and rewarding careers that best meet the needs of the city, now and in the future. Key activities for 2020-21: • C ontinued to provide learning programs and career development options to allow employees to build skills and knowledge, move around the organisation, change jobs or fields and undertake formal study. In 2020-21, more than 10,200 training courses were completed by employees in line with their career aspirations. • L aunched the Thrive Skills Academy to offer all employees a flexible, tailored and on-demand online approach to learning, with access to more than 70,000 courses that can be tailored to specific employee development needs. • F acilitated 111 coach/coachee and mentor/mentee matches, supporting more than 218 employees at various levels in the organisation. • R ecognised the efforts and dedication of Council employees through the Lord Mayor’s Awards for Excellence and Commitment to Council ceremonies, including the recognition of 130 employees who had attained 30 or more years of service.
Fostering inspiring and engaging leadership Leaders at all levels of our dynamic workforce are supported and developed to effectively lead change, shape and actively contribute to our values-based culture with energy and passion. Council invests in its leadership development to support aspiring leaders and grow our people into leadership roles to support our delivery of Brisbane Vision 2031. Key activities for 2020-21: • D eveloped an integrated leadership assessment framework and capability dashboard that provides insights for executives to move across business areas, transferring and gaining knowledge and skills, and reinforcing leadership capabilities. • C ontinued to deliver Council’s Leadership Academy, which delivers a contemporary leadership curriculum through a range of innovative learning experiences for both leaders and aspiring leaders, aligned to the Leadership Blueprint. » 4 0 leaders have completed a Leadership Academy program this year (with a further 120 leaders currently in progress) across five tailored programs to develop capabilities in line with Council’s Leadership Blueprint.
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AWARDS AND RECOGNITION AWARDEE
AWARD TITLE
AWARDING BODY
MONTH RECEIVED
Asset Services, City Projects Office and Natural Environment, Water and Sustainability, Boondall Wetlands Environment Centre
Winner, Parks and Leisure Australia QLD Awards of Excellence, Community Facility of the Year
Parks and Leisure Australia
September 2020
Brisbane Infrastructure and City Planning and Sustainability, Brisbane Metro Charging Strategy
Winner, 2020 Climate Awards Innovation Award (metropolitan)
Cities Power Partnership
October 2020
Oxley Creek Transformation, Warril Parkland Project
Winner, Outdoors Queensland Awards, Queensland Government Award for Outdoor Places and Spaces, 2020
Outdoors Queensland
October 2020
Oxley Creek Transformation, Warril Parkland Project
Finalist, Outdoors Queensland Awards, Queensland Government Nature Play Community Award, 2020
Outdoors Queensland
October 2020
South Bank Parklands and Roma Street Parkland
Green Flag Award, 2020/21
Green Flag Award
October 2020
Roma Street Parkland
Winner, World's Top 10 Green Flag Award parks
Green Flag Award
October 2020
Brisbane City State Emergency Service Unit
Unit Response of the Year, 2020
Queensland Fire and Emergency Services
October 2020
Lord Mayor's Administration and Engagement, Asia Pacific Cities Summit and Mayors' Forum 2019
Winner, Australian Event Awards, Best Congress or Conference, 2020
Australian Event Awards
October 2020
Brisbane City State Emergency Service Unit volunteer Phillip Bell
Regional Member of the Year, 2020
Queensland Fire and Emergency Services
October 2020
Brisbane City State Emergency Service Unit volunteers Noel Shannon, Jigdrel Tenzin and Bek Tidyman
Distinguished Service to the State Emergency Service, 2020
Queensland Fire and Emergency Services
October 2020
City Projects Office, Wynnum Road Stage 1
Winner, Project Management Achievement Awards, Queensland Project, 2020
Australian Institute of Project Management
November 2020
City Planning and Economic Development, Neighbourhood Planning and Urban Renewal and Howard Smith Wharves Nominees, Howard Smith Wharves
Winner, 2020 Queensland Awards for Planning Excellence, From Plan to Place category
Planning Institute of Australia
November 2020
City Planning and Economic Development, Neighbourhood Planning and Urban Renewal and Howard Smith Wharves Nominees, Howard Smith Wharves
Winner, 2020 National Awards for Planning Excellence, Great Place category
Planning Institute of Australia
November 2020
City Planning and Economic Development, Neighbourhood Planning and Urban Renewal and Howard Smith Wharves Nominees, Howard Smith Wharves
Winner, 2020 National Awards for Planning Excellence, Hard Won Victory category
Planning Institute of Australia
November 2020
Sharon Prickett, Customer Services Team
Queensland Winner, Auscontact Excellence Awards, Customer Contact Professional 2020
Auscontact Association
November 2020
2 - OUR COUNCIL
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AWARDEE
AWARD TITLE
AWARDING BODY
MONTH RECEIVED
Brisbane City State Emergency Service Unit volunteer Stephanie Yerkovich
Meritorious Service Medal, 2020
Queensland Fire and Emergency Services
November 2020
Brisbane City State Emergency Service volunteers Michael Bucior, Kerry Goudge, Shem Mankey, Anne Pearce, Anton Rocchi, Karen Scott and Ross Wilson
Australia Day Achievement Award, 2021
Queensland Fire and Emergency Services
January 2021
Aprel Dawes, Faye Gibson and Gina Trasy, Disaster Management
National Emergency Medal, Tropical Cyclone Debbie 2017
Governor General of the Commonwealth of Australia
January 2021
City Planning and Economic Development, City Analytics
Global Winner, 2021 Smart Cities Readiness Challenge
Smart Cities Council
February 2021
Brisbane City State Emergency Service Unit volunteer Scott Neville
15-year National Medal for Service
Queensland Fire and Emergency Services
February 2021
Brisbane City Council
Ranked 50th in Australian Top Graduate Employers, 2021
Australian Association of Graduate Employers
February 2021
Kath Buchanan, Disaster Management
Winner, Champion of Change Award, Culture of Learning, 2021
Inspector-General Emergency Management
March 2021
Faye Gibson, Disaster Management
Highly Commended, Champion of Change Awards, Research and Engagement, 2021
Inspector-General Emergency Management
March 2021
City Planning and Economic Development, Neighbourhood Planning and Urban Renewal and Howard Smith Wharves Nominees, Howard Smith Wharves
Winner, 2021 National Awards for Planning Excellence, From Plan to Place category
Planning Institute of Australia
May 2021
Brisbane City Council Annual Report 2019-20, Corporate Finance
Gold Award
Australasian Reporting Awards
May 2021
Asset Services, Habitat Brisbane
Finalist, Queensland Volunteering Awards 2021, Volunteering Impact Award
Volunteering Queensland
May 2021
Oxley Creek Transformation, Warril Parkland Project
Winner, 2021 AILA QLD Landscape Architecture Awards, Parks and Open Space category
Australian Institute of Landscape Architecture
June 2021
Magic Forest Playground, Bradbury Park, Kedron
Winner, Award of Excellence, 2021 AILA QLD Landscape Architecture Awards, Play Spaces category
Australian Institute of Landscape Architecture
June 2021
Scooter Track, Bradbury Park, Kedron
Winner, 2021 AILA QLD Landscape Architecture Awards, Play Spaces category
Australian Institute of Landscape Architecture
June 2021
City Planning and Economic Development, Design Brisbane, Outdoor Gallery Augmented Reality Treasure Hunt
Highly commended, 2021 Museums Australasia Multimedia & Publication Design Awards (MAPDA), App category (Level B)
Australian Museums and Galleries June 2021 Association
Carl Street Urban Common
Winner, 2021 AILA QLD Landscape Architecture Awards, Urban Design category
Australian Institute of Landscape Architecture
June 2021
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3
COMMUNITY FINANCIAL REPORT
› OUR ASSETS
›A NNUAL PLAN AND BUDGET 2020-21 › REVENUE
› EXPENSES
OVERVIEW
› LIABILITIES
This report summarises Council’s financial performance and position at 30 June 2021.
› ASSETS
› C OMMUNITY EQUITY
› F INANCIAL RATIOS
Council continues to maintain best value for money for ratepayers and customers and maximise resources available for essential initiatives such as roads, public transport, waste management, parks and libraries.
› C LIMATE-RELATED DISCLOSURE
Where relevant, amounts for prior years have been adjusted to include the impacts of AASB 1059 Service Concession Arrangements: Grantors.
›M EASURES OF FINANCIAL SUSTAINABILITY ›R ATES: FAIR AND EQUITABLE RATES AND RATES CONCESSIONS
OUR ASSETS
2180
6217
29
4935 KM
PARKS
BUS STOPS
COMMUNITY HALLS
OF PATHS AND WALKWAYS
91
158
9940 HA
12
(NATURAL AREAS AND URBAN PARKS)
WHARVES, JETTIES, PONTOONS AND BOAT RAMPS
DOG OFF-LEASH AREAS IN PARKS
OF NATURAL AREAS MANAGED BY COUNCIL
CEMETERIES AND CREMATORIA
6754 HA
34
8
22
OF URBAN PARKS MANAGED BY COUNCIL (INCLUDES SPORTS PARKS)
5781 KM OF ROAD NETWORK
LIBRARIES
(INCLUDES MOBILE LIBRARY)
5 AND 22
KITTYCATS AND CITYCATS
CROSS-RIVER BRIDGES
SWIMMING POOLS
1267
595
BUSES
PICNIC GROUNDS
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Annual Plan and Budget 2020-21 Key initiatives of the $3.2 billion budget included:
• delivering major infrastructure including Kingsford Smith Drive,
Indooroopilly Riverwalk and Wynnum Road widening
• $14.6 million to deliver new and upgraded ferry terminals
INVESTING IN OUR CITY’S GROWTH Delivering more jobs and supplier opportunities by investing in projects for our city
• $23.2 million to fast-track building green bridges at Kangaroo Point and Breakfast Creek • progressing city-shaping projects like the Victoria Park Vision and turn-up-and-go Brisbane Metro • taking coordinated action to fix congestion and improve traffic flow on suburban roads, in partnership with the Australian Government through the Urban Congestion Fund, to build Better Roads for Brisbane • $11 million to build two new double-decker CityCats right here in Brisbane.
• $9.2 million to revitalise suburban precincts and $21.7 million for projects in every Brisbane ward to create jobs and boost local economic activity
BACKING OUR BUSINESSES Helping businesses recover to protect the Brisbane we know and love
• waiving a range of charges, rents and permit fees for businesses until December 2020 • delivering more business support via our team of Business Liaison Officers, 24/7 Business Hotline and online support through our dedicated Business in Brisbane Facebook group and e-newsletter • continuing seven-day payments for Council’s small business suppliers to ease financial strain, boost cash flow and support local jobs • increasing the proportion of Council procurement spend going to local business to 80% through our Local Buy procurement policy.
RELIEF FOR RESIDENTS Delivering rates relief for all residents and extra support for those who need it most
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• delivering a six-month rates freeze for all ratepayers to ease the cost of living • offering rates relief to those experiencing financial hardship, including a one-off owner-occupier $250 rebate for JobSeeker recipients • continuing to support pensioners by providing a rebate of up to 40% on their rates bill and free off-peak travel for seniors on buses, CityCats and ferries.
Revenue: Where did the money come from? Council received $2.5 billion in revenue. The largest contribution was from rates and utility charges, which totalled $1.2 billion (after discounts and rebates). Total revenue increased by $44.6 million (1.8%) from the previous year.
2020-21 FINANCIAL SUMMARY
Expenditure: Where was the money spent? Council spent $3.1 billion between operating expenses ($2.3 billion) and capital projects ($0.8 billion) in 2020-21.
$2.5 BILLION REVENUE
Operating expenses components include: • materials and services • employee costs • depreciation and amortisation • finance costs • l oss on disposal of property, plant and equipment and intangibles
$3.1 BILLION EXPENDITURE
• other expenses. Council manages its budget by grouping related outcomes into programs. Programs invest funding in services and projects allocated within the Annual Plan and Budget.
Assets: What do we own? As at 30 June 2021, Council’s assets were valued at $31.4 billion. This includes $28.1 billion in property, plant and equipment primarily made up of:
$31.4 BILLION ASSETS
• land $4.6 billion • buildings $0.8 billion • plant and equipment $0.2 billion • infrastructure $21.4 billion • capital works in progress $0.9 billion
$5.1 BILLION LIABILITIES
• other $0.1 billion.
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 November 2020 provided Council with a ‘strong rating’ and ‘neutral outlook’.
$26.3 BILLION COMMUNITY EQUITY
At 30 June 2021, Council’s liabilities totalled $5.1 billion (steady from $5.1 billion in 2019-20). This was principally made up of: • loans owing to Queensland Treasury Corporation • lease liabilities • service concession liabilities • amounts owed to suppliers • employee leave entitlements
STRONG CREDIT RATING
• other.
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WHERE THE MONEY CAME FROM ($000) Rates and utility charges
1,157,721
Public transport revenue
358,618
Contributions, donations, subsidies and grants
311,099
Fees and charges
175,723
Interest revenue
3,881
Other revenue TOTAL
456,692 2,463,734
WHERE THE MONEY WAS SPENT ($000) Materials and services
800,723
Transport for Brisbane Employee costs
760,200
Depreciation and amortisation Infrastructure for Brisbane
541,399
Finance costs 98,768 Clean, Green and Sustainable City Loss on disposal of property, Future Brisbane plant and equipment
50,403
Transport for Brisbane
Lifestyle and Community Services Other expenses 50,608 TOTAL
Infrastructure for Brisbane Customer Service
2,302,101
Clean, Green and Sustainable City Economic Development Future Brisbane City Governance
HOW THE Lifestyle MONEYand WAS INVESTED Community Services Business Units Transport for Brisbane ($000) Customer Service Infrastructure for Brisbane Transport for Brisbane 468,155 Economic Development Clean, for Green and Sustainable City Infrastructure Brisbane 703,921 City Governance Futureand Brisbane Clean, Green Sustainable City 641,623 Business Units Future Lifestyle Brisbane and Community Services 94,977 LifestyleCustomer and Community Services Service
244,168
Community HealthDevelopment and Safety Economic
41,871
Economic Development
46,140
City Governance
City Governance
456,285
Business Activities
383,342
Business Units
TOTAL
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3,080,482
Community equity Council’s community equity is defined as its net worth – what Council owns, less what it owes. As at 30 June 2021, Council’s community equity was $26.3 billion.
26,316 2020-21
2019-20
20,888 2018-19
19,755 2016-17
20,586
19,308 2015-16
2017-18
19,079 2014-15
18,224 2012-13
19,017
18,741 2011-12
2013-14
19,227 2010-11
19,804 2009-10
18,543 2008-09
16,747 2007-08
15,249
13,696 2005-06
2006-07
13,352 2004-05
2003-04
10,778
26,097
COMMUNITY EQUITY ($ MILLION)
Measures of financial sustainability The City of Brisbane Regulation 2012 requires Council to report its results for the financial year against selected financial sustainability ratios. The ratios, definitions and Council’s results at 30 June 2021 are stated below.
HOW THE MEASURE IS CALCULATED OPERATING SURPLUS RATIO The extent to which revenues raised cover operational expenses only or are available for capital funding purposes or other purposes.
ASSET SUSTAINABILITY RATIO An approximation of the extent to which the infrastructure assets managed by a local government are being replaced as they reach the end of their useful lives.
NET FINANCIAL LIABILITIES RATIO The extent to which the net financial liabilities of a local government can be serviced by its operating revenues.
ACTUAL - COUNCIL
Net result (excluding capital operating surplus ratio items) divided by total operating revenue (excluding capital items).
-3.0%
Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense of infrastructure assets.
46.4%
Total liabilities less current assets divided by total operating revenue (excluding capital items).
219.8%
Ratios as presented above include the impacts of AASB 1059 Service Concession Arrangements: Grantors. The Financial Management (Sustainability) Guideline 2013 does not specifically address the treatment of service concession arrangements. Ratios excluding the impacts of AASB 1059 can be found in the Annual Financial Statements.
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 section 7 of this report.
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43
Financial ratios
2028–29 proposed
2029–30 proposed
2030-31 proposed
2027–28 proposed
2026–27 proposed
2025–26 proposed
2024–25 proposed
2023–24 proposed
2022–23 proposed
2021-22 proposed
Ratio formula and explanation
2020-21 actuals
Ratio analysis is used to evaluate Council’s performance and financial health, and provides Council with insights about its liquidity, operational efficiency and financial sustainability.
53.5%
54.3%
54.6%
Revenue Ratio – Net Rates and Utility Charges Revenue/Total Revenue (Council’s dependence on rate income) 47.0%
43.1%
48.0%
50.8%
53.6%
53.7%
53.9%
52.9%
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)
2.5 times
6.3 times
4.3 times
3.5 times
2.5 times
2.7 times
3.0 times
3.2 times
3.6 times
3.7 times
4.4 times
13.7%
13.9%
13.6%
13.7%
13.3%
13.0%
113.4%
106.7%
97.5%
86.9%
72.9%
5.9 to 1
6.0 to 1
6.3 to 1
6.7 to 1
7.2 to 1
Debt Servicing Ratio – Debt Servicing and Redemption Cost / Total Revenue (The capacity of the Council to service its outstanding debt)
10.8%
8.7%
10.3%
11.6%
13.4%
Net Debt/Revenue Ratio – Net Debt/Total Revenue (Council’s borrowing ability) 102.2%
96.6%
111.6%
122.3%
123.0%
115.9%
Debt Exposure Ratio – Total Assets/Total Liabilities (Council’s exposure to debt) 6.1 to 1
5.9 to 1
5.8 to 1
5.7 to 1
5.7 to 1
5.8 to 1
Debt Commitment Ratio – Debt Servicing and Redemption Costs/Net Rate and Utility Charges Revenue (Identifies Council debt redemption strategy)
22.9%
20.1%
21.4%
22.8%
25.1%
25.6%
25.7%
25.8%
25.5%
24.5%
23.8%
$1,985
$2,191
$2,383
$2,575
$2,557
$2,469
$2,472
$2,438
$2,266
$2,047
$1,758
0.4
0.4
0.5
0.6
3.7%
5.5%
6.0%
7.5%
184.0%
169.7%
153.9%
135.4%
4.5%
4.2%
3.8%
3.3%
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)
0.4
0.4
0.4
0.4
0.4
0.4
0.4
Operating Surplus Ratio1 – Net Operating Surplus/Total Operating Revenue
(Extent to which revenues raised cover operational expenses only or are available for capital funding)
-3.0%
2.0%
1.6%
3.1%
2.5%
2.5%
3.4%
Net Financial Liabilities Ratio2 – (Total Liabilities less Current Assets)/Total Operating Revenue (Extent to which the net financial liabilities of Council can be serviced by its operating revenues)
219.8%
216.0%
223.3%
225.2%
214.5%
202.6%
196.1%
Interest Coverage Ratio – Net Interest Expense on Debt Service/Total Operating Revenue (Extent to which Council’s operating revenues are committed to interest expenses)
4.8%
4.2%
4.5%
4.7%
5.0%
4.9%
4.7%
Asset Sustainability Ratio3 – Capital Expenditure on the Replacement of Assets (renewals)/Depreciation Expense
(Approximation of the extent the infrastructure assets managed by Council are being replaced as they reach the end of their useful lives)
46.4%
59.5%
52.7%
49.2%
42.6%
43.0%
46.4%
45.8%
44.8%
41.2%
40.4%
Asset Consumption Ratio – Written Down Value of Infrastructure Assets/Gross Current Replacement Cost of Infrastructure Assets (The aged condition of Council’s stock of physical assets)
81.2%
82.6%
81.9%
81.0%
79.4%
78.3%
77.4%
76.5%
75.5%
74.3%
73.3%
Changes associated with the treatment of service concessions under AASB 1059 Service Concession Arrangements: Grantors: 1 The Operating Surplus Ratio has been adjusted to include service concession depreciation expense and service concession revenue. 2 The Net Financial Liabilities Ratio has been adjusted to include service concession revenue. Service concession liabilities remain in the ratio as per the prior year. 3 The Asset Sustainability Ratio has been adjusted to include service concession renewals and service concession depreciation expense. 44
Rates: fair and equitable rates and rates concessions Council ensures fair and equitable rates for all Brisbane ratepayers. This is achieved by: • c omplying with the requirements of Australian and Queensland Government legislation when making and levying rates, and being transparent in the making and levying of rates and charges • a pplying 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 • clearly communicating the responsibilities of Council and ratepayers with regard to rates and charges • t iming the levying 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 • having a rating regime that is efficient to administer. The average rates price increase for owner-occupied residential properties was 2.5%. This was offset by the Special COVID-19 Rebate and the Kingsford Smith Drive Savings Rebate, resulting in an overall average price reduction of 0.5% for owner-occupied residential properties. Council offers a range of rates concessions in support of a fair and equitable rates system. When applying rates concessions, Council is guided by: • equity by reference to the value or quality of land • equality by providing the same treatment for ratepayers with similar circumstances • transparency by making clear the requirements necessary to receive concessions • flexibility to allow Council to respond to local economic issues • responsiveness to community expectations of what activities should attract assistance from Council. Council offered various rates concessions including: • r ebates on pensioner-owned land (in addition to the Queensland Government’s 20% subsidy), on application to Council • r ebates 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 • r ebates for eligible not-for-profit organisations that provide or support essential welfare or community services to Brisbane residents • rebates for eligible first home owners of 50% (up to $1000) for 12 months from the date of purchase • r ebates of 100% (up to $2000) for 12 months for eligible first home owners who bought or built a new home, introduced from 1 October • r ebates to assist ratepayers suffering financial hardship through unemployment and reliant on the Australian Government’s JobSeeker payment • a six-month rates freeze, achieved through a Special COVID-19 Rebate • a one-off rebate of $29.24 for every rate account issued by Council in the third quarter of 2020-21 that was required to pay general rates, to refund $15 million of savings Council made on the Kingsford Smith Drive upgrade • r ate capping for residential owner-occupied properties at 7.5% and commercial/non-residential properties in the ‘CBD frame’ rating categories at 10% • general rates exemptions on properties used for public, religious, charitable or educational purposes. Council is the only local government in South East Queensland that has provided rebates on water and wastewater utility charges for eligible pensioners. From 1 July 2017, pensioners receiving maximum pension were eligible for a water rebate of 40% up to $300 per year and pensioners receiving a part pension were eligible for a water rebate of 20% up to $150 per year. The pensioner water rebate on Council’s rates bills continues to be available to eligible pensioners who were receiving Council’s rates and water rebate as at 30 June 2017. *All listed concessions were subject to eligibility criteria outlined in full in the Annual Plan and Budget 2020-21.
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Climate-related disclosure 2020-21
Our approach and ongoing commitment to climate-related disclosure Many external factors can act to disrupt Brisbane, or impact Council operations and the city’s liveability. This will become more pronounced as climate impacts increase and global efforts to constrain carbon emissions gain momentum. Events of the last decade have prepared Brisbane and Council for the challenges that increased climate impacts may pose in the future. As the largest local government in Australia, with an asset portfolio of $31.5 billion, Council recognises the importance of managing the risks and opportunities presented by changes in our subtropical climate conditions. Council has a role in both planning for the future of the city and running a financially sustainable organisation to preserve the essential services that are relied upon by our community. Through funding, partnership and advocacy, Council implements projects and initiatives that reduce Brisbane’s exposure to climate-related risks and capture opportunities to improve climate-related outcomes. Council continually refines its approach to align with best practice and globally recognised standards and methodologies, such as the recommendations released by the Task Force on Climate-related Financial Disclosures. Council is committed to understanding, managing and mitigating risks related to our climate now and in the future, while considering the unique opportunities for Council to deliver benefits proactively to the community. GOVERNANCE
Council’s general governance arrangement (refer to sections 2 and 5 of the Annual Report) applies to all matters of decision-making, with specialised multi-disciplinary groups formed to provide oversight of and recommendations for matters of strategic importance. Council has a detailed knowledge of its emission sources, reports its operational carbon footprint and maintains a certified carbon neutral status. These activities are in line with the Australian Government’s Climate Active Carbon Neutral Standard for Organisations which certify Council as carbon neutral under the Climate Active program. Oversight of Council’s carbon neutral certification program is provided by an Energy and Carbon Project Control Group, which incorporates senior membership from the Natural Environment, Water and Sustainability branch and across Council including the Chief Financial Officer. A Public Disclosure Statement, prepared annually and endorsed by Council’s Chief Executive Officer is available through Council’s or the Climate Active Carbon Neutral Program websites. In 2020-21, Council also established a steering committee and associated working groups to target emerging or priority issues, including responding and building resilience to drought, flood, bushfire and natural hazards more broadly including coastal hazards. The purpose of the steering committee is to support Council’s long-term focus on identifying, planning and responding to natural hazards risks. STRATEGY
Brisbane. Clean, Green, Sustainable 2031 is Council’s pre-eminent environment and sustainability strategy, which sets out Council’s activities and targets to: • support individual action to create low-carbon communities • improve Brisbane’s energy efficiency and the uptake of clean energy technology • reduce the carbon intensity of the built environment • actively manage emissions from waste disposal. Council will continue to implement the actions outlined in the strategy, and ensure the responses are aligned to emerging needs and priorities.
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The Corporate Plan 2021-22 to 2025-26 reinforces Council's commitment to sustainability over the next five years and identifies indicators to assist with monitoring Council’s progress towards these outcomes. Through the Corporate Plan, Council considers both transitional (i.e. those that may occur as a result of a widespread shift to low-carbon economies) and physical (i.e. those that may occur during or after a climatic event) risks and opportunities in establishing a strategic response to climate-related outcomes.
Mitigation strategies • C ouncil takes a measure, reduce, offset approach to improving the performance of our own operations; maintaining and continuing to improve Council’s carbon neutral status across direct and indirect emissions. • E xploring ways to support citywide transition to a low-carbon and energy-efficient economy. The Brisbane Carbon Challenge was launched by Council in 2020 to encourage and support residents to reduce their household carbon emissions from home energy use, transport and waste and save on related bills. Council will continue to advocate for and facilitate a reduction in citywide emissions through new and targeted initiatives that assist residents and businesses to make sustainable choices and accelerate outcomes. • M aintaining Brisbane’s position as a sustainability leader and continuing to take action and engage the community on our journey to create a cleaner, greener future, recognised through our membership with the Cities Power Partnership, renewable energy use in Council and community facilities, energy efficiency, sustainable transport and collaboration outcomes.
Adaptation strategies • Making public infrastructure more resilient and adaptable to a changing climate. • E nabling built form adaptation through development and planning strategies and policy. Council has proactively developed a Coastal Hazard Adaptation Strategy that ensures our communities remain safe, confident and prepared for future climate conditions. • E nsuring the availability and agility of essential services, maintaining our financial sustainability and enabling the resilience of the community. A summary of Council’s Climate Action initiatives can be found on our website: www.brisbane.qld.gov. au/clean-and-green/councils-commitment/councils-climate-action. The site outlines Council’s approach to delivering a low-carbon and climate resilient city for current and future residents of Brisbane. Councils strategic approach ensures line of sight of our response and recognition of climate-related matters, from long-term opportunities and commitments through to the delivery of individual initiatives and each year. Council’s strategic planning framework, which sets out the roles and relationships between medium and long-term strategic planning instruments, is outlined in section 2 of the Annual Report. RISK MANAGEMENT
Council is actively responding to transitional and physical risks by assessing and implementing locally appropriate measures to build the city’s resilience. Council continues to research, test and apply methods for further improvement in the strategic management of climate-related risks. Climate-related risks are managed across multiple areas of Council to ensure service, operational and financial outcomes, and outcomes for the city are considered. Risks are identified and managed within the risk profile of Council divisions, where they directly impact the works or services provided by that division. This ensures oversight, accountability and escalation when necessary, in line with Council’s governance structure. The Manager, Natural Environment, Water and Sustainability, has responsibility for a range of climate-related risks impacting waterways, biodiversity and natural resources. Risks are managed through targeted initiatives, development and city planning policies such as Brisbane City Plan 2014, and partnership with the community. Similarly, the Chief Financial Officer is responsible for ensuring Council’s long-term financial sustainability and guiding the organisation through any immediate and longer-term financial impacts from the emergence of climate-related risks.
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METRICS AND TARGETS
Brisbane. Clean, Green, Sustainable 2031 has performance indicators and priority actions including:
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CARBON NEUTRAL COUNCIL
HOUSEHOLD CARBON REDUCTION
Target: remain a carbon neutral Council.
Target: six tonnes of CO2 equivalent emissions by 2031.
Actual: 2020-21 is the fifth year that Council has maintained carbon neutral status.
Actual: between 2016-17 and 2017-18, household emissions reduced by 4.5% to an estimated 10.93 tonnes.
4
PROGRESS AND PERFORMANCE
OUR 2020-21 HIGHLIGHTS A CITY FOR EVERYONE OUR SUSTAINABLE CITY OUR PROSPEROUS CITY OUR LIVEABLE CITY
PROGRAMS 1 - TRANSPORT FOR BRISBANE 2 - INFRASTRUCTURE FOR BRISBANE 3 - CLEAN, GREEN AND SUSTAINABLE CITY
4 - FUTURE BRISBANE 5 - LIFESTYLE AND COMMUNITY SERVICES 6 - COMMUNITY HEALTH AND SAFETY 7 - ECONOMIC DEVELOPMENT 8 - CITY GOVERNANCE
BUSINESS UNITS CITY PARKING FIELD SERVICES TRANSPORT FOR BRISBANE
CORPORATE PLAN SCORECARD The scorecards within this section summarise Council’s progress in achieving the medium-term objectives of the Corporate Plan. The scorecards have been amended to align existing medium-term objectives with the revised 2020-21 Budget and Program structure. No changes have been made to the wording of individual objectives.
A CITY FOR EVERYONE Council is committed to creating a diverse, inclusive and accessible city, where everyone feels they belong. This means investing in infrastructure, programs and facilities that support people of all ages, abilities and backgrounds to travel, work, live, enjoy and connect with all Brisbane has to offer. As the coronavirus pandemic evolved, Council managed ongoing public health risks and restrictions by delivering an agile mix of in-person and online programs, services and events to activate our city and provide all residents with equal opportunity for support and social connection. We celebrated Brisbane’s resilience, culture and community, while keeping people informed and ensuring the safety of all residents and employees.
Creating accessible transport options Council continues to build a more accessible transport network to support all residents in moving around our city safely. In 2020-21, Council upgraded 264 bus stops to improve accessibility for all residents and visitors, including those with disabilities, the young and elderly, and parents with prams. We also built and tested a timber mock-up of the Brisbane Metro pilot vehicle, ensuring the vehicle’s low-floor design will provide a safe and convenient travel experience for all residents. More than 31,000 one-way passenger trips were booked through Council Cabs. The service provides low-cost shared taxis for seniors and mobility impaired residents who find it difficult to get to their local shops. We also introduced a nine-month trial of a new hail-and-ride Personalised Public Transport service from Moggill to Bellbowrie to support commuters not well serviced by conventional modes of public transport.
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ISSUED MORE THAN 14,000 TEMPORARY DIGITAL MEMBERSHIPS
INCREASED UPTAKE OF THE LIBRARY APP TO MORE THAN 50,000 DOWNLOADS
Library services for all Council’s libraries continued to provide opportunities to learn, share and connect through an adaptable and accessible library service. As coronavirus restrictions eased, Council delivered a rich hybrid program of online and in-library events, including the popular children's storytime in parks program, which saw a 150% increase in attendance when compared to 2019-20. To improve library access for people of all ages, abilities and backgrounds, Council removed holds and overdue fees on all borrowing services and maintained the expanded eligibility requirements for the Home Library Service. The free service delivers a selection of library resources to residents unable to visit a Council library due to frailty, disability or long-term illness.
Supporting and celebrating Brisbane’s Aboriginal and Torres Strait Islander cultures To acknowledge and value the unique contributions that Aboriginal and Torres Strait Islander peoples make to our city, Council continued the popular Indigenous Art Program. Eleven internationally renowned Aboriginal artists transformed Brisbane’s laneways and city streets across Council’s Outdoor Gallery, and engaged art lovers through 17 free tours, workshops and artist talks. After pausing in 2019-20 due to coronavirus, Council also resumed the weekly Gathering program in Queen Street Mall. The program showcases Aboriginal and Torres Strait Islander arts and cultural performances and is the only one of its kind in Australia to be featured weekly in the heart of a major capital city. INVESTED MORE THAN $4.2 MILLION TO IMPROVE THE ACCESSIBILITY OF 10 COMMUNITY FACILITIES
PROVIDED 1379 FREE MEALS AT THE 24TH HOMELESS CONNECT EVENT
Creating lifestyle opportunities for seniors
PROVIDED 3.1 MILLION FREE OFF-PEAK TRAVEL TRIPS FOR SENIORS
As Brisbane’s population ages, Council is committed to delivering services that promote the health and wellbeing of our most mature residents. In 2020-21 Council resumed the much-loved Lord Mayor’s Seniors Christmas Parties, increasing the number of events by 15 to ensure seniors could attend in line with coronavirus requirements. We also continued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD‘n’Kids programs to more than 48,800 participants across 3639 sessions. The programs offer free or low-cost activities such as yoga, tennis and lawn bowls, helping seniors to get active, feel healthier, learn new skills and discover new interests.
HOSTED 9600 RESIDENTS AT LORD MAYOR’S SENIORS CHRISTMAS PARTIES
Through initiatives like these, Brisbane will continue to offer a high quality-oflife for people of all ages.
Engaging residents to have their say Council engaged more than 27,000 people through face-to-face and online community engagement, providing opportunities for residents to actively and meaningfully participate in decisions that affect their lives and the future of Brisbane. Feedback was gathered on 60 projects, including: • Brisbane's e-mobility strategy (2021-2023) • Victoria Park Vision • K angaroo Point, Breakfast Creek and West End green bridges • North West Transport Network business case.
Kangaroo Point and Breakfast Creek Green Bridges feedback SUPPORT FOR DEDICATED CYCLIST AND PEDESTRIAN PATHS
MORE THAN 70% OVERALL SUPPORT FOR THE BRIDGE DESIGNS
SHADE AND WEATHER PROTECTION ARE IMPORTANT
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OUR SUSTAINABLE CITY As the most biodiverse capital city in Australia, Brisbane residents enjoy an abundance of greenspace, clean air and a shared commitment to sustainability that has twice earned us the accolade of Australia’s Most Sustainable City. Council is a leader in sustainability and for decades has worked hard to improve the performance of our own operations, while delivering initiatives to encourage residents and businesses to reduce their carbon footprint and contribute to a more sustainable future for our city. In 2020-21, we continued this progress by investing in clean energy and transport options, increasing our city’s natural habitat and supporting residents to reduce household waste. Together, we can protect our enviable clean and green lifestyle for generations to come.
Protecting and enhancing our natural environment Victoria Park Vision Council released the Victoria Park Vision in November following a six-month consultation process. The Vision shows how the park could be transformed to make our city even better in the years ahead. Your feedback told us that environmental protection and sustainability is a top priority in the Victoria Park of the future, through actions such as restoring waterways and native habitats, with more greenspace and trees, and less buildings and hard infrastructure. Working together to protect our bushland and wildlife Through the Habitat Brisbane program, Council supported 4716 dedicated community volunteers to complete more than 48,000 hours of work to support, protect and restore our environment. Through actions like weed removal and revegetation, our volunteers have played a critical role in conserving Brisbane’s rich biodiversity for more than 30 years.
5 YEARS AS A CARBON NEUTRAL ORGANISATION
SAVED 3934 TONNES OF CARBON BY INSTALLING SOLAR PANELS ACROSS 43 COUNCIL FACILITIES RECRUITED 20 CHAMPION HOUSEHOLDS TO SHARE THEIR BRISBANE CARBON CHALLENGE EXPERIENCES
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REHABILITATED 66.7 HA THROUGH COUNCIL’S ENVIRONMENTAL OFFSETS PROGRAM
INSTALLED 9 WILDLIFE AWARENESS MONITORS TO PROTECT WILDLIFE ON OUR ROADS
UNDERTOOK TARGETED WEED REMOVAL ON MORE THAN 2000 HA OF KEY BUSHLAND RESERVES
Reducing Brisbane’s carbon footprint To help Brisbane residents reduce their household carbon footprint and save on bills, Council launched the Brisbane Carbon Challenge. The challenge provides households with a free online calculator to estimate their household carbon footprint, as well as recommendations to help lower their carbon output and save on household expenses. We also encouraged businesses to design greener and more energy efficient buildings under the new Brisbane Green Buildings Incentive Policy. Under the incentive, Council will provide a financial payment equivalent to 50% of infrastructure charges paid for Council networks to buildings that meet the criteria.
Investing in clean and green transport Supporting cycling and e-mobility Active travel and e-mobility are enjoying surges in popularity across Brisbane. To guide the future use of sustainable and more energy-efficient transport options across Brisbane, Council released Brisbane’s e-mobility strategy (2021-2023) after three months of community and industry engagement. Council also commenced replacement of the CityCycle bike hire scheme with a shared e-bike service at no cost to ratepayers. Eight hundred e-bikes will hit Brisbane’s streets from July 2021. HOSTED 1334 ELECTRIC VEHICLES AT KING GEORGE SQUARE FREE CHARGING STATION
INSTALLED 28 BIKE PARKING FACILITIES
Electric vehicles Council continues to promote the uptake of low-emission vehicles, electric vehicles and technology to improve vehicle efficiency, emissions and noise. In 2021, Council added four new electric buses to the city’s fleet as part of a 12-month trial, transporting passengers on the free City Loop services. New electric bus charging infrastructure at the Eagle Farm Bus depot will recharge the buses in only four hours at the end of each day. Council also continued to progress the city-shaping Brisbane Metro project. Featuring battery electric vehicles with zero tailpipe emissions, Brisbane Metro represents the future of sustainable travel in Brisbane.
71 STUDENTS PARTICIPATED IN LORD MAYOR’S YOUNG ENVIRONMENTAL LEADERSHIP NETWORK
MONITORED AND MANAGED MORE THAN 2500 GROUND-BASED MOSQUITO BREEDING SITES
Reducing Brisbane’s waste In 2020-21 Council continued its commitment to reducing our city’s waste and increasing recycling by: • d iverting 31,382 tonnes of green waste from landfill through the fortnightly green waste recycling service • d iverting 617 tonnes of food waste from landfill through community compost hubs • providing 6157 rebates for compost bins and delivering 21 compost and worm farm workshops • working with 275 businesses to help them reduce waste to landfill and increase resource recovery.
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OUR PROSPEROUS CITY Across the past year, the coronavirus pandemic has challenged our economy in unprecedented ways. Steered by our Economic Recovery Taskforce, Council has responded with strong support to help our city bounce back. Accounting for 97.2% of Brisbane’s businesses, small businesses form the backbone of Brisbane’s economy and sit at the core of every industry sector. Coronavirus has served as a powerful reminder of the important role small businesses play in our local communities by bringing our neighbourhoods to life, leading innovation, supporting our economy and creating employment opportunities. Through financial relief and grants, free events and programs, and buy local campaigns, Council supported and celebrated our small businesses who contribute to the Brisbane we all know and love. While there’s still a long way to go, Brisbane’s economy is on the mend. Council remains committed to supporting our city’s recovery, and ensuring Brisbane remains a prosperous and resilient city.
Economic Recovery Taskforce In October, the Economic Recovery Taskforce released Brisbane’s Economic Recovery Plan, detailing our plan to rebuild Brisbane’s economy through more than 80 actions supporting residents, businesses and community groups. Relief for residents WAIVED MORE THAN $18.9 MILLION IN BUSINESS FEES, CHARGES AND RENT
PROVIDED COMMUNITY GROUPS WITH $3 MILLION IN GRANTS UNDER THE LORD MAYOR'S COVID-19 DIRECT ASSISTANCE PROGRAM
DELIVERED 90 BUSINESS EDUCATION AND TRAINING WORKSHOPS
AWARDED 12 SHOPFRONT IMPROVEMENT GRANTS TO BRISBANE BUSINESSES
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Council continued to ease the cost of living through a six-month rate freeze for all ratepayers. We also expanded the successful First Home Owner Rebate scheme to provide eligible first home owners who are building or buying a new home with a 100% reduction on property rates for the first 12 months of home ownership. Backing local businesses Council launched two new business hubs in the CBD and Nundah to support local businesses with a space to start, run or grow their business. The hubs provide collaborative spaces for businesses to participate in a range of free training, development and networking opportunities. Supporting community groups Community groups play an important role in fostering social connection and quality of life. In 2020 Council launched the two-year, $3.3 million Resilient Clubs Support Program to help community organisations that lease Council facilities to reduce their operating costs by optimising their water and energy use.
Creating jobs and connecting our city through infrastructure In 2020-21 Council got on with the job of delivering key infrastructure projects to help stimulate the local economy, create jobs and connect our city for the future. Work on the city-shaping Brisbane Metro project continued, including finalising major procurement activity and early works, ready for major construction starting in late 2021. Throughout design and construction, Brisbane Metro will create 2600 jobs. Green bridges at Kangaroo Point and Breakfast Creek were fast-tracked to procurement and shortlisting, with construction expected to commence in late 2021. The bridges will create essential transport links across the river, making it easier for pedestrians and cyclists to get around our city.
Stimulating building and construction As Brisbane’s third largest industry, the building and construction industry plays a significant role in Brisbane’s economy. To support local workers and businesses, Council implemented new initiatives to stimulate new building and construction, including application fee reductions, extensions and faster assessment times for eligible development applications. ENABLED UP TO 140 JOBS OVER THE LIFE OF THE BREAKFAST CREEK GREEN BRIDGE PROJECT
COMPLETED THE FIVE-YEAR KINGSFORD SMITH DRIVE UPGRADE
SPENT MORE THAN 80% OF COUNCIL’S PROCUREMENT BUDGET WITH LOCAL SUPPLIERS
MADE SEVEN-DAY PAYMENT TERMS PERMANENT FOR SMALL BUSINESS SUPPLIERS
Buy local support s Brisbane’s businesses continue to recover from the impacts of coronavirus, Council A encouraged the community to get outside, explore their city and support local business. Council’s Brisbetter Days Out and Brisbetter Local communication campaigns promoted local businesses and attractions in every Brisbane postcode. Through the Brisbetter Explore portal on Council’s website, residents can discover new places to eat, shop and play in Brisbane every day. Through the Brisbane Holiday Dollars program, Council helped to provide 30,000 vouchers worth $100 each for Queensland residents to spend on tourism in the Greater Brisbane region. The CBD was brought to life through exclusive offers, activities and entertainment as part of Dine BNE City, Sea to the City, Shop BNE City and Fridays in the City promotional campaigns.
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OUR LIVEABLE CITY Council strives to make Brisbane a liveable city by enhancing our greenspace and waterways, creating active leisure opportunities and protecting and celebrating our city’s unique character. Our varied, affordable, and sustainable travel options make enjoying Brisbane's many attractions, events and tourism and neighbourhood precincts easy. In 2020-21, our rich events calendar reconnected residents to the people and places they love best, while prioritising the continued health and safety of our community. Cultural, creative, educational and experiential activities reactivated our city, suburban hubs, Council facilities and beautiful greenspaces and parklands, ensuring Brisbane remains a lively and vibrant place, with more to see and do.
Enhancing Brisbane’s greenspace Council progressed the $100 million Oxley Creek Transformation project by opening Warril Parkland in Larapinta. The revitalised precinct includes a new nature-based playground featuring a water-play area, lakeside boardwalk and pontoon. As part of the Norman Creek 2012-2031 Master Plan, Council opened a new playground and greenspace at Hanlon Park in Stones Corner, providing climbing equipment, a sand play area and swings, as well as shelter and seating areas for the community.
NEW LEARN TO RIDE FACILITY AT GRINSTEAD PARK, ALDERLEY
NEW SCOOTER TRACK AND NATURE-THEMED PLAYSCAPE AT BRADBURY PARK, KEDRON
Protecting Brisbane’s unique character
PROGRESSED FOUR MAJOR CITY PLAN AMENDMENTS TO PROTECT BRISBANE’S HERITAGE
Council continues to plan carefully for growth while protecting the unique subtropical character of our city and suburbs. In 2020-21, we made improvements to the popular Talk to a Planner program, offering residents more opportunities to get advice on how Brisbane City Plan 2014 relates to their building and construction plans through more than 35 events across the city when compared to 2019.
Celebrating Brisbane’s beloved landmarks Brisbane’s landmarks play an integral role in our city’s unique history, culture and sense of place. To activate our city and support important community and cultural events, Council facilitated 285 light-up requests across iconic Council assets like the Story Bridge and City Hall.
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FACILITATED 1098 CITY HALL TOURS
Protecting community health and safety RESPONDED TO MORE THAN 17,000 HIGH-RISK INCIDENTS THROUGH COUNCIL’S 24/7 RAPID RESPONSE GROUP CARRIED OUT 1733 INSPECTIONS TO ENSURE THE SAFETY OF BRISBANE’S BACKYARD POOLS
SANITISED 1181 BUSES AND 25 FERRIES DAILY
PERFORMED MORE THAN 150,000 BATHROOM CLEANS
Bringing our city to life through markets, festivals and events In 2020-21 Council reactivated our city and suburbs by delivering and supporting more than 80 signature city, suburban, multicultural and sponsored festivals and events across Brisbane, with more than 2 million residents and visitors in attendance. After a pause due to coronavirus, Council reintroduced the Brisbane Greeters program, encouraging residents and visitors to explore the city and support local businesses through free walking tours lead by a team of passionate volunteers. We also welcomed back Botanica – Contemporary Art Outside to the City Botanic Gardens. 75,000 visitors attended the 10-day open-air art exhibition, featuring large-scale projections, surprising installations and interactive artworks by 10 artists in the heart of the city.
DELIVERED 3 CREATIVE LIGHTING PROJECTS IN WOOLLOONGABBA, BULIMBA AND BRISBANE’S CBD
INCREASED OUTDOOR CINEMAS IN THE SUBURBS PATRONAGE BY 39%
Transforming access to our river The iconic winding Brisbane River defines Brisbane’s unique identity as the River City. To enhance the river as a tourism and recreation destination, Council commenced upgrades to South Bank 1 and 2 ferry terminals and the construction of the new Howard Smith Wharves ferry terminal. We also completed the Indooroopilly Riverwalk, promoting active and healthy lifestyle and leisure opportunities on the banks of the river. Since opening in June, residents have enjoyed an average of more than 1600 walking, cycling and e-mobility trips across the riverwalk each day. As Brisbane grows, Council is planning to ensure the river remains at the heart of our lifestyle. In 2020-21 Council released the City Reach Waterfront Master Plan, which outlines how the city’s riverside precinct will transform into a welcoming, public space for people to move along and across, gather at, and access the river.
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PROGRAM 1
TRANSPORT FOR BRISBANE Transport for Brisbane will deliver Australia’s most modern public and active transport, including the Brisbane Metro for efficient and sustainable movement of people.
What we do > Promote sustainable travel choices > Plan and design the active transport network > Provide active transport infrastructure > M aintain public and active transport partnerships > Provide high-quality bus and ferry services > Develop public transport strategies and plans > Provide intermodal facilities > Deliver Brisbane Metro > Deliver the Green Bridges program
Overview Council is committed to providing and growing a coordinated, citywide network of public and active transport options to ensure our community can travel safely, efficiently and sustainably. By delivering on a strong plan now, as guided by the Transport Plan for Brisbane – Strategic Directions, Council is improving quality of life for residents while ensuring the city has the service capacity and infrastructure to meet the needs of future generations. An effective transport network provides lifestyle choices for the community, opportunities to reduce congestion, and delivers economic, social, and environmental benefits. Council will continue to grow Brisbane’s public and active transport networks and encourage more people to travel sustainably. It will also continue to deliver world-class public transport services, which means more buses for the suburbs, fewer cars on the road, quicker and more comfortable trips, and more integrated travel options for residents and visitors.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
PROGRESSED BRISBANE METRO INCLUDING MAJOR PROCUREMENT ACTIVITY, EARLY WORKS AND PILOT VEHICLE MANUFACTURE
AUTOMATIC COUNTERS TRACKED AN INCREASE IN CYCLING OF 33%
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
AVERAGED A 21 PERCENTAGE POINT INCREASE IN ACTIVE TRAVEL ACROSS ACTIVE SCHOOL TRAVEL PROGRAM PARTICIPANTS
STATUS
1.1 ACTIVE TRANSPORT Increase the number of trips being taken by bicycle or walking.
Provide a well-connected network of safe and continuous bikeway routes.
1.2 PUBLIC TRANSPORT Bus and ferry services will be more accessible to people with disability.
By 2021, bus patronage will increase to more than 90 million trips per year.
+
By 2021, ferry services will provide public transport to 7 million passengers.
+
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Performance – key results and achievements 1.1 Active Transport Brisbane provides an extensive network of safe, convenient and connected pathways, bikeways and bike lanes, including on-road and off-road infrastructure to enable residents and visitors to easily move around the city. This helps to reduce traffic congestion and contributes to a healthier, sustainable, and more accessible city. Key results for 2020-21 • Commenced the roll-out of the first bridges under the new Green Bridges program. » C ommenced procurement for contractors to design and construct the Kangaroo Point Green Bridge and to construct the Breakfast Creek Green Bridge. » C onsulted with more than 2200 people who had their say on the Kangaroo Point Green Bridge draft reference design and Breakfast Creek Green Bridge concept design. » C onsulted with more than 2300 people who had their say on connection points for the Toowong to West End Green Bridge and 1900 people on the connection points for the St Lucia to West End Green Bridge. • C ontinued to grow the Cycling Brisbane Program to more than 29,561 members to encourage more of the Brisbane community to ride more often. » D elivered 242 bike skills and maintenance sessions plus guided rides for a range of ages, skills, and abilities. 67% of attendees said they intended to ride more after their session. » D elivered the Love to Ride campaign in September 2020, involving 323 organisations and 3123 participants riding a total of 762,449 km. 57% of riders reported that they were riding more often since taking part in the program. » Partnered with 18 local businesses to provide incentives, discounts and benefits to members. • C ontinued to work with schools across the city as part of the Active School Travel program, increasing the number of students travelling to school by walking, riding a bike or scooter, catching public transport or carpooling. During the 2020 school year: » 39 Brisbane schools with approximately 19,000 students participated » t he number of children actively travelling increased from 23% to 40% for schools in their first year of the program » walking trips remained the most popular, increasing from 14% to 32%. • C ommenced the 12-month trial of the CityLink Cycleway to address missing links for riders journeying into Brisbane’s city centre. The bikeway connects with existing and planned bikeways and extends along: » Elizabeth Street from William Street to Creek Street » Edward Street from Elizabeth Street to Alice Street » William Street to Grey Street via the Victoria Bridge. • R eleased Brisbane’s e-mobility strategy (2021-2023) after three months of consultation to provide guidance to private and public enterprise and support the use of sustainable and more energy-efficient transport options across Brisbane. • I nstalled three new live counters across the bikeway network to monitor and report on rider and pedestrian usage. • Installed wayfinding signage and markings around the popular River Loop bike riding route. • I nstalled 28 new bike parking racks throughout the city, and two bicycle repair stations in Nundah and Windsor. • C ontinued the removal of banana bars across the city’s bikeway to improve rider safety, with 41 pairs being removed in Coorparoo, Jamboree, Tennyson and The Gap wards.
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• C ommenced a trial of bike separation devices for bike and traffic lanes at intersections in five locations throughout the city to reduce the risk to riders and vehicles. • C ompleted construction of the Indooroopilly Riverwalk, Weyers Road Bikeway, CityLink Cycleway, North Brisbane Bikeway – Chermside to Aspley, as well as bikeway lighting upgrades along Norman Creek, Bulimba Creek and Shaftesbury Park bikeways. • D elivered bikeway signage targeting hotspots to improve user experience and pathway upgrades to improve bike rider safety at: » Kurilpa Bridge, South Brisbane » Whites Road, Lota » Bowen Terrace, Fortitude Valley. • I nitially catalysed by coronavirus restrictions, shifts in active travel trends continued between 2019-20 and 2020-21, including: » a decrease of 6% in walking and cycling at sites within five kilometres of the CBD » a combined increase of approximately 5% in walking and cycling across suburban locations. • Commenced the phasing out of CityCycle to make way for a new shared hire e-bike scheme. • Delivered Works for Queensland funded projects including: » C ityLink Cycleway – Elizabeth Street and Edward Street, Brisbane CBD » N orth Brisbane Bikeway – Webster Road to Nevin Street, Chermside to Aspley » B ulimba Creek Bikeway Lighting Project between Freesia Street and the Veloway (V1) Cycleway, MacGregor » M ain Street Pathway upgrade between River Terrace and Amesbury Street, Kangaroo Point.
1.2 Public Transport Public transport reduces road congestion, contributes to the city’s environmental goals and makes it easier and more enjoyable to travel around Brisbane. World-class public transport means more services for the suburbs, fewer cars on the road, quicker and more comfortable trips, and more travel options for residents. In addition to the funding Council receives from the Queensland Government, Council will continue to subsidise operations of bus and ferry services including the free services offered.
CYCLING BRISBANE MEMBERSHIP 2020-21
29,561
2019-20
26,311 22,258
2018-19
18,107
2017-18
15,093
2016-17 2015-16 2014-15
11,134 7161
2013-14 2592 The Cycling Brisbane program encourages people to ride bikes by providing cycling skills workshops, membership discounts at sponsor businesses, and a dedicated 5 10 15 20 website 0for maps and information on 25 cycling in and around Brisbane.
Key results for 2020-21 • Continued to progress the delivery of Brisbane Metro. » B uilt and tested a life-size timber mock-up of the pilot vehicle as part of Council’s ongoing engagement with the Brisbane Metro Accessibility Working Group and commitment to providing accessible and inclusive public transport outcomes.
DELIVERED 242 BIKE SKILLS AND MAINTENANCE SESSIONS AS PART OF THE CYCLING BRISBANE PROGRAM
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» L aunched the online Visitor Information Centre, providing an opportunity for people to explore the latest project information. Since launching in January 2021, the site has received more than 1000 views. » A warded the Collaborative Partnership contract to Brisbane Move (a consortium of ACCIONA and Arup) to deliver the major infrastructure components of the project. » C ommenced the design phase of the project’s major infrastructure works. » A warded the Design and Construct Brisbane Metro depot contract to ADCO Constructions. » A cquired the remaining five properties required to build the Brisbane Metro depot, including the purchase of 109 School Road, Rochedale, from the Department of Transport and Main Roads. » C ompleted early works on the Brisbane Metro depot in preparation for major construction to start in late 2021. » C ommenced sewer gravity and rising main relocation works as part of the early works packages in South Brisbane and completed the Peel Street, Stanley Place and Grey Street intersection upgrade. » C ommenced major infrastructure site investigation works across Brisbane to inform the final detailed design before major construction starts in late 2021. RECORDED A 5% INCREASE IN WALKING AND CYCLING ACROSS SUBURBAN LOCATIONS
» I mplemented the Go Between Bridge toll relief scheme following the closure of Victoria Bridge to general traffic. • C ontinued to deliver high-quality customer experiences on the public transport network through scheduled bus services and tailored services, including: » B lue CityGlider from West End to Teneriffe, offering services over an 18-hour period and extending to 24-hour operation on weekends. The service carried more than 1.8 million passengers
COMPLETED THE DETAILED DESIGN OF THE BRISBANE METRO PILOT VEHICLE
» M aroon CityGlider from Ashgrove to Coorparoo, stopping at locations including Caxton Street, Suncorp Stadium, the Cultural Centre, South Bank, Queensland Performing Arts Centre and The Gabba. The service carried more than 870,000 passengers. • C ontinued to ensure Brisbane’s bus fleet is one of the most modern in Australia by: » a dding 60 rigid-equivalent, air-conditioned, CCTV-monitored buses to the fleet and retiring 36 older buses. This marks the successful delivery of 882 new buses (939 rigid-equivalents) over a 12-year period under the Volgren Bus Supply contract » trialling four electric buses.
LAUNCHED TWO NEW DOUBLE-DECKER CITYCATS AND FIVE NEW KITTYCATS
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• D elivered 27,378 Personalised Public Transport trips in eight service areas across Brisbane, providing a transport link to residents in areas with limited public transport options. • D elivered a trial of a new Personalised Public Transport service travelling between Moggill and Bellbowrie in response to feedback from the community.
• S ubsidised delivery of more than 3.1 million bus services, transporting more than 48 million passengers. • Provided more than 3.1 million free senior off-peak trips on buses and ferries. • Upgraded 264 bus stops to improve accessibility. • D elivered 39 high-priority bus stop infrastructure upgrades in response to requests for bus stop seats, shelters and bus stop relocations or amalgamations to improve comfort and address safety concerns at bus stops. • F acilitated the delivery of more than 143,721 CityCat, CityFerry and CityHopper services, transporting more than 2.6 million passengers on the river. • C ommenced construction of the new Howard Smith Wharves ferry terminal, and the upgrade of South Bank 1 and 2 ferry terminals leveraging local resources. • D emolished the Teneriffe Jetty and components from the former University of Queensland (UQ) terminal as the end of life for these assets had been reached, and transferred the UQ terminal landward infrastructure to UQ for refurbishing. • L aunched two Next Generation double-decker CityCats Neville Bonner and Mianjin II, which were built by local shipbuilder Aus Ships Group Pty Ltd. • Commenced construction of a fourth double-decker CityCat, CityCat 25. • Introduced five new KittyCats to complement the ferry services.
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Challenges An inner city on the move Brisbane’s city centre is the key economic and lifestyle hub for the South East Queensland region. Having a connected and sustainable transport network that connects our city to the suburbs is vital. It helps us commute to work, access education and vibrant lifestyle and leisure opportunities, and helps our businesses grow and thrive. Our city is growing, with greater Brisbane’s population expected to reach 3.1 million by 2031. To support the needs of our future population, several significant infrastructure and transport projects are underway in the city centre, including Queen's Wharf Brisbane, Brisbane Metro and Cross River Rail, as well as other Queensland Government projects and private developments. While Council has been working with the Queensland Government and project deliverers to manage the disruption to the transport network and minimise the effects on the community and businesses, there will be significant impacts on our roads, footpaths, and bikeways over the next three to four years. Adding to the disruption is the unforeseeable shift from public transport use to travel by private vehicle caused by the coronavirus pandemic. While the long-term impact on travel behaviour is not yet known, if the current reliance on car travel continues, there will be significant pressure on the transport network, which in turn will affect the movement of goods and the delivery of services, as well as impacting travel times and service reliability across Brisbane’s buses. This unforeseen change has added another layer of complexity to the situation, increasing short-term disruption as Council prepares for Brisbane’s future through key transport infrastructure such as Brisbane Metro, which mandated the permanent closure of Victoria Bridge to general car traffic in January 2021. While the closure requires a behaviour change for general traffic moving through the city, the decision plays a crucial role in delivering Council’s long-term strategic direction for the inner city – that is, a high-capacity, sustainable transport network that isn’t dependant on cars. Victoria Bridge will soon offer long-term environmental and lifestyle benefits by hosting the zero tailpipe emissions, battery electric fleet of Brisbane Metro vehicles, as well as making it easier for people walking and riding bicycles and scooters to cross the river. To mitigate these challenges in the short-term, Council is helping to reduce the need for car-based travel into the city centre by investing in active transport infrastructure such as the CityLink Cycleway trial, which has delivered a network of dedicated cycling and e-mobility facilities to improve rider safety and encourage residents, visitors and commuters to engage in active travel. Council is also managing travel behaviour through education and awareness of safety and etiquette on our shared paths for all users to support the increase in e-mobility devices. Despite the current challenge in managing these impacts, the ongoing improvements and investment in the public and active transport networks will ultimately make the inner city more liveable, accessible and inclusive. The city will be transformed, enhanced through sustainable transport where people can catch a bus or Brisbane Metro, or walk and ride a bike or e-scooter around the inner city safely and conveniently. The city will flourish as it continues to grow and evolve around changing in the way people live, move and experience Brisbane.
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PROGRAM 2
INFRASTRUCTURE FOR BRISBANE Brisbane’s transport network enables the safe, efficient, and sustainable movement of people, freight and services. This program continues to build smoother streets, tackle traffic congestion, and improve safety.
What we do > Plan and design the transport network > Build, improve and maintain the transport network > Enhance parking management > Operate the transport network
Overview The planning, development and operation of Brisbane’s transport network is guided by the Transport Plan for Brisbane – Strategic Directions and implemented by the Infrastructure for Brisbane program. The program is responsible for delivering Council’s ongoing commitment to plan, develop, maintain and operate Brisbane’s transport network, and make it easier for residents and visitors to move around our city. It supports the safe, efficient and sustainable movement of people, goods and services around our city through a high-quality integrated transport network. Infrastructure for Brisbane also works to reduce traffic congestion and improve safety on the city’s road network through: • major road and intersection upgrades • local road improvements • adopting and encouraging use of new technologies • i ncreasing road network access to the city’s industrial precincts for high productivity, heavy vehicles, which will reduce the number of trucks on the city’s road network.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
COMPLETED THE KINGSFORD SMITH DRIVE UPGRADE PROJECT
COMPLETED 43 SAFE SCHOOL TRAVEL INFRASTRUCTURE PROJECTS
COMPLETED 53 MAJOR INTERSECTION UPGRADES
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
2.1 ROADS AND TRANSPORT NETWORK MANAGEMENT Improve road safety for all road users around schools.
Improve connectivity for pedestrians around schools to support active travel options and initiatives.
Reduce congestion by standardising and streamlining traffic movements around schools.
Improve amenity, access and safety for pedestrians and cyclists.
Better balance the competing needs for kerbside space in the CBD.
Reduce the impact of traffic congestion by ensuring the best performance of the transport network.
Maintain and improve the condition of transport network assets.
Continue to develop Brisbane’s road network through a range of major road and intersection upgrades and local road improvement programs.
2.2 PARKING MANAGEMENT
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Modernise parking systems to enhance the parking experience.
Continue to meet customer needs by providing reliable and value-for-money off-street car parking services that contribute to Council’s economic outcomes.
Performance – key results and achievements 2.1 Roads and Transport Network Management Brisbane’s transport network enables the safe, efficient and sustainable movement of people, freight, and services. This program builds smoother streets and tackles traffic congestion. Key results for 2020-21 • C ompleted the Kingsford Smith Drive upgrade in November 2020, creating six lanes of traffic and seven kilometres of new and improved pedestrian and cycle paths. The upgrade has reduced travel times by up to 30%, improved safety and amenity, and enabled future increases in bus services. • C ompleted Stage 1b of the Wynnum Road corridor upgrade, complementing the completed works undertaken as part of Stage 1. The upgrade extended the peak hour bus jump lane from Hipwood Street to Bennetts Road to improve bus travel times and service reliability. • E ngaged with more than 2000 residents to have their say on transport ideas for the North West Transport Network business case. • C ompleted eight corridor studies, feasibility and concept designs, which will be used to identify potential future projects to reduce congestion and improve road safety. • P rovided strategic advice to the Queensland Government to ensure major projects provide the best outcomes for the city, including: » b us and rail projects such as Bus Rail Interchange Study, Bowen Hills, Carseldine Station Precinct Transport Plan, and Bus Rail interchange study, Carseldine » r oad and intersection projects such as East-West Arterial Road, Beaudesert Road and Illaweena Street, Calamvale/Parkinson intersection upgrade, and Gateway Motorway and Bruce Highway Upgrades Project » master plans such as Beaudesert Road Master Plan and Bowen Hills PDA Transport Master Plan. • M anaged more than 27,000 incidents on Council’s road network via the Brisbane Metropolitan Transport Management Centre, including crashes, hazards, planned events and stationary vehicles. • C onstructed 11 Congestion Busting Projects, delivering upgrades to intersections, traffic signals and pedestrian crossings, providing an estimated 36,564 hours in travel time savings for motorists each year. • Provided enhanced safety and travel around schools by: » d elivering eight infrastructure improvements to enhance access and safety for those travelling to and from schools » i nstalling 31 Speed Awareness Monitors (SAM) around schools to improve motorist awareness of speed in school zones » d elivering new School Zones with enhanced signage at four schools to provide a safer road environment. • C onstructed 25 priority improvement projects to enhance access to and safety on local road networks. • Delivered 16 infrastructure improvements to provide safer access and pathways for seniors. • I nstalled nine Wildlife Awareness Monitors to improve motorist awareness of wildlife on roads and improve safety. • M onitored traffic flow and mitigated congestion on the transport network via the Congestion Reduction Unit (CRU) by: » installing five Midblock Bluetooth detectors » installing pedestrian countdown timers at 38 intersections, bringing the total to 583 intersections and representing 58.2% of all Council signalised intersections
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» a ssessing 10,358 road closure applications to avoid or mitigiate adverse effects on the road network » a ssessing 6252 heavy vehicle route applications to ensure suitability of assets and minimise impacts on the road network » c ontinuing progress on a new road corridor permits system to accept and process various application types » d elivering 63 infrastructure and refurbishment upgrades and 66 minor modification work projects for traffic signals. • C ompleted detailed design for eight intersections which are planned to be upgraded. • P rovided strategic transport advice on neighbourhood plans to ensure that resulting development can be supported by existing and/or planned transport infrastructure. • A ssessed and provided strategic transport advice and conditions of development for more than 900 development applications. • C ompleted upgrades to major intersections to improve traffic flow and safety for all road users at: » Commercial Road and Doggett Street, Newstead » Montague Road and Victoria Street, West End
CONSTRUCTED 25 PRIORITY PROJECTS TO ENHANCE ROAD SAFETY
» River Terrace and Main Street, Kangaroo Point. • C ommenced construction to improve traffic flow and safety for all road users at: » Chelsea Road and Rickertt Road, Ransome » Hoyland Street, Bald Hills » Norris Road, Bracken Ridge » Norris Road and Barbour Road intersection, Bracken Ridge
UPGRADED 674 LIGHTS TO LEDS ACROSS BIKEWAYS AND PARKS
» Gresham Street Bridge, Ashgrove. • Delivered Black Spot Safety projects at: » Industrial Avenue and Campbell Avenue, Wacol
TOTAL PARKING PERMITS ISSUED
• U pgraded 674 lights to energy efficient LED lights across Brisbane parks and bikeways, reducing Council's energy consumption and Brisbane's carbon footprint by approximately 13%.
20,317
2019-20
25,967
2018-19
36,644
2017-18
2.2 Parking Management
33,083
2016-17
Parking Management delivers safe, accessible, and reliable parking services that support liveability and economic outcomes by improving access to inner city communities, activities, businesses and services.
27,428
2015-16 11,870
2013-14
29,685
2012-13
29,273
Since 2017-18, Council has worked with residents to access digital parking permits 5 10 15 20 25 30 35 to reduce0 costs and paper use, and offer an improved customer experience.
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» Stanbrough Road and London Road, Belmont.
30,910
2020-21
2014-15
» Ipswich Road and Ponsonby Street, Annerley
Key results for 2020-21 • I ssued 30,910 digital parking permits to Brisbane residents and businesses, and 375 commercial vehicle permits to customers. 40
• C ontinued to deliver customer experience and technology improvement projects across all parking infrastructure.
Challenges Fast-tracking key infrastructure works Council is committed to tackling congestion, building better transport networks and improving safety and traffic flow on Brisbane’s roads through the coordinated delivery of major and local road upgrades. To provide for our growing city while improving road safety, Council delivers a capital program of works, including major corridor upgrades and intersection improvements. To support the city amidst the economic downturn caused by coronavirus, Council has fast-tracked a number of infrastructure projects with the assistance of stimulus grant funding made available by both the Australian Government and Queensland Government. Finding ways to deliver these vital infrastructure works despite the effects of coronavirus has boosted the economy when jobs were most needed, while also providing other key long-term benefits such as supporting the safe transportation of goods and services, providing ongoing road safety improvements and contributing to a vibrant and progressive city. Fast-tracked projects include Main Street pathway improvements at Kangaroo Point and Beenleigh Road in Kuraby, road upgrades and resurfacing, as well as pedestrian safety improvements at Vulture Street East, East Brisbane, Dorville Road, Aspley, and Roghan Road, Fitzgibbon. These projects stimulate the economy and create jobs while delivering a safe, efficient and sustainable transport network that will continue to service our growing city. As a result, Council is proudly delivering a five per cent increase in infrastructure projects since March 2020. Managing this increase in infrastructure works has brought challenges including procurement approvals, contract delivery and communications with the industry. Material shortages triggered by global coronavirus import backlogs have also impacted delivery of infrastructure economic recovery initiatives, with the extension of delivery timelines of essential materials. Council responded by focusing on collaborative partnerships, both with other agencies and levels of government, as well as across Council. This included early engagement with the Department of Transport and Main Roads, along with key service providers and utility companies such as Urban Utilities and Telstra, to ensure works and resources could be coordinated across Brisbane. Funding agreements were established and implemented as soon as possible to support the delivery of these important projects. A strong focus was given to fostering our partnerships and relationships to effectively manage and implement contracts, access materials, and ensure delivery schedules and timings aligned with expected material supply. In doing so, Council was able to deliver the projects with efficiency and value for money in mind. Council’s focus on economic recovery initiatives resulted in the establishment of a new delivery team, whose primary focus was on collaborating and coordinating across Council to administer and oversee the high volume of projects being delivered. The team introduced new processes that provide ongoing benefits by creating both time and process efficiencies, which in turn ensure projects are delivered more efficiently and effectively. By fast-tracking important road improvements, Council has found an effective way to support the economy while addressing congestion and safety issues to ensure that Brisbane is a great place to live in and visit. The learnings derived from this body of works can support Council in delivering a road network that can keep pace with Brisbane’s growing population.
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What we do
CITY PROJECTS OFFICE City Projects Office provides professional in-house services to Council across project management, built environment and engineering disciplines.
City Projects Office delivers high-quality project management and planning and design outcomes to help deliver a sustainable, liveable and prosperous city and to meet Council’s engineering, built environment, land management and natural environment needs. As an in-house project management and design group, emphasis is placed on value-adding, quality, design best practice, innovation and environmental sustainability. City Projects Office supports its partners to deliver a broad range of programs and continues to maintain strong partnerships and stakeholder relationships to ensure expectations are realised, all within the wider goal of contributing to a better Brisbane.
Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed.
O n track: work is continuing as planned and budgeted.
o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure. MEDIUM-TERM (FIVE-YEAR) OBJECTIVE City Projects Office will provide leadership, advice and professional services to create innovative solutions for the delivery of community assets and economic infrastructure for Brisbane.
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STATUS
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What we do PROGRAM 3
> Community engagement and partnerships
CLEAN, GREEN AND SUSTAINABLE CITY
> E nvironment and liveability initiatives for an informed and resilient community > P rotect and restore natural habitats and diverse ecosystems
Brisbane will be recognised by residents and visitors as a sustainability leader and having an enviable lifestyle with a reputation for being clean, green and sustainable.
> P rotect the community and environment from pollution, chemical hazards and contaminated land
> E nsure Council remains a carbon neutral organisation
> Koala and biodiversity research and protection > Enhance and protect open spaces and waterways > G row and improve Brisbane’s parks and conservation network > P lant, protect and maintain trees in our parks and on our streets > B uild flood resilience and maintain flood management assets > Manage and reduce Brisbane’s waste and litter
Overview The Clean, Green and Sustainable City program is preserving, protecting and restoring Brisbane’s diverse natural areas and rich biodiversity while integrating the city’s urban and natural environments. Council is committed to maintaining the city’s clean air and the restoration of urban forests to provide shade and cooling for a healthy and active community of more than 1 million people. Council also continues to help manage the risk of flooding to create a more resilient city. We support inclusive, well-connected and engaged communities through the delivery of accessible and well-designed parks and gardens, and community activities that encourage residents and visitors to embrace our environment and a sustainable way of living. Keeping Brisbane’s streets, public places and waterways litter-free remains a priority. Brisbane’s waste is managed in a holistic and sustainable way with resource recovery opportunities maximised, and innovative waste solutions explored and shared with our residents, businesses and industry.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
INSTALLED 2.1 MEGAWATTS (MW) OF SOLAR PANELS ACROSS 38 COUNCIL FACILITIES
DIVERTED 130,600 TONNES OF GREEN WASTE FROM LANDFILL
ACQUIRED 802.7 HECTARES OF BUSHLAND AND MORE THAN 22.3 HECTARES OF NEW GREENSPACE FOR PARKS
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
3.1 SUSTAINABLE AND RESILIENT COMMUNITY Educate and involve Brisbane’s community in reducing Brisbane’s environmental footprint.
Reduce the environmental footprint of Brisbane businesses.
Brisbane’s community is informed, prepared and resilient to the city’s subtropical climate.
Maintain or improve the community’s awareness of water smart concepts and water smart behaviour.
Actively involve the Brisbane community in keeping Brisbane sustainable.
Use integrated approaches to enhancing liveability in our urban environment.
3.2 LOW CARBON AND CLEAN ENVIRONMENT Achieve 100% carbon neutrality.
Continually improve energy and carbon management.
Reduce Council’s environmental risks.
Brisbane’s air quality improves.
Environmental risks associated with Brisbane’s closed landfill sites are managed.
The air quality performance of Council’s activities and operations improves.
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MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
3.3 BIODIVERSITY, URBAN FOREST AND PARKS Protect land with significant present or potential ecological value.
Our natural assets are maintained and enhanced.
Threats to biodiversity are managed.
Degraded natural environments are restored.
Park and street trees are planted, maintained and protected for current and future generations.
Park assets are maintained, refurbished and replaced to a standard that reflects a New World City.
Brisbane has a network of parks that meet the diverse recreational and cultural needs of an increasing population.
Brisbane’s parks are upgraded to a standard that reflects community expectations.
Roma Street Parkland and South Bank Parklands are efficiently and effectively managed and well utilised by the community.
3.4 SUSTAINABLE WATER MANAGEMENT Ensure our built environment minimises adverse impacts and maximises the benefits the community receives from our local water resources.
Council integrates sustainable water smart initiatives into its operations.
Maintain performance of riparian cover and in-stream habitat diversity against local waterway health indicators.
Develop a sustainable framework of funding and action to maintain and improve the health of regional waterways and the bay.
Brisbane’s community recognises and values the contribution Brisbane’s waterways make to the liveability of the city.
Council uses a risk-based approach to plan for, manage and build capacity to respond to flooding across the city.
Council continues to shape the city’s built form to increase Brisbane’s resilience to flooding.
Council continues to manage flood risk to ensure Brisbane can effectively function before, during and after a flood.
3.5 MANAGING AND REDUCING BRISBANE’S WASTE AND LITTER
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Effectively manage Brisbane’s waste stream by reducing domestic waste disposal to landfill and increasing the recycling and recovery of waste.
Keep Brisbane clean by reducing on-ground litter.
Performance – key results and achievements 3.1 Sustainable and Resilient Community
A sustainable and resilient community is key to Brisbane’s liveability, now and for future generations. Council supports the Brisbane community to be resilient by informing residents about climate and natural hazard risks and supporting households to plan, prepare, respond and recover from extreme weather events. Through the delivery of environmental initiatives and in response to statutory responsibilities, Council empowers community members to make behaviour changes, protect Brisbane’s natural assets and contribute to Brisbane’s sustainability to ensure the liveability of our city, now and into the future. Key results for 2020-21 • C ontinued koala research projects with the University of Queensland, Sunshine Coast University and Federation University Australia. • P rovided 47,873 free native plants to Brisbane’s residents, clubs and community groups.
HOSTED 228 STUDENTS IN THE CREEK NEIGHBOURS PROGRAM
• H osted 71 students from 32 schools in the Lord Mayor’s Young Environmental Leadership Network (previously known as the Student Environmental Leadership Network), which engages and supports schools to be cleaner and greener. • R eached more than 317,000 people through Green Heart Fair’s social media channels. The Brisbane community welcomed the return of the Green Heart Fair in-person experience with more than 20,000 people attending the Chermside event.
PROVIDED 47,873 FREE NATIVE PLANTS TO BRISBANE RESIDENTS
• M ore than 800 students from seven schools participated in the Future BNE Challenge. • S upported more than 8000 community volunteers on both public and private land, through the Community Conservation Partnerships program, resulting in 3481 hectares of bushland and waterways being retained or restored. • D elivered 53 Community Conservation Assistance projects in partnership with the community in locations containing high ecological value, and distributed more than $394,000 to 72 recipients via the Lord Mayor’s Community Sustainability and Environmental Grants. • U pgraded stream and rainfall gauges at Kenmore, Pinjarra Hills, Acacia Ridge and Kenmore Hills and installed a new gauge at Annerley to ensure Council continue to deliver the best available flood information for the community. • M ore than 732,000 FloodWise Property Reports were downloaded by residents and industry and Council’s Flood Awareness Maps were viewed more than 602,000 times. • P ublished 131 monitoring results for water quality at popular river and waterway access locations.
TOTAL HABITAT RESTORATION THROUGH ENVIRONMENTAL OFFSETS 2020-21
253.87 ha
2019-20
187.17 ha 127.43 ha
2018-19
2017-18 72.11 ha 2016-17
39.71 ha
2015-16
16.46 ha
Council has now established more than 253 ha of koala and vegetation offset restoration works at 39 sites across the city, with over 200,000 stems planted.
0
50
100
150
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200
250
75 75
300
• C ompleted construction of nature-themed play at Hanlon Park, Stones Corner, as part of the Norman Creek 2012-2031 Master Plan. • Opened Warril Parkland, Larapinta, as part of the Oxley Creek Transformation Project.
3.2 Low Carbon and Clean Environment Council maintains carbon neutrality and remains one of Australia’s largest carbon neutral certified organisations. Council will continue to manage its environmental performance and aim for a healthy environment and consistently clean air. Council will focus on our operations to ensure we are a sustainable organisation. Key results for 2020-21 • M aintained a carbon neutral status for Council operations in accordance with the Climate Active Carbon Neutral Standard for Organisations. • L aunched the Brisbane Carbon Challenge including release of a carbon calculator and recruitment of 20 champion households who will seek to halve their household emissions and share their stories. • I nstalled 385 kilowatts (kW) of solar panels on nine Council facilities, increasing solar projects on Council buildings to a total of just under 2.4 megawatts (2376 kW) installed across 43 sites. • I nstalled 500 kW of solar systems on 30 community leased sites through the Resilient Clubs Support Program. • P urchased 30,150 megawatt-hours of renewable energy and 695,532 carbon offsets, to negate carbon emissions from business operations in the previous financial year. • U ndertook 231 environmental audits of businesses and industries to proactively prevent pollution incidents. • U ndertook 1013 inspections to resolve residential, commercial and industrial pollution complaints and investigated 151 pollution incidents to prevent or minimise land and water contamination impacts. • R emediated closed landfills and contaminated sites to reduce environmental impacts and increase public safety to restore sites for ongoing community use including: » asbestos remediation works at Grinstead Park, Alderley » drainage and capping upgrade at Keperra Picnic Ground sports fields, Ferny Grove » gas vent upgrade works at the Murarrie Road closed landfill, Tingalpa.
3.3 Biodiversity, Urban Forest and Parks Council protects, enhances and celebrates the rich diversity, health and resilience of our open space, habitats, streetscapes, plants and wildlife. Key results for 2020-21 • R eleased the Victoria Park Vision following two rounds of community engagement involving more than 51,300 people, with more than 7400 ideas and feedback submissions provided. • A cquired and protected more than 2.3 ha of significant habitat through the Bushland Acquisition Program and rehabilitated 66.7 ha through Council’s Environmental Offsets program. • I nstalled wildlife movement infrastructure in key locations in Mansfield and Carindale to help native wildlife move safely across roads. • U tilised temporary Variable Message Signs to alert drivers of koala breeding and joey season and macropod hot spots at eight key roadside locations across the city. • C ommenced harvesting of the Koala Fodder Plantation, initially planted in 2018. More than 1500 stems harvested have generated more than 9000 meals for 60 koalas in care. • F acilitated the planting of 13,906 new street trees throughout the city, including Greener Suburbs plantings in Algester, Chermside, Greenslopes, Manly West, Milton, Paddington, Petrie Terrace and Riverhills. 76
• D elivered lookout, safety and trail upgrades at six reserves across Brisbane, including Eildon Hill Reserve, Windsor, Mt Gravatt Outlook Reserve, Mt Gravatt, Mt Coot-tha Reserve, Bardon, and Milne Hill, Chermside West. • D elivered new or walking track upgrades at six locations, including: » Karawatha Forest Park, Karawatha » Keperra Bushland Reserve, Keperra
FACILITATED MORE THAN 732,000 FLOODWISE PROPERTY REPORT DOWNLOADS
» Milne Hill Reserve, Chermside West » Mt Coot-tha Reserve, Bardon » Tinchi Tamba Reserve, Bald Hills. • U ndertook 800 vegetation condition audits and targeted weed removal on more than 2000 ha in key bushland reserves across the city. • C ompleted the new Carl Street Urban Common in Woolloongabba, providing a vibrant new greenspace for the city. • U pgraded more than 25 neighbourhood parks across the city, including:
HARVESTED 9000 SERVES OF FODDER TO SUPPORT MORE THAN 60 KOALAS
» Bonemill Road Park, Runcorn » Jindalee Boat Ramp Park, Jindalee » Keperra Picnic Ground Park, Ferny Grove » Princeton Place Park, Forest Lake » Regency Place Park, Stretton. DIVERTED 617 TONNES OF FOOD WASTE FROM LANDFILL
• Refurbished 10 dog off-leash areas including: » Colmslie Reserve, Morningside » Crosby Park, Albion » Grey Gum Park, Stafford Heights » Powerhouse Park, New Farm » Victoria Park, Herston. • Refurbished six skate facilities at: » J.F. O’Grady Park, Fairfield
GREEN WASTE RECYCLING SERVICE UPTAKE 113,800
2020-21 2019-20
106,378
» James Freney Park, Acacia Ridge
2018-19
97,823
» Les Atkinson Park, Sunnybank
2017-18
» Peter Scott Skate Park, Moorooka
» D.J. Sherrington Park, Inala » Wally Tate Park, Kuraby. • C ompleted rehabilitation and construction of the new Windsor Sports and Community park on flood-prone land in Windsor. • Completed a new learn to ride facility at Grinstead Park, Alderley. • C ompleted the new scooter track and nature-themed playscape at Bradbury Park, Kedron. • S outh Bank Parklands and Roma Street Parkland retained Green Flag Award accreditation. Roma Street Parkland was also voted by the public as one of the Top 10 Green Flag Award parks in the world.
2016-17 2015-16 2014-15 2013-14
90,823 83,716 76,863 69,688 60,833
Participation in the green waste recycling program,0which diverts green waste 150 from 50 100 landfill, continues to increase each year.
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200
3.4 Sustainable Water Management The management of our water supply, waterways and stormwater improves the city’s liveability, enhances natural ecosystems, and helps to make the city resilient to extreme weather events. Brisbane will be prepared for the impacts of a varied and changing climate with a management approach that empowers a resilient community, natural environment and built form during times of flood and drought. Key results for 2020-21 • A ssisted 69 Brisbane households through Council’s Flood Resilient Homes Program, an initiative delivered in partnership with CitySmart (now Brisbane Sustainability Agency) which helps residents to prepare for and recover from overland flow flooding events. • H osted 228 students from five kindergartens in the Creek Neighbours program, which educates children and their families about Brisbane’s waterways and nurtures the next generation of environmental stewards. • C onducted 1063 residential building and 793 high-risk development site inspections for compliance with erosion and sediment control standards. • Undertook annual waterway condition monitoring and reporting at 52 locations across the city. • R ehabilitated three river walls and maintained 45 sea walls to protect against riverbank erosion, including: » Dock Street, South Brisbane » Flinders Parade, Brighton » Metroplex Avenue, Murarrie. • Rehabilitated waterway accesses and upgraded boat ramps at: » Colmslie Recreation Reserve, Morningside » Vic Lucas Park Boat Ramp, Bulimba » Waterline Jetty, Bulimba. • Undertook natural waterway rehabilitation works at seven locations, including: » Anzac Road at Bulimba Creek, Carina Heights » Cormorant Street at Blunder Creek, Inala » Kirralee Crescent at Cedar Creek, Upper Kedron » Illawong Way at Tributary of Brisbane River, Karana Downs » Rohan Road Park at Cabbage Tree Creek, Taigum. • Delivered drainage construction and rehabilitation works at 33 locations, including: » Harold Street, Virginia » Hawthorne Road, Bulimba » Illawong Way, Karana Downs » Jenner Street, Nundah » Moore Street, Taringa. • Undertook stormwater infrastructure works at four locations, including: » Coulson Street, Wacol » Harcourt Street, Teneriffe » Sweets Road, Pallara » Wickham Street, Fortitude Valley.
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3.5 Managing and Reducing Brisbane’s Waste and Litter Brisbane’s waste and resource recovery activities are managed in a holistic and sustainable way. Resource recovery opportunities are maximised, and innovative waste solutions explored. Waste minimisation behaviours are adopted and reuse initiatives embraced. Council will continue to ensure that Brisbane’s streets, public spaces and waterways are litter-free. Key results for 2020-21 • I mproved residents’ access to compost bins and worm farms by providing 6157 compost bin rebates, and delivered 21 compost and worm farm workshops. • Diverted 617 tonnes of food waste from landfill through Community Compost Hubs. • Worked with 275 businesses to help them reduce waste to landfill and increase resource recovery. • E ngaged residents through an awareness campaign promoting Council’s tip shops. Through a renaming competition held with a local radio station, the tip shops were renamed to Treasure Troves. • R emoved 578 tonnes of furniture, sporting equipment and homewares from Council’s Resource Recovery Centres and delivered to the Geebung and Acacia Ridge Treasure Troves. More than 67,400 residents visited Council Treasure Troves, generating 30,790 sales to raise funds for the Endeavour Foundation. • F aciliated 2600 collections through the Good Neighbour Clean-up Scheme to help vulnerable residents dispose of large household items. • H osted 46 local community clean-up events and 48 litter engagement events aimed at educating the community about litter prevention. • Upgraded more than 70 public place bins, increasing public place recycling capacity by 13,440 litres. • D iverted 31,382 tonnes of green waste from landfill through Council’s fortnightly green waste recycling service. There are currently more than 113,800 households registered for the service, with more than 10,000 new households signing up to the service this year. • D elivered 59,646 larger yellow recycling bins to Brisbane households to improve their recycling capacity.
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Challenges Conserving Brisbane’s koala population Council is working hard to ensure key native species, like koalas, are conserved as our city grows, by actively identifying and managing key threats to their survival. Although koalas can be found across many bushland areas and corridors in Brisbane, growing pressures caused by urban development are presenting several challenges to this iconic species, including vehicle strike, habitat fragmentation and disease. Chlamydia is a bacterial infection affecting koalas across South East Queensland. This disease causes blindness, infertility and can lead to death. Koalas that are facing stressors in their natural environment, including loss of habitat, can be more susceptible to diseases such as chlamydia. Without a diverse network of habitat, Brisbane’s koala population faces local extinction. To mitigate the threat of disease, Council is taking coordinated action to preserve a connected and consolidated network of habitat areas that allows koalas to move between bushland to access food and shelter, as well as escape from risks such as bushfire, predators and vehicle strike. This will also contribute to reducing longer-term risks of inbreeding. The establishment and trialling of new treatments for chlamydia and preventing disease spread will continue to be important to ensuring a sustainable and resilient koala population in Brisbane. Council is working with universities on research projects that contribute to koala conservation primarily by addressing key threats to koalas. This research will make a positive contribution to ensuring the longevity of healthy koala populations in Brisbane, and advance the knowledge and understanding of the species and their habitat. Managing our waste sustainably The Brisbane. Clean, Green, Sustainable 2017-2031 strategy outlines Council’s target to reduce domestic solid waste disposed to landfill to 250 kg per person per year by 2031. Given the current yearly average sits at 310 kg per person (as at June 2021), Brisbane must continue to make progress over the next decade to meet this goal. An increased recognition of the resources wasted through landfill disposal at a local, state and national level has culminated in a number of new Queensland and Australian Government waste reduction targets that exceed Council’s 2031 goal. While the level of government responsible for achieving these goals is not yet clear, Council must consider and plan for the potential pressure added to Brisbane’s waste management systems. Landfill poses numerous challenges in maintaining a sustainable waste management system. While Council harnesses methane created by our city’s decomposing waste – producing approximately 50,000 megawatt hours of green energy for Brisbane annually – uncaptured gas contributes to our city’s carbon footprint. Challenges are also found in the geographical location of landfills, as transporting waste large distances increases the amount of greenhouse gas emissions and reduces the sustainability of waste management system further. A more sustainable method is to manage waste locally and use organic waste to nourish our gardens and greenspaces where possible. To help reduce the amount of waste going to landfill, Council is investing in and innovating in Brisbane’s waste management processes. Recent actions include: • e ncouraging residents to recycle more at home by waiving the $30 establishment fee for green waste and larger recycling bins, and providing free access to a home compost rebate program • i nvesting in community awareness and education programs and campaigns to encourage waste behaviour change. With the average Brisbane household’s red lid (general waste) bin contents comprising of 15% recyclables, 29% green waste and 24% food waste, a large opportunity exists to reduce the amount of resources wasted through landfill. To meet increasingly ambitious waste targets, Council must harness this potential by investing in innovative solutions with our partners and contractors such as expanded green and organics services.
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PROGRAM 4
FUTURE BRISBANE The Future Brisbane program provides planning and growth management to ensure our city remains prosperous, well-designed, with a distinctive subtropical character. The program leverages the region’s climate and lifestyle attributes to ensure Brisbane remains a great place to work, live and relax.
What we do > C oordinate city and regional planning and infrastructure planning > D esign and deliver initiatives to enhance local identity > Plan and deliver precinct projects > Provide development assessment services > Promote and protect city character > Maintain and provide public artwork
Overview Council is planning carefully for growth and is maintaining the character of the city’s suburbs by focusing development around maintaining a friendly and liveable space for generations to come. The goal of the Future Brisbane program is to ensure that Brisbane has a distinct subtropical character and is well-designed, economically prosperous and remains a great place to work, live and relax. Through the program, Council plans for economic, employment and population growth while enhancing lifestyle opportunities by recognising and protecting heritage and character buildings, parks and the natural environment. Council is dedicated to engaging with the community to carefully plan for our future and ensure our city’s unique character is retained.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
DELIVERED MORE THAN 1012 TEMPORARY AND PERMANENT ARTWORKS ACROSS THE CITY
ADOPTED 7 NEIGHBOURHOOD PLANS
ASSESSED AN AVERAGE OF 4112 DEVELOPMENT APPLICATIONS PER YEAR
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
4.1 PLANNING FOR A GROWING CITY Maintain Brisbane’s prosperity, through sustainable population and employment growth, enhancing lifestyle opportunities and ensuring environmental outcomes through a modern and responsive land use planning and development framework for the city.
Recognise, support and encourage neighbourhood distinctiveness and identity in accordance with local needs and strategic objectives.
Undertake long-term planning that supports the efficient and timely delivery of infrastructure necessary to support and guide the growth of the city.
Work collaboratively with the Council of Mayors (SEQ) and the Queensland Government to benefit Brisbane and the SEQ region, providing the employment, cultural, commercial and social heart of a thriving region.
Provisioning to provide a range of attractive housing choices for Brisbane residents.
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MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
4.2 ENHANCING BRISBANE’S LIVEABILITY Ensure that communities are involved in planning for the future.
Create vibrant, distinctive places with a range of world-class amenities that contribute to an appealing lifestyle through policy development, capital works projects and partnerships to promote Brisbane as Australia’s New World City.
Maintain and provide new public art to improve the vibrancy of the city.
4.3 APPROVING QUALITY DEVELOPMENT Seek development outcomes that are right for the context, enhance the surroundings and are consistent with the strategic plan for the city and regulatory requirements.
Maintain a compliant and reasonable infrastructure charges system, including monitoring and reporting on infrastructure charges revenue and liabilities.
Make development assessment decisions in a timely manner while maintaining high-quality outcomes for the city.
Maintain and enhance Brisbane’s heritage and traditional building character.
Performance – key results and achievements 4.1 Planning for a Growing City Council is ensuring Brisbane remains a great place to live, work and relax. We are growing our city while maintaining the character of our suburbs, carefully planning for our future and focusing development around transport options. Delivery of a modern and responsive land use planning and development framework recognises and takes into account the aspirations of the residents of the city in the context of the South East Queensland region. Key results for 2020-21 • I mplemented actions from the Brisbane Industrial Strategy 2019 and launched for public consultation a revised draft Brisbane Industrial Strategy that responds to the evolving industry sector, including longer-term shifts resulting from the pandemic, emerging technologies, employment growth and investment opportunities. • D elivered a new Brisbane City Plan 2014 (City Plan) online system integrating City Plan text, mapping and online consultation into one easy to use platform for customers. • P rogressed research and targeted consultation on housing types to investigate options for diversity and choice for all residents in an evolving housing market. • P rovided advice to the Queensland Government on changes to planning legislation and on the implementation of the South East Queensland Regional Plan 2017 (ShapingSEQ), including representation on Reference Groups. • Completed one minor amendment to City Plan which resulted in updates to: » i nformation regarding Queensland Government declared Priority Development Areas and Flood overlay mapping » zones and overlays to reflect development approvals and Ministerial infrastructure designations. • Progressed six major amendments to City Plan, which will result in: » creating greater flexibility in operating hours for lower impact industrial uses » making it easier for new developments to include rooftop gardens
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» r eflecting the outcomes of the Camp Hill zone survey to change the zone to the Character residential zone and the Low density residential zone » protecting new Local Heritage Places and pre-1911 buildings » supporting the delivery of universal housing » e nsuring quality developments that fit in with surroundings and meet community expectations. • P rogressed a Planning scheme policy amendment which results in key changes to the infrastructure design planning scheme policy to ensure that the city’s infrastructure meets industry best practice and required Australian Standards. • Adopted three major amendments to City Plan to: » f urther protect the character and significant landscape trees of Lamb House, Kangaroo Point » e nsure multiple dwellings are well located to services and transport, and consistent with density expectations for the Emerging community zone » improve transport air quality standards » u pdate mapping, including commercial character buildings, significant landscape trees, streetscape hierarchy, traditional building character and waterway corridors.
FACILITATED 56 TRAFFIC SIGNAL BOX PAINTINGS THROUGH THE ARTFORCE BRISBANE PROGRAM
• P repared and publicly consulted on Council’s first amendment to the Local Government Infrastructure Plan and Long-Term Infrastructure Plan under the Minister’s Guidelines and Rules. • C ompleted eight infrastructure submissions for Council’s neighbourhood plans, the Urban Utilities Netserv Plan, Port of Brisbane draft Land Use Plan, Brisbane Airport draft Master Plan and Queensland Government plans for priority development areas. • E xecuted 53 Infrastructure Agreements to enable the delivery of key infrastructure assets to support growth and to incentivise strategically identified land uses.
EXECUTED 53 INFRASTRUCTURE AGREEMENTS TO ENABLE THE DELIVERY OF KEY INFRASTRUCTURE ASSETS
• I ncentivised 15 developments for community purposes by eligible community organisations through Infrastructure Agreements.
ANNUAL PLUMBING INSPECTIONS
• Delivered the Brisbane Green Buildings Incentive Policy to encourage the design of greener and more energy efficient buildings across Brisbane aligning with our vision for a world class, design-led city.
2020-21
2018-19
58,231
• E nsured Council’s full compliance with the January 2019 amendments to the Planning Regulation 2017, including the publication of all new public reports.
2017-18
58,515
• D elivered the new Infrastructure Charges Management System, creating an improved database, reporting and handling of infrastructure charges notices and infrastructure agreements. • P repared and published, in accordance with Queensland legislation, monthly releases of Council’s Infrastructure Charges Register, quarterly releases of Council’s Trunk Infrastructure Information Report, and the annual release of Council’s Infrastructure Charges Information Report.
51,133 51,960
2019-20
55,891
2016-17
51,279
2015-16 2014-15 2013-14 2012-13
43,800 40,678 42,317
To ensure plumbing and drainage work complies with current legislative requirements 0 10 Council 20 performs 30 40plumbing 50 60 and regulations, inspections on all permit work.
4 - PROGRESS AND PERFORMANCE
85 85
• U ndertook improvements to Council’s infrastructure charging policy, including the delivery of the Brisbane Infrastructure Charges Resolution (No. 10) 2021. • Released the City Reach Waterfront Master Plan to ensure the area continues to evolve into a world-class employment and lifestyle precinct. • R eleased Brisbane’s knowledge corridor: a framework for connecting people, places and ideas, and associated renewal strategies for Albert Street, Boggo Road, Exhibition, Roma Street and Woolloongabba. • C ommenced a review of the new City Centre Master Plan, to ensure it meets the need of our city, including developing an Interim Action Plan for the city centre that aims to strengthen the city centre economy in the wake of coronavirus.
4.2 Enhancing Brisbane’s Liveability Council is committed, in collaboration with the community, to its award-winning neighbourhood planning, urban renewal and urban design activities to facilitate vibrant liveable communities supported by a strong economy and local jobs. The resulting outcomes promote the efficient use and alignment of new and existing infrastructure and public assets, which builds upon community aspirations and values. Key results for 2020-21 • P repared and publicly consulted on the Bridgeman Downs Neighbourhood Plan draft strategy, including two information kiosks and review of community submissions. • P repared the Sandgate District Neighbourhood Plan draft strategy for Queensland Government review and public consultation. • P rogressed work on the Nathan, Salisbury and Moorooka Neighbourhood Plan draft strategy, including release for public consultation. • P rogressed work on the Eight Mile Plains Gateway Neighbourhood Plan draft strategy for Queensland Government review. • S upported the Better Suburbs Initiative Board in investigating opportunities for renewal of Brisbane’s suburbs. • D elivered the 2021 Virtual Brisbane base model, which enabled 3D data for more than 78 requests, including fly-throughs of the city centre and 3D modelling for significant development applications including Waterfront Brisbane. • Completed four creative lighting projects at Woolloongabba, Bulimba and the CBD. • Progressed work on Village Precinct Projects, including: » c ompleting three projects at Seven Hills, Darra and Sunnybank and commencing construction of a further two at Manly Harbour Village and Ashgrove West » c ompleting two Australian Government funded partnership projects and activations at Paddington and Wilston Village » d elivering six community engagement kiosks at Manly, Ashgrove, Paddington, Coorparoo and Camp Hill » c ompleting Stage 1 community engagement and site investigations for three new projects at Paddington, Camp Hill and Coorparoo » d elivering four project completion activation events at Paddington, Wilston, Sunnybank and Seven Hills, with planning commenced for an event in Darra in July 2021. • L aunched the BNE Local and Liveable program, delivering temporary public space activation across three locations at Nundah, Park Road and Ellen Grove. • D elivered one permanent artwork on the artwork platform at Brisbane Botanic Gardens, Mt Coot-tha. • C ontinued the Brisbane Canvas program across the city, delivering major artworks at Morningside and Toowong, and further artworks through sponsorship of the Brisbane Street Art Festival. 86
• Continued the Outdoor Gallery program, including: » s howcasing three major and one minor temporary artwork exhibitions comprising of 238 artworks » d elivering a new augmented reality (AR) treasure hunt throughout the city. This project was supported by the Queensland Government through Arts Queensland. • Delivered Botanica: Contemporary Art Outside at the City Botanic Gardens, showcasing a diverse and inclusive public program comprising of nine new site-specific artwork installations, activations, workshops and tours. Botanica was attended by more than 75,000 people. • D elivered the Artforce Brisbane program, with 56 traffic signal boxes and eight Energex pad-mounted transformers painted. • C ompleted 18 artwork restorations within Council’s Public Art Collection. • A chieved gazetted status for the Independent Design Advisory Panel by the Queensland Government.
4.3 Approving Quality Development Brisbane City Plan 2014 is Council’s plan for future development in Brisbane. It guides how land in Brisbane can be used and developed and is a significant tool to guide the city’s growth and foster economic development. Building and development in Brisbane is assessed in accordance with City Plan and seeks to retain and enhance Brisbane’s subtropical lifestyle, prosperity, maintain the character of our suburbs and protect our unique heritage, character and safety.
HOSTED MORE THAN 75,000 PEOPLE AT BOTANICA: CONTEMPORARY ART OUTSIDE
Key results for 2020-21 • Received 4958 development applications for assessment. • T he Lord Mayor’s Universal Housing Design Incentive led to three pre-lodgements and 14 applications (seven subsequently approved) where the proposed development includes units designed to meet the gold and/or platinum level of design criteria identified by Liveable Housing Australia. • The Brisbane Green Building Incentive Policy led to eight enquiries and 11 pre-lodgements, within 11 months of release. • C ontinued to provide efficient and effective development regulation including completion of: » 4035 Siting Variation applications » 1658 Planning and Development Certificates » 51,133 plumbing inspections » 1 389 operational work and compliance assessment applications » 1 623 audit inspections ensuring conditions of development approvals are complied with during construction. • M aintained Council’s Backflow Register with 39,789 backflow devices listed on the register for annual renewal.
COMPLETED 18 ART RESTORATIONS
DEVELOPMENT APPLICATIONS LODGED ANNUALLY 4958
2020-21
4257
2019-20 2018-19
4298
2017-18
4358
4504
2016-17
4484
2015-16
4100
2014-15 2013-14 2012-13
4425
3205
2011-12 3089 seeking Number of applications received
approval for development within 2010-11 3186 Brisbane.
2009-10
3428
0 10AND PERFORMANCE 20 30 4 - PROGRESS
40 87 87
50
• P lanning information officers responded to 21,992 telephone enquiries on a range of topics including carports, house extensions, multiple dwellings and subdivisions. • H eld 42 Talk to a Planner events at various locations across Brisbane, with 478 attendees. • H osted four Planning and Development Industry Forums with 326 attendees, providing an opportunity to engage with customers within the industry on key topics throughout the year. • T he Independent Design Advisory Panel completed 15 reviews, including: » 12 major project reviews » one significant project review » two DesignSMART project reviews. • T he Heritage Advisory Committee reviewed 18 proposed Local Heritage Places, including four nominations for Local Heritage Place listings on the Heritage overlay. • P rovided advice to the Queensland Government on heritage legislation, including representation on the Queensland Heritage Advisory Panel. • M aintained and enhanced Brisbane’s heritage and traditional building character by: RESPONDED TO 21,992 TELEPHONE PLANNING ENQUIRIES
» d elivering two new Local Heritage Place Trails for Banyo and Nudgee, and Coorparoo and Holland Park » c ommencing essential repair and maintenance processes for three Local Heritage Places » p rotecting the awnings and balconies over footpaths associated with 138 Local Heritage Places. • R esponded to 1260 heritage enquiries, including conservation and maintenance advice on Local Heritage Places, heritage requirements, heritage trail and other enquiries of a heritage nature.
PROGRESSED 5 VILLAGE PRECINCT PROJECTS
• I mplemented a range of new planning and building economic recovery initiatives, including: » a dedicated House and Homes assessment team with prioritised assessment » a new building and construction hotline, 133 PLAN » a n automatic extension of time for eligible existing development approvals » f aster assessments for a request to change a development approval.
HELD 42 TALK TO A PLANNER SESSIONS
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Challenges Balancing economic stimulus with the needs of our community To retain and enhance Brisbane’s enviable lifestyle, Council must balance the evolving needs of our city’s growing population with sustainable planning that prioritises the needs of the community. This includes maintaining affordability, protecting traditional building character and improving amenity to ensure residents are close to the services they need and the lifestyle and leisure options they want. As the coronavirus pandemic disrupts the way people work and live, many are re-thinking their living arrangements, and in turn, their priorities when it comes to a well-designed city. As more people choose to make Brisbane home, with Brisbane recording the largest net-migration among Australia’s capital cities for the December 2020 quarter, the impacts extend beyond households and into the way that different industries provide jobs, deliver services, housing and ways to carry out business, and shape the future of our city. The building and construction industry is of paramount importance, as it lays the foundations that support population growth and local businesses. As Brisbane’s third largest industry with more than 16,500 registered businesses as at June 2020, the construction industry is also one of Brisbane’s major employers. As all levels of government turned to stimulus to aid economic recovery, Council rapidly rolled out a range of new initiatives aimed at supporting and stimulating the building and construction industry, with go-live dates as early as July 2020, including reduced development application fees and increased customer service for the development industry. These initiatives supported more than 9000 additional Brisbane-based jobs, secured a pipeline of additional jobs and economic development opportunities, and aligned with other government incentives such as the Australian Government’s HomeBuilder Scheme. Despite concerns for the industry during the height of the pandemic, as a result of the initiatives and other factors such as low interest rates, Council recorded a 13.9% increase in development approvals between 1 July 2020 and 28 February 2021 in comparison to the same period in 2019-20. Although stimulus offers quick targeted support to prevent the immediate negative impacts to industries, the wider economy and livelihoods, Council must also consider, and balance, the long-term effects of development and growth. Where activity is targeted now will need to shift from immediate relief to considering the long-term future, as community needs, growth patterns and lifestyle expectations change. While the pandemic’s long-term impact on the living and lifestyle needs of our community is not yet fully understood, early trends indicate that neighbourhood composition is now a primary factor in deciding where to live. Having a neighbourhood centre within a short walking distance that offers cafes, and small retail, combined with proximity of open greenspace, is a key factor in choosing a home. As working from home arrangements become commonplace, features that improve a home’s comfort, such as yards, patios and studies are also in high demand to meet residents’ long-term needs. Council will continue to assess its policies, initiatives and incentives, such as the Green Buildings and Universal Housing Design incentives, to deliver sustainable planning that supports our community into the future, including the prioritisation of greenspace, vibrant neighbourhood planning and an informed mix of housing options.
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What we do > E nsure community resources, services and facilities are accessible and inclusive > C reate active and healthy opportunities for the community
PROGRAM 5
LIFESTYLE AND COMMUNITY SERVICES Council will continue to create new lifestyle and leisure opportunities to benefit all residents and visitors to our city.
> P rovide festivals and events that celebrate community spirit > C oordinate activities and services for high-need communities > Encourage thriving arts and culture > S upport community, sport, recreation and cultural clubs and facilities > Manage city venues > P rovide libraries and library services to our informed community > P reserve and maintain City Hall and King George Square precinct > Provision of cemeteries > Community engagement activities > C ustomer service delivery and customer experience
Overview Brisbane is a vibrant, 24/7, liveable and inclusive city with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities. The Lifestyle and Community Services program ensures that everyone in Brisbane can access relevant community resources, services and facilities. Opportunities are created for residents to be active, informed and involved in the community. The program provides: • c itywide and locally focused facilities, events, festivals and activities that celebrate and strengthen our quality of life and community spirit • o pportunities for residents to access information and learning, recreation, sporting, artistic and cultural pursuits • c oordinated activities and services for high-need communities. The program is implemented in partnership with other government stakeholders, businesses and not-for-profit organisations.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
COMPLETED REMEDIATION WORKS AT 67% OF COMMUNITY SPORTS FIELDS
INCREASED POOL PATRONAGE BY MORE THAN 53%
DELIVERED 75,815 FREE OR LOW-COST SESSIONS THROUGH THE ACTIVE AND HEALTHY PROGRAM
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
5.1 THRIVING ARTS AND CULTURE Maintain resident satisfaction with Council’s provision of arts and cultural events.
Support high-quality, accessible festivals that celebrate Brisbane’s diverse culture, arts and creativity, which will attract more than two million attendees.
5.2 LIBRARIES FOR AN INFORMED COMMUNITY Enable full use of library collections, programs and services through take-up of library membership.
Achieve 90% or higher customer satisfaction rating with Council’s library services.
Preserve and manage the corporate memory of Council and the historical record of the city for the people of Brisbane.
Provide a range of literacy and reading programs which engage children and their parents and carers.
Council’s libraries will have six million visits each year.
+
350,000 people will attend learning and cultural programs at libraries each year.
+
Ensure residents have the opportunity to access high-quality internet services via Brisbane libraries’ public Wi-Fi network.
Provide access to library meeting spaces to enable and encourage groups to connect, learn, share and explore knowledge, skills and new ideas.
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MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
5.3 ACTIVE AND HEALTHY COMMUNITY Brisbane’s community is satisfied with Council’s provision of fitness and recreation activities.
Brisbane has many places for play, sport and exercise and promotes a healthy lifestyle for residents.
Provide support to sporting and recreation clubs leasing Council properties.
5.4 SOCIAL INCLUSION Council provides services and facilities that are accessible for all people regardless of physical ability, background and circumstance.
Community organisations value Council’s provision of services to Aboriginal and Torres Strait Islander communities, young people, seniors, people with disability, the homeless, multicultural communities and refugees.
Brisbane residents feel a sense of belonging to their community.
5.5 COMMUNITY SPORT, RECREATION AND CULTURAL FACILITIES Council’s community leased facilities are fit-for-purpose.
Council’s sports fields and hard courts are safe, playable and sustainable.
Provide support and guidance to community lessees to achieve sustainable business outcomes to deliver community benefits.
Community lessees are satisfied with Council’s management of sport, recreation and community facilities.
The Brisbane Powerhouse is a key destination for visitors to participate in the culture of our city.
5.6 CITY ICONS AND VENUES City Hall will maintain its presence as the ‘People’s Place’.
Maintain patronage of two million people per year for Council pools.
Provide the community with access to a modern community halls network.
5.7 BRISBANE CITY CEMETERIES Deliver quality and cost-effective cemeteries and crematoria reflecting the diversity of Brisbane residents.
5.8 COMMUNITY ENGAGEMENT Residents rate Council as being good or excellent in providing residents with opportunities to participate in consultation about issues affecting Brisbane.
Council provides the community with information on its programs, plans, policies and activities and provides good quality information that meets the needs of the community.
The community believes that Council understands their needs.
Residents and businesses feel that Council is dedicated to customers.
5.9 CUSTOMER SERVICE DELIVERY
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85% of businesses and residents surveyed agree that it is easy to get in contact with Council.
Council meets the service standards of our Customer Charter.
83% of residents and businesses surveyed are satisfied with Council’s service delivery (across all channels of contact).
Performance – key results and achievements 5.1 Thriving Arts and Culture A community that is innovative, creative and provided with opportunities to actively participate in the cultural life of our city. Key results for 2020-21 • M ore than 13,500 people attended the weekly Gathering program in Queen Street Mall, showcasing Aboriginal and Torres Strait Islander arts and cultural performances. • T he Lord Mayor's Seniors Christmas Parties delivered a total of 25 shows, including an additional 15 shows to ensure guests were still able to attend due to coronavirus social distancing requirements, with 9600 attendees across the whole program. • M ore than 3000 people enjoyed the Lord Mayor’s Christmas Carols at Riverstage. • M ore than 12,500 people enjoyed the weekly Lord Mayor’s City Hall Concerts. • H osted 99 Bands in Parks concerts at parks across Brisbane, with more than 9400 attendees. SUPPORTED 83 FESTIVALS AND EVENTS ACROSS BRISBANE
• D elivered 32 events across 16 Brisbane suburbs as part of the BrisAsia Festival 2021, with more than 10,000 attendees. All events were at 100% capacity and many sold out before opening. • S howcased 11 local artists who are recognised nationally and internationally through the Indigenous Art Program, featuring guided tours of the Outdoor Gallery, workshops and artist talks. • D elivered 19 Outdoor Cinema in the Suburbs events, with more than 6250 attendees
FACILITATED 180 YOUTH WEEK EVENTS AND ACTIVITIES
• D elivered Valley Fiesta over three days with 7850 people attending 113 acts across 15 live music venues in Fortitude Valley. • A chieved 84% resident satisfaction with Council’s arts and cultural facilities and events. • P rovided funding support for 83 signature city, suburban, multicultural and sponsored festivals and events across Brisbane, with more than 2 million residents and visitors in attendance.
NUMBER OF CUSTOMERS SURVEYED ANNUALLY 32,667
2020-21
29,804
2019-20 22,140
2018-19 2017-18
3375
2016-17
3112
2015-16 Brisbane’s residents, visitors and businesses have more opportunities to have their say about their experiences 2014-15 when interacting with Council. Understanding customers helps Council 2013-14 to design services that meet changing community expectations. 0
5
10
15
20
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25
30
93 93
35
5.2 Libraries for an Informed Community Brisbane’s libraries provide access to information and opportunities for learning, recreational reading and cultural activities. They are integral to an inclusive, liveable and prosperous city. Key results for 2020-21 • P rogressed works to extend the Carindale Library by an additional 460 square metres, delivering new quiet rooms and a flexible program space and maker space. • C ommenced planning and design for the new Everton Park Library, and Inala and Zillmere library refurbishments. • Removed holds and overdue fees to improve library collection access. • Hosted 3.5 million visits to Council libraries. • Facilitated more than 30,000 hours of library meeting room usage. • P rovided and managed a total of 9.17 million loans and downloads from the library collection, including more than 2.8 million digital loans and downloads. • D elivered library programs and outreach activities in-branch, online and into communities to more than 200,000 attendees, such as school holiday programs, writing workshops and English Conversation groups. • Issued more than 14,000 temporary digital memberships. • More than 47,000 residents downloaded the new library app. • M aintained expanded eligibility requirements for the Home Library Service, continuing to deliver inclusive library services to more than 950 Brisbane residents. • M ore than 13,000 residents attended Council’s First 5 Forever children’s storytime sessions in parks across Brisbane through Council’s Pop up Library. • D elivered technology learning sessions through the Tech Connect Direct for Seniors project, supported by the Queensland Government, Telstra and the State Library of Queensland via a Tech Savvy Seniors Grant.
5.3 Active and Healthy Community Brisbane is an active and healthy city with high-quality facilities and programs providing a range of lifestyle and leisure opportunities. Key results for 2020-21 • D elivered 5583 free or low-cost health and fitness activities for people of all ages in more than 100 parks through the Active Parks program, with more than 60,600 participants. • C ontinued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD‘n’Kids programs to more than 48,800 participants across 3639 activities. • D elivered 558 school holiday activities to 4690 young people aged up to 17 years through the Chillout program. • C ontinued to partner with the Heart Foundation to implement the Heart Foundation Walking program, with more than 24,800 residents taking part in scheduled walks. • P rovided funding support for 102 community organisations to implement water efficiency initiatives under the Resilient Clubs Support Program.
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5.4 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 2020-21 • I mplemented eight actions and commenced a further 34 actions from A City for Everyone: Inclusive Brisbane Plan 2019-2029. • P rovided $1 million in grant funding to seven recipients through the Pathways out of Homelessness Grant Program to provide new, innovative and sustainable solutions to address the growing community issue of homelessness. • R ecommenced the Brisbane Greeters program, delivering 597 free tours to 1572 guests. • I nvested more than $4.2 million to improve the accessibility of 10 community facilities, including community halls, pools and leased facilities. • D elivered Homeless Connect in May, where more than 660 guests accessed a range of free services, including health checks, haircuts and meals. • M ore than 31,000 one-way passenger trips were booked through Council Cabs.
SUPPORTED 102 COMMUNITY ORGANISATIONS TO SAVE ON WATER COSTS
• E nrolled 76 Year 10 students in the 2021 Lord Mayor’s Youth Advisory Council, representing a record number of schools. • F acilitated Youth Week 2021, with more than 180 events and activities, 250 young people involved in planning, performing and volunteering, and 25 partnerships with community groups. SUPPORTED 142 COMMERCIAL ACTIVITIES IN PARKS
• P artnered with four Aboriginal and Torres Strait Islander community organisations to deliver the Black Diamonds Community Partnership Assistance Scheme, which hosted more than 700 participants at six activities.
5.5 C ommunity Sport, Recreation and Cultural Facilities Brisbane residents have access to a broad range of well-managed, high-quality community facilities that provide safe and diverse sporting, recreational, social and cultural opportunities. Key results for 2020-21 • A ssisted 661 community facility lessees by providing more than six months of rent relief. • P artnered with Northern Suburbs District Cricket and Cricket Australia by delivering $1 million to establish the National Cricket Campus at Shaw Park, Kalinga. • P artnered with Virginia United Football Club to support construction of their new community facility.
ANNUAL NUMBER OF E-BOOK LOANS AND DIGITAL DOWNLOADS 2020-21
2,818,635 2,523,462
2019-20
2,024,152
2018-19
1,740,341
2017-18 2016-17 2015-16 2014-15
1,555,504 1,293,554 935,291
2013-14 655,089 E-book loans and downloads from the digital library collection have continued to 0 500 1000 1500 2000 2500 grow in 2020-21.
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95 95
3000
• C ontinued to maintain the safety and amenity of community facilities, including: » c ompleting structural and roof repairs at eight community facilities including the Silk Shed Studio, Toowong, Salisbury Senior Citizens Association, Salisbury, and Waterloo Bay Leisure Centre, Wynnum » c ompleting building improvements at community facilities, including service upgrades at Argyle Street, Albion, and a new building maintenance shed at Whites Hill Reserve, Camp Hill » c ompleting pre-leasing works at eight community facilities in partnership with the Australian Government. • C ontinued to maintain the safety and playability of community sports fields and hard courts by: » c onducting electrical safety audits on approximately 110 community leased sports fields, and completed electrical upgrade works at 65 of these sports fields in partnership with the Australian Government » c ompleting turf remedial works at 550 sports fields across Brisbane » c ompleting sports field condition testing on more than 550 sports fields across Brisbane MORE THAN 4 MILLION PEOPLE VISITED COUNCIL’S 22 POOLS
» d elivering minor hard court refurbishment works including resurfacing courts at Western Districts Netball Association, Graceville, and drainage improvement works at C.J. Greenfield Complex Park, Richlands.
5.6 City Icons and Venues Council’s iconic City Hall is fundamental to the city’s identity, government, cultural and community life. City Hall is a heritage building that Council has preserved for current and future generations. Brisbane’s city venues provide the community with access to a range of cultural and recreational facilities that contribute to the active, cultural and educational lives of Brisbane residents. HOSTED 3.5 MILLION VISITS TO COUNCIL LIBRARIES
Key results for 2020-21 • H osted more than 355 civic and community events at Brisbane City Hall and King George Square, including: » City Hall lunchtime concerts » Lord Mayor's Seniors Christmas Parties » Christmas light projection » Dance for Daniel » Anzac Day Parade.
FACILITATED 60 COMMUNITY AND STAKEHOLDER ENGAGEMENT ACTIVITIES
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• M useum of Brisbane held 1098 City Hall tours with 2965 people attending. 19,399 people attended Clock Tower tours and 109 people attended organ tours. • R eceived more than 19,968 individual bookings for the 29 hireable community halls across the city. • C ompleted the refurbishment of various community halls and facilities including Sandgate Town Hall, Sandgate, C.J. Greenfield Community Hall, Richlands, and Sunnybank Synthetic Sports Field amenities, Sunnybank.
• M ore than 4 million people visited Council’s 22 pools, representing a 33% increase when compared to 2019-20. This included more than 1.1 million people participating in Learn to Swim, squads and school programs. • M ore than 53,000 patrons attended shows in the Cosmic Skydome at the Sir Thomas Brisbane Planetarium. • More than 116,000 golfers played rounds at Victoria Park Golf Course and St Lucia Golf Links.
5.7 Brisbane City Cemeteries Operate cemeteries, crematoria, non-denominational chapels, memorial walls and gardens. Key results for 2020-21 • C ontinued to maintain and manage more than 200 hectares of lawn and gardens across 12 cemeteries. • D elivered new facilities at Mount Gravatt Cemetery, including a works depot, and fuel and chemical storage. • Completed renovations to the Hemmant Cemetery and Crematorium Customer Service building. • C ontinued funeral streaming services to assist those who were unable to attend services in person. • Developed future burial and ashes memorial areas across Council’s cemeteries.
5.8 Community Engagement Council engages customers to better understand their needs and provides opportunities for residents to actively and meaningfully participate in decisions that affect their lives and the future of Brisbane. Council recognises the importance of engaging with customers and the community to understand who they are, what they want, and how they value Council’s products and services. Key results for 2020-21 • S upported 60 community and stakeholder engagement activities and events, engaging more than 27,000 people through face-to-face and online community engagement. • C ontinued to provide Council’s online engagement hub, Your City Your Say, encouraging the community to get involved and engage with Council, through more than 31,600 unique online visits and more than 1500 new registrations. • Maintained high satisfaction ratings from customers. » 89% said they received timely service from Council » 76% agreed working with Council was easy » 84% said Council delivered a quality outcome for them » 86% overall satisfaction with Council’s service » 3 2,667 customers chose to provide feedback about their experiences with Council when they interacted with us » 3 9% contacted Council to make community reports, enabling Council to provide services that benefit the whole community.
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5.9 Customer Service Delivery This service promotes proactive customer focused behaviour to build capability across Council so employees in every role and at every level of the organisation are energised and proud to work with customers. Activities in this service include: » delivering a customer focused learning and development program » i dentifying, analysing and prioritising areas of customer dissatisfaction and customer focus issues » identifying options for improved customer and business solutions » d eveloping, reviewing and refreshing channel management strategies and channel migration. Key results for 2020-21 • Council's Contact Centre maintained high satisfaction ratings from customers. » 94% overall satisfaction with the service provided by Contact Centre consultants » 98% agreed consultants provided courteous service » 96% agreed consultants were knowledgeable with the information provided » 94% agreed it was easy to get in contact with Council » 86% said Council took a sincere interest in helping them » 84% thought Council is open and honest in our dealings with them. • Supported 142 commercial activities in parks to activate our city. • Issued 39 Gourmet Food Trucks approvals. • Approved 437 filming approvals through Council's 24/7 Business Hotline. • P romoted 182 not-for-profit organisations, community and cultural events and awareness campaigns by lighting up Council assets.
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Challenges Creating community through libraries Council’s libraries are important to people’s lives. They are safe, trusted, welcoming places in local communities which enhance community cohesion, reduce social isolation, build digital inclusion and foster a smart and prosperous city. Attracting millions of visitors each year, Brisbane’s libraries play an integral role in building an informed, strong and inclusive city, providing many opportunities for residents to learn, share and connect. Social fragmentation and isolation are growing issues in modern society, influenced by factors such as increasing single-person households, modern busy lifestyles and increased reliance on technology impacting on personal relationships. Seniors can be particularly impacted, including those who are living alone or less mobile. In addition to being more isolated, this group is also more likely to be digitally excluded, facing barriers to online participation or lacking the knowledge, skills and confidence to live well in a digital world. The coronavirus pandemic has accelerated these trends, restricting the way we interact with each other and our communities, and reducing opportunities for social interaction. A 2020 nationwide survey of library users revealed that after book borrowing, social interaction was the biggest loss felt by the community during the public library lockdown, with 40% of respondents missing being around other people. Impacts on digital inclusion were also experienced, with more than one in 10 users missing accessing the internet at their local library. While Council quickly adapted to roll-out digital services, the nature of these services can create inclusivity issues, with the community’s most vulnerable residents, including seniors, often unable to access or use the necessary technology. Diversification of services is essential to give all residents the best opportunity to access and enjoy libraries and reduce social isolation. Council has already made significant achievements in this space by expanding Home Library Service eligibility requirements to support our city’s most vulnerable residents, retaining broader opening hours, removing holds and overdue fees, and resuming vibrant in-library events, while taking services beyond the library walls and into the community via library outreach programs. In 2020-21 the Tech Connect Direct for Seniors project sought to address digital inclusion and social isolation in targeted communities across Brisbane. Supported by the Queensland Government, Telstra and the State Library of Queensland through a Tech Savvy Seniors Grant, the project delivered technology learning sessions to build residents’ knowledge, skills and confidence. In addition to skill building, the sessions resulted in greater awareness and knowledge of Council’s library services among participants and the establishment of new relationships and networks between libraries and community groups. Subsequent library visits by participants to seek further assistance has shown the sessions have provided a valuable bridge for residents to connect to their local library and the learning and social opportunities on offer. The project’s success also provides further opportunity to extend to other Brisbane communities as part of ongoing outreach learning programs. Council remains committed to ensuring our local libraries remain vibrant places for connection, learning and sharing in communities across the city, delivering rich in-person experiences while ensuring digital library services continue to meet modern needs. This requires ongoing commitment to improve hybrid services, in-library, online and beyond the branch, to deliver to the heart of communities with experiences that matter.
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PROGRAM 6
COMMUNITY HEALTH AND SAFETY Brisbane is an inclusive, sustainable, prosperous and liveable city and Council is committed to ensuring it is recognised as a customer focused organisation that is dedicated to the health, safety and amenity of Brisbane’s growing community.
What we do > Manage domestic animals > Animal rehoming services > Mosquito and pest management > Community health services > Maintain Brisbane’s amenity and streetscapes > Community immunisation services > Public safety > Graffiti management and removal
Overview The health and safety of Brisbane residents and visitors is of great importance to Council. To provide a city that is safe and healthy, Council offers a diverse range of services including immunisation for infants, children and seniors, as well as maximising amenity and safety in our public spaces and facilities. The program enforces food safety requirements to protect public health, as well as administering animal management legislation to promote responsible pet ownership. In a subtropical climate, it is vital to provide effective programs to control mosquitoes and other pests that carry diseases which can affect humans. Council also delivers pest management services to minimise the impact that nuisance pests have on the community’s enjoyment of Brisbane’s outdoor lifestyle.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
REMOVED 211,854 INSTANCES OF GRAFFITI FROM COUNCIL AND COMMUNITY ASSETS
INCREASED DOG REGISTRATION BY 7%
CONDUCTED 21,850 EAT SAFE BRISBANE AUDITS ON FOOD BUSINESSES
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
6.1 MANAGING ANIMALS Improve community health and safety outcomes by increasing the number of registered dogs.
6.2 COMMUNITY HEALTH Reduce the risk of transmissible diseases in the community by providing accessible vaccination services for Brisbane’s at-risk population.
Minimise vector-borne disease by treating all identified mosquito and pest breeding areas.
Assess more than 1400 properties with a regulated swimming pool, for compliance with pool safety laws every year.
Maintain a 24/7 response capability for urgent matters of public health and safety.
Licence, audit and educate all food businesses, including promotion of their Eat Safe rating, to provide food safety information to the community.
6.3 PUBLIC SAFETY Maintain a high level of safety in the community through safety audits and educational activities.
Graffiti incidents will be removed in five business days and offensive graffiti removed within 24 hours.
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Performance – key results and achievements 6.1 Managing Animals Council will facilitate and promote responsible pet ownership across Brisbane. Key results for 2020-21 • Registered 111,306 dogs. • R eunited 1602 lost pets with owners, and rehomed 1666 animals at Council’s two Animal Rehoming Centres in Willawong and Warra. • C ontinued investment and essential upgrade works at Council’s two Animal Rehoming Centres, including a new kennel facility to improve capacity and a retail-style shopfront and pet interaction area to promote animal adoptions. • D elivered Pets and People Education Program sessions in partnership with the Australian Veterinary Association to 889 students at 11 schools.
6.2 Community Health Council will protect and enhance the health of Brisbane’s residents. Key results for 2020-21 • Responded to 705 food-related public health and safety complaints. • Conducted 3158 inspections of Brisbane food businesses, resulting in: » 87% of licensed food businesses being rated three stars and above » 52 successful prosecutions of Food Act 2006 breaches. • L aunched the Guide to Food Licensing program, hosting 146 free 20-minute sessions to help local food businesses and prospective food business operators understand their food safety requirements under the Eat Safe Brisbane Scheme. • W aived $3.7 million in food business licensing fees, assisting Brisbane’s economic recovery from the coronavirus pandemic. • R esponded to 176 requests for health-related permit or technical advice for personal appearance services such as beauty salons and tattoo and body piercing studios. • C arried out 1733 inspections on 1302 properties to ensure compliance with pool safety laws, resulting in 99% of Brisbane pools inspected being free of major non-compliances with pool safety standards. • M onitored and managed more than 2500 ground-based mosquito breeding sites and treated 18,985 ha of saltmarsh breeding sites through 12 aerial treatments to reduce the risk of mosquito-borne illness. • D elivered an extensive immunisation program, providing convenient vaccination services to reduce incidence of disease, including vaccinating 6000 residents through 540 community immunisation clinics.
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6.3 Public Safety Supports Council in making Brisbane a city that is safe for residents, businesses and visitors. Key results for 2020-21 • Conducted more than 41 safety audits and inspections using Crime Prevention Through Environmental Design principles, to improve safety and deter anti-social behaviour.
HOSTED 146 FREE GUIDE TO FOOD LICENSING SESSIONS
• P rovided front line responses via the Rapid Response Group to 17,028 high-risk community complaints and incidents. • R esponded to more than 55,984 complaints relating to city safety. • R esponded to more than 1953 amenity complaints on issues such as waste bins, shopping trolleys and unkempt properties. • I nvested $3.2 million into Council’s Taskforce Against Graffiti, ensuring the timely removal of graffiti vandalism across the city. • A ctioned 33,330 graffiti incidents, of which 1658 were offensive, resulting in 62,193 tags removed across 49,323 square metres.
REUNITED 1602 LOST PETS WITH OWNERS
• P rovided intelligence to Queensland Police Service for the prosecution of 234 offenders for 5624 graffiti and vandalism related offences. • Delivered 10 graffiti education events to 959 school students.
REHOMED 1666 ANIMALS AT COUNCIL’S TWO ANIMAL REHOMING CENTRES
TOTAL NUMBER OF REGISTERED DOGS IN BRISBANE 2020-21
111,306
2019-20
107,999
2018-19
106,975
2017-18
107,328
2016-17
103,560
2015-16
101,005
2014-15
99,068
2013-14
97,518
With a growing pet population across the city,0 Council continues to invest in100 20 40 60 80 initiatives and campaigns to encourage dog registration.
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Challenges Supporting Brisbane food businesses Brisbane’s food industry is integral to the city’s enviable lifestyle and economy, creating a world-class city to live, work and play. Council plays an important role in protecting and enhancing community health by reducing the risk of exposure to public health risks. This includes supporting Brisbane’s 8000 licensed food businesses in maintaining high standards of food safety, and responding and managing public health risks for residents and visitors. The coronavirus pandemic has seen the biggest threat to public health in a century, causing widespread disruption to the way we live and do business. As an industry traditionally reliant on face-to-face patronage and high consumer confidence in safety, Brisbane food businesses have faced some of the toughest challenges, with the coronavirus pandemic having a profound impact on the way they do business. In turn, the rapidly changing situation has had significant financial and operational implications for food businesses. Brisbane’s food businesses were forced to adapt their business models in order to remain viable, with many businesses offering take-away and home delivery for the first time and reconfiguring their shops to adhere to social distancing requirements. This change was demanded at a time when many food businesses were facing financial hardship from reduced patronage, made worse by travel restrictions and border controls. To keep Brisbane’s food industry in business while maintaining community health and safety, Council introduced a range of new recovery initiatives. In March 2020, the Lord Mayor announced Council’s immediate response to the pandemic, including a business fee relief package which supported Brisbane’s businesses in 2019-20 and was later extended to December 2020. More than $9.7 million of relief was provided for more than 13,000 Brisbane businesses, with more than half of this relief targeted at supporting food businesses. To further support food businesses and economic recovery in Brisbane, Council fast-tracked targeted red-tape reduction initiatives, streamlining assessment for new low-risk food business applications. This greatly improved assessment and permit approval timeframes, removing many barriers for new businesses looking to enter the Brisbane food business market at a challenging time. While supporting Brisbane food businesses through economic recovery initiatives, Council must continue its vital regulatory role in keeping Brisbane a safe place, free from public health risk or concern. In collaboration with the Queensland Government, Council played a fundamental role in educating and supporting food businesses through changing and evolving restrictions such as social-distancing requirements, while taking a firm stance on maintaining high standards of food safety. This was primarily done through engagement and education with business owners, delivering more than 2300 proactive inspections to educate operators of the importance of good food hygiene and managing coronavirus measures within their establishments. As Brisbane looks ahead, Council must remain adaptive and consider what these changes mean for our food industry in the long-term. Council will continue to follow industry best practice while looking for opportunities to reduce regulatory burden on Brisbane businesses, supporting the industry to grow and thrive in a way that protects public health and Brisbane’s social lifestyle.
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PROGRAM 7
ECONOMIC DEVELOPMENT Council is building Brisbane’s economy and creating new and innovative jobs, while strengthening the city’s reputation as a global lifestyle, business and investment destination.
What we do > H elp make Brisbane Australia’s most small-business friendly city > S upport the attraction and retention of investment and jobs to Brisbane > S upport local precincts and small-to-medium business activities > P rovide precinct management for the CBD and Fortitude Valley > Implement Brisbane's Economic Development Plan 2012-2031 > E nsure the long-term economic development of Brisbane > P romote Brisbane as a desirable place to work, operate a business and visit > E xplore new data and technology solutions to make the city more prosperous > B enchmark Brisbane across a range of indicators to measure city performance and quality of life
Overview Council is building Brisbane’s economy and creating new and innovative jobs, while strengthening the city’s reputation as a global lifestyle, business and investment destination. To ensure Brisbane can meet its full potential for economic growth and job creation, this program will continue to focus on small business development, and bringing skilled workers and visitors to Brisbane. Building data literacy, ensuring digital readiness and encouraging innovation is vital for a strong, resilient economy. The program will continue Council’s focus on data and analytics, to understand more about our city, identify opportunities for improvement and enhance our urban services.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
DELIVERED 40 NETWORKING IN THE SUBURBS EVENTS
RELEASED MORE THAN 900 OPEN DATA DATASETS
SUPPORTED 101 MAJOR EVENTS FOR BRISBANE
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
7.1 GROWING BRISBANE’S ECONOMY Brisbane will be a city where it is easy to do business and will be responsive to business needs.
Brisbane will support the growth and longevity of small and medium enterprises.
7.2 ENABLING ECONOMIC GROWTH Capital investment will support Brisbane’s projected growth.
Brisbane will have the necessary digital capability to support a growing digitally-enabled economy.
Brisbane businesses have improved access to economic information for decision-making.
7.3 THRIVING SUBURBS AND BUSINESSES Brisbane will provide support and opportunities for small and medium-sized enterprises.
Brisbane businesses receive support to grow their business linkages and export opportunities in Asia.
7.4 DELIVERING WORLD CLASS ECONOMIC PRECINCTS Brisbane will have a vibrant, world-class city centre which is the retail epicentre of the city and an attractive destination for residents, workers and investors.
7.5 BRISBANE ECONOMIC DEVELOPMENT AGENCY
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Brisbane will strive towards being Australia’s New World City and be a globally significant, regionally connected and vibrant metropolis.
+
Grow the number of major events to bring increased delegate visitor days to the city.
+
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
Skilled workers think that Brisbane is a desirable place to work.
Continue to support Brisbane’s intake of international students.
+
Performance – key results and achievements 7.1 Growing Brisbane’s Economy Facilitate strategies and activities to attract new business investment and generate new and innovative jobs for Brisbane. Key results for 2020-21 • D elivered the Lord Mayor’s Business Forum and 10 Lord Mayor’s Business Excellence Workshops, with more than 298 attendees. • D elivered six Skills Shot Business Workshops with 194 attendees to develop business skills in the areas of grant writing, social media and e-commerce. • D elivered one business and one industry workshop to share economic data utilised to monitor the city’s economy throughout the pandemic and discuss opportunities for city’s recovery. • S tood up targeted economic analysis to support the identification and implementation of citywide recovery initiatives.
7.2 Enabling Economic Growth In the face of rapid population growth, changing economic conditions and technological advancements, Council will ensure that appropriate projects are identified and prioritised, and that Council’s regulatory frameworks and policies are responsive and enabling. Key results for 2020-21 • Released more than 600 datasets through Council’s Open Data website. • E stablished the City Analytics team to provide insights from data to help answer questions about our city and its services. • M onitored and reported on CBD economic and movement patterns to analyse impacts and recovery trends following periods of increased coronavirus restrictions. • P ublished the Brisbane Economic Profile providing an overview of the city’s key economic and demographic statistics including population, employment, tourism and business.
7.3 Thriving Suburbs and Business Build an enterprise culture to enable businesses to develop skills and networks to drive growth and activate local business areas. Key results for 2020-21 • Delivered the first Brisbane Business Summit with more than 300 business owners in attendance. • C oached and mentored 13 established social enterprises as part of the Stronger Social Enterprise program. • S upported 64 emerging creative entrepreneurs in the Maker Entrepreneurship Program, which assists participants in monetising their work. • B usiness Liaison Officers proactively visited more than 6377 businesses to provide information on available Council business support and opportunities.
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• A warded 12 grants to businesses to revitalise their suburban shopfront façades as part of the Shopfront Improvement Program. • A ctivated nine empty shopfronts as part of the Suburban Shopfront Activation program. • O pened the Nundah Suburban Business Hub to provide a collaborative space for businesses to participate in training, development and networking opportunities. • D eveloped a local retail and activation toolkit to empower local retail precincts to collaborate and work together to achieve a shared vision. • Delivered 35 Networking in the Suburbs events. • I nitiated two Local Business Partnership Initiatives enabling business to collaborate with Council to create sustainable local economies. • T he Business in Brisbane Facebook group grew to more than 4000 members.
7.4 Delivering World Class Economic Precincts Support Brisbane’s key high economic growth locations by facilitating the strategic planning and activation of these key precincts to maximise their potential for economic success.
HOSTED MORE THAN 300 BUSINESS OWNERS AT THE FIRST BRISBANE BUSINESS SUMMIT
Key results for 2020-21 • Installed vehicle mitigation devices in Queen Street Mall (QSM). • D elivered the Albert Street Mall pavement improvement project. • P rogressed the installation of a new irrigation system to deliver a greener, more sustainable mall.
CREATED 359 NEW LOCAL JOBS THROUGH INVESTMENT ATTRACTION AND INDUSTRY DEVELOPMENT
COUNCIL'S TOTAL OPEN DATASETS 946
2020-21 344
2019-20 2018-19 2017-18 2016-17 2015-16
204 132 114 71
The number of datasets available through Council’s Open Data website continues 0 200 400 600 800 1000 to increase.
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• C ompleted the Brunswick Street Mall Greening Project to enhance public seating and create a more vibrant, green and attractive destination. • C ommenced the Hostile Vehicle Mitigation Project, improving public safety and the local amenity. • C itySafe logged, monitored and provided an effective response and management service across 20,228 incidents in the CBD and Fortitude Valley precincts which included: » a ctivating CitySafe speakers 3141 times to proactively deter crime and anti-social behaviour » r esponding to 4716 police requests for CitySafe CCTV footage » C ustomer Liaison Officers responding to 11,872 local law matters. • O perational management of permitted activities in QSM and Valley Malls (VM) including: » 6 5 peaceful assembly notices to customers to grant permission to conduct a peaceful assembly QSM and VM » 1 60 busking permits issued to customers to busk in QSM and VM
» 22 outdoor dining permits issued to customers to set up an area in VM, and two in QSM » 3650 toilet cleans in QSM, and 2540 in VM » 86 pressure cleans in QSM, and 65 in VM. • Held 178 events and activations in VM including: » Moon Festival » Christmas in the Valley » New Year’s Eve celebrations » Lunar New Year Festival. • M arketing continued to be an essential element in the positioning of VM, including management of the MyValley.com.au website and @myvalleybne Instagram which provide day-to-day promotional tools to support local traders in the precinct including: » 74 published articles and 232 business listings » 1062 events listed to support local business activations » 2 66 @myvalleybne Instagram social media posts, and growing the community by 16.9% to 5173 followers » 273 businesses featured. • D elivered and supported approximately 856 events and 2269 performances in the CBD and QSM, including City Sounds, a year-round live music program, seasonal retail events, festivals, cultural programs, community and civic events. • D elivered two seasonal destination campaigns targeting residents and the broader drive market in SEQ to increase visitation to the city centre, providing direct support for local businesses across multiple sectors including retail, accommodation, dining and experience-based providers. • D elivered a revised 2020 Christmas program, including a pre-recorded Lighting of the Christmas Tree, the Gold Lotto City Hall Lights, Santa’s Stable and a ‘deconstructed’ version of the Christmas parade, Christmas on Queen. • D elivered Dine BNE City and Sea to the City, supporting CBD restaurants and bars through amplification of special dining offers targeting locals and intrastate visitors to drive sales and booking conversions. • I mplemented Shop BNE City campaign to support QSM retailers through curating and promoting exclusive offers across three days of activation.
7.5 Brisbane Economic Development Agency Brisbane Economic Development Agency (Brisbane EDA) will deliver a range of programs that drive economic recovery, create employment, help local businesses navigate economic change and opportunity, and strengthen the Brisbane brand. Key results for 2020-21 • E stablished Brisbane Business Hub in the CBD, a key action from Brisbane’s Economic Recovery Plan. The space connected industry experts with local businesses by: » delivering 90 events » attracting 2400 business representatives » delivering 64 mentoring sessions. • G enerated more than $212 million in economic impact from investment attraction and industry development. This includes: » creating 359 new jobs and supporting a further 394 jobs within the Brisbane economy
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» s upporting more than 500 suburban-based businesses through targeted industry development programs, including the Future Food Initiative, Brisbane Proptech Initiative and Brisbane Business Hub sessions » g enerating $72 million in economic activity from key events, including Future Food Initiative and Brisbane Proptech Initiative.
SUPPORTED MORE THAN 3000 LOCAL BUSINESSES THROUGH MARKETING ACTIVITY
• L aunched the Brisbane. Even better with you domestic marketing campaign with tourism partners, expanding into New Zealand to coincide with the opening of the trans-Tasman bubble. Phase one of the domestic campaign delivered a reach of more than 10.2 million Australians at an economic impact of more than $6 million. • S upported the delivery of Fridays in the City, a Property Council of Australia initiative encouraging city workers to support the CBD economy through free activities, events and incentives.
DELIVERED 856 CBD ACTIVATIONS
• S ecured $108.5 million in economic activity from visitor economy initiatives, including attracting business and major events to the city which drive out-of-region visitation and support an equivalent of 2187 full-time jobs within the economy. • D elivered the Exceptional Experiences training program to 20 Brisbane tourism businesses.
SECURED $108.5 MILLION IN ECONOMIC ACTIVITY FROM VISITOR ECONOMY INITIATIVES
• S ecured a $1 million National Australia Day Council grant to deliver two events attracting 1056 attendees and 1452 livestream views, with 16 local businesses providing event products and services. • P artnered with Tourism and Events Queensland (TEQ) to deliver Phase One of the Brisbane Holiday Dollars program, providing 30,000 tourism vouchers worth $100 each for Queensland residents to spend on tourism product in the greater Brisbane region.
DELEGATE DAYS SECURED PER ANNUM FOR FUTURE BUSINESS EVENTS 2020-21 2019-20
• S upported the delivery of four major business events which generated $4.1 million in economic activity and supported an equivalent of 34 full-time jobs within the economy.
123,929 100,912
2018-19
164,141
2017-18 2016-17 2015-16 2014-15 2013-14
• S upported the delivery of 20 major events which attracted more than 225,000 out-of-region visitors, generated $57.2 million in economic activity and supported an equivalent of 1809 full-time jobs within the economy.
118,981 100,295 88,270
• S ecured 17 major events, forecasted to generate $57.2 million in economic activity and support an equivalent of 1870 full-time jobs within the economy.
127,925
Business event-related visitation to Brisbane, days', 0 referred 50 to as ‘delegate 100 150 secured through event bids won by Brisbane EDA and partners. The forward nature of business event bidding means events and visitors have already been secured for the city through to 2026.
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• S ecured 36 new business events, forecasted to generate $47.6 million in economic activity and support an equivalent of 319 full-time jobs within the economy.
185,212
200
Challenges Recovery in the CBD The city centre, comprising the CBD and fringe suburbs of Fortitude Valley, Spring Hill, Paddington, Milton, South Brisbane and Woolloongabba, covers less than one per cent of the surface area of the Brisbane local government area and contains four per cent of Brisbane's population, but accounts for approximately 30% of metropolitan Brisbane's gross regional product, 30% of employment and 17% of all businesses. In this way, the CBD is a vital contributor to the health and performance of Brisbane’s overall economy. Over the past 18 months, the complex and unique composition of the city centre has resulted in CBDs across the country experiencing higher exposure to the effects of the coronavirus pandemic. A lack of international students, domestic and international tourists, interstate business travellers and major sporting, business and cultural events, combined with the working from home trend, have all contributed to a significant reduction in foot traffic. During the height of the pandemic, pedestrian activity in Brisbane’s CBD fell to 17% of pre-pandemic averages, forcing some CBD businesses to shut their doors. While footfall has since increased to around 60% of pre-pandemic averages and remains stable, CBD businesses continue to struggle with this near 40% reduction in foot traffic. A similar trend is seen across Brisbane’s CBD office occupancy, which currently sits at approximately 70% of pre-pandemic levels. With a vibrant city centre essential for attracting visitation, skilled workers and investment, it is evident that supporting local businesses to recover is critical to secure economic growth and prosperity. Significant trends in changing consumer behaviour, including the greater accessibility of online shopping and increased expenditure on entertainment subscription services, were all placing competitive pressure on CBD small businesses prior to the onset of the pandemic. Coronavirus has accelerated and intensified these habits, solidifying the need for small businesses to adapt, scale, expand into new markets and embrace technology to meet consumer demand and extend their reach into new markets. To support local businesses to adapt to the rapidly changing market, Brisbane EDA and Council established the Brisbane Business Hub in October 2020, a key action in Brisbane’s Economic Recovery Plan. The Brisbane Business Hub is a ground-breaking initiative that provides local businesses with access to industry experts via events, workshops, one-on-one mentoring and resources that are tailored to support local businesses in Brisbane, across all industries to adapt to the changing market conditions. Council and Brisbane EDA have also invested in initiatives to help attract foot traffic back into the CBD. In addition to annual promotional campaigns Dine BNE City, Sea to the City and Shop BNE City, in partnership with the Property Council of Australia, Council and Brisbane EDA launched Fridays in the City. Through exclusive deals and activations, the campaign aimed to encourage city workers to return to the office on Fridays – the day that city-based workers are most likely to spend money and generate flow-on economic activity. While the small business economy is on the road to recovery, snap lockdowns will continue to have an impact, along with reduced domestic travel and an absence of international travel due to border closures. As CBD foot traffic continues to lag behind pre-pandemic averages, small businesses need to explore ways to diversify and add value to their product offering, as well as embracing digital technology to further expand their customer reach into new markets.
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PROGRAM 8
CITY GOVERNANCE Council is accountable, transparent and efficient. Through strategic planning, sound financial management, quality communication, strategic partnerships and effective corporate services, the City Governance program helps Council deliver value-for-money community outcomes aligned to achieving Brisbane Vision 2031.
What we do > Provide support for elected representatives > P romote community involvement in civic administration > Manage regional and international relations > S ustainably manage Council’s finances and assets > C oordinate Council’s economic response to coronavirus > P rovide corporate governance, risk management and legal services > M anage organisational services including human resources, procurement and support service functions > M aintain and enhance Council’s information, processes and technology > D eliver clear, consistent and accessible communications to the city > C oordinate disaster prevention, preparedness, response and recovery
Overview The City Governance program ensures 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.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) HIGHLIGHTS
FINANCIALLY SUSTAINABLE WITH A STRONG CREDIT RATING AND NEUTRAL OUTLOOK
LOWEST MINIMUM GENERAL RATES IN SOUTH EAST QUEENSLAND
SPENT $34.4 MILLION OF COUNCIL’S PROCUREMENT BUDGET DIRECTLY WITH SOCIAL ENTERPRISES
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
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.
8.4 VALUE FOR MONEY SUPPORT SERVICES Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan Brisbane Vision 2031 and Corporate Plan.
Council will have a cost-effective, adaptable and capable workforce to implement the vision for the city.
Council will be a responsible, inclusive and attractive employer.
Reduce procurement costs while maintaining value.
Drive value through the supplier base via the Strategic Partnering Initiative.
Provide effective risk management.
Protect Council assets, people and the environment.
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MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
8.5 CORPORATE COMMUNICATION Align corporate communication to 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.
8.6 INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) Council’s business performance will be supported and improved through ICT.
Increase organisational satisfaction with ICT service delivery.
8.7 DISASTER RESILIENCE AND RECOVERY Ensure Council remains compliant with the Disaster Management Act 2003.
Build a more resilient city and community.
Council has a flexible, scalable and comprehensive approach to respond to all hazards that may impact the city and community.
Maintain capacity to respond to disaster events with State Emergency Service (SES) membership of more than 1000 members.
Performance – key results and achievements 8.1 Civic Administration and Support Deliver effective and open government through implementation of legislation, support for elected representatives and community participation in transparent, fair and accessible elections. Key results for 2020-21 • Continued to support multicultural communities and foster diversity in Brisbane by: » h osting 29 business and multicultural leaders and six Lord Mayor’s Multicultural Round Table meetings, four of which were a hybrid of virtual and in-person attendance » p roviding 186 scholarships and mentoring placements through the Lord Mayor’s Multicultural Business Scholarship Program and Mentoring Scheme » h osting the Lord Mayor’s Multicultural Business Dinner and Awards in November 2020, which was attended by more than 200 of Brisbane’s multicultural community and business leaders. • E ngaged with the community by responding to approximately 6000 pieces of Lord Mayoral correspondence and more than 20,000 emails received in the Lord Mayor inbox. • R ecommenced hosting civic events under coronavirus restrictions, including the Australia Day Citizenship Ceremony, which welcomed more than 485 new citizens and was the largest citizenship ceremony in Queensland with more than 1500 in attendance.
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8.2 Regional and International Activities Advance the community’s interests by developing and maintaining strong regional and international relationships that offer economic development opportunities for the city. Key results for 2020-21 • C ontinued to progress the Brisbane 2032 Olympics proposal. This effort culminated in July 2021, when the International Olympic Committee named Brisbane, Queensland, as the preferred host for the 2032 Olympic and Paralympic Games. Hosting these Games is aligned with Council’s Vision for Brisbane and will help to create a prosperous, sustainable, liveable and inclusive city. • M aintained strong relationships with Brisbane’s sister cities while also identifying key economic recovery initiatives from cities around the world. Brisbane celebrated three significant sister city anniversaries – Kobe, Japan (35th anniversary), Chongqing, China (15th anniversary) and Hyderabad, India (10th anniversary), which were acknowledged at Council meetings in 2020. • E xpanded the 2021 International Internship Program to offer four-week paid internship opportunities to both international students from Brisbane’s sister cities and domestic students with multicultural backgrounds. The 2021 program matched 14 participating businesses with 17 tertiary student interns.
PROVIDED 186 SCHOLARSHIPS AND MENTORING PLACEMENTS
• H eld the Lord Mayor’s International Business Forum in May 2021 to help local businesses learn how to expand their businesses into global markets, with a particular focus on Brisbane’s sister cities including Auckland, New Zealand and Daejeon, South Korea. • C ommenced planning for the 2021 Asia Pacific Cities Summit and Mayors’ Forum (APCS) ‘Special Edition’ which will return to Brisbane in September 2021.
RAISED MORE THAN $180,000 IN DONATIONS TO THE LORD MAYOR’S CHARITABLE TRUST
8.3 Strong and Responsible Financial Management Provide strong financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve Brisbane Vision 2031.
SOCIAL ENTERPRISE PROCUREMENT SPEND
Key results for 2020-21 • C oordinated Council-wide action through the Economic Recovery Taskforce to lead the city through the coronavirus pandemic, rebuild the economy and set strong foundations for future economic growth. In consultation with business, community groups and residents, the Taskforce delivered Brisbane’s Economic Recovery Plan with more than 80 actions to support Brisbane’s recovery. • A llocated $21.7 million in funding to deliver suburban projects that created jobs and boosted the local economy across all Brisbane wards, such as upgrades to playgrounds, including new shade sails and more dog off-leash areas.
$14,981,233
2020-21 2019-20 2018-19
$8,904,178 $5,671,957
2017-18 $4,838,012 Council continues to increase spending directly with social enterprises to help them develop into competitive suppliers, while also benefiting the broader community.
0 30AND PERFORMANCE 60 90 4 - PROGRESS
120 115 115 150
• P rovided financial support to ratepayers through a six-month rate freeze from 1 July, and a rate rebate funded from Kingsford Smith Drive Upgrade project savings. • C ontinued rates relief for residents and businesses experiencing hardship due to the economic impacts of coronavirus, supporting more than 8500 ratepayers with payment plans and deferred payment arrangements of up to nine months with no interest. Council also provided additional support to Brisbane owner-occupied ratepayers who were unemployed by providing a JobSeeker Rebate of $250. • E xpanded the successful First Home Owner Rebate scheme on 1 October 2020 to provide eligible first home buyers who are building or buying a new home with a 100% reduction on property rates for the first 12 months of home ownership. The initial 50% reduction on rates for first home buyers who purchase an existing home was also continued. All eligible first home buyers were exempt from the Rate Account and Services Establishment Fee. There were 5579 first home owners that were supported by the schemes in 2020-21. • R aised more than $180,000 in charitable donations to the Lord Mayor’s Charitable Trust via the rates payment process. The Trust supports charities that improve the wellbeing of vulnerable members of the Brisbane community. • F acilitated 29 successful grant applications, securing more than $230 million in external funding for Council projects. • Delivered a balanced budget for the 2021-22 financial year.
8.4 Value for Money Support Services Council responsibly manages ratepayers’ money expended in its programs, and this outcome provides effective, value for money services essential for program delivery including procurement, logistics, business support services, risk management, legal expertise, human resources support and data analysis. Key results for 2020-21 • E xceeded Council’s annual target to spend more than $6 million directly with social enterprises by achieving a total spend of more than $14.9 million in 2020-21. • E nhanced Better Brisbane Proposal processes by increasing engagement opportunities with proponents and improving assessment timeframes. • S upported opportunities for local business and industry to supply to Council through a regular program of supplier forums and commitment to buy local, resulting in more than 80% of Council’s procurement spend being invested with local suppliers. • C ouncil’s seven-day payment terms, which were made permanent for small business suppliers, delivered more than 142,720 faster payments worth $907 million. • S uccessfully delivered community employment programs to 244 participants. This included apprenticeships, pre-trade work experience, traineeships, cadetships, tertiary work experience, graduate and emerging capabilities programs, as well as Council’s DisABILITY ACTION at WORK program. • C ontinued to manage the organisation-wide coronavirus response to ensure our employees are safe and can balance work and family needs. Council’s response has focused on outcomes-based performance delivery, changing business processes and how we work to ensure we continue to deliver for our community. This included the successful transition to hybrid working arrangements for some office-based employees. • C ontinued to support employee health with the implementation of 37 branch wellness plans, delivery of the Mental Health First Aid program to 98 managers and launch of the Thrive Skills Academy e-learning platform with more than 70,000 online courses to support employee development.
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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 results for 2020-21 • E ffectively communicated impacts and service changes as a result of coronavirus via a multi-channel approach, with 88% of residents stating Council did a great job in communicating throughout the pandemic. • D elivered more than 220 communication campaigns to raise awareness of Council’s plans, programs and services, such as the Brisbetter Local and Brisbetter Days Out campaigns to support economic recovery. • D elivered Economic Recovery Taskforce priority initiatives including 52 localised videos through the Brisbetter Local campaign to bring customers back to our retail and entertainment precincts and boost Brisbane’s daytime and nighttime economies. • E ngaged with more than 190,000 users through Council’s Brisbetter Explore website, helping residents plan their next day out or weekend away around Brisbane while supporting the city’s recovery.
INVESTED MORE THAN 80% OF COUNCIL’S PROCUREMENT SPEND WITH LOCAL SUPPLIERS
• S upported economic recovery initiatives across communication channels including 10 editions of Living in Brisbane, three editions of Business in Brisbane and the dedicated Business in Brisbane Facebook group. • E ngaged with 6.37 million users through Council’s website and grew Council’s social media community (Facebook, Instagram, Twitter and LinkedIn) by 8.4% to a total following of approximately 728,200. • P romoted Brisbane through Council’s sponsorship of more than 50 projects and community events to the value of $1.48 million.
8.6 Information and Communications Technology Utilise information and communications technology (ICT) effectively to improve business functions and deliver benefits to the community. Key results for 2020-21 • D elivered City Plan online, Council’s updated system for customers to access Brisbane City Plan 2014. The streamlined system replaced both ePlan and City Plan Interactive Mapping, enabling residents to access City Plan planning scheme and mapping in one place. • I mplemented new electronic data security labels, making it easier for employees to classify internal documents, records and emails. This helps reduce organisational risk and maintain public trust in how information is stored, shared and handled.
RECRUITED 319 NEW BRISBANE CITY STATE EMERGENCY SERVICE UNIT VOLUNTEER MEMBERS SUBSCRIBERS TO COUNCIL’S EARLY WARNING ALERT SERVICE 163,000
2020-21
160,000
2019-20 2018-19
155,000
2017-18
150,000 142,000
2016-17
125,000
2015-16 2014-15 2013-14 2012-13
109,000 87,000 78,000
Subscription to Council's free early warning alert service continues to grow. The service 50 100 150 200 provides0advanced warning for severe weather or other public safety events.
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• U pgraded Council’s security firewall infrastructure to enhance Council’s network security platform with cloud-level resilience, reliability and advanced redundancy capabilities. • C onducted a Council-wide simulated phishing exercise to help raise awareness of suspicious emails, as part of Council’s cyber security education program. • C ompleted a Windows 10 update to more than 7500 Council computers, ensuring they remain secure, stable and support ongoing productivity for employees. • R eplaced Council’s Infrastructure Revenue Information System, enabling Council to better manage the way infrastructure charges are processed and managed. • C ompleted migration of on-premise technology and applications to cloud-based ‘as a service’ environments. Migrating to the cloud is a key enabler to assist with digital transformation, allowing Council to scale and adapt at speed, drive business agility and reduce costs.
8.7 Disaster Resilience and Recovery Council contributes to a safe and resilient community through prevention, preparedness, response and recovery activities for disaster management. Key results for 2020-21 • M ore than 3000 new subscribers signed up to Council’s Early Warning Alert service, now reaching a total subscriber audience of approximately 163,000. • U pdated Council's Local Disaster Management Plan, including new information relating to staying safe during a pandemic. • E stablished the Brisbane Accommodation Support Working Group, providing a weekly platform for all agencies involved in the hotel quarantine process to exchange information. Council also provided more than 2250 care packs for children in hotel quarantine. • C onducted ‘All Hazards’ engagement at the Brisbane Homeshow, with a focus on the January 2011 Flood Anniversary. Council’s Disaster Management partnered with OzHarvest to run ‘emergency kitchen’ cooking demonstrations, helping Brisbane residents prepare for natural disasters while reducing food waste. • A djusted the My Resilient Schools Program to an online teacher-led delivery model. During 2020-21, the program was delivered to 22 schools within Brisbane. • P artnered with Queensland Fire and Emergency Services to raise bushfire risk awareness within the Pullenvale Ward, running a series of information nights and community information hubs in bushfire prone areas. • B risbane City State Emergency Service Unit (BCSESU) volunteers assisted Queensland Police Service (QPS) and Queensland Health in the processing of passenger arrivals at the Brisbane Airport border control points on more than 100 occasions. • R eceived more than 990 storm-related tasks throughout the Brisbane local government area, as well as 43 requests to assist QPS in missing person and forensic searches. BCSESU members also assisted Ipswich and Logan councils following the severe hailstorm in October 2020. • Recruited 319 new BCSESU volunteer members. • U pgraded facilities at Ascot and Richlands State Emergency Service depots, including the construction of a new seven-bay garage and storage facility at Richlands.
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Challenges Coordinating Brisbane’s economic recovery Council is responsible for ensuring the city’s resilience against disaster through a flexible, scalable and comprehensive approach. While natural disasters like the 2011 floods create significant challenges, both physical and economic, the prolonged and unpredictable nature of the coronavirus pandemic posed a different type of challenge. It became clear that a sustained and coordinated response across the city and with all levels of government was required to address the devastating effects of the pandemic. In April 2020, the Lord Mayor established the city’s Economic Recovery Taskforce to ensure Council was doing all it could to assist the city in its time of need through a strategic response addressing short, medium and long-term effects. In a rapidly changing environment, the Taskforce enabled Council to respond to emerging needs with agility and ensure its response was directed to where it was needed most. To achieve this, the Taskforce engaged with businesses, industry, residents and community groups to understand the pandemic’s impact and the support most needed to make Council’s response effective. Like all governments, both nationally and internationally, Council was challenged in balancing the need for immediate relief with sustaining its long-term vision for our city’s future. To find this balance, the Taskforce created a strategic plan for our city’s recovery, underpinned by the principle of targeted support. Rates, as Council’s largest revenue source, offered an effective way to provide financial support to those who were doing it tough. To do this while reducing impact on our city’s long-term future, Council offered a six-month rates freeze to all residents, and rebates, deferrals and payment plans for Brisbane’s most vulnerable residents, including JobSeeker recipients, pensioners and not-for-profit organisations. Private sector growth is critical to creating local jobs and ensuring the long-term health of an economy. Understanding this, the Taskforce looked for multiple support levers to keep Brisbane businesses open at a time where economic activity was at a standstill. While Council provided immediate support through fees and charges relief, the Taskforce turned to Council’s procurement processes as a way to offer sustained support. To get cash into the economy faster, Council reduced its payment terms for small suppliers from 30 days to seven. Further, Council’s commitment to spending 80% of its procurement spend with local suppliers has resulted in more than $948 million being injected into the economy. These initiatives represent valuable improvements in Council processes which will serve the economy long after the pandemic is over. These initiatives are among the more than 80 actions detailed in Brisbane’s Economic Recovery Plan, which provides a comprehensive plan for the city’s short and long-term recovery through financial, regulatory and business support measures, including buy local campaigns encouraging residents to support and buy from local businesses. Delivering these initiatives rapidly to market required careful Council-wide coordination. To achieve this, the Taskforce partnered with work areas across Council to align outcomes with key economic recovery initiatives. This included Council’s various employment programs, which directed participants to work directly on programs aiding Brisbane’s recovery. While Brisbane’s economy continues to recover, with employment rates and economic activity shifting toward pre-pandemic levels, the pandemic is far from over. Global conditions will continue to challenge Brisbane and Council must continue to respond with agility.
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CITY PARKING City Parking’s objective is to meet customer needs and contribute to both liveability and economic outcomes by delivering accessible and reliable parking services.
What we do > M anage King George Square and Wickham Terrace car parks > P rovide well-maintained, clean, competitive, and secure car parking services to all customers > M anage and maintain advanced customerfocused off-street parking management systems > Manage temporary and major event parking > P rovide, manage and maintain on-street metered parking spaces
Overview Parking is a key element in managing transport outcomes for Brisbane by providing balanced travel options when visiting the inner city. City Parking ensures options are available to customers to meet their needs, offering parking time and price incentives to complement public and active transport options. Parking management supports the city’s economic viability, reinvesting revenue into Brisbane infrastructure, and contributing to Council’s Smart City initiatives. City Parking manages Council’s on-street pay parking metered spaces and off-street parking services as well as temporary and event parking. In this role City Parking: • p rovides competitive car parking services to all customers • ensures customer-focused service • p artners with Council programs to ensure Brisbane’s liveability • p artners with third parties to establish cohesive working relationships • m aintains Council assets and equipment to best practice standards.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure. MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
Provision of the best car parking facility that is easily accessible at the right price with the latest equipment.
A car park that is clean, well-presented, energy efficient and safe.
Provide a quality car park that offers the best customer service, price and easy access within the CBD.
Provide equipment of the highest standard and operating features, setting the benchmark for other organisations and car parks.
Modernise parking systems to enhance the parking experience.
Financial and non-financial targets City Parking monitors the rates of parking bay use across both off-street facilities to inform financial and non-financial performance. • Recorded an average of 1.8 vehicles per bay per day in King George Square car park. • Recorded an average of 0.69 vehicles per bay per day in Wickham Terrace car park.
Notional capital structure and surpluses City Parking’s notional capital structure is by way of equity funding from Council. Surpluses are treated in accordance with Council’s dividend policy for Business Units after the application of the requirements of the tax equivalent regime (TER) with any TER income tax remitted to Council.
Other reportable information Council car parks continue to experience reduced occupancy for both King George Square and Wickham Terrace car parks, with changing business operations, fewer events and sustained working from home arrangements resulting in fewer people travelling into the city. Although there has been no change in the parking services offered, some services, such as the number of electric vehicles charging bays, have been reduced due to social distancing requirements. Some market segments have been slower in returning to pre-coronavirus levels, such as evening and early bird occupancy.
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Annual operations report Key results for 2020-21 • Provided parking for 478,122 vehicles at King George Square or Wickham Terrace car parks. • Provided free electric vehicle charging for 1334 vehicles at King George Square car park. • Across both Council car parks: » froze car parking fees » 105,078 vehicles accessed the special evening tariff of $5 » 5950 motorcycles accessed the special tariff of $8 » 111,123 vehicles accessed the special weekend tariff » 18,745 vehicles accessed the special 15-minute free option » 15,386 vehicles opted to pay for their parking via the CellOPark app. • H osted 21,791 vehicles at King George Square car park who accessed the special $20 early bird tariff. • F rom February, discontinued cash payments at parking meters across the city to reduce maintenance, extend existing asset life, and improve customer experience and safety. • I nvestigated and implemented a paperless receipt system at parking meters across the city, improving customer hygiene and providing opportunities to reduce maintenance, sustainability, and extend existing asset life. • Recorded 4,994,130 on-street transactions at 7905 parking spaces. Of these: » 34% used CellOPark mobile payment app » 605,686 were free 15-minute on-street transactions. • C ompleted upgrades to King George Square car park in partnership with Council programs. This included upgrades to the ventilation system, improving airflow, air quality and safety, as well as completing the painting restoration across all levels of the car park, creating a non-porous surface which reduces cleaning costs and extends the life of the asset. • R efurbished the King George Square car park office to improve functionality for a better customer experience.
Service Quality City Parking will provide accessible, reliable, and competitive services. Key results for 2020-21 • M aintained off-street parking services at both King George Square and Wickham Terrace car parks during coronavirus restrictions, providing affordable and reliable parking services to support the local economy. • C ontinued to offer discount parking tariffs for early bird, weekend and evening parking, as well as electric vehicles and motorcycles discounts to ensure competitive parking services. • C ontinued to provide ongoing maintenance programs to ensure the car parks are well maintained, safe and reliable. • M aintained car parking hardware such as boom gates, automated pay stations and licence plate recognition cameras to ensure easy access and reliability and provide competitive services.
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Challenges Responding to changing parking needs in the CBD As technology advances continue to shape our world, public parking solutions have transitioned towards automated, seamless, and convenient parking transactions and experiences. In Brisbane, cashless transactions are now preferred and expected over coin payments, demand for motorcycle parking in the city centre is growing, and the growth of electric vehicle ownership has called into question future infrastructure needs to support shifts towards more sustainable private vehicle choices. City Parking is dedicated to ensuring Council’s parking services remain competitive and customer-focused by recognising and responding to these trends and providing modern and innovative solutions. Consistent innovation across the past five years, including the introduction of pay-by-phone app and card payment options, the supply of additional motorcycle spaces both on-street and in King George Square and Wickham Terrace car parking facilities, and the provision of free electric vehicle charging through the eight electric charging bays in the King George Square car park, all centre Council’s service on a modern user experience. While focused on long-term innovation, City Parking must also adapt quickly to immediate needs to ensure customers can access a safe, clean, efficient and value for money parking experience that is supported by contactless payment options. In 2020, in response to rapidly shifting needs, Council removed cash as a payment option for our on-street pay parking spaces, safeguarding the personal health and safety of residents and visitors, as well as providing a seamless and positive customer experience. City Parking has also been impacted by reduced travel to the CBD, with thousands of vehicles disappearing from our roads. Council car parking facilities experienced immediate changes in parking space use, occupancy rates and bay turnover. While occupancy rates are now rising, a reduction in city activity – fuelled by more people working from home – continues to impact demand and customer trends. These unpredictable changes in demand have implications on Council’s parking revenue and require Council to consider the long-term trends. As car park occupancy rates and customer use trends continue to evolve, we see changes in how often customers are travelling and using parking. At the same time, any single shift in behaviours may rapidly return commuters to the CBD. This uncertainty requires a customer-focused, agile approach to remain competitive, including rate flexibility, introduction of new rate specials and continued investment in innovative parking facilities. To keep pace with future electric vehicle ownership, Council has already identified a second area in the King George Square car park that could be converted to electric vehicle charging bays. As it has over the past five years, Council will continue to meet changing parking needs with speed and agility.
HOSTED 1334 VEHICLES AT THE FREE ELECTRIC CHARGING STATION AT KING GEORGE SQUARE CAR PARK
FACILITATED 4.9 MILLION ON-STREET TRANSACTIONS AT 7905 PARKING SPACES
15-MINUTE FREE PARKING USE 2020-21
18,745
2019-20
19,428 21,142
2018-19 2017-18
19,823 17,877
2016-17 13,083
2015-16 2014-15
3686
The coronavirus pandemic continues to impact behaviour, with 0 travel 5000 10000 15000 fewer 20000 customers taking advantage of 15-minute free parking at King George Square and Wickham Terrace car parks.
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25000
FIELD SERVICES As a quality endorsed business, Field Services’ objective is to enhance Brisbane’s liveability by providing waste management, civil construction, cleansing and urban maintenance services to Council, that meet customer expectations in productivity, availability and value for money.
What we do > Civil construction > Quarry and civil construction products > Asphalt production, transport and laying > R oad resurfacing, road maintenance and line marking > Waste and resource recovery management > O pen space maintenance, including parks, botanic gardens and conservation reserves > City cleansing and graffiti removal > Pest and mosquito management > Signs maintenance and installation > F leet, plant and equipment procurement, servicing, maintenance, repairs and disposal > Maintenance of civil assets across Brisbane > Fire management
Overview Field Services provides construction and maintenance services across Brisbane’s civil and green assets, in conjunction with the management of significant service contracts for waste and resource recovery services. Field Services is responsible for ensuring a consistent maintenance standard throughout Brisbane, its CBD and suburbs. Field Services works across all programs of Council and is the key interface between the community and Council’s asset owners, and program partners.
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Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure. MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
Provide high-quality, innovative and value-for-money services to Council.
Deliver programmed services on time and within scope and budget that enhance Brisbane’s liveability.
Field Services’ workforce will have a uniform focus on safety and wellbeing as a critical business enabler.
Field Services will have an engaged, adaptable and highly skilled workforce.
Annual operations report Key results for 2020-21 City amenity, waste and resource recovery management • R esponded to more than 135,800 waste-related service requests, including bin repairs and new bin requests. • Provided more than 37 million waste collection services. • Collected and processed more than: » 82,100 tonnes of domestic recyclables » 31,300 tonnes of green waste through the fortnightly green waste recycling services » 316,000 tonnes of domestic waste. • Conducted street sweeping across 177 suburbs. • Removed more than 62,100 graffiti tags across Brisbane. • Delivered cleansing activities for 54 major mall and Village Precinct Projects. • F acilitated the delivery of one million meals to those in need as part of Council’s sponsorship of three OzHarvest food rescue vans. • P artnered with the Clean, Green and Sustainable City program to rename the Tip Shops to Treasure Troves. Open space maintenance • Delivered 40 playground upgrades and installed six new playgrounds. • C ompleted more than 50,000 horticultural maintenance services in parks, with a customer satisfaction rating for parks of 93%. • Planted more than 13,600 trees in parks and along streets. • Serviced 2180 parks and conservation reserves including: » delivering 150,082 cleans of public barbecues » completing 1639 park audit inspections 4 - PROGRESS AND PERFORMANCE
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» c ompleting 1289 playground comprehensive inspections and 3746 playground operational inspections » performing 151,340 toilet cleans on more than 242 public toilets » refurbishing four existing toilet blocks to meet accessibility requirements. • P artnered with the Clean, Green and Sustainable City program to welcome 112,959 visitors to Boondall Wetlands Environment Centre, Downfall Creek Environment Centre and Karawatha Forest Discovery Centre, and engaged 29,004 people in environment centre activities and programs. • Supported 770 partners through the Wildlife Conservation Partnership program. • S upported 4716 Habitat Brisbane community volunteers who completed 48,083 hours of work to support, protect and restore bushland, with more than 46,100 native plants planted. • Cut 73,255 ha of grass in parks (53,101 ha) and along roads (20,154 ha). • W elcomed more than 1.2 million visitors to Brisbane Botanic Gardens, Mt Coot-tha, including more than 215,000 visitors to the Mt Coot-tha Visitor Information Centre. • D elivered educational and community workshops at Brisbane Botanic Gardens, Mt Coot-tha, including: » 87 school-based education lessons to 72 schools, with 4469 students participating » 28 school holiday activities to 590 children and their parents » 64 community education workshops to 677 participants. • I nstalled 75 white crosses within Anzac Square to acknowledge and remember those who served and sacrificed in all wars and conflicts. • C reated Hannah’s Place within Bill Hewitt Reserve, Camp Hill, a memorial space in memory of Hannah Clarke and her three children, Laianah, Aaliyah and Trey who were victims of domestic violence in February 2020. Hazard and risk prevention • Maintained 184,375 gullies to ensure Brisbane’s stormwater system can respond to rain events. • Continued to manage bushfire risk for more than 9940 ha of bushland across Brisbane, including: » delivering 12 hazard reduction burns on Council bushland across approximately 142.5 ha » r esponding to 14 bushfires on Council-owned bushland across 6.56 ha to reduce the potential impacts on the community, critical infrastructure, Council assets and the environment. • C onducted aerial treatment of 18,985 ha of saltmarsh mosquito breeding sites and 12 saltmarsh aerial mosquito spray treatments. Road, footpath and bikeway resurfacing and maintenance • R esurfaced 474 streets as part of Council’s continuing commitment to another four-year $360 million Smoother Suburban Streets program. • P roduced more than 1.25 million tonnes of high-quality civil construction materials and 397,500 tonnes of hot mixed asphalt. • Completed more than 12 km of kerb and channel works as part of the Road Resurfacing program. • D elivered new or upgraded footpaths for 233 streets, including 37,140 square metres of new concrete footpaths. • Produced 6597 square metres of concrete to replace existing bikeways and construct new bikeways. • Repaired more than 79,200 potholes. • R esurfaced more than 990,000 square metres of road pavement using more than 235,800 tonnes of asphalt and granular pavement recycled from road resurfacing projects. • U pgraded the Eagle Farm asphalt plant to facilitate the use of rubber from otherwise unusable old tyres in Council’s asphalt production. 126
Asset management and maintenance • R esponded to more than 108,000 community requests for maintenance services. • D elivered full surface preparation, including complete removal of all lead paint, structural strengthening work and repainting of 4100 square metres of Story Bridge steel and 1500 square metres of concrete below-deck, ensuring a robust coating system and removing the lead primer from previous decades. • M aintained 1008 traffic signals and attended 2444 reactive traffic light faults, with an average on-site arrival time of 34 minutes. • M aintained more than 260 Speed Awareness Monitors (SAM), including 459 location changes each year. • M aintained and inspected 1901 structures such as footbridges, riverwalks and culverts, and refurbished 30 structures, including 15 bridges, three culverts, three sea and riverwalls, seven bridge barriers, one boat ramp and one riverwalk.
INSTALLED 6 NEW PLAYGROUNDS
• Audited 119 assets for electrical compliance and safety. • R eceived 21,000 customer requests for facility and asset maintenance works through the Trade Services Help Desk, with 16,750 jobs completed by the delivery teams. • M anaged rehabilitation of six retaining walls and embankments, four cross river bridges and seven road/shared path bridges. Shared path bridge replacements were carried out at 7th Brigade Park, Chermside, Shelgate Street, Chermside West, and Tallowwood Place, Bridgeman Downs.
DELIVERED NEW OR UPGRADED FOOTPATHS FOR 233 STREETS
• U ndertook 19,981 maintenance activities across 371 Council facilities, including 33 libraries, 22 pools, seven bus depots and 309 other Council buildings.
ANNUAL NUMBER OF VISITORS TO COUNCIL’S ENVIRONMENT CENTRES
• C leaned 96 large pollutant traps, designed to remove pollutants such as litter and soil from stormwater runoff. • C ompleted major waterway reinstatement works at Illawong Way, Karana Downs. • Refurbished the heritage tram shelter at Oriel Park, Ascot. Fleet Solutions
2020-21
» m aintained, serviced and repaired 5000 pieces of equipment in Council’s fleet, such as passenger and commercial vehicles, trucks and minor plant
2015-16
» p urchased 1157 new pieces of equipment to the value of $16.8 million and sold more than 1034 pieces of equipment valued at $6.4 million.
128,430
2018-19 2017-18
» c ompleted approximately 3649 trips per month in Council’s hybrid and electric vehicles, which includes 20 electric vehicles, 27 hybrid passenger vehicles and five hybrid trucks
94,896
2019-20
• T o support the maintenance, inspection and delivery of services across Field Services and Council, Fleet Solutions:
» delivered one new electric vehicle truck
112,959
130,903 143,579
2016-17 112,751 89,774
2014-15 2013-14
56,163
Council’s three environment centres including Boondall Wetlands Environment 0 30 60 90 120 Centre, Downfall Creek Bushland Centre and Karawatha Forest Discovery Centre offer daily activities and opportunities for visitors to explore, relax and learn about local flora and fauna.
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Challenges Managing changes in demand for Council facilities and services Council’s Field Services provide a diverse range of essential, frontline services to maintain Brisbane’s enviable lifestyle, such as refuse collection, urban cleansing and maintaining our greenspaces, including parks, botanic gardens and conservation reserves. The nature of these services mean that Field Services’ staff are on-the-ground and usually the first to adapt and respond in times of disruption or change to ensure the uninterrupted delivery of essential services and city operations.
ANNUAL TREASURE TROVE RESOURCES DIVERTED FROM LANDFILL 578.00
2020-21
2019-20
461.60
2018-19
547.00
2017-18
583.06
2016-17
549.06
2015-16
520.78
2014-15
396.56
2013-14
301.72
2012-13 2011-12 2010-11
236.46 111.67 136.50
Since the Treasure Troves (previously Tip Shops) opened in 2010, more than 4400 tonnes 20 and 30 second-hand 40 50 60 of quality0 used,10recycled products have been diverted from landfill.
WELCOMED MORE THAN 1.2 MILLION VISITORS TO BRISBANE BOTANIC GARDENS, MT COOT-THA
MAINTAINED MORE THAN 260 SPEED AWARENESS MONITORS (SAM)
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Many external factors, like weather events, technological advances or social changes, influence the way communities interact with their city and its services. While Council has a robust approach to planning for and managing these risks, it is often not possible to predict exactly what will happen, and how it will affect day to day behaviours and activities. Across 2020-21, Field Services was challenged not only in implementing service changes across almost every area of its business, but also in responding to increases in demand and changing service expectations across some areas, seen most significantly across our Resource Recovery Centres and greenspaces. Influenced by shifting coronavirus behaviours and the extension of waste vouchers to all households, including renters, Resource Recovery Centres saw a 16% increase in visitors, as residents took the opportunity to declutter their homes and clean up their yards. While readied with targeted operational and safety plans, the influx of visitors remained a difficult operational challenge in managing traffic, queue times and capacity in line with new health and safety measures, requiring additional resources and staff to control traffic and enforce public health orders. As social distancing restrictions were rolled out, residents flocked to Brisbane’s greenspaces, which are important spaces for the physical and mental health and wellbeing of our community. Residents took advantage of our parks, gardens and reserves to exercise, take breaks from their home offices or to seek relief from social isolation in an outdoor environment. The personal safety of Brisbane residents and visitors was Council’s top priority. Field Services coordinated the installation of approximately 400 soap dispensers and undertook condition and repairs of existing soap dispensers across all public toilets in urban parks and conservation reserves across Brisbane. When facilities within greenspaces were reopened, including barbecues, playgrounds, exercise equipment and dog off-leash areas, Field Services have continued to review how communities are interacting with facilities and maintained Council’s greenspaces to ensure that they are fit for purpose. As Brisbane grows and city operations become increasingly complex, new technologies and ways of working and providing services can support the efficient running of our city, particularly during periods of disruption. Through thorough planning, agile processes and a team of dedicated staff, Field Services continues to meet shifts in service demand while protecting community health and safety.
TRANSPORT FOR BRISBANE Transport for Brisbane is one of the largest bus operators in Australia and Brisbane’s major provider of public transport, with the objective to provide frequent, reliable and safe services more often, and at the most comfortable standard possible for our passengers. The business includes the provision of CityCat and ferry services, Personalised Public Transport, and overseeing e-mobility schemes. The business aims to deliver high-quality public transport services with a focus on customer service and sustainable transport options for residents and visitors to Brisbane.
What we do > D eliver bus services including scheduled network passenger services, school services and charter and event transport services > Deliver CityCat and ferry services > Oversee e-mobility and CityCycle schemes > Deliver Personalised Public Transport > P artner with government agencies and third parties in the delivery and management of transport services
Overview Council is focused on providing safe and efficient travel options through the delivery of integrated, functional and coordinated citywide active transport and public transport options. Effective, alternative transport options provide lifestyle choices for the community, opportunities to reduce congestion and deliver economic, social and environmental benefits. Council aims to provide these alternative travel options through investment in public and active transport, adopting and encouraging use of new technologies, as well as implementing awareness and behaviour change programs to encourage more people to engage with active transport options. Transport for Brisbane delivers Australia’s most modern public and active transport, including the future operation of Brisbane Metro, for efficient and sustainable movement of people. Council will continue to invest in growing Brisbane’s transport networks and services and delivering worldclass public transport.
4 - PROGRESS AND PERFORMANCE
129 129
Corporate plan scorecard Council uses a three-tier rating system. This year, an additional status has been included for objectives impacted by coronavirus. Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. o Action required: work has stopped, or progress is insufficient to achieve the objective. + Monitor closely: progress is being made but, due to coronavirus impacts, does not match what was planned and budgeted, or progress is difficult to measure.
MEDIUM-TERM (FIVE-YEAR) OBJECTIVE
STATUS
Continue to meet customer needs, contribute to congestion reduction, improve our environment, as well as enhance accessibility by delivering frequent, reliable and safe services.
Financial and non-financial targets • A chieved an average customer satisfaction rating of 7.3 out of 10, exceeding the target of 6.5 for bus services. • A chieved an average customer satisfaction rating of 7.8 out of 10, exceeding the target of 7.0 for CityCat and ferry services.
Notional capital structure and surpluses Transport for Brisbane’s notional capital structure is via equity funding from Council. Surpluses are treated in accordance with Council's dividend policy for Business Units after the application of the requirements of the tax equivalent regime (TER) with any TER income tax remitted to Council.
Major investments Major investments in 2020-21 included: • i nstallation of electric bus charging infrastructure at Eagle Farm Bus Depot to support operation of four new electric buses • delivery of two Next Generation double-decker CityCats • delivery of 60 new rigid equivalent buses.
Other reportable information In 2020-21, there were no changes to Transport for Brisbane’s annual operational plan that would impact the financial position, operating surplus or deficit, or prospects of the business unit. Council did not provide any directions to Transport for Brisbane that would alter the operations of the business unit.
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Annual operations report Key results for 2020-21 • Delivered bus driver training and education to 282 participants. • D elivered 18,524 additional shoulder peak bus services to help manage coronavirus social distancing. • Undertook an enhanced sanitisation regime on all vehicles and vessels to ensure customer safety. • D elivered the Western Pullenvale Community Research project, which led to the introduction of a nine-month trial of a new hail-and-ride Personalised Public Transport service from Moggill to Bellbowrie to support commuters not well serviced by conventional modes of public transport. • A warded the Electric Bus Trial contract to Yutong, Australia, ahead of services commencing in June 2021. • C ommenced a new 10-year agreement with RiverCity Ferries for the delivery, operations and maintenance of ferry services. • Renewed the bus wrap advertising contract for a 10-year term. • I ncreased the amount of buses that exceed Australian vehicle emission standards to represent more than 94% of the fleet. • Transported more than 51.4 million passengers on bus and ferry services. • Mitigated Cross River Rail construction impacts by: » d iverting bus services from Roma Street busway station to successfully maintain full bus operations » p artnering with TransLink to transport passengers impacted by station upgrades through the new 109 bus service. • Provided services to 334,406 patrons attending sporting and cultural events around the city. • W orked in partnership with third-party providers to continue the delivery of e-scooters and develop new e-bike services.
Service Quality Transport for Brisbane will provide exceptional responsive customer service with a commitment to Zero Harm. The organisation strives to be a consistently high performing transport provider through a culture which is positive, professional and performance driven. Key results for 2020-21 • Sanitised an average of 1181 buses and 25 ferries each day in response to the coronavirus pandemic. • Maintained full bus and CityCat network service delivery during the coronavirus pandemic. • C onducted 441 customer service observations and evaluations to improve overall customer experience. • Achieved a TransLink customer satisfaction index of 4.28 out of a possible rating of 5.00 for buses. • Achieved a TransLink customer satisfaction index of 4.55 out of a possible rating of 5.00 for ferries.
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Challenges Maintaining public transport during times of change Major events can cause shifts in how Brisbane’s communities interact with their city, what they need from Council and, in turn, how Council delivers and prioritises public services. This includes immediate challenges posed by natural hazards and threats to public health and safety, as well as those related to pivotal events such as World Expo 88 and G20 that shape the city’s evolution. As an essential, frontline service, public transport must respond to these disruptions with tactical agility, while also considering the long-term impact on services. These issues are far-reaching, and require continuous reviews of strategies, collaborative partnerships and service realignment to meet the needs of the community. The coronavirus pandemic has had a significant impact on Council’s bus, ferry and special event public transport services, with the enclosed and concentrated nature of transport environments creating challenges in preventing the spread of the virus. From the outset of the pandemic, Transport for Brisbane was required to consider the rapidly changing landscape of public transport requirements, while maintaining services for essential workers, and ensuring that all risks to public and staff health were mitigated.
TRANSPORTED MORE THAN 51.4 MILLION PASSENGERS ON BUS AND FERRY SERVICES
To satisfy public health orders, Council worked closely with delivery partner, TransLink, to implement rapid changes to citywide operational practices. This included rigorous daily sanitisation services, rear-door boarding on buses and removal of cash payments. As Victorian AFL and NRL games and team hubs relocated to South East Queensland, Council supported the safe delivery of special events transport by driving significant changes to special event operations, including implementing queuing practices and fencing at venues, managing loading limits and additional buses to allow social distancing on vehicles, and strategic planning of pickup points to enable effective queue and crowd management.
DELIVERED BUS DRIVER TRAINING AND EDUCATION TO 282 DRIVERS
Despite these actions, coronavirus has had a predictably negative influence on public transport patronage. Although patronage levels are steadily rising, they have not yet returned to pre-pandemic levels, influenced by public perception as well as the rise of working from home. With flexible working arrangements set to become a permanent feature in many organisational strategies, Council must consider the long-term effects that this and other trends born from coronavirus may have on Brisbane’s public transport system. Working collaboratively, Council and TransLink must consider how to encourage public transport use through the continued delivery of safe services, including determining the future of cashless fares, rear-door boarding and enhanced cleaning regimes.
BLUE AND MAROON CITYGLIDER PATRONAGE 2020-21
2,677,568 3,418,457
2019-20
4,386,807
2018-19
4,085,638
2017-18
3,853,713
2016-17
3,346,275
2014-15 2013-14
274
3,223,204
Public transport patronage has been impacted by coronavirus, including the 0 1000 2000 bus3000 4000 high-frequency CityGlider service between Teneriffe and West End (Blue Glider) and Ashgrove and Stones Corner (Maroon Glider).
132
As Brisbane grows and faces increasing amounts of disruption, the need for an adaptable, functional and sustainable public transport system will be more important than ever before. Council must consider both tactical and long-term strategies to maintain an attractive public transport service that meet the changing needs and expectations of our community.
3,621,068
2015-16
5000
5
CORPORATE GOVERNANCE
›R ISK MANAGEMENT › INTERNAL AUDIT
› E THICAL CONDUCT › SECURITY
›B RISBANE CITY COUNCIL AUDIT COMMITTEE
›Q UEENSLAND AUDIT OFFICE
› C OMPLAINTS MANAGEMENT ›R IGHT TO INFORMATION AND INFORMATION PRIVACY ACCESS REQUESTS ›N ATIONAL COMPETITION POLICY › C ODE OF CONDUCT
OVERVIEW Effective corporate governance by Council helps to 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. Council recognises transparent, accessible and timely reporting as a key element of good governance. Council also plans and discloses particular matters through key mechanisms of corporate governance including the Corporate Plan, Annual Plan and Budget and the Annual Report in accordance with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.
Risk management Council’s risk management practices contribute to the city’s liveability and sustainability by avoiding, mitigating 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 established a risk management framework that supports the consistent and transparent identification, management and monitoring of risks. Policies, procedures and other tools provide instruction on how risk management is performed across Council. Council’s risk management framework is based on International Standard ISO 31000:2018. Council regularly reviews and updates its risk management framework. Council’s corporate risk profile identifies risks that may impact on Council’s ability to deliver its key strategic or service delivery objectives. The corporate risk profile is regularly reviewed by the Executive Management Team and the Corporate Risk Management Committee. Each Council division has established division and branch level risk profiles that enable the identification, management and monitoring of risks that may affect that area’s ability to deliver services and/or achieve objectives. Risk profiles have also been established for specific operational areas including, but not limited to, safety and program or project risks.
Internal audit Assurance Services delivers Council’s internal audit function. It provides an independent appraisal function to all levels of management within Council for the review of systems of control and the quality of the performance of these systems. Reviews provide independent assurance and advice to managers so that Council’s policies, operations, systems and procedures meet appropriate standards of effectiveness, efficiency, propriety, and compliance with relevant internal policies, 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 Internal Audit Charter, which was endorsed by the Audit Committee in 2020-21 in accordance with the City of Brisbane Act 2010 and City of Brisbane Regulation 2012. The Charter authorises appropriate access to all functions, records, property and personnel within Council, as well as direct access to the Audit Committee Chair and independent members of the Brisbane City Council Audit Committee. Internal Audit applies a risk-based 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 2020-21, Internal Audit completed 27 reviews across all divisions and provided advice to managers on a range of matters. For 2020-21, the Chief Internal Auditor provided the Chief Executive Officer (CEO) with an opinion on the effectiveness of Council’s system of internal control, stating: “The reviews undertaken by Assurance Services in 2020-21 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. From the 27 reviews undertaken by Assurance Services, a range of issues and actions were raised for which management took action to correct and mitigation strategies were implemented. 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.”
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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, with the next review scheduled in 2024.
Ethical conduct Ethical Standards provides proactive advice and assistance to Council management on the control of fraud and corruption. The branch 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 fostering ethical behaviour. Ethical Standards received a total of 517 individual matters during the period 1 July 2020 to 30 June 2021. Following assessment, 58 complaints were considered to be Crime and Corruption Commission-related. Of the 517 individual matters, 334 required advice or assistance from Ethical Standards, while the remaining 125 matters were deemed to require formal investigation or action by Ethical Standards. In 2020-21, Ethical Standards continued to work closely with Employee Relations to ensure a collaborative, proactive approach to driving Council’s ethical standards. This included the delivery of information sessions on Council’s Code of Conduct and integrity in the workplace across the organisation, while also coordinating and delivering inductions for Council executives regarding ethical behaviour. In 2020-21, Ethical Standards proactively strengthened the application of relevant Council policies and procedures through considered, holistic advice.
Security Corporate Security is Council’s centre-led security office and 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 appropriate strategies and actions related to the security of the organisation’s physical assets and personnel. Corporate Security works alongside all other Council staff as well as the Queensland Police Service and Queensland and Australian Government departments. Corporate Security provides security designs for Council facilities and major projects and is responsible for managing Council’s security-related contracts. In 2020-21, Corporate Security continued to undertake security risk reviews of Council sites, assist with security concerns around public events, provide security advice for Council asset projects, manage peaceful assembly applications, investigate reported security incidents and upgrade Council’s security-related systems. These activities support the organisation to maintain a safe and secure environment for staff and the community.
Brisbane City Council Audit Committee Council’s Audit Committee has oversight and advisory responsibilities under the Brisbane City Council Audit Committee Charter and pursuant to section 201 of the City of Brisbane Regulation 2012, including reviewing and providing recommendations in respect of the following matters: • the internal audit plan for the current financial year • the internal audit progress report for the internal auditing for the preceding financial year • a draft of Council’s financial statements for the preceding financial year before the statements are certified and given to the Queensland Auditor-General • t he Queensland Auditor-General’s audit report and Queensland Auditor-General’s observations report about the Council’s financial statements for the preceding financial year.
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135
The Audit Committee has responsibilities regarding risk management, business continuity, governance and internal control, compliance, internal audit, external audit financial statements and reporting. The Chair of the Audit Committee is independent of Council. During 2020-21, the Audit Committee membership comprised of: • Paul Shipperley, independent Chair • Mitchell Petrie, independent Member • Gail Jukes, independent Member • Catherine de Ruyter de Wildt, independent Member. A representative of the Queensland Audit Office has a standing invitation to attend Audit Committee meetings. In addition, the following Council officers have standing invitations to attend each Audit Committee meeting as management representatives: • Chief Executive Officer • Divisional Manager, City Administration and Governance • Divisional Manager, Organisational Services • Chief Internal Auditor, Assurance Services, City Administration and Governance • Chief Financial Officer, Corporate Finance, Organisational Services. The Audit Committee meets at least four times a year, with authority to convene additional meetings as required to consider financial statements and annual planning matters as well as any other matters of significance to the Committee. The Audit Committee undergoes an annual structured self-assessment as part of its strategy for maintaining the highest standards of professional practice.
Queensland Audit Office The Queensland Audit Office (QAO) continued to provide independent audit services to Council during 2020-21. 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. QAO liaises closely with Council’s Corporate Finance and Assurance Services and provides advice to Brisbane City Council’s Audit Committee.
Complaints management On 1 January 2020 the new Human Rights Act 2019 (the Act) commenced in Queensland. There are 23 human rights including right to life, property rights, privacy and reputational rights, cultural rights and the right to freedom of expression. Under the Act, Council has responsibilities to ensure the 23 human rights are considered when delivering services, making decisions and developing policies. In excess of 1.31 million contacts were made with Council over the course of the 2020-21 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 for independent review.
136
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 Crime and Corruption Commission. A copy of the complaints management policy is available on Council’s corporate website, brisbane.qld.gov.au Administrative action complaints Council has developed a procedure for dealing with and resolving administrative action complaints. A copy of this procedure is available on Council’s corporate website. This not only ensures consistency and fairness in assessing and resolving 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 its performance in resolving administrative action complaints. At the start of the 2020-21 financial year, 443 administrative action complaints were carried over from the previous year, of these one remains open at the end of 2020-21. A total of 4165 administrative action complaints were received during the 2020-21 financial year. Of the combined figure of 4608, 4079 administrative action complaints were resolved during the financial year. Of the above, 529 complaints are still to be resolved. Office of the Disputes Commissioner The Office of the Disputes Commissioner is an independent office within Council that reviews second-stage appeals about infringement notices issued by Council. The Office of the Disputes Commissioner is responsible for ensuring fair outcomes without the need for appeals to progress to court. 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 can waive or uphold infringement notices regarding: • parking • malls • animals • pools • signage • environment • vegetation • water. During 2020-21, 1322 appeals were lodged with the Office of the Disputes Commissioner. A total of 1269 appeals were processed within the 2020-21 financial year, including appeals carried over from 2019-20. There are 57 appeals to be carried forward to 2021-22.
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137
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 2020-21 financial year, Council received 550 RTI and IP access applications. The estimated salary cost for processing these applications was $558,161. This includes $535,844 in labour costs for RTI unit employees, plus $22,317 for other officers throughout Council who have searched for and provided documents.
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 NCP 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. 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. In addition, the Code of Competitive Conduct needs to be applied to smaller business activities. Competitive neutrality complaints Complaints may be made only about business activities to which competitive neutrality principles 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. Under the City of Brisbane Regulation 2012, complaints may be made in writing to Council or to the Queensland Productivity Commission (QPC). If Council receives a complaint, it must pass the complaint on to the QPC. The QPC must investigate and report on the complaint. The report must be given to Council, and Council must decide by resolution whether to implement the recommendations in the QPC report. Council is not aware of any competitive neutrality complaints received in 2020-21. Annual review of business activities Each year, Council is required to identify new significant business activities which may be subject to the NCP, undertake public benefit assessments and consider the application of competitive neutrality principles. As required under the City of Brisbane Act 2010, an annual review of Council’s larger business activities was conducted. Brisbane City Cemeteries was identified as a new significant business activity for the financial year. Council did not apply the Code of Competitive Conduct to any additional smaller business activities by resolution in 2020-21.
138
Annual resolution After its review, Council resolved to apply the following: Commercialisation to two significant business activities: • Transport for Brisbane • City Parking. Full-cost pricing to these significant business activities as part of Field Services in Council: • Waste and Resource Recovery Services • Civil Construction and Maintenance Operations • Urban Amenity • Brisbane City Cemeteries. Code of Competitive Conduct to these business activities: • City Projects Office • Golf Courses • Riverstage • Asset Portfolio Management. Significant business activities and application of competitive neutrality principle Council’s Annual Financial Statements for 2020-21 contain details in relation to Council’s significant business activities and the application of the competitive neutrality principle. Tax equivalents Transport for Brisbane and City Parking completed returns under the State Tax Equivalents regime as commercialised business activities of Council.
Code of Conduct In accordance with the Public Sector Ethics Act 1994, Council’s Code of Conduct was refreshed in 2019. 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 corporate intranet and in hard copy 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. Employees are required to undertake compulsory Code of Conduct refresher training every two years. 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, the ethics obligations of public officials, and the Code of Conduct.
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139
6
DISCLOSURES
› COUNCILLOR REMUNERATION › COUNCILLOR EXPENSES
› COUNCILLOR ATTENDANCE › COUNCILLOR CONDUCT
› COUNCILLOR ADVISORS
› EXECUTIVE REMUNERATION › OVERSEAS TRAVEL
› REGISTERS KEPT BY COUNCIL ›G RANTS TO COMMUNITY ORGANISATIONS
140
BACKGROUND Council is committed to transparency, openness and accessibility. The City of Brisbane Act 2010 (the Act) and City of Brisbane Regulation 2012 (the Regulation) reinforce Council’s commitment to 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 Council has adopted a Councillor Remuneration Policy in accordance with sections 230-235 of the Regulation. Under the policy, Councillor remuneration is determined by an independent tribunal. Every five years, the independent tribunal reviews Councillor remuneration and sets a base salary payable to all Councillors with differential rates of salary awarded to different classes of office. Council adopts annual percentage movements between the review periods as set out by the Queensland Independent Remuneration Tribunal. As at 30 June 2021, the base rate of salary for Councillors is $160,938. The key positions with differentiated rates of salary are the Lord Mayor receiving 165%, the Deputy Mayor receiving 130%, the Chair of Council and Chairs of Standing Committees receiving 125%, and the Leader of the Opposition receiving 110% of the base salary. Superannuation contributions for Councillors must at least meet prevailing federal superannuation guarantee legislation, set at 9.5% in 2020-21. Council provides an additional contribution of 2.5%, bringing the total rate of Councillor superannuation to 12%. Total remuneration paid to each Councillor during 2020-21 Councillor
Base salary
Superannuation
Total remuneration
Lord Mayor Adrian Schrinner
$265,548.92
$31,866.12
$297,415.04
Krista Adams
$209,217.84
$25,106.12
$234,323.96
Greg Adermann
$160,937.92
$19,312.80
$180,250.72
Adam Allan
$201,171.88
$24,140.48
$225,312.36
Lisa Atwood
$160,937.92
$19,312.80
$180,250.72
Jared Cassidy
$177,030.88
$21,243.56
$198,274.44
Kara Cook
$160,937.92
$19,312.80
$180,250.72
Peter Cumming
$160,937.92
$19,312.80
$180,250.72
Fiona Cunningham
$201,171.88
$24,140.48
$225,312.36
Tracy Davis
$160,937.92
$19,312.80
$180,250.72
Steve Griffiths
$160,937.92
$19,312.80
$180,250.72
Fiona Hammond
$160,937.92
$19,312.80
$180,250.72
Vicki Howard
$201,171.36
$24,140.48
$225,311.84
Steven Huang
$160,937.92
$19,312.80
$180,250.72
Sarah Hutton
$160,937.92
$19,312.80
$180,250.72
Nicole Johnston
$160,937.92
$19,312.80
$180,250.72
Sandy Landers
$160,937.92
$19,312.80
$180,250.72
James Mackay
$160,937.92
$19,312.80
$180,250.72
Kim Marx
$201,171.88
$24,140.48
$225,312.36
Peter Matic
$160,937.92
$19,312.80
$180,250.72
David McLachlan
$201,171.88
$24,140.48
$225,312.36
Ryan Murphy
$201,171.88
$24,140.48
$225,312.36
Angela Owen
$160,937.92
$19,312.80
$180,250.72
Jonathan Sri
$160,937.92
$19,312.80
$180,250.72
Charles Strunk
$160,937.92
$19,312.80
$180,250.72
Steven Toomey
$160,937.92
$19,312.80
$180,250.72
Andrew Wines
$201,171.88
$24,140.48
$225,312.36
6 - DISCLOSURES
141 141
In addition to salary and superannuation entitlements, certain Councillors receive an Expense of Office allowance. • The Lord Mayor receives an Expense of Office allowance of $99,767. • T he Deputy Mayor, Chair of Council, Chairs of Standing Committees and the Leader of the Opposition each receive an Expense of Office allowance of $20,320.
Councillor expenses Council has adopted an Expenses Reimbursement Policy for Councillors in accordance with section 237 of the Regulation. Council’s policy considers the needs of Councillors to be equipped with adequate and appropriate facilities to enable them to represent their ward and the City of Brisbane. Additionally, Council’s policy recognises that 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 policy activities undertaken by Councillors or their staff are not reimbursed. The following table outlines the total expenses incurred by Councillors under the policy between 1 July 2020 and 30 June 2021. This includes expenses from an allocated Ward Office budget, travel, professional development and Council business-related home and mobile telephony and data costs. Total expenses incurred by each Councillor during 2020-21
142
Ward
Councillor
Total expenses
Lord Mayor
Adrian Schrinner
$88,402.00
Bracken Ridge
Sandy Landers
$60,042.43
Calamvale
Angela Owen
$62,269.21
Central
Vicki Howard
$61,971.13
Chandler
Ryan Murphy
$56,893.80
Coorparoo
Fiona Cunningham
$45,399.81
Deagon
Jared Cassidy
$61,725.67
Doboy
Lisa Atwood
$59,424.40
Enoggera
Andrew Wines
$57,432.35
Forest Lake
Charles Strunk
$61,801.23
Hamilton
David McLachlan
$42,668.80
Holland Park
Krista Adams
$54,288.80
Jamboree
Sarah Hutton
$59,652.39
MacGregor
Steven Huang
$35,585.63
Marchant
Fiona Hammond
$56,065.47
McDowall
Tracy Davis
$59,866.62
Moorooka
Steve Griffiths
$60,192.13
Morningside
Kara Cook
$62,458.75
Northgate
Adam Allan
$62,038.85
Paddington
Peter Matic
$55,717.61
Pullenvale
Greg Adermann
$58,936.84
Runcorn
Kim Marx
$60,796.31
Tennyson
Nicole Johnston
$60,074.71
The Gabba
Jonathan Sri
$64,191.91
Ward
Councillor
Total expenses
The Gap
Steven Toomey
$56,882.37
Walter Taylor
James Mackay
$64,550.87
Wynnum Manly
Peter Cumming
$57,953.08
Facilities Councillors are 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 is provided for each office. In addition, Council provides an area close to the Council Chamber for use by all Councillors. Council also provides Committee Chairs’ offices, a Leader of the Opposition office, a Deputy Mayor office and a suite of rooms for the Lord Mayor. Motor vehicle Councillors are provided with or entitled to the use of a fully maintained Council vehicle with a total dollar value of up to and including: • Lord Mayor - $72,000 • Leader of the Opposition and Chairs - $50,000 • Other Councillors - $44,000.
Councillor attendance Council meetings include Ordinary Council Meetings, Special Council Meetings and meetings of Council's Standing Committees. More information on Council’s Standing Committees and Chairs is available in section two (pages 14-36) of this report.
Number of Council meetings attended out of the number of meetings held Councillor
Total meetings attended (out of 31 held)
Councillor
Total meetings attended (out of 31 held)
Lord Mayor Adrian Schrinner
29
Sarah Hutton
31
Krista Adams
31
Nicole Johnston
30
Greg Adermann
31
Sandy Landers
30
Adam Allan
31
James Mackay
31
Lisa Atwood
29
Kim Marx
30
Jared Cassidy
31
Peter Matic
27
Kara Cook*
16
David McLachlan
31
Peter Cumming
31
Ryan Murphy
31
Fiona Cunningham*
21
Angela Owen
28
Tracy Davis
31
Jonathan Sri
31
Steve Griffiths
27
Charles Strunk
31
Fiona Hammond
26
Steven Toomey
31
Vicki Howard
31
Andrew Wines
31
Steven Huang
29
* Councillor was absent with the consent of the Council Chamber while on a leave of absence after the birth of her child.
6 - DISCLOSURES
143 143
Establishment and Coordination Committee
City Planning and Economic Development Committee
City Standards, Community Health and Safety Committee
Community, Arts and Nighttime Economy Committee
Councillor Ethics Committee
Environment, Parks and Sustainability Committee
Finance, Administration and Small Business Committee
Infrastructure Committee
Public and Active Transport Committee
Number of Committee meetings attended out of the number of meetings held
Total meetings held
47
24
24
24
3
24
24
24
24
Lord Mayor Adrian Schrinner
41*
1
Krista Adams
44
24*
Councillor
Greg Adermann
1
Adam Allan
43
Lisa Atwood
1
24 3* 22
22 24
Jared Cassidy 12
Kara Cook 2
24
Peter Cumming Fiona Cunningham2
34
Tracy Davis
12
12
2
24
3
24
3
24 21
1
Vicki Howard
46
Steven Huang
3
Sarah Hutton
1
20
20
21 24* 22
22
Sandy Landers
23
22
James Mackay
24
24
43
22* 23
Peter Matic David McLachlan
45
Ryan Murphy
45
3
23 24* 24*
Angela Owen
22
21
Jonathan Sri
22
24
12 **
Charles Strunk Steven Toomey
3
3 23
24
23
Andrew Wines1 * Chair of respective Committee. ** Councillor Charles Strunk joined the City Planning and Economic Development Committee on 1 February 2021.
144
22 24
24
Nicole Johnston
Kim Marx
24
18*
Steve Griffiths Fiona Hammond
24*
1
The Chair of Council had no Committee memberships.
2
Councillor was absent with the consent of the Council Chamber while on a leave of absence after the birth of her child.
24
Councillor conduct Complaints about Councillor conduct The Local Government Act 2009 (LGA) sets out the process to be followed if Council receives a complaint, or if the Office of the Independent Assessor refers a complaint received 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. A complaint about the conduct of a Councillor must be submitted to the Office of the Independent Assessor (OIA), who will assess the complaint and determine the category of the allegation. In order of least to most serious, the categories of complaint are unsuitable meeting conduct, inappropriate conduct, misconduct, and then corrupt conduct. The City of Brisbane Regulation 2010 requires Council to report on the following each financial year.
Number of orders made under section 150I(2) of the LGA. Note: Section 150I(2) of the LGA and the Model Meetings Procedure has been mirrored in a consolidated draft of the Meetings Local Law 2001 for ease of reference for Councillors, the equivalent section number being 21. Please contact Council for a copy of the consolidated draft of the Meetings Local Law 2001.
6
Number of orders made under section 150AH(1) of the LGA.
3
Number of decisions, orders and recommendations made under section 150AR(1) of the LGA.
0
Number of complaints referred to the Office of the Independent Assessor under section 150P(2)(a) of the LGA by Council entities.
7
Number of matters notified to the Crime and Corruption Commission under section 150P(3) of the LGA.
0
Number of notices given to the Office of the Independent Assessor under section 150R(2) of the LGA.
2
Number of notices given to the Office of the Independent Assessor under section 150S(2)(a) of the LGA.
0
Number of decisions made by the Office of the Independent Assessor to dismiss a complaint about the conduct of a Councillor under section 150W(1)(a), (b) or (e), section 150X(a)(ii) or take no further action section 150Y(b) of the LGA.
30
Number of referral notices given to Council under section 150AC of the LGA that are accompanied by a recommendation mentioned in section 150AC(3)(a) of the LGA.
0
Number of occasions where information was given to the Office of the Independent Assessor under section 150AF(4)(a) of the LGA.
0
Number of occasions Council asked another entity to investigate the suspected inappropriate conduct of a Councillor under chapter 5A, part 3, division 5 of the LGA.
8
Number of applications heard by the Councillor Conduct Tribunal under chapter 5A, part 3, division 6 of the LGA about whether a Councillor engaged in misconduct or inappropriate conduct under the LGA.
0
6 - DISCLOSURES
145 145
Councillors for whom a decision, order or recommendation was made under sections 150I(2), 150AH(1) and 150AR(1) of the LGA were as follows. Note: Section 150I(2) of the LGA has been mirrored in a consolidated draft of the Meetings Local Law 2001 for ease of reference for Councillors, the equivalent section number being 21. Please contact Council for a copy of the consolidated draft of the Meetings Local Law 2001.
Councillor
146
Description of the unsuitable meeting conduct, misconduct, inappropriate conduct or disorderly conduct
Summary of the decision, order or recommendation
Kim Marx
It was alleged that Councillor Marx engaged in inappropriate conduct when the Councillor behaved in an aggressive way towards a Council employee.
This matter was considered by the Councillor Ethics Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the Local Government Act 2009 that Councillor Marx had engaged in Inappropriate Conduct and issued an order that Councillor Marx be reprimanded for the conduct, including that Councillor Marx make an unreserved apology in writing to the complainant, under section 150AH(1)(b)(ii) of the Local Government Act 2009.
Jonathan Sri
It was alleged that Councillor Sri engaged in inappropriate conduct when the Councillor, via livestream, provided advice to residents about making rent payments and contacting landlords to request rent assistance. It was alleged that during the livestream, Councillor Sri offered to use the resources of Brisbane City Council (Council) to provide the postal addresses of landlords to renters, to circumvent their real estate agent, so that renters could write directly to landlords and request a rent free period. It was also alleged that Councillor Sri encouraged renters to refuse or delay rent payments with “no or little consequence because QCAT would be overwhelmed because of COVID-19”.
This matter was considered by the Councillor Ethics Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the Local Government Act 2009 that Councillor Sri had engaged in Inappropriate Conduct and issued an order that Councillor Sri be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the Local Government Act 2009.
Jonathan Sri
It was alleged that Councillor Sri engaged in inappropriate conduct by posting to his official Facebook page, “Australian cops are racist and violent”. It was alleged the Councillor later edited the post to remove the above words, however the screenshots of the post indicated that it may have been showing publicly on the Councillor’s Facebook page for up to five hours prior to being deleted.
This matter was considered by the Councillor Ethics Committee. In considering the matter, the Committee made a finding under section 150AG(1)(a) of the Local Government Act 2009 that Councillor Sri had engaged in Inappropriate Conduct and issued an order that Councillor Sri be reprimanded for the conduct, under section 150AH(1)(b)(ii) of the Local Government Act 2009.
Nicole Johnston
The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 27 October 2020.
The Chair of Council ordered the Councillor's unsuitable meeting conduct and reprimand be noted in the Minutes of the meeting, in accordance with section 21(9) of Meetings Local Law 2001.
Nicole Johnston
The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 17 November 2020.
The Chair of Council ordered the Councillor's unsuitable meeting conduct and reprimand be noted in the Minutes of the meeting, in accordance with section 21(9) of Meetings Local Law 2001.
Nicole Johnston
The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 2 February 2021.
The Chair of Council ordered the Councillor's unsuitable meeting conduct and reprimand be noted in the Minutes of the meeting, in accordance with section 21(9) of Meetings Local Law 2001.
Nicole Johnston
The Councillor failed to comply with a request for remedial action for unsuitable meeting conduct during the Council meeting on 9 March 2021.
The Chair of Council ordered the Councillor to leave the meeting for unsuitable meeting conduct, in accordance with section 21(9) of Meetings Local Law 2001.
Jonathan Sri
The Councillor displayed unsuitable meeting conduct during the Council meeting on 16 June 2021.
The Chair of Council ordered the Councillor's unsuitable meeting conduct and reprimand be noted in the Minutes of the meeting, in accordance with section 21(9) of Meetings Local Law 2001.
Jonathan Sri
The Councillor continued to fail to comply with a request to take remedial action for unsuitable meeting conduct during the Council meeting on 16 June 2021.
The Chair of Council ordered the Councillor to leave the meeting for unsuitable meeting conduct, in accordance with section 21(9) of Meetings Local Law 2001.
Councillor advisors Section 198 of the Act requires Council to disclose information about the appointment and remuneration of Councillor Advisors for each Councillor.
Councillor
Total number of Councillor Advisor appointments during 2020-21*
Total remuneration (base salary plus superannuation) of Councillor Advisors for 2020-21*
Total FTE of Councillor Advisors for 2020-21
Lord Mayor Adrian Schrinner
12
$1,098,935.11
9.6
Krista Adams
2
$163,997.45
2
Greg Adermann
-
-
-
Lisa Atwood
-
-
-
Adam Allan
2
$85,151.26
2
Jared Cassidy
4
$305,271.47
4
Kara Cook
1
$71,114.70
1
Peter Cumming
1
$71,450.10
1
Fiona Cunningham
2
$103,455.05
1.6
Tracy Davis
-
-
-
Steve Griffiths
-
-
-
Fiona Hammond
-
-
-
Vicki Howard
2
$153,629.05
2
Steven Huang
-
-
-
Sarah Hutton
-
-
-
Nicole Johnston
-
-
-
Sandy Landers
-
-
-
James Mackay
-
-
-
Kim Marx
2
$166,091.13
2
Peter Matic
-
-
-
David McLachlan
3
$185,319.27
2
Ryan Murphy
3
$173,705.08
2
Angela Owen
-
-
-
Jonathan Sri
-
-
-
Charles Strunk
1
$80,390.95
1
Steven Toomey
-
-
-
Andrew Wines
-
-
-
*Note: Amendments to the Act to provide for the appointment of Councillor Advisors took effect on 12 October 2020.
6 - DISCLOSURES
147 147
Executive remuneration Section 198 of the Act requires Council to report the remuneration of senior management. The Act defines senior management as consisting of the Chief Executive Officer (CEO) and senior executive employees. The below indicates the total fixed remuneration being paid to the CEO and direct report employees as defined in Council’s Organisational Chart. The total fixed remuneration for these eight executive service employees for 2020-21 is $4.152 million. Total fixed remuneration for these employees represents the sum of salary and superannuation. Range
CEO and direct reports
$400,000 - $499,999
6
$500,000 - $599,999
1
$600,000 - $699,999
0
$700,000 - $799,999
1
The below indicates the total fixed remuneration being paid to Branch and Group Manager employees as defined in Council’s organisational chart. The total fixed remuneration for these 38 employees for 2020-21 is $10.702 million. The fixed remuneration for these employees represents the sum of salary and superannuation. Range
Branch/Group Managers
$200,000 - $299,999
28
$300,000 - $399,999
9
$400,000 - $499,999
1
Overseas travel Section 180 of the Regulation requires Council to report on any overseas travel made by a Councillor or Council employee in an official capacity during the financial year. During 2020-21, no overseas travel occurred.
148
Registers kept by Council Section 182 of the Regulation requires Council to provide a list of registers kept by Council for the financial year. Council maintains registers in accordance with its requirements under current Queensland legislation and regulations and local laws. Legislative and regulatory requirements Animal Management (Cats and Dogs) Act 2008 • Dog registry. Building Act 1975 and Building Regulation 2006 • R egister of budget accommodation 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. • Register of designated floor hazard areas. City of Brisbane Act 2010 and City of Brisbane Regulation 2012 • Reportable and material loss register. • Register of cost-recovery fees. • Asset register. • Local laws register. • Roads map and register. • Delegations register. • Lobbyist register. • Register of business activities to which the competitive neutrality principle applies. • R egister 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. • R egister of interests (maintained by the Lord Mayor) of (a) the CEO, and (b) a person who is related to the CEO. Environmental Offsets Act 2014 • Register of offset conditions. Environmental Protection Act 1994 • Section 540 Register. Biosecurity Act 2014 • Register of biosecurity orders. Local Government Regulation 2012 • Councillor Conduct Register. Planning Act 2016 and Planning Regulation 2017 • Register of designations made by Council. • Register of exemption certifications. • Adopted Infrastructure Charges register. • Private Certifier Application register. 6 - DISCLOSURES
149 149
Plumbing and Drainage Act 2018 and Plumbing and Drainage Regulation 2019 • Register of greywater use and on-site sewerage facilities. • Register of permits and inspection certificates. • Register of testable backflow prevention devices. • Register of show cause and enforcement notice. Queensland Heritage Act 1992 • Register of local heritage. Statutory Bodies Financial Arrangements Act 1982 • Register of Treasurer approvals. Sustainable Planning Act 2009 (repealed) • R egister of development applications made to Council under the repealed Sustainable Planning Act 2009. • Register of requests for compliance services under the Sustainable Planning Act 2009. Local Laws Animals Local Law 2017 • Register of impounded animals. Meetings Local Law 2001 • Register of attendance at Council meetings. Natural Assets Local Law 2003 • Register of protected vegetation.
Grants to community organisations In 2020-21 Council prioritised funds to create the Lord Mayor’s COVID-19 Direct Assistance Program to support our community organisations as a result of the coronavirus pandemic. Community grant programs that normally help fund local non-profit community groups to develop and improve community facilities and services in Brisbane were redirected to help non-profit lessees cover the costs of operating expenses incurred during forced closures and to undertake maintenance works on their buildings. The Lord Mayor's Community Sustainability and Environmental Grants program provides funding to groups and individuals across Brisbane to carry out projects that improve Brisbane's natural environment and sustainability.
150
In 2020-21, more than $5.3 million in grants were allocated to the city’s community groups to help them build on Brisbane’s lifestyle. Grant program
Description
Funding per project
Total funding in 2020-21
Community grants Lord Mayor’s COVID-19 Direct Assistance Program
Council provided $3 million in direct financial assistance this financial year to community, cultural, and sport and recreational groups leasing a Council-owned or managed community facility, to help them rebuild and recommence services to residents after the coronavirus pandemic.
Up to $10,000
$2,998,462.85
Housing Support Program
Funds to community organisations for projects or services that respond to the housing and social needs of homeless people in Brisbane's inner north.
$2000 to $10,000
$21,340.00
Pathways out of Homelessness Grant Program
The Program will enable new, innovative and sustainable solutions to address the growing community issue of homelessness. The second year payments of projects approved for three-year funding were released in 2020-21.
Up to a total of $450,000 over three years; or $20,000 to $200,000 for one year.
$1,000,000.00
Lord Mayor’s Community Fund
Each Councillor is allocated $34,000 for community projects undertaken within their ward. The Lord Mayor is allocated $34,000 for community projects that involve multiple wards.
$250 to $10,000
$909,586.07
Seniors Celebration Donation
Supports senior citizen groups towards the cost of activities such as social outings and Christmas parties.
$100 to $300
$119,990.00
Community Support Funding Program
Provides financial assistance to community groups facing financial hardship and providers of affordable housing in the form of a credited percentage of their annual rates paid in the previous financial year.
Varies
$280,000.00
Historical Organisation Assistance Grant Program
Provides financial assistance to help cultural heritage and historical organisations to operate and maintain their facilities. Year three payment of multi-year grant funding period.
$2000 to $10,000
$59,909.50
Lord Mayor’s Community Sustainability and Environment Grants Program Cultivating Community Gardens Grants
Council's Cultivating Community Gardens Grants aim to enhance Brisbane's sustainability and liveability by providing funding to local non-profit community groups and organisations to establish, develop and maintain community gardens on Council-owned and other land.
$1000 to $2500
$35,873.81
Native Wildlife Carers Grants
Native Wildlife Carers Grants provide financial assistance to groups and individuals involved in rehabilitating and releasing orphaned, sick and injured native wildlife within the Brisbane City Council area.
$500 to $5000
$64,338.11
Environmental Grants
Environmental Grants provide funding to communitybased groups and non-profit organisations to undertake environmental initiatives that address local or citywide community environmental issues.
Minimum $1000. Up to $8000 for operational and administrative expenses. Up to $20,000 for environmental projects.
$213,178.53
Sustainability Grants
Sustainability Grants provide assistance to non-profit organisations to undertake actions to support the reduction of energy consumption and greenhouse gas emissions of their facilities.
$1000 to $10,000
$81,597.85
6 - DISCLOSURES
151 151
Lord Mayor’s Community Fund Following changes to the Regulation, funds available to community groups through the Lord Mayor’s Community Fund have been reduced to meet a prescribed amount for discretionary funds. This is set at 0.1% of general rates revenue in the preceding financial year, resulting in a total allocation of $918,000. In 2020-21, each Councillor was allocated $34,000 for community projects undertaken within their ward. The Lord Mayor was allocated $34,000 for community projects that involve multiple wards.
Organisation
Purpose
Date allocated
Amount approved
Lord Mayor – Councillor Adrian Schrinner
152
Access Arts Ltd
UR on YouTube! Showcasing Brisbane performing artists with disability
5 August 2020
$1250.00
Australian Indonesian Culture and Welfare Association Inc.
Bahasa Indonesia and Traditional Dance Course Project to Australians
9 September 2020
$2000.00
Balmoral Cycling Club Inc.
Purchase of timing equipment for Balmoral Metropolitan Championships and Balmoral Junior and Women's Tour
9 September 2020
$900.00
Bus Stop Films Ltd
Brisbane inclusive film project
29 October 2020
$1400.00
Celtic Council of Australia (Queensland) Inc.
Pan Celtic Dinner and Awards Night
4 December 2020
$1100.00
Community Mental Health Support
Movie Extravaganza for children in need, Indooroopilly 2020
9 December 2020
$1920.00
Drug Awareness and Relief Foundation (Australia)
Day out at the movies for sick, disabled and underprivileged children 2020
9 December 2020
$1100.00
Enoggera District Stamp Club Inc.
Hire of venue for the annual Northside Stamp Fair
13 January 2021
$352.00
Federation of Indian Communities of Queensland Inc.
Hire of auditorium for Australia-India Day Celebrations 2021
25 January 2021
$2000.00
Hairdressers with Hearts Ltd
Provision of training to hairdressers and barbers in the Brisbane Metropolitan Area about how to recognise domestic and family violence and elder abuse
2 February 2021
$1500.00
Nature Freedom Ltd
Inclusive paddling project
11 February 2021
$2000.00
Queensland Blue Light Association Inc.
Disadvantaged Children's Movie Day, Indooroopilly 2021
12 February 2021
$2100.00
Queensland Meals on Wheels Ltd
Best practice and networking meeting for Meals on Wheels services
1 March 2021
$2000.00
Queensland Rugby Referees Association Inc.
Digitisation of historical records
24 February 2021
$2000.00
Rotary Club of Toowong
Purchase of air conditioner for early intervention room at the Windana Support Centre
5 March 2021
$600.00
St John's Wood The Gap Parish The Happy Patches Sewing Circle
Purchase of materials to make handmade quilts
11 March 2021
$1500.00
The Australian Volunteer Coast Guard Association Inc.
Purchase of Flir Joystick Control Unit
26 March 2021
$1500.00
The Lovewell Project Cafe
Community Thank You dinners
1 April 2021
$4000.00
This Story Australia Ltd
Hire of marquee for Veteran’s Golf Day 2020
6 May 2021
$1800.00
Women's Health Queensland Inc.
Understanding Pathways to Safety: Brisbane Domestic and Family Violence Forum 2021
12 May 2021
$978.00
Organisation
Purpose
Date allocated
Amount approved
Bracken Ridge Ward – Councillor Sandy Landers Aspley Memorial Bowls Club
Open Day 2021
29 April 2021
$1357.85
Australian Crawl Swimming Club
Purchase of dolphin synchro start/stop system watch
22 March 2021
$6523.00
Australian Skateboarding Federation Ltd
Open Skateboarding competition event
24 February 2021
$3000.00
Baptist Church Bracken Ridge
Fireworks display for Bracken Ridge Carols
14 December 2020
$4545.45
Bracken Ridge Uniting Church
Painting and lighting for Multicultural Murals
27 January 2021
$2000.00
Emergency Services Motorcycle Association Fire Qld
Purchase of instruments and uniforms for the pipes and drums band
6 August 2020
$1500.00
Emergency Services Motorcycle Association Fire Qld
Purchase of additional uniforms for the pipes and drums band
10 February 2021
$2173.60
Fitzgibbon Community Centre Ltd
Installation of solar security light and approved Council road signage at the Fitzgibbon Community Garden
17 February 2021
$1207.10
Latin American Community of Australia (Qld) Inc.
Brisbane Fiesta Latina 2020
25 November 2020
$825.00
Lions Club of Bracken Ridge Central Inc.
Disability access to park
9 November 2020
$4488.00
Ridge Hills United Football Club Inc.
Junior Presentation Day
28 October 2020
$3080.00
The Bald Hills Memorial Hall Committee Inc.
Removal of diseased trees and deadwood at driveway entry to hall
5 March 2021
$3300.00
Calamvale Ward – Councillor Angela Owen Acacia Ridge Meals on Wheels Inc.
Volunteers Christmas Luncheon
23 November 2020
$250.00
Algester Branch Little Athletics Centre Inc.
Purchase of trolleys and starting block cart to increase storage space
21 July 2020
$3089.04
Brisbane Maharashtra Mandal Inc.
Hire of sound system, tables and chairs for the Brimm Diwali Celebration 2020
13 November 2020
$507.00
Brisbane Super Kings Cricket Club Inc.
Hire of marquees and stage for the Seniors and Juniors Awards Night 2020
23 November 2020
$2200.00
Calamvale Leopards Junior Australian Football Club Inc.
Installation of access and inclusion seating
11 June 2021
$1720.00
Calamvale Ward Office
"Swimming for Gold" screening
10 September 2020
$3199.95
Calamvale Ward Office
Seniors' Christmas Parties
13 November 2020
$387.86
Calamvale Ward Office
Australia Day Citizenship Ceremony 2021
23 December 2020
$7577.77
Federation of Indian Communities of Queensland Inc.
Australia-India Day Celebrations 2021
23 December 2020
$750.00
Federation of Indian Communities of Queensland Inc.
Hire of hall for International Yoga Day
20 May 2021
$750.00
Kannada Sangha Queensland Inc.
Hire of hall and sound equipment for the Diwali and Rajyotsava Function, December 2020
23 November 2020
$1100.00
Kannada Sangha Queensland Inc.
Hire of hall and sound system for Ugadi Festival
28 April 2021
$970.00
6 - DISCLOSURES
153 153
Organisation
Purpose
Date allocated
Amount approved
Calamvale Ward – Councillor Angela Owen (continued) Malayee Association of Queensland Inc.
Brisbane Indian Badminton Open 2021
28 February 2021
$2750.00
Malayee Association of Queensland Inc.
Two days field hire for Cricket Open 2021
8 April 2021
$450.00
National Servicemen's Association of Australia (Queensland) Inc.
Purchase of defibrillator for the Wacol Heritage Precinct
10 June 2021
$1199.00
Punjabi Welfare Association of Australia Inc.
Hire of DJ and venue hire for Christmas in July
10 June 2021
$1000.00
The Scout Association of Australia Queensland Branch Inc.
Purchase of bell tents for Algester Scouts
10 June 2021
$2289.28
The Sri Lanka Sports Association of Queensland Inc.
Carnival of Cricket 2021
31 March 2021
$1570.00
Tricolours Cricket Club Inc.
Purchase of cricket equipment
21 July 2020
$2200.00
Central Ward – Councillor Vicki Howard
154
Access Arts Ltd
“Journey to the Other Side” exhibition at KPMG
5 November 2020
$1500.00
Access Arts Ltd
Earth Footprint art exhibition at St Andrew's War Memorial Hospital
13 May 2021
$2000.00
Brisbane Central Primary P&C Association
Purchase of BBQ supplies for Community Fundraiser
13 October 2020
$749.10
Brisbane Seniors Online Association Inc.
Marketing Brisbane Seniors Online in the Central Ward and supporting local magazine
19 November 2020
$770.00
BrisStyle Inc.
Create and Connect Conference 2021
17 December 2020
$600.00
Central Ward Office
Communify, Holy Trinity and Red Cross Christmas hampers for those in hardship
11 December 2020
$1000.00
Central Ward Office
Nursing home Christmas catering
11 December 2020
$627.27
Central Ward Office
Australia Day Citizenship Ceremony
25 January 2021
$499.47
ChaplainWatch Inc.
Venue deposit for Purple and White Ball 2021
27 August 2020
$909.09
Fishers of Men
Purchase of catering and hygiene items for those in need at Christmas
29 September 2020
$1000.00
Iranian Film Festival Australia
Tenth Iranian Film Festival Australia
24 May 2021
$2000.00
Latin American Community of Australia (Qld) Inc.
Brisbane Fiesta Latina 2020
19 November 2020
$814.00
Many Genders One Voice
Purchase of marquee
13 May 2021
$1000.00
Merthyr Croquet Club
Purchase of lawn maintenance equipment, update of exterior sign and name tags for members
22 April 2021
$2200.00
New Farm and Districts Historical Society
Design, preparation and installation of historical plaques in Teneriffe Park
22 April 2021
$3767.22
New Farm State School P&C Association
New Farm State School Trivia Night Fundraiser
28 October 2020
$1000.00
Open Doors Youth Service Inc.
Purchase of furniture
30 April 2021
$2000.00
Queensland Aids Council Inc.
Venue hire and catering for Trans Community Awards evening
27 August 2020
$950.00
Organisation
Purpose
Date allocated
Amount approved
Central Ward – Councillor Vicki Howard (continued) Rivercity Waterpolo Club Inc.
Purchase of shade sails and goal carts for storage
11 December 2020
$2000.00
Rotary Club of New Farm
Purchase of canvas boards and paint for art program
14 May 2021
$500.00
Royal Historical Society of Queensland Inc.
Purchase of webcam, microphone and two lapel microphones for remote engagement
29 September 2020
$1082.00
Sands - Miscarriage Stillbirth Newborn Death Support
Service followed by Brisbane Walk to Remember event
27 August 2020
$1000.00
Submarine Association Australia Queensland Inc.
Printing of Order of Service booklets for Anzac Day Dawn Service 2021
22 April 2021
$282.70
The Victoria League Brisbane Inc.
Commonwealth Day 2021
5 November 2020
$1264.89
Tibetan Community Queensland Inc.
Purchase of sound system
14 September 2020
$702.90
Tibetan Community Queensland Inc.
Hire of venue for extended prayer session at New Farm
19 May 2021
$250.00
Voices of Birralee Inc.
Culture of Peace Concert
6 May 2021
$2000.00
Wesley Mission Queensland
Art from the Margins Outsider Art Awards and Exhibition
27 August 2020
$1500.00
Chandler Ward – Councillor Ryan Murphy Bulimba Creek Catchment Coordinating Committee (B4C)
Establishment of a community vertical sustainable garden
26 May 2021
$4126.18
Brisbane City Rollers Inc.
Purchase of helmets for new skater intake
12 August 2020
$1000.00
Brisbane Southside Masters Swimming Inc.
Catering, program printing, officials and meet recorder for the Brisbane Southside Masters Short Course Swim Meet 2021
17 February 2021
$1025.00
Carina State School P&C Association
Refurbishment of Meadowlands Road Boundary Block Wall
21 April 2021
$2860.00
Chandler Ward Office
Peafowl Management Plan for Mackenzie
24 February 2021
$4420.00
Damini Women's Association of Qld Inc.
Purchase of sewing machines
2 September 2020
$750.00
Damini Women's Association of Qld Inc.
International Women's Day event 2021
22 February 2021
$1210.00
Gateway Church
Purchase of equipment to enable video streaming capability for Gateway Church community
8 July 2020
$500.00
Global Care Australia
Purchase of food items for Christmas hampers
19 November 2020
$4545.45
Jewish Educational Institute Chabad House Brisbane Inc.
Entertainment, food and dreidels spinning tops for Chanukah at Westfield
27 November 2020
$750.00
Lions Club of Brisbane Camp Hill Carindale Inc.
Australia Day Citizenship Ceremony 2021
13 January 2021
$275.00
Mansfield State School P&C Association
Community Movie Night Fundraiser 2021
9 December 2020
$1727.00
Men's Walk & Talk
Mental Health Awareness Program
27 May 2021
$3916.00
Nature Freedom Ltd
Inclusive Clean Up Australia Day
20 January 2021
$912.29
Queensland Koala Society Inc.
Tree guards for sapling protection on fodder farm
16 October 2020
$636.80
Rotary Club of Mount Gravatt Inc.
BBQ after Rotary Domestic Violence Rally and Memorial Service
7 May 2021
$1100.00
6 - DISCLOSURES
155 155
Organisation
Purpose
Date allocated
Amount approved
Chandler Ward – Councillor Ryan Murphy (continued) The Brisbane Orchid Society Inc.
Hire of Belmont Shooting Complex for 47th Annual Orchid Show
17 March 2021
$990.00
The Rotary Club of Carindale Inc.
Purchase of portable BBQ and laptop
19 March 2021
$2930.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Carindale
7 April 2021
$275.00
Coorparoo Ward – Councillor Fiona Cunningham
156
AEIOU Foundation
Purchase of assessment kits for children
7 October 2020
$250.00
Annerley-Stephens History Group Inc.
Publication of the book "Stephens and War"
16 July 2020
$300.00
Annerley-Stephens History Group Inc.
Hire of hall and catering for Women of Stephens: Local History Conference
21 April 2021
$275.00
Brisbane Jets Swimming Club Inc.
Purchase of equipment for community BBQs and Uniform Shop
30 October 2020
$1336.76
Brisbane Jets Swimming Club Inc.
Pool hire, BBQ costs and purchase of inflatable toys for Australia Day Community Fun Day at Langlands Pool 2021
22 December 2020
$4756.51
Brisbane Latvian Association
Purchase of fridge for community hall
21 April 2021
$1792.35
Coorparoo Bowls Club Inc.
Purchase of defibrillator
27 April 2021
$2199.00
Coorparoo State School P&C Association
Colourful Coorparoo Event and Art Exhibition
3 November 2020
$2442.26
East Brisbane Croquet Club Inc.
Purchase of plants for garden
2 June 2021
$550.00
Eastern Suburbs District Rugby League Football Club Inc.
Community Christmas Carols 2020
18 November 2020
$5265.00
Faith Works Uniting Community
Replacement of guttering at church hall
5 March 2021
$1000.00
Greenslopes Primary P&C Association
Replacement pool cover
21 December 2020
$1500.00
Hairdressers with Hearts Ltd
Provision of training to hairdressers and barbers in the Coorparoo Ward about how to recognise domestic and family violence and elder abuse
19 May 2021
$1000.00
Kannada Sangha Queensland Inc.
Hall hire, sound system and stage decorations for the Diwali and Kannada Rajyotsava Celebration 2020
20 November 2020
$1500.00
Langri Tangpa Centre Inc.
Purchase of laptop computer for online teaching program and on-demand resources
29 September 2020
$1000.00
MARACCAS - Mobile Active Recreation and Creative Community Art Space Inc.
Purchase of refurbished computer for Youth Support Program
26 February 2021
$300.00
Norman Creek Catchment Coordinating Committee
Corner tap water supply upgrade of community facility at Greenslopes
19 May 2021
$950.70
Queensland Telugu Association Inc.
Ugadhi, Easter and Srirama Navami Celebrations 2021
17 March 2021
$500.00
Rotary Club of Woolloongabba Inc.
Purchase of Rotary International banners
2 September 2020
$550.00
Southside Community Craft Circle
Purchase of 150 balls of wool to make clothes, toys, blankets and other items for children in care or crisis
31 July 2020
$495.00
The Creche and Kindergarten Association Ltd
Walk through bubble pirate performers and meet-a-nativeanimal bush buddie for the 70th Anniversary Celebrations at the Coorparoo Community Kindergarten
7 June 2021
$1500.00
The Sri Lanka Sports Association of Queensland Inc.
Ground fees at White Hill Reserve Cricket Grounds for two-day Carnival of Cricket 2021
24 March 2021
$500.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Coorparoo
14 April 2021
$275.00
Woodturners Society of Queensland Inc.
Digital upgrade for auditorium
29 September 2020
$2000.00
Organisation
Purpose
Date allocated
Amount approved
Deagon Ward – Councillor Jared Cassidy Boondall Figure Ice Skating Club Inc.
Purchase of three Wonderboom speakers for the Annual Ice Show 2020
2 September 2020
$349.09
Boondall Kindergarten Association Inc.
One Ditto Keepsafe Adventure Show
6 August 2020
$300.00
Boondall Synchronized Ice Skating Club Inc.
Summer Ice Skating Gala event
26 November 2020
$673.75
Broken to Brilliant Ltd
Purchase of laptop for charity operations
29 October 2020
$1297.00
Deagon Ward Office
Sandgate Youth Festival
1 October 2020
$6038.50
Deagon Ward Office
Australia Day by the Bay
21 December 2020
$6622.79
Eventide Social Lawn Bowls Club Inc.
Catering for Christmas celebration
15 September 2020
$300.00
Hindu Society of Queensland Inc.
Purchase of groceries and vegetables for Deepavali (Festival of Lights) Celebration 2020
6 November 2020
$400.00
Keep Sandgate Beautiful Association Inc.
Publication of revised edition of “Sandgate Tides of Change” booklets
17 February 2021
$1000.00
North East Community Support Group Inc.
Purchase of food items for Christmas hampers for those in need
15 September 2020
$750.00
Punjabi Cultural Association of Queensland Inc.
Vaisakhi and Harvest Festival Celebrations 2021
21 December 2020
$5000.00
Sandgate and District Youth Tennis Association Inc.
Purchase of portable medical heart defibrillator
22 October 2020
$1000.00
Sandgate and Districts Chamber of Commerce Inc.
Fireworks for Blue Water Festival 2021
18 March 2021
$1000.00
Sandgate and Districts Men's Shed Inc.
Purchase of band saw
12 November 2020
$908.18
Sandgate Golf Club Inc.
Purchase of defibrillator and first aid kit
10 March 2021
$1000.00
Sandgate Hawks Netball Club Inc.
Presentation and Breakup Event 2020
26 November 2020
$1540.00
St Matthias Anglican Church
Hand sanitising project
29 October 2020
$574.20
St Vincent De Paul Society Queensland
Purchase of Christmas Hampers for those in need in Sandgate
2 September 2020
$2100.00
The Salvation Army (Qld) Property Trust
Purchase of defibrillator for Taigum church
29 October 2020
$1000.00
The Salvation Army (Qld) Property Trust
Salvos Connect Community Support
1 April 2021
$946.54
The Village Taigum Residents Group
Purchase of one set of bowls with carrier
2 September 2020
$410.00
Women's Space Association Inc.
Purchase heavy duty folding chair for events and hire space
28 January 2021
$789.95
Doboy Ward – Councillor Lisa Atwood All Gauge Model Railway Club Inc.
Annual Christmas Party
3 November 2020
$660.00
Brisbane Abruzzo Association Inc.
Top dressing of football fields
24 November 2020
$5202.00
Carina Bowls Club Inc.
Green renovations
24 November 2020
$3300.00
6 - DISCLOSURES
157 157
Organisation
Purpose
Date allocated
Amount approved
Doboy Ward – Councillor Lisa Atwood (continued) Carina Senior Citizens Club Inc.
Purchase of chairs with arm rests
1 September 2020
$990.00
Carina State School P&C Association
Refurbishment of Meadowlands Road Boundary Block Wall
22 April 2021
$1675.47
Lions Club of Brisbane Camp Hill Carindale Inc.
Australia Day Citizenship Ceremony 2021
12 January 2021
$275.00
Meadowlands Men's Shed
Purchase and relocation of storage container
12 October 2020
$3426.83
Sixty and Better Cannon Hill Association Inc.
Austalia's Biggest Morning Tea 2021
24 November 2020
$1100.00
Tingalpa & District Kindergarten Association Inc.
Creating additional car park spaces for safety purposes
2 July 2020
$3000.00
Tingalpa State School P&C Association
Harmony Day Celebration
21 September 2020
$1057.00
Wynnum and District Horse and Pony Club
Purchase of event ribbons
12 October 2020
$380.00
Wynnum Manly District Cricket Club
Purchase of a Toro Fairway Mower
15 September 2020
$10,000.00
Y-Care (South East Queensland) Inc.
Preparation of walls for painting and restoration of entrance sign
11 March 2021
$2933.70
Enoggera Ward – Councillor Andrew Wines Brisbane Organic Growers Inc.
Brisbane Organic Growers Fair
12 April 2021
$1440.61
Downey Park Netball Association Inc.
Purchase of 30 custom-branded netball post pads with foam
23 July 2020
$8400.00
Mitchelton Community Preschool Association
Paling fencing project
10 February 2021
$2500.00
Mitchelton Pre-Schooling Centre Inc.
Front fence improvements
1 December 2020
$1500.00
Mitchelton Youth Club Inc.
Front, street, back and side signage
30 September 2020
$6549.40
Mitchie Day Club
Exercise physiologist for exercise classes
24 August 2020
$2449.99
Parkrun Inc.
Establishment of junior parkrun in Ashgrove
6 October 2020
$5000.00
Picabeen Community Association Inc.
Purchase of upright commercial grade freezer
24 August 2020
$2500.00
St Vincent De Paul Society Queensland
Purchase of Christmas hampers for families in need in the Mitchelton area
23 July 2020
$2500.00
Windsor Bowls Club Inc.
Production of professional video for the Club’s Centenary Celebrations 2021
6 October 2020
$1160.00
Forest Lake Ward – Councillor Charles Strunk
158
Brisbane Podcasting Centre
Recording, editing and post production of eight writers for the Forest Lake Writers Group Podcast
9 June 2021
$3343.45
Brisbane South Toy Library Inc.
Family Play Day at Richlands
6 April 2021
$1100.00
Church of The Nazarene Inala Inc.
Fourth Annual Community Christmas Celebration
8 December 2020
$1000.00
Elevate Church
Free Community Christmas Lunch for those in need
25 November 2020
$2726.91
Forest Lake Baptist Church
Purchase of food supplies for community breakfast club
5 August 2020
$1300.00
Organisation
Purpose
Date allocated
Amount approved
Forest Lake Ward – Councillor Charles Strunk (continued) Forest Lake Junior Australian Football Club Inc.
Trophy Presentation Night
26 October 2020
$1100.00
Forest Lake Uniting Church
Hampers for families with children in need
25 November 2020
$1000.00
Forest Lake Ward Office
End of Year Community Celebration
20 November 2020
$1886.54
Forest Lake Ward Office
Jazz at the Lake
20 January 2021
$3300.00
Hakka Association of Queensland Australia
Parkinson Multicultural and Dragon Boat Festival
27 April 2021
$1000.00
HUB Community Projects Inc.
Purchase of two tables
8 December 2020
$967.00
Inspire Youth and Family Services Inc.
Re-ignition of the HUT Youth Space
6 April 2021
$1500.00
Lions Club of Inala Inc.
Purchase of polo work shirts for community activities and events
8 October 2020
$650.10
National Seniors Australia Forest Lake Branch Inc.
First Aid course training and catering for Christmas in July event
14 May 2021
$1000.00
Qld Lions Inc.
Ground fees for winter cricket 2021
17 February 2021
$1650.00
Richlands Inala and Suburbs History Group Inc.
Publication of the "Inala 4077 Streets" booklet
25 September 2020
$2001.00
Sri Lanka Buddhist Monastery (Brisbane) Inc.
"Prathibha Sandhayawa" Cultural and Talent Show
20 January 2021
$2500.00
The trustee for Swaminarayan Mandir Vasna Sanstha (SMVS Australia)
Hire of hall and purchase of grocery items for weekly meal give away at Forest Lake
8 December 2020
$1000.00
Vietnamese Community in Australia - Queensland Chapter Inc.
Lunar New Year Festival
1 February 2021
$2500.00
The Vietnamese Senior Citizens Association Queensland Inc.
Catering for monthly gatherings
10 September 2020
$1650.00
Hamilton Ward – Councillor David McLachlan Ascot State School P&C Association
Hire of either electrical equipment or marquee for Big Day Out Fete
22 May 2021
$2000.00
Brisbane Seniors Online Association Inc.
Marketing Brisbane Seniors Online in the Hamilton Ward and supporting local magazine
4 November 2020
$770.00
Conscious Mic
Hire of venue for the Ctrl Alt Del Art Exhibition
30 April 2021
$1600.00
Hamilton Probus Club Inc.
Purchase of computer
9 June 2021
$1342.00
Hamilton Ward Office
Paws Fest 2021
9 June 2021
$3089.00
Sporting Wheelies and Disabled Sport and Recreation Association of Queensland Inc.
Goalball and boccia sports court upgrade
7 February 2021
$10,000.00
St Agatha's School P&F Association Inc.
Purchase of two mobile BBQs (with wheels), two stainless steel lids, two wind shield/splatter guards and two side tables for community BBQs
24 July 2020
$4750.00
The Community Place Inc.
Kalinga Family Halloween Movie Night
26 August 2020
$1000.00
The Corporation of the Synod of the Diocese Brisbane Hamilton Anglican Parish
Beautification of gardens and streetscape
2 June 2021
$500.00
6 - DISCLOSURES
159 159
Organisation
Purpose
Date allocated
Amount approved
Hamilton Ward – Councillor David McLachlan (continued) The Creche and Kindergarten Association Ltd
Movie Night and purchase of outdoor equipment for the Ascot Community Kindergarten
9 June 2021
$1298.42
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Hamilton
21 April 2021
$275.00
Wagner Road Early Childhood Centre and Kindergarten
Tree maintenance program
22 May 2021
$3500.00
Holland Park Ward – Councillor Krista Adams
160
Brisbane Metropolitan Touch Association Inc.
Construction of field five and six sub boxes
14 October 2020
$3420.00
Brisbane Multiple Birth Association (Southside) Inc.
Hire of hall for playgroup
24 April 2021
$314.36
Celtic Council of Australia (Qld) Inc.
Friendship Day
14 January 2021
$1100.00
Holland Park Ward Office
Community Thank You Dinner
19 August 2020
$1477.27
Holland Park Ward Office
Christmas Movie in the Park, Mt Gravatt Showgrounds, November 2020
5 November 2020
$2800.00
Holland Park Ward Office
Cancellation fee for Movie in the Park, Holland Park, March 2021
26 February 2021
$400.00
Holland Park Ward Office
Movie in the Park, Camp Hill, May 2021
26 February 2021
$3040.00
Marshall Road Primary P&C Association
Hire and operation of screen and audio visual equipment for Community Movie Night 2021
26 February 2021
$1000.00
Mott Park Kindergarten Association Inc.
Purchase of one laptop
17 July 2020
$1090.00
Mt Gravatt Community Kindergarten Inc.
Hire of live music for Community Bush Dance 2020
10 August 2020
$500.00
Mt Gravatt Environment Group
Printing of Mt Gravatt Reserve track maps
24 February 2021
$1310.41
Probus Club of Coorparoo Inc.
Purchase of computer software and lessons
14 October 2020
$550.00
Queensland Highland Pipers Society Inc.
Hire of stage for Highland Dancing Competition
14 January 2021
$1000.00
Returned and Services League of Australia (Queensland Branch) Holland Park-Mt Gravatt Sub Branch
Gutter maintenance
4 March 2021
$2000.00
Rotary Club of Mount Gravatt Inc.
Rotary Christmas Markets, Movie and Carols
17 November 2020
$2238.50
Rotary Club of Sunnybank Hills Inc.
Hire of band for Rotary Car Show and Shine Family Day
24 March 2021
$800.00
St Agnes Netball Club Inc.
Purchase of reversible bibs
26 February 2021
$907.50
St Joachim's P&F Association
Purchase of BBQ and LPG Gas Cylinder for annual community BBQ
19 February 2021
$1000.50
Tarragindi Tigers Football Club Association Inc.
Removal and disposal of contents of locked skip and testing of soil to ensure all asbestos removed
11 June 2021
$1700.00
The Scout Association of Australia, Queensland Branch Inc.
Installation of solar panels for Victor Scout Group
24 March 2021
$2500.00
The Sri Lanka Sports Association of Queensland Inc.
Purchase of leather cricket balls and wickets for Carnival of Cricket 2021
10 March 2021
$500.00
Wellers Hill Bowls Club Inc.
Erection of garden shed
10 March 2021
$1315.00
Organisation
Purpose
Date allocated
Amount approved
Holland Park Ward – Councillor Krista Adams (continued) Wellers Hill Bowls Club Inc.
Purchase of six outdoor gas heaters
7 June 2021
$791.13
Wellers Hill Primary P&C Association
Improved health and well-being project
11 December 2020
$2176.46
Jamboree Ward – Councillor Sarah Hutton Baby Give Back Ltd
Purchase of two silver industrial floor fans and 35-litre storage containers to assist volunteers with sorting donated supplies
3 March 2021
$1000.00
Brisbane Tamil School P&C Association
Purchase of marquees
11 June 2021
$550.00
Centenary Knitting Crochet and Sewing Circle
Purchase of fabric and wool to make blankets and clothing for the homeless, victims of domestic violence and foster children, and purchase of small toys for Christmas stockings for underprivileged children
19 August 2020
$500.00
Centenary Suburbs Men's Shed Inc.
Art Studio air conditioning
1 February 2021
$1650.00
Centenary Suburbs Men's Shed Inc.
Construction of 25 bird boxes to put in local parks
7 October 2020
$1292.50
Centenary Suburbs Men's Shed Inc.
Purchase of thicknesser and router combo
11 June 2021
$1800.00
Darra Community Group Inc.
Purchase of gift cards for Community Food Bank
8 February 2021
$500.00
Darra Jindalee Catholic School P&F Association
Purchase of gazebo
1 June 2021
$1116.38
Good News Lutheran School P&F Association
Annual Book Fair 2021
19 May 2021
$2500.00
Guides Queensland - Jindalee District
Hire of petting zoo for 50th Birthday Celebration
19 May 2021
$700.00
Jamboree Ward Office
Community Christmas Party
16 December 2020
$1266.00
Jamboree Ward Office
Australia Day Pool Party
25 January 2021
$2331.82
Jamboree Ward Office
Unveiling of Rotary Peace Pole
20 April 2021
$1415.00
Jamboree Ward Office
World Environment Day Event
4 June 2021
$3093.18
Jamboree Ward Office
Purchase of marquees for community and sports clubs use
11 June 2021
$3545.45
Jindalee Districts Australian Football and Netball Club Inc.
Purchase of equipment for the Jindalee Jags all abilities program
16 April 2021
$500.00
Jindalee Golf Club Inc.
Upgrade of club lighting
18 March 2021
$1800.00
National Servicemen's Association of Australia (Queensland) Inc.
Electrical work to install flood lighting of flags and signs
29 October 2020
$3286.00
National Servicemen's Association of Australia (Queensland) Inc.
Purchase of defibrillator for the Wacol Heritage Precinct
11 June 2021
$1000.00
Oxley Bowls Club
Hire of children’s rides and equipment for Australia Day Celebrations
16 December 2020
$1000.00
Portuguese Family Centre
Hire of equipment and jumping castle for Portugal Day Commemoration
11 June 2021
$1000.00
Returned and Services League of Australia (Queensland Branch) Centenary Suburbs Sub Branch Inc.
Catering after Anzac Day Services
20 April 2021
$550.00
Rotary Club of Jindalee Inc.
Purchase of computers to improve member access
16 October 2020
$700.00
6 - DISCLOSURES
161 161
Organisation
Purpose
Date allocated
Amount approved
Jamboree Ward – Councillor Sarah Hutton (continued) Vietnamese Community in Australia - Queensland Chapter Inc.
Mother's and Children Night Out
6 May 2021
$500.00
Wolston and Centenary Catchments Inc.
Geckos Wildlife show for planting day
20 October 2020
$375.00
MacGregor Ward – Councillor Steven Huang
162
Brisbane Tongan Community Inc.
Purchase of lighting and studio acoustics for the Pasifika TV and Radio Community Resilience Project in Sunnybank
3 June 2021
$500.00
Chinese Community Crime Prevention Consultative Committee
Community Crime and Safety Forum
10 June 2021
$3193.30
Chinese Service Centre Brisbane Inc.
Catering for Chinese Community New Year Gala event
1 February 2021
$2000.00
Clairvaux MacKillop College P&F Association
Hire of audio equipment, lighting and musical for Battle of the Rock Bands 2021
30 April 2021
$2000.00
Federation of Indian Communities of Queensland Inc.
Australia India Day Celebrations 2021
17 December 2020
$750.00
Greenleaves Retirement Village Residents Committee
Cancer morning tea fundraiser as part of Australia’s Biggest Morning Tea
24 May 2021
$297.00
Mineralogical Society of Queensland Inc.
Purchase of equipment to hold meetings and information events
9 November 2020
$1000.00
Mt Gravatt Local Ambulance Committee
Publication of emergency medical information booklets
22 March 2021
$1408.00
Pacific Connect and Support Inc.
Venue hire for the Fiji Day 50th Anniversary Celebration 2020
8 October 2020
$500.00
Probus Association of Queensland Inc.
Morning teas for 60 presidents and vice-presidents at training day at Upper Mt Gravatt
7 April 2021
$480.00
Queensland Forever Young Chinese Opera and Performing Arts Inc.
Purchase of costumes and musical instruments for the Dragon Boat Festival Celebration Highlight Show
30 April 2021
$1000.00
Rackley Swim Team Inc.
Purchase of two marshalling boards
4 February 2021
$1100.00
The Scout Association of Australia Queensland Branch Inc.
Purchase of projector for the Rochedale Revue Scout and Guide Show
1 February 2021
$1810.00
South Western Metro Basketball Inc.
Purchase of equipment for Referee Development Program
4 November 2020
$1883.64
Sunnybank and District Brass Band Inc.
Purchase and installation of one split system air conditioner and ceiling insulation
19 November 2020
$3133.90
Sunnybank Junior Rugby Club Inc.
Purchase of one three-metre-by-six-metre marquee with frame and bag
11 November 2020
$2188.50
The Rotary Club of Wishart Inc.
Australia Day Citizenship Ceremony 2021
30 November 2020
$2915.00
The Rotary Club of Wishart Inc.
Book Sale May 2021
6 May 2021
$1540.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Mt Gravatt
7 April 2021
$275.00
Universal Education and Multicultural Exchange Association Inc.
Australia Day Citizenship Ceremony
22 January 2021
$250.00
Upper Mount Gravatt Kindergarten Association Inc.
Hire of movie screen for community movie night
15 September 2020
$2810.00
Wishart Primary P&C Association
Hire of bush band for Community Bush Dance
3 June 2021
$700.00
Organisation
Purpose
Date allocated
Amount approved
MacGregor Ward – Councillor Steven Huang (continued) World Arts and Multi-Culture Inc.
Media board for Taiwan Culture Festival in Celebration of Lunar New Year 2021
4 February 2021
$500.00
World Arts and Multi-Culture Inc.
Catering and printing for the Multicultural Festival to celebrate Harmony Week 2021
4 February 2021
$1000.00
Marchant Ward – Councillor Fiona Hammond All Saints Anglican Church Chermside
Purchase of upright commercial refrigeration unit for food distribution
18 March 2021
$2500.00
Battle for Australia Commemoration Committee (Qld) Inc.
Audio and chair hire and printing of Order of Services for the Battle for Australia Commemoration Service 2020
3 August 2020
$1000.00
Brisbane Kerala Cultural Community Inc.
Purchase of five size five soccer balls, two size three soccer balls, sports first aid kit, four sessions of training with a professional trainer, mesh carry bag, summit premier goal and one goal keeper jersey
3 August 2020
$1500.00
Craigslea State Primary School P&C Association
Printing of Community Year Book 2020
13 October 2020
$800.00
Fortitude Valley Rugby League Football Club Junior Division Inc.
Purchase of mower
9 September 2020
$3000.00
Growl Theatre
Purchase of talkback station, talkback beltpack, cable bio box and cable beltpack for backstage communication system
6 April 2021
$2000.00
Help Enterprises Ltd
Supply and fit an automatic underbody slide out step at side door of community bus
3 February 2021
$1560.00
Lions Club of Brisbane Inner North Inc.
BBQ for Movie in the Park
19 February 2021
$550.00
Lions Club of Brisbane Inner North Inc.
Sausage sizzle for Movie in the Park
30 April 2021
$825.00
Lutwyche-Windsor Kindergarten and Preschool Association Inc.
Community Art Program
10 June 2021
$2185.00
Lutwyche-Windsor Kindergarten and Preschool Association Inc.
Purchase of two HART balance beams, strap swing, round mat, soccer goal and marble and water run
3 August 2020
$654.56
Marchant Ward Office
Bradbury Park Family Fun Fair
9 April 2021
$5392.72
Marchant Ward Office
Morning tea and concert for residents of Stafford Lakes Retirement Village
10 June 2021
$1937.73
Napoleons Cricket Club Inc.
Ground fees, trophies, ground set up fees and miscellaneous expenses for the Softball Cricket Tournament
30 April 2021
$1500.00
North Brisbane FC Inc.
Purchase of training equipment and uniforms to develop soccer participation for junior women and mini roos
18 March 2021
$3000.50
Probus Association of Queensland Inc.
Morning teas for 60 presidents and vice-presidents at training day
6 April 2021
$500.00
Returned and Services League of Australia (Queensland Branch) Kedron-Wavell Sub Branch Inc.
Essential repairs and extension to dust extraction system at the Voyager Centre
6 August 2020
$1010.00
St Vincent De Paul Society Queensland
Purchase of an SE2020 iPhone for virtual assistance to those in need in the north east of Brisbane
3 August 2020
$1000.00
Stafford & District Meals on Wheels
Purchase of COVID Safe food hampers and hire of portaloos for Stafford and Stafford Heights Picnic in the Park 2021
22 February 2021
$550.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Chermside West
7 April 2021
$275.00
Three Saints Feast Brisbane Inc.
Hire of equipment for the Three Saints Festival 2021
13 October 2020
$2000.00
6 - DISCLOSURES
163 163
Organisation
Purpose
Date allocated
Amount approved
McDowall Ward – Councillor Tracy Davis Aspley Primary P&C Association
Community Outdoor Movie Night
10 June 2021
$1430.00
Bengali Society of Queensland
Hire of hall for Durga Puja Celebration
26 May 2021
$1650.00
Everton Park Bowls and Community Club Inc.
Renovation and rejuvenation of grass bowling green
25 November 2020
$1850.00
Everton Park High P&C Association
60th Anniversary community celebrations
9 June 2021
$3300.00
Everton Park Kindergarten Association Inc.
Replacement of shade sail
3 June 2021
$1792.00
McDowall Ward Office
Movie in the Park, Keong Park, Stafford, October 2021
9 June 2021
$2850.00
McDowall Ward Office
Movie in the Park, Teralba Park, Everton Park, November 2021
9 June 2021
$2850.00
McDowall Ward Office
Snowy Joey for Movie in the Park, Teralba Park, Everton Park, November 2021
11 June 2021
$1690.00
McDowall Ward Office
Jumping castle, face painting and popcorn for Movie in the Park, Keong Park, Stafford, October 2021
11 June 2021
$1633.17
Mitchelton Sports Club Inc.
Hire of Hi-Lift for two days to adjust lights
6 October 2020
$1500.00
Northside Christian Football Club Inc.
Purchase of one set of portable soccer posts
10 July 2020
$4000.00
NOW Business Network Inc.
Purchase of two marquees for community fundraising events
25 November 2020
$2611.40
Probus Club of Everton Inc.
Purchase of laptop, software and backup hardware
19 May 2021
$1422.00
Stafford and District Meals on Wheels
Hire of portaloo and purchase of food items for the Stafford and Stafford Heights Christmas Picnic in the Park
9 December 2020
$500.00
The Community Place Inc.
Children’s entertainment at the Keong Park Family Christmas Fun Afternoon
15 October 2020
$1365.00
The Nest Community Inc.
Workplace health and safety upgrade
1 March 2021
$2513.50
The Probus Club of Stafford Inc.
Purchase of equipment for use in compliance with coronavirus check-in at meeting hall
9 June 2021
$970.83
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at McDowall
14 April 2021
$275.00
Moorooka Ward – Councillor Steve Griffiths
164
Acacia Ridge Meals on Wheels Inc.
Volunteers Christmas Luncheon
23 November 2020
$250.00
Acacia Ridge Primary P&C Association
Resources, catering and facilitator expenses for professional development for early childhood educators and family support workers in the community and parent education courses
1 October 2020
$2000.00
AEIOU Foundation
Refurbishment of sensory garden at Nathan centre
16 September 2020
$992.00
Annerley Baptist Church
Purchase and installation of artificial turf to create a community greenspace
1 September 2020
$2000.00
Annerley Baptist Church
Painting of crisis house
6 April 2021
$500.00
Annerley-Stephens History Group Inc.
Publication of the book "Stephens and War"
7 July 2020
$1000.00
Annerley-Stephens History Group Inc.
Hire of hall and catering for Women of Stephens: Local History Conference
14 April 2021
$500.00
Organisation
Purpose
Date allocated
Amount approved
Moorooka Ward – Councillor Steve Griffiths (continued) Brisbane Christian College P&F Association
Hire of stage and sound for Brisbane Life Festival
24 March 2021
$500.00
Community Plus Queensland Inc.
Community bike safety checks
12 January 2021
$500.00
Durack Inala Bowls Club Inc.
First aid and CPR training for members and volunteers
1 September 2020
$794.00
Fiji Senior Citizens Association of Qld Inc.
Seniors Week and Harmony Day Celebration lunch
27 July 2020
$300.00
Forest Place Residents' Club Inc.
Purchase of nesting boxes to encourage birdlife in the Durack area
1 March 2021
$397.40
Hairdressers with Hearts Ltd
Provision of training to hairdressers and barbers in the Moorooka Ward about how to recognise domestic and family violence and elder abuse
12 May 2021
$1000.00
Koala Park Community Garden (Auspiced by Oxley Creek Catchment Association Inc.)
Installation of raised beds, maintenance and native bee hive splitting to garden extension
22 July 2020
$1015.00
Kyabra Community Association Inc.
Murri Kids in the Park community activities kits for local kindergartens and playgroups
22 July 2020
$500.00
Kyabra Community Association Inc.
Art resources and indigenous entertainer for Murri Kids in the Park
12 May 2021
$500.00
Moorooka Ward Office
Purchase of craft materials for Forest Place Residents' Club
12 August 2020
$300.00
Moorooka Ward Office
Additional costs of hosting movie night due to coronavirus
16 November 2020
$270.00
Moorooka Ward Office
Movie in the Park, Durack, 21 December 2021
18 May 2021
$3040.00
Our Lady of Fatima School P&F Association
Community Christmas Carols
28 October 2020
$500.00
Oxley Creek Catchment Association Inc.
Moorooka ward activities during the Peaks to Points Festival
14 January 2021
$2000.00
Salisbury Bowls Club Inc.
Installation of Members' Kiosk
25 May 2021
$2260.00
Salisbury Community Garden
Rejuvenation of community garden
11 August 2020
$500.00
Salisbury Primary P&C Association
Hire of rides, petting zoo and MC at 101st Anniversary fete
15 March 2021
$1000.00
Serbian Australian Centre Willawong Ltd
Purchase of fairy floss machine and accessories for community events
6 April 2021
$429.41
Share Shed Inc.
Payment of memberships for individuals and community groups due to coronavirus
30 September 2020
$3000.00
Southside Community Craft Circle
Purchase of wool to make clothes, toys, blankets and other items for children in care or crisis
11 August 2020
$300.00
St David's Neighbourhood Centre
First aid responders for annual Autumn Fest
12 April 2021
$260.00
St Pius X P&F Association
Community Movie Night
20 April 2021
$1000.00
The Creche and Kindergarten Association Ltd
Purchase of educational resources for Moorooka Community Kindergarten
19 October 2020
$500.00
The Lions Club of Brisbane Moorooka Inc.
Hire of Rocklea show grounds for Family Music Festival
1 March 2021
$1000.00
The Rotary Club of Archerfield Inc.
Catering for Australia Day Citizenship Ceremony 2021
30 November 2020
$300.00
The Scout Association of Australia Queensland Branch Inc.
Bank stabilisation extension project for Clifton Hill Scout Group
8 September 2020
$1000.00
The Scout Association of Australia Queensland Branch Inc.
Installation of timber retaining wall at Vendale Avenue Park, Moorooka for Clifton Hill Scout Group
12 May 2021
$1017.19
6 - DISCLOSURES
165 165
Organisation
Purpose
Date allocated
Amount approved
Moorooka Ward – Councillor Steve Griffiths (continued) The Scout Association of Australia Queensland Branch Inc.
Installation of timber retaining wall at Vendale Avenue Park, Moorooka for Clifton Hill Scout Group
12 May 2021
$1017.19
The Shed Community Fitness Inc.
Purchase of community gym equipment
17 May 2021
$500.00
The trustee for Swaminarayan Mandir Vasna Sanstha (SMVS Australia)
Community Gathering Day
13 April 2021
$300.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Moorooka
12 April 2021
$275.00
Toohey Forest Wildlife
Purchase of marquees, bush regeneration equipment and refreshments
24 May 2021
$1000.00
Wellers Hill Bowls Club Inc.
Hire of jumping castles for Here Comes The Sun! Family Fun Day
14 April 2021
$500.00
Morningside Ward – Councillor Kara Cook
166
Big Fork Theatre Co-op Ltd
Printing costs for flyers and posters for distribution around Seven Hills and Morningside for the Brisbane Improv Festival 2021
1 February 2021
$454.55
Bulimba Community Centre Inc.
Purchase and installation of smart TV in centre entrance foyer
10 August 2020
$998.18
Bulimba Hockey Club Inc.
Construction and installation of storage shed
19 August 2020
$10,000.00
Bulimba Memorial Bowls and Community Club Inc.
Purchase of garden furniture
8 October 2020
$1978.50
Bulimba Primary P&C Association
Community Golf and Family Fun Day
8 October 2020
$1000.00
Bulimba Uniting Church
Lighting of the Christmas Tree
5 August 2020
$500.00
Carina Kindergarten and Pre-school Association Inc.
Community Street Book Library
25 August 2020
$611.90
Coorparoo Cricket Club Inc.
Purchase of cricket match balls
26 November 2020
$1800.00
Faith Works Uniting Community
Carols in the Car Park 2020
25 August 2020
$850.00
Morningside Australian Football Club Ltd
Education around Aboriginal culture and purchase of four indigenous sweatshirts to be worn on the community day
21 August 2020
$680.00
Morningside Australian Football Club Ltd
Indigenous Young Artists Gallery exhibition
16 October 2020
$1100.00
Morningside Ward Office
Rollo Park, Norman Park Opening
15 March 2021
$2490.91
Morningside Ward Office
Movies in the Park, Bulimba, August 2021
6 May 2021
$3300.00
Morningside Ward Office
Opening of Wilson Park, Norman Park
1 June 2021
$850.00
My Pacific Sister Pty Ltd
Ladies Day on the Green
14 September 2020
$500.00
Norman Park State School P&C Association
Hire of bush band for Community Fundraising Dance
1 June 2021
$1000.00
Oxford Street Business Association Inc.
Development of community website for Oxford Street, Bulimba
5 August 2020
$1500.00
Returned and Services League of Australia (Queensland Branch) National Servicemen's Sub Branch Inc.
Purchase of computers and printers
13 August 2020
$1000.00
The Queensland Sporting Club Inc.
Purchase of four-burner BBQ
26 November 2020
$499.00
Organisation
Purpose
Date allocated
Amount approved
Morningside Ward – Councillor Kara Cook (continued) World's Biggest Garage Sale Pty Ltd
Purchase of power tools and equipment for workshop
15 September 2020
$1000.00
Zonta Club of Brisbane East Inc.
Printing of pocket size trifold cards and posters with contact phone number and details of service providers for victims or potential victims of family and domestic violence
12 October 2020
$1500.00
Northgate Ward – Councillor Adam Allan Banyo Rugby League Club Inc.
Purchase and installation of security system
10 September 2020
$2358.00
Bengali Society of Queensland
Hire of venue for Durga Puja Festival 2020
30 September 2020
$440.00
Brisbane Seniors Online Association Inc.
Local advertising in “Loving Nundah” magazine within Northgate ward
12 August 2020
$726.00
Community Living Association Inc.
Establishment of Community Opportunity Shop
28 January 2021
$600.00
Compassion 4 Community Ltd
Purchase of catering items for Community Christmas Luncheon
2 December 2020
$1000.00
Connected Inc.
Hire of animal farm for 10th anniversary event
1 April 2021
$700.00
Cystic Fibrosis Queensland Ltd
Purchase of inflatable branded archway for fun runs
12 August 2020
$1000.00
Cystic Fibrosis Queensland Ltd
Christmas Hampers for Cystic Fibrosis Queensland Bookshop Volunteers
22 October 2020
$1500.00
Kedron Football Club Inc.
Rainbow Lion Mural
13 April 2021
$750.00
Kedron Football Club Inc.
Installation of bollards and slip rail to prevent on site dumping
28 April 2021
$3210.00
Lifecycle Cycling Club Inc.
Purchase of cycle race timing equipment with season numbers allowing for registration free racing
7 June 2021
$1500.00
North Brisbane Junior Rugby Union Club Inc.
Christmas Movie Night
11 November 2020
$3531.00
North East Baptist Church
Sound equipment for Community Christmas Carols Service
15 December 2020
$1500.00
Northern Districts Horticultural Society Inc.
25th Anniversary Colour on Parade Flower Show
28 January 2021
$997.60
Northgate Ward Office
Purchase of Community Christmas Tree for Banyo Village
8 June 2021
$2035.45
Northside Low Vision Support Group Nundah
Hire of bus for meetings and outings within Northgate Ward
30 September 2020
$440.00
Nundah Community Enterprises Cooperative Ltd
Community Movie Evening at Murray Duus Park, Wavell Heights
20 April 2021
$3605.00
Nundah State School P&C Association
Hire of AV equipment for community Trivia Night
4 February 2021
$1500.00
Returned & Services League of Australia (Queensland Branch) Nundah Northgate Sub Branch Inc.
Hire of PA system for ANZAC Day Dawn Service
18 March 2021
$600.00
Seikukan Karate Club Wavell Heights Brisbane Inc.
Purchase of office furniture and equipment
4 February 2021
$1000.00
The Corporation of the Trustees of the Roman Catholic Archdiocese of Brisbane
Purchase of speaker for the Northgate Christmas Parade
8 December 2020
$296.00
The Lodge Youth Support Service Inc.
Purchase of PA system for Open Day 2021
26 May 2021
$735.45
Toombul Croquet Club Inc.
Painting of shelters and two sides of club house
7 June 2021
$1270.00
6 - DISCLOSURES
167 167
Organisation
Purpose
Date allocated
Amount approved
Northgate Ward – Councillor Adam Allan (continued) Valley Hockey Club Inc.
Purchase and planting of mature tree to commemorate 100th Anniversary
18 December 2020
$1500.00
Wavell Heights Kindergarten Association Inc.
Upgrade to bathroom facilities
15 December 2020
$1000.00
Paddington Ward – Councillor Peter Matic Bardon State School P&C Association
Hire of mobile cold room and hot food bar for Annual School Fete (Mayfair)
4 May 2021
$550.00
Baroona Farm
Expansion to increase produce and support for nutritionally vulnerable refugees
12 February 2021
$500.00
Hands On Art Inc.
Paddington Art on Fences Event 2020
21 September 2020
$10,000.00
Ithaca Creek Primary P&C Association
Decorations and costuming for End-of-Year Community Christmas Showcase
6 August 2020
$500.00
Ithaca Creek Primary P&C Association
Purchase and installation of community scooter racks
16 November 2020
$690.00
Milton Primary P&C Association
Active Travel – Walking and Wheeling Wednesdays
26 May 2021
$600.00
Mitchelton Presbyterian Church
Community Carols and Movie night
13 November 2020
$1590.00
Paddington 4064 Ltd
Trial of a Paddington Shuttle bus for the community
21 December 2020
$3558.37
Paddington 4064 Ltd
Revitalisation projects for Latrobe and Given Terraces
11 June 2021
$9000.00
Paddington Ward Office
Installation of public mural
23 November 2020
$4500.00
Returned and Services League of Australia (Queensland Branch) Bardon Sub Branch Inc.
Catering and refreshments after the Anzac Day Service 2021 at the Bardon Bowls Club
24 February 2021
$660.00
Squash Australia Ltd
Purchase of hygiene supplies and set up costs for pop-up community squash event
21 July 2020
$500.00
The Scout Association of Australia Queensland Branch Inc.
Purchase of two hike stoves for outdoor activities for Bardon Scout Group
21 August 2020
$319.90
Toowong Primary P&C Association
Hire of stage for Toowong Hands and Hearts Fair 2021
11 June 2021
$1000.00
Pullenvale Ward – Councillor Greg Adermann
168
Bellbowrie Hockey Club Inc.
Introduction to Hockey program
20 January 2021
$1200.00
Bellbowrie Moggill Community Men's Shed Inc.
Contract artwork and pull up banner for shed
3 September 2020
$275.00
Bellbowrie Moggill Community Men's Shed Inc.
Purchase trailer for transport of recyclable goods and other community support tasks
28 September 2020
$1500.00
Bellbowrie Moggill Community Men's Shed Inc.
Purchase books for library
13 January 2021
$275.00
Brisbane Seniors Online Association Inc.
Marketing in the Pullenvale Ward and supporting local newspaper
10 September 2020
$550.00
eWaste Connection Ltd
Purchase and delivery of a Sulo 660 litre wheelie bin
7 June 2021
$479.34
Kenmore and District Netball Club Inc.
Fundraising event
27 April 2021
$1100.00
Kenmore Brookfield Uniting Church
Hire of screens and purchase of hanging system for ArtBurst – Art and Craft Festival
20 April 2021
$3000.00
Organisation
Purpose
Date allocated
Amount approved
Pullenvale Ward – Councillor Greg Adermann (continued) Kenmore Church of Christ
Purchase of equipment for children's musical playgroup
14 April 2021
$2500.00
Kenmore Meals on Wheels Inc.
Purchase of items for client's Christmas hampers
21 July 2020
$800.00
Kenmore Uniting Church
"Artburst" Art and Craft Market
6 November 2020
$500.00
Moggill Creek Catchment Management Group Inc.
Photography Competition 2020
20 August 2020
$275.00
Moggill Creek Catchment Management Group Inc.
Geckoes Wildlife shows for Kids Day at The Cottage 2021
4 May 2021
$990.00
Moggill Cricket Club Inc.
Purchase of marquee
20 April 2021
$1071.15
Moggill Historical Society Inc.
Digitising of World War Two service records
13 July 2020
$1000.00
Moggill Historical Society Inc.
Purchase of 24 digital images from Australian War Memorial for the publication of World War Two Moggill service biographies
20 April 2021
$1056.00
Moggill Pony Club
Upgrade of signage for annual community Hack Day
25 August 2020
$1200.00
Moggill Pony Club
Purchase and installation of four ceiling fans in the outdoor undercover seating area by a licensed electrician
17 December 2020
$990.00
Our Lady of the Rosary Kenmore P&F Association
Purchase of catering items for community athletics day BBQ
3 June 2021
$300.00
Probus Club of Bellbowrie and District
Purchase of laptop
4 June 2021
$500.00
Pullenvale Progress Association Inc.
A Day in May Community Expo
22 March 2021
$827.75
Pullenvale Ward Office
Catering for Teacher Appreciation Day 2020
3 September 2020
$251.82
Pullenvale Ward Office
Tables, baskets and storage containers for community groups
3 September 2020
$308.13
Pullenvale Ward Office
Juniors Cultural Day 2020
28 September 2020
$250.98
Pullenvale Ward Office
Iona Nursing Home Christmas Party
27 November 2020
$304.55
Pullenvale Ward Office
Australia Day Citizenship Ceremony 2021
21 January 2021
$1195.00
Pullenvale Ward Office
Catering and coffee for Clean Up Australia Day
1 March 2021
$309.47
Pullenvale Ward Office
Purchase of wheelie bins for eWaste Ltd
12 March 2021
$292.85
Pullenvale Ward Office
Event security and coordination for the annual Anzac Day shell green cricket match
12 March 2021
$5000.00
Pullenvale Ward Office
Face painting and event coordination for Explore 4070 event
12 March 2021
$800.00
Pullenvale Ward Office
Movies in the Park, Kenmore South State School, August 2021
14 April 2021
$2850.00
Pullenvale Ward Office
Renaming of Rebecca Street Park to Penhaligan Park Ceremony
21 April 2021
$279.77
Pullenvale Ward Office
Catering for Mother's Day functions at Red Cross and Kenmore Kindergarten
27 April 2021
$331.07
The Rotary Club of Karana Downs Inc.
Hire of band for fundraising concert for farmers
4 May 2021
$550.00
Upper Brookfield Community Recreation Club Inc.
Supply and installation of dimmable lighting for the covered area next to the hall
7 May 2021
$783.20
6 - DISCLOSURES
169 169
Organisation
Purpose
Date allocated
Amount approved
Runcorn Ward – Councillor Kim Marx Bulimba Creek Catchment Coordinating Committee (B4C)
Catering at monthly bushcare working bees and special events for Yimbun - Conondale Bushcare Group
19 February 2021
$250.00
Community Sports Mentoring and Coaching Ltd
Purchase of uniforms and basketballs for Multi Cultural Coaching Program
21 December 2020
$3300.00
Federation of Indian Communities of Queensland Inc.
Food and auditorium hire for Australia-India Day Celebrations 2021
21 December 2020
$750.00
Hurricane Stars Club Inc.
Purchase of water coolers for Scouts group
15 December 2020
$347.99
Kuraby Knights Cricket Club Inc.
Purchase of leaf blower
10 August 2020
$454.00
Kuraby State Primary School P&C Association
Purchase of laptop for community events
15 December 2020
$1100.00
Kyabra Community Association Inc.
Purchase of marquee for community events
10 March 2021
$1000.00
Punjabi Welfare Association of Australia Inc.
Christmas in July
11 June 2021
$481.66
Queensland Chinese Philharmonic Choir Inc.
Hire of venue for choir practice
20 December 2020
$660.00
Returned and Services League of Australia (Queensland Branch) Sunnybank Sub-branch Inc.
Hire of chairs, sound equipment and commemoration banners and signage for a year to remember event 2020
13 October 2020
$1000.00
Runcorn Rockets Basketball Club Inc.
Purchase of uniforms for continued club growth
7 October 2020
$3600.00
Runcorn Ward Office
Australia Day Citizenship Ceremony 2021
21 December 2020
$1152.35
Runcorn Ward Office
Movie in the Park, 20 March 2021
24 February 2021
$2551.00
Runcorn Ward Office
Movies in the Park, Williams Park, Runcorn, May 2021
13 May 2021
$2228.00
Souths Sunnybank Rugby League Football Club Inc.
Fireworks display for end-of-year celebration
26 August 2020
$2200.00
Souths Sunnybank Rugby League Football Club Inc.
Purchase of mower and whipper snipper for grounds maintenance
4 March 2021
$1200.00
Sunnybank Church of Christ
Community kitchen improvement
30 October 2020
$1000.00
Sunnybank District Baptist Church
Community Carols under the Stars
10 August 2020
$8000.00
Sunnybank Parish Care and Concern
Thank You Morning Tea for Volunteers
16 September 2020
$1000.00
Taiwan Women's League of Queensland (Australia) Inc.
Advertising and hire of equipment for Chinese New Year Multicultural Fair
19 February 2021
$1200.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Runcorn
12 May 2021
$275.00
World Arts and Multi-Culture Inc.
Hire of venue and purchase of hand flags for Australia Day Citizenship Ceremony 2021
21 December 2020
$250.00
Tennyson Ward – Councillor Nicole Johnston
170
Annerley-Stephens History Group Inc.
Publication of the book "Stephens and War"
3 July 2020
$1000.00
Benarrawa Community Development Association Inc.
Purchase of items for Elders Care Packages
24 September 2020
$500.00
Benarrawa Community Development Association Inc.
Landscaping to protect the mud play area and sensory nature play items for the playgroup
11 June 2021
$350.00
Organisation
Purpose
Date allocated
Amount approved
Tennyson Ward – Councillor Nicole Johnston (continued) Brisbane Multiple Birth Association Westside Inc.
Hire of possum man and super hero for annual Christmas community event
7 October 2020
$325.00
Chelmer-Graceville Kindergarten Inc.
Garden upgrade
9 September 2020
$500.00
Christ the King School P&F Association
Hire of tables, chairs and cold room for Market Fair 2021
27 April 2021
$825.00
Community Plus Queensland Inc.
Purchase of art materials and catering items for seniors activities at the Yeronga Community Centre
16 December 2020
$1000.00
Community Plus Queensland Inc.
Catering for weekly community lunches for the Community Connection and Belonging Project
1 April 2021
$750.00
Corinda Christian Kindergarten and Preschool Association Inc.
Turfing part of playground area
14 October 2020
$500.00
Fairfield Writers Group
Publication of an Anthology with the theme "Turning Points"
26 February 2021
$330.00
Graceville State School P&C Association
Hire of equipment for family fun day
1 September 2020
$1000.00
Ignite Choir Inc.
Hire of specialised staging with wide, tiered and deeper risers to accommodate chairs for concert
19 November 2020
$550.00
Milpera High P&C Association
Purchase of supplies for community breakfast club
30 March 2021
$550.00
Oxley Bowls Club
Hire of children's rides and equipment for Australia Day Celebrations
13 January 2021
$1000.00
Oxley Creek Catchment Association Inc.
Activities in the Tennyson Ward during the Peaks to Points Festival 2021
20 May 2021
$1000.00
Riverside Christian Church
Riverside Christmas Community Carols
16 October 2020
$1000.00
Sherwood Community Festival Association Inc.
Hire of street performers for the Sherwood Community Christmas Celebration
19 November 2020
$1000.00
Sherwood Community Kindergarten Inc.
Landscaping works
13 August 2020
$500.00
Sherwood District Meals On Wheels Inc.
Catering for 50th Anniversary Celebration
7 October 2020
$500.00
Returned and Services League of Australia (Queensland Branch) Sherwood Indooroopilly Sub Branch Inc.
Purchase of laptop
29 January 2021
$1000.00
Sherwood Neighbourhood Centre Inc.
Purchase of smart television
20 May 2021
$1000.00
Sherwood State School P&C Association
Sherwood State School Fete
21 January 2021
$1100.00
South Brisbane District Cricket Club Inc.
Net facility upgrade
26 May 2021
$1000.00
Southside Community Craft Circle
Purchase of 84 balls of wool to make clothes, toys, blankets and other items for children in care or crisis
29 July 2020
$250.00
St Joseph's Corinda P&F Association
Hire of stage for Family Fun Day
14 April 2021
$1100.00
St Vincent De Paul Society Queensland
Purchase of speaker phone, camera, dongle and support service for the Corinda-Graceville Volunteer Group
10 September 2020
$1000.00
Staverton Kindergarten Association Inc.
Purchase of e-whiteboards
16 December 2020
$500.00
Tennyson Ward Office
Wash and sanitisation station at the Graceville croquet club
26 August 2020
$250.00
Tennyson Ward Office
Hire of ferris wheel for Yeronga Community Christmas Party
16 November 2020
$454.55
6 - DISCLOSURES
171 171
Organisation
Purpose
Date allocated
Amount approved
Tennyson Ward – Councillor Nicole Johnston (continued) Tennyson Ward Office
Hire of hall and catering for launch of Red Bench Oxley
20 November 2020
$250.00
Tennyson Ward Office
Sherwood Movie in the Park, Sherwood Arboretum, December 2020
30 November 2020
$3320.00
Tennyson Ward Office
Oxley Australia Day Citizenship Ceremony
21 January 2021
$854.90
Tennyson Ward Office
Sherwood State School Active School Travel Breakfast, February 2021
22 February 2021
$520.00
Tennyson Ward Office
Reschedule fee for Sherwood Movie in the Park, Sherwood Arboretum, March 2021
26 February 2021
$300.00
Tennyson Ward Office
Sherwood State School Active School Travel Ride to School Day and Breakfast, March 2021
18 March 2021
$310.00
Tennyson Ward Office
BBQ for Sherwood Movie in the Park, Sherwood Arboretum, March 2021
26 March 2021
$250.00
Tennyson Ward Office
Graceville State School Active School Travel Breakfast, May 2021
12 May 2021
$357.78
Tennyson Ward Office
Hire of Sherwood State School Hall for Sherwood Stamp Society Annual Stamp Fair
13 May 2021
$550.00
Tennyson Ward Office
Coronavirus emergency relief for vulnerable families via St Vincent De Paul
28 May 2021
$550.00
The Combined Probus Club of Sherwood Inc.
20th Anniversary Lunch
3 July 2020
$500.50
The Graceville Bowls Club Inc.
Updating of honour boards
31 August 2020
$500.00
The Lions Club of Brisbane Moorooka Inc.
Australia Day Citizenship Ceremony 2021
13 January 2021
$550.00
The Yoga Partnership
Trial yoga program for the deaf and multicultural community in the Tennyson Ward
17 February 2021
$500.00
Western Districts Netball Association Inc.
Purchase and installation of ice maker and freezer
28 August 2020
$500.00
Western Suburbs District Cricket Club Inc.
Hire of marquee for Centenary Dinner
29 January 2021
$550.00
Yeronga Hyde Road Kindergarten and Pre School Society Inc.
Establishment of educational garden
29 April 2021
$500.00
Yeronga Meals on Wheels Inc.
Catering for Volunteer’s Christmas Lunch
6 October 2020
$750.00
Yeronga Primary P&C Association
Hire of portable toilets for the 2021 biennial fete which will mark the 150th Anniversary of the school
12 August 2020
$1000.00
Yeronga Primary P&C Association
Printing of 150th Anniversary Commemorative Book for the Community
12 May 2021
$500.00
The Gabba Ward – Councillor Jonathan Sri
172
AEIOU Foundation
Purchase of camera assessment equipment
30 September 2020
$250.00
Brisbane Indigenous Media Association Ltd
Phase two of the ongoing art project at People's Park and Kurilpa Kiosk
25 February 2021
$4000.00
Brisbane Seniors Online Association Inc.
Purchase of colour multifunction laser printer and ink toner cartridges
3 August 2020
$862.40
CHURCH Improvisation Sessions
Hosting of community music sessions
18 March 2021
$4300.00
Organisation
Purpose
Date allocated
Amount approved
The Gabba Ward – Councillor Jonathan Sri (continued) Community Friends Ltd
Purchase of food collection boxes
12 March 2021
$1500.00
Community Plus Queensland Inc.
Restoration of historic kiosk
9 October 2020
$2000.00
Jane Street Community Garden
Purchase of soil, border edging and native seedlings to support neighbourhood community projects and native plant out
8 April 2021
$2500.00
Latin American Community of Australia (Qld) Inc.
Hire of PA system for closing event of the Brisbane Fiesta Latina 2020
25 November 2020
$500.00
My Pacific Sister Pty Ltd
Men Tok Project
4 November 2020
$1000.00
Queensland Aids Council Inc.
Rainbow Families Disco
8 April 2021
$610.00
Queensland Aids Council Inc.
Venue hire, catering, non-alcoholic drinks and entertainment for Trans Fair Day
22 April 2021
$1000.00
The Gabba Ward Office
Artist fees for Gabber at the Gabba event 2021
4 March 2021
$1000.00
The Gabba Ward Office
Purchase of plants, trees and materials for the rejuvenation of the Dr Manon Griffiths Parkland Habitat
18 March 2021
$2000.00
The Gabba Ward Office
Mycelium Film Screenings
12 May 2021
$1877.60
The Gabba Ward Office
Neighbourhood Activation Project Part 2
21 April 2021
$4000.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at Woolloongabba
8 April 2021
$275.00
University Queensland Mountain Club Inc.
First aid and CPR training for the club’s executive team
1 April 2021
$500.00
UnMasked
A collaborative multimedia exhibition
7 September 2020
$825.00
West End Community Association Inc.
Kurilpa Community Day
12 May 2021
$5000.00
The Gap Ward – Councillor Steven Toomey Access Arts Ltd
UR on Youtube! Showcasing Brisbane performing artists with disability in Ashgrove
4 November 2020
$1346.57
Ashgrove Citizens Anzac Day Commemoration Committee
Anzac Day Commemoration Service and March 2021
1 March 2021
$3300.00
Ashgrove Primary P&C Association
Set-up costs for the inaugural Colour Explosion Fun Run
11 November 2020
$500.00
Brisbane Indigenous Cricket Indigenous Corporation
Purchase of sun smart caps and remainder of funds to purchase protective helmets
28 July 2020
$1000.00
Cystic Fibrosis Queensland Ltd
Purchase of an inflatable branded archway for fun runs
10 August 2020
$1199.00
Hilder Road State School P&C Association
Community Trivia Night
16 September 2020
$550.00
Queensland All Abilities Sports Ltd
Purchase of two marquees for Brisbane’s Paralympic Football Program
29 July 2020
$2656.51
Returned and Services League of Australia (Queensland Branch) The Gap Sub Branch Inc.
Anzac Day Commemoration Services 2021
23 March 2021
$2891.44
Rotary Club of Ashgrove The Gap Inc.
Australia Day Citizenship Ceremony 2021
7 December 2020
$2029.99
6 - DISCLOSURES
173 173
Organisation
Purpose
Date allocated
Amount approved
The Gap Ward – Councillor Steven Toomey (continued) Rotary Club of Ashgrove The Gap Inc.
Purchase of club shirts
8 March 2021
$660.00
The Brisbane Tramway Museum Society
Hire of coffee van for the Paddington depot fire commemoration
25 August 2020
$400.00
The Gap Junior Australian Football Club Inc.
Purchase of fridge/freezer and coffee machine
2 December 2020
$2750.00
The Gap Ward Office
The Gap Ward Community Networking Event, September 2020
5 August 2020
$1818.18
The Gap Ward Office
Purchase of marquees for two community and sporting groups
4 November 2020
$2718.63
The Gap Ward Office
The Gap Ward Community Networking Event, March 2021
25 January 2021
$1818.18
The Gap Ward Office
Refurbishment of War Memorial Benches
24 February 2021
$1800.00
Trek2health Ltd
The Gap Ward - Resilience via Earth Trek
17 November 2020
$3261.50
Valley District Cricket Club Inc.
Hire of bouncing castle and sausage sizzle for Junior Family Fun Night
8 March 2021
$550.00
Westside Sports Club Inc.
Supply and installation of two fence panels with top and bottom rails to complete fencing around field one
15 July 2020
$2750.00
Walter Taylor Ward – Councillor James Mackay
174
Bengali Society of Queensland
Hire of hall for Cultural Evening
11 June 2021
$250.00
Communify Queensland Ltd
Facilitation (community praxis coop) for the Social Inclusion Project, Inner West - Asset Mapping Workshops
22 December 2020
$1000.00
Cystic Fibrosis Queensland Ltd
Purchase of shredder and laminator
17 February 2021
$768.00
Fig Tree Pocket State School P&C Association
Hire of outdoor stage for 150th Anniversary Festival
11 June 2021
$500.00
Hillsdon Kindergarten Association
Hire of jumping castle for Fete 2021
11 June 2021
$772.73
Mandalay Progress Association Inc.
Senior event at Riverside Cafe of Lone Pine Koala Sanctuary
3 November 2020
$880.00
Queensland Academy Science Mathematics and Technology P&C Association
Purchase of nesting boxes for birds and owls
7 June 2021
$1600.00
Queensland Academy Science Mathematics and Technology P&C Assoiciation
First Lego League Regional Competition 2020
27 October 2020
$450.00
Rotary Club of Toowong
Purchase of professional backdrop and light panel to film lessons with Auslan (sign language) for deaf students
4 September 2020
$513.00
St Lucia Bowling Club Inc.
Purchase and installation of wall mounted cardiac defibrillator
22 December 2020
$2000.00
St Lucia Community Association Inc.
Purchase of community garden essentials
5 March 2021
$551.10
St Lucia Kindergarten Association Inc.
Purchase of desktop computer
1 December 2020
$500.00
St Peters Lutheran College Indooroopilly P&F Committee
Purchase of one marquee
4 August 2020
$868.89
St Thomas's Riverview Kindergarten
Early childhood sports program
18 March 2021
$1000.00
Organisation
Purpose
Date allocated
Amount approved
Walter Taylor Ward – Councillor James Mackay (continued) The Corporation of the Synod of the Diocese of Brisbane T/A Anglicare Southern Queensland
Celebration of Local Community and Aboriginal and Torres Strait Islander Culture
20 October 2020
$570.00
The India Australia Society Inc.
Church hall hire, advertising and flyers for Australia Day and Indian Republic Day Celebration
15 December 2020
$460.00
The Yoga Partnership Ltd
Yoga in the Park for World Multiple Sclerosis Day at St Lucia
7 April 2021
$275.00
Walter Taylor Ward Office
Santa Paws' Dog Breakfast
27 November 2020
$2244.02
Walter Taylor Ward Office
Fig Tree Pocket Mud Army 10 Year Anniversary
21 January 2021
$1642.68
Walter Taylor Ward Office
Australia Day Citizenship Ceremony 2021
22 January 2021
$1395.39
Walter Taylor Ward Office
Purchase of community group garden equipment
22 January 2021
$441.80
Walter Taylor Ward Office
Clean Up Australia Day event in conjunction with Chapel Hill Community Garden
4 March 2021
$476.59
Walter Taylor Ward Office
Purchase of wheelbarrows for the Taringa and Chapel Hill Community Gardens
4 March 2021
$298.25
Walter Taylor Ward Office
International Women's Day Movie Event
4 March 2021
$1434.91
Walter Taylor Ward Office
Launch of Taringa Community Garden
18 March 2021
$1178.71
Walter Taylor Ward Office
Launch of St Lucia Community Garden Compost Hub
13 May 2021
$1176.55
Walter Taylor Ward Office
World Environment Day Event
29 May 2021
$1221.27
Walter Taylor Ward Office
Event for School Children and Families on the first Monday of the School Holidays
11 June 2021
$3178.09
Walter Taylor Ward Office
Street library
7 June 2021
$1600.00
West Toowong Bowls and Sporting Club Inc.
Roof repairs
4 August 2020
$1500.00
West Toowong Bowls and Sporting Club Inc.
Purchase and installation of solar panels
12 November 2020
$2500.00
West Toowong Bowls and Sporting Club Inc.
Purchase of outdoor seating
8 September 2020
$300.00
Wynnum Manly Ward – Councillor Peter Cumming Acacia Bayside Swimming Club Inc.
Purchase of marquee
2 March 2021
$2279.19
Basava Samithi of Australasia Inc.
14th Basava Jayanthi Celebrations
5 May 2021
$1100.00
Bayside Adolescent Boarding Inc.
Hire of stage for Bay Wave Youth and Community Festival 2021
2 March 2021
$980.00
Bayside United Sports and Recreational Club Inc.
Purchase of portable goals
3 December 2020
$2000.00
Bayside Women in Business Inc.
International Women's Day Event
4 February 2021
$1000.00
Brisbane Women's Keelboat Cup
Event running costs
28 April 2021
$1000.00
Fort Lytton Motorcross Club Inc.
Purchase of upright freezer
2 March 2021
$2039.40
6 - DISCLOSURES
175 175
Organisation
Purpose
Date allocated
Amount approved
Wynnum Manly Ward – Councillor Peter Cumming (continued)
176
Moreton Bay Trailer Boat Club Inc.
Speaker fees for the Wynnum Manly Combined Clubs Series Women's Challenge
28 April 2021
$1100.00
Moreton Bay Weight Reduction Club Inc.
Purchase of laptop and word program for club communication
4 February 2021
$832.11
Pandanus Paddle Club Inc.
Purchase of launch trolley
2 February 2021
$935.00
Queensland Services Heritage Band Association
Annual Bayside Carols concert
18 November 2020
$1000.00
Quota International of Wynnum Manly Inc.
Purchase of iPad
16 March 2021
$768.90
Rosies Youth Mission Inc.
Storage for food and essential equipment
4 February 2021
$1000.00
Scripture Union Queensland
Wynnum Manly Chaplaincy Gala Dinner
2 March 2021
$1000.00
The Scout Association of Australia Queensland Branch Inc.
Purchase of dome tents for Manly Lota Scout Group
2 March 2021
$1000.00
Waterloo Bay Leisure Centre
Purchase of iPad
15 May 2021
$639.54
Wynnum Bowls Club Inc.
Purchase of equipment for maintenance of lawn bowling greens
3 February 2021
$1000.00
Wynnum Croquet Club Inc.
Upgrade of disability ramp
28 April 2021
$1100.00
Wynnum Manly Bridge Club Inc.
Purchase of equipment to facilitate and promote bridge during coronavirus restrictions
3 February 2021
$800.00
Wynnum Manly Community Gardens Group Inc.
Repainting of shelter
3 December 2020
$850.00
Wynnum Manly Community Kindergarten Association Inc.
Purchase of glare reduction equipment for better learning outcomes
10 June 2021
$2000.00
Wynnum Manly Events Inc.
Inaugural Wynnum Fringe Festival
11 November 2020
$5000.00
Wynnum Table Tennis Association Inc.
Replacement of louvres and repair of emergency exit stairs
10 June 2021
$4575.86
7
ANNUAL FINANCIAL STATEMENTS
› TABLE OF CONTENTS
› GENERAL FINANCIAL REPORTS › I NDEPENDENT AUDIT REPORT (FINANCIAL REPORTS) › F INANCIAL SUSTAINABILITY STATEMENT
› I NDEPENDENT AUDIT REPORT (FINANCIAL SUSTAINABILITY STATEMENTS) › L ONG-TERM FINANCIAL SUSTAINABILITY STATEMENT
Annual Financial Statements 30 June 2021 179 180 181 183
Statements of comprehensive income Statements of financial position Statements of changes in equity Statements of cash flows
Notes to the consolidated financial statements 184 186 187
1 Significant accounting policies 2 Impacts from the COVID-19 pandemic 3 Analysis of Council results by program
Financial performance 189 4 Revenue 191 5 Expenses Assets 193 194 194 194 195 196 198 203 203 204
6 Cash and cash equivalents 7 Receivables 8 Other current assets 9 Assets classified as held for sale 10 Investment in associate 11 Other investments 12 Property, plant and equipment 13 Investment property 14 Intangibles 15 Leases
Liabilities 207 16 Payables 207 17 Other financial liabilities 208 18 Service concession arrangements 210 19 Provisions 211 20 Other liabilities Equity 212 212
21 Asset revaluation surplus 22 Accumulated surplus adjustments
Other disclosures 213 23 Reconciliation of cash flows 214 24 Commitments 215 25 Contingencies 215 26 Transactions with related parties 218 27 Superannuation defined benefit plan 219 28 National competition policy 219 29 Events after the reporting period 219 30 Financial instruments and financial risk management 226
178
Statement by Councillors and management Independent auditor's report
Brisbane City Council Statements of comprehensive income for the year ended 30 June 2021
Note Revenue Rates and utility charges Contributions, donations, subsidies and grants Fees and charges Public transport revenue Interest revenue Other revenue
Expenses Employee costs Materials and services Depreciation and amortisation Finance costs Loss on disposal of property, plant and equipment, intangibles and investment property Other expenses
2021 $000
Council 2020 $000
4(a) 4(b) 4(c) 4(d) 4(e) 4(f)
1,157,721 315,410 175,723 358,618 4,212 329,699 2,341,383
1,158,036 245,677 179,251 346,328 7,904 358,527 2,295,723
1,157,721 311,099 175,723 358,618 3,881 456,692 2,463,734
1,158,303 243,463 179,499 346,328 7,471 484,091 2,419,155
5(a) 5(b) 5(c) 5(d) 5(e)
790,367 791,470 536,618 96,549 49,587
774,701 783,553 463,050 109,319 90,591
760,200 800,723 541,399 98,768 50,403
738,413 787,093 470,149 111,966 94,751
5(f)
46,083 2,310,674
51,473 2,272,687
50,608 2,302,101
52,823 2,255,195
10
216,104
198,531
-
-
246,813
221,567
161,633
163,960
82,338 8,328 (10,823) 79,843
2,955,869 (2,062) (3,210) 2,950,597
59,662 8,328 (10,823) 57,167
2,946,442 (2,062) (3,210) 2,941,170
326,656
3,172,164
218,800
3,105,130
Share of profit from associate Increase in operating capability Other comprehensive income Items that will not be reclassified to operating capability Increase in asset revaluation surplus Remeasurement of defined benefit plan Change in fair value of cash flow and cost of hedging
Consolidated 2021 2020 $000 $000
21 27 30(c)
Total comprehensive income
The above statements should be read in conjunction with the accompanying notes and significant accounting policies. The comparatives have been restated on adoption of AASB 1059 Service Concession Arrangements: Grantors (notes 1(g) and 18) and the consolidation of controlled entities (notes 1(d) and 22).
2
7 - ANNUAL FINANCIAL STATEMENTS
179 179
Brisbane City Council Statements of financial position as at 30 June 2021
Note Current assets Cash and cash equivalents Receivables Inventories Other Assets classified as held for sale
Non-current assets Investment in associate Other investments Derivative financial instruments Property, plant and equipment Investment property Intangibles Lease right of use assets Superannuation defined benefit plan Other
6 7 8 9
10 11 30(c) 12 13 14 15(a) 27
Total assets
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
202,880 72,187 25,429 118,895 20,478 439,869
222,131 82,339 25,910 165,115 22,934 518,429
100,981 70,941 19,958 107,158 20,478 319,516
130,504 76,916 20,438 164,133 22,934 414,925
3,067,374 63,910 2,943 28,252,887 100,362 189,930 362,300 20,913 7,278 32,067,897 32,507,766
2,986,431 63,210 13,638 27,785,380 111,250 216,179 476,856 13,762 6,403 31,673,109 32,191,538
2,158,143 2,158,143 205,112 195,722 2,943 13,638 28,071,431 27,623,473 189,804 215,957 474,725 595,032 20,913 13,762 31,123,071 30,815,727 31,442,587 31,230,652
Current liabilities Payables Other financial liabilities Lease liabilities Provisions Service concession liabilities Other
16 17 15 19 18 20
289,535 69,014 76,076 219,637 59,572 84,901 798,735
274,432 78,489 77,362 228,329 58,601 56,841 774,054
283,212 69,014 80,819 217,791 59,572 63,278 773,686
262,217 78,489 80,661 227,214 58,601 34,204 741,386
Non-current liabilities Payables Other financial liabilities Lease liabilities Provisions Service concession liabilities Other
16 17 15 19 18 20
9,574 1,967,313 396,286 126,401 1,736,497 14,063 4,250,134 5,048,869
8,030 1,815,221 539,364 123,288 1,781,269 18,071 4,285,243 5,059,297
7,209 1,947,313 522,135 125,838 1,736,497 14,063 4,353,055 5,126,741
5,804 1,795,221 669,325 122,530 1,781,269 18,071 4,392,220 5,133,606
27,458,897
27,132,241
26,315,846
26,097,046
Total liabilities Net community assets Community equity Asset revaluation surplus Cash flow and cost of hedging reserves Accumulated surplus
21 30(c)
Total community equity
13,207,114 13,124,776 (14,033) (3,210) 14,265,816 14,010,675
12,912,363 12,852,701 (14,033) (3,210) 13,417,516 13,247,555
27,458,897
26,315,846
27,132,241
26,097,046
The above statements should be read in conjunction with the accompanying notes and significant accounting policies. The comparatives have been restated on adoption of AASB 1059 Service Concession Arrangements: Grantors (notes 1(g) and 18) and the consolidation of controlled entities (notes 1(d) and 22).
180
3
Brisbane City Council Statements of changes in equity for the year ended 30 June 2021
Consolidated for the year ended 30 June 2021
Total $000 Balance as at 1 July Increase in operating capability Other comprehensive income Balance as at 30 June
13,124,776
(3,210)
14,010,675
246,813
-
-
246,813
79,843
82,338
(10,823)
8,328
27,458,897
13,207,114
(14,033)
14,265,816
Total $000
Balance as at 1 July Adjustment on initial application of AASB 1059
18
Adjustment on initial application of AASB 16 Adjustment on initial application of AASB 15 and AASB 1058 Adjustment due to consolidation of controlled entities
22
Adjusted opening balance Increase in operating capability Other comprehensive income Balance as at 30 June
Accumulated surplus $000
27,132,241
Consolidated for the year ended 30 June 2020
Note
Cash flow and cost of hedging reserves (note 30(c)) $000
Asset revaluation surplus (note 12(a)) $000
Cash flow and cost of hedging reserves (note 30(c)) $000
Asset revaluation surplus (note 12(a)) $000
Accumulated surplus $000
21,796,675
10,168,907
-
11,627,768
2,249,847
-
-
2,249,847
(121,991)
-
-
(121,991)
(6,666)
-
-
(6,666)
42,212
-
-
42,212
23,960,077
10,168,907
-
13,791,170
221,567
-
-
221,567
2,950,597
2,955,869
(3,210)
(2,062)
27,132,241
13,124,776
(3,210)
14,010,675
The above statements should be read in conjunction with the accompanying notes and significant accounting policies. The comparatives have been restated on adoption of AASB 1059 Service Concession Arrangements: Grantors (notes 1(g) and 18) and the consolidation of controlled entities (notes 1(d) and 22).
4
7 - ANNUAL FINANCIAL STATEMENTS
181 181
Brisbane City Council Statements of changes in equity for the year ended 30 June 2021
Council for the year ended 30 June 2021
Total $000 Balance as at 1 July Increase in operating capability Other comprehensive income Balance as at 30 June
12,852,701
(3,210)
13,247,555
161,633
-
-
161,633
57,167
59,662
(10,823)
8,328
26,315,846
12,912,363
(14,033)
13,417,516
Total $000
Balance as at 1 July Adjustment on initial application of AASB 1059
18
Adjustment on initial application of AASB 16 Adjustment on initial application of AASB 15 and AASB 1058 Adjusted opening balance Increase in operating capability Other comprehensive income Balance as at 30 June
Accumulated surplus $000
26,097,046
Council for the year ended 30 June 2020
Note
Cash flow and cost of hedging reserves (note 30(c)) $000
Asset revaluation surplus (note 12(a)) $000
Cash flow and cost of hedging reserves (note 30(c)) $000
Asset revaluation surplus (note 12(a)) $000
Accumulated surplus $000
20,888,018
9,906,259
-
10,981,759
2,249,847
-
-
2,249,847
(139,283)
-
-
(139,283)
(6,666)
-
-
(6,666)
22,991,916
9,906,259
-
13,085,657
163,960
-
-
163,960
2,941,170
2,946,442
(3,210)
(2,062)
26,097,046
12,852,701
(3,210)
13,247,555
The above statements should be read in conjunction with the accompanying notes and significant accounting policies. The comparatives have been restated on adoption of AASB 1059 Service Concession Arrangements: Grantors (notes 1(g) and 18) and the consolidation of controlled entities (notes 1(d) and 22).
182
5
Brisbane City Council Statements of cash flows for the year ended 30 June 2021
Note Cash flows from operating activities Receipts Rates and utility charges Fees and charges Public transport revenue Subsidies and grants Contributions Goods and Services Tax received from Australian Taxation Office Interest Dividends and participation returns received Other Payments Employee costs Materials and services Finance costs Other Net cash from operating activities
23(a)
Cash flows from investing activities Proceeds from disposal of property, plant and equipment and investment property Payments for property, plant, equipment, intangibles and investment property Receipts for capital contributions, donations, subsidies, grants and other revenue Payments for derivative financial instruments Net cash used in investing activities Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Lease liabilities principal payments Net cash provided by financing activities
23(b)
Net decrease in cash and cash equivalents held Cash and cash equivalents as at 1 July Cash and cash equivalents as at 30 June
6
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
1,166,417 192,263 391,219 74,489 996 84,501
1,147,514 205,434 377,812 60,094 1,856 90,115
1,166,417 192,263 391,219 70,177 996 84,501
1,147,781 205,682 377,812 57,881 1,856 90,115
4,215 135,471 301,997 2,351,568
8,836 132,774 231,576 2,256,011
3,871 155,253 275,115 2,339,812
8,402 153,038 187,971 2,230,538
(769,197) (962,479) (96,549) (35,938) (1,864,163) 487,405
(768,574) (1,015,196) (109,318) (44,091) (1,937,179) 318,832
(739,605) (963,656) (98,768) (40,021) (1,842,050) 497,762
(732,470) (1,016,854) (111,966) (49,000) (1,910,290) 320,248
72,409
78,558
56,123
34,443
(777,052)
(753,908)
(778,381)
(755,931)
132,600
135,864
132,600
135,864
(572,043)
(13,854) (553,340)
(589,658)
(13,854) (599,478)
220,000 (77,383) (77,230) 65,387
160,000 (64,460) (69,672) 25,868
220,000 (77,383) (80,244) 62,373
160,000 (64,282) (77,631) 18,087
(19,251) 222,131
(208,640) 430,771
(29,523) 130,504
(261,143) 391,647
202,880
222,131
100,981
130,504
The above statements should be read in conjunction with the accompanying notes and significant accounting policies. The comparatives have been restated on adoption of AASB 1059 Service Concession Arrangements: Grantors (notes 1(g) and 18) and the consolidation of controlled entities (notes 1(d) and 22).
6
7 - ANNUAL FINANCIAL STATEMENTS
183 183
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
1
Significant accounting policies
1(a)
Reporting entity Brisbane City Council is constituted under the City of Brisbane Act 2010 and is domiciled in Australia.
1(b)
Basis of preparation These general purpose financial statements are for the period 1 July 2020 to 30 June 2021 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 and are presented in Australian dollars, which is Council's presentation and functional currency.
1(c)
Statement of compliance Council is a not-for-profit entity for financial reporting purposes. These financial statements have been prepared in accordance with all Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB), as applicable to not-for-profit entities.
1(d)
Basis of consolidation Council and its controlled entities together form the consolidated entity. The financial statements of controlled entities are included in the consolidated financial statements, from the date when control commences until the date when control ceases. From 1 July 2020, Council consolidated all active controlled entities (previously only the City of Brisbane Investment Corporation Pty Ltd (CBIC)) and comparative information has been restated to be consistent with the current year accounting policy. The impact of this change on opening balances is included in note 22. The details of controlled entities are included in note 11. Material transactions with controlled entities have been eliminated when preparing consolidated accounts. In addition, accounting policies of controlled entities have been adjusted on consolidation where necessary, to ensure the financial statements of the consolidated entity are prepared using accounting policies that are consistent with those of Council. In addition, participation rights in the Central South East Queensland (SEQ) Distributor-Retailer Authority (Authority), trading under the business name Urban Utilities (UU), formerly Queensland Urban Utilities, are accounted for in the consolidated balances using the equity method to reflect Council's significant influence on the Authority (note 10).
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.
1(g)
New and revised accounting standards Council applied AASB 1059 Service Concession Arrangements: Grantors (AASB 1059) from 1 July 2020. This was applied retrospectively where the effect of initial application was recognised as at 1 July 2019 with restatement of comparative information.
184
7
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
1
Significant accounting policies (continued)
1(g)
New and revised accounting standards (continued) AASB 1059 Service Concession Arrangements: Grantors This standard sets out the framework for a grantor to recognise the assets, liabilities, revenue and expense associated with a service concession arrangement where an operator is providing a public service on behalf of the grantor. The impacts of applying AASB 1059 as at 1 July 2019 were an increase in property, plant and equipment of $4.1 billion, recognition of service concession liabilities of $1.9 billion and an adjustment to opening accumulated surplus of $2.2 billion. There was no impact on Council’s statements of cash flows. Standards issued and effective from 1 July 2021 The impact of any Australian Accounting Standards and Interpretations that have been recently issued or amended, but are not yet effective, are either not considered to be material or are not applicable to the consolidated entity.
1(h)
Use of estimates and judgements The financial statements are subject to the use of estimates and judgements. The significant judgements, estimates and assumptions relate to the following items and specific information is provided in the relevant note: l revenue (note 4) l receivables (notes 7 and 30) l investment in associate and other investments (notes 10 and 11) l property, plant and equipment and intangibles (notes 12 and 14) l investment property (note 13) l leases (note 15) l employee benefits (notes 19 and 27) l service concession arrangements (note 18) l provisions (note 19) l commitments (note 24) l contingencies (note 25) l transactions with related parties (note 26) l financial instruments (note 30).
1(i)
Volunteer services Council receives volunteer services that contribute to delivery of various services such as assistance from the community during natural disaster events or from emergency services. However, Council does not recognise revenue from volunteer services as Council would not have purchased the services if not donated and it is not considered material.
1(j)
Taxation Council is exempt from income tax, however 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.
8
7 - ANNUAL FINANCIAL STATEMENTS
185 185
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
2
Impacts from the COVID-19 pandemic The consolidated entity's operations have been impacted by the COVID-19 pandemic and the consolidated entity has assessed the impacts on its financial statements. The following transactions were recognised by the consolidated entity in response to the COVID-19 pandemic. Statements of comprehensive income
Consolidated 2021 2020 $000 $000
Revenue Rates and utility charges – additional COVID-19 rebates Contributions, donations, subsidies and grants – stimulus funding received Public transport revenue – reimbursement of transport cleaning Public transport revenue – reimbursement of additional bus services
Expenses Employee costs – pandemic leave, sick and carers leave, stand-down of employees Employee costs – additional bus services Materials and services – cleaning costs Materials and services – information technology costs Materials and services – other costs Materials and services – additional bus services Other expenses – grants to clubs and organisations Other expenses – impairment of receivables Decrease in operating capability
Council 2021 $000
2020 $000
(16,197) 18,564
-
(16,197) 18,564
-
10,112
5,060
10,112
5,060
2,494
-
2,494
-
14,973
5,060
14,973
5,060
2,824
3,241
2,824
3,241
1,460 10,973 974 2,998 31 19,260
5,289 1,074 1,598 883 811 12,896
1,460 10,973 974 2,998 31 19,260
5,289 1,074 1,598 883 811 12,896
(4,287)
(7,836)
(4,287)
(7,836)
Expected revenues and expenses for the consolidated entity were impacted due to cancelled or postponed events, facility closures and lower visitor numbers. Council has established a range of initiatives responding to the economic and social implications of the COVID-19 pandemic and its impact on Brisbane's residents, community organisations and businesses. These include priority projects brought forward for infrastructure and works to create jobs and local economic activity; Economic Recovery Taskforce initiatives identified through the transition of lifting restrictions; and coordinating Queensland and Australian Governments, and Council resources allocated for economic stimulus activity. Council waived or refunded the collection of lease rentals for Council owned buildings from July to December 2020. The amount of revenue foregone based on current lease agreements is $4.2 million (2020: $3.3 million). Council provided fee relief to businesses by waiving fees and charges from July to December 2020, including licences, permits, infringements and parking fees. Council provided up to six month rates deferrals from July to December 2020. Billing returned to business as usual in January 2021. Increased rebates were also provided to not-for-profit entities from July to December 2020. The impacts of the COVID-19 pandemic were considered as part of asset valuations undertaken during the current year and reflected where appropriate in the fair value of assets as presented in the financial statements. Stimulus funding received resulted in increased capital expenditure on priority projects in the current year. Council has now amended its supplier payment terms for small businesses from 30 days to seven days. CBIC assessed the impacts of the COVID-19 pandemic on the value of its property and its revenues. While there has been a minor impact on lease revenues due to rebates and abatements, the impact has been minor and is expected to be minor in the future. This is due to the majority of the exposure being to high credit quality government, local government and corporate entities. CBIC has limited retail tenancies with the only tenancy of significance being with a high quality national retailer.
186
9
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
3
Analysis of Council results by program
3(a) Program goals The activities relating to Council's programs reported on in Note 3(b) are as follows: Transport for Brisbane The goal of this program is to deliver Australia’s most modern and innovative public and active transport system, including the Brisbane Metro and new green bridges, allowing Brisbane residents and visitors to move around quickly, safely, reliably and sustainably. Infrastructure for Brisbane The goal of this program is to enable the safe, efficient and sustainable movement of people, freight and services and continue to build smoother streets and tackle traffic congestion. Clean, Green and Sustainable City The goal of this program is for Brisbane to be recognised as a sustainability leader that is clean, green and sustainable, ensure Brisbane's open spaces and waterways are accessible and valued now and for future generations and that our built form supports clean, green and sustainable outcomes. Future Brisbane The goal of this program is to provide planning and growth management to ensure Brisbane continues to be prosperous and well-designed, with a distinctive subtropical character. Lifestyle and Community Services 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. Community Health and Safety The goal of this program is to be recognised as a customer focused organisation that is dedicated to the health, safety and amenity of Brisbane's growing community. Economic Development The goal of this program is to implement the Brisbane Economic Development Plan 2012-2031, the Smart, Connected Brisbane Framework and Brisbane's Future Blueprint. City Governance The goal of this program is for Council to be accountable, transparent and efficient through strategic planning, sound financial management, quality communication, strategic partnerships and effective corporate services. Field Services – Business Activity (from 1 July 2021, Field Services has been renamed to City Standards) The goal of this business activity is to ensure an agreed and consistent maintenance standard throughout Brisbane, its central business district and suburbs, through management of the provision of construction and maintenance activities, and waste and resource recovery. Transport for Brisbane – Business Activity The goal of this business activity is to provide frequent, reliable and safe services, more often, and at the most comfortable standard possible for our passengers. City Projects Office – Business Activity The goal of this business activity is to provide professional services across project management, built and natural environment and engineering disciplines. The prior year's Customer Service program has been split with some services combined with the Lifestyle and Community Services program. The remaining services have been combined to create the Community Health and Safety program in the current year.
10
7 - ANNUAL FINANCIAL STATEMENTS
187 187
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
3
Analysis of Council results by program (continued)
3(b) Summary of revenues, expenses and assets by program 2021
Transport for Brisbane Infrastructure for Brisbane Clean, Green and Sustainable City Future Brisbane Lifestyle and Community Services Community Health and Safety Economic Development City Governance Business Activities
Recurrent Capital subsidies subsidies and grants and grants $000 $000
Transport for Brisbane Infrastructure for Brisbane Clean, Green and Sustainable City Future Brisbane Lifestyle and Community Services Customer Service Economic Development City Governance Business Activities
Total Operating revenue Expenses capability $000 $000 $000
9,908 37,615 2,412
61,974 188,669 367,579
72,125 226,505 375,137
206,500 495,421 544,601
(134,375) (268,916) (169,464)
1,596,986 10,691,458 10,156,013
381 10,929
63 476
55,258 22,024
55,702 33,429
91,316 217,782
(35,614) (184,353)
83,732 836,372
14,169 15,015 11,201 11,201 1,157 1,256,772 1,304,299 370,128 370,321
40,306 41,099 291,452 373,624
(25,291) (29,898) 1,012,847 (3,303)
33,102 28,999 7,518,345 497,580
2,347,774 2,463,734 2,302,101
161,633
31,442,587
Total Operating revenue Expenses capability $000 $000 $000
Total assets by program $000
846 46,370 193
51,631
Recurrent Capital subsidies subsidies and grants and grants $000 $000
Other income $000
12 44 2,308
13,436 16,900 493
57,633 221,466 363,250
71,081 238,410 366,051
198,016 464,418 519,565
(126,935) (226,008) (153,514)
1,356,680 10,796,738 9,903,445
150 5,451
-
52,194 25,312
52,344 30,763
93,696 183,542
(41,352) (152,779)
118,981 805,478
17,258 18,666 12,902 12,902 - 1,224,321 1,268,865 359,227 360,073
79,306 46,114 302,298 368,240
(60,640) (33,212) 966,567 (8,167)
37,731 27,283 7,637,195 547,121
2,333,563 2,419,155 2,255,195
163,960
31,230,652
1,408 44,544 846 54,763
30,829
Consolidated balances are not provided because program results only apply to Council.
188
Total assets by program $000
243 221 5,146
64,329 2020
Other income $000
11
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
4
Revenue
4(a)
Rates and utility charges Rates and utility charges are recognised as revenue when Council obtains control over these receipts which is the beginning of the rating period to which they relate. Prepaid rates and utility charges are recognised as a financial liability until the beginning of the rating period (note 16). Discounts given and rebates are recognised in the same period as the rates and utility charges to which they relate.
Rates General Environmental management and compliance levy Bushland preservation levy Special rates and charges Utility charges Waste disposal Total rates and utility charges Less: Discounts given Pensioner and other rebates Total discounts and rebates
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
942,198 47,055 33,161 10,273
916,687 45,873 32,305 11,034
942,198 47,055 33,161 10,273
916,954 45,873 32,305 11,034
202,864 1,235,551
195,022 1,200,921
202,864 1,235,551
195,022 1,201,188
15,175 62,655 77,830
14,801 28,084 42,885
15,175 62,655 77,830
14,801 28,084 42,885
1,157,721
1,158,036
1,157,721
1,158,303
During the year, pensioner and other rebates included increased rebates provided to ratepayers such as additional COVID-19 rebates.
4(b)
Contributions, donations, subsidies and grants Contributions Cash or non-cash revenue from infrastructure charges is recognised when the levied charge is due. Revenue from developer contributions (non-trunk infrastructure) is recognised when Council obtains control of the assets and the value of the assets can be reliably measured. Local government infrastructure is categorised as either trunk infrastructure (i.e. higher-level infrastructure that is shared between multiple developments) or non-trunk infrastructure (i.e. infrastructure that is not shared with other developments and is generally internal to a development site). Examples of trunk infrastructure include major roads, parks and stormwater infrastructure and land for community facilities. Infrastructure assets, including non-trunk infrastructure, contributed to Council from developers, or assets donated to Council, are recognised either as non-current assets or expense according to Council's threshold for recognition of non-current assets (note 12(b)). Grants and subsidies Revenue on operating grants received to enable Council to further its objectives is recognised when Council obtains control of the funds. These grants include the Financial Assistance Grant provided by the Australian Government to local governments. Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations, revenue is recognised when each performance obligation is satisfied. Revenue on capital grants received to enable Council to acquire or construct an item of property, plant and equipment to identified specifications which will be under Council's control and which is enforceable is recognised as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred as this is the most appropriate measure of the completeness of the construction project. Any unbilled grants (other accrued revenue – note 8) are recognised as part of other current assets and any unspent grants (unearned subsidies and grants – note 20) are recognised as part of other liabilities in the statements of financial position.
12
7 - ANNUAL FINANCIAL STATEMENTS
189 189
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
4
Revenue (continued)
4(b)
Contributions, donations, subsidies and grants (continued)
Note Contributions Infrastructure charges (cash) Infrastructure charges (contributed assets) Developer contributions (non-trunk infrastructure) Subsidies and grants For capital purposes For operating purposes
3(b) 3(b)
Other contributions and donations
4(c)
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
70,359 11,679 47,725 129,763
94,986 10,735 43,529 149,250
70,359 11,679 47,725 129,763
94,986 10,735 43,529 149,250
51,631 68,640 120,271 65,376
30,829 56,977 87,806 8,621
51,631 64,329 115,960 65,376
30,829 54,763 85,592 8,621
315,410
245,677
311,099
243,463
Fees and charges Licences and permits granted by Council are either short-term or low-value. Revenue is recognised at the time the licence or permit is granted rather than over the term of the licence or permit. Infringements are recognised upon issuing of the infringement notice. The related statutory receivable is subsequently adjusted for impairment. All other fees and charges are recognised when the performance obligation is satisfied. Consolidated 2021 2020 $000 $000 Building application, development, town planning and property connection fees Licences, permits and parking fees Infringements Refuse fees Other fees and charges
4(d)
Council 2021 $000
2020 $000
43,725
41,085
43,725
41,085
40,589 34,534 20,467 36,408
40,052 38,009 26,724 33,381
40,589 34,534 20,467 36,408
40,052 38,009 26,724 33,629
175,723
179,251
175,723
179,499
Public transport revenue Revenue from public transport activities is recognised when agreed services have been provided by Council, based on contractual arrangements with TransLink as a division of the Queensland Government's Department of Transport and Main Roads.
4(e)
Interest revenue Interest on short-term investments is accrued over the term of the investment. Interest on overdue rates and utility charges is recognised when due or paid.
4(f)
Other revenue Dividends and participation returns are recognised when declared. Tax equivalent revenue is recognised when the right to receive payment is established. The sale of materials is recognised when the customer has taken delivery of the goods. Lease and rental income from operating leases is generally recognised over the lease term. All other revenue is generally recognised when the performance obligation is satisfied and revenue can be reliably measured.
190
13
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
4
Revenue (continued)
4(f)
Other revenue (continued)
Note Dividends and participation returns Tax equivalents Service concession revenue Operating and project costs recovered Advertising Sale of materials Lease and rental revenue Investment income Other operating revenue Other capital revenue
26 26(b) 18
15(b)
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
310 71,916 58,828 37,189 25,065 24,231 33,447 11,869 35,657 31,187
163 66,821 58,601 38,703 22,139 24,617 33,597 3,408 38,815 71,663
155,252 71,916 58,828 37,189 24,520 24,231 20,790 9,644 23,527 30,795
155,589 66,821 58,601 38,703 24,366 24,617 21,593 22,138 71,663
329,699
358,527
456,692
484,091
Other capital revenue during the year includes the gain on early termination of a lease of $25.8 million (note 15(a)). In the prior year, other capital revenue includes $55.2 million of tolling revenue.
5
Expenses
5(a)
Employee costs
Wages and salaries Annual, sick and long service leave benefits Superannuation Other employee related expenses
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
585,243 101,025 80,067 24,032
579,414 93,343 77,705 24,239
555,076 101,025 80,067 24,032
543,126 93,343 77,705 24,239
790,367
774,701
760,200
738,413
Employee costs exclude costs that have been capitalised as part of asset construction.
14
7 - ANNUAL FINANCIAL STATEMENTS
191 191
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
5
Expenses (continued)
5(b)
Materials and services
Note Services and contract costs Raw materials and consumables Maintenance Contractor and consultancy costs Agency staff costs Fuel Plant and equipment and vehicle hire Minor asset purchases Cost of inventories Communication costs Lease expenses Security Legal costs Insurance premiums Auditor's remuneration – Queensland Audit Office Other costs
15(a)
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
304,716 60,758 63,965 56,972 45,845 34,723 33,827 27,726 17,974 13,139 10,596 10,229 8,325 6,705 740 95,230
267,384 54,452 70,732 47,201 42,366 39,524 34,944 50,760 20,209 13,488 12,419 11,069 11,048 5,746 694 101,517
359,164 60,758 56,044 54,430 45,845 34,723 33,827 27,726 17,974 13,139 10,596 10,229 8,325 6,705 535 60,703
326,898 54,452 62,496 43,728 42,366 39,524 34,944 50,760 18,995 13,488 12,391 11,069 11,048 5,994 525 58,415
791,470
783,553
800,723
787,093
Materials and services are recognised when goods have been received or services provided, and exclude costs that have been capitalised as part of asset construction. Lease expenses includes expenses relating to short-term, low-value and variable leases.
5(c)
Depreciation and amortisation
Depreciation – property, plant and equipment Amortisation – intangible assets Depreciation – right of use assets
5(d)
Note
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
12 14 15(a)
439,339 24,184 73,095
366,027 26,315 70,708
438,023 24,088 79,288
364,546 26,246 79,357
536,618
463,050
541,399
470,149
Finance costs
Note Finance costs on borrowings Interest on leases Other interest and charges
17(a) 15(a)
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
80,411 15,171 967
89,581 17,461 2,277
80,411 18,017 340
89,581 20,709 1,676
96,549
109,319
98,768
111,966
Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of qualifying assets for major projects (note 17(a)). During the year, borrowing costs capitalised to major projects amounted to $9.1 million (2020: nil).
192
15
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
5
Expenses (continued)
5(e)
Loss on disposal of property, plant and equipment, intangibles and investment property
Note Proceeds from sale Less carrying amount of assets sold Less carrying amount of assets written off 23(a)
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
72,410 69,190 3,220 52,807
78,557 82,900 (4,343) 86,248
56,123 53,719 2,404 52,807
34,443 42,946 (8,503) 86,248
49,587
90,591
50,403
94,751
Write-offs include the remaining carrying amount of roads and other infrastructure assets that have been upgraded or rehabilitated and write-offs of intangibles.
5(f)
Other expenses
Note Grants, subsidies and contributions Bad and doubtful debts Other expenses
7
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
20,001 10,333 15,749
22,749 9,035 19,689
29,184 10,333 11,091
31,846 9,035 11,942
46,083
51,473
50,608
52,823
Grants, subsidies and contributions are recognised when paid or invoiced. Bad and doubtful debts are recognised based on the expected credit loss (notes 7 and 30(e)). All other expenses are generally recognised when goods have been received or services provided, or the obligating event occurs.
6
Cash and cash equivalents Cash and cash equivalents include cash on hand, cash on deposit and short-term investments with a maturity term of three months or less, and which are readily convertible to cash on hand and are used in the cash management function on a day-to-day basis. Consolidated 2021 2020 $000 $000 Cash at bank and on hand Short-term investments
Council 2021 $000
2020 $000
69,546 133,334
57,759 164,372
12,998 87,983
5,802 124,702
202,880
222,131
100,981
130,504
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 $31.2 million in trust monies at 30 June 2021 (2020: $34.5 million). Cash funds and liquidity are appropriately managed to ensure sufficient funds are available to meet obligations that are due within the next 12 months. In addition to its current assets, Council has access to a working capital facility of $550 million and a variable rate loan facility of $250 million. CBIC has access to a bank loan facility of $30 million (note 17(b)).
16
7 - ANNUAL FINANCIAL STATEMENTS
193 193
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
7
Receivables Receivables are due for settlement in 30 days and are recognised at the amounts due. The collectability of debts is assessed on an ongoing basis with an allowance being made for impairment. All known bad debts are written off during the year. If an amount is recovered in a subsequent period it is recognised as revenue.
Current Rates and utility charges Regulated parking and tolling Recoverable works and services Other debtors Impairment
2021 $000
Council 2020 $000
30,944 12,310 30,873 9,291 (11,231)
32,882 14,056 26,766 20,638 (12,003)
30,944 12,310 30,714 8,204 (11,231)
32,882 14,056 22,431 19,550 (12,003)
72,187
82,339
70,941
76,916
Consolidated 2021 2020 $000 $000
2021 $000
2020 $000
5(f)
12,003 10,333 (11,105)
13,270 9,035 (10,302)
12,003 10,333 (11,105)
13,270 9,035 (10,302)
30(e)
11,231
12,003
11,231
12,003
Note Movement in impairment: Balance as at 1 July Amounts recognised Amounts written off Balance as at 30 June
Consolidated 2021 2020 $000 $000
Council
The consolidated entity's expected credit loss assessment is detailed in note 30(e).
8
Other current assets Accrued revenue is recognised when revenue recognition criteria is satisfied but the revenue has not yet been received. A prepayment is recognised when an expense is paid in advance but not yet incurred.
Note Accrued participation returns Accrued tolling revenue Other accrued revenue Prepayments Property trust investments
9
26(b)
11(c)
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
67,581 20,328 20,072 10,914
67,581 55,207 22,855 19,472 -
67,581 20,289 19,288 -
67,581 55,207 22,806 18,539 -
118,895
165,115
107,158
164,133
Assets classified as held for sale Consolidated 2021 2020 $000 $000 Assets classified as held for sale
Council 2021 $000
2020 $000
20,478
22,934
20,478
22,934
20,478
22,934
20,478
22,934
Items of property, plant and equipment are reclassified as held for sale when the carrying amount of these assets will be recovered principally through a sales transaction rather than continuing use. Assets classified as held for sale are available for immediate sale in their present condition and management believe the sale is highly probable within 12 months. Assets classified as held for sale are measured at the lower of their carrying amount and fair value less cost to sell and are not depreciated.
194
17
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
10
Investment in associate On 1 July 2010, UU began trading to deliver water and wastewater services to customers within the local government areas of five participating councils. Under the South-East Queensland Water (Distribution and Retail Restructuring) Act 2009, governance arrangements for UU 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. UU's Board is comprised of independent directors. No individual council has the ability to dominate UU's decision-making to obtain greater benefit from its activities than any other participant. Transactions between the entities Transactions between Council and UU are disclosed in note 26(b). Participation rights Council's share of UU's undistributed profit and other comprehensive income at the reporting date is included in the consolidated statements of comprehensive income.
Note Balance as at 1 July 85% share of profits 85% share in asset revaluation surplus movement Participation returns
26(b)
Balance as at 30 June
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
2,986,431 216,104 -
2,923,976 198,531 (915)
2,158,143 -
2,158,143 -
(135,161)
(135,161)
-
-
3,067,374
2,986,431
2,158,143
2,158,143
2021 $000
2020 $000
UU financial information Revenue Net profit Other comprehensive income
1,421,804 253,556 673
1,451,332 233,349 (1,967)
Current assets Non-current assets Total assets
300,703 6,350,348 6,651,051
323,957 6,083,291 6,407,248
Current liabilities Non-current liabilities Total liabilities
306,688 2,735,985 3,042,673
363,744 2,530,345 2,894,089
Net assets
3,608,378
3,513,159
Share of net assets
3,067,374
2,986,431
UU's net profit has been adjusted to reflect UU's prior period adjustments. The impact is not considered material to Council's consolidated comprehensive income.
18
7 - ANNUAL FINANCIAL STATEMENTS
195 195
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
11
Other investments Other investments are comprised of investments in:
Note Controlled entities Other entities Other fund investments
11(a)
11(a) 11(b) 11(c)
Consolidated 2021 2020 $000 $000
Council 2021 $000
2020 $000
510 63,400
510 62,700
141,202 510 63,400
141,202 510 54,010
63,910
63,210
205,112
195,722
Controlled entities 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. Council has 100% interest in the controlled entities listed below and the investments are valued at cost less any impairment. The following controlled entities have been consolidated in the financial statements and the impacts on comparatives is provided in note 22. Council 2021 $ City of Brisbane Investment Corporation Pty Ltd CBIC Investment Pty Ltd CBIC Valley Heart Pty Ltd (dormant) BrisDev Pty Ltd (deregistered) Brisbane Powerhouse Pty Ltd TradeCoast Land Pty Ltd City Parklands Services Pty Ltd Brisbane Economic Development Agency Pty Ltd (formerly Brisbane Marketing Pty Ltd) Brisbane Sustainability Agency Pty Ltd (formerly Brisbane Green Heart CitySmart Pty Ltd) Museum of Brisbane Pty Ltd Oxley Creek Transformation Pty Ltd OC Invest Pty Ltd (dormant)
2020 $
140,901,651 140,901,651 300,001 300,001 2 2 2 2 1 1 1
1
1 1 -
1 1 -
141,201,660
141,201,660
The CBIC group includes its controlled entities, BrisDev Pty Ltd, BrisDev Trust, CBIC Investment Pty Ltd and CBIC Valley Heart Pty Ltd. During the year, BrisDev Pty Ltd has been deregistered and BrisDev Trust has been vested. 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. During the year, Brisbane Marketing Pty Ltd changed its name to Brisbane Economic Development Agency Pty Ltd. Brisbane Green Heart CitySmart Pty Ltd changed its name to Brisbane Sustainability Agency Pty Ltd during the year as the first step towards the merge of Brisbane Green Heart CitySmart Pty Ltd and Oxley Creek Transformation Pty Ltd, to advance Council’s long-term plan for a clean, green and sustainable Brisbane. This is not expected to materially impact the financial statements. OC Invest Pty Ltd is a controlled entity of Oxley Creek Transformation Pty Ltd.
196
19
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
11
Other investments (continued)
11(a)
Controlled entities (continued) The following dormant controlled entities have not been consolidated in Council's accounts. Consolidated 2021 2020 $ $ City Super Pty Ltd (deregistered) Riverfestival Brisbane Pty Ltd (dormant) Brisbane Tolling Pty Ltd (dormant)
Council 2021 $
2020 $
1 1
2 1 1
1 1
2 1 1
2
4
2
4
City Super Pty Ltd has been deregistered as a company as of 5 August 2020. Council's investment in City Super Pty Ltd was then written off to reflect the deregistration of the company.
11(b) Other entities Investments in entities where Council has 50% interest are considered joint ventures and valued at cost less any impairment. The size and nature means that these are not material to Council's operations and are not consolidated. Investments in the remaining entities do not have a quoted market price in an active market and are not consolidated. These are also valued at cost less any impairment. Council's shares in Brisbane Housing Company Ltd (BHC) do not carry the right to receive dividends or participate in the income, profits or surplus of BHC beyond the redemption amount. In the event of winding up, the surplus of BHC is transferred to one or more charitable institutions nominated by the Queensland Government. Interest % Brisbane Bus Build Pty Ltd Major Brisbane Festivals Pty Ltd SEQ Regional Recreational Facilities Pty Ltd Council of Mayors (SEQ) Pty Ltd (2020: 10%) Brisbane Housing Company Ltd
11(c)
50.0 50.0 12.5 9.1 9.1
Consolidated 2021 2020 $ $
Council 2021 $
2020 $
1,000 1 509,001 1 1
1,000 1 509,001 1 1
1,000 1 509,001 1 1
1,000 1 509,001 1 1
510,004
510,004
510,004
510,004
Fund investments The fair value of these investments are represented by the net market value advised by the Queensland Investment Corporation (QIC) and the property trusts and are measured through fair value through profit and loss. At the reporting date, CBIC has commenced the process to sell the investment in property trusts and as such the property trusts are now classified as part of other current assets (note 8). Consolidated 2021 2020 $ $ QIC Long Term Diversified Fund Property trusts
20
Council 2021 $
2020 $
63,400,205 54,010,248 - 8,689,577
63,400,205 -
54,010,248 -
63,400,205
63,400,205
54,010,248
62,699,825
7 - ANNUAL FINANCIAL STATEMENTS
197 197
198
Property, plant and equipment
4,575,160 -
4,549,069 -
Opening gross value Opening accumulated depreciation Opening net value Additions Transfers to right of use assets Other transfers Reclass to assets held for sale Disposals and write-offs Revaluations Depreciation Closing net value
Comprised of: Closing gross balance Closing accumulated depreciation
4,559,380 -
2020 $000 4,636,967 4,636,967 487 92,507 (18,938) (490) (151,153) 4,559,380
1,194,235 (347,458)
1,218,526 (372,379)
1,053,794 (348,959)
Buildings 2021 2020 $000 $000 1,053,794 1,061,694 (348,959) (341,036) 704,835 720,658 3,392 (34,351) 152,600 30,079 (2,907) (1,604) (1,455) 11,114 8,024 (20,798) (18,605) 846,147 704,835
1,385,314 (370,877)
Buildings 2021 2020 $000 $000 1,194,235 1,192,809 (347,458) (339,535) 846,777 853,274 389 3,751 (34,351) 155,885 32,034 (2,907) (1,604) (1,455) 33,787 15,036 (20,797) (18,605) 1,014,437 846,777 553,815 26,215,582 (318,665) (4,770,895)
25,383,376 (4,379,072)
534,345 (320,474)
544,163 26,215,582 (318,665) (4,770,895)
25,383,376 (4,379,072)
Plant and equipment Infrastructure 2021 2020 2021 2020 $000 $000 $000 $000 544,163 499,969 25,383,376 21,481,533 (318,665) (292,662) (4,379,072) (4,108,668) 225,498 207,307 21,004,304 17,372,865 742 123,972 66,954 71,014 80,563 649,448 877,916 (53) (39) (45,933) (32,600) (44,541) (86,248) (1,100) 6,289 91,666 3,080,792 (35,555) (36,764) (380,162) (307,975) 213,871 225,498 21,444,687 21,004,304
543,117 (320,474)
Plant and equipment Infrastructure 2021 2020 2021 2020 $000 $000 $000 $000 553,815 510,254 25,383,376 21,481,533 (318,665) (292,662) (4,379,072) (4,108,668) 235,150 217,592 21,004,304 17,372,865 469 1,826 123,972 66,954 71,014 80,353 649,448 877,916 (53) (39) (45,968) (32,719) (44,541) (86,248) (1,097) 6,382 91,666 3,080,792 (36,872) (38,245) (380,162) (307,975) 222,643 235,150 21,444,687 21,004,304
115,793 (19,441)
2021 $000 97,908 (17,612) 80,296 191 16,324 (12) 1,061 (1,508) 96,352
Other assets
115,793 (19,441)
2021 $000 97,908 (17,612) 80,296 191 16,324 (12) 1,061 (1,508) 96,352
Other assets
97,908 (17,612)
2020 $000 96,946 (18,197) 78,749 321 1,618 (1,680) 2,490 (1,202) 80,296
97,908 (17,612)
2020 $000 96,946 (18,197) 78,749 321 1,618 (1,680) 2,490 (1,202) 80,296
21
Asset additions include purchased assets, capitalised expenditure on constructed assets, contributed assets and all other costs incurred in getting the asset ready for use. Other transfers include transfers out of capital work in progress into the respective asset class for completed projects and any transfers between asset classes.
2021 $000 4,559,380 4,559,380 240 40,324 (7,796) (43,079) 4,549,069
Land
Comprised of: Closing gross balance Closing accumulated depreciation
Council
4,564,849 -
Opening gross value Opening accumulated depreciation Opening net value Additions Transfers to right of use assets Other transfers Reclass to assets held for sale Disposals and write-offs Revaluations Depreciation Closing net value
2020 $000 4,652,747 4,652,747 487 92,507 (18,938) (490) (151,153) 4,575,160
Land
2021 $000 4,575,160 4,575,160 240 38,034 (5,506) (43,079) 4,564,849
Consolidated
12(a) Movements
12
for the year ended 30 June 2021
Brisbane City Council Notes to the consolidated financial statements
1,043,693 33,734,574 32,848,187 - (5,481,687) (5,062,807)
921,305 -
1,049,160 33,554,620 32,687,781 - (5,483,189) (5,064,308)
Capital work in progress Total 2021 2020 2021 2020 $000 $000 $000 $000 1,049,160 1,350,958 32,687,781 29,128,067 - (5,064,308) (4,760,563) 1,049,160 1,350,958 27,623,473 24,367,504 802,289 782,427 926,692 854,323 (34,351) (930,144) (1,084,225) (434) (1,542) (53) (21,884) (99,886) (122,473) 59,662 2,946,442 (438,023) (364,546) 921,305 1,049,160 28,071,431 27,623,473
909,919 -
Capital work in progress Total 2021 2020 2021 2020 $000 $000 $000 $000 1,043,693 1,350,958 32,848,187 29,285,247 - (5,062,807) (4,759,062) 1,043,693 1,350,958 27,785,380 24,526,185 796,370 776,960 921,631 850,299 (34,351) (930,144) (1,084,225) 561 203 (53) (21,884) (97,631) (122,592) 82,338 2,953,547 (439,339) (366,027) 909,919 1,043,693 28,252,887 27,785,380
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
12
Property, plant and equipment (continued)
12(b) Recognition Items of property, plant and equipment with a value above $10,000 (except for cultural and heritage assets and network assets) are capitalised. Network assets are defined as a chain of interconnected but dissimilar assets that come together to provide one simultaneous service and are capitalised when the total value of the network is above $10,000. All cultural and heritage assets are capitalised irrespective of their value. All other property, plant and equipment purchases are expensed. Assets are classified in relevant asset classes and sub-classes and useful lives assigned. Where significant components of assets can be identified, these components are assigned different useful lives where appropriate. Property, plant and equipment includes service concession assets that are recognised as infrastructure assets and accounted for accordingly. Land under roads and reserve land controlled by the Queensland Government under the Land Act 1994 or the Land Title Act 1994 is not recognised in the financial statements. The properties leased by CBIC to Council or Council's controlled entities are reclassified to property, plant and equipment on consolidation, with revaluations included in the asset revaluation surplus. The CBIC properties leased to external parties are classified as investment properties on consolidation (note 13).
12(c)
Measurement Property, plant and equipment assets are initially recorded at cost. Cost is determined as the fair value of the asset given as consideration, direct costs incurred, costs incidental to acquisition including a reasonable proportion of indirect costs, and all other costs incurred in getting the asset ready for use. Expenditure to maintain the operational capacity or useful life of assets is considered maintenance and expensed. Expenditure related to the replacement of a major component of an asset is capitalised, with the value of the carrying amount expensed (note 5(e)). Expenditure that increases the service capacity or extends the useful life of an asset is capitalised and the remaining life of the asset appropriately adjusted. Contributed items of property, plant and equipment, except reserve land, are recognised as assets and revenue at fair value. Land, buildings, plant and equipment, infrastructure assets and other assets are measured on the revaluation basis at fair value. Capital work in progress is measured at cost.
12(d) Depreciation and impairment All assets and/or components of assets, except for quarries, are depreciated over their useful life using the straight line method. Quarries are depreciated using the unit of production method. Useful lives are reviewed regularly to ensure economic benefits are consumed over the period of use. Residual values are determined based on estimated recovery value at the end of the asset's useful life. As Council is a not-for-profit entity with no cash generating units, impairment under AASB 136 Impairment of Assets is unlikely to arise, as property, plant and equipment is carried at fair value or at an amount that approximates fair value.
22
7 - ANNUAL FINANCIAL STATEMENTS
199 199
200
Basis of measurement Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Fair value Cost
Indefinite 5-140
2-16 4-17 3-88
12-indefinite 50-150 20-indefinite 30-100 20-40 30-80 5-100
10-indefinite
2 and 3
3 3 3 3 3 3 3
3 3 3
2 and 3 3
Level
CBIC's land and buildings are comprehensively revalued on an annual basis.
Other assets Capital work in progress
Land Buildings Plant and equipment Fleet Buses General Infrastructure Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Bikeways Other
Asset class
2021 useful life (years)
Valuation
12(e)
(i) Valuation processes
Property, plant and equipment (continued)
12
for the year ended 30 June 2021
Brisbane City Council Notes to the consolidated financial statements
Index
Index Index Index Index Index Index Index
23
Rolling Program Index Index
Rolling Program Index
2021 revaluation type:
Independent valuer Independent valuer Independent valuer Independent valuer Independent valuer Independent valuer Independent valuer Management Management
Management Management Independent valuer
Independent valuer Independent valuer
2021 valuation or index supplied by:
2017
2020 2020 2020 2020 2020 2020 2020
Rolling 30% p.a. 2018 2018
Rolling 20% p.a 2019
Most recent comprehensive valuation
80,296 1,049,160 27,623,473
28,071,431
14,810,729 4,903,554 311,094 249,607 141,346 93,917 494,057
67,257 14,465 143,776
4,559,380 704,835
96,352 921,305
15,038,598 4,952,598 302,044 268,866 182,402 100,252 599,927
65,375 9,312 139,184
4,549,069 846,147
Council closing net value 2021 2020 $000 $000
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
12
Property, plant and equipment (continued)
12(e)
Valuation (continued) (i) Valuation processes (continued) The methods used to estimate fair values comprise: l Level 1 – the fair value is calculated using quoted prices in active markets l 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) l Level 3 – the fair value is estimated using inputs for the asset that are not based on observable market data. Assets measured at fair value are revalued as necessary to ensure the carrying amount does not materially differ from the fair value at the reporting date. Comprehensive revaluations are undertaken at regular intervals of not more than five years. These are performed by independent valuers for infrastructure assets, and independent valuers or suitably qualified Council officers for non-infrastructure assets. In intervening years, a suitable cost index is applied to the assets in each class. For infrastructure assets, the cost index is obtained from independent valuers, and for non-infrastructure assets, the cost index is obtained from independent valuers or management valuations based on contract prices. Any increase or decrease in the revaluation of an asset is adjusted to the appropriate class of the asset revaluation surplus. (ii) Valuation techniques used to derive fair values Fair value for level 3 assets is determined at current replacement cost less accumulated depreciation to reflect the already consumed or expired future economic benefits of the asset. This utilises a number of inputs, all of which require judgement, and are therefore classed as unobservable. Fair value for level 2 assets, comprised of mainly land and other assets including artworks, is determined using current market value. Land Land is measured with reference to historical sales data for similar properties. Where there is a lack of comparable sales, the valuation is based on the closest comparable sales. Land with a restricted use, such as parkland and environmental land, may have a discount factor applied. The consolidated entity's fair value measurement has been either a level 2 or 3, depending on whether the land is subject to restriction as to use and/or sale, and whether there is an active market. Buildings Fair value of buildings are benchmarked by the valuer to externally available and internally generated civil works and building cost data. Plant and equipment Fair value of fleet assets are established by reference to contracts, supplier price lists or management valuation. Buses are valued using management valuation with reference to the current supply contract and remaining useful life. General plant and equipment are valued using independent valuation based on current replacement cost of assets with similar service potential. Infrastructure Infrastructure assets are comprised of roads, drainage, flood mitigation and traffic control networks, wharves, piers and jetties, bikeways and other infrastructure assets.
24
7 - ANNUAL FINANCIAL STATEMENTS
201 201
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
12
Property, plant and equipment (continued)
12(e)
Valuation (continued) (ii) Valuation techniques used to derive fair values (continued) Infrastructure (continued) Council's infrastructure assets are valued at fair value using current replacement cost less accumulated depreciation. Current replacement cost is derived from the lowest costs at which assets could be constructed, including itemised costs and quantities of materials, services and resources required. Roads network Council records individual roads by street within a suburb and further identifies components as roads (surface, base course and earthworks), footpaths, kerb and channel, medians, fences and retaining walls, and assigns appropriate useful lives. Significant bridges on the Brisbane River are individually valued according to the material type used for construction, deck area and bridge length. Smaller bridges are categorised into road and foot bridges and valued based on bridge span and material type. Drainage network Drainage assets consist of pipes, manholes, gullies, inlets and chambers, as well as Stormwater Treatment Assets (STA) and groynes. STA and groynes are valued individually. The remaining network assets are grouped and assigned useful lives. Drainage assets are located underground and physical inspection is not possible. The age, size, pipe depth and type of construction material, together with current and planned maintenance, are used to determine useful life, estimated remaining life, and current replacement cost. Flood mitigation network The flood mitigation network consists largely of open drains and sea and river walls, which are valued on a unit rate basis. Wharves, piers, jetties Jetties, pontoons, boat ramps and ferry terminals are treated as stand-alone assets and valued independently, while boardwalks are valued on a unit rate basis. Traffic control network The traffic control network is valued using current replacement cost and is dependent on the number of approaches in the intersection. Bikeways Bikeways are stereotyped and valued on a unit rate basis. Other assets Other assets includes heritage collections and artworks, pools and sports field facilities. Council conducts valuations of heritage assets, including statues, monuments and outdoor artworks based on replacement cost of similar artworks on a five yearly basis.
202
25
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
13
Investment property Investment property is property held by CBIC to earn rental income and/or for capital appreciation, and property that is being constructed or developed for future use as an investment property. These properties are occupied by external parties not related to Council or Council's controlled entities. Investment property does not include Council's land and buildings that earn rental income but are held primarily to meet community service objectives. Investment property is initially measured at cost, and subsequent fair value gains or losses are recognised in the statements of comprehensive income. Investment property is not depreciated or tested for impairment. Investment properties under construction are measured at cost until construction or development reaches a stage where it is determined that fair value can be measured reliably. Investment property was previously reported in prior years as part of property, plant and equipment. Consolidated 2021 2020 $000 $000
Council 2021 2020 $000 $000
Balance as at 1 July Additions Lease incentives Other transfers Disposals and write-off Revaluation
111,250 1,553 447 2,720 (16,000) 392
107,000 584 429 3,237
-
-
Balance as at 30 June
100,362
111,250
-
-
CBIC obtains independent valuations from qualified valuers at least annually. The assignment of values to individual property is based on the valuer's expertise and considers recent sales of similar properties in the same geographical location. Valuation methods considered include discounted cashflow models and income capitalisation approaches. The resulting estimate of fair value is classed as a level 3 valuation because it is based on a number of unobservable inputs (note 12(e)).
14
Intangibles Intangibles with a value above $10,000 are capitalised at cost and amortised on a straight line basis, generally over a period of between two and 20 years. All other intangibles are expensed in the year of acquisition. Intangible assets are mainly comprised of computer software. Consolidated Intangibles 2021 2020 $000 $000
Intangibles under development 2021 2020 $000 $000
Total 2021 $000
2020 $000
Opening gross value Opening accumulated amortisation Opening net value Additions Transfers Disposals and write-off Amortisation
361,511 (157,596) 203,915 10,603 (4,326) (24,184)
366,703 (136,530) 230,173 121 4,973 (5,037) (26,315)
12,264 12,264 1,827 (10,169) -
10,576 10,576 5,119 (3,431) -
373,775 (157,596) 216,179 1,827 434 (4,326) (24,184)
377,279 (136,530) 240,749 5,240 1,542 (5,037) (26,315)
Closing net value Comprised of: Closing gross value Closing accumulated amortisation
186,008
203,915
3,922
12,264
189,930
216,179
361,978 (175,970)
361,511 (157,596)
3,922 -
12,264 -
365,900 (175,970)
373,775 (157,596)
26
7 - ANNUAL FINANCIAL STATEMENTS
203 203
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
14
Intangibles (continued) Council Intangibles 2021 2020 $000 $000
Intangibles under development 2021 2020 $000 $000
Total 2021 $000
2020 $000
Opening gross value Opening accumulated amortisation Opening net value Additions Transfers Disposals and write-off Amortisation
361,290 (157,597) 203,693 10,603 (4,326) (24,088)
366,533 (136,530) 230,003 4,973 (5,037) (26,246)
12,264 12,264 1,827 (10,169) -
10,576 10,576 5,119 (3,431) -
373,554 (157,597) 215,957 1,827 434 (4,326) (24,088)
377,109 (136,530) 240,579 5,119 1,542 (5,037) (26,246)
Closing net value Comprised of: Closing gross value Closing accumulated amortisation
185,882
203,693
3,922
12,264
189,804
215,957
361,852 (175,970)
361,290 (157,597)
3,922 -
12,264 -
365,774 (175,970)
373,554 (157,597)
Asset additions include purchased assets and capitalised expenditure on developed assets.Transfers include transfers out of capital work in progress to intangible assets for completed projects.
15
Leases Council recognises leases as both a lessee and a lessor where a lease represents the right to use an asset for a specified period of time in exchange for consideration.
15(a)
Council as lessee Council has leases in place over land and buildings, plant and equipment and infrastructure. Where Council assesses that an agreement contains a lease, a right of use asset and lease liability are recognised on inception of the lease. The right of use asset is measured using the cost model where cost on initial recognition comprises the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives received. The right of use asset is depreciated over the lease term and assessed for impairment. The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined Council’s incremental borrowing rate for a similar term with similar security is used. Exceptions to lease accounting Council applied the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of low-value assets (i.e. assets with a value below $10,000). Council recognises the payments associated with these leases as an expense over the lease term (note 5(b)). Council elected to measure the right of use asset arising from concessionary leases (peppercorn leases) at cost which is based on the associated lease liability at initial recognition. Terms and conditions of leases Council routinely enters into leases and establishes terms and conditions that are appropriate for each individual leased asset and Council's operational requirements. Some leases include Council’s option to renew or extend lease terms between three and 20 years and the option to terminate leases at predetermined dates. The options are generally exercisable at market rates. These options are not included in the right of use asset or lease liability unless it is reasonably certain that Council will renew, extend or terminate the lease. In addition, some of Council’s transport asset leases contain sale and leaseback arrangements.
204
27
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
15
Leases (continued)
15(a)
Council as lessee (continued) Asset category Land and buildings Plant and equipment Infrastructure
Lease term (years)
Underlying assets included in category
3-52 3-19 30
Offices, depots, libraries and shopping centres Transport assets and gas fuel plant Ferry maintenance facility
Lease right of use assets Consolidated
Land and buildings $000
Note 2021 Balance as at 1 July Additions Lease termination Depreciation – right of use assets
Plant and equipment $000
Infrastructure $000
Total $000
343,534 11,302 (85,923) (39,429)
130,977 34,048 (888) (33,553)
2,345 (113)
476,856 45,350 (86,811) (73,095)
Balance as at 30 June
229,484
130,584
2,232
362,300
2020 Balance as at 1 July Additions Depreciation – right of use assets
366,540 16,147 (39,153)
140,057 22,363 (31,443)
2,457 (112)
509,054 38,510 (70,708)
343,534
130,977
2,345
476,856
Plant and equipment $000
Infrastructure $000
5(c)
5(c)
Balance as at 30 June Council
Land and buildings $000
Note 2021 Balance as at 1 July Additions Lease termination Depreciation – right of use assets
Total $000
461,710 11,744 (85,923) (45,622)
130,977 34,048 (888) (33,553)
2,345 (113)
595,032 45,792 (86,811) (79,288)
Balance as at 30 June
341,909
130,584
2,232
474,725
2020 Balance as at 1 July Additions Depreciation – right of use assets
447,998 61,514 (47,802)
140,057 22,363 (31,443)
2,457 (112)
590,512 83,877 (79,357)
461,710
130,977
2,345
595,032
5(c)
5(c)
Balance as at 30 June
During the year, Council terminated a lease before the expiry date. This resulted in the reversal of right of use assets, and lease liabilities amounting to $85.9 million and $111.7 million respectively (note 23(b)), and the recognition of the gain on early termination of a lease of $25.8 million (note 4(f)).
28
7 - ANNUAL FINANCIAL STATEMENTS
205 205
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
15
Leases (continued)
15(a)
Council as lessee (continued) Lease liabilities The table below shows the maturity analysis of the lease liabilities based on contractual cash flows. Amounts will not be the same as the recognised lease liabilities in the statements of financial position. Consolidated 2021 2020 $000 $000 Within one year One to five years Later than five years
Lease liabilities per statements of financial position Current lease liabilities Non-current lease liabilities
Council 2021 $000
2020 $000
88,801 298,801 164,531
95,258 402,068 238,684
96,623 335,405 275,644
101,312 436,098 359,868
552,133
736,010
707,672
897,278
76,076 396,286
77,362 539,364
80,819 522,135
80,661 669,325
472,362
616,726
602,954
749,986
Amounts included in the statements of comprehensive income related to leases The following amounts have been recognised in the statements of comprehensive income for leases where Council is the lessee: Consolidated 2021 2020 $000 $000
Note Depreciation – right of use assets Interest on leases Expense relating to short-term, low-value and variable leases Revenue from sub-leasing right of use assets
5(c) 5(d) 5(b)
Net cash outflows for leases
Council 2021 $000
2020 $000
73,095 15,171 10,596
70,708 17,461 12,419
79,288 18,017 10,596
79,357 20,709 12,391
(2,820)
(2,358)
(2,820)
(2,358)
96,042
98,230
105,081
110,099
100,177
97,194
106,037
108,373
Leases at significantly below market value – concessionary or peppercorn leases Council has a number of leases at significantly below market value for buildings and infrastructure including libraries, bike shelters and bus interchange. The leases are generally between four and indefinite years and require payments between $0.10 and $258 per year. Council does not consider that any of the leases in place are individually material.
15(b) Council as lessor Leases in which Council does not transfer substantially all the risks and rewards incidental to ownership of an asset are classified as operating leases. Rental income is accounted for over the lease term and is included in revenue in the statements of comprehensive income due to its operating nature (note 4(f)). Council and CBIC have entered into operating leases for commercial properties, office spaces and other facilities. These leases have terms of between six months and 120 years.
206
29
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
16
Payables Trade creditors and accrued expenses are recognised when the goods are received or the service is performed at the amount owed. Amounts owing are unsecured and normally settled within seven to 30 days. Accrued employee costs comprise annual leave, leave in lieu and accrued salaries and wages. Annual leave and leave in lieu represents the amount which the consolidated entity has a present obligation to pay resulting from employees' services provided up to the reporting date. The accrual is based on the value of remuneration rates that will be paid when the liability is expected to be settled and includes related on-costs. As the consolidated entity does not have an unconditional right to defer settlement of the annual leave beyond 12 months after the reporting date, annual leave is classified as a current liability.
Note Current Trade creditors and accrued expenses Accrued employee costs Prepaid rates and utility charges
4(a)
Non-current Other payables
17
Other financial liabilities
17(a)
Composition of other financial liabilities
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
172,092 95,115 22,328 289,535
170,693 88,169 15,570 274,432
166,477 94,407 22,328 283,212
159,145 87,502 15,570 262,217
9,574 9,574
8,030 8,030
7,209 7,209
5,804 5,804
299,109
282,462
290,421
268,021
Loans payable at the reporting date are measured at amortised cost based on the 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. Council's other financial liabilities comprise of loans from Queensland Treasury Corporation (QTC). No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government. CBIC has a $50 million bank loan facility for the acquisition of commercial properties which is secured over a pool of properties and will mature in February 2024. At the reporting date, the loan balance is $20 million. Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of qualifying assets for major projects (note 5(d)). Consolidated 2021 2020 $000 $000 Current QTC loans Portfolio linked loans Other QTC loan
Non-current QTC loans Portfolio linked loans Other QTC loan Bank loan – secured
30
Council 2021 $000
2020 $000
67,829 1,185 69,014
77,507 982 78,489
67,829 1,185 69,014
77,507 982 78,489
1,905,823 41,490 20,000 1,967,313
1,752,563 42,658 20,000 1,815,221
1,905,823 41,490 1,947,313
1,752,563 42,658 1,795,221
2,036,327
1,893,710
2,016,327
1,873,710
7 - ANNUAL FINANCIAL STATEMENTS
207 207
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
17
Other financial liabilities (continued)
17(a)
Composition of other financial liabilities (continued) Council's QTC loan market value at the reporting date is $2,381 million (2020: $2,314 million). This represents the value of the debt if Council repaid at that date.
17(b) Financing arrangements at the reporting date Facilities available but not utilised at the reporting date:
Bank overdraft Credit card QTC working capital facility QTC variable rate loan facility Bank loan facility
18
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
5,000 946 550,000 250,000 30,000
5,000 946 550,000 250,000 30,000
5,000 946 550,000 250,000 -
5,000 946 550,000 250,000 -
835,946
835,946
805,946
805,946
Service concession arrangements The initial impacts of applying AASB 1059 as at 1 July 2019 are provided in note 1(g). The ongoing effects of applying AASB 1059 on the affected financial statement line items for the current and prior years are set out in the following tables. There was no impact on Council's statements of cash flows. Consolidated
Note Revenue Other revenue Expenses Depreciation Assets Property, plant and equipment Liabilities Current service concession liabilities Non-current service concession liabilities Equity Asset revaluation surplus Accumulated surplus
208
Amounts prior to AASB 1059 2021 2020 $000 $000
Accounting standard changes 2021 2020 $000 $000
Closing balance 2021 2020 $000 $000
4(f)
270,871
299,926
58,828
58,601
329,699
358,527
5(c)
472,802
403,881
63,816
59,169
536,618
463,050
24,089,177 23,573,236
4,163,710
4,212,144
28,252,887
27,785,380
12
-
-
59,572
58,601
59,572
58,601
-
-
1,736,497
1,781,269
1,736,497
1,781,269
13,207,114 13,001,781
-
122,995
13,207,114
13,124,776
14,270,804 11,761,396
(4,988)
2,249,279
14,265,816
14,010,675
31
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
18
Service concession arrangements (continued) Council
Note Revenue Other revenue Expenses Depreciation Assets Property, plant and equipment Liabilities Current service concession liabilities Non-current service concession liabilities Equity Asset revaluation surplus Accumulated surplus
Amounts prior to AASB 1059 2021 2020 $000 $000
Accounting standard changes 2021 2020 $000 $000
Closing balance 2021 2020 $000 $000
4(f)
397,864
425,490
58,828
58,601
456,692
484,091
5(c)
477,583
410,980
63,816
59,169
541,399
470,149
23,907,721 23,411,329
4,163,710
4,212,144
28,071,431
27,623,473
12
-
-
59,572
58,601
59,572
58,601
-
-
1,736,497
1,781,269
1,736,497
1,781,269
12,912,363 12,729,706
-
122,995
12,912,363
12,852,701
13,422,504 10,998,276
(4,988)
2,249,279
13,417,516
13,247,555
In 2006, Council entered into a contractual arrangement with the toll road operator to construct, maintain and operate the Clem Jones Tunnel (CLEM7) as a toll road over a concession period of 45 years. The toll road opened in March 2010. Council opened the Go Between Bridge (GBB) in July 2010 and the Legacy Way (LW) Tunnel in June 2015. In August 2013, the long-term tollway concessions and leases for tolling rights for GBB and LW were transferred to the toll road operator. The concession period for each asset is 50 years, commencing in December 2013 for GBB and June 2015 for LW. Council has recognised property, plant and equipment (infrastructure assets) and depreciation for GBB, LW and CLEM7. The accounting policies for property, plant and equipment and depreciation are provided in note 12. The operator has been granted the right to levy tolls for the use of the GBB, LW and CLEM7 toll roads during the concession periods. These arrangements are accounted for under AASB 1059 as grant of a right to the operator model and under this model, Council has recognised service concession revenue (note 4(f)) and liabilities. Tolls and charges are levied according to the Local Government Tollway Declaration which sets out the maximum toll payable and the toll indexation methodology. Tolls and charges can increase annually from 1 July. During the concession periods for the GBB, LW and CLEM7, the operator is responsible for operating, maintaining and repairing the assets as specified in the concession deed. At the end of the concession periods, the operations and assets revert back to Council's control. The assets must be handed back to Council in a condition specified in the concession deed. Council may receive additional amounts for future revenue share from higher than expected traffic outcomes, or additional refinancing or other contractual benefits for GBB, LW and CLEM7. The arrangements may be terminated before the end of the concession periods in the event of default by the operator. Other minor service concession arrangements in relation to infrastructure assets have also been recognised in the financial statements.
32
7 - ANNUAL FINANCIAL STATEMENTS
209 209
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
19
Provisions Long service leave The provision for long service leave represents the present value of the estimated future cash outflows to be made by the consolidated entity resulting from employees' services provided up to the reporting date. Related on-costs are also included in the provision. The long service leave provision has been discounted using discount rates derived from Australian Government bond rates as at the calculation date with a term matching as closely as possible to the term of the long service leave liabilities. Long service leave is classified as a current liability if employees have met, or are within 12 months of meeting, the prerequisite length of service, and the consolidated entity does not have an unconditional right to defer the liability beyond 12 months. Otherwise it is classified as non-current. 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. Land restoration Council has one open landfill and 157 closed landfill sites throughout Brisbane. Obligations for future landfill remediation work are determined annually under Council's Closed Landfill and Contaminated Land Management programs, with the nature and extent of work required dependent on condition assessments of the land and any proposed use of that land. Since the obligation to perform work is dependent on regular, ongoing condition assessments and the costs of work required cannot be reliably measured for all sites, a provision for land restoration is recognised where it is probable that the work will be undertaken and a reliable estimate of the cost of works can be made for future financial years. The provision for land restoration is calculated as the present value of anticipated future costs associated with restoring the sites to a useable state at the end of their lives, and is reviewed annually. Estimates for land restoration costs have been updated during the year based on the latest proposed schedule of works. Other provisions Other provisions mainly include provisions for WorkCover self insurance, organisational restructure and environmental provisions under the Natural Assets Local Law 2003. Council holds a WorkCover self insurance licence issued by the Workers’ Compensation Regulator. Under this licence Council has provided an indemnity towards a financial guarantee to cover liabilities which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only WorkCover Queensland may call on any part of the guarantee should the above circumstances arise. Council's maximum exposure to the guarantee is $8.3 million (2020: $8.3 million). 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. The provision for organisational restructure represents an estimate of voluntary redundancies and other costs associated with these obligations. The Natural Assets Local Law 2003 provision is for Council to reinstate and maintain targeted natural environment sites within a five year period.
210
33
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
19
Provisions (continued) Consolidated 2021 2020 $000 $000 Current Long service leave Land resumption Land restoration Other
Non-current Long service leave Land restoration Other
Council 2021 $000
143,091 57,359 10,621 8,566 219,637
133,202 81,316 7,162 6,649 228,329
141,245 57,359 10,621 8,566 217,791
132,087 81,316 7,162 6,649 227,214
15,040 99,216 12,145 126,401
14,313 98,432 10,543 123,288
14,477 99,216 12,145 125,838
13,555 98,432 10,543 122,530
346,038
351,617
343,629
349,744
Land Land resumption restoration $000 $000
Consolidated and Council 2021
Balance as at 1 July Provisions recognised Payments made Discount rate adjustment Balance as at 30 June
2020 $000
Other $000
Total $000
81,316 2,770 (26,727) -
105,594 5,859 (1,891) 275
16,670 10,718 (7,117) -
203,580 19,347 (35,735) 275
57,359
109,837
20,271
187,467
The movement in other provisions does not include the movement in the sick leave provision.
20
Other liabilities Revenue is recognised as unearned if it is received in advance and relates to an obligation to supply specific goods and services in future periods. Consolidated 2021 2020 $000 $000 Current Unearned revenue Unearned subsidies and grants Other
Non-current Unearned revenue
34
Council 2021 $000
2020 $000
63,024 20,413 1,464 84,901
55,936 905 56,841
41,844 20,413 1,021 63,278
31,915 1,828 461 34,204
14,063 14,063
18,071 18,071
14,063 14,063
18,071 18,071
98,964
74,912
77,341
52,275
7 - ANNUAL FINANCIAL STATEMENTS
211 211
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
21
Asset revaluation surplus Movements in the asset revaluation surplus mainly include 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. The movement in the land component of the asset revaluation surplus includes changes in the provision for land restoration costs. Movements in the asset revaluation surplus by asset class are disclosed in note 12(a).
22
Accumulated surplus adjustments The impacts of restating the comparatives due to adoption of AASB 1059 and the consolidation of controlled entities are shown below. The impacts on 1 July 2019 on equity due to adoption of AASB 1059 and consolidation of controlled entities amounted to $2.2 billion and $42.2 million, respectively (note 1(d)). Consolidated Audited 2020 Statements $000 Revenue Total revenue Expenses Total expenses Assets Total assets Liabilities Total liabilities Equity Total equity
58,601
14,696
2,295,723
2,187,659
59,169
25,859
2,272,687
27,906,087
4,212,144
73,307
32,191,538
3,177,262
1,839,870
42,165
5,059,297
24,728,825
2,372,274
31,142
27,132,241
Audited 2020 Statements $000
212
Restated 2020 $000
2,222,426
Council
Revenue Total revenue Expenses Total expenses Assets Total assets Liabilities Total liabilities Equity Total equity
Change Consolidation AASB 1059 of controlled (note 18) entities $000 $000
Change Consolidation AASB 1059 of controlled (note 18) entities $000 $000
Restated 2020 $000
2,360,554
58,601
-
2,419,155
2,196,026
59,169
-
2,255,195
27,018,508
4,212,144
-
31,230,652
3,293,736
1,839,870
-
5,133,606
23,724,772
2,372,274
-
26,097,046
35
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
23
Reconciliation of cash flows
23(a)
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 5(c) Non-cash donations, contributions and other capital revenue 4(f) Non-cash service concession revenue Gain on early lease termination 15(a) Allowance for doubtful debts Allowance for slow moving and obsolete stock 5(e) Loss on disposal of property, plant and equipment, intangibles and investment property Investing and financing activities Fair value (gain) loss on other investments Capital contributions, donations, grants, subsidies and other revenue Changes in assets and liabilities Rates and utility charges receivable Other debtors Other assets Payables Other liabilities Provision for employee benefits Other provisions Net cash from operating activities
Consolidated 2021 2020 $000 $000
2021 $000
Council
246,813
221,567
161,633
163,960
536,618 (124,772)
463,050 (71,897)
541,399 (124,772)
470,149 (71,897)
(58,828) (25,768) (773) (279)
(58,601) (1,266) 414
(58,828) (25,768) (773) (280)
(58,601) (1,266) 414
49,587
90,591
50,403
94,751
375,785
422,291
381,381
433,550
(9,390) (117,729)
1,307 (143,198)
(9,390) (117,729)
1,307 (143,198)
(127,119)
(141,891)
(127,119)
(141,891)
8,696 9,158 (16,230) 1,380 (1,564) 13,048 (22,562) (8,074)
(10,522) 14,104 (116,346) (51,455) (13,895) 212 (5,233) (183,135)
8,696 4,809 64,523 13,590 299 12,512 (22,562) 81,867
(10,522) 10,856 (55,344) (42,857) (32,185) (86) (5,233) (135,371)
487,405
318,832
497,762
320,248
Cash flows $000
Balance as at 30 June $000
2020 $000
23(b) Reconciliation of liabilities arising from financing activities
Note
Balance at 1 July $000
17(a) 15(a)
1,893,710 616,726
-
(67,134)
142,617 (77,230)
2,036,327 472,362
2,510,436
-
(67,134)
65,387
2,508,689
Cash flows $000
Balance as at 30 June $000
Consolidated 2021
Loans Lease liabilities
Consolidated 2020 Note Loans Lease liabilities Finance leases
17(a) 15(a)
Balance at 30 June 2019 $000
AASB 16 transition $000
Non-cash flows $000
AASB 16 transition $000
Non-cash flows $000
1,798,170 48,297
647,888 (48,297)
38,510 -
95,540 (69,672) -
1,893,710 616,726 -
1,846,467
599,591
38,510
25,868
2,510,436
36
7 - ANNUAL FINANCIAL STATEMENTS
213 213
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
23
Reconciliation of cash flows (continued)
23(b) Reconciliation of liabilities arising from financing activities (continued)
Note
Balance at 1 July $000
17(a) 15(a)
1,873,710 749,986
-
(66,788)
142,617 (80,244)
2,016,327 602,954
2,623,696
-
(66,788)
62,373
2,619,281
Cash flows $000
Balance as at 30 June $000
Council 2021
Loans Lease liabilities
Council 2020 Note Loans Lease liabilities Finance leases
17(a) 15(a)
Balance at 30 June 2019 $000
AASB 16 transition $000
Non-cash flows $000
AASB 16 transition $000
Non-cash flows $000
Cash flows $000
Balance as at 30 June $000
1,777,992 48,297
743,740 (48,297)
83,877 -
95,718 (77,631) -
1,873,710 749,986 -
1,826,289
695,443
83,877
18,087
2,623,696
Non-cash flows during the year include the reversal of lease liabilities upon early termination of a lease amounting to $111.7 million (note 15(a)).
24
Commitments Contractual commitments for operating expenditure Contractual commitments at the reporting date but not provided for in the financial statements are as follows: Consolidated 2021 2020 $000 $000 Within one year One to five years Later than five years
Council 2021 $000
2020 $000
309,000 858,142 1,082,545
309,597 925,715 1,477,129
347,968 900,935 1,104,764
318,040 932,407 1,500,978
2,249,687
2,712,441
2,353,667
2,751,425
Contractual commitments for capital Capital expenditure contracted at the reporting date but not provided for in the financial statements is as follows:
Within one year One to five years Later than five years
214
37
Consolidated 2021 2020 $000 $000
2021 $000
Council
339,493 502,696 -
182,977 15,233 1,826
343,340 516,478 -
185,320 24,816 1,826
842,189
200,036
859,818
211,962
2020 $000
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
24
Commitments (continued) Leases as lessor Future operating lease rental commitments receivable for property, plant and equipment but not provided for in the financial statements are as follows:
Within one year One to two years Two to three years Three to four years Four to five years Later than five years
25
Consolidated 2021 2020 $000 $000
2021 $000
Council 2020 $000
21,948 18,557 18,048 17,146 15,166 271,840
15,563 18,114 16,969 16,658 15,779 286,430
14,998 12,051 11,540 10,598 9,550 258,937
8,215 12,294 11,072 10,846 10,082 268,173
362,705
369,513
317,674
320,682
Contingencies Contingent liabilities Consolidated 2021 2020 $000 $000 Claims Land resumptions Infrastructure charges
Council 2021 $000
2020 $000
37,207 6,697 45,767
29,510 18,332 21,347
37,207 6,697 45,767
29,510 18,332 21,347
89,671
69,189
89,671
69,189
Claims include formal requests or demands received by Council in relation to matters for financial compensation. Land resumption contingencies relate to compensation claims by property owners in relation to compulsory land acquisitions under Queensland Government legislation. Infrastructure charges contingencies relate to contractual commitments under infrastructure agreements that are contingent on a number of actions occurring outside of Council’s direct control and relate to exercising development approvals and completing associated infrastructure works. In addition to the above, TradeCoast Land Pty Ltd is in a legal dispute with TradeCoast Central Pty Ltd regarding the development agreement between the parties. At the reporting date, the outcome of this dispute is uncertain.
26
Transactions with related parties
26(a)
Controlled entities The following transactions occurred with controlled entities. 2021 $000 Funding, goods and services paid by Council Dividends received by Council Rent paid by Council Other revenue received by Council
76,504 20,091 11,013 6,201
38
2020 $000 78,969 20,427 12,714 5,401
7 - ANNUAL FINANCIAL STATEMENTS
215 215
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
26
Transactions with related parties (continued)
26(a)
Controlled entities (continued)
At the end of the reporting period Lease commitments payable by Council Funding commitments payable by Council Lease commitments receivable by Council Current lease liability payable by Council Non-current lease liability payable by Council Payable by Council Receivable by Council
2021 $000
2020 $000
32,571 94,340 17,284 6,464 128,257 2,775 1,590
32,932 25,367 14,703 5,850 135,119 218 186
2021 $000
2020 $000
135,161 71,916 227 815
135,161 66,821 3,382 528
2021 $000
2020 $000
26(b) Associate The following transactions occurred with Council's associate. Note Participation returns Tax equivalents Reimbursement of capital expenditure Infrastructure charges collected from developers and remitted by Council
4(f),10 4(f)
At the end of the reporting period Accrued revenue (payable) relating to tax instalments, land tax and duties Accrued participation returns Payable by Council Receivable by Council
26(c)
7,378 67,581 72 123
(744) 67,581 173 285
Key management personnel (KMP) compensation KMP are those persons having authority and responsibility for planning, directing and controlling the activities of Council, directly or indirectly. KMP include the Lord Mayor, Councillors, Council's Chief Executive Officer and Council's Executive Management Team. 2021 $000 Short-term employee benefits Post-employment benefits Long-term benefits Termination benefits
2020 $000
10,838 998 194 300
11,694 1,188 19 -
12,330
12,901
26(d) Transactions with other related parties Details of transactions between Council and other related parties are disclosed below. 2021 $000 Employee expenses for close family members of KMP Professional services expenses Other income received
216
39
554 82 5
2020 $000 479 797 6
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
26
Transactions with related parties (continued)
26(d) Transactions with other related parties (continued) Close family members of KMP were employed through arm’s length processes in accordance with Council’s recruitment policies. They are paid commensurate with the requirements of the job they perform. The figures above include all remuneration received by close family members of KMP. Council employs five staff which are close family members of KMP. In the current year, the following transactions occurred through arm's length processes under normal terms and conditions. l A close family member of a KMP of Council is a Board member of Brisbane Powerhouse Pty Ltd, which is an unremunerated position. l A director of Museum of Brisbane Pty Ltd is a KMP of Tourism and Events Queensland which provided funding and payments for event activities to Council, Brisbane Economic Development Agency Pty Ltd and City Parklands Services Pty Ltd. l A company controlled by a KMP of Museum of Brisbane Pty Ltd provided advertising services to Council and the consolidated entity. l A company controlled by a KMP of Brisbane Sustainability Agency Pty Ltd provided legal services to Brisbane Sustainability Agency Pty Ltd. l A company controlled by a KMP of CBIC provided media relations and advice to Brisbane Economic Development Agency Pty Ltd. In the prior year, the following transactions occurred through arm's length processes under normal terms and conditions. l A director of Museum of Brisbane Pty Ltd is a KMP of Tourism and Events Queensland which provided funding (for tourism networks, disaster recovery, major events and regional events) and payments (for co-operative marketing and event activities) to Brisbane Economic Development Agency Pty Ltd, Brisbane Powerhouse Pty Ltd, Major Brisbane Festivals Pty Ltd and Brisbane Powerhouse Foundation. l A company controlled by a KMP of Museum of Brisbane Pty Ltd provided advertising services to Council, Museum of Brisbane Pty Ltd, City Parklands Services Pty Ltd, Brisbane Powerhouse Pty Ltd, and Major Brisbane Festivals Pty Ltd. l A company controlled by a KMP of CBIC provided strategic communication services to Council, Brisbane Economic Development Agency Pty Ltd, City Parklands Services Pty Ltd and UU. l A company controlled by a KMP of Council provided design, data processing, print and mail services to Brisbane Sustainability Agency Pty Ltd. l A company controlled by a KMP of Council provided digital advertising services to Council. l A company controlled by a close family member of a KMP of Council provided sponsorship to Brisbane Powerhouse Pty Ltd.
26(e)
Transactions with related parties not disclosed On a regular basis ordinary citizen transactions occur between Council and its related parties. Examples include rates, use of Council pools and library borrowings. Council has not included these types of transactions in its disclosure where they are made on the same terms and conditions available to the general public.
40
7 - ANNUAL FINANCIAL STATEMENTS
217 217
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
27
Superannuation defined benefit plan Council has provided a written guarantee to LGIAsuper as trustee of the CS Defined Benefits Fund (CSDBF). The guarantee commits Council to fund the defined benefits of employees who are members of the CSDBF. In accordance with the Superannuation Industry (Supervision) Regulation 1994, 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: l investment risk – the risk that investment returns will be lower than assumed and Council will need to increase contributions to offset this shortfall l 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 l 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 LGIAsuper balanced investment option. The assets are diversified within this investment option and therefore the fund has no significant concentration of investment risk. The investments do not include any 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 and Council
2021 $000
2020 $000
Fair value of fund assets Fair value as at 1 July Fair value as at 30 June
69,650 71,424
71,242 69,650
Defined benefit obligation Present value as at 1 July Present value as at 30 June
55,888 50,511
54,674 55,888
Net defined benefit asset Net asset as at 1 July Net asset as at 30 June
13,762 20,913
16,568 13,762
Movements in the net defined benefit asset were primarily due to returns on fund assets, actuarial gains and losses, service costs and employer contributions. The asset ceiling has no impact on the net defined benefit asset. The amount recognised in other comprehensive income arising from the remeasurement of the defined benefit plan was $8.3 million increase (2020: $2.1 million decrease). The weighted average duration of the defined benefit obligation is five years in 2021 and 2020. The defined benefit costs have been determined using estimates of salary and pension escalation rates and a discount rate that reflects current market assessments. In a report dated 29 November 2018, the financing approach adopted at the 1 July 2018 actuarial investigation of the CSDBF 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 Council contributes to the CSDBF as follows: l 0% of members' salaries from 1 January 2019 to 31 December 2021 l 14% of members' salaries (inclusive of the 3% occupational contribution) from 1 January 2022 onwards l 5.88% of salaries for defined benefit members' contributions made via salary sacrifice. Council implemented a contribution holiday from November 2019 for up to three years. This will not impact employee entitlements. LGIAsuper and Energy Super merged on 1 July 2021. There is not anticipated to be any impact on employee entitlements.
218
41
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
28
National competition policy Business activities classified under the City of Brisbane Regulation 2012 are: Transport for Brisbane City Parking Civil Construction and Maintenance Operations Urban Amenity Waste and Resource Recovery Services Brisbane City Cemeteries City Projects Office Golf Courses Riverstage Asset Portfolio Management
Significant business activity commercial business unit Significant business activity commercial business unit Significant business activity full cost pricing Significant business activity full cost pricing Significant business activity full cost pricing Significant business activity full cost pricing Prescribed business activity code of competitive conduct Prescribed business activity code of competitive conduct Prescribed business activity code of competitive conduct Prescribed business activity code of competitive conduct Transport for Brisbane 2021 2020 $000 $000
Revenue Internal Council revenue – community service obligations External Council revenue Expenses Administration, overheads and cost of resources Depreciation Surplus (deficit) before tax Plus (less) tax equivalent Surplus (deficit) after tax
29
City Parking 2021 2020 $000 $000
149,023 391,632 540,655
136,653 378,223 514,876
289 6,728 7,017
27,748 27,748
466,097 43,884 509,981
453,630 41,208 494,838
9,251 47 9,298
11,307 1,014 12,321
30,674 (13,481)
20,038 (5,309)
(2,281) -
15,427 476
17,193
14,729
(2,281)
15,903
Events after the reporting period CBIC declared a dividend of $15 million at the Board meeting on 27 July 2021. On 21 July 2021, the International Olympic Committee voted and announced Brisbane as the host city of the 2032 Olympic and Paralympic Games. Hosting these Games is aligned with Council's Vision for Brisbane and will help to create a prosperous, sustainable, liveable and inclusive city.
30
Financial instruments and financial risk management
30(a)
Categorisation of financial instruments The categories of financial assets and financial liabilities are as follows: Consolidated 2021 2020 $000 $000
2021 $000
6 7 8,11(c)
202,880 72,187 10,914
222,131 82,339 -
100,981 70,941 -
130,504 76,916 -
30(b),(c) 11(b) 11(c)
2,943 510 63,400
13,638 510 62,700
2,943 510 63,400
13,638 510 54,010
352,834
381,318
238,775
275,578
299,109 2,036,327
282,462 1,893,710
290,421 2,016,327
268,021 1,873,710
2,335,436
2,176,172
2,306,748
2,141,731
Note Financial assets Cash and cash equivalents (at amortised cost) Receivables (at amortised cost) Other current assets – property trust investments (at fair value through profit and loss) Derivative financial instruments Other investments (at cost) Other investments (at fair value through profit and loss) Financial liabilities Payables (at amortised cost) Other financial liabilities (at amortised cost)
16 17(a)
42
Council 2020 $000
7 - ANNUAL FINANCIAL STATEMENTS
219 219
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(b) Financial risk management objectives and policies The consolidated entity's principal financial instruments include cash, 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. The consolidated entity has various other financial assets and liabilities including trade receivables and payables, which arise directly from operations. The consolidated entity's activities expose it to a variety of risks including market risk (such as interest rate risk and foreign currency 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. Financial risk management is undertaken as part of Council's treasury operations in accordance with Council's Financial Risk Management Framework and these activities are monitored by Council's Financial Risk Management Committee. Derivative financial instruments and hedge accounting Derivative financial instruments include forward exchange contracts and foreign currency options and are stated at fair value. Where derivative financial instruments qualify for hedge accounting, changes in fair value are recognised as appropriate in cash flow and cost of hedging reserves in equity. Amounts accumulated in equity are reclassified in the periods when the hedged item affects operating capability. If the hedged item relates to a non-financial asset (such as property, plant and equipment), the amount is recorded as part of the initial carrying amount of the non-financial asset. The fair value of the forward exchange contract is determined using quoted forward exchange rates as at the reporting date and present value calculations based on high credit quality yield curves in the respective currencies. The fair value of the foreign currency options is determined based on external valuation using the Black-Scholes model. The model uses data including interest rate levels and the price volatility of the underlying security. Council documents at the inception of the hedging transaction the economic relationship between hedging instruments and hedged items including whether the instrument is expected to offset changes in cash flows of hedged items. Council also documents its risk management objective and strategy for undertaking various hedge transactions. The effective portion of changes in the fair value of derivatives that are designated and qualify as cash flow hedges is recognised as part of the cash flow hedging reserve within cash flow and cost of hedging reserves in equity, limited to the cumulative change in fair value of the hedged item on a present value basis from the inception of the hedge. The gain or loss relating to the ineffective portion is recognised immediately in operating capability, within other revenue or expenses. When option contracts are used to hedge forecast transactions, Council may elect to designate only the intrinsic value of the option contract as the hedging instrument. Gains or losses relating to the effective portion of the change in intrinsic value of the option contracts are recognised as part of the cash flow hedging reserve in equity. The change in fair value of the cost or premium paid on inception relating to the time value element of the option is also recognised as part of the cost of hedging reserve within cash flow and cost of hedging reserves in equity. Council does not have any instruments designated as fair value hedges. When a hedging instrument expires, or is sold or terminated, or when a hedge no longer meets the criteria for hedge accounting, any cumulative deferred gain or loss and deferred costs of hedging in equity at that time remains in equity until the forecast transaction occurs. When the forecast transaction is no longer expected to occur, the cumulative gain or loss and deferred costs of hedging that were reported in equity are immediately reclassified to operating capability. Hedge ineffectiveness is recognised in operating capability within other expenses.
220
43
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(c)
Market risk 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 QTC where repayments vary in accordance with the movement in the underlying borrowing rate. The consolidated entity's interest rate sensitivity to an expected 1% maximum fluctuation in interest rates if all other variables are held constant is: Consolidated 2021 2020 $000 $000 1% increase in interest rates 1% decrease in interest rates
1,227 (366)
Council 2021 $000
1,595 (1,537)
892 (30)
2020 $000 1,280 (1,222)
Foreign currency risk Council undertakes certain transactions denominated in foreign currencies; consequently, exposures to exchange rate fluctuations arise. Foreign currency risk arises primarily from highly probable forecast transactions and firm commitments for the purchase of plant and equipment which are denominated in foreign currencies. In accordance with Council's policy, exchange rate exposures are managed within approved limits utilising forward foreign exchange contracts, foreign currency options, currency swaps or any other foreign exchange instrument that converts the exposure back into Australian dollars. Forward foreign exchange contracts and foreign currency options – cash flow hedges During 2020, Council entered into a contract to purchase plant and equipment denominated in Swiss Francs (CHF) for a pilot vehicle and determined highly probably forecast transactions in relation to anticipated acquisition of future fleet of vehicles and infrastructure. Council also entered into forward exchange and options contracts to hedge the foreign exchange rate risk arising from highly probably forecast transactions and firm commitments. The forward exchange contract and the intrinsic value of the options are designated as cash flow hedges. All underlying forecast transactions remain highly probable to occur in line with the forecast at inception. Cash flow hedges – outstanding hedging instruments Consolidated and Council 2021
0-5 months
Maturity 6-12 1-2 months years
2-4 years
Total notional amount
Forward exchange contract Notional amount (CHF) (in CHF000) Equivalent amount in AUD ($000) Average forward rate (AUD/CHF)
2,772 4,116 0.6735
837 1,251 0.6688
-
-
3,609 5,367 0.6724
Foreign currency options Notional amount (CHF) (in CHF000) Equivalent amount in AUD ($000) Average strike price (AUD/CHF)
-
-
53,789 84,455 0.6369
63,320 99,419 0.6369
117,109 183,874 0.6369
Balance as at 30 June
Fair value of hedging instruments $000
(173)
3,116 2,943
44
7 - ANNUAL FINANCIAL STATEMENTS
221 221
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(c)
Market risk (continued) Foreign currency risk (continued) Cash flow hedges – outstanding hedging instruments (continued) Consolidated and Council 2020
0-5 months
Maturity 6-12 1-2 months years
Forward exchange contract Notional amount (CHF) (in CHF000) Equivalent amount in AUD ($000) Average forward rate (AUD/CHF)
320 480 0.6661
2,945 4,443 0.6627
1,161 1,792 0.6480
Foreign currency options Notional amount (CHF) (in CHF000) Equivalent amount in AUD ($000) Average strike price (AUD/CHF)
-
-
-
2-4 years
-
117,109 183,874 0.6369
Total notional amount
Fair value of hedging instruments $000
4,426 6,715 0.6590
127
117,109 183,874 0.6369
13,511
Balance as at 30 June
13,638
The above fair value is shown in derivative financial instruments in the statements of financial position. Cash flow and cost of hedging reserves The movements in cash flow and cost of hedging reserves for continuing hedges that are included in equity in the statements of financial position are as follows: Consolidated and Council
Cash flow hedge reserve 2021 2020 $000 $000
Cost of hedging reserve 2021 2020 $000 $000
2021 $000
Total 2020 $000
Balance as at 1 July Fair value gain (loss) recognised in other comprehensive income
127 (429)
127
(3,337) (10,394)
(3,337)
(3,210) (10,823)
(3,210)
Balance as at 30 June
(302)
127
(13,731)
(3,337)
(14,033)
(3,210)
The cash flow hedging reserve comprises the effective portion of the cumulative net change in the fair value of hedging instruments used in cash flow hedges pending subsequent recognition in the initial cost or carrying amount of property, plant and equipment. The cost of hedging reserve reflects the gain or loss on the portion excluded from the designated hedging instrument that relates to the time value of the foreign currency option. It is initially recognised in other comprehensive income and accounted for similarly to gains or losses in the cash flow hedging reserve.
222
45
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(d) Liquidity risk Liquidity risk refers to the ability of the consolidated entity to meet its financial obligations as and when they fall due. The consolidated entity is exposed to liquidity risk through its normal course of business and through its borrowings, and its objective is to maintain adequate access to highly liquid investments, borrowings and other credit facilities. These facilities are disclosed in note 17. The following table discloses the contractual maturity of the consolidated entity's financial liabilities, calculated based on undiscounted cash flows relating to the liabilities at the reporting date. Consolidated 1 year or less $000 2021 Financial liabilities Payables Loans
2020 Financial liabilities Payables Loans
9,574 633,735
- 299,109 1,913,114 2,699,856
442,542
643,309
1,913,114 2,998,965
274,432 163,764
8,030 676,753
- 282,462 1,662,862 2,503,379
438,196
684,783
1,662,862 2,785,841
1 year or less $000
2020 Financial liabilities Payables Loans
Total $000
289,535 153,007
Council
2021 Financial liabilities Payables Loans
Payable in: Over 1 More than to 5 years 5 years $000 $000
Payable in: Over 1 More than to 5 years 5 years $000 $000
Total $000
283,212 153,007
7,209 613,735
- 290,421 1,913,114 2,679,856
436,219
620,944
1,913,114 2,970,277
262,217 163,764
5,804 656,753
- 268,021 1,662,862 2,483,379
425,981
662,557
1,662,862 2,751,400
At the reporting date, the current book value owing by Council on QTC loans is $2,016 million (2020: $1,874 million). CBIC's current book value owing on loans is $20 million (2020: $20 million). The difference between undiscounted cash flows and the book value represents the estimated amount of interest that will be payable over the remaining life of the loan based on current interest rates.
30(e)
Credit risk The credit risk of financial assets that have been recognised in the statements of financial position is the carrying amount. Council's short-term investments are held with financial institutions which have a minimum rating of BBB+ based on Standard and Poor's credit rating, and whilst not capital guaranteed, the likelihood of a credit failure is assessed as remote.
46
7 - ANNUAL FINANCIAL STATEMENTS
223 223
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(e)
Credit risk (continued) Cash and cash equivalents The consolidated entity may be exposed to credit risk through the investments in the QTC Cash Fund. The QTC Cash Fund is an asset management portfolio that invests with a wide range of high credit rated counterparties. Deposits with the QTC Cash Fund are capital guaranteed. Other fund investments Council has invested in the QIC Long Term Diversified Fund (formerly the QIC managed growth fund). The fund is managed to a Strategic Asset Allocation portfolio which allocates investments in global equities, fixed interest financial instruments, a diverse range of asset classes and foreign currency. Council may be exposed to credit risk through this investment. Growth fund movements are recognised through operating capability. Receivables Council assesses the credit risk and applies normal business credit protection procedures to minimise the risk before providing goods or services. Council may require bank or directors' guarantees for receivables above certain limits. At the reporting date, the exposure to credit risk for receivables by type of transaction, debtor or customer is as follows:
Note Rates and utility charges Regulated parking and tolling GST recoverable Government entities and agencies Asphalts and quarries Waste services Sundry debtors Less impairment 7
Consolidated 2021 2020 $000 $000
Council 2021 2020 $000 $000
30,944 12,310 9,645 7,060 3,880 1,517 18,062 83,418 (11,231)
32,882 14,055 6,112 4,865 3,284 1,142 32,002 94,342 (12,003)
30,944 12,310 9,645 7,060 3,880 1,517 16,816 82,172 (11,231)
32,882 14,055 6,112 4,865 3,284 1,142 26,579 88,919 (12,003)
72,187
82,339
70,941
76,916
No significant concentration of credit risks has been identified as exposure is spread over a large number of debtors and customers. Council has policies in place to ensure that credit facilities are made to debtors and customers with an appropriate credit history. A summary of Council's exposure to credit risk for all receivables is as follows: Consolidated 2021 2020 Not credit Credit Not credit Credit impaired impaired impaired impaired $000 $000 $000 $000 Current (not past due) Past due 1-30 days Past due 31-60 days Past due 61-90 days Past due more than 90 days Loss allowance
224
Council 2021 2020 Not credit Credit Not credit Credit impaired impaired impaired impaired $000 $000 $000 $000
41,065 6,442 8,213 2,764 17,218
38 2 2 2 7,672
35,372 4,609 6,582 4,526 38,173
68 3 2 16 4,992
39,819 6,442 8,213 2,764 17,218
38 2 2 2 7,672
29,949 4,609 6,582 4,526 38,173
68 3 2 16 4,992
75,702 (3,515)
7,716 (7,716)
89,262 (6,923)
5,081 (5,081)
74,456 (3,515)
7,716 (7,716)
83,839 (6,923)
5,081 (5,081)
72,187
-
82,339
-
70,941
-
76,916
-
47
Brisbane City Council Notes to the consolidated financial statements for the year ended 30 June 2021
30
Financial instruments and financial risk management (continued)
30(e)
Credit risk (continued) Expected credit loss (ECL) assessment Council uses an allowance matrix to measure the expected credit losses of receivables from individual customers, which comprise a large number of small balances. No loss allowance is recognised on rates and utility charges receivables as Council has a lien over most rateable properties under the provisions of sections 93 to 98 of the City of Brisbane Act 2010. GST and other receivables with amounts set aside in trust are also not provided with a loss allowance. The following table provides information about the exposure to credit risk and expected losses for receivables from individual customers (excluding rates, GST receivable and an amount in trust): 2021
Consolidated Weighted average loss rate %
Current (not past due) Past due 1-30 days Past due 31-60 days Past due 61-90 days Past due more than 90 days
3.1% 8.6% 23.3% 79.1% 92.3%
2020
Loss allowance $
26,169 5,614 1,997 1,587 8,903
809 484 465 1,255 8,218
44,270
11,231
3.2% 8.6% 23.3% 79.1% 92.3%
Consolidated Weighted average loss rate %
Current (not past due) Past due 1-30 days Past due 31-60 days Past due 61-90 days Past due more than 90 days
Carrying amount $
Council Weighted average loss rate %
4.0% 9.0% 66.2% 46.0% 82.7%
Carrying amount $
Carrying amount $
Loss allowance $
24,923 5,614 1,997 1,587 8,903
809 484 465 1,255 8,218
43,024
11,231
Council Loss allowance $
24,586 3,393 142 2,150 11,639
988 306 94 989 9,626
41,910
12,003
Weighted average loss rate % 5.2% 9.0% 66.2% 46.0% 82.7%
Carrying amount $
Loss allowance $
19,163 3,393 142 2,150 11,639
988 306 94 989 9,626
36,487
12,003
The loss rates are based on the weighted average loss rate for each receivable category. The ECL rates for the above receivables are based on credit loss history, adjusted for forward looking estimates based on current and forecast economic conditions.
48
7 - ANNUAL FINANCIAL STATEMENTS
225 225
Brisbane City Council Statement by Councillors and management for the year ended 30 June 2021
These general purpose financial statements have been prepared pursuant to sections 168 and 169 of the City of Brisbane Regulation 2012 (the Regulation) and other prescribed requirements. In accordance with section 202(5) of the Regulation, we certify that: (i)
the prescribed requirements of the City of Brisbane Act 2010 and the Regulation for the establishment and keeping of accounts have been complied with in all material respects and
(ii)
the general purpose consolidated financial statements which are prepared in accordance with Australian Accounting Standards and are set out on pages 2 to 48, present a true and fair view of the consolidated entity's financial performance and position as at 30 June 2021.
Councillor Adrian Schrinner LORD MAYOR
Colin Jensen CHIEF EXECUTIVE OFFICER
Councillor Adam Allan CHAIR FINANCE, ADMINISTRATION AND SMALL BUSINESS COMMITTEE
Paul Oberle CHIEF FINANCIAL OFFICER CORPORATE FINANCE ORGANISATIONAL SERVICES
10 August 2021
226
49
To the Councillors of Brisbane City Council
Report on the audit of the financial report Opinion I have audited the accompanying financial report of Brisbane City Council (the Council) and its controlled entities (the Group). In my opinion, the financial report: a)
gives a true and fair view of the C and the G financial position as at 30 June 2021, and of their financial performance and cash flows for the year then ended
b)
complies with the City of Brisbane Act 2010, the City of Brisbane Regulation 2012 and Australian Accounting Standards.
The financial report comprises the statements of financial position as at 30 June 2021, the statements of comprehensive income, statements of changes in equity and statements of cash flows, for the year then ended, notes to the financial statements including significant accounting policies and other explanatory information, and the certificate given by the Lord Mayor; Chief Executive Officer; Chair Finance, Administration and Small Business Committee and Chief Financial Officer. Basis for opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the financial report section of my further described in the report. I am independent of the Council and the Group in accordance with the ethical requirements of Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Key audit matters Key audit matters are those matters that, in my professional judgement, were of most significance in my audit of the financial report of the current period. I addressed these matters in the context of my audit of the financial report as a whole, and in forming my opinion thereon, and I do not provide a separate opinion on these matters.
7 - ANNUAL FINANCIAL STATEMENTS
227 227
Infrastructure assets valuation using current replacement cost ($20.0 billion) Refer to Note 12 in the financial report Key audit matter drainage) were measured at fair value at balance date using the current replacement cost method that comprises: gross replacement cost, less accumulated depreciation. Council values the gross replacement cost of its infrastructure assets with reference to the average cost (unit rate) at which it could construct a substitute asset of comparable quality in the normal course of business. Council engaged civil engineering consultants to comprehensively value its infrastructure assets in 2019 20. Unit rates derived from this valuation have been indexed to reflect subsequent changes in construction costs. Unit rates require significant judgements for determining the: parts of assets (components) that are replaced at different times in the asset lifecycle, or that have materially different replacement costs due to physical location attributes average project dimensions tasks required for replacing components, excluding those that result in duplication or are ineligible for inclusion in the cost of an asset on-costed labour charges directly attributable service, materials, and plant costs (inputs) for each applicable task indices for measuring subsequent changes in unit rates. engineers and asset managers use significant judgement for estimating how long components with long lives will last. Asset lives are dependent on a range of factors including construction materials and construction methods, obsolescence, environmental factors, degradation through use, and management intentions. The significant judgements required for gross replacement cost and useful lives are also significant for calculating annual depreciation expense.
228
How my audit addressed the key audit matter My procedures included, but were not limited to: assessing the reasonableness of unit rates by: obtaining an understanding of the methodology used and assessing its design, integrity and appropriateness with reference to common industry practice enquiring with council management and engineering staff to identify if there had been any significant changes to construction costs resulting from factors such as changed building codes, environmental or safety regulations, or other factors such as changed construction methods and technological advances evaluating the methods by which council determined the movement in unit cost indices and reasonableness of the result. We did this by o assessing the competence, capabilities and objectivity of valuers who have provided information on unit cost movements o considering evidence of labour rate changes and supplier rates o comparing with other publicly available indices assessing the reasonableness of infrastructure assets useful lives by: r of useful lives reviewing for evidence of infrastructure obsolescence, failure or disposals that could indicate a remaining useful life less than what is recorded reviewing for evidence that council will use infrastructure assets for longer than the useful lives estimated for valuation and depreciation purposes c assumptions to other local councils. c plans are consistent with useful lives assigned to infrastructure assets a asset condition assessment and making adjustments in its asset registers and financial systems.
Recognition and measurement of service concession assets ($4.2 billion), and other liabilities on service concession arrangement ($1.8 billion) Refer to note 12 and note 18 in the financial report. Key audit matter The adoption of AASB 1059 Service Concession Arrangements: Grantors (AASB 1059) has significantly impacted reported financial position and performance. The new accounting standard involves a high degree of complexity and certain key assumptions require significant management judgement, including: assessing if an arrangement is within the scope of AASB 1059 including judgements about whether the operator is providing a public service and whether the operator manages at least some of those services under its own discretion estimating the recognition and measurement of the service concession asset at current replacement cost in accordance with the cost approach described in AASB 13 Fair Value Measurement, including: componentising the assets into the significant parts that have different useful lives classifying assets into categories that have similar replacement costs estimating the gross replacement cost for each combination of component and asset category to develop unit rates for the modern equivalent asset estimating the remaining useful life of each asset classifying and measuring the service concession liabilities as a financial liability or unearned revenue depending on how the operator is compensated.
How my audit addressed the key audit matter My procedures included, but were not limited to: implementation process and compliance with AASB 1059 assessing the determination and completeness of arrangements within the scope of the new standard by inquiring with management and inspecting contractual documents assessing the appropriateness of the recognition and accounting measurement principles used to determine the value and classification of service concession assets, unearned revenue and financial liabilities on service concession arrangements evaluating the qualifications, competence, capability and objectivity of the internal and external subject matter experts involved in developing the current replacement cost valuations for service concession assets examining the measurement estimates of service concession assets, unearned revenue and financial liabilities on service concession arrangements and evaluating a sample of supporting documentation for reasonableness, relevance, completeness and accuracy testing the mathematical accuracy of the models used to calculate the service concession assets, unearned revenue estimates and financial liabilities including depreciation, interest and service payments.
Other information Other information comprises financial and non-financial information (other than the audited the available other information in Brisbane City Council annual report for the year ended 30 June 2021 was the current year financial sustainability statement and long-term financial sustainability statement. The councillors are responsible for the other information. 7 - ANNUAL FINANCIAL STATEMENTS
229 229
My opinion on the financial report does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the City of Brisbane Regulation 2012, I have expressed a separate opinion on the current year financial sustainability statement. In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard. Responsibilities of the councillors for the financial report The councillors are responsible for the preparation of the financial report that gives a true and fair view in accordance with the City of Brisbane Act 2010, the City of Brisbane Regulation 2012 and Australian Accounting Standards, and for such internal control as the councillors determine is necessary to enable the preparation of the financial report that is free from material misstatement, whether due to fraud or error. and the G ability to The councillors are also responsible for assessing the C continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless it is intending to abolish the Council or to otherwise cease operations of the Group. inancial report My objectives are to obtain reasonable assurance about whether the financial report as a whole that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for expressing an opinion on the G . the effectiveness of the C Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Council.
230
Conclude on the appropriateness of the C and the G use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt or the G ability to continue as a going concern. If I conclude that a on the C related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. I base my conclusions on the audit evidence obtained up to the date of my the Council or the Group to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation. Obtain sufficient and appropriate audit evidence regarding the financial information of the entities or business activities within the Group to express an opinion on the financial report. I am responsible for the direction, supervision and performance of the audit of the Group. I remain solely responsible for my audit opinion. I communicate with the Council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
Report on other legal and regulatory requirements In accordance with s.40 of the Auditor-General Act 2009, for the year ended 30 June 2021: a)
I received all the information and explanations I required.
b)
I consider that, the prescribed requirements in relation to the establishment and keeping of accounts were complied with in all material respects.
Prescribed requirements scope The prescribed requirements for the establishment and keeping of accounts are contained in the City of Brisbane Act 2010, any other Act and the City of Brisbane Regulation 2012. The applicable requirements include those for keeping financial records that correctly record and transactions and account balances to enable the explain the Council and the G preparation of a true and fair financial report.
12 August 2021 Brendan Worrall Auditor-General
Queensland Audit Office Brisbane
7 - ANNUAL FINANCIAL STATEMENTS
231 231
Brisbane City Council Current-year financial sustainability statement for the year ended 30 June 2021
Measures of financial sustainability
Actuals 2021
Consolidated Operating surplus ratio l based on the FMSG l excluding impacts of AASB 1059
1% 1%
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset sustainability ratio l based on the FMSG l excluding impacts of AASB 1059
47% 51%
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Net financial liabilities ratio l based on the FMSG l excluding impacts of AASB 1059
202% 127%
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Council Operating surplus ratio l based on the FMSG l excluding impacts of AASB 1059
(3%) (3%)
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset sustainability ratio l based on the FMSG l excluding impacts of AASB 1059
46% 50%
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Net financial liabilities ratio l based on the FMSG l excluding impacts of AASB 1059
220% 141%
Total liabilities less current assets divided by total operating revenue (excluding capital items)
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 November 2020 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 version 1.1 of the Financial Management (Sustainability) Guideline 2013 (FMSG) issued by the Queensland Government's Department of State Development, Infrastructure, Local Government and Planning. The amounts used to calculate the three reported measures are prepared on an accrual basis for the year ended 30 June 2021. The financial ratios based on the FMSG include the impacts of AASB 1059. Ratios excluding the impacts of AASB 1059 have also been provided to allow comparability across the local government sector. In determining the asset sustainability ratio: 1. Capital expenditure on the replacement of assets (renewals) refers only to infrastructure assets, which excludes transport assets, plant and equipment, and information technology assets. 2. Depreciation expense relates only to infrastructure assets. This also includes depreciation of right of use infrastructure assets. The definition for the asset sustainability ratio is set out in the FMSG.
232
Brisbane City Council Certificate of accuracy for the year ended 30 June 2021
This current-year financial sustainability statement has been prepared pursuant to section 170 of the City of Brisbane Regulation 2012 (the Regulation). In accordance with section 202(5) of the Regulation we certify that this current-year financial sustainability statement has been accurately calculated.
Councillor Adrian Schrinner LORD MAYOR
Colin Jensen CHIEF EXECUTIVE OFFICER
Councillor Adam Allan CHAIR FINANCE, ADMINISTRATION AND SMALL BUSINESS COMMITTEE
Paul Oberle CHIEF FINANCIAL OFFICER CORPORATE FINANCE ORGANISATIONAL SERVICES
10 August 2021
7 - ANNUAL FINANCIAL STATEMENTS
233 233
INDEPENDENT AUDIT
REPORT
To the Councillors of Brisbane City Council Report on the current year financial sustainability statement Opinion I have audited the accompanying current year financial sustainability statement of Brisbane City Council (the Council) for the year ended 30 June 2021, comprising the statement, explanatory notes, and the certificate of accuracy given by the Lord Mayor and the Chief Executive Officer. In accordance with section 202 of the City of Brisbane Regulation 2012, in my opinion, in all material respects, the current year financial sustainability statement of Brisbane City Council for the year ended 30 June 2021 has been accurately calculated. Basis of opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the current year financial further described in the sustainability statement section of my report. I am independent of the Council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the statement in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion. Emphasis of matter
basis of accounting
I draw attention to Note 1 which describes the basis of accounting. The current year financial sustainability statement has been prepared in accordance with the Financial Management (Sustainability) Guideline 2013 for the purpose of fulfilling the C responsibilities under the City of Brisbane Regulation 2012. As a result, the statement may not be suitable for another purpose. My opinion is not modified in respect of this matter. Other information Other information comprises financial and non-financial information (other than the audited the available other information in Brisbane City Council annual report for the year ended 30 June 2021 was the general purpose financial statements and long-term financial sustainability statement. The councillors are responsible for the other information. My opinion on the current year financial sustainability statement does not cover the other information and accordingly I do not express any form of assurance conclusion thereon. However, as required by the City of Brisbane Regulation 2012, I have expressed a separate opinion on the general purpose financial report. 234
In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard. Responsibilities of the councillors for the current year financial sustainability statement The councillors are responsible for the preparation and fair presentation of the current year financial sustainability statement in accordance with the City of Brisbane Regulation 2012. The councillors responsibility also includes such internal control as the councillors determine is necessary to enable the preparation and fair presentation of the statement that is accurately calculated and is free from material misstatement, whether due to fraud or error. statement
udit of the current year financial sustainability
My objectives are to obtain reasonable assurance about whether the current year financial sustainability statement as a whole is free from material misstatement, whether due to fraud or my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this statement. My responsibility does not extend to forming an opinion on the appropriateness or relevance of the reported ratios, nor on the C As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for expressing an opinion . on the effectiveness of the C Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Council. Evaluate the overall presentation, structure and content of the statement, including the disclosures, and whether the statement represents the underlying transactions and events in a manner that achieves fair presentation.
7 - ANNUAL FINANCIAL STATEMENTS
235 235
I communicate with the Council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
12 August 2021 Brendan Worrall Auditor-General
236
Queensland Audit Office Brisbane
7 - ANNUAL FINANCIAL STATEMENTS
237 237
Not greater than 60%
Greater than 90%
Between 0% and 10%
Not greater than 60%
Greater than 90%
Between 0% and 10%
Target
220% 141%
46% 50%
(3%) (3%)
202% 127%
47% 51%
1% 1%
Actuals 2021
54% 57%
5% 5%
2023
50% 53%
7% 7%
43% 45%
6% 6%
44% 46%
6% 6%
47% 50%
7% 7%
46% 49%
7% 7%
45% 48%
9% 9%
Forecasts for the years ending 30 June 2024 2025 2026 2027 2028 2029
42% 44%
9% 9%
2030
41% 43%
10% 11%
2031
53% 56%
2% 2%
49% 52%
3% 3%
43% 45%
3% 3%
43% 45%
3% 3%
46% 49%
3% 4%
46% 48%
4% 4%
45% 47%
5% 6%
41% 43%
6% 6%
40% 42%
8% 8%
216% 223% 225% 215% 203% 196% 184% 170% 154% 135% 145% 155% 162% 155% 146% 143% 135% 124% 110% 94%
59% 63%
2% 2%
200% 207% 209% 199% 188% 182% 171% 158% 143% 126% 131% 141% 148% 141% 134% 131% 124% 113% 101% 86%
61% 65%
6% 6%
2022
The financial ratios based on the FMSG include the impacts of AASB 1059. Ratios excluding the impacts of AASB 1059 have also been provided to allow comparability across the local government sector.
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Net financial liabilities ratio l based on the FMSG l excluding impacts of AASB 1059
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Asset sustainability ratio l based on the FMSG l excluding impacts of AASB 1059
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Operating surplus ratio l based on the FMSG l excluding impacts of AASB 1059
Council
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Net financial liabilities ratio l based on the FMSG l excluding impacts of AASB 1059
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Asset sustainability ratio l based on the FMSG l excluding impacts of AASB 1059
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Operating surplus ratio l based on the FMSG l excluding impacts of AASB 1059
Consolidated
Measures of financial sustainability
prepared as at 30 June 2021
Brisbane City Council Unaudited long-term financial sustainability statement
238
10 August 2021
Councillor Adrian Schrinner LORD MAYOR
Councillor Adam Allan CHAIR FINANCE, ADMINISTRATION AND SMALL BUSINESS COMMITTEE
Colin Jensen CHIEF EXECUTIVE OFFICER
In accordance with section 202(5) of the Regulation we certify that this long-term financial sustainability statement has been accurately calculated.
This long-term financial sustainability statement has been prepared pursuant to section 170 of the City of Brisbane Regulation 2012 (the Regulation).
for the year ended 30 June 2021
Brisbane City Council Certificate of accuracy
Paul Oberle CHIEF FINANCIAL OFFICER CORPORATE FINANCE ORGANISATIONAL SERVICES
A range of governance policies and arrangements make up the total Council response to financial planning and management. These include Council's contracting principles, business cases and prioritisation reviews, annual asset management planning, and Council’s financial management and accounting practices. These policies and arrangements ensure that Council is effective and efficient at achieving its objectives, managing its investments, meeting its financial commitments in the financial year, and keeping debt to manageable levels.
As part of Council's financial management strategy, Council sets, monitors and ensures compliance with financial policy, processes and performance. Council monitors performance of selected key financial ratios which are reported quarterly at Council meetings. Council also monitors its performance against budget on a monthly basis.
Managing Council's budget development ensures Council's financial sustainability. Council's budget process is centred around strategic outcomes and target setting. Budget considerations during the budget development phase include prioritisation of capital and operating expenditure and compliance with credit metrics in the budget year and forecast period.
Council prepares and adopts, as part of its Annual Plan and Budget, ten year forecasts and associated financial sustainability measures (see previous page) that have been set by the Department of State Development, Infrastructure, Local Government and Planning, and medium term comprehensive income, financial position and cash flow statements. Annually, as part of its Annual Plan and Budget, Council prepares and adopts investment, debt and revenue policies. Council's Annual Plan and Budget is consistent with the Brisbane Long Term Infrastructure Plan 2012-2031 and the Corporate Plan 2021-2022 to 2025-2026. This comprehensive system of financial and strategic planning ensures objectives can be achieved in a financially sustainable manner and delivered in an effective and efficient manner.
Council measures revenue and expenditure trends over time as a guide to future requirements and to make decisions about the efficient allocation of resources to ensure the most effective provision of services. Council ensures that its financial management strategy is prudent and that its long-term financial forecast shows a sound financial position whilst also being able to meet the community’s current and future needs.
Financial Management Strategy
prepared as at 30 June 2021
Brisbane City Council Unaudited long-term financial sustainability statement (continued)
8
GLOSSARY
› GLOSSARY
› INDEX OF IMAGES
› INDEX OF CONTOUR MAPS
239
A
A City for Everyone: Inclusive Brisbane Plan 2019-2029: Council’s plan to make Brisbane accessible and inclusive for people of all ages, abilities and backgrounds.
B
Better Brisbane Proposal: A Council initiative enabling businesses to submit a proposal to Council that will solve a Brisbane problem, address an opportunity for Brisbane or enhance services that Council provides. BNE Local and Liveable Projects: An activation program supporting Council’s commitment to creating a city of neighbourhoods. The primary purpose is to create liveable places with vibrant neighbourhood centres for the local community and visitors to enjoy. Brisbane City Plan 2014 (City Plan): Council’s planning scheme, which sets the framework for the city’s growth and guides how land can be used and developed. Brisbane Industrial Strategy 2019: Council’s plan to protect Brisbane's supply of industrial land, support future infrastructure and provide a future-focused, strategic approach to encourage industrial development and investment over time. Brisbane Vision 2031 (the Vision): Council’s long-term community plan for the city. It details the aspirations for Brisbane’s future and outlines ideas for achieving this vision.
C
City Reach Waterfront Master Plan: An action from the Brisbane City Centre Master Plan 2014 that aims to ensure the waterfront bookended by the City Botanic Gardens and Howard Smith Wharves continues to evolve into a world-class employment and lifestyle precinct. Civic Cabinet: See Establishment and Coordination Committee. Climate Active Carbon Neutral Standard for Organisations: A national framework which supports and guides businesses as they account for and reduce carbon emissions in their operations. Successful assessment against the standard results in certification that the operations of the organisation have resulted in net zero emissions. Climate-related disclosure: Information on Council’s approach to addressing climate-related risks and opportunities, guided by voluntary, industry accepted framework. Coronavirus: Coronaviruses are a range of viruses that cause respiratory infections. In its reference to coronavirus throughout the Annual Report 2020-21, Council is reflecting on the virus which can cause COVID-19, and which has impacted global health and economies in 2020 and beyond. Council’s Environmental Offsets program: Program that helps to balance the impacts of development, infrastructure and buildings by creating, restoring and enhancing existing habitat. Council has several offset restoration sites underway across Brisbane. Council of Mayors (SEQ): An independent political advocacy organisation to the interests of one of the nation’s fastest growing regions – South East Queensland. Membership consists of 10 mayors from local governments within the region, supporting its function as a single metropolitan area. Crime Prevention through Environmental Design: A crime prevention strategy that uses planning and design principles to create safer cities and neighbourhoods. Culturally and Linguistically Diverse: The wide range of cultural groups represented in the community, acknowledging differences in religion and spirituality, ethnicity and language Cycling Brisbane: A program designed to encourage people of all ages and abilities to cycle.
240
D
Disability Discrimination Act 1992 (DDA): Specifies obligations of public service providers, including local government, in ensuring that people with a disability have the same fundamental rights as the rest of the community. Disability Standards for Accessible Public Transport 2002 (DSAPT): Establishes minimum accessibility requirements to be met by providers and operators of public transport conveyances, infrastructure and premises.
E
Economic Recovery Taskforce: A special taskforce, stood up to lead the city through recovery from the impacts of coronavirus, rebuild the economy and set strong foundations for future growth. Electoral Commission of Queensland: Electoral Commission of Queensland conducts state, local and industrial elections and referendums in Queensland and regulates electoral funding and disclosure requirements. Establishment and Coordination Committee: The committee sets the strategic direction for Brisbane as a city and for Council as an organisation. The members of the committee review and make recommendations to full Council on major plans such as Council’s Vision, City Plan, corporate documents and city finances. The Chair of each Council committee is a member of Council’s Establishment and Coordination Committee and the Lord Mayor is the chair of the committee. This committee is also known as Civic Cabinet.
F
Financial sustainability statements: Statements that 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. Full-time equivalent employees (FTE): The statistic stated in this report is calculated as at 30 June. The FTE statistic states the number of equivalent employees working full-time. 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: A learning experience delivered by Council for year seven and eight students which challenges students to evaluate local and global environmental challenges, reimagine a Brisbane in year 2100, and create and design solutions to ensure our city is prepared, resilient, adaptable and sustainable now and into the future.
G
Greater Brisbane: The greater Brisbane region refers to a coastal plain of about 15,000 square kilometres of land, made up of five different urban centres, including Brisbane City, Ipswich, Logan City, Moreton Bay and Redland City.
I
Inclusive: Ensuring Brisbane as a city and Council’s programs, facilities, services and projects support and are accessible to all people, regardless of ability, age or background. Independent Design Advisory Panel (IDAP): Provides Brisbane City Council with advice on best practice outcomes for a range of current development applications, key pieces of infrastructure and policy.
8 - GLOSSARY
241
L
Leachate collection: Leachate is liquid generated from rainfall and the natural decomposition of waste that is filtered through landfill to a leachate collection system. The leachate collection system is designed to drain the leachate to collection sumps. Leadership Blueprint: Council’s Leadership Blueprint defines everyday leadership behaviour. It provides a common set of goals and accountabilities for leaders across the organisation. It is a framework that guides leadership now and into the future. Local Government Infrastructure Plan: The plan represents around 1000 future projects worth $2 billion for stormwater, transport, parks and land for community facilities, to deliver new infrastructure from 2016 to 2026. The plan provides developers with an indication of likely infrastructure required as part of any proposed developments, and helps Council plan for the delivery of infrastructure in our growing city. Lord Mayor’s Suburban Initiative Fund: The fund supports community projects that build stronger communities in Brisbane. Applications for funding can be made by eligible community organisations for community projects; or Councillors for community events and activities or capital projects, provided the expenditure is for a community purpose.
M
Macropod: A plant-eating marsupial mammal of an Australasian family that comprises the kangaroos and wallabies. Midblock Bluetooth detectors: A Bluetooth device sensor installed outside the immediate area of a signalised intersection to monitor traffic flow and mitigate congestion.
N
National Aboriginal and Islanders Day Observance Committee (NAIDOC): Origins of the committee can be traced to the emergence of Aboriginal groups in the 1920s which sought to increase awareness in the wider community of the status and treatment of Aboriginal and Torres Strait Islander Australians. NAIDOC Week celebrates the history, culture and achievements of Aboriginal and Torres Strait Islander peoples. National Carbon Offset Standards: The National Carbon Offset Standard aims to provide consistency and confidence in the voluntary carbon market. It sets minimum requirements for calculating, auditing and offsetting the carbon footprint of an organisation or product to achieve ‘carbon neutrality’. Neighbourhood plan: Neighbourhood plans are legal documents that guide development in an area and sit within Council’s planning scheme, Brisbane City Plan 2014.
R
Resource Recovery Centre: Council has four resource recovery centres at Chandler, Ferny Grove, Nudgee and Willawong with recycling and waste facilities. The centres were previously known as transfer stations or tips.
S
Sister Cities: A long-term partnership between two communities in different countries. A relationship is officially recognised after the highest elected or appointed official from both communities sign off on an agreement to become Sister Cities. South East Queensland Regional Plan 2017 (Shaping SEQ): A regional framework for growth management which sets planning direction for growth, including identifying a long-term sustainable pattern of development which focuses more growth in existing urban areas.
242
T
TransLink: A division of the Department of Transport and Main Roads with state-wide responsibility for buses, trains, ferries and trams across South East Queensland.
W
Ward: A ward is a local authority area. Brisbane City Council is comprised of 26 wards and Councillors are elected to represent each ward. Works for Queensland (W4Q) Program: A Queensland Government program that supports regional councils to undertake job-creating maintenance and minor infrastructure projects.
Z
Zero Harm: An internal policy relating to workplace health and safety, promoting a culture where safety is everyone’s responsibility. Zone: All of Brisbane is divided into zones. These zones guide the type of development that may be built on a site. Examples of zones in Brisbane include Emerging community zone, Character zone and Low density residential zone.
8 - GLOSSARY
243
Index of images Front cover Page 02/03 Page 04/05 Page 07 Page 13 Page 31 Page 32 Page 37 Page 38 Page 49 Page 50 (top left) Page 50 (bottom left) Page 51 Page 52/53 (top middle) Page 53 Page 54/55 Page 55 Page 56/57 (top left) Page 56/57 (bottom middle) Page 57 Page 58 Page 61 Page 62 Page 65 Page 68 Page 70 Page 71 Page 72 Page 75 Page 81 Page 82 Page 85 Page 87 Page 88 Page 90 Page 93 Page 95 Page 96 Page 100 Page 105 Page 108 Page 112 Page 115 Page 117 Page 120 Page 123 Page 124 Page 127 Page 128 Page 129 Page 132 Page 133 Page 140 Page 177 Page 239
A view of the city from the south, at sunset. Residents enjoy the Tropical Display Dome at Brisbane Botanic Gardens, Mt Coot-tha. A view of the city and Brisbane River from Kangaroo Point. A family enjoys a picnic at Kalinga Park, Clayfield. Sub-tropical rainforest at the award-winning Roma Street Parkland. A child explores the nature-based adventure playground at Warril Parkland, Larapinta. A Council employee cares for one of Brisbane’s many parks. Friends dine by the river at Eagle Street Pier, Brisbane City. Children ride their bikes and scooters at the Bracken Ridge BMX facility. Aerial view of Gold Creek Reservoir, Brookfield. A bus driver assists a resident to board an accessible Council bus. A resident enjoys browsing at Bracken Ridge Library. A man showcases traditional Aboriginal dance. Residents explore South Bank by e-scooter and e-bike. A resident disposes of his green waste through Council’s green waste recycling service. A family enjoys bowling at Club Greenslopes, Greenslopes. A local business owner assists a customer. Children enjoy water play at Hanlon Park, Stones Corner. A family stroll at South Bank on the banks of the Brisbane River. Brisbane Greeter volunteers walk through the City Botanic Gardens. A cyclist chooses to travel sustainably on a dedicated bikeway in South Bank. A Council bus travels the suburban streets. Children enjoy active travel on one of Brisbane’s many bikeways. Aerial shot of the completed Kingsford Smith Drive upgrade at Hamilton. Vehicles travel through the city on the Inner City Bypass. The Story Bridge lights up above the award-winning Howard Smith Wharves precinct. A boat moored in Cabbage Tree Creek, Shorncliffe. Children look across the wetland at Warril Parkland, Larapinta. Children show off their kokedama balls at Green Heart Fair. Seniors enjoy a nature walk through Mt Coot-tha Reserve, Mt Coot-tha. A resident poses in front of Drapl's 'Summer Splash' at Jindalee Village Precinct. A view of hilly inner-city suburb, Paddington. Brisbane’s iconic terrace houses at Spring Hill. A family enjoy the outdoors at Decker Park, Brighton. A Brisbane Greeter engages tour guests outside City Hall in Brisbane’s CBD. A young person uses the free recording facilities at Visible Ink, Fortitude Valley. A volunteer offers guests food at Homeless Connect. A mother and child enjoy swimming at Sandgate Pool. A Council employee checks a dog’s microchip in one of Brisbane’s many parks. Shoppers stroll down Queen Street Mall. Council’s new Suburban Business Hub at Nundah. SES volunteers out and about to support the local community. Shopping on Edward Street in Brisbane’s CBD. An employee works on a Council bus engine. On-street parking in the city centre. Shaded street parking on Main Street, Kangaroo Point. Council employees resurface a Brisbane street. A resident reads on a park bench in Wickham Park, Spring Hill. A Council employee maintains Brisbane’s amenity in King George Square. The high-frequency Blue CityGlider travels Brisbane’s streets. The double-decker CityCat, Yoogera, travels across the Brisbane River. Shorncliffe Pier, Shorncliffe. Tree bud lighting in the City Botanic Gardens. Warril Parkland, Larapinta. Aerial shot of Brisbane’s biodiverse wetlands.
Index of contour maps Foreword Section 1 Section 2 244
Yeerongpilly Coorparoo Enoggera
Section 3 Section 4 Section 5
Yeerongpilly Woolloongabba Nundah
Section 6 Section 7 Section 8
Taringa Wynnum Moggill
CONTACT CONTACT DETAILS DETAILS
Council COUNCIL Administration ADMINISTRATION Offices OFFICES
Acknowledgements ACKNOWLEDGEMENTS
Brisbane Square 266 266 George George Street, Street, Brisbane BrisbaneQld Qld4000 4000
Council Council thanks thanks all allthose thosewho whocontributed contributedtotothe the development development of of the the Annual AnnualReport Report2020-21. 2019-20.
Green Square 505 505 St St Paul’s Paul’s Terrace, Terrace, Fortitude FortitudeValley ValleyQld Qld4006 4006
Language assistance LANGUAGE ASSISTANCE
General information GENERAL INFORMATION Phone: (07) (07) 3403 3403 8888 8888 Website: brisbane.qld.gov.au brisbane.qld.gov.au For deaf, deaf, hearing hearing impaired impairedor orspeech speechimpaired: impaired: National Relay Service: relayservice.gov.au National Relay Service: relayservice.gov.au TTY: 133 133 677 677 then then ask ask for for (07) (07) 3403 34038888 8888 Speak and Listen: Listen: 1300 555 727 1300 555 727 then then ask ask for for (07) (07)3403 34038888 8888 Internet relay: Internet relay: iprelay.com.au/call iprelay.com.au/callthen thenenter enter(07) (07)3403 34038888 8888 as the phone number you wish to call as the phone number you wish to call Video Relay Relay Service: Service: relayservice.gov.au relayservice.gov.au Skype Skype name name ‘ace.vrs’ ‘ace.vrs’ then then ask ask for for (07) (07)3403 34038888 8888
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For For language language assistance assistanceplease pleasecall call131 131450 450then then ask for Brisbane City Council on (07) 3403 8888. ask for Brisbane City Council on (07) 3403 8888. Hindi:
भाषाई सहायता क े लि ए क ृपया 131 450 पर फोन करक े ब ्रि सब न े सि ट ी काउ स ं ि ल स े (07) 3403 8888 पर कन क े ट् कि ए जान े का अन ुरोध कर ।े ं
Vietnamese:
Để được trợ giúp về ngôn ngữ, vui lòng gọi số 131 450 rồi đề nghị được nối máy tới Hội Đồng Thành Phố Brisbane theo số (07) 3403 8888.
Korean:
통번역 통번역 서비스가 서비스가 필요하시면 필요하시면 131 131 450 450번으로 번으로 전화해서 전화해서 브리 브리 스번 시의회 (Brisbane City Council) 에 (07) 3403 스번 시의회 (Brisbane City Council) 에 (07) 3403 8888번 8888번 으로 으로 연결해 연결해 달라고 달라고 요청하십시오. 요청하십시오.
Traditional Chinese:
如需語言協助，請撥打 131 450 並要求撥打 (07) 3403 8888 轉接布里斯本市政府。
Simplified Chinese:
如需语言协助 如需语言协助， ，请拨打 请拨打 131 131 450 450 并要求拨打 并要求拨打 (07) 3403 8888 转接布里斯班市政府。 (07) 3403 8888 转接布里斯班市政府。
Arabic: Arabic:
فاتصل بخدمة الرتجمة التحريرية،إذا كنت بحاجة ملرتجم شفهي واطلب التحدث إىل مجلس مدينة131 450 والشفهية عىل الرقم 07 3403 8888 بريزبن عىل الرقم
8 - GLOSSARY 8 - GLOSSARY
245 3
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