BRISBANE CITY COUNCIL
Annual Report 2017-18
Welcome to the Brisbane City Council Annual Report 2017-18
Aerial view of Brisbane at sunset
Brisbane City Council is the largest local government in Australia. Our responsibility is to provide strong leadership and good governance for the people of Brisbane and to effectively manage our resources to ensure Brisbane is a prosperous and vibrant New World City. The Annual Report 2017-18 describes Council’s progress and performance over the course of the financial year, reporting on Annual Plan and Budget 2017-18 and Corporate Plan 2016-17 to 2020-21 – 2017 Update (Corporate Plan) objectives.
How to read the Annual Report This report is divided into sections beginning with an introduction containing information on Brisbane, strategic planning, and the Lord Mayor and CEO reports. The report then provides an overview of Council and the organisation, our Community Financial Report, progress and performance for program and business areas, corporate governance, disclosures and audited financial statements. While care has been taken to ensure all content is complete and accurate, Brisbane City Council cannot guarantee it is without error. Council’s website provides more information about the organisation’s activities, policies and plans for the future. Visit brisbane.qld.gov.au
Acknowledgement Council acknowledges the Traditional Custodians of the land which is now known as Brisbane. Council also pays respect to Elders past and present, and the broader Aboriginal and Torres Strait Islander community of Brisbane.. © 2018 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: brisbane.qld.gov.au
Contents 1 INTRODUCTION
6
3 COMMUNITY FINANCIAL REPORT 50
4 PROGRESS AND PERFORMANCE 58
Brisbane at a glance
9
Financial Summary 2017-18
PROGRAMS 1: Transport for Brisbane
60
3: C lean, Green and Sustainable City
82
Brisbane in profile Strategic planning
2 OUR COUNCIL Lord Mayor’s report
8
12
18
20
Chief Executive Officer’s report 22 Our elected representatives Establishment and Coordination Committee
Executive Management Team Organisational structure
24
Revenue and expenses Assets and liabilities Community equity
easures of financial M sustainability
Rates: Fair and equitable rates and rates concessions
52 52
53
54
56 56
2: Infrastructure for Brisbane
4: Future Brisbane
108
7: Economic Development
132
6: Customer Service
38
8: City Governance
Our people
40
Awards and recognition
47
98
5: L ifestyle and Community Services
28
32
70
122
144
BUSINESS UNITS Transport for Brisbane
156
City Parking
164
Field Services
170
5 CORPORATE GOVERNANCE 180
6 DISCLOSURES 192
Risk management
C ouncillor expenses reimbursement
Corporate Security
Brisbane City Council Audit Committee
183
185 185
C ouncillor attendance, suspensions, conduct and complaints
Registers kept by Council
204
R ight to Information and Information Privacy access requests
188
rants to community G organisations
Code of Conduct
190
188
198
200
Overseas travel
National Competition Policy
195
Executive remuneration
187
Complaints management
194
Councillors’ discretionary funds
201
GLOSSARY 298
INDEX 306 CONTACT DETAILS 311
206 209
Mt Coot-tha Precinct
Assurance Services and Ethical Standards
183
Councillor remuneration
7 ANNUAL FINANCIAL STATEMENTS 244
OLD COPY – DOUBLE CHECK
Introduction In this section: Brisbane in profile Brisbane at a glance Strategic planning
7
Section 1 Brisbane City Council Annual Report 2017-18
Brisbane’s lights reflecting on the river
Brisbane in profile
BRISBANE
Our city EARLY HISTORY Brisbane is named after Sir Thomas Makdougall Brisbane, a noted astronomer and sixth Governor of New South Wales (1821-1825). Aboriginal clans have lived in Australia for more than 60,000 years. Brisbane’s history can be traced back tens of thousands of years, when Aboriginal clans lived in the area we now call Moreton Bay. In 1823, an expedition led by Lieutenant John Oxley and sent by Governor Brisbane to find a location for a convict colony, entered the Brisbane River and found fertile land. The following year an interim penal camp was established at Redcliffe and in 1825 the camp moved to the vicinity now known as William Street in the Brisbane Central Business District (CBD). The penal colony officially closed in 1839, however, it wasn’t until 1842 that the Moreton Bay area was opened for free settlement, with Brisbane as its centre. The original Brisbane municipal Council was officially proclaimed a city by the passing of the Local Authorities Act of 1902. By 1924, the Brisbane area comprised of 20 local authorities and joined boards, which combined to form the modern Brisbane City Council, under the City of Brisbane Act 1924.
MODERN DAY BRISBANE Located on the eastern seaboard, the Brisbane City Council Local Government Area is the largest of Australia’s capital cities by land area, spanning 1342.7 km². Often referred to as the River City, it is built on and around the winding Brisbane River and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and unique Queenslander housing. The river is the heart of the city and sets the backdrop for the bustling CBD, vibrant retail and dining precincts, as well as extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Brisbane is a thriving multicultural city, steadily building on its reputation as Australia’s New World City. It has a multicultural and linguistically diverse population, with nearly one third of residents born overseas and 22% speaking a language other than English at home. Its world-ranking universities and education institutes also drew more than 90,000 international student enrolments in the Greater Brisbane Area in 2017. Brisbane is a global hub in scientific innovation, mining and resources, technology, higher education, meetings and cultural attractions. It has an economy of $162 billion, accounting for 49% of Queensland’s economic output and 9% of Australia’s output.
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Brisbane at a glance 1342.7 km2 L AND AREA
114 km
92,383
INTERNATIONAL STUDENT ENROLMENTS (INCLUDING TERTIARY, TAFE, TECHNICAL AND ENGLISH L ANGUAGE STUDENTS) *
17.1oc
LENGTH OF THE BRISBANE RIVER WITHIN THE BRISBANE CIT Y BOUNDARY
AVERAGE DAILY LOW TEMPERATURE 1
877,382
27.3oc
PEOPLE EMPLOYED IN THE BRISBANE LOCAL GOVERNMENT AREA
AVERAGE DAILY HIGH TEMPERATURE 1
0-14
17.7%
45-64
22.6%
15-24
15.2%
65+
12.2%
25-44
32.3%
POPULATION DEMOGRAPHICS
*Greater Brisbane Area 1 Bureau of Meteorology, July 2018.
Born in Australia
63.6%
Born overseas
30.6%
No response recorded
5.8%
Section 1 Brisbane City Council Annual Report 2017-18
POPULATION BY AGE
9
571
PICNIC GROUNDS
2127
PARKS (NATUR AL AREAS AND URBAN PARKS)
6679 ha
URBAN PARKS MANAGED BY COUNCIL (INCLUDES SPORTS PARKS)
143
DOG OFF-LEASH AREAS IN PARKS
34
LIBRARIES INCLUDING A MOBILE LIBR ARY
22
SWIMMING POOL S
12
CEMETERIES AND CREMATORIA
10
Our Council Brisbane was declared a municipality – an area with its own local government – in 1859. The first election of the municipality was held in October that year, with 37 candidates contesting the nine positions on Council. 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. All residents have the opportunity to elect the Lord Mayor. 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. Guiding these outcomes is the Brisbane Vision 2031 (Brisbane Vision), Council’s long-term community plan for the city. Developed in consultation with the community and adopted in 2013, it details the aspirations for the city’s future and outlines ideas for achieving this vision.
OUR VISION
Brisbane Vision themes
Brisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by all for its friendly, energetic and optimistic character, and subtropical outdoor lifestyle.
Our accessible, connected city
Brisbane will be respected for its strong international relationships, particularly with its Asian neighbours, its boundless innovation and its growing economic prosperity.
Our active, healthy city
Everyone living and working in Brisbane has a role to play in achieving the Brisbane Vision. Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business. However, there are challenges and goals that need effort and cooperation on more than just a local government level. Council will work with various levels of government, other organisations and international partners to progress the aspirations and targets in the vision. The Brisbane Vision also lists actions members of the Brisbane community can take to help achieve the vision for our city.
Our clean, green city
Our friendly, safe city
Our New World City
OUR GOALS maintain or improve quality of life for the Brisbane community ensure Brisbane has the services and infrastructure to meet the liveability and sustainability challenges of the future
Our smart, prosperous city
provide an overarching plan of action for Council, its partners and the people of Brisbane.
Our vibrant, creative city
OUR VALUES
Our well-designed, subtropical city
Council is driven by strong corporate values that guide our thinking, actions and decision making. Council undertakes business with the following values in mind: getting things done value for money passion for Brisbane respect for people responsive customer service working together courage to make a difference.
Section 1 Brisbane City Council Annual Report 2017-18
The main priorities for the Brisbane Vision are to:
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Strategic planning Council’s strategic and corporate plans set the goals and direction for the city’s future.
Council’s strategic planning framework The key elements of Council’s strategic planning framework and associated reports are outlined below:
Long-term Financial Forecast Long-term Asset Management Plan Planning Scheme Council’s Strategies and Plans Local Government Infrastructure Plan
Medium-term Priorities Policy Objectives
Annual Plan and Budget
Annual Report
Corporate Plan
Program and Business Plans Financial Policies
Divisional and Branch Plans
Monthly, Quarterly and Annual Reporting
Operational
Annual
Medium-Term
Long-Term
Long-Term Community Plan (Brisbane Vision)
Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012. The strategic planning framework integrates annual, medium and long-term plans and strategies. Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the achievement of Brisbane Vision outcomes together with effective and efficient delivery of community services.
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LONG-TERM ASSET MANAGEMENT PLAN Council provides, owns and manages much of Brisbane’s infrastructure. Council has asset management plans covering major infrastructure classes including transport, stormwater, bridges, buildings and park assets. Council’s adopted Long-Term Asset Management Plan acknowledges these.
CORPORATE PLAN Council has adopted the Corporate Plan. It sets out Council’s medium-term priorities and objectives. These serve as targets and milestones on a path to achieving the Brisbane Vision. The Corporate Plan provides a bridge between Council’s long-term plans and the Annual Plan and Budget.
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 delivers Corporate Plan objectives across annual horizons. It allocates budget to program outcomes and to the services, activities and projects that contribute to it. The Annual Plan and Budget 2017-18 delivered Council’s commitment to: building smoother streets and continuing to tackle traffic congestion building the local economy while creating new and innovative jobs keeping Brisbane clean, green and sustainable creating new lifestyle and leisure opportunities delivering Australia’s most modern public and active transport, including Brisbane Metro.
ANNUAL PLAN AND BUDGET 2017-18 SUMMARY
Taking real action on traffic congestion, while delivering smoother suburban streets, means getting residents home quicker and safer with more travel options.
Building our local economy while creating new and innovative jobs Supporting small business and nurturing innovation means a strong economy with more jobs right across Brisbane.
Road resurfacing $90 million Wolston Creek Bridge upgrade $11.7 million Congestion busting projects $5.9 million Progress Road Stage 4 $25.1 million Suburban intersection improvements $18.8 million Integrated parking management $10.1 million
Attracting tourism and major events $6.3 million Smart city initiatives $1.1 million Open data $386,000 Expanding free suburban Wi-Fi $249,000 Business Hotline 133 BNE (133 263) $1.5 million Safer business precincts $229,000
Section 1 Brisbane City Council Annual Report 2017-18
Building smoother streets and continuing to tackle traffic congestion
13
Keeping Brisbane clean, green and sustainable
Waste management $131.2 million
Keeping Brisbane clean and green is all about making our city liveable and sustainable for our children and their children to follow.
Love Food Hate Waste $323,000
Recycling initiatives $15.3 million Suburban parks maintenance and enhancement $129.4 million Drainage maintenance and enhancement $94 million Maintaining 100% carbon neutrality $5.9 million
Creating new lifestyle and leisure opportunities
Libraries $69 million
A liveable city is about more than just new jobs and better roads. More leisure options mean exciting events and vibrant local markets, with better facilities and venues for all ages.
River-based leisure and tourism infrastructure $4 million
Delivering Australia’s most modern public and active transport, including the Brisbane Metro
Public transport subsidy $123.9 million
World-class public transport means more buses for the suburbs, fewer cars on the road and quicker, more comfortable trips and more travel options for residents.
Mt Coot-tha Leisure and Adventure Precinct $9.9 million Aquatic centres $17.6 million Supporting markets and events $22.1 million Community facilities maintenance and enhancement $4.7 million
Brisbane Metro $49.7 million DDA* compliant bus stops and ferry terminals $18.3 million Bikeways $28.3 million New CityCat $1.5 million Response to Council bus safety review $1.3 million *Disability Discrimination Act 1992 (DDA)
FINANCIAL MANAGEMENT Council’s Annual Plan and Budget includes long-term financial forecasts and a number of measures of financial sustainability including the three measures of financial sustainability mandated under the City of Brisbane Regulation 2012: asset sustainability ratio net financial liabilities ratio operating surplus ratio. Council’s current year and long-term financial sustainability statements are included with Council’s annual financial statement later in this report.
14
Revenue Ratio Pre accounting standard changes
2027-28 proposed
2026-27 proposed
2025-26 proposed
2024-25 proposed
2023-24 proposed
2022-23 proposed
2021-22 proposed
2020-21 proposed
2019-20 proposed
2018-19 proposed
Ratio formulas and explanation*
2017-18 actuals
FINANCIAL RATIOS
46.3% 49.3% 47.3% 50.3% 50.4% 51.3% 51.9% 53.3% 51.0% 51.4% 52.4%
Post accounting standard changes
45.8% 48.6% 48.8% 49.8% 50.4% 51.7% 49.6% 50.0% 51.1%
Net rates and utility charges revenue/total revenue (Council’s dependence on rate income)
Debt Servicing Cover Pre accounting standard changes
3.8 times
2.7 3.9 times times
3.3 times
3.8 times
3.7 times
3.8 times
3.8 times
5.4 times
5.6 times
5.5 times
3.5 times
3.1 times
3.5 times
3.4 times
3.6 times
3.6 times
5.1 times
5.3 times
5.0 times
Post accounting standard changes
Operating capability increase + debt servicing costs/debt servicing costs (extent to which debt servicing cost requirements are covered by the increase in operating capability)
Debt Servicing Ratio Pre accounting standard changes
7.6%
Post accounting standard changes
7.5%
7.5%
8.0%
8.0%
7.9%
7.8%
7.8%
7.3%
7.3%
7.3%
11.4% 12.0% 11.8% 11.6% 11.6% 11.5% 10.8% 10.6% 10.4%
Debt servicing and redemption cost/total revenue (the capacity of the Council to service its outstanding debt)
Net Debt/Revenue Ratio Pre accounting standard changes
59.2% 79.9% 80.5% 86.7% 86.2% 82.9% 73.5% 74.1% 68.7% 67.7% 64.0%
Post accounting standard changes
103.9% 108.5% 107.6% 101.6% 90.0% 87.8% 79.4% 78.9% 76.0%
Net debt/total revenue (Council’s borrowing ability)
Debt Exposure Ratio
9.3 to 1 8.6 to 1 8.3 to 1 8.0 to 1 7.8 to 1 7.9 to 1 8.2 to 1 8.4 to 1 8.5 to 1 8.5 to 1 8.9 to 1
Post accounting standard changes
4.2 to 1 4.2 to 1 4.2 to 1 4.3 to 1 4.5 to 1 4.7 to 1 4.8 to 1 4.9 to 1 5.1 to 1
Total assets/total liabilities (Council’s exposure to debt)
Debt Commitment Ratio Pre accounting standard changes Post accounting standard changes
16.5% 15.1% 15.8% 16.0% 15.9% 15.4% 15.0% 14.6% 14.3% 14.2% 13.9% 25.0% 24.6% 24.2% 23.3% 23.0% 22.3% 21.8% 21.2% 20.3%
Debt servicing and redemption costs/net rate and utility charges revenue (identifies Council debt redemption strategy)
Net Debt Per Capita Pre accounting standard changes Post accounting standard changes
$1129 $1495 $1625 $1730 $1790 $1794 $1617 $1633 $1626 $1636 $1555 $2169 $2238 $2307 $2267 $2041 $1991 $1931 $1955 $1894
Net debt/population (identifies how much debt Council has per person)
Section 1 Brisbane City Council Annual Report 2017-18
Pre accounting standard changes
15
2027-28 proposed
2026-27 proposed
2025-26 proposed
2024-25 proposed
2023-24 proposed
2022-23 proposed
2021-22 proposed
2020-21 proposed
2019-20 proposed
2018-19 proposed
2017-18 actuals
Ratio formulas and explanation*
Working Capital Ratio Pre accounting standard changes
1.3
0.5
Post accounting standard changes
0.6
0.6
0.6
0.6
0.7
0.6
0.5
0.5
0.6
0.4
0.5
0.5
0.5
0.6
0.4
0.4
0.4
0.5
Current assets/current liabilities (extent to which Council has current assets available to meet short term financial obligations)
Operating Surplus Ratio Pre accounting standard changes
7.4%
0.6%
Post accounting standard changes
0.8%
3.0%
4.6%
3.7%
5.2%
6.1%
6.6%
7.3%
7.7%
-2.3%
0.1%
1.9%
1.2%
3.0%
4.0%
4.8%
5.3%
5.4%
Net operating surplus/total operating revenue (extent to which revenues raised cover operational expenses only or are available for capital funding purposes)
Net Financial Liabilities Ratio Pre accounting standard changes
81.9% 108.4% 112.1% 114.6% 114.3% 110.1% 97.7% 97.3% 96.1% 95.0% 88.9%
Post accounting standard changes
288.3% 278.8% 269.0% 251.5% 227.8% 218.2% 208.0% 201.2% 190.1%
Total liabilities less current assets/total operating revenue (extent to which the net financial liabilities of Council can be serviced by its operating revenues)
Interest Coverage Ratio Pre accounting standard changes
3.6%
4.2%
Post accounting standard changes
4.5%
4.8%
4.8%
4.7%
4.3%
4.1%
3.9%
3.8%
3.6%
5.6%
5.8%
5.8%
5.6%
5.1%
4.8%
4.5%
4.4%
4.3%
Net interest expense on debt service/total operating revenue (extent to which Council’s operating revenues are committed to interest expenses)
Asset Sustainability Ratio Pre accounting standard changes
113.6% 109.7% 81.1% 58.2% 54.2% 65.7% 66.1% 65.1% 61.7% 56.7% 57.5%
Post accounting standard changes
71.4% 51.7% 48.3% 58.6% 59.0% 58.1% 55.1% 50.5% 50.8%
Capital expenditure on the replacement of assets (renewals)/depreciation expense (approximation of the extent to which the infrastructure assets managed by Council are being replaced as these reach the end of their useful lives)
Asset Consumption Ratio Pre accounting standard changes
76.2% 75.0% 74.0% 73.0% 72.1% 71.2% 69.5% 68.7% 68.2% 67.6% 67.0%
Post accounting standard changes
73.1% 72.0% 71.0% 70.1% 68.2% 67.4% 66.8% 66.8% 66.6%
Written down value of infrastructure assets/gross current replacement cost of infrastructure assets (the aged condition of Council’s stock of physical assets)
* Changes to Accounting Standard AASB 16 Leases and AASB 1059 Service Concession Arrangements will take effect from July 2019. These standards impact the financial statements and financial ratios with recognition of the assets and liabilities associated with operating lease and service concession arrangements. In the above table the ratios are reported with the accounting standard impacts excluded (pre accounting standard changes) as well as the ratios with the forecast impact of these accounting standard impacts included (post accounting standard changes).
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17
Section 1 Brisbane City Council Annual Report 2017-18
Sunny day in Brisbane
Our Council In this section: Lord Mayor’s report Chief Executive Officer’s report Our elected representatives Establishment and Coordination Committee Executive Management Team Organisational structure Our people Awards and recognition
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Section 2 Our Council
Brisbane River at dusk
Lord Mayor’s report On behalf of Brisbane City Council, I am pleased to present the Annual Report 2017‑18. Council has delivered a wide variety of projects over the financial year, underpinned by our five-point plan to keep Brisbane heading in the right direction. Every day we work with residents and local communities to make our city what it is today, with a long-term vision that ensures value for money for ratepayers, and makes sure Brisbane continues to be a great place to live, visit and do business. Together we have achieved a lot, and while there’s more to be done, Council can reflect on some notable successes in 2017-18. Delivering Brisbane’s most modern public transport This year saw the delivery of the Plan your Brisbane initiative, culminating in the publication of Brisbane’s Future Blueprint, featuring eight principles with 40 key actions to guide the city’s future. Incorporating feedback from more than 100,000 residents, as part of one of the biggest community engagement exercises in Council’s history, Brisbane’s Future Blueprint will help us shape our next exciting chapter and plan for 386,000 additional residents expected to call Brisbane home by 2041. Our future-focused approach has been underlined by the progress of Brisbane Metro. In March, it was confirmed a High Priority Project on the nation’s Infrastructure Priority List. The Australian Government’s announcement of a $300 million funding commitment and the release of our draft Design Report, mean we are well positioned to deliver this landmark piece of transport infrastructure, with construction planned to commence in 2019 and services in 2023. Getting residents home quicker and safer with more travel options has certainly been a theme of 2017-18 with the release of the Draft Transport Plan for Brisbane – Strategic Directions published, looking ahead to the next 25 years of transport in our city. Alongside this, we continued to deliver essential infrastructure, with Kingsford Smith Drive, Wynnum Road and Telegraph Road upgrades all continuing apace, and a road network resurfacing and maintenance program of $124 million. Our lifestyle and leisure city with more to see and do Council has reinforced its commitment to creating a liveable city while maximising the potential of our iconic Brisbane River. The River Access Network launch provided an implementation plan for a world-class network of river access infrastructure for residents and tourists to enjoy. The Mt Coot-tha Zipline also progressed, with the contract awarded to construct, operate and maintain the new eco-adventure.
20
Under our stewardship, Brisbane continues to be a destination of choice for the events economy. Our city provided the backdrop for hometown hero Jeff Horn’s success in the Battle of Brisbane series, as well as world-class venues and support for the Gold Coast 2018 Commonwealth Games. We will continue to create new lifestyle and leisure opportunities, with more to see and do in 2018-19. Building our economy and creating jobs Brisbane’s economy continues to benefit from our planning and foresight, driven by the Brisbane 2022 New World City Action Plan. Our leisure, tourism and event facilities are key to our ability to attract the best of local, interstate and international business opportunities, which in turn support jobs across the city. Our support for small business and the nurturing of innovation is helping to create new and innovative jobs, with more businesses taking advantage of our 24/7 business hotline (133 BNE), forums, workshops and the refreshed Business in Brisbane website. Council has also expanded the free Wi-Fi network to Hawken Drive, St Lucia, Wynnum town centre, Moorooka town centre and Jackson Road, Sunnybank Hills – ensuring more suburban businesses can benefit from the digital economy. The redevelopment of Howard Smith Wharves, the last of our inner-city wharf sites, has also been an ongoing highlight. It continues to take shape combining its valued heritage and unique waterfront location to become a major asset for the Brisbane of tomorrow. As we reflect on the last 12 months and look forward to the next financial year, we will continue to make it our business to ensure Brisbane remains a key business destination. Clean, green and sustainable – a liveable city for future generations As Australia’s most biodiverse capital city, Brisbane’s clean, green statistics make for impressive reading. Council has maintained its 100% carbon neutral status in 2017-18, ensuring our prestigious status as Australia’s largest carbon neutral organisation. Our city’s 35% natural habitat cover – on track for our target of 40% by 2031 – combined with our expanding network of more than 2100 parks, means our children can enjoy a liveable city today, while their children will reap the benefit of our sustainable working practices tomorrow. Our accelerated Bushland Acquisition program continues to drive us towards our target of delivering 10 years’ worth of habitat reserves in the space of just four years. I eagerly anticipate seeing further progress on this front, as well as on our new Northern Wetlands Environment Centre at Boondall. The opening of the Brisbane Koala Science Institute will also position Brisbane as the ‘koala capital’ of Australia, thanks to a $2 million Council investment. None of these projects would be possible without the hard work of Council staff, all of whom I thank for their dedication to a better Brisbane.
Graham Quirk Lord Mayor
Section 2 Our Council
I look forward to working with all of you in 2018-19, in addition to all the residents and local communities who combine to make our city a great place to live, work and relax.
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CEO’s report Over the course of the financial year, Council has continued to deliver on our commitment to making Brisbane the best city it can be. Whether for the benefit of residents, visitors, businesses or all of these, our projects have continued to deliver better value for all those who live, work and play in Australia’s New World City. Our staff, services and systems have been guided by the Corporate Plan, ensuring we reflect our community and its needs while meeting present and future requirements. Council is also a Zero Harm organisation and a nationally recognised employer of choice, so ensuring we create a workplace that is safe and inclusive for all is central to effectively implementing the Corporate Plan. Staff dedicated to a better Brisbane Council has a skilled and diverse workforce, boasting more than 50 occupational groups across a broad range of service areas, and we have continued our focus on building our inclusive, collaborative values-based culture during 2017-18. Our ongoing delivery of the innovative and award‑winning DisABILITY ACTION at WORK program provided 16 weeks of paid work experience and career development for 23 people with disability. Meanwhile, our hosting of the Help 2 Diversify our City (H2DOC) program provided a pathway for 22 people with disability, or Aboriginal and Torres Strait Islander peoples, or people with refugee backgrounds to attain a Certificate I in Business Administration. Our commitment to fostering an inclusive working environment was recognised by our Gold Status Award in the 2018 Australian LGBTI Awards, while our foresight in creating a skilled workforce for the future was reflected in the 81% average overall completion rate achieved by apprentices in our four year apprenticeship program, almost 30% higher than the Queensland average. Council has continued to provide a 24/7 service to its customers, with our Contact Centre offering support to residents and businesses via phone and social media. Value for money services The past 12 months have seen the delivery of Brisbane’s Future Blueprint. Designed with the input of more than 100,000 residents, the document will help us to guide decisions around the city’s future growth as we prepare to cater for an extra 386,000 residents by 2041. With an increasing population comes the requirement to meet more needs, with more efficiency and Council has gone from strength to strength in this area during 2017-18.
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Our increasing engagement with customers on social media, use of Eventbrite to enable online bookings for Council events and the growing popularity of our eRates online payment system are all indicative of our dedication to making it easier for people to get in touch with us. Doing business with Council is also getting easier, with our Better Brisbane Proposals initiative offering a streamlined process for our city’s innovators and entrepreneurs to pitch ideas and services to help build the Brisbane of tomorrow. The Brisbane of today, meanwhile, continues to grow and diversify its world-class offering of services for residents. The opening of Bunyapa Park in West End (West End Urban Common) and upgrade works to the New Farm Library, notable highlights of 2017-18, are great examples of why our network of parks and libraries remain well-used and well-loved by people of all ages. Council’s dedication to providing essential services to residents has again been front of mind, with more than 1 million m2 of road pavement resurfaced, new or upgraded footpaths delivered in 227 streets and the largest waste service contracts in Australia awarded. The development of the flagship Brisbane Metro project has been a significant area of progress in 2017‑18. Following the release of the draft Design Report in April 2018, detailed design and construction of Brisbane Metro is planned to commence in 2019, with services commencing in 2023. Delivering now and into the future Council has maintained its carbon neutral status through a combination of environmentally conscious management practices, including investing in internal energy efficiency and emissions reduction projects, as well as renewable energy and carbon offset purchases. To maintain such a clean, green badge of honour as an organisation of Council’s size and complexity is a true achievement and one which we will strive to maintain by measuring, reducing and offsetting our operational greenhouse gas emissions. Working here is a privilege and it is one I am proud to share with more than 8090 colleagues working across more than 380 different jobs. The 18,234 applications we received for roles in Council during 2017-18 show we remain an employer of choice and one recognised for the development of our people, as well as of our New World City. I thank Lord Mayor Graham Quirk and members of the Establishment and Coordination Committee for keeping Brisbane heading in the right direction, as well as the Executive Management Team for their support and the collective leadership of the organisation. I also thank the employees of Council for their daily dedication to improving the quality of life for residents now and into the future.
Section 2 Our Council
Colin Jensen Chief Executive Officer
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Our elected representatives
Liberal National Party (LNP) Australian Labor Party (ALP)
Bracken Ridge
Wynnum Manly
Green
Deagon
Independent Not to scale
McDowall Marchant
Wynnum Manly
Northgate
Hamilton
Wynnum Manly
Enoggera The Gap Wynnum Manly
Central Paddington
Doboy Morning side The Gabba
Pullenvale Walter Taylor
Coorparoo Holland Park
Tennyson
Chandler
Jamboree
Macgregor
Moorooka
Runcorn Forest Lake
Calamvale
24
Wynnum Manly
Panorama view of Brisbane’s skyline
LORD MAYOR
BRACKEN RIDGE
CALAMVALE
Cr Graham Quirk (LNP)
Cr Amanda Cooper (LNP)
Cr Angela Owen (LNP)
Office of the Lord Mayor GPO Box 2287 Brisbane Qld 4001
Bracken Ridge Ward Office
Calamvale Ward Office
Cnr Bracken and Barrett Streets Bracken Ridge Qld 4017 (07) 3667 6000 brackenridge.ward@ bcc.qld.gov.au
Shop 10, Central Park Medical Centre 168 Algester Road Calamvale Qld 4116 (07) 3131 7022 calamvale.ward@bcc.qld.gov.au
Elected as Councillor 1985 Appointed as Lord Mayor 2011 Elected as Lord Mayor 2012 Number of voters 762,963
Appointed to Council 2007 Elected 2008 Number of voters 29,424
Elected 2008 Number of voters 28,660
CENTRAL
CHANDLER
COORPAROO
Cr Vicki Howard (LNP)
Cr Adrian Schrinner (LNP)
Cr Ian McKenzie (LNP)
Central Ward Office
Chandler Ward Office
Coorparoo Ward Office
Shop 11, 31 Duncan Street Fortitude Valley Qld 4006 (07) 3403 0254 central.ward@bcc.qld.gov.au
Shop 8, Millennium Centre 14 Millennium Boulevard Carindale Qld 4152 (07) 3407 1400 chandler.ward@bcc.qld.gov.au
Suite 6, 737 Logan Road Greenslopes Qld 4120 (07) 3403 2101 coorparoo.ward@bcc.qld.gov.au
Elected 2012 Number of voters 30,996
Elected 2005 Number of voters 26,385
Elected 2008 Number of voters 29,709
DEAGON
DOBOY
ENOGGERA
Cr Jared Cassidy (ALP)
Cr Ryan Murphy (LNP)
Cr Andrew Wines (LNP)
Deagon Ward Office
Doboy Ward Office
Enoggera Ward Office
Cliff Street Sandgate Qld 4017 (07) 3667 6011 deagon.ward@bcc.qld.gov.au
Shop 5, 1181 Wynnum Road Cannon Hill Qld 4170 (07) 3407 8800 doboy.ward@bcc.qld.gov.au
Appointed to Council 2015 Elected 2016 Number of voters 29,131
Elected 2012 Number of voters 28,721
102 Samford Road (Cnr Cole Street) Alderley Qld 4051 (07) 3407 2510 enoggera.ward@bcc.qld.gov.au Elected 2008 Number of voters 30,929
Section 2 Our Council
(07) 3403 4400 lord.mayor@brisbane.qld.gov.au
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Our elected representatives continued FOREST LAKE
HAMILTON
HOLLAND PARK
Cr Charles Strunk (ALP)
Cr David McLachlan (LNP)
Cr Krista Adams (LNP)
Forest Lake Ward Office
Hamilton Ward Office
Holland Park Ward Office
Inala Library Building Cnr Wirraway Parade and Corsair Avenue, Inala Qld 4077 (07) 3407 1211 forestlake.ward@bcc.qld.gov.au
42 Racecourse Road Hamilton Qld 4007 (07) 3403 1095 hamilton.ward@bcc.qld.gov.au
Shop 13, 1290 Logan Road Mt Gravatt Qld 4122 (07) 3403 7791 hollandpark.ward@bcc.qld.gov.au
Elected 2006 Number of voters 30,208
Elected 2008 Number of voters 28,046
JAMBOREE
MACGREGOR
MARCHANT
Cr Matthew Bourke (LNP)
Cr Steven Huang (LNP)
Cr Fiona King (LNP)
Jamboree Ward Office
MacGregor Ward Office
Marchant Ward Office
Shop 146A, Mt Ommaney Shopping Centre, 171 Dandenong Road Mt Ommaney Qld 4074 (07) 3407 7000 jamboree.ward@bcc.qld.gov.au
Ground Floor, 2072 Logan Road Upper Mt Gravatt Qld 4122 (07) 3407 8500 macgregor.ward@bcc.qld.gov.au
North Regional Business Centre Level 1, 375 Hamilton Road Chermside Qld 4032 (07) 3407 0707 marchant.ward@bcc.qld.gov.au
Elected 2016 Number of voters 29,960
Elected 2008 Number of voters 27,550
Elected 2008 Number of voters 30,515
MCDOWALL
MOOROOKA
MORNINGSIDE
Cr Norm Wyndham (LNP)
Cr Steve Griffiths (ALP)
Cr Kara Cook (ALP)
McDowall Ward Office
Moorooka Ward Office
Morningside 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
Shop 2, 122 Beaudesert Road Moorooka Qld 4105 (07) 3403 1730 moorooka.ward@bcc.qld.gov.au
Ground Floor, 63 Oxford Street Bulimba Qld 4171 (07) 3407 8200 morningside.ward@bcc.qld.gov.au
Appointed to Council 2003 Elected 2004 Number of voters 28,440
Elected 2018 Number of voters 30,614
Elected 2004 Number of voters 29,846
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Appointed to Council 2011 Elected 2012 Number of voters 27,256
Panorama view of Brisbane’s skyline
NORTHGATE
PADDINGTON
PULLENVALE
Cr Adam Allan (LNP)
Cr Peter Matic (LNP)
Cr Kate Richards (LNP)
Northgate Ward Office
Paddington Ward Office
Pullenvale Ward Office
Banyo Library Building 284 St Vincents Road Banyo Qld 4014 (07) 3403 2210 northgate.ward@bcc.qld.gov.au
44 Latrobe Terrace Paddington Qld 4064 (07) 3403 2520 paddington.ward@bcc.qld.gov.au
Kenmore Library Building 9 Brookfield Road Kenmore Qld 4069 (07) 3407 0220 pullenvale.ward@bcc.qld.gov.au
Elected 2016 Number of voters 31,441
Appointed to Council 2007 Elected 2008 Number of voters 30,322
RUNCORN
TENNYSON
THE GABBA
Cr Kim Marx (LNP)
Cr Nicole Johnston (IND)
Cr Jonathan Sri (GRN)
Runcorn Ward Office
Tennyson Ward Office
The Gabba Ward Office
BCC Sunnybank Centre 121 Lister Street Sunnybank Qld 4109 (07) 3407 0566 runcorn.ward@bcc.qld.gov.au
Fairfield Gardens 180 Fairfield Road Fairfield Qld 4103 (07) 3403 8605 tennyson.ward@bcc.qld.gov.au
2/63 Annerley Road (Cnr Crown Street) Woolloongabba Qld 4102 (07) 3403 2165 thegabba.ward@bcc.qld.gov.au
Elected 2012 Number of voters 27,100
Elected 2008 Number of voters 28,512
Elected 2016 Number of voters 31,708
THE GAP
WALTER TAYLOR
WYNNUM MANLY
Cr Steven Toomey (LNP)
Cr Julian Simmonds (LNP)
Cr Peter Cumming (ALP)
The Gap Ward Office
Walter Taylor Ward Office
Leader of the Opposition
477 Waterworks Road Ashgrove Qld 4060 (07) 3407 1900 thegap.ward@bcc.qld.gov.au
Ground Floor, 70 Station Road Indooroopilly Qld 4068 (07) 3407 0005 waltertaylor.ward@bcc.qld.gov.au
Appointed to Council 2015 Elected 2016 Number of voters 29,596
Elected 2010 Number of voters 29,402
Wynnum Manly Ward Office 3A/212 Bay Terrace (Cnr Pine Street) Wynnum Qld 4178 (07) 3403 2180 wynnummanly.ward@ bcc.qld.gov.au
Elected 2016 Number of voters 29,633
Section 2 Our Council
Elected 1994 Number of voters 28,859
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View of Brisbane from South Bank Parklands
Establishment and Coordination Committee The Establishment and Coordination Committee is known as Civic Cabinet. Council has eight standing committees, including the Establishment and Coordination Committee, which are made up of and chaired by elected representatives. The members of the Establishment and Coordination Committee are the Lord Mayor (Chairman) and all seven committee Chairmen. The Chief Executive Officer acts as Secretary of the Establishment and Coordination Committee, provides executive advice and reports back to Council as an organisation. At its highest level, the Establishment and Coordination Committee sets the strategic direction for Brisbane as a city and Council as an organisation. The Establishment and Coordination Committee acts with Council’s authority in a range of matters including procurement, reporting and policy development. The Establishment and Coordination Committee also reviews and makes recommendations to full Council on major plans, corporate documents and city finances. Each committee considers Council policy, provides advice to Council and delivers results for the people of Brisbane across a wide range of areas such as infrastructure, public transport and the environment. Brisbane City Council committees include: Establishment and Coordination Committee (Civic Cabinet) City Planning Committee Environment, Parks and Sustainability Committee Field Services Committee Finance and Economic Development Committee Infrastructure Committee Lifestyle and Community Services Committee Public and Active Transport Committee. The Establishment and Coordination Committee meets each Monday morning.
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Councillor Graham Quirk
Councillor Adrian Schrinner
Councillor Krista Adams
Lord Mayor
Deputy Mayor
Elected in 1985
Chairman, Public and Active Transport Committee
Chairman, Finance and Economic Development Committee
Lord Mayor 2011-present Areas of responsibility Elected leader of Brisbane City Council Chairman of Civic Cabinet and an ex-officio member of all Council committees Spokesperson for Council to the media or at community events Ceremonial duties such as citizenship ceremonies and opening new facilities Working with the Chief Executive Officer on Council business Delivering Council’s Annual Plan and Budget
Elected in 2005 Member of the Establishment and Coordination Committee since 2008 Deputy Mayor since 2011 Areas of responsibility Brisbane Metro Transport for Brisbane Public transport infrastructure Bikeway construction and network Active School Travel
Elected in 2008 Chairman of Council 2010-12 Member of the Establishment and Coordination Committee since 2012 Areas of responsibility Financial management of Australia’s largest Council Economic development to ensure business and jobs growth Corporate services including procurement, risk management, legal services, human resources, communication, information and technology Councillor assisting the Lord Mayor with International Relations and Multicultural Affairs Brisbane State Emergency Service Disaster management and preparedness
Section 2 Our Council
Member of the Establishment and Coordination Committee 1988-1991, 2004-present
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Establishment and Coordination Committee continued
Councillor Matthew Bourke
Councillor Amanda Cooper
Councillor Peter Matic
Chairman, Lifestyle and Community Services Committee
Chairman, Infrastructure Committee
Chairman, Field Services Committee
Appointed to Council in 2007
Appointed to Council in 2007
Elected in 2008
Member of the Establishment and Coordination Committee since 2008
Elected in 2008 Member of the Establishment and Coordination Committee since 2012 Areas of responsibility Vibrant, caring and inclusive local communities
Areas of responsibility
Areas of responsibility
Civil construction
Infrastructure asset management and optimisation
Quarry products
Promoting an active and healthy lifestyle
City projects
Waste management
Libraries
Transport infrastructure
Park maintenance
Transport strategy and planning
City cleansing activities
Contact Centre and Business Hotline 133BNE (133 263)
Cultural activities for Brisbane residents Community partnerships Community safety Environmental health risks and minimising safety hazards Local laws and regulation Compliance and Regulatory Services Community facilities, including pools and community halls
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Member of the Establishment and Coordination Committee since 2008
Road upgrades Road use management Congestion reduction
Asphalt manufacture and laying
Fleet solutions
CHAIRMAN OF COUNCIL
Councillor David McLachlan
Councillor Julian Simmonds
Councillor Angela Owen
Chairman, Environment, Parks and Sustainability Committee
Chairman, City Planning Committee
Chairman of Council
Elected in 2010
Elected in 2006
Member of the Establishment and Coordination Committee since 2011
Chairman of Council since 2015
Areas of responsibility
Areas of responsibility
City sustainability
Planning for sustainable development
Brisbane’s urban forest, parks, gardens and waterways
Protection of Brisbane’s unique character and heritage
Promoting energy efficiency
Development assessment processes
Sustainable water management
Neighbourhood plans, urban renewal projects and strategic planning across Brisbane
Air quality Biodiversity Minimising environmental risks Supporting environmental volunteer groups Promoting sustainable behaviours
Areas of responsibility Control of the Council Chamber and surroundings Presiding officer at all meetings of Brisbane City Council
Infrastructure planning to support development Urban design and city of lights Public art Planning for resilience to natural hazards such as flooding
Section 2 Our Council
Member of the Establishment and Coordination Committee since 2008
Elected in 2008
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Executive Management Team The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team. The CEO reports to Council.
Colin Jensen
Chief Executive Officer Joined Council in 2009 Qualifications Bachelor of Civil Engineering (Honours) Graduate Australian Institute of Company Directors (AICD) Honorary Fellow Engineers Australia Fellow Australian Academy of Technological Sciences and Engineering (ATSE) Significant Achievements Extensive public-sector career in Queensland Government, including Director-General of the Department of Infrastructure and Planning, and Coordinator-General for Queensland. Consistently named one of Australia’s top 100 most influential engineers by Civil Engineers Australia magazine. Received the Queensland University of Technology Chancellor’s Outstanding Alumnus Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for 2011. Awarded Queensland 2010/11 National Emergency Medal for service in the January 2011 floods.
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Pip Hold
Divisional Manager, City Administration and Governance Joined Council in 2009 Qualifications Bachelor of Arts (Politics and German) Graduate Australian Institute of Company Directors (AICD) Certificate III and IV in Footwear Production Significant Achievements Extensive career in the public sector including local, state and Australian government.
Divisional Manager, City Planning and Sustainability Joined Council in 1993 Qualifications Bachelor of Arts (Organisational Psychology) Master of Rehabilitation Member Australian Institute of Company Directors (AICD) Significant Achievements Career spanning more than 20 years in leadership and executive roles in Council. Current directorship: Chairman, City Parklands Services Pty Ltd and member of South Bank Corporation Board. Executive Sponsor for Council’s LGBTI Employee and Ally Network, River City Pride. Received the Urban Development Institute of Australia (UDIA) Women in Development – Outstanding Achievement by a Woman – Government Award in 2010. Finalist in the Australian Institute of Management Excellence Awards, Professional Manager of the Year category in 2013. Section 2 Our Council
Andrea Kenafake
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Executive Management Team continued Scott Stewart
Divisional Manager, Brisbane Infrastructure Joined Council in 2005 Qualifications Bachelor of Engineering (First Class Honours) Master of Engineering Science (Project Management) Graduate Australian Institute of Company Directors (AICD) INSEAD Advanced Management Program (France) Significant Achievements More than 28 years of infrastructure and executive experience across local and international roles in the private and public sectors. Experience includes major road, rail and urban infrastructure projects in Hong Kong, the United Kingdom, Singapore and Australia. Responsible for the development and delivery of major projects including Council’s TransApex program, the Go Between Bridge, Legacy Way and flood recovery from Brisbane’s 2011 and 2013 events. Responsible for delivery of Council’s infrastructure portfolio, which includes transport planning and operations, asset management, congestion reduction, project development and delivery, and field services including construction, maintenance and waste.
Geoffrey Beck
Divisional Manager, Transport for Brisbane Joined Council in 2009 Qualifications Bachelor of Engineering (Civil) Master of Applied Science Graduate Diploma of Management Graduate Diploma of Strategic Studies Graduate of Army Command and Staff College Joint Services Staff College and Centre for Defence and Strategic Studies Significant Achievements Significant public sector experience in Australian Government including Defence – Director General Capital Infrastructure and Head of Defence Infrastructure. Private sector roles with Raytheon and GHD. Extensive military career including operational roles in Namibia.
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Paul Salvati
Divisional Manager, Lifestyle and Community Services Joined Council in 2009 Qualifications Bachelor of Business Management Master of Business Administration Member Australian Institute of Company Directors (AICD) Significant Achievements Work experience spanning the private sector and all tiers of government in Australia. Consulted both domestically and abroad on service delivery transformation. Director of Channel Management at Smart Service Queensland, winning multiple service delivery awards at state and national levels. Manager, Customer Services in Council 2009-12 where accomplishments included the development and implementation of Council’s Customer Focus Vision, and the successful delivery of the Customer Experience Transformation Program.
Divisional Manager, Organisational Services Joined Council in 2017 Qualifications Bachelor of Business (International Business and Marketing) Associate Diploma in Electrical Engineering (Telecommunications) Certificate of Management General Manager Program Graduate Australian Institute of Company Directors (AICD) Significant Achievements CEO of Redland City Council. Executive General Manager roles with Energex and Telstra. Responsible for finance, human resources, strategic procurement, corporate communication, service delivery and information services for Council.
Section 2 Our Council
Bill Lyon
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Executive Management Team continued Mica Julien
Executive Manager, Field Services Joined Council in 1991 Qualifications Bachelor of Business (Tourism) Associate Diploma in the Neuroscience of Leadership Certificate IV in Competitive Systems and Processes Professional Certified Coach Significant Achievements Significant career spanning more than 26 years in Council. Leading Field Services to a steady improvement in staff engagement and value. On track to achieve Zero Harm within Field Services by the end of 2018, with a holistic health and wellness strategy across all branches. Leading Field Services to systematically and substantially improve customer satisfaction across all business lines. Leading a significant agenda across Field Services to embrace a lean and agile approach to continuous improvement.
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Section 2 Our Council
Brisbane Botanic Gardens Mt Coot-tha
Organisational structure Lord Mayor
Establishment and Coordination Committee
Council Standing Committees
Council
Chief Executive Officer
City Administration and Governance
Brisbane Infrastructure
Organisational Services
Lifestyle and Community Services
City Planning and Sustainability
Transport for Brisbane
Elected Representative
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Corporate
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Section 2 Our Council
Bullimba ferry terminal by @playfullens
Our people
>380
different types of jobs and >8090 FTEs* at Council
Council is a responsible and attractive employer with people who are enthusiastic, well-trained, appropriately resourced and dedicated to a better Brisbane.
Performance – key results and achievements RESPONSIBLE AND ATTRACTIVE EMPLOYER Council is an attractive employer, offering a wide variety of jobs and careers in more than 50 occupational groups across a broad range of service areas including roads, public transport, community services, economic development and city planning. ‘Dedicated to a better Brisbane’ is more than just Council’s motto. It is a commitment to the people of Brisbane that we ensure the city is a great place to live, work and relax, now and into the future.
DisABILITY ACTION at WORK provided 16 weeks’ work experience and career development for 23 people
The organisation continues to develop a workforce that provides value for money services to the community by being adaptable, capable, cost‑effective and productive in order to create a city that is accessible and offers opportunities for all. People working for Council are enthusiastic, well-trained, appropriately resourced and committed to a better Brisbane. In 2017-18, Council received more than 18,234 job applications, with 1817 successful applicants appointed. Council is recognised for its high standards in workforce management and this financial year received the Award for Excellence – Workplace Wellbeing, awarded by the Local Government Managers Australia, Queensland, as well as being the first local government in Australia to be awarded Gold Employer status at the Australian Lesbian, Gay, Bisexual, Transgender, Intersex (LGBTI) Inclusion Awards. To continue to drive organisational performance, Council continued to implement Our People 2017-2022, a plan for its future workforce. This plan focuses on four key aims for the organisation’s people and workforce: attracting and retaining the best talent
The Mentally Healthy Workplaces project trained 20 people to deliver mental health awareness workshops
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creating and maintaining a positive and productive work environment developing and supporting people to reach their potential fostering inspiring and engaging leadership.
*Full-time equivalent employees (FTEs)
Attracting and retaining our people Council continues to attract and retain its people by offering challenging and diverse roles that directly impact the community. It promotes workplace benefits which drive performance, and develops and supports its people through inspiring and engaging leadership. Council offers a variety of employee support services, including an Employee Assistance Program and the provision of carers’ rooms, as well as leave options such as mid-career breaks, study leave, parental leave, domestic and family violence leave, and cultural and ceremonial leave. Technology and commercial offers are also available to employees, enabling them to save money on items including computers and software.
KEY ACTIVITIES FOR 2017-18 Continued to focus on building Council’s values-based culture through the inclusion of collaboration as part of the 2017-18 corporate goal for all employees. Continued to be one of the largest employers of apprentices in the Brisbane metropolitan area: –– 26 apprentices joined Council, with 54% aged 21 years and under –– 12% of Council’s apprentices are from equity and diversity target groups (excluding youth) –– Council’s apprentices achieved an 81% average overall completion rate for the four-year apprenticeship program, compared to the Queensland average completion rate of 51.4%. Developed tailored workforce data and analytics to support strategic workforce planning for all Council divisions.
Launched the corporate mentoring program with 70 mentors and 70 mentees
377
participants in traineeships, work experience, cadetships graduates, apprenticeships and talent pathways
Successfully delivered employment programs to 377 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (both domestic and international students), graduates, apprenticeships and talent pathways programs.
Focused on building the organisation’s capabilities in science, technology, engineering and mathematics (STEM), based on strategic workforce planning, through established employment programs including talent pathways and graduates involving 35 participants.
18,234 applications for roles in Council
Section 2 Our Council
Continued to provide work opportunities, with 26 unpaid tertiary students (domestic and international) and pre-trades candidates securing employment positions in Council.
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Brisbane City Hall clock tower
Positive and productive work environment The work environment at Council fosters innovation, collaboration and respect, and encourages all employees to act in a Zero Harm manner. This contributes to a positive values-based culture that is diverse and inclusive. Council appreciates the importance of a healthy work/life balance. It provides a range of options and benefits to support employees, and has implemented a wellness model to ensure each employee has control of their personal wellbeing, both during and outside of work, and can readily access assistance to improve their overall wellness. To deliver a better Brisbane and manage Council’s Industrial Relations Framework, the organisation provides strategic industrial relations advice and sustainable workplace solutions to shape the workforce. Contemporary workplace arrangements are encouraged and a variety of flexible work options offered to meet business and workforce needs. These include flex time and flexible working hours, part-time and job‑share arrangements and telecommuting.
KEY ACTIVITIES FOR 2017-18 Trialled activity-based working for employees in a CBD location, providing people with a choice of settings for a variety of work activities to create more flexible, efficient and productive ways of working. Completed analysis of feedback received in the 2017 Your Voice employee engagement survey, and conducted further investigation including qualitative research and employee workshops, with actions implemented for the continued improvement of Council’s employee experience to maximise engagement. Successfully negotiated with 11 unions for a new Enterprise Bargaining Agreement (EBA9) with preparations for certification, and made an administrative payment for EBA8 employees. Enhanced clarity around performance expectations through capability building for managers and team leaders, and regular communication for all employees. Of eligible Council employees, 86% completed the performance leadership conversations, with 83% agreeing the conversation helped them understand their contribution. Reviewed the employee training programs that support Council’s Code of Conduct to ensure the standards and behaviours Council expects of its employees are clear in meeting community expectations and legislative requirements. Increased the uptake of Council’s enterprise social collaboration platform (Yammer) and video conferencing to build employee engagement, collaboration and connection.
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Valuing diversity and inclusion Equity and diversity continue to be a priority for Council, with the Equity and Diversity Framework outlining focus areas and commitments, while guiding the organisation in achieving its objectives and complying with anti-discrimination and equal employment opportunity legislation. The framework keeps the focus on existing equity groups (Aboriginal and Torres Strait Islander peoples, women, people from culturally and linguistically diverse backgrounds, and people with disability). It also provides the flexibility to encompass a broader spectrum of diversity, including mature workers, carers, young people and the lesbian, gay, bisexual, transgender, intersex and queer (LGBTIQ+) community.
KEY ACTIVITIES FOR 2017-18 Continued delivery of the innovative and award‑winning DisABILITY ACTION at WORK program, providing 16 weeks of paid work experience and career development for 23 people with disability. Council was a host organisation in the Help 2 Diversify our City (H2DOC) program. In partnership with HELP Enterprises: –– Council provided a pathway for Aboriginal and Torres Strait Islander peoples, people with disability and people with a refugee background to attain a Certificate I in Business Administration –– 22 participants worked across a number of business areas supporting Council operations. Provided temporary employment to 10 Aboriginal and Torres Strait Islander youth aged 15-24 to complete Certificate III in Business traineeships. This was part of the Commonwealth Games 2018 First Start Traineeship, a cross-agency initiative of Council and the Australian and Queensland governments. Reviewed the Equity and Diversity Framework and commenced development of the Inclusion Blueprint, and supported organisational initiatives to provide direction and action to advance Council’s diversity and inclusion agenda. Delivered dedicated LGBTIQ+ Ally training and awareness training for 80 participants. Achieved Gold Employer status in the Australian Workplace Equality Index, the national benchmark instrument assessing LGBTI workplace inclusion.
Section 2 Our Council
Undertook initial research for the development of a framework that defines holistic mature-age workforce management and promotes tools and services that support employees transitioning to retirement.
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41,733 employee registrations for training
Safe and healthy work environment Council takes the wellness, safety and health of its people very seriously, and is committed to being a Zero Harm organisation with workplaces free of injury, illness and incident. It is committed to understanding all contributing factors that impede or assist the achievement of Zero Harm, and continues to promote and involve its employees in developing safe, healthy and fair workplaces. The organisation proactively addresses wellbeing and safety, focusing on leadership, building capability and using information effectively. It provides information and services to its people to manage their wellbeing, and everyone takes personal responsibility for Zero Harm. Council supports its people to be physically and psychologically fit for work.
KEY ACTIVITIES FOR 2017-18 Delivered wellness information and discussion sessions to 5308 employees
Developed a suite of measurement tools (Workplace Wellness report, the Health and Wellness behaviour survey, and the Worksite evaluation tool) to help identify and address workplace health and wellness risks. Commenced the Mentally Healthy Workplaces project by establishing a Mentally Healthy Workplaces Network of 20 trained facilitators to deliver mental health awareness workshops across the organisation. Continued to increase patronage to Council’s wellness centres, with a 9% membership increase on last year. Increased face-to-face wellness interactions and group attendance at classes by 4%. Engaged with 84% of Council’s branches via a variety of wellness service models. Undertook the external 2017 Self-Insurance Workplace Health and Safety (WHS) Audit with a 76% result.
Achieved Gold Employer status in the Australian Workplace Equality Index, the national benchmark instrument assessing LGBTI workplace inclusion
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Refreshed and commenced the implementation of the Organisational Zero Harm Strategy 2018–2022 and Zero Harm Cultural Roadmap to drive enhanced performance through a leadership focus. Developed the WHS Training Needs Analysis to address critical capability requirements. Delivered wellness information and discussion sessions to 5308 employees to improve their knowledge and health behaviours.
Developing and supporting our people Council’s people are developed and supported to best meet the needs of the city, now and into the future. The organisation continues to build a workforce that reflects the community it serves, and delivers learning outcomes that maximise workforce productivity and customer service. Career paths are important in Council and the organisation invests in employee training and career development. A number of learning programs and career development options allow employees to gain more skills and knowledge, move around the organisation, change jobs or fields, or undertake formal study. Council is focused on supporting its people to continually improve service delivery to meet the changing needs of the community. This is done through building change management capability to ensure its people can deliver well-planned and timely change activities. Council provides a positive and supportive working environment to employees, and works closely with staff to assist with workplace transitions.
KEY ACTIVITIES FOR 2017-18 Continued support for change initiatives by delivering 19 workshops and 81 one-on-one coaching sessions for 314 employees. Continued to improve Council’s human resource processes with the review and transition of more than 1300 self-service guides, fact sheets and intranet pages to the new SharePoint platform. Continued to review and refine mandatory capabilities in line with workplace health and safety legislation and job-specific requirements, with more than 1700 changes to jobs and positions across Council. Launched the corporate mentoring program with 70 mentors and mentees, connecting 140 people in Council to assist with each other’s learning goals. Assisted 554 employees in managing their careers through access to career guidance coaching, online career development programs, networking opportunities (including mentoring and work‑shadowing) and the intranet for career tools and resources. Hosted three Lord Mayor’s Awards for Excellence, with 18 Lord Mayor Certificates of Excellence and 23 Lord Mayor Commendations awarded. Hosted three Lord Mayor Commitment to Council Awards for 71 employees who had attained 35 or more years of service.
Section 2 Our Council
Received 41,733 employee registrations for training.
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Inspiring and engaging leadership Council’s people are supported to deliver the Brisbane Vision. Council recognises leaders at all levels actively shape and contribute to the organisation’s values-based culture and inspire teams to reach their potential. The organisation continues to foster inspiring and engaging leaders and a dynamic workforce by building leadership capability. To do this, Council has developed a set of common capabilities and behaviours known as the Leadership Blueprint, which defines successful leadership and is used consistently in the recruitment and leadership development processes.
KEY ACTIVITIES FOR 2017-18 Continued to roll out the Council-wide Leadership Blueprint, with the integration of the blueprint into performance conversations and setting of development goals for more than 900 leaders, supported by the Leadership Blueprint Self-Assessment tool. In line with the Leadership Blueprint, leaders across Council engaged in activities to inform their leadership development goals, including 157 leaders who received 360 degree feedback and 168 leaders who undertook capability assessment via a Development Assessment Centre model. Delivered a successful Team Leader Conference based around the Leadership Blueprint capability of Connection – Fostering Relationships and Embracing Diversity attended by 256 team leaders from across Council. Delivered 128 leadership development courses, including five HR Governance and Fundamentals, two Leading My Team Through Change and four Leadership in Action, to equip leaders with skills and knowledge in the Leadership Blueprint capabilities. Incorporated scenario-based assessment and key accountability and selection criteria aligned to the Leadership Blueprint capabilities in more than 81 leader positions recruited. Executive leaders (150) completed sessions to support their development goals. This has been supported by the commencement of an Executive Development Yammer Group, a forum for discussion on development topics. Personal feedback reports were received by 111 leaders (based on feedback from 921 employees) to assist in improving the quality of performance leadership conversations.
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Awards and recognition Awardee
Award
Awarding body
Brisbane City Council
Gold Award – Annual Report
Australasian Reporting Awards
Brisbane City Council
Gold Employer Status for Excellence in LGBTI Workplace Inclusion, 2018 Australian LGBTI Inclusion Awards
Pride in Diversity
Brisbane City Council
2018 Award for Excellence, Workplace Wellbeing
Local Government Managers Australia, Queensland
Brisbane City Council, Asset Services, Natural Environment, Water and Sustainability and Urban Amenity
Finalist, 2017 Government Stewardship Award for Biological Control of Aquatic Weeds
Healthy Land and Water
Brisbane City Council, Biosecurity, Wildlife and Invasive Species Management Team, Aquatic Weed Biocontrol project
Government Stewardship Award, 2017
Healthy Land and Water
Brisbane City Council, Disaster Management Office, Brisbane City SES Unit
Assistant Commissioner’s Award
Queensland Fire and Emergency Services
Brisbane City Council, Disaster Management Office, Brisbane City SES Unit
Regional Operational Response of the Year
Queensland Fire and Emergency Services
Brisbane City Council, Paradise Road Upgrade project
2017 Civil Contractors Federation Earth Awards Excellence in Civil Construction – Category 3 – Project Value $5 million to $10 million
Civil Contractors Federation
Brisbane Greeters
Gold, Outstanding Contribution by a Volunteer Group
Queensland Tourism Awards
Children’s Garden,
Play Spaces Landscape Architecture Award
Australian Institute of Landscape Architects, Qld Chapter
Coorparoo Creek Park Project
Stormwater Industry Queensland award for excellence in Integrated Stormwater Design
Stormwater Queensland
Customer Experience
Winner, Best Application of Artificial Intelligence, BigInsights Data Innovation Awards
BigInsights
Customer Services
Recognition for Continued World Class Use of Verint DFEM Solution
Verint Systems Inc.
Fish Lane – Aria Property Group with Brisbane City Council
Minister’s Award for Urban Design 2018
Queensland Government Department of State Development, Manufacturing, Infrastructure and Planning
Pop Up Park, South Bank Parklands
Small Projects landscape Architecture Award
Australian Institute of Landscape Architects, Queensland Chapter
Roma Street Parkland
Section 2 Our Council
Council employs staff with diverse skills in providing the wide range of services required by the Brisbane community and continues to develop a culture that recognises, encourages and celebrates excellence to achieve the best possible outcomes for the city.
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Awardee
Award
Awarding body
Urban Renewal Brisbane, Lat27 and BVN
Landscape Planning Category, Landscape Architecture Award
Australian Institute of Landscape Architects, Queensland Chapter
Awardee
Award
Awarding body
Helen MacRonald
Queensland SES Member of the Year, 2017 – Brisbane Region
Queensland Fire and Emergency Services
INDIVIDUAL RECOGNITION
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Section 2 Our Council
South Brisbane bikeway
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Community Financial Report In this section: Financial summary Revenue Expenses Assets Liabilities Community equity Measures of financial sustainability Rates: Fair and equitable rates and rates concession
51
Section 3 Community Financial Report
Children playing in Karawatha
This report summarises Council’s financial position at 30 June 2018 in simple terms. Council continues to maintain best value for money for ratepayers and customers. We maximise resources available for essential initiatives such as roads, public transport, parks and libraries.
Financial Summary 2017-18 $2.3 billion revenue $2.8 billion expenditure $23.1 billion assets $2.5 billion liabilities Strong credit rating $20.6 billion community equity
Revenue: Where did the money come from? Council received $2.3 billion in revenue. The largest contribution was from rates and utility charges, which totalled $1,063 million (after discount and pensioner remissions). Total revenue decreased by $31 million (1%) from the previous year. Some of the principle movements include: rates and utility charges increased by $45 million, mainly due to an increase in the number of rateable properties and increases in general rates donations, contributions, subsidies and grants decreased by $47 million, mainly due to a decrease in infrastructure charges as a result of a lower level of development fees and charges decreased by $57 million due to decreased number of tolling penalty infringements issued.
Expenses: Where was the money spent? Council spent more than $2.8 billion during the year between operations ($2 billion) and capital projects ($0.8 billion). Infrastructure for Brisbane projects: –– Kingsford Smith Drive upgrade $202 million –– roads network resurfacing and maintenance program $124 million, including $13 million on kerb and channel upgrades –– Telegraph Road Corridor Stage 2 $38 million –– major traffic improvements – intersections $20 million.
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Other major initiatives: –– –– –– –– –– ––
bus build $32 million bushland acquisition program $27 million parks infrastructure improvement program $23 million fleet acquisition $18 million Brisbane Metro $17 million constructing key bikeway links $17 million.
The primary expense components of each program include: –– –– –– –– –– ––
employee costs materials and services depreciation finance costs loss on disposal of property, plant and equipment other expenses.
Assets: What do we own? At 30 June 2018, Council’s assets were valued at $23.1 billion. This includes $19.7 billion in property, plant and equipment primarily made up of: infrastructure $12.8 billion land $4.5 billion capital works in progress $1.2 million buildings $0.8 million plant and equipment $0.2 million.
4833 km LENGTH OF PATHS AND WALKWAYS
9283 ha
NATURAL AREAS MANAGED BY COUNCIL
6594
BUS STOPS
21
CIT Y CATS
1223
BUSES
9
CROSS RIVER FERRIES 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 2017 provided Council with a ‘strong rating’ and ‘neutral outlook’. At 30 June 2018, Council’s liabilities totalled $2.5 billion (on par with $2.5 billion in 2016-17). This was principally made up of: loans owing to Queensland Treasury Corporation amounts owed to suppliers employee leave entitlements.
8
CROSS RIVER BRIDGES (EXCLUDES CLEM 7 TUNNEL)
80
WHARVES, JET TIES, PONTOONS AND BOAT R AMPS
Section 3 Community Financial Report
Liabilities: What do we owe?
53
Community equity 2003-04 to 2017-18 ($ million) 25,000
20,000
0
4
3-0
200
5
4-0
200
6
5-0
200
7
6-0
200
8
7-0
200
9
8-0
200
0
9-1
200
1
0-1
201
2
1-1
201
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
20,586
19,755
19,308
19,079
19,017
18,224
18,741
19,227
18,453
15,249
13,696
13,352
10,778
5000
16,747
10,000
19,804
15,000
7
6-1
201
8
7-1
201
Council’s community equity is defined as its net worth – what Council owns, less what it owes. At 30 June 2018, Council’s community equity was $20.6 billion.
Income sources
How the money was invested
($000) 268,896
Rates and utility charges
Infrastructure for Brisbane
929,529 558,487
Donations, contributions, subsidies and grants
303,286
Clean, Green and Sustainable City
Fees and charges
194,559
TransLink Transit Authority
326,742
Transport for Brisbane
Future Brisbane Lifestyle and Community Services
92,275 199,718
Customer Service
73,426
Economic Development
47,611
City Governance
287,694
External business
353,175
Total
54
($000)
2,811,261
Interest Other revenue Total
1,062,567
24,207 381,287 2,292,648
Section 3 Community Financial Report
Brisbane city
55
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 2018 are stated below: How the measure is calculated
Actual – Consolidated
Actual – Council
Operating surplus ratio
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
9%
6%
Asset sustainability ratio
Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense of infrastructure assets
114%
114%
Net financial liabilities ratio
Total liabilities less current assets divided by total operating revenue (excluding capital items)
75%
83%
Council’s current year Financial Sustainability Statement, the related Auditor-General’s report and Council’s long-term financial sustainability statement are located at the end of Council’s Annual Financial Statements in this report.
Rates: Fair and equitable rates and rates concessions Council ensures fair and equitable rates for all Brisbane ratepayers. This is achieved by: complying with the requirements of Australian and Queensland legislation when making and levying rates, including National Competition Policy legislation where applicable applying the principle of ‘user pays’, where appropriate, when making charges to minimise the impact of these charges on the efficiency of the local economy equity by reference to the value or quality of land being transparent in the making and levying of rates and charges clearly communicating the responsibilities of Council and ratepayers in regard to rates and charges timing the levy of rates to take into account the financial cycle of local economic activity, in order to help with the smooth running of the local economy having a rating regime that is efficient to administer. In 2017-18, the average rates price increase for owner-occupied residential properties was 2.4%. Council offers a range of rates concessions in support of a fair and equitable rates system. Council is guided by the following principles when applying rates concessions: equity by reference to the value or quality of land 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.
56
In 2017-18, Council offered various rates concessions. A discount of $60 per year for owner-occupied residential properties was granted where the full payment of all rates and charges, including arrears and interest, was made within 30 days of issue of rates notices. Remissions on pensioner-owned land (in addition to the Queensland Government’s 20% subsidy), on application to Council: –– pensioners receiving the maximum pension were eligible to receive 40% remission on rates and charges up to $990 per year –– pensioners receiving a partial pension were eligible to receive 20% remission on rates and charges up to $462 per year. Remissions for environmentally sensitive land – owners of properties who had signed either a Voluntary Conservation Agreement or Land for Wildlife Agreement with Council were remitted the Bushland Preservation Levy in full. Rate capping was granted on general rates for residential owner-occupied properties at 7.5% and for commercial/ non‑residential properties in the ‘CBD Frame’ rating categories at 7.5%. Any increase in general rates was limited to a maximum of the respective percentages on the previous year’s general rates. Where an increase in general rates would otherwise have exceeded the relevant percentage, Council granted the amount in excess as a remission. Rate capping for residential owner-occupiers is known as an ‘owner‑occupier remission’.
Council is the only local government in South East Queensland (SEQ) that provides its own remission to help offset water and wastewater utility charges to eligible pensioners. From 1 July 2017, pensioners receiving maximum pension were eligible for a water remission of 40% up to $300 per year and pensioners receiving a part pension were eligible for a water remission of 20% up to $150 per year. In recognition of the impacts that removal of the Council’s water remission on Queensland Urban Utility’s bills may have on existing eligible pensioners, the pensioner water remission on Council’s rates bills continues to be available to eligible pensioners who were receiving Council’s rates and water remissions as at 30 June 2016.
Council is the only local goverment in SEQ that provides remissions to help offset water and wastewater utility charges for eligible pensioners
Section 3 Community Financial Report
General rates exemptions – granted to properties used for public, religious, charitable or educational purposes that conformed to the criteria set out in the annual resolution of rates and charges.
57
Progress and Performance In this section: PROGRAMS Program 1: Transport for Brisbane Program 2: Infrastructure for Brisbane Program 3: Clean, Green and Sustainable City Program 4: Future Brisbane Program 5: Lifestyle and Community Services Program 6: Customer Service Program 7: Economic Development Program 8: City Governance
BUSINESS UNITS Transport for Brisbane City Parking Field Services
59
Section 4 Progress And Performance
Our city offers many lifestyle and leisure opportunities
Program 1 Transport for Brisbane Transport for Brisbane will deliver Australia’s most modern public transport, including the Brisbane Metro. This will enable efficient and sustainable movement of people.
60
Active transport Travel behaviour change Bikeway and shared path network Cycling and walking infrastructure Ferry services and infrastructure Strategic transport planning, including Brisbane Metro Bus services and infrastructure
Overview Council is focused on delivering Australia’s most modern public and active transport, including Brisbane Metro, and maintaining Brisbane as a liveable and connected city. By delivering on a strong plan now, with a vision that looks to the future, Council is improving quality of life for residents while ensuring the city has the services and infrastructure to meet the needs of future generations. Effective transport options provide lifestyle choices for the community, opportunities to reduce congestion and deliver economic, social and environmental benefits. Transport for Brisbane provides alternative travel options through investment in public and active transport, as well as by adopting and encouraging use of new technologies. Ongoing investment in modern, environmentally friendly, airconditioned and accessible buses, as well as the continued success of the popular Bus Upgrade Zones (BUZ), the Blue CityGlider and the Maroon CityGlider, has enabled Transport for Brisbane to carry significantly more passengers than the entire SEQ Citytrain network. In addition to the high-quality services delivered by Council’s bus, CityCat and ferry networks, planning is also underway for Brisbane Metro to ease congestion across our busway and inner-city network, and increase suburban service offerings. Council will continue to grow Brisbane’s transport networks and services, and deliver world-class public transport which means more buses for the suburbs, fewer cars on the road and quicker, more comfortable trips with more travel options.
Section 4 Progress and Performance
View from the Cutural Centre bus station
What we do
61
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective.
Continued to upgrade bus stops to improve accessibility
Medium-term (five year) objective
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
Started construction on Kangaroo Point Bikeway
Designed a new CityCat and awarded the construction contract
62
Bus and ferry services will be more accessible to people with a disability.
By 2021, bus patronage will increase to more than 90 million trips per year.
By 2021, ferry services will provide public transport to seven million passengers.
Performance – key results and achievements 1.1 ACTIVE TRANSPORT
Key results for 2017-18 Constructed five projects to extend Brisbane’s bikeway network, improving access to local cyclist destinations and the CBD including: –– Albany Creek Bikeway, Darien Street, Bridgeman Downs –– Cabbage Tree Creek Bikeway, Albany Creek Road to Coolabah Crescent, Bridgeman Downs –– Downfall Creek Bikeway, Remick Street to Trouts Road, Stafford Heights –– North Brisbane Bikeway, Chermside to Aspley Stage 1, Aspley –– Salisbury Bikeway Stage 2, Salisbury. Installed real-time bikeway counters on key cycle routes to improve data collection and reinforce the bikeway network’s role in the wider transport network, including: –– Bicentennial Bikeway, Milton (cyclist and pedestrian counter) –– Go Between Bridge, southern side (cyclist counter). Delivered bikeway upgrades to improve cyclist safety, including installing lighting and other safety features at: –– Bulimba Creek Bikeway, Breadstead Street to Settlers Street, Carindale –– Bulimba Creek Bikeway, Eromanga Street to Winstanley Street, Carindale –– Completed design for the North Brisbane Bikeway, Normanby Fiveways Lighting, Spring Hill –– Enoggera Creek Bikeway, Downey Park to Spencer Park, Wilston and Newmarket –– North Brisbane Bikeway: Gilchrist Avenue Stage 2 lighting, Herston –– Morley Street underpass, Coorparoo. Registered 747,333 CityCycle trips, an increase of approximately 43% on last year. Commenced construction on Kangaroo Point Bikeway, Kangaroo Point.
45
bike riding courses for children
22,380 students from 47 schools participated in the Active School Travel program
$300 million in funding for Brisbane Metro from the Australian Government
Section 4 Progress and Performance
Brisbane provides an extensive network of safe, convenient and connected pathways and bikeways 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.
63
187
bike skills sessions delivered through Cycling Brisbane
Delivered the Active School Travel program with 22,380 students from across 47 schools participating. Reduced the number of single-family car trips to schools in the Active School Travel program by 23% in the 2017 school year. This equates to thousands of children and their families choosing active ways to get to school. More than 13,000 walking trips were made to school in one week from first-year Active School Travel schools (6-10 November 2017). During one week of the 2017 school year (6-10 November), 3991 students from 17 first-year Active School Travel schools walked, cycled, rode scooters or public transport, or carpooled to school. Increased the number of children walking to schools in the Active School Travel program by 20%, with improvements in all other modes of travel including cycling, riding scooters, catching public transport and carpooling. Continued to deliver and grow the Cycling Brisbane program, with 42 sponsors maintained. Membership increased to more than 18,100 and 187 bike skills sessions were delivered in partnership with Council’s Active and Healthy program.
Completed extensive consultation and engagement on Brisbane Metro’s construction and operation
Provided 45 bike riding courses for children, teaching the youngest members of our community the skills to enjoy bike riding. Launched Tap and Go credit card facilities at all CityCycle stations.
Total Cycling Brisbane membership 20,000
15,000
64
15,093
11,134
7161
5000 2592
3991 students from 1st year Active School Travel schools walked, cycled, rode scooters or public transport, or carpooled to school (6-10 Nov 2017)
18,107
10,000
0
Jun
rMa
4
201
5
4-1
201
6
5-1
201
7
6-1
201
Growth in members of the Cycling Brisbane program.
- 18
017
y2 Jul
1.2 PUBLIC TRANSPORT High-quality public transport services are delivered through the provision of a modern bus and ferry fleet, and accessible public transport infrastructure with a focus on customer service. Public transport helps to reduce road congestion, contribute to the city’s environmental goals, and make it easier and more enjoyable to travel around Brisbane. Key results for 2017-18 Upgraded fuelling facilities by replacing two bowsers at the Ferry Operation Centre. Continued to deliver maintenance and improve functionality of Generation 1 CityCat vessels, with the upgrade of Binkinba completed and Mianjin underway. Completed design and procurement processes for a new CityCat and awarded the contract for construction. Delivered more than 219,000 ferry services, transporting more than 5.4 million passengers. Added 60 rigid equivalent, air-conditioned CCTV-monitored buses to the fleet. Continued to deliver high-quality customer experiences on the public transport network by operating scheduled bus services and additional tailored services such as: –– the Blue CityGlider, between West End and Teneriffe Ferry terminals, offering patrons services over an 18-hour period and extending to 24-hour operation on weekends. Patronage increased by 8% on last financial year, with the service carrying more than 2.8 million customers –– the Maroon CityGlider was expanded to connect Coorparoo and runs through to Ashgrove, stopping at locations including Caxton Street, Suncorp Stadium, the Cultural Centre, South Bank, QPAC and The Gabba. The service carried more than 1.3 million passengers. Reviewed bus operator and passenger safety, and delivered additional safety and security measures, on board and across the network. Continued to upgrade bus stops to provide improved accessibility. Installed USB charging points on all new buses. Retired 55 old buses, ensuring Council’s fleet remains one of the youngest in the country. Brisbane Metro was assigned High Priority status by Infrastructure Australia, with funding of $300 million confirmed by the Australian Government.
Section 4 Progress and Performance
Completed extensive consultation and engagement on Brisbane Metro’s construction and operation via the Draft Design Report.
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Challenges DELIVERING ACCESSIBLE BUS STOPS Meeting the requirements of the Disability Discrimination Act 1992 at bus stops in a cost-effective manner is a challenge for Council, as the average cost of improving accessibility rises due to the complexities of some bus stop locations.
Blue CityGlider carried >2.8 million passengers
Bus stops located on steep slopes The cost to update a bus stop on a steep slope is significant due to the requirement to have an accessible boarding point. The project team reviews the network in these areas to identify potential alternative sites. Bus stops located over underground services Underground services (such as water and sewer mains, and communication cables) are usually located quite shallow under the footpath. Often service relocation is required to achieve an accessible boarding point. It is an expensive and time-consuming exercise to locate and then move these services. Bus stops close to trees
>13,000 walking trips were made to school in one week from first‑year Active School Travel schools (November)
The requirement to achieve an accessible boarding point slab can impact surrounding trees, sometimes requiring the tree removal. In cases where the community does not support the tree removal, bus stop relocation sites need to be investigated. Bus stops with no kerb and channel Due to subdivisions and narrow lot frontages, there are now several bus stops too close to property driveways. This results in bus rear doors opening onto private driveways, a potential safety issue when customers are getting on or off the bus. Relocation of these bus stops is often required. Through the Bus Stop Accessibility Improvement Program, which commenced in 2015, Council is upgrading the bus stop network to improve accessibility and meet accessibility requirements by 2022.
43% CityCycle trips
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DELIVERING SAFE BIKEWAYS High-quality bikeway infrastructure is an important part of a balanced transport network and increasing cycling is critical to delivering traffic congestion solutions. On-road cycle facilities Council’s investment in on-road bicycle infrastructure needs to be retrofitted within the existing transport network and the competing demands of public transport services, private vehicles, freight and on-street parking. There are significant challenges to be considered in decisions about the installation of on-road cycle facilities. Off-road bikeways Delivering off-road bikeway infrastructure is another Council commitment. Providing safe and comfortable bikeways separated from traffic, along green corridors such as creeks and parks, offers its own challenges including the protection of fragile natural environments. To address these challenges, Council will continue to explore innovative design solutions, combined with capital investment, to continue to grow cycling participation in Brisbane.
Active School Travel results for 2017 80%
60%
l
ve l
lk Wa
Pre Active School Travel
50%
po
ol l
Pub
ort
nsp
ra ic t
Cyc
ote
Sco
3%
r
2%
2%
1%
4%
3%
C ar
3%
tra
le
Post Active School Travel
Council’s Active School Travel program continues to reduce single-family car trips to schools and increase active travel (note: results are rounded).
Car
Section 4 Progress and Performance
a Tot
ve acti
3%
0%
18%
27%
20%
38%
50%
73%
40%
67
Enjoying Minnippi Park by bicycle
68
Steering residents towards active and healthy habits Brisbane has an extensive network of bikeways and shared pathways that connect to schools, local facilities, parks and entertainment precincts, making cycling an enjoyable, healthy and sustainable way for individuals and families to get around the city. However, great infrastructure alone doesn’t get people on bikes. To encourage uptake, Council runs a series of complimentary programs and activities designed to build cycling skills and confidence. Recognising good habits start young, Cycling Brisbane launched new school holiday workshops in 2018 to help children build their confidence and riding skills. Part of Council’s Active and Healthy and Cycling program, the workshops included ‘Wheely Fun’ for 4-7 year olds and ‘Become a Wheel World Wizard’ for 7-10 year olds. Both workshops were delivered by a professional cycling instructor from Spoke Sixteen in collaboration with Council’s Active and Healthy team. Catering for a range of abilities, Wheely Fun focused on the transition from training wheels to two wheels, and Become a Wheel World Wizard included riding-based games and fun activities to learn the skills to have fun off-road and on bikeways. The school holiday workshops proved to be highly successful, with 153 children attending and parents providing positive feedback. The Active and Healthy program is one of the many ways Council helps residents of all ages stay active and healthy, reduce traffic congestion and keep Brisbane clean, green and sustainable. Council is also now halfway through its commitment to extend Brisbane’s bikeway network by investing $100 million across four years (since July 2016). The Better Bikeways 4 Brisbane program (BB4B) is improving access to local destinations and the CBD. This financial year, BB4B delivered 16 bikeways, pathway and lighting projects across 16 suburbs citywide. The completion of the Woolloongabba Bikeway project design is another notable milestone. In late 2018, work on the bikeway will commence after receiving valuable feedback from community consultation in late 2017. The project will create a safe corridor for cyclists travelling along Annerley Road and Stanley Street in both directions and will improve safety for all road users. It is expected to be completed by mid‑2019.
Section 4 Progress and Performance
One of the Brisbane Vision themes is ‘active, healthy city’. To support this, Council is committed to delivering activities and facilities for residents of all ages, abilities and backgrounds to enjoy an active lifestyle.
69
Program 2 Infrastructure for Brisbane Brisbane’s transport network enables the efficient and sustainable movement of people, freight and services. This program continues to build smoother streets and tackle traffic congestion.
70
What we do Strategic transport planning Transport network management Congestion management Local road improvements Planning and delivery of major transport projects
Overview The planning, development and operation of Brisbane’s transport network is guided by the Transport Plan for Brisbane 2008-2026 and implemented by the Infrastructure for Brisbane program. The program is responsible for delivering Council’s ongoing commitment to plan, develop and operate Brisbane’s transport network, and make it easier for residents and visitors to move around our city. It supports the safe, efficient and sustainable movement of people and freight through a high-quality road network. Infrastructure for Brisbane also works to reduce traffic congestion on the city’s road network through: major road and intersection upgrades local road improvements
Section 4 Progress and Performance
Story Bridge
adopting and encouraging use of new technologies.
71
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed.
Continued construction on Inner City Bypass (ICB) and upgrades of Kingsford Smith Drive and Telegraph Road Corridor
69
schools implemented tailored traffic management plans
On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
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
130 LED street signs
72
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.
Maintaining local roads
Performance – key results and achievements 2.1 ROADS AND TRANSPORT NETWORK MANAGEMENT Brisbane’s transport network has fit-for-purpose roads that support safe and efficient movement of people and goods, and services all road users. Key results for 2017-18 Continued construction on major projects, including: –– Inner City Bypass (ICB) upgrade, Herston –– Kingsford Smith Drive, Hamilton –– Telegraph Road Corridor (Stage 2), Bracken Ridge. Commenced construction on a range of key road construction and intersection upgrades, including: –– Wynnum Road corridor upgrade (Stage 1), East Brisbane –– final stage of Progress Road (Stage 4), Wacol –– Stapylton Road and Johnson Road intersection, Heathwood –– Green Camp Road, Wakerley. Completed Stage 1B of the Telegraph Road corridor upgrade at Bracken Ridge, between Norris Road and Mustang Street, turning the two-lane carriageway into a four-lane median divided carriageway with a new signalised intersection at Telegraph Road and Mustang Street. Stage 2 works continued throughout the year. Upgraded Wolston Creek Bridge at Wacol, replacing the existing timber bridge with a new, two-lane concrete bridge and realigning the approaches to the bridge. Installed five Local Area Traffic Management schemes including platforms, thresholds, line markings, signage, splitter islands, kerb build-outs and pedestrian refuges to minimise ‘rat running’ and moderate vehicle speeds in local streets.
Funded through the 2017-18 Federal Government Black Spot Programme, Council undertook work on three Black Spot projects to improve safety for motorists and pedestrians at: –– Leicester Street and Old Cleveland Road, Coorparoo –– Toombul Road and Wellington Street, Virginia –– Wickham Street and Brookes Street, Fortitude Valley. Undertook consultation on the Draft Transport Plan for Brisbane – Strategic Directions between November 2017 and March 2018, with 3000 responses received.
Section 4 Progress and Performance
Released two traffic studies for Nundah, and Teneriffe, Newstead and New Farm.
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Upgraded major intersections to tackle congestion and improve traffic movement at: –– Boundary Street and Whites Hill Road, Coorparoo –– Inala Avenue, Serviceton Avenue and Corsair Avenue, Inala –– Newman Road and Main Avenue, Wavell Heights –– Pickering Street, Enoggera –– Shaw Road, Wavell Heights. Commenced intersection upgrades to improve access and safety, reduce congestion and reduce travel times at:
>12,400 traffic‑related enquiries investigated and resolved
–– Beckett Road and Hamilton Road, McDowall –– Vulture Street and Montague Road, West End –– Green Camp Road between Manly Road and Rickertt Road, Wakerley. Increased the number of schools taking part in Council’s Safe School Travel program to 168. Installed road infrastructure such as intersection improvements, refuge and children’s crossings at four schools to improve the safety of students actively travelling to and from school, which aligns with Council’s Active School Travel program. Worked with 69 schools to implement tailored traffic management plans to address their unique issues, improve safety and reduce traffic congestion. Enhanced drop‘n’go zone signage was installed at 39 schools to support their traffic management plan. This increased:
219 CCTV cameras across the transport network
–– the number of schools with completed plans by 69 –– the number of Enhanced School Zone signs to a total of 78, covering 42 schools. Increased the number of LED road signs to 130, more than 65% of the 200 committed to be delivered by 2020. Undertook planning and design of River Access Network Hubs for Alice Street, Brisbane City, Dutton Park and New Farm Park, New Farm. Undertook remediation works to replace the Mirrabooka Road bridge (across Enoggera Creek, Ashgrove) to provide a safe crossing. The new bridge will facilitate large vehicle access, including designated bus routes. Upgraded Steege Street and Tennis Avenue bridges, Ashgrove to improve safety and flood immunity, rehabilitate creek banks and improve bicycle network connectivity. Upgraded Catalina Boardwalk in Newstead to improve safety and extend its lifespan.
Controlled 972 signalised intersections
74
Installed high visibility loading zone signage at 100 high-use locations to make it easier for road users to locate passenger and commercial loading zones.
Expanded the Streets of Remembrance project with 663 signs erected across 236 locations. This initiative commemorates the spirit of the ANZACs by placing the Australian Defence Force ‘Rising Sun’ badge and the Royal Australian Navy insignia on street signs which share the name of people, places or events of historical significance to the ANZACs. Of these, 63 signs include Royal Australian Navy insignia. Investigated and resolved more than 12,400 resident and visitor enquiries relating to traffic, parking and road safety matters. This led to improved traffic signage and road markings at more than 3400 locations across Brisbane. Installed 82 free off-street motorcycle parking bays in the inner CBD, bringing the total number to 1600, more than 95% of which are free. Increased the number of Speed Awareness Monitors (SAM) signs to 106. More than 98 million vehicles drive past these signs with an average speed reduction of 8.2km/h for those exceeding the speed limit.
CONGESTION REPORT The Congestion Reduction Unit continued to implement a program of initiatives to monitor traffic flow and mitigate congestion on the transport network. Twenty-five congestion busting projects were completed with improvements including extensions to turning pockets, lane realignments and widening. The following improvements were made: six CCTV cameras installed to improve network intelligence, bringing the total number in the network to 219 623 of Council’s Bluetooth detection sites upgraded to support newer Bluetooth technology for monitoring traffic flow and congestion pedestrian countdown timers installed at 40 intersections bringing the total to 472 intersections, representing 48% of all signalised intersections 32 traffic signal installations upgraded to LED technology, with all of Council’s 972 signalised intersections now being LED. Council’s ability to monitor and report on the performance of the road network continues to improve with the use of Bluetooth technology. Council (together with the Queensland Government’s Department of Transport and Main Roads) produces six-monthly Greater Brisbane Key Corridors Performance Reports, to provide information on 38 critical corridors across Greater Brisbane.
The Congestion Reduction Unit in collaboration with the Brisbane Metropolitan Transport Management Centre (BMTMC), provided support throughout the Gold Coast 2018 Commonwealth Games period, including monitoring key transport routes and undertaking manual override at intersections where unplanned traffic demand occurred. The unit also helped deliver the Queen’s Baton Relay through Brisbane. The baton travelled more than 120 km through the city on Friday 30 and Saturday 31 March, requiring more than 39 km of road closures. Significant planning was undertaken to ensure the safe and timely transit of the baton and minimise traffic disruption.
Section 4 Progress and Performance
The Congestion Reduction Unit is responsible for assessing road closure applications and ensuring adverse effects on the road network are avoided or mitigated. More than 9000 applications for road closures were received and processed this year.
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For more than 10 years Council has operated the BMTMC in partnership with the Queensland Government. The BMTMC has operational management of Council and Queensland Government‑owned roads in the Greater Brisbane metropolitan region, as well as Transport for Brisbane buses and the busways network. It manages approximately 2000 transport-related incidents per month.
2.2 Parking Management Parking Management delivers safe, accessible and reliable parking services that support liveability and economic outcomes by improving access to communities, businesses and services. Key results for 2017-18 Issued 19,538 Residential Parking Permits and Commercial Vehicle Permits. Consulted local residents on the potential implementation of a new resident permit parking scheme in West End and Highgate Hill to improve street parking in residential areas for residents and their visitors. Launched the CellOPark pay-by-phone application in partnership with City Parking for smart device users to pay for their off-street parking. Prepared amendments to the Regulated Parking Permit Local Law 1996 to improve parking for residents, businesses, vessel occupiers and visitors to Brisbane, in preparation for the delivery of a digital parking permit system.
300
338
200
97
190
100 17
3000
7240
6000
432
9000 12,418
400
12,736
12,000
12,151
500
10,023
15,000
0
4
201
5
201
6
201
7
201
8
201
Council continues to respond to customer requests for road network improvements.
76
472
Total intersections with pedestrian countdown timers
Annual completed customer requests
0
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
Council continues to install pedestrian countdown timers to improve pedestrian safety and reduce congestion.
Challenges DRAFT TRANSPORT PLAN FOR BRISBANE -- STRATEGIC DIRECTIONS As Brisbane grows and population and visitor numbers increase, ensuring the transport network meets current and future needs is challenging. By 2041, SEQ will be home to nearly 1.9 million extra people, creating a region of 5.3 million people, with Brisbane’s population set to reach almost 1.6 million. By 2041, there will be 1.2 million jobs in Brisbane, making up almost half of SEQ’s employment. This means more commuters than ever will need to travel into and around Brisbane. The Draft Transport Plan for Brisbane – Strategic Directions was developed to guide the evolution of Brisbane’s transport network over the next 25 years and address the transport challenges Brisbane faces as it grows and evolves. Consultation began in November and closed in March, with residents and industry providing feedback online and in person at community engagement sessions, workshops and seminars. More than 3000 responses were received during this consultation. The final transport plan will be released after reviewing and considering community feedback.
MANAGING COUNCIL’S RIVERWALK ASSETS The Brisbane River is at the heart of the city, with multiple riverwalks in place for residents and visitors to walk and cycle along the river’s edge. They provide access to key work, education and recreation destinations along the river. Compared to other footpaths and bikeways, riverwalks are expensive and complicated structures to maintain, as they sit above the water line rather than on the bank itself. This is due to unique factors of the river environment, such as exposure to sediment, submersion during tidal events and, especially, flooding. This means: replacement sections for timber structures are increasingly difficult to acquire from sustainable sources at reasonable cost timber joists and decking often require replacement within 20 years and have inadequate natural slip resistance to provide safe public pedestrian and bike traffic steel structures require special corrosion protection systems and a high level of maintenance.
Section 4 Progress and Performance
Council undertakes regular inspections to identify maintenance requirements and ensure timely remediation works are carried out so each riverwalk remains safe and open to the community.
77
Kingsford Smith Drive River Walk nears completion >3000 direct and indirect jobs created
The Kingsford Smith Drive upgrade is well underway and is expected to be completed in 2019. In addition to increasing road capacity to accommodate future traffic volume, the project will deliver $70 million in improved pedestrian and cycle facilities, reflecting Council’s commitment to getting residents home quicker and safer with more travel options. The 1.2 km river walk will provide new and improved active transport facilities, including a two metre wide path for pedestrians and a segregated, three metre wide off-road cycling path.
$70 million in new cycle and pedestrian facilities
A major drawcard of the riverside promenade is the installation of five shaded rest stops along the walkway, giving users the opportunity to enjoy stunning views of the Brisbane River and city skyline. It has been a big year of construction to get the river walk to its almost‑finished form, with 1200 metres already completed. Works included piling installation, construction of a retaining wall and cantilever panels, and concrete pours to create the main river walk surface. It hasn’t just been the ‘new’ construction causing excitement about the project. Just before Christmas, construction crews uncovered old, hand-cut hardwood beams stacked beneath the surface of what used to be the southern traffic lanes of Kingsford Smith Drive, between Nudgee Road and Theodore Street. An archaeological investigation determined the timber belonged to a bridge structure dating back to the 1860s, and potentially the 1830s.
Up to 30% in travel time savings for vehicles
river walk
78
The discovery provides a glimpse into the evolution of the road and its fascinating past, after the Eagle Farm settlement was established in 1829 and when Kingsford Smith Drive was originally constructed by convicts in the late 1820s. Upgrading Kingsford Smith Drive with more lanes, better intersections and dedicated bikeways and pedestrian pathways is another way that Council is taking real action on traffic congestion and giving Brisbane’s residents more travel options.
79
Section 4 Progress and Performance
Artist impression of Kingsford Smith Drive
80 Kingsford Smith Drive
City Projects Office City Projects Office provides professional in house services to Council across project management, built environment and engineering disciplines.
What we do 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 continues to maintain strong partnerships and stakeholder relationships to ensure expectations are realised, all within the wider goal of contributing to a better Brisbane. City Projects Office delivers high-quality project management and planning and design outcomes to help deliver a New World City and to meet Council’s engineering, built environment, land management and natural environment needs. The business will support its partners to deliver across a broad range of programs across Council.
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. Medium-term (five year) objective
Status
City Projects Office
Section 4 Progress and Performance
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.
81
Program 3 Clean, Green and Sustainable City Brisbane will be recognised by residents and visitors as a sustainability leader and one of the world’s leading lifestyle cities that is clean, green and sustainable.
82
Brisbane in bloom
Brisbane is a city that recognises environmental sustainability and liveability as fundamental to being a resilient New World City. Council will ensure Brisbane’s open spaces and waterways are accessible and valued now and for future generations, and that the built form supports clean, green and sustainable outcomes. Brisbane will continue to be a city that protects, supports and provides opportunities to enjoy our subtropical environment by sustainably managing and caring for biodiversity, waterways, wetlands, urban forest and other natural assets. Brisbane people are passionate about the environment and expect Council to take the lead. Council takes its role as a sustainability leader seriously, as demonstrated through its commitment to carbon neutrality, and it recognises the combined contribution of many individuals, businesses and community groups who work in partnership with the organisation for the greener good, helping to protect, restore and sustain our natural environment. Brisbane thrives as a resilient city and Council will continue to ensure the resilience of the community, environment, built form and infrastructure is maintained so the city remains liveable now and for future generations.
What we do Protect, enhance and restore Brisbane’s natural assets Plan, develop and maintain diverse and accessible parks and natural areas Protect and grow Brisbane’s urban forest Maintain the health of Brisbane’s waterways, river and bay Sustainably manage Brisbane’s water resources Prevent and reduce pollution Manage and reduce Brisbane’s waste Maintain Council’s carbon neutrality by measuring and reducing greenhouse gas emissions, and purchasing carbon offsets for residual emissions Promote sustainability programs developed for residents and businesses Improve Council’s environmental practices Implement flood risk management activities to reduce flood impacts
Section 4 Progress and Performance
Deliver environmental regulatory services
83
Overview Keeping Brisbane clean and green is about making the city liveable and sustainable now and for future generations. Brisbane is Australia’s New World City that is already renowned for its liveability and successful blending of urban and natural environments. Council recognises that as the city grows and develops, the built environment must continue to support resilient natural assets that contribute to the city’s liveability and subtropical lifestyle.
Council formally certified as a carbon neutral organisation
Through sustainable development, innovative projects and community partnerships, the Clean, Green and Sustainable City program is preserving and protecting Brisbane’s natural areas and rich biodiversity. Urban forests continue to be restored, providing shade and cooling for a city of more than one million people. Clean air is a major factor in Brisbane’s liveability. Council is committed to maintaining the city’s clean air which is important for a healthy and active community, and for attracting business and visitors. Brisbane is built on a floodplain and flooding is a natural occurrence for the city. The Clean, Green and Sustainable City program enables Council to manage the risk of flooding to create a more resilient city, confident in its preparedness for future floods.
8 ha koala fodder plantation established in Wacol
284 ha of land secured through the Bushland Acquisition program
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The program also supports inclusive, well-connected and engaged communities through the delivery of all abilities playgrounds, accessible and well-designed parks and gardens, and community activities that encourage residents and visitors to adopt behaviours to further enhance their wellbeing. Through the program, Council continues to take action to ensure Brisbane’s open spaces and waterways are accessible and valued, and the city’s built form supports clean, green and sustainable outcomes.
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted.
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’s 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 enhance 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.
Upgraded JC Slaughter Falls and Simpson Falls picnic areas
Revitalising New Farm Park’s renowned heritage rose gardens
SOLD >600 tonnes of reusable items sold at the Geebung and Acacia Ridge tip shops
Section 4 Progress and Performance
Action required: work has stopped or progress is insufficient to achieve the objective.
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Medium-term (five year) objective
Status
3.3 Biodiversity, Urban Forest and Parks
Completed the Darien Street Sports Park, Bridgeman Downs expansion
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
Mt Coot-tha Visitor Information Centre opened
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
>90,000 households used the fortnightly green waste recycling service 86
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 vital for a growing New World City. A resilient Brisbane community is confident, inclusive, cohesive, understands risks and is able to plan, prepare, respond to and recover from shocks, both independently of and in partnership with government. Council will continue to engage and partner with the community to protect the city’s natural environment and waterways, and guide lifestyle and behavioural changes that further contribute to Brisbane’s sustainability. Council will empower and inform the community to ensure Brisbane is a city that is safe, confident and ready for weather variability, such as severe storms, floods, drought, bushfires and heatwaves. Through significant environmental initiatives and landmark projects, Council will enhance Brisbane’s natural assets and protect its unique biodiversity to ensure the liveability of the city, now and into the future. Key results for 2017-18 Delivered, in partnership with Council’s sustainability agency, CitySmart, three community events, two planting events and two Green Heart Fairs through the Green Heart Events program. Council’s Green Heart Fairs continued to break attendance records, with 25,000 attending the sustainability festival in Chermside and 18,000 in Carindale. This year, the fair broadened its program to include the Energy, Water, Waste, Transport (Move for Less), Building and Garden zones. The Green Heart Life enewsletter, which focuses on sustainability events and topics for residents, was received by more than 45,000 people each month. CitySmart’s Live for Less program continues to empower the Brisbane community with tools and knowledge to make affordable, valuable choices that reduce environmental impact. Continued to deliver the Norman Creek 2012-2031 Master Plan with completion of the first priority precinct, Stage 1 of Coorparoo Creek Park, which has delivered benefits to waterway health and flood mitigation, while providing new parkland in the highly urbanised precinct. Investigations and community engagement have also commenced for the next priority precinct at Hanlon Park in the Stones Corner precinct. Completed the Glindemann Park revitalisation project at Holland Park, enhancing this location as an environmental and recreational asset. Works included revegetation of creek banks to enhance riparian corridors and the creation of shady subtropical habitats for native plants and wildlife.
Council partnered with the Lone Pine Koala Sanctuary to deliver the Brisbane Koala Science Institute to help protect Australia’s most iconic native animal species. Established an eight hectare koala fodder plantation with 8000 koala food trees at Grindle Road, Wacol, on Queensland Government (Correctional Services) land. The plantation will provide a vital and long-lasting food source for sick and injured koalas, and will support the Koala Science Institute in becoming a world-class facility that establishes Brisbane as the ‘koala capital’ of Australia. Released the Oxley Creek Transformation Strategic Plan, the start of a 20-year, $100 million restoration, rehabilitation and enhancement objective.
Section 4 Progress and Performance
Coorparoo Creek Park project won the Stormwater Industry Queensland Award for Excellence in Integrated Stormwater Design.
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Commenced the revitalisation of New Farm Park’s renowned heritage rose gardens. New bushes were planted, irrigation installed, new garden beds created and minor upgrades to the picnic area made. More than 617,000 FloodWise Property Reports were downloaded by residents and industry, helping them understand the risk and type of flooding at a specific property. Council’s Flood Awareness Maps were viewed more than 335,000 times, increasing the community’s understanding of the likelihood of a flood occurring. Provided strategic guidance and technical input into the Brisbane River Strategic Floodplain Management Plan led by the Queensland Government. Completed the Wolston Creek Flood Study under the Maintain and Enhance Flood Studies program to manage flooding within the Brisbane River and local creek catchments. Commenced a pilot of the Residential Flood Assistance Program to achieve better flood resilience at a property specific level and build the city’s overall flood resilience.
Total accelerated Bushland Acquisition (ha) 5000
4000
3910
3520
3380
3161
3103
3042
2823
3259
2000
4194
3000
1000
0
Pondering in Karawatha
88
0
9-1
200
1
0-1
201
2
1-1
201
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
Under the Accelerated Bushland Acquisition program, Council will purchase and protect 750 ha of significant koala habitat. Council has secured an additional 674 ha at the end of the program’s second year.
3.2 LOW CARBON AND CLEAN ENVIRONMENT Council will maintain carbon neutrality for its business operations. As Australia’s largest carbon neutral organisation, Council will continue to manage its environmental performance and aim for consistently clean, healthy air throughout the city. Council will focus on operations to ensure it is a sustainable organisation that: maximises sustainability outcomes, reduces greenhouse emissions and maintains a carbon neutrality manages its environmental performance effectively manages, prevents and minimises the impacts of environmental pollutants, contaminated land, closed landfills and chemical hazards on the community and the environment uses its capacity as a global leader in sustainability to influence and support citywide and regional sustainability outcomes. Key results for 2017-18 Council is now the largest carbon neutral organisation in Australia. Council operations were formally certified carbon neutral against the National Carbon Offset Standard (NCOS) for Organisations. Purchased 32,322 megawatt-hours of renewable energy and 660,717 carbon offsets to negate carbon emissions from business operations. Installed 288 kilowatts of solar panels on Council facilities including six libraries, the Karawatha Discovery Centre and Toowong Bus Depot. Adopted an Emissions Management Plan as part of the NCOS, outlining a rolling four-year program to reduce Council greenhouse gas emissions. Undertook 326 environmental audits of businesses and industries to proactively prevent pollution incidents. Undertook 832 inspections to resolve residential, commercial and industrial pollution complaints across the city. Investigated 109 pollution incidents to prevent or minimise land and water contamination impacts.
Section 4 Progress and Performance
More than six closed landfill and other sites were remediated to reduce environmental impacts and public risks, with many becoming grassed public open spaces for community use.
89
3.3 BIODIVERSITY, URBAN FOREST AND PARKS Council protects and enhances the diversity, health and resilience of open space, habitats, streetscapes, plants and animals. Brisbane values, protects and celebrates its rich biodiversity. Brisbane’s parks, open space and waterways reflect the city’s subtropical lifestyle and are accessible to all members of the community. Parks and natural areas are attractive, functional and provide recreation, heritage, cultural, social and ecological benefits to the city. Trees along streets, footpaths and bikeways provide shade for the city, cooling suburbs and enhancing rich biodiversity. Key results for 2017-18 Secured 284 ha of land through the Bushland Acquisition program. Managed more than 2501 ha of Council-owned land under the Wipe Out Weeds program. Released the Biosecurity Plan for the Brisbane Local Government Area and commenced implementation. Continued to manage invasive fauna (non-domestic cats, wild dogs, European rabbits, red foxes and deer) to reduce their social, economic and environmental impacts on our natural environment and residents. Commenced a trial of designated drone flying sites for recreational flying across 10 Brisbane parks, to determine whether these sites are suitable for this purpose on an ongoing basis. Completed the refurbishment of Cathedral Square, Brisbane CBD including construction of new green space, a new public toilet block and upgraded landscaping. Upgraded the playground in Walton Bridge Reserve, The Gap to provide improved access and play opportunities for children of all abilities. Commenced construction of the Moggill District Sports Park, Moggill, which is jointly funded by the Queensland Government, to increase community participation in sport and recreation activities. Delivered an outdoor gym at Captain Burke Park, Kangaroo Point and provided outdoor table tennis tables in 12 parks as part of the legacy of the Gold Coast 2018 Commonwealth Games, jointly funded by the Queensland Government. Developed concept plans for Ascot Park, Ascot, Wakerley District Sports Park, Wakerley and Davies Park, West End (to be released July 2018). Opened the new Bunyapa Park, West End (West End Urban Common) to the public in October. Completed the expansion of Darien Street Sports Park, Bridgeman Downs. Stage 3 works undertaken this year included resurfacing and connecting two existing fields to the irrigation system, installing lighting, new shelters and a pathway. The new field was also landscaped and the carpark and access road resurfaced. Completed a number of works to upgrade the Mt Coot-tha precinct facilities to allow more visitors to enjoy the space. –– The Mt Coot-tha Visitor Information Centre was completed and opened to the public, and the Brisbane Botanic Gardens Mt Coot-tha Master Plan outlining Council’s plan for the gardens over the next 15 years was released. –– Staged picnic area upgrades were undertaken at JC Slaughter Falls and Simpson Falls. Works included new shelters, gas barbeques, landscaping and stairs, the creation of a new bookable event space at Simpson Falls and educational play elements. –– New Walking Trails were completed including the path between Simpson Falls and JC Slaughter Falls picnic areas, and planning undertaken for wayfinding and signage for the Mt Coot-tha precinct.
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Continued to activate and enhance South Bank Parklands. –– The precinct hosted a number of events including the Brisbane Festival, Night Noodle Market, New Year’s Eve Celebrations, Regional Flavours, Buddha Birth Day Festival, World Science Festival, Australia Day fireworks, Mother’s Day Classic Fun Run, Million Paws Walk, and the Queen’s Baton Relay and Festival 2018 as part of the Gold Coast 2018 Commonwealth Games. –– Continued to enhance South Bank Parklands’ Christmas program in line with visitor requirements. –– The Main Lagoon (Streets Beach), Boat Pool and Aquativity continued to attract high numbers of patrons, with more than 600,000 visitations. –– A number of key projects were delivered including new bollards installed as part of security enhancement in the Cultural Forecourt and Russell Street, and landscaping within the Cultural Forecourt. The final phase of wayfinding and interpretative signage in the precinct was also completed and pool plant pipework replaced. Completed a number of enhancement projects at Roma Street Parkland and hosted a series of events to attract visitors to the precinct. –– The events program included the India Day Fair, Thai Festival, Fiesta Latina, the Mosaic Festival, the Japanese festival Kisaragi Sai (as part of BrisAsia Festival) and the Vaisakhi Celebrations. The Christmas program, which included The Enchanted Garden as part of the citywide Christmas in Brisbane program also expanded with 55,000 in attendance. –– Key enhancement projects delivered included Stage 2 of the Children’s Garden, improved lighting infrastructure for the Spectacle Garden in Colin Campbell Place, the refurbishment of Memorial Corner which included the relocation and rededication of the Netherlands Memorial from George Street in the CBD, as well as improved visitor facilities. New pedestrian counters were also installed at key entry locations. –– Roma Street Parkland was the headquarters of Brisbane’s biggest Star Party, as part of the ABC’s Stargazing World Record Attempt. More than 4300 people gathered on Celebration Lawn with telescopes, joining more than 40,000 across Australia to successfully break the Guinness World Record for the most people stargazing.
3.4 SUSTAINABLE WATER MANAGEMENT
As a subtropical city, Brisbane is defined by its river, Moreton Bay and the waterways that traverse suburbs and urban areas. The maintenance and restoration of waterways improves liveability and protects wildlife, and helps to make the city resilient and ready for changes both expected and unexpected. Water has a key influence in urban cooling and urban design, and helps achieve sustainable urban development. Brisbane will be prepared for climate extremes and will respond and recover effectively from flood and drought events. A flood risk management approach helps the city to thrive on a floodplain by being safe, confident and ready for flooding. Through an integrated and strategic approach to urban water management, urban planning and design, Brisbane will be well placed to adapt to changing climate conditions while achieving sustainable and liveable outcomes for the city.
Section 4 Progress and Performance
Brisbane is a subtropical, resilient and WaterSmart city that manages and uses water and stormwater sustainably, protects its waterways and considers water as a core feature underpinning Brisbane’s liveability, design and economy. Council takes an integrated approach to managing water supply, stormwater and waterways.
91
Key results for 2017-18 Established 28 water smart street trees to complete the joint Council and Australian Government funded four-year Water Smart Street Trees trial. Collaborated with the Council of Mayors’ Resilient Rivers Task Force and regional partners to complete the Catchment Action Plan for Lower Brisbane and Redlands Coastal catchments. Continued to invest in Healthy Land and Water Ltd, which works to protect waterways and improve waterway health in South East Queensland, and includes the River’s Clean Up program, which uses boats to collect litter. Undertook annual waterway condition monitoring and reporting at 42 sites across the city and 10 sites for recreational water quality monitoring. Supported the International RiverFoundation to deliver the 2017 International Riversymposium. Conducted 1500 residential and 1046 development building site inspections for compliance with erosion and sediment controls. Undertook natural waterway rehabilitation works at seven locations: –– –– –– –– –– –– ––
Breakfast Creek, Hulme Street, Kelvin Grove Enoggera Creek, School Road, The Gap Jindalee Creek, Avondale Road, Sinnamon Park Kedron Brook, Dawson Parade, Keperra tributary of Brisbane River, Tigris Street, River Hills Sheep Station Gully, Billabong Place, Parkinson Spring Creek, Empress Drive, Carindale.
Delivered major drainage works at seven locations: –– –– –– –– –– –– ––
Ashford Street, Shorncliffe Balfour Street, Darra Cochrane Street, Paddington Jamieson Street, Bulimba Gordon Road, Bardon Old Cleveland Road, Greenslopes Nash Street, Paddington.
Undertook Stormwater Infrastructure works at four sites: –– –– –– ––
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Annie Street, New Farm Berwick Street, Fortitude Valley Montague Road, West End Wynnum Road, Morningside.
Completed Local Drainage works at 15 project sites including: –– –– –– –– –– –– –– –– ––
Fitzroy Street, Clayfield Haymarket Street, Geebung Henson Road, Salisbury Hilda Street, Alderley Morningvale Place, Mitchelton Palm Avenue, Shorncliffe Porter Street, Hemmant Quarry Road, Alderley Wagner Road, Clayfield.
Delivered drainage rehabilitation works at 24 project sites including: –– –– –– –– –– –– –– –– –– ––
Abbotsford Road, Bowen Hills Anstey Street, Albion Austin Street, Newstead Deshon Street, Woolloongabba Munro Street, Auchenflower High Street, Ashgrove Lochaber Street, Dutton Park Tingal Road, Wynnum View Street, Paddington Wyandra Street, Newstead.
Section 4 Progress and Performance
View of Brisbane from New Farm Park
Continued to collaborate with Seqwater, Moreton Bay Regional Council, City of Gold Coast and Logan City Council to manage aquatic weeds throughout SEQ through the production and distribution of biological control agents (weevils) at Council’s Biological Control Facility.
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3.5 MANAGING AND REDUCING BRISBANE’S WASTE AND LITTER Brisbane’s waste is 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. Brisbane’s streets, public spaces and waterways are litter free.
>358,000 residents participated in the Love Food Hate Waste campaign to reduce food waste at home
Key results for 2017-18 An estimated 45,000 visitors attended the Geebung and Acacia Ridge tip shops and collectively helped Brisbane reuse 600 tonnes of recovered items. Delivered the Recreate Twilight Market and Paper Fashion Show at King George Square in conjunction with Op Shop Week, attracting more than 7000 attendees. Conducted the annual Recycling Art Competition with 10 entrants and more than 2200 public votes. Delivered the Revive Second Hand Fashion Festival at South Bank Parklands. More than 358,000 residents participated in the Love Food Hate Waste campaign to reduce food waste at home.
Purchased 32,322 MWh of renewable energy and 660,717 carbon offsets
Conducted the annual Recycling Art Competition with 10 entrants and more than 2200 public votes
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Successfully completed major Waste Contract Tender exercises with a net worth of more than $3 billion. These included general waste, recycling and green waste collection services, Resource Recovery Innovation Alliance, waste disposal services and green waste processing services. Upgraded public place bins across all of New Farm Park, New Farm, the City Botanic Gardens and Caxton Street, Paddington. More than 90,000 householders using the fortnightly green waste recycling service.
Challenges WATER SECURITY AND AFFORDABILITY To respond to prolonged low rainfall periods and assist in the management of water shortages Council must be drought prepared. It must also be prepared for the issue of increasing water demand linked to population growth. Forecast population growth for SEQ suggests the existing regional water supply infrastructure will not meet demand in 20 years’ time, should per capita water demand remain the same as today. Droughts may aggravate this issue over the next 20 years, with increasing demand also expected to drive water charges increases over this period. Council is working in partnership with Seqwater and Queensland Urban Utilities to consider and evaluate alternative sources of water supply and innovative ways to manage water demand. The next step for Council is to develop an efficient and accessible central repository of information to monitor, manage and plan the organisation’s water consumption. This will inform a water management strategy that utilises innovation and takes advantage of alternative water resources and water minimisation opportunities. Managing stormwater is also a local government responsibility and a crucial source of non-potable water, for uses such as irrigating sports fields. Investigating how stormwater is currently captured and used by Council and by its ‘partner organisations‘ such as lessees and tenants will help identify opportunities for adoption/continuous improvement in efficiency, capture and application. It will also help in the collaborative planning process with Council’s regional partners. Recent policy directions developed by the Queensland Government, Seqwater and Queensland Urban Utilities have created an environment for improved innovation and collaboration to identify applicable alternative water sources for Council use. This may allow for future co-investment in infrastructure that improves water quality in natural systems, eases flooding, promotes drought resilience and reduces Council’s water bills.
MANAGING OPEN SPACE AREAS IN A GROWING CITY
With increased density of living, residents will continue to expect open recreational spaces within private residential developments and public areas. They will also expect spaces to be activated to meet the varying needs of the community. Additionally, with most development over the next 10 years taking place within the existing urban development footprint, design will also need to consider how stormwater flows through our open spaces. Council is working with regional and national partners (such as the Cooperative Research Centre (CRC) for Water Sensitive Cities, and Healthy Land and Water) to investigate innovative policy and planning solutions to these challenges.
Section 4 Progress and Performance
Brisbane’s network of open space areas is a trademark of our green subtropical city, and critical to the liveability of residents, visitors and tourists. As the population and economy grow, maintaining and activating these spaces to their full potential will continue to present opportunities and challenges.
95
Building a new lifestyle and leisure precinct Big things are happening at Brisbane’s iconic Mt Coot-tha, as part of Council’s $11.4 million investment over four years (2016-17 to 2019-20) to reinforce the Mt Coot-tha precinct as Brisbane’s premier recreational, ecotourism, horticultural and learning destination. The new Mt Coot-tha Visitor Information Centre opened in September 2017, providing visitors with a welcoming entrance to the precinct. The $3.4 million centre, partially funded with a generous donation from a Brisbane resident, is part of Council’s commitment to turn the Mt Coot-tha precinct into a vibrant leisure and recreational destination. The upgrades to the precinct are part of Our Shared Vision Mt Coot-tha 2030, which aims to reinforce Mt Coot-tha as one of Brisbane’s iconic tourist attractions and solidify Brisbane’s global reputation as Australia’s New World City. All of Council’s planned works focus on improving accessibility to the precinct and enhancing the quality of visitor experience. There are new and enhanced walking trails to provide a mix of easy through to more challenging bush walks, and much improved picnic facilities for visitors to enjoy. Council also released its master plan for the Brisbane Botanic Gardens Mt Coot-tha to transform the already popular location into a world-class subtropical garden. The master plan followed extensive community consultation and will guide future development, maintenance and management of the gardens, as well as future projects and programs at the site. The Brisbane Botanic Gardens Mt Coot-tha are recognised as Queensland’s premier subtropical gardens, displaying distinctly different gardens arranged in thematic and geographical displays. A Brisbane zipline is a step closer, with Council awarding a contract to the successful tenderer to construct, operate and maintain the new Mt Coot-tha experience. With proven experience nationally and overseas, West End based and family-owned Zipline Australia was selected. Subject to development application approval, the zipline will provide an experience never seen before in Brisbane, boosting recreational tourism opportunities on Mt Coot-tha while minimising impacts on the natural environment. It will also provide financial benefits to reinvest in precinct-wide improvements and programs. More than 750,000 people visit the gardens each year and this figure is expected to double within the next 10 years as Brisbane continues to become a must-see travel destination for international visitors. By delivering a strong plan now, with a vision that guides the future of the Mt Coot-tha precinct, Council is keeping Brisbane clean, green and sustainable for now and for future generations.
96
97
Section 4 Progress and Performance
Mt Coot-tha Visitor Information Centre
Program 4 Future Brisbane The planning and growth management for Brisbane, Australia’s New World City, provides for and promotes a future city that is prosperous, well‑designed, with a distinctive subtropical character. It leverages the region’s climate and lifestyle attributes, thereby maintaining Brisbane’s outstanding quality of life.
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City and regional strategic land use planning in consultation with the community Urban renewal and neighbourhood planning in consultation with the community New city artworks Promote and deliver quality design Public art on Council infrastructure – Brisbane Canvas Public artwork collection management Deliver the City of Lights strategy Suburban Precinct Projects Public-Private placemaking partnerships Development services Building and development regulation and compliance Private plumbing assessment certificates Infrastructure planning coordination and delivery Protection and support for local heritage places Recognition and protection of character housing
Overview Our city is growing and Council is maintaining the character of Brisbane’s suburbs, planning carefully for inevitable growth and focusing development around transport options. The goal of the program is to ensure that Brisbane, Australia’s New World City, has a distinct subtropical character and is well‑designed, economically prosperous and efficiently serviced. Through the program, Council plans for economic, employment and population growth while enhancing lifestyle opportunities by protecting heritage and character buildings, parks and the natural environment. Council engages with the community to plan for the future, to ensure our lifestyle is enhanced, valuable features are protected and employment opportunities are created. The Future Brisbane program contributes to effective growth management, and a well-designed and responsive built environment.
Section 4 Progress and Performance
Bastions of Light by Skunk Control, Botanica 2018
What we do
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Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.
Plan your Brisbane – 270,000 interactions, 8 principles and 40 actions
We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. Medium-term (five year) objective
Status
4.1 Planning for a Growing City
Commemorated the 30th anniversary of Expo ’88
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.
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
4467 development applications assessed
100
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 aims to maintain Brisbane’s prosperity through sustainable growth in population and employment, enhancement of lifestyle opportunities, ensuring environmental outcomes, and a modern and responsive framework for the city’s land-use planning and development. This framework recognises and takes into account the aspirations of the city’s residents in the context of Brisbane’s place in the SEQ region. Key results for 2017-18 Continued to deliver on Brisbane City Plan 2014 (City Plan), which provides capacity for the Queensland Government’s South East Queensland Regional Plan 2017 (ShapingSEQ) target of an additional 188,000 new dwellings in the Brisbane Local Government Area by 2041. Made revisions to the City Plan to further align with the new Planning Act 2016. As part of Council’s commitment to ensure the City Plan remains effective and up-to-date, Council introduced a rolling program of major and minor amendments to some of its citywide provisions. One minor amendment and two major amendments were completed including: –– ensured protection of pre-1947 masonry buildings in traditional building character areas –– integration of new State Planning Policy assessment benchmarks and State interests. Undertook two zoning reviews in Norman Park and Carina in response to community feedback. Provided input to the Queensland Government on the implementation of ShapingSEQ including the Growth Monitoring Program, Underutilised Urban Footprint and the Brisbane River Strategic Floodplain Management Plan. Released the draft Brisbane Industrial Strategy for consultation, articulating Brisbane’s future demand for industrial land and employment growth. Completed public consultation on the Local Government Infrastructure Plan and a major amendment to the City Plan for long-term infrastructure. Completed a second State interest review on the Local Government Infrastructure Plan and a major amendment to the City Plan for long-term infrastructure. Commenced the Brisbane Infrastructure Charges Resolution No. 6 (2017). Adopted the Brisbane Infrastructure Charges Resolution No. 7 (2018).
Produced visualisation and 3D data for more than 50 requests including the following key projects: Brisbane Metro, Plan your Brisbane, Kangaroo Point Peninsula neighbourhood plan, Coorparoo and districts neighbourhood plan, Brisbane Innovate and Benchmarking Brisbane. Delivered two new heritage trails, ‘Navigate through Newstead’ and ‘Potter through Petrie Terrace’. Through an infrastructure charges initiative alone, incentivised more than 123 beds for aged care retirement facilities. Provided more than 30 infrastructure charge reductions for eligible organisations. Completed the Merthyr Village, New Farm renewal project. Completed the Edward Street upgrade.
Section 4 Progress and Performance
Adopted the Local Government Infrastructure Plan and a major amendment to the City Plan for long-term infrastructure.
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Completed two partnership projects at Fish Lane Block 4 at South Brisbane and Warner Lane, Fortitude Valley.
4.2 ENHANCING BRISBANE’S LIVEABILITY Council is committed to its successful neighbourhood planning, urban renewal and urban design activities to facilitate the renewal and revitalisation of local areas in collaboration with the community and stakeholders. The resulting planning and development outcomes ensure the areas are prepared for population and employment growth, promote the efficient use and alignment of new and existing infrastructure and public assets, and build upon community aspirations and values. Key results for 2017-18 Undertook Plan your Brisbane citywide engagement including 270,000 interactions with the community and more than 100,000 residents providing feedback to create Brisbane’s Future Blueprint. Commenced and adopted the City West neighbourhood plan. Progressed the Ferny Grove-Upper Kedron, Newstead North and Spring Hill neighbourhood plans from public consultation to review by the Queensland Government. Conducted public consultation on the Coorparoo and districts neighbourhood plan. Developed and undertook consultation on draft strategies to support neighbourhood plans for The Gap, Banyo-Northgate and Kangaroo Point Peninsula, and progressed the draft neighbourhood plans for review by the Queensland Government. Created and launched in partnership with Brisbane Marketing, Brisbane’s Global Precincts – a shared vision for Brisbane, Australia’s New World City. Delivered Botanica – Brisbane’s first major outdoor contemporary art exhibition, comprising 16 new and significant integrated artworks. More than 40,000 visitors experienced the transformation of Brisbane’s City Botanic Gardens into a temporary outdoor gallery. Implemented the Brisbane Canvas Suburbs initiative, receiving more than 180 applications and delivering 12 new artworks to enliven public spaces with a rich range of innovative and imaginative commissioned street art on walls, pillars and bridge structures in Brisbane. Showcased four major temporary artwork exhibitions across Outdoor Gallery locations and 34 William Jolly Bridge projections. Restored, repurposed and relocated six Expo ’88 artworks and delivered an enhanced Expo ’88 public art trail to celebrate the 30th anniversary of this city-changing event. Delivered a Gold Coast 2018 Commonwealth Games legacy project at the Brisbane Botanic Gardens Mt Coot-tha. The new art platform showcases a program of temporary artworks for garden visitors. Launched the planning phase of the Aspley Suburban Precinct project. The project aims to help drive the local economy by improving the centre’s safety, attractiveness, accessibility and identity. Delivered a Precinct Improvement project at a local shopping centre on Ainsdale Street, Chermside West. The project included upgraded pavement, new street furniture, trees and garden beds. Renewed an ageing Suburban Precinct project centre located at the intersection of Merthyr Road and Brunswick Street, New Farm. Launched the City of Lights suburban initiative, which delivered creative lighting projects at Kenmore, Nundah and Sandgate. Launched the City of Lights Strategy and Creative Lighting Grants Scheme, and successfully partnered with The Lord Alfred Hotel and Eden Lane, an Aria Property development to deliver creative lighting outcomes.
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4.3 APPROVING QUALITY DEVELOPMENT The City Plan is Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed, and is a significant tool to guide and foster economic development. Building and development in Brisbane is approved in accordance with the City Plan and seeks to retain and enhance Brisbane’s subtropical lifestyle, unique heritage, character, safety and prosperity. Key results for 2017-18 Implemented the Planning Act 2016 on 3 July 2017, with updates to Council’s planning policy and processes.
58,515 plumbing inspections completed
Assessed more than 4467 development applications. This year saw a 3% rise in the number of RiskSMART applications. The Lord Mayor’s incentives on retirement living and aged care accommodation led to 2503 residential care beds and more than 3901 retirement units being approved for development. Completed 58,515 plumbing inspections, an increase of 3% compared to last year. Completed 2824 operational works and compliance assessment applications. Planning Information Officers responded to 22,051 telephone enquiries about a range of topics including subdivision, secondary dwellings (granny flats) and modifications to existing dwellings.
Annual footway permit applications
Completed 2824 operational works and compliance assessment applications
5000
4000
1000
0
0
9-1
200
1
0-1
201
2
1-1
201
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
Number of applications received seeking approval to use or close a road or footpath.
12 Talk to a Planner sessions for City Plan amendments and neighbourhood plans
Section 4 Progress and Performance
4335
4035
3943
3350
3362
2952
3030
3276
2000
3736
3000
103
Released fact sheets to help plumbing contractors, property owners and tenants understand individual responsibilities and requirements related to plumbing, drainage and onsite sewerage facilities. Held 12 Talk to a Planner sessions across Brisbane with 1407 attendees. A free online registration system, via Eventbrite, was successfully introduced this year. Launched a significant refresh of the RiskSMART process, including new and improved guidelines for consultants, new lodgement tools and templates, and updated online application process. The quarterly Planning and Development e-newsletter continued to provide a link between Council and the community, reaching more than 5000 readers. Assessed more than 3700 building applications within 30 days. Processed 4335 footway permit applications for temporary use of Council footpaths (usually related to domestic buildings). Developed and implemented a Temporary Local Planning Instrument to protect additional pre-1911 buildings in the city. Protected the city’s character and heritage by including an additional 154 pre-1911 buildings in the City Plan and listings. Added 47 new local heritage places in to Council’s Heritage Register and Heritage overlay. Provided advice to the development industry and consultants to encourage the development and restoration of heritage places through development applications, as well as providing more than $145,000 in grants under the Heritage Incentive Scheme.
1000
12,000
0
0
2 3 4 5 0 1 6 7 8 9-1 0-1 1-1 2-1 3-1 4-1 5-1 6-1 7-1 200 201 201 201 201 201 201 201 201
Number of applications received seeking approval for development within Brisbane.
58,515
55,891
51,279
43,800
40,678
42,317
44,120
3205
3089
3186
3428
24,000
45,204
36,000 4358
3000 4504
48,000
4484
4000
4100
60,000
4425
5000
2000
104
Annual plumbing investigations completed
53,855
Annual development applications lodged
2 3 4 5 0 1 6 7 8 9-1 010-1 011-1 012-1 013-1 014-1 015-1 016-1 017-1 2 2 2 2 2 2 2 2
200
Number of onsite plumbing inspections completed.
Challenges RESPONDING TO SHAPINGSEQ SOUTH EAST QUEENSLAND REGIONAL PLAN 2017 ShapingSEQ, introduced in September 2017, set new dwelling supply and population targets for Brisbane. Between 2016 and 2041, Brisbane as the key metropolitan hub and capital of Queensland will need to accommodate more than 386,000 extra people, which means a projected 188,000 new dwellings will be required. Brisbane is well placed to balance lifestyle and growth and is progressing the delivery of 156,000 new dwellings by 2031 as identified in the former South East Queensland Regional Plan 2009-2031. This growth is supported by the City Plan and its strategic CityShape. In 2017-18 Council engaged with thousands of people through Plan your Brisbane to understand what residents love most about Brisbane and how we can shape the future. Using the current City Plan as a base and through gaming technology and a range of engagement activities, Brisbane’s community participated in a genuine conversation about trade-offs and priorities. This feedback informed the eight principles outlined in Brisbane’s Future Blueprint and is guiding future planning in the city and, in particular, how the new growth anticipated by ShapingSEQ can be accommodated.
INTEGRATING QUEENSLAND GOVERNMENT PLANNING REFORM On 3 July 2017 the Queensland Government introduced a suite of new planning legislation, including a new Planning Act 2016 and Planning Regulation 2017. A new State Planning Policy also became effective, introducing new assessment benchmarks, revised matters of state interest and new interactive mapping. Later in 2017, the Queensland Government further revised the Planning Regulation 2017, updating use definitions, zone purposes and building work provisions. ShapingSEQ also introduced regulatory requirements for assessing development applications. As a result customers needed to consult three different documents (City Plan, the State Planning Policy and ShapingSEQ) for planning requirements.
Section 4 Progress and Performance
To create greater transparency Council worked quickly to amend the City Plan in December 2017 to align with the revised Planning Regulation 2017 and to reflect and integrate State Planning Policy assessment benchmarks and interest matters. This enabled a more streamlined and integrated development assessment experience for Council and its customers, and improved clarity about where to access planning requirements.
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Working together to plan for our growing city Brisbane is a great place to live, work and relax – it’s a safe, vibrant, green and prosperous city. It’s no wonder it’s growing, with more people than ever wanting to call Brisbane home. Together, Council and the community have achieved a lot. We’ve created more lifestyle and leisure options and delivered better public transport while keeping Brisbane clean and green. But there’s more work to be done. According to the Queensland Government’s Shaping SEQ, Brisbane will need to cater for an extra 386,000 residents by 2041. That’s more than 1300 people moving to Brisbane each month. As the city grows, Council is committed to working with the community to carefully plan for the future. That means providing more housing choice and supporting a growing economy while continuing to make getting around the city quicker and safer with more travel options. This year, Council invited residents to help shape the city’s next exciting chapter. More than 100,000 people did just that – from every suburb in Brisbane, that’s one in five households. Through more than 20 types of engagement activities, including an online game and a series of forums and surveys, more than 15,000 ideas were generated by everyone from primary school students to senior residents. As a community, genuine conversation took place about Brisbane’s future and the trade-offs and priorities that need to be considered as the city grows. Important questions were asked including: How do we create greenspace and leisure areas with more people and limited land? How do we make it easier to get around our city? How do we keep Brisbane liveable and friendly as we grow? Using these ideas, Council developed Brisbane’s Future Blueprint. This blueprint includes eight principles and 40 actions to guide Brisbane’s future. The eight principles are: create a city of neighbourhoods protect and create greenspace create more to see and do protect the Brisbane backyard and our unique character ensure best practice design that complements the character of Brisbane empower and engage residents get people home quicker and safer with more travel options give people more choice when it comes to housing.
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Section 4 Progress and Performance
Brisbane is a city of neighbourhoods
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Program 5 Lifestyle and Community Services Brisbane is a vibrant 24-hour, seven-day New World City with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities. To keep Brisbane on this journey, Council will continue to create new lifestyle and leisure opportunities to benefit all residents and visitors.
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Luminous Lantern Parade
What we do Develop vibrant and caring local communities Promote active and healthy lifestyles Libraries and City Archives Museums and exhibitions Cultural activities, festivals and events Community grants, partnerships and development Access and inclusion initiatives Indigenous and multicultural initiatives Youth development Community capacity building Homelessness initiatives Facilities planning, development and lease management Sport and recreation capacity building Golf courses Community pools Community halls Brisbane City Hall, Planetarium and Riverstage Cemetery and crematorium services
Overview The Lifestyle and Community Services program ensures everyone in Brisbane can access community resources, services and facilities. Throughout the year, the program worked with the community, other levels of government and the private sector to deliver a range of activities, programs and events which celebrate and strengthen quality of life and community spirit.
Libraries continued to transition to the digital age while remaining local hubs for reading, learning, information, culture and social interaction. The use of library meeting rooms, attendance at outreach activities and participation in learning programs also continued to grow.
Section 4 Progress and Performance
Community and cultural grants were provided to foster local talent, artists and performers and build the capacity of local not‑for‑profit organisations to develop and maintain sport and recreation facilities.
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City Archives continued to collect, manage and preserve the corporate memory of Council and the historical record of Brisbane. This included ongoing digitisation of photographic collections, and improving access to and supporting community interest in the history of Council and Brisbane. The program also allows Council to continue to provide quality and affordable venues for funeral services, burials, cremations and ash memorials throughout Brisbane. Across the board, Council resources, services and facilities continued to be accessible and well patronised, particularly those aimed at supporting vulnerable communities. High-quality sporting and recreational services were provided and Council venues remained popular. The Lifestyle and Community Services program contributes to inclusive and caring, learning and informed, and active and healthy communities.
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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
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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.
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.
Brisbane Powerhouse is a key destination for visitors to participate in the culture of our city.
5.6 City Icons City Hall will maintain its presence as the ‘People’s Place’.
5.7 City Venues Maintain patronage of two million people per year for Council pools.
Provide the community with access to a modern community halls network.
5.8 Brisbane City Cemeteries
Section 4 Progress and Performance
Deliver quality and cost-effective cemeteries and crematoria reflecting the diversity of Brisbane residents.
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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 2017-18
Provided funding for 112 festivals and events
BrisAsia Festival 2018 delivered 80 events across Brisbane, with more than 80,000 attendees. The QUBE Effect attracted more than 2250 people and featured 24 live local bands. The People’s Choice Award received 2334 online votes. More than 5500 people enjoyed the Lord Mayor’s Christmas Carols at Riverstage.
>653
Hosted 80 Bands in Parks concerts at parks across Brisbane, with more than 174,000 attendees.
visitors to Brisbane Powerhouse
Participation from 137 seniors in the Lord Mayor’s Seniors Cabaret Showcase 2017, with more than 3660 people attending the performances and concert.
THOUSAND
More than 34,000 people enjoyed the weekly Lord Mayor’s City Hall Concerts series. More than 235 residents and visitors enjoyed Maiwar 2018, a month‑long contemporary art program of First Nations art and culture.
Provided funding for 140 signature city, suburban, multicultural and sponsored festivals and events across Brisbane, with more than 1.9 million residents and visitors in attendance. Continued to support Brisbane Festival, which hosted more than 872,000 attendees at 540 events. The festival reached a social media audience of 300,000 in 2017. Provided $402,258 in funding under creative and history grants to 33 applicants. The creative and history grants program includes the Creative Sparks Grants Program, Lord Mayor’s Young and Emerging Artists Fellowships, Innovation Grants Program and Brisbane History Grants.
Invested more than $2.4 million to improve the accessibility of 13 community facilities
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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 a smart thinking, easy living, New World City. Key results for 2017-18 More than 6.3 million people visited Council libraries with 9.4 million loans. Continued the refurbishment of the New Farm Library and the relocation and fit-out of Garden City Library.
Upgraded skate facilities at Murarrie and Inala
Completed the first year of operation of Council’s pop-up library, appearing at 34 community festivals and events, and delivering the children’s storytime in the park program to 10,714 attendees. Completed the first year of operation of the new Chermside Library, with more than 540,000 visits. More than 590,000 people attended library programs including new digital literacy and early literacy programs. Recorded more than 1.7 million loans and downloads from the digital library collection. Delivered 11,912 early literacy programs to 353,950 children and parents. Increased attendance at English conversation groups in libraries to 22,886 attendees.
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.
Completed installation of stormwater harvesting infrastructure at three locations
Key results for 2017-18
Continued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD‘n’Kids programs to more than 44,000 participants across 28 activities. Delivered 17 school holidays activities to 5589 young people aged up to 17 years under the Chillout program. Continued to partner with the Heart Foundation to implement the Heart Foundation Walking program, with more than 12,900 residents taking part in scheduled walks.
>6.3 million visits to Council libraries with 9.4 million loans
Section 4 Progress and Performance
Offered 5019 free or low-cost health and fitness activities through the Active Parks program for people of all ages in more than 100 Brisbane parks, with more than 65,000 participants.
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More than 5000 residents participated in 52 activities and events at five new and upgraded skate parks. Provided more than $90,000 through Healthy and Physical Activity Grants to eight community organisations, groups or networks. Provided services to local sport, recreation, cultural and not-for-profit community groups across more than 600 sites. Services included advice on managing, maintaining and developing facilities and fields, maximising facility use and capacity building. Awarded $2.5 million under the Building Stronger Communities Grants Program to 69 community‑based, not-for-profit organisations to help develop or improve their facilities, governance and long‑term sustainability. Provided $196,000 in funding to eight schools under the School Sport and Recreation Facility Upgrade Program.
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 2017-18 Invested more than $2.4 million to improve the accessibility of 13 community facilities, including community halls, pools and leased facilities. Invested $600,000 in 17 Access and Inclusion Community Partnership Program grants to community organisations to improve the accessibility of community facilities, services or venues.
13
2201
14
3201
15
4201
16
5201
17
6201
18
7201
0
1,795,623
1,800,645
1,619,371
18,315
0.7
Attendance at English conversation groups in libraries continues to increase.
114
1.4 1,553,992
6006
600 0
9068
5000
13,933
10,000
3,120,657
2.1 2,610,618
15,000
2,193,364
2.8
2,062,409
20,000
(million)
3.5
22,886
25,000
2,110,794
Annual Council pool attendance
Annual english conversation group attendance
2 3 4 5 0 1 6 7 8 9-1 010-1 011-1 012-1 013-1 014-1 015-1 016-1 017-1 2 2 2 2 2 2 2 2
200
Usage of Council’s pools continues to grow. (Decrease in 2014-15 due to the closure of the Valley Pool, Fortitude Valley.)
More than 59,000 one-way passenger trips were booked through Council Cabs. Public Space Liaison Officers performed more than 2900 engagements in Council parks or on Council assets to link people sleeping rough with appropriate services. More than 1218 guests attended the Homeless Connect events at Doomben Racecourse in November 2017 and June 2018, where they could access a range of free services including health checks, haircuts and meals. Supported the delivery of nine National Aborigines and Islanders Day Observance Committee (NAIDOC) Week activities and delivered Council’s Black History Month 2017 to 35,500 local residents. Continued to deliver Council’s Youth Strategy 2014-19, implementing 100% of outcomes.
Continued the refurbishment of the New Farm Library and the relocation and fit‑out of Garden City Library
More than 7500 young people participated in 100 events at Youth Week 2018. Council’s Resident Liaison Officer supported 14 cases with hoarding and squalor concerns and 22 residents living in these properties. Provided more than $81,000 to 11 applicants in Men’s Shed Grants to support Men’s Shed groups in Brisbane.
5.5 COMMUNITY 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.
Council’s pop‑up library visited 34 community festivals and events
Key results for 2017-18
Completed the second stage of the Inala Skate Park upgrade works, including installing lighting to facilitate night-time use and a new footpath connection. Partnered with the Queensland Government to construct new skate facilities at Ashgrove and Grovely. Commenced construction of the new Bracken Ridge BMX facility in Fitzgibbon, the largest of its kind in Australia.
Opened the renewed Wynnum Aqua Park and expanded Sandgate Pool Aqua Park
Section 4 Progress and Performance
Completed the Murarrie Skate Park upgrade by refreshing existing obstacles and transitions, and installing a new concrete surface and skate features.
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Installed stormwater harvesting infrastructure so stormwater can be recycled to irrigate local sportsgrounds at: –– Akuna Oval, Kenmore –– Marchant Park, Aspley –– Wakefield Park, Brighton. Installed centralised irrigation monitoring systems at 21 sport and recreation clubs to improve water use efficiency.
127,489 participants in Active and Healthy sessions
Partnered with Brisbane Hockey Management Group and commenced delivery of a new synthetic playing surface at Burringbar Park, Chermside. Completed major works to rebuild sport fields at Easts Mt Gravatt Junior Rugby League Football Club Inc., Morningside Australian Football Club, Hawks Sporting Club Inc. (Sandgate Australian Football Club) and Ridge Hills United Football Club. Undertook aeration to 300 sport fields and condition testing of more than 250 sport fields.
Hello >22,000 people attended English conversation groups in libraries
Developed six new sport and recreation precinct plans for Enoggera Memorial Park, Cubberla Creek Reserve, Keperra Picnic Ground, Murarrie Recreation Ground, Colmslie Recreation Reserve and Mortimer Road Park, to help optimise use and guide future activation of community facilities.
5.6 CITY ICONS Council’s iconic City Hall is fundamental to the city’s identity, government, cultural and community life. City Hall is a heritage building Council has preserved for current and future generations. Key results for 2017-18 Welcomed more than 935,000 visitors to Brisbane City Hall.
$2.5 million awarded to 69 local, not‑for‑profit organisations (Building Stronger Communities Grants Program)
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Brisbane City Hall and King George Square hosted more than 403 civic and community events, including: –– City Hall lunchtime concerts –– Brisbane Broncos season launch –– Brisbane Comedy Festival –– Brisbane Twilight Markets –– Citizenship ceremonies –– Christmas light projection and parade –– Christmas tree lighting –– Diwali Festival –– Lord Mayor’s Seniors Christmas concerts –– Oktoberfest –– One Million Stars activation –– Tough Mudder activation –– The Wiggles concert.
Museum of Brisbane held 2179 City Hall tours with 14,237 people attending. Museum of Brisbane held 10,193 Clock Tower tours with 69,339 people attending. Upgraded and/or replaced four pianos in Brisbane City Hall. Installed a new digital screen in King George Square.
5.7 CITY VENUES 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. Key results for 2017-18 More than 3.1 million people visited Council’s 22 city pools. This included more than 985,000 people participating in Learn to Swim, squads and school programs. Riverstage hosted 30 events attended by more than 173,000 patrons. Received more than 15,926 individual bookings for 19 community halls. Dunlop Park Pool patronage grew by more than 15% after its second season with a new lessee. Increased patronage to the Sir Thomas Brisbane Planetarium by 8% to more than 155,000. Hosted more than 74,000 players at Victoria Park and St Lucia Golf Links. Opened the renewed Wynnum Aqua Park in December. Completed the refurbishment of Sandgate Aqua Park in September, increasing the number of visitors by 66%. Worked with the lessee to complete major improvements to the pro shop at St Lucia Golf Links. Commenced work on the Langlands Park Memorial Pool upgrade in June 2018. Introduced Friday night shows at the Sir Thomas Brisbane Planetarium. Replaced nine ageing pianos and purchased an additional two new pianos for use across the community halls portfolio.
Section 4 Progress and Performance
Installed stage lifts at Bracken Ridge, Upper Kedron and Upper Mt Gravatt community halls.
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Newstead Park
5.8 BRISBANE CITY CEMETERIES Operate cemeteries, crematoria, non-denominational chapels, memorial walls and gardens. Key results for 2017-18 Managed and maintained 198.7 ha of lawns and gardens across 12 cemeteries. Delivered tours and events at Toowong Cemetery as part of final year of the Centenary of the Anzac Day commemorations. Installed new memorial niche walls at Hemmant, Brookfield and Cedar Creek cemeteries. Completed extensions to the Mt Gravatt Cemetery and Crematorium, including the opening of a new area designated to meet the cultural requirements for burials for members of the Muslim community and an extension to the Orthodox burial areas. Worked with Moggill Historical Society to update burial and location information for Council’s oldest cemetery at Moggill. Commenced work on a plaque and lawn remediation program at Pinnaroo Lawn Cemetery, Bridgeman Downs and Mt Gravatt Cemetery.
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Challenges MAINTAINING A SENSE OF COMMUNITY Brisbane is well-known for its lifestyle. Its friendly atmosphere, leisure opportunities and diverse communities make it a great place to live, work, visit and relax. As Brisbane grows and expands, keeping it inclusive is an ongoing challenge, especially in the face of an ageing population, rapid population growth and changing economic conditions. Council shares social inclusion responsibilities with partners including other levels of government, the community and business sector. These partnerships help Council to collaboratively deliver projects, initiatives and events that respond to local and emerging needs. At a grassroots level, Council creates opportunities for people to meet through event programming and access to community assets. Low‑cost or no-cost activities in parks and libraries, as well as structured activities in pools, community halls and the Sir Thomas Brisbane Planetarium, provide safe spaces for people to connect and build a sense of community. Council helps deliver festivals and events each year. These vibrant events are attended by millions of visitors and residents, helping to build the fabric of our city.
BUILDING LITERACY FOR LIFE Literacy is one of the most important life skills to develop. However, 46% of adult Australians cannot function effectively in today’s knowledge-based economy due to poor literacy2 and almost one in five Queensland children are not at the right literacy level when they start school, with many never catching up.3 Early literacy skills are critical in learning to read, with 50% of language learned by three years of age. These skills contribute to an individual’s future educational and employment success, which in turn supports the long-term economic prosperity of the city.
Council’s programs provide literacy benefits for more than 350,000 attendees each year. They contribute to an improved lifestyle and provide the building blocks for a thriving future economy.
ustralian Bureau of Statistics, Adult Literacy and Life Skills Survey, Summary Results, Australia, 2006 (Reissue) cat. No. 4228.0, A ABS, Canberra, 2008, p5. 3 Department of Education and Training, Australian Government, Australian Early Development Census, 2015, viewed 7 May 2018, aedc.gov.au 2
Section 4 Progress and Performance
Public libraries play a key role in supporting literacy, reading and lifelong learning, including supporting the development of strong early literacy skills in children. Council libraries, with their extensive reach and lifelong connection with residents, provide a significant contribution to addressing this challenge, through delivery of best practice early literacy programs across 33 branches and the mobile and pop‑up libraries.
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Kicking goals with the city’s sport fields A liveable city is about more than just jobs and better roads, it’s also about lifestyle. Every day, Council works with and for the community to provide leisure options, with better facilities and venues for all ages to enjoy. Sport and recreation is one such area in which Council works closely with the community to deliver programs, projects and facilities with social and health benefits – and maintaining sport fields is a prime example. Brisbane’s year-round sunshine makes it a perfect location for outdoor sports and activities, but poorly maintained sport fields can impact surface and playing conditions. Council works in partnership with community clubs and organisations to help maintain and improve local sport fields to ensure they are safe, playable and sustainable in the long term through water saving initiatives including irrigation. It’s part of a $10 million Council commitment from 2016 to 2020 to deliver better sports grounds, giving residents access to more lifestyle and leisure opportunities. In 2017-18, Council continued to help local sporting communities use water more efficiently by installing Centralised Irrigation Monitoring Systems at 20 sports clubs. The program will see the systems installed in 20 sports clubs each year for four years, to be completed by 2020. Irrigation of sport fields must be timed correctly. The system’s water monitoring devices digitally link to weather stations which monitor and report water flow, usage trends and environmental data to a central data collection point in Council. As well as helping clubs save precious water, the system detects irrigation faults and can be switched off if a major leak occurs, such as a broken pipe. It can be operated and programmed remotely via a tablet or smartphone, and provides accurate watering times based on environmental data. This enables sports clubs to better manage their water usage on fields to create quality playing surfaces at a reduced cost. Sites that received the system in 2017-18 included: Atthows Park – Centenary Stormers Football Club and Western Districts Baseball Club Inc. Heath Park – Eastern Suburbs Soccer Club Ltd Walton Bridge Reserve – The Gap Pastime Club Inc. Darra Recreation Reserve – Darra United Soccer Club Spencer Park – Windsor Royals Sports Club Inc. The Centralised Irrigation Monitoring Systems are being delivered in addition to stormwater harvesting projects. These involve collecting stormwater which is then treated, stored and reused for another purpose, such as sportsground irrigation. In 2017-18, Council completed construction of stormwater harvesting and reuse systems at Marchant Park in Aspley, Cubberla Creek Reserve, Kenmore and Wakefield Park, Brighton. These programs deliver better facilities and venues for all ages to enjoy. Council is committed to supporting initiatives that help residents lead an active and healthy lifestyle.
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Section 4 Progress and Performance
Darra Recreation Reserve
Program 6 Customer Service As a growing New World City, Council will be recognised as a customer focused organisation which is dedicated to the health, safety and amenity of the Brisbane community.
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What we do Local law and some Queensland Government legislation enforcement Animal management and rehoming centres Free infant immunisation clinics and school-based vaccination program Mosquito and rodent control services Water safety and swimming pool fence inspections Food licensing and compliance Public safety and amenity enhancement Community safety and crime prevention planning and services Graffiti management and reduction Guide community engagement activities Listen to and understand customers’ needs Deliver on customer expectations on service standards
Overview Keeping residents and visitors healthy and safe is critically important to Council. To achieve this, the Customer Service program offers a diverse range of services including immunisation for infants, children and seniors, crime prevention and food safety initiatives, as well as amenity and safety programs in our public spaces and facilities.
In a subtropical climate like Brisbane’s, effective programs to control mosquitoes and other pests that can carry disease which affect humans are essential. Council delivers numerous pest management services to minimise the impact nuisance pests have on the community’s enjoyment of Brisbane’s outdoor, recreational lifestyle. Council will also engage with customers to understand who they are, what they want and how they value Council’s products and services. Council will advocate for, review and propose changes to laws and regulations to enhance our city’s liveability. The program delivers on commitments made in Council’s Customer Service Charter and is responsible for driving a customer-focused culture, setting customer service standards and guiding community engagement. The program monitors customer satisfaction to identify service problems and help work units to address them. It ensures the customer experience is a key consideration in Council strategy, design and implementation of products and service delivery.
Section 4 Progress and Performance
Brisbane’s furriest residents love the city’s dog parks
The program also delivers best practice graffiti reduction activities and administers animal management legislation to promote responsible pet ownership.
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Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
6.4 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.
6.5 Customer Service Delivery 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).
6.6 Customer Experience
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The community believes that Council understands their needs.
Residents and businesses feel that Council is dedicated to customers.
Performance – key results and achievements 6.1 MANAGING ANIMALS Council will facilitate and promote responsible pet ownership. Key results for 2017-18 Provided pet management services to support responsible pet ownership: –– registered 107,328 dogs –– Council’s two animal rehoming centres, in Willawong and Bracken Ridge, reunited 2784 pets with their owners. Provided proactive educational and community initiatives including: –– delivered Pets and People Education Program sessions in partnership with the Australian Veterinary Association to 4235 students at 88 Brisbane schools –– delivered five low-cost microchipping events in partnership with the Animal Welfare League Queensland, with 82 dogs and 57 cats microchipped. Provided $20,000 sponsorship funding to the RSPCA for Operation Wanted, which subsidises vets for desexing procedures, with approximately 30 Brisbane vets participating, and desexing around 3500 pets.
6.2 COMMUNITY HEALTH Council will protect and enhance the health of Brisbane’s residents. Key results for 2017-18 Responded to 775 food-related public health and safety complaints, and conducted 6028 inspections of Brisbane food businesses. Food business investigations resulted in 30 successful prosecutions of Food Act 2006 breaches.
Section 4 Progress and Performance
Delivered an extensive immunisation program, providing convenient vaccination services and reducing incidence of disease, including: –– administered more than 51,190 free vaccinations to 39,647 students across 110 schools through the School Immunisation Program –– vaccinated 17,132 students with the new meningococcal ACWY vaccine as part of Council’s School Immunisation Program –– delivered 595 free community immunisation clinics, with 7551 infants vaccinated. Monitored and managed mosquito breeding sites to reduce the risk of mosquito-borne illness, and treated 20,142 ha of saltmarsh breeding sites through 13 aerial treatments.
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6.3 PUBLIC SAFETY This service assists Council to make Brisbane a city which is safe for residents, businesses and visitors. Key results for 2017-18 Managed and mitigated risks to public safety, including:
1911 microchipped animals returned to their owners
–– provided front line rapid responses via the Rapid Response Group to 22,663 high-risk community complaints and incidents –– scheduled the response to more than 95,449 complaints in relation to matters of city safety. Responded to more than 3200 amenity complaints on issues such as waste bins, shopping trolleys and unkempt properties. Delivered the Taskforce Against Graffiti and Council’s graffiti management response, including: –– provided intelligence to Queensland Police Service for the prosecution of 99 offenders for 1945 graffiti and vandalism related offences –– delivered 26 events in partnership with Crime Stoppers Queensland to educate residents about the cost of crime and reporting crime –– removed 37,825 graffiti incidents –– delivered 44 graffiti education events to 4968 school students.
64,483 customer contacts with Council
Conducted 66 safety audits and inspections using Crime Prevention Through Environment Design principles to improve safety and deter anti‑social behaviour. Facilitated nine personal safety seminars at various locations across Brisbane, with 348 attendees.
6.4 COMMUNITY ENGAGEMENT Council will engage with customers to better understand their needs and provide opportunities for residents to actively participate in decisions. Council recognises the importance of engaging with customers to understand who they are, what they want, and how they value Council’s products and services.
90% of residents are satisfied with the level of service provided by the Customer Contact Centre
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Key results for 2017-18 Delivered face-to-face and online community engagement on the Draft Transport Plan for Brisbane – Strategic Directions document, receiving feedback from 29 sessions across the city. Implemented an online community engagement tool to make it easier for the community to have their say on Council projects including: –– –– –– –– –– –– ––
City Botanic Gardens Riverwalk Darra BMX Facility Lang Park Traffic Area Plan your Brisbane Stones Corner Precinct, Hanlon Park Transport Plan for Brisbane – Strategic Directions West End/Highgate Hill residential parking study.
Facilitated community engagement, as part of the Norman Creek 2012-2031 Master Plan on the upgrade and rejuvenation of Hanlon Park at Greenslopes, with 1922 people participating. Facilitated community engagement, as a part of the Coorparoo and districts neighbourhood plan, at three Talk to a Planner sessions, with 172 people attending. Facilitated face-to-face and online community engagement for the design of Milton Urban Common with one session held at the Milton Markets and two sessions at Railway Terrace, Milton.
150
50
12
1201
13
2201
14
3201
15
4201
16
5201
17
6201
Increasing number of dogs registered in Brisbane.
18
7201
94
24,000
0
183
100 162
101,005
99,068
97,518
95,715
93,866
48,000
0
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
Community events facilitated by Council increases year-on-year.
Section 4 Progress and Performance
72,000
215
200
187
96,000
107,328
250
103,560
120,000
187
Annual number of events facilitated by the Business Hotline 133 BNE (133 263)
Annual number of dogs registered
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6.5 DEVELOP AND DELIVER CUSTOMER SERVICES Optimise the design, development and delivery of services to customers through multiple channels. Key results for 2017-18 Managed almost 1.3 million customer enquiries through Council’s Customer Contact Centre. Answered 28,977 calls through the Council’s Business Hotline, 133 BNE (133 263). Received high satisfaction ratings from customers including:
28,977 calls via 133 BNE
81%
of residents surveyed agreed Council is dedicated to its customers
–– agreement from 90% of businesses and 94% of residents that it was easy to contact Council through the channels provided –– satisfaction from 85% of businesses and 89% of residents with Council’s ability to understand their needs –– satisfaction from 88% of business customers with Council’s dedicated Business Hotline, 133 BNE (133 263). More than 472 film, festival and event permits were facilitated through Council’s Filming, Festivals and Events Liaison Office. Managed 88,295 social media enquiries from business and resident customers. Managed 168 applications to light up a Council asset. Processed applications for the hanging of 137 bridge banners across Brisbane.
6.6 CUSTOMER EXPERIENCE The Customer Focus Vision will be achieved by developing Council‑wide customer focused processes and culture aligned to customer needs and expectations. Key results for 2017-18 Implemented a new tool allowing personalised, targeted engagement with customers who have interacted with Council. Council can now engage across multiple channels to seek feedback on its services to deliver process improvements. Updated Council’s ‘welcome letter’ for new homeowners, showcasing Brisbane’s wide range of leisure options and events. Agreement from 80% of businesses and 81% of residents surveyed that Council is dedicated to its customers. Delivered customer focus training to 4295 Council officers, including bus drivers and front line employees.
107,328 dogs registered in Brisbane
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Challenges ADDRESSING THE SERVICE DEMANDS OF A GROWING CITY THROUGH NEW TECHNOLOGY Population growth, density and an increasing demand for regulatory services place a significant demand on Council’s capability to deliver a New World City. While increasing staff numbers can help meet some of the growing expectations of customers, innovation in the use of mobile technology has increasingly become a critical component of Council service delivery. Any new technology solutions, whether hardware, software or systems, can increase the amount of time officers spend in the field and reduce the need for them to return to base to review documentation, complete transactions and upload case files, for example. With respect to hardware, this means investing in the most effective handheld devices which can serve as phones, access the internet, directly engage with host systems and, ideally, reduce the need to carry and use multiple products. The software must be reliable, secure and future-proofed without impact on users or costs to the community. Importantly, all technology must seamlessly transition data between systems. Strategies continue to be implemented across Council to meet the challenge associated with Brisbane’s growth and development. Remaining on the front foot of evolving mobile technology will ensure Council continues to deliver responsive customer service and meet increased demand for service delivery. By improving the procurement and use of technology, Council can eliminate workload duplication, reduce officer downtime, improve the prioritisation and allocation of work, and maximise customer experience. Ultimately, by meeting the mobile technology challenge head on, Council can keep officers working to protect residents’ health, safety and the amenity of the city where they are needed the most, in the community itself.
REACHING CUSTOMERS IN A 24-HOUR CITY As Brisbane evolves into a 24-hour city, Council recognises customers’ needs and preferences are also changing. To continue to understand and meet these expectations, Council must find new ways to engage with the community.
To meet this challenge, Council is continually testing innovative and creative ways to interact with residents using new and emerging technologies. Engagement tools have been expanded to include gamification, interactive mapping, storytelling and online discussion forums, all of which provide Council with deeper understanding of what its customers desire. The online space allows customers to interact at a time that suits them, helping them to be involved regardless of work and lifestyle commitments. The new online tools do not replace more traditional engagement methods, such as surveys and face-to-face sessions, but simply expand the range of options available to the community.
Section 4 Progress and Performance
Customers demand multiple channels of contact so they can engage when, where and how they want to. For example, the increasing use of social media by residents requires a tailored customer service approach, allowing them to share their ideas with the expectation Council will listen and act when required.
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Customer Focus key to Council’s Contact Centre Council underpins its motto of being ‘dedicated to a better Brisbane’ with a winning customer service strategy. Every day, it works with residents and the community to help make Brisbane a great place to live, work and relax, a city valued for its friendly and optimistic character and enviable lifestyle. Council’s Contact Centre is central to this. Over the past 12 months, the centre handled more than 1.2 million resident and business enquiries, and with facilities in Chermside and Yeerongpilly (North Regional Business Centre and South Regional Business Centre respectively), every phone call, SMS, website and social media enquiry is handled locally. This means a more personal service with a true understanding of Brisbane’s culture, lifestyle and customer needs. The 24-hour Contact Centre not only creates jobs in Brisbane, but equally important to Council provides a service delivered by local people who know the area – a priceless resource when answering questions about local issues. Not surprisingly, Council’s Contact Centre has come a long way since operations began in 1996, when a staff of 40 answered 1200 calls a day for limited services. Today, a round-the-clock service facilitates a substantially greater number of enquiries, with 80% of calls answered within 20 seconds. Given the size of Council and the scope of services it provides, the topics of enquiries received are vast and varied. In 2017, wheelie bin replacement and repairs, parking-related enquiries and animal queries topped the list. However, it’s not just Council-related queries the Contact Centre assists with. Each year, it assists thousands of residents by providing details of relevant external organisations when a query falls outside of Council’s domain, meaning Brisbane’s residents can talk to who they need to and get things done. Over the years significant operational changes have taken place to ensure the Contact Centre remains current with advances in technology and customer expectations. The Accelerated Emergency Response initiative was introduced in 2010, providing resources for instant remote access to the Contact Centre by consultants, enabling a swift response for residents during significant events such as severe storms. The Business Hotline 133 BNE (133 263) was launched in 2012 to support business growth and provide a dedicated service to handle business-related queries 24 hours a day.
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Section 4 Progress and Performance
Brisbane City Council Contact Centre
Program 7 Economic Development The goal of the Economic Development program is to implement the Brisbane Economic Development Plan 2012‑31 and the Brisbane 2022 New World City Action Plan. Council helps build Brisbane’s economy and create new and innovative jobs.
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What we do Promote Brisbane nationally and internationally as Australia’s New World City Promote Brisbane as a great place to do business Ensure Council is friendly and efficient to do business with Attract investment and jobs Implement the Long Term Infrastructure Plan 2012-2031 to build infrastructure capacity and support future growth Support the development and delivery of a Smart, Connected Brisbane Support productive precincts and small‑to‑medium business activities Support workforce availability and capability Provide precinct management for the CBD and Fortitude Valley Establish and maintain business markets, partnerships and facilitation opportunities, both locally and internationally Implement the Brisbane Economic Development Plan 2012-2031 and the Brisbane 2022 New World City Action Plan Ensure the long-term economic development of Brisbane
Overview The Economic Development program drives the city’s economic development and is charged with implementing the Brisbane Economic Development Plan 2012-2031 and the Brisbane 2022 New World City Action Plan to ensure Brisbane is prepared for future economic growth and has the infrastructure to support it.
building Brisbane’s global reputation as Australia’s New World City productive Brisbane talent attraction and global connections lifestyle city leadership, engagement and implementation. The program helps Brisbane achieve its full potential by showcasing the city’s investment strengths alongside the lifestyle benefits for workers, international students and visitors through initiatives including Study Brisbane and campaigns to encourage digital uptake among businesses. The program also facilitates business investment enquiries and, in 2017-18, provided industry
Section 4 Progress and Performance
Driving investment and job growth in the food industry
The Brisbane Economic Development Plan 2012-2031 addresses five key priorities:
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research and analysis to inform Brisbane Global Precincts, a strategy to attract investment, foster innovation, encourage tourism and elevate the city’s international reputation. Targeted marketing and inward-bound investment campaigns were also delivered to promote Brisbane to professional services, education, mining services and tourism sectors, and to encourage investment and development. Through the program, Council supports and facilitates opportunities for Brisbane’s small businesses and regularly engages with them through: the Business Hotline 133 BNE (133 263)
1266 attendees at 10 Lord Mayor’s Business Forums and four Lord Mayor’s Business Excellence Workshops
a dedicated business section on the corporate website the Business in Brisbane newsletter a program of business forums and masterclasses Local Business Partnership Initiatives. Council also provides economic advice to the community, all tiers of government and private sector partners. During the year, Council made demographic and economic data available to inform business decisions and monitor Brisbane’s economic performance. Council sponsored 25 social entrepreneurs to participate in a business accelerator program to build business capacity and capability in their chosen fields, and supported young people in Brisbane by delivering Youth Employability forums.
Free public Wi-Fi service extended to four suburban centres
2000 students attended four Lord Mayor’s International Student Friendship ceremonies
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The Economic Development program continued to support local precincts by delivering a Local Business Partnership Initiative in Wynnum town centre to drive economic growth in the area. Free public Wi-Fi was extended to include Wynnum town centre, Hawken Drive, St Lucia, Jackson Road, Sunnybank Hills and Moorooka town centre. Strategic activation programs were delivered for Queen Street, Brunswick Street and Chinatown malls, promoting them locally and nationally as destinations for shopping, dining and entertainment. Education is a significant export industry in Brisbane and quality student accommodation is vital to attracting international students. The benefits of the student accommodation infrastructure charges reduction scheme, which took effect between July 2014 and June 2017, will continue to positively impact the student market in coming years with ongoing supply of student focused accommodation. In 2017-18 the program also established the Smart, Connected Brisbane Office to lead Council’s vision for Brisbane to be a smart city.
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
7.3 A City of Many Skills Skilled workers think that Brisbane is a desirable place to work. Continue to support Brisbane’s intake of international students.
7.4 Deliver 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 Delivering the Brisbane 2022 New World City Action Plan 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. Brisbane will provide support and opportunities for small and medium-sized enterprises.
Brisbane businesses have improved access to economic information for decision-making.
Brisbane businesses receive support to grow their business linkages and export opportunities in Asia.
Section 4 Progress and Performance
7.6 Developing Brisbane’s Export Profile
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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 2017-18 Delivered 10 Lord Mayor’s Business Forums including two forums targeting the social enterprise and creative sectors and four Lord Mayor’s Business Excellence workshops. Achieved ISO37120 platinum certification for the World Council on City Data, allowing Brisbane to be accurately benchmarked against other cities. Produced a range of business publications and articles, including quarterly key economic fact sheets, Business in Brisbane (a quarterly print newsletter featuring the Brisbane Economic Snapshot) and the Benchmarking Brisbane report. Launched Opportunity Brisbane, an online business prospectus for 14 key inner-city locations. Launched Brisbane’s Global Precincts, a strategy to shape the future growth of the city’s precincts.
7.2 ENABLING ECONOMIC GROWTH Supporting projected growth in employment, population, exports and investment, Council will ensure that appropriate infrastructure projects are identified and sequenced and that Council’s regulatory frameworks are responsive and enabling. Key results for 2017-18 Established the Smart, Connected Brisbane Office to lead Council’s vision for Brisbane to be a smart city. A smart city is a city that uses information and communication technologies to increase efficiency, share information with the community and improve quality of life. Released Smart, Connected Brisbane, Council’s approach to realising the benefits of digital technologies and innovation to provide better services to the community. Hosted Brisbane Innovate 2017, an open innovation event where more than 200 people across industry, education and the community came together to discuss new and innovative solutions to facilitating Brisbane Vision. Released 20 datasets and 203 new resources via Council’s Open Data portal. Expanded the free public Wi-Fi service to include Wynnum town centre, Hawken Drive, St Lucia, Jackson Road, Sunnybank Hills and Moorooka town centre. Provided technical advice on Brisbane growth and economic development matters to internal and external groups such as the Brisbane Infrastructure Council and the Queensland and Australian Governments. Provided research to support neighbourhood planning projects.
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7.3 A CITY OF MANY SKILLS Support job growth by ensuring Brisbane businesses have access to a trained and skilled workforce, and that business operators have access to training and skills to support their business with business premises that meet their needs. Key results for 2017-18 Sponsored 25 social entrepreneurs in a business accelerator program. Facilitated a growth of 11% in Brisbane’s international student market through the Study Brisbane program. Sponsored three Youth Employability forums to help 17-25 year olds find employment. Held 10 Power-Up Small Business workshops and four Visiting Entrepreneur events at innovation hub The Capital to assist the small business and start-up community. Delivered an International Work Experience program with six students from Brisbane’s Sister City of Daejeon, South Korea. Provided funding grants to help 11 local start-ups grow under the Lord Mayor’s Global Entrepreneur Program. The Small Business Liaison Officer held more than 200 one‑on‑one sessions and undertook 15 speaking engagements to share what is available from Council for small businesses. Encouraged 800 children to learn how to code through the CoderDojo program. Launched the Future Food Strategy, including an accelerator program to assist local businesses to be market-ready and grow globally.
7.4 DELIVERING WORLD CLASS ECONOMIC PRECINCTS
Delivered the Wynnum Central Beach Volleyball program to activate the local economy
800 children learnt to code
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.
Delivered and supported more than 1000 events and over 2000 performances in the CBD and Queen Street Mall. Delivered and supported new events in Queen Street Mall including Lunar New Year in the City. Presented City Sounds, a live music program, and Australia’s largest program of its kind.
$191 million in economic impact through major events
Section 4 Progress and Performance
Key results for 2017-18
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Delivered the 2017 Christmas program including Lighting of the Christmas Tree, Gold Lotto City Hall Light Spectacular and the Christmas Parade, with average daily visitation at events in the Queen Street Mall and King George Square up 10% on the previous year. The Christmas program also recorded high visitor satisfaction with 93% of survey respondents seeing it as positive for Brisbane. Continued to support the CBD Economic Development Board for facilitation of economic growth within Brisbane’s CBD. Delivered a program of events and initiatives to activate, promote and support the Valley Mall and local businesses including:
>200 people attended Brisbane Innovate at City Hall
–– the new My Valley website to market and promote businesses in the precinct –– facilitated 61 events in Chinatown and Brunswick Street malls –– Valley Fiesta 2017 –– new Christmas decorations.
7.5 DELIVERING THE BRISBANE 2022 NEW WORLD CITY ACTION PLAN Deliver key economic priorities as outlined in the Brisbane Economic Development Plan 2012-2013 and the Brisbane 2022 New World City Action Plan to drive employment and economic growth across Brisbane. Key results for 2017-18 Launched the Digital Brisbane 2.0 strategy to ensure Brisbane residents are well placed to thrive in a globally connected and digitally enabled world.
Installed three CitySafe cameras across Brisbane
Launched the Lord Mayor’s Global Entrepreneur Program to assist local entrepreneurs to grow their start-ups beyond Australian borders. Held 543 events attracting approximately 15,292 attendees at start‑up hub The Capital. Achieved a record of more than $191 million in economic impact for Brisbane through major events including the Battle of Brisbane 1 and 2. Attracted more than $268 million in capital investment to generate more than 478 new jobs and $841 million in economic impact for the city. Delivered the Wynnum Central Beach Volleyball program.
65,000 people per month use free public Wi-Fi
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Secured Australian Government funding to deliver the Safer Cities proof of concept in partnership with the National Retailers Association, to reduce stock loss through theft in the CBD and Fortitude Valley.
Launched the inaugural Lord Mayor’s Convention Trailblazer Grant to enlist the city’s early career professionals and researchers to attract valuable conferences to Brisbane. Continued to promote Brisbane as a leading Asia Pacific hub through delivery of the 11th Asia Pacific Screen Awards.
7.6 DEVELOPING BRISBANE’S EXPORT PROFILE Grow Brisbane’s out-of-region exports to maintain living standards, incomes and employment growth. Key results for 2017-18 Developed industry cluster mapping for internal stakeholder use to help Council understand where key export sectors are located. Supported Brisbane’s Global Precincts’ strategy development and implementation.
25 social entrepreneurs sponsored in a business accelerator program
Distributed Census data to support Council program areas in decision‑making. Provided technical advice on Brisbane growth and economic development matters to internal and external groups.
Launched Brisbane’s Global Precincts, a strategy to evolve eight precincts across the city
Number of activations in Queen Street Mall and CBD 1500
1200
300
0
0
9-1
200
1
0-1
201
2
1-1
201
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
More than 1000 activations are staged in Queen Street Mall and the CBD every year.
543 events held at The Capital
Section 4 Progress and Performance
1054
1085
1072
1187
1248
1011
1022
1121
600
1333
900
139
Challenges YOUTH EMPLOYABILITY PROGRAM – UPSKILLING BRISBANE’S YOUTH Council’s vision is of a city where young people are healthy, valued, resilient and confident young citizens who actively contribute to a better Brisbane. The long-term economic growth of Brisbane relies upon future generations. By 2025, 75% of the workforce will be made up of millennials (and Gen-Z)4, and while our younger generation is the most educated generation ever, they are not necessarily skilled in key performance areas such as critical thinking, intrapreneurship, communication, collaboration and creativity. This creates a number of challenges for business, such as workforce retention, which impacts on productivity, investment and meeting multigenerational aspirations. Council is committed to working with young people, families, industry groups, community organisations and other levels of government to ensure young people who live, work, play or study in Brisbane are engaged, empowered, included and celebrated. The Youth Employability Program is one of the ways Council is ensuring that Brisbane attracts and retains skilled workers. Council is proudly supporting the genYOU Inspire 2018 series. This series focusses on the real skills employers seek such as communication, problem solving and leadership. Designed purely for young people aged between 17-25, genYOU Inspire brings together mentors, entrepreneurs and insightful employers to share their knowledge, experiences and advice with Brisbane’s future leaders. By strengthening the enterprise and employability skills of young people as they enter the job market, Council is helping them to thrive in their current and future roles. Brisbane relies on graduates to build careers here – the talents of young employees to enter the workforce, innovators to create new products, and entrepreneurs to forge new business opportunities. This program will help ensure more young people can develop their skills and career pathways in Brisbane and make an immediate impact.
4
140
Deloitte, Big Demands and High Expectations: The Deloitte Millennial Survey, Executive Summary, 2014, p2.
LORD MAYOR’S GLOBAL ENTREPRENEUR PROGRAM The creation of a highly visible and fully integrated start-up ecosystem is a key priority of the Brisbane 2022 New World City Action Plan, due to its potential to create jobs, foster innovation, build high‑growth businesses, and enable wider access to international talent, finance and supply chains. Early-stage start-ups in Brisbane benefit from a range of support opportunities, however, there is a gap for emerging starts-up to take that next step to compete in the global market. Council has responded with funding to assist entrepreneurs in Brisbane to scale their businesses internationally. Since 2012, the Lord Mayor’s Budding Entrepreneur Program has provided more than $277,000 in grants to 74 start-ups. The new Lord Mayor’s Global Entrepreneur Program, run by Brisbane Marketing’s Digital Brisbane team, continues this tradition with a focus on growing existing businesses. The program, which is part of the Digital Brisbane 2.0 strategy, offers selected existing businesses up to $5000 to help them scale their business. Businesses can use the grant to open up new opportunities, including seeking professional advice on expansion and scaling, securing new partners, suppliers or vendors, and taking part in national or international acceleration programs. Successful applicants then report back on how the grant has impacted the businesses or helped to drive growth.
Section 4 Progress and Performance
By continuing to encourage businesses and entrepreneurs that have new products that appeal to the global market, Brisbane will remain competitive in emerging industries internationally.
141
Keeping Brisbane connected – new free Wi-Fi sites Smart cities are connected cities and free Wi-Fi keeps Brisbane residents and visitors connected as they move around many parks and public spaces across the city, the CBD, pedestrian malls, libraries, the Mt Coot-tha Summit Lookout and on CityCats. In 2017-18, Council’s free Wi-Fi service was rolled out to Wynnum town centre, Hawken Drive, St Lucia, Jackson Road, Sunnybank Hills and Moorooka town centre as part of a four-year suburban network expansion. They now boast access to free high-speed Wi-Fi, with additional access points on the Wynnum foreshore giving coverage to the Wynnum Wading Pool and children’s play areas. The free public Wi-Fi adds to the coverage already available at centres in Stones Corner and Sandgate. Available 24 hours a day, seven days a week, it can be accessed by anyone with a Wi‑Fi enabled device. To ensure fair access, users can connect to the network for a maximum of four hours at a time per device, with a data limit of 250 megabytes. That means anyone using the network could stream up to 13 average-sized YouTube videos or the equivalent of five hours of music, all for free. With more than 260 access points already providing free Wi-Fi across Brisbane, including the CBD, Fortitude Valley Malls, James Street and Caxton Street precincts, South Bank Parklands, Brisbane Botanic Gardens and New Farm Park, as well as all 33 Council libraries and across the entire CityCat fleet, Brisbane’s status as a smart, connected New World City is already well established. This year saw an average of 65,000 people use the network each month. Research demonstrates that public Wi-Fi enables increased entrepreneurial activity, with the delivery of the free service across Brisbane’s CBD and key suburban areas forming part of Council’s commitment to building Brisbane’s economy while creating new and innovative jobs. Complemented by Council’s Digital Brisbane 2.0 strategy, free business workshops and forums, a 24/7 Business Hotline 133 BNE (133 263), and the city’s innovation hub, The Capital, free Wi-Fi is creating more opportunities for businesses to take advantage of the digital economy, significantly improving local connectivity and access to digital services in the process. The next financial year will see the service expanded further, with sites at Spring Hill and Nundah town centre set to go live in 2018-19.
142
143
Section 4 Progress and Performance
Free Wi-Fi in the suburbs
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 the Brisbane Vision.
144
SES member with Brisbane residents
What we do Councillor, committee and executive support Point of contact for community Intergovernmental relations International activities and multicultural affairs Disaster prevention, preparedness, response and recovery Financial management and planning Property management Corporate accommodation Procurement Risk management Support services Strategic planning Legal services Human resources Corporate communication Information and communications technology (ICT) Internal audit services, ethical standards and corporate security Complaints and disputes resolution Right to information Information privacy
Overview The City Governance program aims to ensure Council is an accountable, effective and transparent local government that practises strong financial management to deliver outcomes which serve Brisbane’s community.
Section 4 Progress and Performance
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.
145
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.
154 civic events including eight citizenship ceremonies
We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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
Delivered the 2017 Asia Pacific Cities Summit with Dajeon Metropolitan City
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
86%
of people surveyed agree Living in Brisbane is a useful way to communicate with residents
146
Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan (Brisbane Vision) and 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.
SES volunteers Medium-term (five year) objective
Status
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.
8.5 Corporate Communication Align corporate communication with Council’s plans.
Maintain or increase Brisbane residents’ awareness that Council has a vision for the future of the city.
Maintain and improve employee satisfaction via consistent internal communication.
8.6 Information and Communications Technology Council’s business performance will be supported and improved through ICT.
Increase organisational satisfaction with ICT service delivery.
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.
Section 4 Progress and Performance
8.7 Disaster Response and Recovery
147
81
Better Brisbane proposals received
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 2017-18 Provided ongoing administration support to 26 ward offices, 32 Council meetings and 168 committee meetings. Engaged with the community by responding to more than 5000 pieces of Lord Mayoral correspondence. Hosted 154 civic events including eight citizenship ceremonies, NAIDOC Week and the Freedom of Entry to the City of Brisbane parades. The Lord Mayor’s Multicultural Round Table provided 30 business scholarships and mentoring placements to assist residents from a multicultural background to obtain business qualifications in Brisbane. Continued to focus on multicultural communities and fostering diversity by:
Engaged with close to 6 million users through Council’s website
–– hosting 200 attendees at the Lord Mayor’s Refugee Welcome Ceremony –– publishing the quarterly One Brisbane many cultures e-newsletter in 10 languages or dialects, reaching more than 6560 subscribers.
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 2017-18 Delivered, in partnership with Daejeon Metropolitan City, the 2017 Asia Pacific Cities Summit and Mayors’ Forum, which was hosted by Brisbane’s Sister City of Daejeon, South Korea on 10-13 September. The convention attracted 2400 delegates from 125 cities across the Asia Pacific region and beyond, including 59 mayors.
149,700 residents signed up to Council’s Early Warning Alert Service
148
Hosted 12 international delegations, including representatives from Brisbane’s sister cities, which visited Council to exchange knowledge and learn best practice.
8.3 STRONG AND RESPONSIBLE FINANCIAL MANAGEMENT Provide sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision. Key results for 2017-18 Maintained Council’s strong credit rating with a neutral outlook as assessed by Queensland Treasury Corporation. Delivered a balanced budget for the 2017-18 financial year. Continued to evolve the Enterprise Performance Management Framework, including strategic planning and investment prioritisation. More than 63,050 customers registered to receive their quarterly rates by email, which is the equivalent of: –– –– –– ––
saving more than 567,500 pieces of paper each quarter reducing water requirement from reduced paper production by 202,870 litres per year reducing waste to landfill by 730 kg per year reducing total greenhouse gas emissions (through reduced paper production) by 11.5 tonnes per year. This is equivalent to taking more than 3.6 cars off the road for a year. Piloted the Commonwealth Bank’s new Secure Call Interface to enable customers to make credit card payments easily and securely over the phone via the Contact Centre and other business areas. Simplified the Annual Financial Statements, leading to more user-friendly, concise financial reporting. Facilitated 24 successful grant applications, securing a total of $8.5 million in external funding for projects including the Public Transport Accessibility Infrastructure Program. Supported local business and community enterprises through the management of 23 leases of Council land and assets.
8.4 VALUE FOR MONEY SUPPORT SERVICES Council responsibly manages ratepayers’ money expended in its businesses, and this outcome provides effective, value-for-money transactional and operational services essential for program delivery including procurement, business support services, risk management, legal expertise, human resources support and data analytics. Key results for 2017-18
Successfully delivered employment programs to 316 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (both domestic and international students). Received 18,234 internal and external applications for roles within Council and appointed 1817 successful applicants. Commenced the Mentally Healthy Workplaces project, establishing a network of 20 trained people to deliver mental health awareness workshops across Council. Managed approximately 368 supplier arrangements and 1118 supplier contracts with a spend of more than $0.9 billion.
Section 4 Progress and Performance
Continued delivery of the innovative and award-winning DisABILITY ACTION at WORK program, providing 16 weeks of paid work experience and career development for 23 people with a disability.
149
Coordinated Council’s tendering process, with 246 tenders and quotes published through Council’s supplier portal. Continued to expand Better Brisbane Proposals (formerly known as Innovative Proposals), with 81 received and four successfully implemented. Launched the new Corporate Mentoring Program with 70 mentors and 70 mentees, connecting 140 people in Council to assist with each other’s learning and professional goals.
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 2017-18 Continued to engage with residents through the Living in Brisbane publication, with 89% of readers recognising the publication as belonging to Council, 86% agreeing it is a useful way to communicate with residents and 79% saying they learnt something new. Based on community feedback, Council launched a refreshed design of the Living in Brisbane newsletter in August 2017, providing a new, engaging format. Engaged with close to 6 million users through Council’s website, with content focused on discrete, meaningful experiences through the delivery of more than 30 dedicated landing pages/experiences, including More to See and Do, Plan your Brisbane and the integration of the What’s on and events calendar into individual library pages. Created 226 accessible online forms for Council’s website. Increased Council’s primary social media channel followers (Facebook and Twitter) by 15.23%. Council’s ‘What’s On Brisbane’ Facebook page followers increased by more than 17,500, a 57.52% increase on last year. The page promotes key events throughout Brisbane. Council’s Instagram followers increased by more than 10,680, representing significant growth driven by #viewsofbrisbane, where followers share their favourite images of Brisbane. Extended the reach of communication with Brisbane’s Culturally and Linguistically Diverse (CaLD) community through a multi-faceted approach. Activities included 543 pieces of CaLD communication, distributed in 11 languages, 596,634 impressions on CaLD social media channels, 133,522 page views across five translated pages on Council’s website and through distributing the One Brisbane many cultures quarterly e-newsletter to more than 6560 subscribers. Delivered and implemented more than 230 communication campaigns and initiatives to raise awareness of Council programs and services for residents. Welcomed more than 19,000 residents and visitors to Council’s Royal Queensland Show (Ekka) stand, which showcased the breadth of Council’s services. Promoted Council’s sponsorship of 84 projects and events, which helped deliver the Brisbane Vision in partnership with the community.
150
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 2017-18 Worked with the Economic Development program to expand Council’s free public Wi-Fi service to Wynnum town centre, Hawken Drive, St Lucia, Jackson Road, Sunnybank Hills and Moorooka town centre. Migrated network and fibre at 20 libraries to Council’s new cloud network, providing library customers with a highly reliable, accessible Wi-Fi network and secure access to public computers. Open data reached 132 published datasets and more than 920 registered users. Achieved record activity on the Open Data portal following Council’s involvement in GovHack and AECOM’s CityHack17, with more than 21,000 page views in July. An independent assessor verified Council’s compliance with industry credit card security requirements known as Payment Card Industry Data Security Standard. Provided Council’s Contact Centre and State Emergency Service (SES) direct access to the SES Task and Management System. Modernised Council’s online repository for project information and documents, which supports streamlined processes and consistent project reporting. Provided cyber security advice to Council officers to support effective risk management. Continued to undertake the planned upgrade of software to improve ICT efficiency and security. These tools provide the foundation for an increasingly mobile workforce.
8.7 DISASTER RESPONSE AND RECOVERY Council contributes to a safe and resilient community through prevention, preparedness, response and recovery activities for disaster management. Key results for 2017-18 More than 149,700 Brisbane residents signed up to Council’s Early Warning Alert Service, an increase of more than 5% on last year. Delivered 93 training sessions to 839 employees to ensure Council’s disaster management workforce is ready to respond to any disaster event in Brisbane.
Delivered Exercise Emerald City, a multi-agency disaster management exercise to practise the set-up of an evacuation centre, including the shelter of animals. Implemented the Council disaster management watch desk during the Gold Coast 2018 Commonwealth Games to ensure a heightened level of situational awareness and to support the event. Delivered 26,000 preparedness resources to Brisbane residents (items included backpacks, fact sheets and information material). Seventy-four per cent of Brisbane residents feel Council does a good job of providing information to the community about being prepared for severe weather.
Section 4 Progress and Performance
New Disaster Management workforce survey results showed 90% of the workforce has a high level of confidence in their capability to successfully manage during an emergency event.
151
The Brisbane City SES Unit assisted the Queensland Police Service with 30 civic events, including the Anzac Day Dawn Service, Anzac Day Parade, Bridge to Brisbane fun run, Christmas Parade (across 12 nights), City to South fun run, New Year’s Eve in the CBD and South Bank, Remembrance Day, St Patrick’s Day Parade and the Gold Coast 2018 Commonwealth Games. Brisbane City SES Unit managed 868 members (804 active and probationary, and 64 reserve members). Provided the Brisbane City SES Unit with six new Ford Ranger 4WD dual-cab utility vehicles to enhance the response capability of SES volunteers. Opened a new, fit-for-purpose SES training facility in Morningside to enhance the training capability of the Eastern Group and its members.
Total Council social media followers – Twitter vs Facebook 400,000
Grant applications received 30
300,000
0
5 4 -1 2 01 Twitter
6 5 -1 2 01
7 6 -1 2 01
17 6
18
7201
More than 15% increase in the following of Council’s primary social media channels Facebook and Twitter.
152
10
166,815
129,765
94,394
86,192
61,414
100,000
152,408
295,361
323,052
200,000
24
20
0
2 01
6 5 -1
7 6 -1 2 01
8 7-1 2 01
Number of successful grant applications from contestable grant programs continues to increase each year.
Challenges A MODERN APPROACH TO INFORMATION COMMUNICATIONS TECHNOLOGY (ICT) Demand for business and government services is increasingly required 24/7, with customers seeking to interact with businesses and government quickly and simply through mobile technology such as smartphones. However, modernising enterprise systems to operate securely and effectively to meet these expectations is challenging. Council has been investing in its online presence and building a foundation of ICT systems that will support much greater access by customers, to request and track services, via their smartphones or other mobile devices.
>63,050 customers registered to receive their quarterly rates by email
OPENING THE DOOR TO NEW AND INNOVATIVE BUSINESS IDEAS One of the ways Council helps to build Brisbane’s economy and create new and innovative jobs is by partnering with product and service providers. Although tenders are a way to achieve this and support the growth of local businesses, the process limits submissions to applicants that fulfil Council’s current needs. The Better Brisbane Proposal initiative (originally launched as Innovative Proposals in 2015) enables Council to foster new partnerships to take advantage of new products and services being offered by big and small businesses, academia, not-for-profit organisations and entrepreneurs.
15.23% increase in Council social media followers
Since Council began accepting innovative proposals in August 2015, it has received more than 200 submissions. The number has continued to increase over the past 12 months since new criteria were implemented. Ideas have flourished, with more than 100 new Better Brisbane Proposals received. Successful proposals have been very diverse, with ideas such as innovative solutions for tracking potentially illegal development, more effective cleaning and guttering products, an efficient production method for videos and a sustainable lighting solution.
Managed 368 supplier arrangements and 1118 supplier contracts with >$900 million spend
Section 4 Progress and Performance
Through Better Brisbane Proposals, Council is always open for business and good ideas do not have to wait for a tender.
153
The city precinct that never sleeps – My Valley The Fortitude Valley precinct has long been the iconic nightlife and entertainment hub of Brisbane, but small and emerging businesses are also making a significant contribution to the area’s vibrant character during the day. Each year, Council helps to deliver more than 50,000 markets, festivals and events, with Brunswick Street Mall and Chinatown Mall playing host to a plethora of these celebrations. Council knows the importance of ensuring the precinct stays on top of visitors’ expectations, and is committed to supporting a 24/7 economy in Fortitude Valley. In 2017-18, Council developed a campaign to promote Fortitude Valley as a day and night destination. The campaign was anchored by the launch of a new website, myvalley.com.au While the precinct was previously renowned for its night-time entertainment, the look and feel of myvalley.com.au connects residents and visitors with the opportunities and experiences Fortitude Valley offers at any time of the day or night. The focus is to encourage people of all ages to explore this iconic part of the city. The website gives residents and visitors a mobile-friendly way to explore all Fortitude Valley has to offer, with content focused around three sensory themes: eat, shop and play. It also offers: a business directory allowing customers to connect with individual businesses six feature articles per month, themed around the eat, shop and play themes event listings deals and special offers listings recommendations for things to see and do the latest news from local retailers a subscription portal. Reflecting Council’s commitment to building the local economy across Brisbane, myvalley.com.au offers a boost to local businesses by increasing exposure for many niche and creative retailers. The platform was also designed to drive attendance at the precinct’s flagship events, including the Chinese Moon Festival, Chinese Lunar New Year and Valley Fiesta, with more than 61,500 people attending this year. Currently, the website achieves an average of 6700 page views per week, with peak visitation achieved during Valley Fiesta of more than 100,000 page views. Planning is underway to further increase website traffic and engagement. This activation campaign and website is a great example of how Council is committed to creating new lifestyle and leisure opportunities for people of all ages to enjoy. Whether they are looking for food, fashion or fun, they can find it in Fortitude Valley.
154
155
Section 4 Progress and Performance
Fortitude Valley, something for everyone
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, active travel options through CityCycle, and Personalised Public Transport. Together, 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.
156
Brisbane City
What we do 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 provides CityCat and ferry services as well as active travel options through CityCycle, and Personalised Public Transport. Together, 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. It reduces traffic congestion and associated adverse environmental impacts through the implementation of the public transport alliance and the 10-point public transport plan. Transport for Brisbane’s services include: scheduled network passenger bus services school services charter and special event services CityCat ferry services Cross River ferry services CityCycle
Section 4 Progress and Performance
Personalised Public Transport.
157
Overview World-class public transport means more buses for the suburbs, fewer cars on the road and quicker, more comfortable trips, and more travel options for residents.
>5.4
MILLION passengers travelled on the Brisbane River
Transport for Brisbane is responsible for providing frequent, reliable and safe transport at the most comfortable standard possible to more than 76 million passengers each year on its bus services and more than 5.4 million on its ferry services. Its fleet of 1223 buses travelled approximately 68.7 million km this year. Transport for Brisbane delivered efficient, scheduled network passenger bus services, including high-frequency Bus Upgrade Zone (BUZ) and Blue and Maroon CityGlider services, school services and charter and special event services. Services included non-commercial and community bus services for Brisbane residents and visitors. A modern, well-maintained, clean and carbon‑neutral bus fleet, with seven strategically positioned depots supported service delivery. Transport for Brisbane delivers public transport bus, CityCat and ferry services under contracts with TransLink, a division of the Queensland Government’s Department of Transport and Main Roads. Under the TransLink contracts, fares are set by the Queensland Government and all fare revenue belongs to TransLink.
100% wheelchair accessible and airconditioned buses
99%
CCTV equipped buses and 100% of CityCat, CityHopper and CityFerries
158
CityCat and ferry services are an important part of the public transport network, stretching 22 km along the Brisbane River. Transport for Brisbane has a fleet of 21 CityCats, nine monohull ferries (including the free inner-city CityHopper service) and 25 terminals. The Queensland Government provides a funding contribution for ferry operations. Transport for Brisbane’s services help Council meet social and environmental objectives and facilitate economic growth. More people catching public transport or travelling actively and leaving their cars at home means less traffic congestion and reduced emissions from private vehicles. The CityCycle public bike hire scheme conveniently links with bus, train and ferry connections and is a great way to get around the inner-city and nearby suburbs. With 150 stations located between UQ St Lucia and New Farm, CityCycle is a quick, affordable and healthy alternative to short trips by car, public transport or walking. In 2017‑18 customers enjoyed more than 747,000 trips on CityCycles. The business also manages Personalised Public Transport, which provides eight routes servicing areas where public transport is limited. The Personalised Public Transport connects residents to key locations where scheduled services are operated.
Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
Performance – key results and achievements ANNUAL PERFORMANCE PLAN REPORT Transport for Brisbane received funding from Council for the services it operated. Council’s Bus Transport Operating Subsidy is reported in Transport for Brisbane’s Budgeted Income Statement. Customer satisfaction with bus services continued to be strong over the year, as reported by TransLink in its customer satisfaction survey. Key results for 2017-18 Added 60 rigid equivalent, low-floor, air-conditioned, low-emission and CCTV monitored buses to the fleet, with 135 of 240 delivered as part of a four-year commitment (March 2016 to March 2020). Contributed to a sustainable bus fleet by replacing 55 retired vehicles with buses that meet Enhanced Environmentally Friendly Vehicle standards. The new fleet buses produce 85% less nitrogen oxide and more than 90% less particulate matter pollutants than retiring buses.
Increased Route 222 service levels to support Commonwealth Games events at Belmont and Chandler with an extra 132 trips. Introduced the P228, a new Rocket service providing increased peak times service delivery, following a specific stopping pattern at key locations throughout a primary transport corridor from Cannon Hill to the city. Extended the Maroon CityGlider – Route 61 service to Coorparoo Junction, which services the Coorparoo Transit Oriented Development. Provided more than 219,000 ferry services, making more than 1.3 million stops. Completed the installation of Tap and Go credit card facilities at all 150 CityCycle stations, enabling customers to purchase a 24-hour Casual Pass immediately.
Section 4 Progress and Performance
Introduced an 18 metre low-floor articulated bus with capacity for 116 passengers. The Euro 6 compliant vehicle reduces emissions to improve air quality.
159
Challenges MEETING CUSTOMER NEEDS People expect buses to be reliable and to operate on time. As a customer-focused and professional organisation, Transport for Brisbane seeks to meet these expectations. Transport for Brisbane’s bus operations carry more passengers than any other mode of transport in the region and face challenges unique to bus services.
747,333 CityCycle trips
60
rigid equivalent, low‑floor, airconditioned, low‑emission and CCTV monitored buses
219,000 ferry services
160
Buses are the only mode of public transport for a number of Brisbane’s key corridors and community locations. Heavy traffic congestion is often encountered in these areas, especially during peak periods and, in many cases, it is increasing. This can impact running times, which are often compounded by the seasonal nature of the road network and bus service demand (congestion and demand fluctuates between school and tertiary education terms and holiday periods). Council has been rolling out a series of initiatives to improve the on-time running of services. In December 2016, the organisation reviewed all network timetables to improve accuracy by aligning them to actual running times. As per Council’s 10 point public transport plan, a progressive review of the Brisbane bus network will involve staged and further systematic localised reviews to further improve bus service delivery. Council will also purchase high-capacity vehicles, including 20 articulated vehicles by September 2018. These vehicles will carry more passengers at one time, reducing the need for additional buses at congested points on roads and the busway. Bus prioritisation is also being explored to improve service delivery and reliability. This is a cost-effective means of encouraging increased bus use, through enhanced transit lanes, signal phasing and line marking, the relocation of bus stops, changes to parking and corridor intersection improvements.
INNER CITY INFRASTRUCTURE AND PUBLIC TRANSPORT Parts of Brisbane, especially in the inner city, are experiencing prolonged growth, resulting in continuing development over long periods of time. The resulting population and employment growth increases the demand for public transport services. Many construction projects can also take years to complete, and affect the use of the limited and valuable kerbside space used by buses to pick up and drop off passengers. Public transport users are inconvenienced when existing bus stops and holding stands are unavailable during construction, or where services need to be re-routed or truncated. This situation also has the potential to impact bus service reliability and punctuality. As existing transport infrastructure is already at capacity, and to enable effective service delivery across the transport modes, Transport for Brisbane is continually reviewing opportunities to improve the sustainability of services, bus stops, transfer and terminating arrangements. Council is also looking at connectivity with all modes of transport and the development of Brisbane Metro.
Total buses and CityCats fitted with CCTV
Annual CityCycle trips
1500
800,000
1200
600,000
5 4 3 2 8 1 7 0 6 9-1 010-1 011-1 012-1 013-1 014-1 015-1 016-1 017-1 2 2 2 2 2 2 2 200 2
The number of Council’s fleet fitted with CCTV is increasing.
3
2-1
201
4
3-1
201
385,476
307,058
264,411
224,765 0
5
4-1
201
522,388
1235
1180
221
872
200,000
6
5-1
201
7
6-1
201
The CityCycle scheme continues to grow.
8
7-1
201
Section 4 Progress and Performance
0
220
220
558
300
702
600
1096
400,000
747,333
900
161
Future operators of Brisbane Metro Council’s Transport for Brisbane division will be responsible for the day-to-day operation of Brisbane Metro when services begin in 2023. In 2017-18, Council undertook an extensive assessment process to determine the best way to operate Brisbane Metro, including a value-for-money analysis comparing operations by Transport for Brisbane against third-party private operators. Criteria included customer service requirements, cost and budget certainty, risks, flexibility, innovation, market capability and competition, and industrial relation considerations. Through this process, Council identified Transport for Brisbane as the preferred operator of Brisbane Metro services, a critical step in progressing the project towards the procurement phase. Transport for Brisbane has the capability to provide the required level of customer service, meet Council’s delivery program, and ensure Brisbane Metro integrates with the broader bus network, while still providing value-for-money and cost effectiveness for Council. As the major operator of the Brisbane bus network, Transport for Brisbane has established procedures, systems and in-depth knowledge that can be applied to Brisbane Metro. Council will also draw on Transport for Brisbane’s experience to provide vital input into the procurement of the metro vehicle fleet, the metro depot, and new passenger and vehicle management systems. Transport for Brisbane operations will provide a high level of integration with the wider network, and provide opportunity for future network improvements. Brisbane Metro will revolutionise Brisbane’s public transport system, comprising two new high-frequency metro routes connecting the inner city and suburbs using existing busway infrastructure. Metro 1 will connect Eight Mile Plains busway station to Roma Street busway station, while Metro 2 will link the Royal Brisbane and Women’s Hospital busway station to The University of Queensland Lakes busway station. Services will operate every three minutes in peak periods on weekdays, with a metro every 90 seconds between Roma Street and Mater Hill busway stations. During the weekday inter-peak periods, services will operate every five minutes, and at other times, such as weekends, late night and early mornings, every five to 10 minutes. Services will be delivered by a new fleet of 60 high-capacity vehicles, each with the ability to transport 150 passengers, which can use the busway alongside existing bus services. Council is committed to delivering Australia’s most modern public and active transport, which means more buses for the suburbs, fewer cars on the roads and quicker travel options for residents.
162
163
Section 4 Progress and Performance
Artist impression of Brisbane Metro
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.
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Leafy Newstead Terrace, Newstead
What we do Provide well maintained, clean, competitive and secure car parking services to all customers Manage King George Square and Wickham Terrace car parks Implement and manage advanced parking management systems Provide 15 minute free options and discounted evening and weekend parking rates Provide discounted rates to motorcycles and hybrid vehicles (in off-street car parks) Provide reserved and permanent parking spaces Manage temporary and event parking to support major events Manage 8032 metered on-street spaces, as well as temporary and event parking
Overview City Parking manages Council’s on and off-street parking services, including: 987 on-street parking meters covering 8032 parking spaces. This includes parking related information technology systems and meter maintenance King George Square and Wickham Terrace car parks temporary and event parking to support major events such as the Royal Queensland Show (EKKA), annual Parents and Citizens Association conferences, the Paniyiri Greek Festival and other exhibitions and events.
On-street meter transactions remained steady for the financial year at approximately 5.7 million, including 577,105 free 15 minute transactions. Enhancements in solar and battery management systems improved reliability while customers benefited from no increase to the fee structure in this financial year. Mobile and credit card transactions remained the most popular payment methods, currently comprising 83% of on-street paid parking transactions, while coin transactions remained a preferred option for some customers. Council continues to partner with external vendors to improve mobile payment facilities, with the CellOPark app enabling customers to pay only for the length of their stay.
Section 4 Progress and Performance
The effective management of parking in Brisbane supports the city’s economic viability by reinvesting revenue into infrastructure, offering cheaper parking options and discounts, and improving parking facilities.
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Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives. We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
«
Performance – key results and achievements Key results for 2017-18 Wickham Terrace Car Park provided parking for seven film and photo shoots. Successfully managed a number of temporary parking events at Victoria Park, including EKKA. Installed a second electric vehicle charging unit in King George Square Car Park to deal with growing demand. The free electric vehicle charging station in King George Square Car Park was used by 1457 customers, an increase of 34.9% on last year. The number of vehicles (38,470) using the weekend special parking tariff in Wickham Terrace Car Park increased by 20.5% on last year. The total number of vehicles using both King George Square and Wickham Terrace car parks increased from 604,435 to 631,868. More than 5.7 million parking meter transactions recorded at 8032 on-street spaces, equalling around 24 million hours of parking. Continued to upgrade on-street parking technology and improve meter reliability through better solar and battery management. This reduced battery changes by 10% on last year. Delivered efficiencies with on-street parking meter locations, undertaking a trial in Kelvin Grove and Buranda.
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Challenges INTEGRATED PARKING MANAGEMENT New and emerging technology is changing customers’ expectations of how they search and pay for parking. This presents opportunities and challenges for Council, with City Parking already preparing for technologies that are just around the corner. A number of future projects have already been identified to meet shifts in current and future requirements including: developing improved data systems to manage kerbside assets improving infringement issuing and processing improving web-based information for customers including information on the general availability of parking at any time of the day. Council is initiating research projects in partnership with local universities that will assist in delivering some of its parking initiatives. It is also the only local government participating in the Australian Government’s iMove CRC. The iMove CRC was established to coordinate research over the next 10 years into the emerging technologies associated with intelligent transport systems, personal mobility and the efficient and safe movement of goods.
Electric vehicle charging – King George Square Car Park 1600
30,000
1200
4
2
-1 013
5
2
-1 014
710
554 274
6564 0
400
13,003
10,000
800 1080
27,719
31,913
20,000
1457
38,470
40,000
6
2
-1 015
7
2
-1 016
8
2
-1 017
The annual number of vehicles using Wickham Terrace Car Park on weekends is steadily increasing.
0
4
3-1
201
5
4-1
201
6
5-1
201
7
6-1
201
8
7-1
201
The annual number of vehicles using the free electric charging station in King George Square Car Park is steadily increasing.
Section 4 Progress and Performance
Weekend parking occupancy for Wickham Terrace Car Park
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CellOPark pay by phone application The 2017-18 financial year saw Council make paying for parking even easier for CBD visitors. Its app‑based parking system, CellOPark, was expanded to include Council’s inner-city off-street car parks at King George Square and Wickham Terrace. Having led the way in moving to pay-by-plate parking meters in 2007, Council has continued to add features and services around this technology over the past 10 years. In 2016, Council partnered with CellOPark Australia to introduce pay-by-app technology, allowing drivers to pay for on-street parking without going to the meter, via their smartphone or other device (a recommendation of the independent Parking Taskforce). CellOPark customers can now use their account to pay for parking in both on and off-street Council operated locations, with the app automatically recognising when they enter the car park and notifying them on their phone that they can pay through CellOPark, if they choose. Since the implementation of CellOPark, there has been a shift of approximately 8% from coin to mobile app payments, with coin payments dropping from 26% to 18% of total paid parking transactions. CellOPark is also available for paid parking at the University of Queensland and in other capital cities, making parking more convenient to customers. Fifteen-minute free parking and other valid Council parking special deals can also be accessed through the CellOPark app.
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Section 4 Progress and Performance
A Council parking meter
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.
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Suburban road improvements
What we do Field Services delivers a broad range of products and services including: civil construction quarry and civil construction products asphalt production, transport and laying road resurfacing, road maintenance and line marking waste and resource recovery management open space maintenance, including parks, botanic gardens and natural resources city cleansing pest and mosquito management signs maintenance and installation graffiti removal fleet, plant and equipment procurement and disposal fleet, plant and equipment servicing, maintenance and repairs maintenance of civil assets across Brisbane fire management. Field Services contains seven branches: Asphalt and Aggregates Construction Urban Amenity Commercial Services and Business Improvement Asset Services Waste and Resource Recovery Services Fleet Solutions.
Field Services is the key interface between asset owners, program partners and customers through the delivery of civil construction and maintenance services, in conjunction with the high-level management of service contracts. Linking with our corporate partners, Field Services continues to drive operational excellence through improvement initiatives that deliver productivity savings to Council and value to customers. Field Services works across Council’s programs: Transport for Brisbane; Infrastructure for Brisbane; Clean, Green and Sustainable City; Future Brisbane; Lifestyle and Community Services; Customer Service; Economic Development and City Governance.
Section 4 Progress and Performance
Overview
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Corporate plan scorecard This scorecard summarises progress in achieving the medium‑term objectives of the Corporate Plan. This is central to achieving Council’s long-term community plan, Brisbane Vision. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.
150,000 tonnes of asphalt and granular pavement recycled from road resurfacing projects
>33 million bins collected
Responded to 15 wildfires across 34.94 ha of Council bushland
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We use a three tier ratings system: « Delivered: objective is achieved or completed. On track: work is continuing as planned and budgeted. Action required: work has stopped or progress is insufficient to achieve the objective. 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.
Performance – key results and achievements QUALITY CIVIL CONSTRUCTION AND MAINTENANCE SERVICES TO COUNCIL As a quality endorsed business, Field Services’ objective is to provide civil construction and maintenance services to Council that meet customer expectations in productivity, availability and value for money. Key results for 2017-18 Waste and resource recovery management More than 139,000 visitors to the recycling sheds at Council’s four resource recovery centres. Recorded a 5% increase in the amount of recyclable materials collected at Council’s resource recovery centres. Collected and processed more than: –– 90,000 tonnes of domestic recyclables –– 23,000 tonnes of green waste through the fortnightly green waste recycling service –– 328,000 tonnes of domestic waste. Road resurfacing and maintenance Produced more than 1.25 million tonnes of high-quality civil construction materials. Produced more than 430,000 tonnes of hot mixed asphalt. Repaired more than 71,800 potholes. Resurfaced more than 1 million m² of road pavement using 150,000 tonnes of asphalt and granular pavement recycled from road resurfacing projects. Completed 36.35 km of kerb and channel works. Conducted street sweeping across 177 suburbs. Asset management and maintenance Delivered new or upgraded footpaths for 227 streets, with more than 44,140 m² of concrete for new footpaths. Delivered more than 8282 m² of concrete to replace existing bikeways and construct new bikeways. Identified and prioritised 694 streets for rehabilitation/resurfacing as part of the Lord Mayor’s 2000 Smoother Streets initiative, ensuring the $360 million four-year commitment is on track with 667 streets resurfaced in 2017-18. Responded to more than 97,700 community requests for maintenance. Completed construction of Brisbane Landfill’s seventh cell and commenced filling. Maintained 54 major mall and Suburban Centre Improvement Projects.
Section 4 Progress and Performance
Maintained 166,586 gullies to ensure Brisbane’s stormwater system can respond to rain events.
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Hazard prevention Replaced or relined more than 1.6 km of drainage works at 25 locations across Brisbane to manage the risk of flooding. Completed 49 stormwater and rehabilitation drainage works, and constructed 266 stormwater gullies to reduce the impact of storm events on the drainage network. Continued to manage bushfire risk for more than 6679 ha of bushland across the city including:
>45,000 horticultural maintenance services completed in parks
–– delivered 13 hazard reduction burns on Council bushland across 170.5 ha as part of bushfire risk mitigation –– responded to 15 wildfires on Council-owned bushland across 34.94 ha to reduce the potential impacts on the community, critical infrastructure, Council assets and the environment. Monitored and managed more than 2370 mosquito breeding sites in partnership with the Customer Services program: –– inspected and treated 79,165 ha –– aerial treated 20,142 ha of saltmarsh mosquito breeding sites –– conducted 13 saltmarsh aerial mosquito spray treatments. Open space maintenance
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major mall and Suburban Centre Improvement Projects
Delivered 73 playground upgrades and installed eight new playgrounds. Conducted more than 700 inspections of public power and light poles, resulting in the repair and replacement of 10 poles. Planted 12,017 trees in parks and on streets to help Council maintain its carbon neutral status. Performed maintenance works on 71,333 street and park trees. Upgraded 11 parks to improve access for people with disability. Delivered park servicing across more than 2100 parks and urban areas: –– more than 112,715 cleans for public barbecues –– refurbished 16 electric barbecues –– performed 104,046 toilet cleaning services on more than 212 public toilets –– refurbished seven existing toilet blocks to meet accessibility requirements. Partnered with the Clean, Green and Sustainable City program to welcome 130,903 visitors to Boondall Wetlands, Downfall Creek Environment Centre and Karawatha Forest Discovery Centre.
Completed the construction of Brisbane Landfill’s 7th cell and commenced filling
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Worked with the Customer Services program to remove graffiti, with tags painted over and the rest being removed using chemical cleaning. Removed 65,735 graffiti tags across the city.
The Wildlife Conservation Partnership program supported 708 partners across 2318.55 ha of private land. Cut 83,776 ha of grass in parks (63,347 ha) and along roads (20,419 ha). Welcomed more than 627,000 visitors to Brisbane Botanic Gardens Mt Coot-tha. Welcomed more than 171,000 visitors to Mt Coot-tha Visitor Information Centre. Delivered 10 major events at Brisbane Botanic Gardens Mt Coot‑tha, with more than 33,500 attendees. Delivered more than 4712 guided walks at City Botanic Gardens and Brisbane Botanic Gardens Mt Coot-tha. Completed more than 45,230 horticultural maintenance services in parks with a customer positive satisfaction of 98%. More than 1326 Habitat Brisbane community volunteers completed 51,770 hours of work to support, protect and restore bushland, with more than 87,880 native trees planted.
1 million m² of road resurfacing
Tonnes diverted from landfill and reused via tip shops 600
1
0-1
201
2
1-1
201
395.56
301.72
236.46
3
2-1
201
4
3-1
201
5
4-1
201
6
5-1
201
549.06
7
6-1
201
>87,880 native trees planted
8
7-1
201
Since the Acacia Ridge Tip Shop opened in 2010 and Geebung Tip Shop in 2012, more than 2800 tonnes of quality used, recycled and second-hand products have been diverted from landfill.
65,735 graffiti tags removed across the city
Section 4 Progress and Performance
0
111.67
136.5
150
520.78
300
583.06
450
175
Storm clouds rolling over Brisbane’s CBD
Challenges STORMWATER DETENTION BASIN IMPLEMENTATION Brisbane is built on a flood plain with an extensive creek network, meaning citywide and localised flooding is an ongoing challenge. Council seeks to implement flood mitigation measures that are holistic and without trade-off or other significant factors impacting the local area and Brisbane city. Stormwater detention is a proven mitigation strategy for localised flooding but presents its own challenges for Council to consider including: flow on impacts on surrounding land project management challenges location factors and impacts of works on local area Queensland government interests and referral requirements cultural and environmental significance of land. While the above factors can vary from site to site, each requires significant planning, consultation and management measures to achieve integrated outcomes that are sensitive to the individual site. The Gordon Road detention basin is an example of this. The project to convert an existing pond within Mt Coot-tha Forest Reserve into a stormwater detention basin required a holistic approach to navigate complex project requirements needing: engagement with local and cultural communities preparation and execution of impact management plans (such as traffic changes, noise impacts etc. during construction) surveys of the areas environmental and biodiversity significance. Council worked closely with the local community to identify risks, and developed a project plan that included a pre works survey, cultural Heritage Management Plan and scheduled works during school holidays so as not to impact the nearby Bardon State School.
IMPROVING PEDESTRIAN ACCESS IN A BUSY CBD STREET Each year, Council undertakes a program of infrastructure maintenance and upgrade works across Brisbane. These are essential to ensure the city has the services and infrastructure to meet current and future needs. However, each project presents
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its own challenges, and minimising potential noise, traffic, dust, lifestyle and economic impacts is a key priority. Large projects such as the Edward Street Upgrade present multiple challenges and require tailored mitigation strategies. This financial year, Council upgraded Edward Street, one of the city centre’s busiest streets and Brisbane’s home of high-quality retail. The project included widening and upgrading the highly‑pedestrian southern footpath between Queen Street and Charlotte Street; installing 23 mature trees, street furniture including seats, bins and bollards; upgrading street and footpath lighting; providing loading and passenger drop-off zones and installing public artwork. The project presented significant challenges, including pedestrian and business management (approximately 40,000 pedestrians use this section of Edward Street each day). Asphalt was laid at the end of each shift to progress the project and maintain safe, 24/7 pedestrian access along the street, and entry to the local retail, dining and business premises. Edward Street is also a major vehicle and bus transport route in the CBD, and lane closures were permitted at night for works to occur. This ensured safe pedestrian access at all times and enabled bus services and motorist access to continue throughout the day. A single lane was closed from 7pm and two lanes were closed between 9pm and 5am. Another challenge of working within the CBD included the complex system of services, such as power, gas and telecommunications, located within the footpath. Field Services was able to find a balance between construction activities, pedestrian access and retail trading in this complicated project space to complete the upgrade. The project was delivered two weeks ahead of schedule, even including additional works undertaken, under budget and without any service damaged during the 12 months on site.
Green waste recycling service – total number of bins 100,000
80,000
2
1-1
201
3
2-1
201
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3-1
201
5
4-1
201
83,716
76,863
6
5-1
201
7
6-1
201
8
7-1
201
Green waste recycling service participation rates are increasing, diverting green waste from landfill.
Section 4 Progress and Performance
0
60,833
50,474
37,976
20,000
69,688
40,000
90,823
60,000
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New waste and resource recovery service contracts Council is boosting the wider Queensland economy by awarding the largest waste service contracts in Australia in 2018. Worth a combined $3 billion, the contracts secure up to 200 local jobs for more than a decade. A new fleet of waste, recycling and green waste collection trucks was manufactured, tested and unveiled in June ahead of the new services commencing in July 2018. Of the fleet of 148 trucks, 134 are new and 92 of these were built in Queensland, supporting employment and the development of the state’s engineering expertise. The fleet provides more than 730,000 bin services each week and includes new safety features, with a minimum of eight back-to-base ‘live’ monitoring cameras. Positioned on and around the vehicle, the cameras improve safety and visibility in front, behind and to the sides of the trucks, providing visuals of what goes into the trucks and the recording of services or incidents for future review. Most of the data will be overwritten every two to three months, however, Council will keep specific data when required, such as an incident occurring involving a waste truck. The presentation of images and information on the screens inside the trucks has been thoroughly assessed to allow drivers to better focus on delivering a safe and efficient service, while improving back-to-base communication. While the fleet has a new look, with blue paint and new signage, there have been no changes to bin days, meaning a smooth transition for the whole Brisbane community and ensuring the positive reputation of the waste collection service is maintained. The new fleet is not only safer, but helps keep Brisbane clean, green and sustainable. All trucks meet current Euro 5 emissions standards and some also meet Euro 6 standards. The use of sophisticated mapping and other technologies also improves fleet efficiency, and trucks will be upgraded and replaced as required over the contract. Improvements will be focused on increased customer service and efficiency. The record waste services contracts follow a fresh approach to waste procurement based on Council’s long‑term objectives to keep Brisbane clean and green, and to build the local economy while creating jobs. Early market engagement was undertaken resulting in four major contracts: Resource Recovery Innovation Alliance – Cleanaway Waste, Recycling and Green Waste Collection Services – SUEZ Green Waste Processing Services panel of suppliers – NuGrow Metro, Phoenix Power Recyclers and Wood Mulching Industries (WMI) Waste Disposal – Swanbank Renewable Energy and Waste Management Facility and Ti Tree BioEnergy. By delivering a strong plan now, with a vision that looks to the future, Council is improving quality of life for residents while ensuring the city has the services to meet the needs of future generations.
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Section 4 Progress and Performance
Council truck
Corporate Governance In this section: Risk management Assurance, Security and Ethical Standards Corporate Security Brisbane City Council Audit Committee Complaints management Right to Information and Information Privacy access requests National Competition Policy
Keeping cool in Wynnum
Code of Conduct
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Section 5 Corporate Governance
Corporate Governance Brisbane City Council demonstrates best governance practice in local government. Effective corporate governance helps ensure Brisbane’s sustainability and liveability. For Council, this involves open and transparent adherence to legislation, policies, processes and practices to ensure effective direction-setting and decision-making, efficient delivery of services and sustainable development and management. Brisbane City Council demonstrates good governance through: support for elected representatives compliance with legislation engagement with the community planning and reporting financial management risk management procurement practices internal controls human resource management practices. Council recognises transparent, accessible and timely reporting as a key element of good governance. The City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 also place obligations on Council to disclose particular matters and to report on Council’s performance through its Annual Report. This Annual Report incorporates reporting and disclosures including: an assessment of Council’s performance in implementing its Corporate Plan (see Corporate Plan scorecards throughout Progress and Performance) an overview of Council’s strategic planning framework an overview of Council’s long-term planning and strategy to ensure financial sustainability Council’s Annual Financial Statements, current year and long-term financial sustainability statements, and associated Auditor-General’s reports (in Annual Financial Statements) reporting on Council’s performance in implementing its Annual Plan across core program areas and business units (in Progress and Performance) a Community Financial Report, including a summary of concessions for rates and charges granted (in Community Financial Report) information about Council’s risk management practices (in this section) Council’s expenditure on grants to community organisations (in Disclosures) details regarding application of Councillors’ discretionary funds (in Disclosures) a summary of Council’s internal audit report (in this section) information about Council’s management of complaints (in this section) information regarding: –– Councillors’ remuneration, expenses and attendance at meetings (in Disclosures) –– overseas travel by Councillors or Council officers (in Disclosures) –– the remuneration of senior contract employees (in Disclosures) information regarding competitive neutrality complaints, investigation notices and any related decisions by Council (in this section)
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a list of registers maintained by Council (in Disclosures) a statement of actions taken to implement the Public Sector Ethics Act 1994 (in this section).
Risk management Council’s risk management practices contribute to the city’s liveability and sustainability by avoiding, minimising and managing risks that may affect the community and visitors. Effective risk management practices also contribute to the city’s economic growth by aiding the successful delivery of major infrastructure projects. Council has developed a set of risk management tools to assess enterprise risks, as well as the risks associated with particular activities such as community events or environmentally sensitive works. Council’s risk management framework is based on International Standard ISO 31000:2009. Council continually updates its risk management plans. These include plans for operations and new business ventures, and for major initiatives such as infrastructure and ICT projects. Each Council division has a business risk profile with strategies to minimise and manage identified issues. These profiles inform twice-yearly reviews of Council’s corporate risk profile. The corporate risk profile provides the foundation for effective risk management. In high risk matters, Council maintains programs with measures in place to ensure compliance with Queensland and Australian Government legislation and standards, as well as with internal policies, procedures and guidelines. These compliance programs are measured against the elements of the Australian Standard for Compliance AS3806 and results are reported to the Corporate Risk Management Committee.
Assurance Services and Ethical Standards Assurance Services and Ethical Standards are located together in one branch to optimise Council’s internal audit and control functions. This helps ensure Council continues to maintain the highest standards of transparency, openness and accountability. The Chief Internal Auditor is directly responsible to the CEO and Council’s Audit Committee, and is professionally independent of any other officers or divisions of Council.
Assurance Services delivers Council’s internal audit function. It provides independent assurance that Council’s policies, operations, systems and procedures meet appropriate standards of effectiveness, efficiency, propriety, regulatory requirements and good business practice, while adequately recognising and managing risk and complying with internal policies. Assurance Services operates in accordance with the Brisbane City Council Assurance Services Charter, which is reviewed and endorsed by the Audit Committee each year. The Charter authorises appropriate access to all functions, records, property and personnel within Council, as well as direct access to the Chair and independent members of the Audit Committee.
Section 5 Corporate Governance
Assurance Services
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Aerial view of Brisbane
Assurance Services provide a broad range of functions in line with international standards for the Professional Practice of Internal Auditing and best practice, including: operational reviews financial reviews compliance reviews change management reviews information systems and security reviews data analysis a comprehensive program of continuous assurance. Assurance Services applies a risk management approach to strategic planning, assignment planning, fieldwork and reporting, and works closely with the corporate risk management function to ensure appropriate coverage across Council. During 2017-18 Assurance Services completed 30 reviews across all divisions and provided ad hoc advice to managers on a range of issues. For 2017-18, the Chief Internal Auditor provided the CEO with an opinion on the effectiveness of Council’s system of internal control, stating: “The reviews undertaken by Assurance Services in 2017-18 did not indicate any systemic breakdown of internal controls that would preclude management or the Audit Committee from relying on Council’s key internal controls. “Of the 30 reviews undertaken by Assurance Services, 26 reviews had satisfactory overall control ratings. Management took immediate action to correct all significant issues raised in all reviews and mitigation strategies were put in place. In addition, the Queensland Audit Office has not raised any material control deficiencies. “Accordingly, based on the work performed by Assurance Services and other information available to me, I conclude that there is an effective system of internal control across Council’s operations.” In accordance with international standards for the Professional Practice of Internal Auditing, a Quality Assessment Review of Assurance Services is carried out on a five-yearly basis by the Institute of Internal Auditors Australia. The most recent review, reported in 2013, found that: “Assurance Services at Brisbane City Council is operating effectively. There was general conformance to the Standards and the IIA Code of Ethics. This is the top rating that can be given.” Assurance Services achieved the highest available rating against each of the quality assessment objectives.
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Ethical Standards The Ethical Standards Unit (ESU) provides proactive advice and assistance to Council management on the control of fraud and corruption via Council’s Fraud and Corruption Control Plan. The unit investigates reported or suspected instances of fraud and other serious crime and misconduct in Council and maintains a focus on raising awareness of Council values and encouraging ethical behaviour. ESU received a total of 271 individual matters during the period 1 July 2017 to 30 June 2018. Following assessment, 16 complaints were considered to be Crime and Corruption Commission-related. A further 95 matters were deemed to require formal investigation by ESU. In 2017-18, ESU continued to work closely with Human Resources and Workplace Relations to ensure a collaborative, proactive approach to driving Council’s ethical standards. This included the delivery of training across the organisation in Council’s Code of Conduct, while also conducting investigative training for team leaders and providing information as part of Council’s executive inductions.
Corporate Security Corporate Security is Council’s centre-led security office and asset owner of Council’s physical security asset portfolio. It provides security risk management advice, governance and support to all areas of Council, covering security strategies, planning, project delivery and staff security awareness. Corporate Security is responsible for advising management on Council’s preparedness to meet changes in technology, alongside local and global threats related to the security of the organisation’s physical assets and personnel. Among its network of private and public sector agencies, Corporate Security works closely with the Queensland Police Service and Queensland and Australian Government departments. Corporate Security is responsible for the design and implementation of security solutions for Council facilities, significant facility refits and for managing Council’s security related contracts and physical security inspections. Corporate Security continued with the consolidation of asset ownership for Council’s security portfolio and enhancements to the Security Operations Centre’s capabilities, also ensuring that Council’s systems continue to meet the needs of today and the future.
Council’s Audit Committee oversees the organisation’s audit, control and risk management functions. The main responsibilities of the Audit Committee are to help the organisation ensure: management maintains adequate internal controls to achieve operational and strategic goals and to ensure compliance with laws, regulations, internal policies and financial reporting obligations Council entities, business systems and processes operate with economy, efficiency and effectiveness key business risks are effectively managed the annual Assurance Services Plan is sufficiently comprehensive to assess major risks and internal controls internal and external audit processes are effective.
Section 5 Corporate Governance
Brisbane City Council Audit Committee
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The Chairman of the Audit Committee is independent of Council. As at 30 June 2018, the Audit Committee membership comprised: Paul Shipperley, independent chairman Mitchell Petrie, independent member Carolyn Barker, representative of Transport for Brisbane Advisory Board Neil Hatherly, representative of Field Services Advisory Board. Representatives of the Queensland Audit Office (QAO) also attend committee meetings. In addition, the following Council officers have standing invitations to attend each Audit Committee meeting as management representatives: Colin Jensen, CEO Pip Hold, Divisional Manager, City Administration and Governance Brett Turville, Manager, Assurance Services and Ethical Standards Paul Oberle, Chief Financial Officer Robert Overell, Chief Internal Auditor. Ordinary meetings of the Audit Committee are held on a quarterly basis and additional meetings are convened at appropriate times each year to focus on risk management and draft Annual Financial Statements. The committee maintains close communication with the Audit and Risk Management Committees of Council’s subsidiary entities, including the City of Brisbane Investment Corporation Pty Ltd and Brisbane Marketing Pty Ltd. The Brisbane City Council Audit Committee undergoes an annual structured self‑assessment as part of its strategy for maintaining the highest standards of professional practice.
THE QUEENSLAND AUDIT OFFICE The QAO continued to provide independent audit services to Council during 2017-18. The QAO supports the Queensland Auditor-General in providing parliament with an independent assessment of the financial management of public sector entities. The Auditor-General certifies Council’s Annual Financial Statements and, in order to do so, continuously reviews and assesses the internal control environment surrounding Council’s financial practices. The QAO liaises closely with Council’s Assurance Services as well as Corporate Finance and provides advice to Council’s Audit Committee.
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Complaints management More than 1.4 million contacts were made with Council over the course of the 2017-18 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. 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.
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 treating 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.
Section 5 Corporate Governance
At the start of the 2017-18 financial year, 163 administrative action complaints were carried over from the previous year. A total of 4413 administrative actions were received during the 2017-18 financial year. Of this combined figure of 4576, the number of administrative action complaints resolved during the financial year was 4320, leaving only 256 still to be resolved.
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OFFICE OF THE DISPUTES COMMISSIONER The Office of the Disputes Commissioner is an independent office within Council that reviews appeals about infringement notices issued by Council. It 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 has the ability to waive or uphold infringement notices regarding: parking malls animals pools signage environment vegetation water. During 2017-18, 2889 appeals were lodged with the Office of the Disputes Commissioner. A total of 2520 appeals were processed within the 2017-18 financial year, including appeals carried over from 2016-17. There are 472 appeals to be carried forward to 2018-19.
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 2017-18 financial year, Council received 451 RTI and IP access applications. The estimated salary cost for processing these applications was $465,316. This includes $439,636 in labour costs for RTI unit employees, plus $25,680 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.
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COMPETITIVE NEUTRALITY COMPLAINTS Complaints may be made only about business activities to which competitive neutrality reforms apply, such as where business activities have been subjected to corporatisation, commercialisation, full-cost pricing or the Code of Competitive Conduct. Only competitors or prospective competitors may make complaints. Under the City of Brisbane Regulation 2012, complaints may be made in writing to Council or to the Queensland Competition Authority (QCA). If Council receives a complaint, it must pass the complaint on to the QCA. The QCA must investigate and report on the complaint. The report must be given to Council, and Council must decide by resolution whether to implement the recommendations in the QCA report. Council is not aware of any competitive neutrality complaints received in 2017-18.
ANNUAL REVIEW OF BUSINESS ACTIVITIES Each year, Council is required to identify significant activities which may be subject to the NCP, undertake public benefit assessments and consider the application of reform options. As required under the City of Brisbane Act 2010, an annual review of Council’s larger business activities was conducted. No new significant business activities were identified.
ANNUAL RESOLUTION After its review, Council resolved to continue to apply: Commercialisation to: Transport for Brisbane City Parking. Full-cost pricing to: Waste and Resource Recovery Services Civil Construction and Maintenance Operations Urban Amenity. These services form part of Field Services in Council. Code of Competitive Conduct to: City Projects Office Golf Courses Sports and Aquatic Centres Asset Portfolio Management Brisbane City Hall Precinct.
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Brisbane City Cemeteries
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SIGNIFICANT BUSINESS ACTIVITIES AND APPLICATION OF COMPETITIVE NEUTRALITY PRINCIPLE Council’s Annual Financial Statements for 2017-18 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 2014. The Code of Conduct includes the Queensland Public Sector ethics principles and values for public sector entities and public officials. It is available to all employees on Council’s 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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Section 5 Corporate Governance
Suburban Brisbane Image description
Disclosures In this section: Councillor remuneration Councillor expenses reimbursement Councillor attendance, suspensions, conduct and complaints Executive remuneration Overseas travel Registers kept by Council Grants to community organisations
Tropical Display Dome, Brisbane Botanic Gardens Mt Coot-tha
Councillors’ discretionary funds
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Section 6 Governance
Disclosures Background The Annual Report describes Council’s achievements, performance and financial position for the past financial year. It also discloses a body of governance and statutory material. Council is committed to transparency, openness and accessibility. The City of Brisbane Act 2010 and City of Brisbane Regulation 2012 reinforce Council’s commitment 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 The base rate for a Councillor is set in accordance with the Councillor Remuneration Policy (Council Resolution 17/2013-14) and, as at 30 June 2018 is $157,782. This base rate is used to calculate the differential rates of salary as awarded to the different classes of office.
COUNCILLOR REMUNERATION AS AT 30 JUNE 2018 Position
Relativity to base
Salary
Other benefits (includes superannuation)
Total fixed remuneration (salary plus superannuation)
Councillor
17
100%
$157,782.00
$31,556.40
$189,338.40
Leader of the Opposition
1
110%
$173,560.00
$34,712.00
$208,272.00
Chairman of Council
1
125%
$197,227.00
$39,445.40
$236,672.40
Committee Chairman
6
125%
$197,227.00
$39,445.40
$236,672.40
Deputy Mayor
1
130%
$205,116.00
$41,023.20
$246,139.20
Lord Mayor
1
165%
$260,342.00
$52,068.40
$312,410.40
Superannuation contributions for Councillors must at least meet prevailing Federal superannuation guarantee legislation, set at 9.5% in 2017-18. Councillors received an additional 10.5% superannuation. The Lord Mayor receives an Expense of Office allowance of $97,811. The Leader of the Opposition and Chairmen each receive an Expense of Office allowance of $19,921. Councillors are entitled to the use of a Council vehicle with a recommended retail price of up to and including $44,000. The Leader of the Opposition and Chairmen are entitled to the use of a Council vehicle with a recommended retail price of up to and including $50,000. The Lord Mayor is entitled to the use of a Council vehicle with a recommended retail price of up to and including $72,000. Information on Council’s committees, including committee membership and key responsibilities, is available by visiting Council’s Corporate website.
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Councillor expenses reimbursement Section 178 of the City of Brisbane Regulation 2012 requires the Annual Report contain information concerning Councillors’ expenses and facilities. Council’s Councillor Expenses Reimbursement Policy below describes these.
AP032 COUNCILLOR EXPENSES – REIMBURSEMENT POLICY Overview This document outlines Council’s policy concerning: a. payment of reasonable expenses incurred, or to be incurred, by Councillors for discharging their duties and responsibilities as Councillors, and b. provision of facilities to Councillors for that purpose. Applicability This policy applies to all Brisbane City Council Councillors. This policy is supported by Authorised Ward Budget Guidelines. Principles This policy is consistent with the local government principles of: transparent and effective processes and decision-making in the public interest good governance of, and by, local government
Section 6 Governance
ethical and legal behaviour of Councillors and local government employees.
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New Farm Park maintenance
POLICY General Councillors should be equipped with adequate and appropriate facilities to enable them to represent their ward and the City of Brisbane. Additionally, Councillors should not be financially disadvantaged when carrying out the requirements of their role and should be fairly and reasonably reimbursed in accordance with statutory requirements and community expectations. Any party political activities undertaken by Councillors or their staff will not be reimbursed. AP176 Councillors Publicity Material Policy and CC026 Marketing, Communication and Advertising Policy provide definitions and guidance on this topic. Failure to comply with this policy and with the policies, guidelines and procedures referred to in this policy, may constitute inappropriate conduct, misconduct or official misconduct. Payment of expenses The payment and/or reimbursement of expenses shall be for the actual cost of items or services required for legitimate Council business use only. Spouses, partners and family members of Councillors are not entitled to reimbursement of expenses, or to the use of facilities, allocated to Councillors. Responsibility and accountability for all Council business-related expenditure rests with the Councillor who incurred the expense. It is the responsibility of Councillors to ensure that all proposed expenditure meets the following Council policies, guidelines and procedures: AP061 Travel AP181 Entertainment and Hospitality Policy AP176 Councillors Publicity Material Policy AP043 Councillors Business Card Procedure CC026 Marketing, Communication and Advertising Policy.
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Councillors shall immediately provide information on their expenditure upon request from: a. The Lord Mayor, or b. Chairman of Finance and Economic Development Committee, or c. Councillor Support, or d. Chief Executive Officer, or e. Divisional Manager, City Administration and Governance. All Councillor expenses will be published in Council’s Annual Report as per the requirements of section 178 of the City of Brisbane Regulation 2012. Facilities Councillors will be provided with an appropriately equipped ward office distinct from their residence, in which to conduct their work on behalf of Council and their constituents. Standard equipment will be provided for each office. All Councillors will be provided with a fully maintained Council vehicle. Additionally, the Lord Mayor will be provided with a chauffeur-driven vehicle. Office facilities – Councillors Council will provide a ward office in every Council ward. Council will provide an area or areas external to, and close to, the Council Chamber for use by all Councillors. Office facilities – Committee Chairmen In addition to a ward office, Council will provide a Committee Chairmen’s office. Office facilities – Leader of the Opposition In addition to a ward office, Council will provide a Leader of the Opposition’s Office. Office facilities – Deputy Mayor If the Deputy Mayor is not a Committee Chairman, then, in addition to a ward office, Council will provide a Deputy Mayor’s Office. If the Deputy Mayor is a Committee Chairman, then he or she will occupy the Committee Chairperson’s Office. Office facilities – Lord Mayor Council will provide an appropriate suite of rooms for the Lord Mayor.
Section 6 Governance
A Committee Chairman’s Office, the Leader of the Opposition’s Office, the Deputy Mayor’s Office (in the case where the Deputy Mayor is not a Committee Chairman), and rooms for the Lord Mayor will be located either in the public office of Council, or in Brisbane City Hall, or in such other building as may be occupied by the Council Chamber.
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Councillor attendance at 2017-18 Council meetings Ward
Councillor
Number of meetings attended out of the number of meetings held
Lord Mayor
Graham Quirk
32/32
Bracken Ridge
Amanda Cooper
32/32
Calamvale
Angela Owen
32/32
Central
Vicki Howard
32/32
Chandler
Adrian Schrinner
30/32
Coorparoo
Ian McKenzie
30/32
Deagon
Jared Cassidy
31/32
Doboy
Ryan Murphy
30/32
Enoggera
Andrew Wines
30/32
Forest Lake
Charles Strunk
32/32
Hamilton
David McLachlan
32/32
Holland Park
Krista Adams
32/32
Jamboree
Matthew Bourke
30/32
MacGregor
Steven Huang
32/32
Marchant
Fiona King
31/32
McDowall
Norm Wyndham
25/32
Moorooka
Steve Griffiths
30/32
Morningside
Kara Cook
17/18 *Commenced 23 January 2018 via by-election
Morningside
Shayne Sutton
8/8 *Resigned 29 October 2017
Northgate
Adam Allan
32/32
Paddington
Peter Matic
32/32
Pullenvale
Kate Richards
32/32
Runcorn
Kim Marx
30/32
Tennyson
Nicole Johnston
32/32
The Gabba
Jonathan Sri
31/32
The Gap
Steven Toomey
31/32
Walter Taylor
Julian Simmonds
32/32
Wynnum Manly
Peter Cumming
32/32
*By-election of Morningside Ward conducted on 20 January 2018.
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Councillor
Date
Suspension period
Reason
Steve Griffiths
29 August 2017
Noted in the minutes
Disorderly conduct
Steve Griffiths
29 August 2017
Noted in the minutes
Disorderly conduct
Steve Griffiths
29 August 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
5 September 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
5 September 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
24 October 2017
Noted in the minutes
Disorderly conduct
Jared Cassidy
31 October 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
7 November 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
7 November 2017
Noted in the minutes
Disorderly conduct
Jonathan Sri
28 November 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
28 November 2017
Noted in the minutes
Disorderly conduct
Nicole Johnston
5 December 2017
Eight days
Disorderly conduct
Nicole Johnston
20 February 2018
Noted in the minutes
Disorderly conduct
Nicole Johnston
27 February 2018
Remainder of the meeting
Disorderly conduct
Nicole Johnston
20 June 2018
Noted in the minutes
Disorderly conduct
Jared Cassidy
21 June 2018
Noted in the minutes
Disorderly conduct
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Orders made about Councillors’ conduct during Council or Committee meetings
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Councillor conduct The City of Brisbane Act 2010 (CoBA 2010) sets out the process to be followed if Council receives a complaint about the conduct or performance of a Councillor in carrying out their official duties. This process assists in providing transparency and accountability through good governance. It holds Councillors accountable for upholding standards of behaviour. Section 178 of the City of Brisbane Regulation 2012 requires Council to report on the following each financial year: Number of orders and recommendations made under section 183(2) or (4) of the CoBA 2010.
2
Number of orders made under section 186A of the CoBA 2010.
15
Number of complaints where no further action was taken as the complaint was assessed by the CEO as being frivolous or vexatious or lacking in substance under section 180(2) of the CoBA 2010.
8
Number of complaints assessed by the CEO as being about misconduct or inappropriate conduct and referred to the Brisbane City Council’s Councillor Conduct Review Panel under section 180(3) of the CoBA 2010.
6
Number of complaints assessed by the CEO as being about possible corrupt conduct.
3
Number of complaints heard by the Brisbane City Council’s Councillor Conduct Review Panel.
6
Number of complaints assessed by the CEO as being about another matter under section 180(5) of the CoBA 2010.
5
Councillors for whom an order or recommendation was made under section 183 of the CoBA 2010 were: Councillor
Description of the misconduct or inappropriate conduct or disorderly conduct
Summary of the order or recommendation
Peter Matic
Councillor Matic inappropriately used Council resources to publish party political information
Admission of error. Reimbursement of funds. Review and familiarisation of the provisions of AP176 Councillors Publicity Material Procedure.
Nicole Johnston
Councillor Johnston engaged in misconduct contrary to section 178(3)(v) of the CoBA 2010
Payment of $6307.50
Executive remuneration The associated data indicates the total fixed remuneration being paid to senior officer and executive service employees as at 30 June 2018. Total Fixed Remuneration Range ($) 100,000-199,999
64
200,000-299,999
74
300,000-399,999
4
400,000-499,999
5
500,000-599,999
1
600,000+
1
Total fixed remuneration for these employees represents the sum of salary and superannuation.
200
Overseas travel Name
Position
Destination
Purpose
Cost
Matthew Anderson
Bus Operations Manager
Singapore
Singapore’s Land Transport Authority
Airfares: $5546.85 Accommodation: $699.33 Advance: $200.00 Personal allowance: $200.00 Taxi fares: $84.48
Nicole Andronicus
International Relations and Multicultural Affairs Manager
Auckland, New Zealand
Lord Mayoral Business Mission
Airfares: $1496.66 Accommodation: $962.57 Meals: $124.10 Personal allowance: $200.00
Nicole Andronicus
International Relations and Multicultural Affairs Manager
Daejeon, South Korea; Beijing, China; Chongqing, China; Chengdu, China; Shenzhen, China
Lord Mayoral Business Mission to the 2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $5227.15 Accommodation: $1112.00 Advance: $384.00 Personal allowance: $450.00 Travel doctor: $191.80 Visas: $180.00
Greg Bowden
Director, Strategy and Communications
Auckland, New Zealand
Lord Mayoral Business Mission
Airfares: $1496.66 Accommodation: $846.66 Personal allowance: $200.00
Greg Bowden
Director, Strategy and Communications
Daejeon, South Korea; Beijing, China; Chongqing, China; Chengdu, China; Shenzhen, China
Lord Mayoral Business Mission to the 2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $5227.15 Accommodation: $1228.00 Advance: $450.00 Personal allowance: $450.00 Travel doctor: $248.60 Visas: $180.00 Laundry: $108.00
Christine Blanchard
Waste Minimisation Manager
Auckland, New Zealand
Auckland City Council’s Love Food Hate Waste program meeting
Airfares: $867.36 Accommodation: $471.83 Personal allowance: $150.00 Taxi fares: $52.40 Parking: $54.88
Anjela Chen
International Project Officer
Daejeon, South Korea; Beijing, China; Chongqing, China; Chengdu, China; Shenzhen, China
Lord Mayoral Business Mission to the 2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $5227.15 Accommodation: $1112.00 Advance: $365.00 Personal allowance: $450.00 Travel doctor: $462.00 Visas: $180.00 Laundry: $34.00
Susie Clowes
International Project Officer
Auckland, New Zealand
Lord Mayoral Business Mission
Airfares: $1497.06 Accommodation: $957.23 Meals: $34.90 Personal allowance: $200.00 Taxi fares: $84.25
Section 6 Governance
In 2017-18, the overseas travel below was made by Councillors or Council employees.
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202
Name
Position
Destination
Purpose
Cost
John Cowie
Lord Mayor’s Administration Office Manager
Daejeon, South Korea
2017 Asia Pacific Cities Summit and Mayors’ Forum
Accommodation: $2049.29 Advance: $603.49 Meals: $179.30 Personal allowance: $900.00 Travel doctor: $455.40 Laundry and phone: $274.78 Airport transfers: $242.00
Johannes Grobler
Public and Active Transport Manager
Kaohsiung, Taiwan
Ecomobility World Festival Congress 2017
Accommodation: $362.00 Meals: $37.32 Personal allowance: $250.00
Sharan Harvey
Library Services Manager
Wroclaw, Poland
World Library and Information Congress
Conference fees: $722.71 Personal allowance: $350.00
John Hatchman
Fleet Engineer, Brisbane Metro
Geneva, Switzerland; Metz, France; Luxembourg City, Luxembourg; Antwerp, Belgium; Amsterdam, the Netherlands
Brisbane Metro Vehicle and Facility Inspections
Airfares: $8935.52 Accommodation: $2185.55 Meals: $646.10 Personal allowance: $450.00 Taxi fares: $28.05 Car hire: $375.00 International licence: $53.95 Parking: $50.60 Public transport: $9.17
Ashley Horneman
Principal Contract Manager, Ferry Infrastructure
Dongguan, China
Site inspections
Airfares: $5059.18 Accommodation: $992.88 Meals: $100.87 Personal allowance: $300.00 Phone: $401.75 Airport Transfers: $229.93
Ashley Horneman
Principal Contract Manager, Ferry Infrastructure
Dongguan, China
Site inspections
Airfares: $6032.48 Accommodation: $582.62 Meals: $74.39 Personal allowance: $200.00 Taxi fares: $114.16
Mica Julien
Executive Manager, Field Services
Munich, Germany; Frankfurt, Germany
IFAT 2018 Trade Fair for Water, Sewage, Waste and Raw Materials Management
Airfares: $9656.48 Accommodation: $2189.67 Conference fees: $69.15 Meals: $216.63 Personal allowance: $500.00 Petrol: $91.52
Bernadette Howard
Chief Information Officer
Singapore
Optus Strategic Advisory Board meeting
Airfares: $4696.42 Personal allowance: $200.00
Maree Kovacevic
Project Director, Brisbane Metro
Geneva, Switzerland; Metz, France; Luxembourg City, Luxembourg; Antwerp, Belgium; Amsterdam, the Netherlands
Brisbane Metro Vehicle and Facility Inspections
Airfares: $1065.70 Accommodation: $2560.27 Car hire: $375.00
Position
Destination
Purpose
Cost
Arron Lee
Waste and Resource Recovery Services Manager
Munich, Germany; Frankfurt, Germany
IFAT 2018 Trade Fair for Water, Sewage, Waste and Raw Materials Management
Airfares: $8330.68 Accommodation: $2189.67 Conference fees: $69.15 Meals: $460.97 Personal allowance: $500.00 Car hire: $1348.17 Public Transport: $25.87
Diana Lee
International Project Officer
Daejeon, South Korea
2017 Asia Pacific Cities Summit and Mayors’ Forum
Accommodation: $2049.29 Advance: $512.63 Personal allowance: $900.00 Travel doctor: $666.60
Edel Melia
International Relations Affairs Coordinator
Daejeon, South Korea
2017 Asia Pacific Cities Summit and Mayors’ Forum
Personal allowance: $250.00 Travel doctor: $435.59
Umur Natus‑Yildiz
Senior Project Manager
Munich, Germany; Frankfurt, Germany
IFAT 2018 Trade Fair for Water, Sewage, Waste and Raw Materials Management
Airfares: $8330.68 Accommodation: $2189.67 Conference fees: $69.15 Meals: $374.00 Personal allowance: $500.00 Taxi fares: $47.70 Phone: $40.77 Petrol: $187.28
Robert Overell
Chief Internal Auditor
Auckland, New Zealand
Local Government Internal Audit and Assurance Practises meeting
Airfares: $1736.24 Accommodation: $612.81 Meals: $65.17 Personal allowance: $150.00 Taxi fares: $51.80
Mary Overington
International Relations Assistant
Daejeon, South Korea
2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $9892.67 Personal allowance: $200.00 Travel doctor: $535.63
Mark Pattemore
Transport Planning and Programs Manager
Christchurch, New Zealand
Asia Pacific Cycling Conference
Airfares: $2031.72 Accommodation: $850.62 Conference fees: $932.52 Meals: $267.65 Personal allowance: $250.00 Taxi fares: $92.85
Graham Quirk
Lord Mayor
Auckland, New Zealand
Lord Mayoral Business Mission
Airfares: $1496.66 Accommodation: $912.11 Personal allowance: $200.00
Graham Quirk
Lord Mayor
Daejeon, South Korea; Beijing, China; Chongqing, China; Chengdu, China; Shenzhen, China
Lord Mayoral Business Mission to the 2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $5227.15 Accommodation: $1228.00 Advance: $450.00 Personal allowance: $450.00 Travel doctor: $145.20 Visas: $180.00
Section 6 Governance
Name
203
Name
Position
Destination
Purpose
Cost
Adrian Schrinner
Deputy Mayor
Singapore
South East Queensland Council of Mayors Singapore Business Mission
Airfares: $4897.03 Accommodation: $456.67 Meals: $9.45
Sara Smart
Asia Pacific Cities Summit Project Manager
Daejeon, South Korea
2017 Asia Pacific Cities Summit and Mayors’ Forum
Airfares: $7175.42 Accommodation: $1640.00 Advance: $707.00 Personal allowance: $800.00 Laundry: $58.00 Airport Transfers: $248.00
Brett Turville
Assurance Services and Ethical Standards Manager
Auckland, New Zealand
Local Government Internal Audit and Assurance Practices meeting
Airfares: $1736.24 Accommodation: $613.13 Meals: $95.97 Personal allowance: $150.00 Taxi fares: $47.40
James Waters
Brisbane Metro Senior Project Manager
Geneva, Switzerland; Metz, France; Luxembourg City, Luxembourg; Antwerp, Belgium; Amsterdam, the Netherlands
Brisbane Metro Vehicle and Facility Inspections
Airfares: $9065.52 Accommodation: $2560.28 Meals: $770.27 Personal allowance: $450.00 Taxi fares: $142.89 Car hire: $2014.73 Phone: $120.00 International licence: $39.00 Public transport: $25.19
Registers kept by Council Council maintains the following registers.
LEGISLATIVE REQUIREMENT Animal Management (Cats and Dogs) Act 2008 Dog registry. Building Act 1975 and Building Regulation 2006 Register 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 flood hazard areas.
204
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. Register of business activities to which the competitive neutrality principle applies. Register of interests (maintained by the CEO) of (a) Councillors, (b) senior contract employees, and (c) a person who is related to a Councillor or senior contract employee. Register of interests (maintained by the Lord Mayor) of (a) the Chief Executive Officer, and (b) a person who is related to the CEO. Environmental Offsets Act 2014 Register of offset conditions. Environmental Protection Act 1994 Section 540 Register. Land Protection (Pest and Stock Route Management) Act 2002 Register of pest control and entry control notices issued. Planning Act 2016 and Planning Regulation 2017 Register of designations made by Council. Register of exemption certifications. Adopted Infrastructure Charges register. Plumbing and Drainage Act 2002 Register of installed onsite sewerage and greywater use facilities. Queensland Heritage Act 1992 Register of local heritage. Standard Plumbing and Drainage Regulation 2003 Register of testable backflow prevention devices. Statutory Bodies Financial Arrangements Act 1982
Sustainable Planning Act 2009 (repealed) Register of development applications made to Council under the repealed Sustainable Planning Act 2009. Register of requests for compliance services under the repealed Sustainable Planning Act 2009. Adopted Infrastructure Charges register.
Section 6 Governance
Register of Treasurer approvals.
205
LOCAL LAWS Animals Local Law 2003 Register of impounded animals. Meetings Local Law 2001 Attendance Book (attendance at Council meetings). Natural Assets Local Law 2003 Register of protected vegetation. To view any of the above listed registers, contact Council on (07) 3403 8888.
Grants to community organisations Council’s extensive grants program supports a range of community organisations. Grants included are: Sports and recreation grants Creative and history grants Community facility improvement and organisational development grants Access and inclusion grants Community development grants Community environmental and sustainability grants Community conservation and assistance program Housing support grants Men’s shed grants Seniors donations. Additionally, the Lord Mayor’s Suburban Initiative Fund is an allocation of funding for each Councillor to support eligible activities within their ward. In 2017-18, more than $4 million worth of grants were allocated to our city’s community groups to help them build on our city’s lifestyle.
206
Councillors’ discretionary funds BRACKEN RIDGE WARD Organisation’s name
Project Name
Amount Approved
Aspley East State School P&C Association
Hire of dodgem cars for Super Fete
$2000.00
Aspley Special School P&C Association
Development and maintenance of a community garden
$1100.00
Bracken Ridge Baptist Church
Community Christmas Carols
$1500.00
Bracken Ridge District Cricket Club Inc.
Cricket net improvements
$1485.00
Bracken Ridge High School P&C Association
Catering for Trivia Night
Bracken Ridge High School P&C Association
Hire of jolly jump inflatables for 50th Anniversary Fete
Bracken Ridge Kindergarten Association Inc.
Sports day and mini-fete
$772.27
Bracken Ridge State School P&C Association
Hire of toilets for Spring Fair
$946.00
Bracken Ridge State School P&C Association
Spring Fair fireworks
Bracken Ridge State School P&C Association
Community Under 8s Celebration Day
$555.50
Bracken Ridge Swimming Club Inc.
Purchase of food for Trivia Night
$700.00
Bracken Ridge Ward Office
Backyard Bonanza 2018
$9090.91
Bracken Ridge Ward Office
Banners and Reverse Garbage Workshops for 2018 Backyard Bonanza
$2442.30
Bracken Ridge Ward Office
Bracken Ridge Citizenship Ceremony
$865.06
Bracken Ridge Ward Office
Bracken Ridge High School Harmony Day
$803.00
Bracken Ridge Ward Office
Catering and face painting for Bracken Ridge Library 30th Anniversary
$610.00
Bracken Ridge Ward Office
Fitzgibbon Neighbour Day
$855.90
Bracken Ridge Ward Office
Hidden World School Holiday Fun Day
$1800.54
Brisbane Malayalee Association Inc.
Onam Celebration 2017
$1100.00
Brisbane Telangana Association Inc.
Bathukamma – the Floral Festival of Telangana
$1500.00
Fitzgibbon Community Centre Ltd
Fitzgibbon Active Youth Program
$2179.18
Hindu Society of Qld Inc.
2017 Deepawali function and celebrations
$2000.00
Jabiru Community Youth & Children’s Services Association Inc.
Hire of stage, materials and sound equipment for Zillmere Festival
$1000.00
Lions Club of Bracken Ridge Central Inc.
Purchase of barbeques and lawn mower
$2397.00
Montrose Therapy & Respite Services
Purchase of outdoor table and chairs
$1038.98
Ridge Hills United Football Club Inc.
Fireworks for Trophy Day
$1000.00
Sandgate & District Historical Society & Museum Inc.
Replacing fencing for safety and security
$3300.00
Sandgate and Bracken Ridge Action Group Inc.
4017 Says No to Domestic Violence (printing of stickers)
$1075.00
Sandgate and District Historical Society and Museum Inc.
Printing of From Solitude to Suburbia, a history of Bracken Ridge
$797.30 $1000.00
$630.41
Section 6 Governance
$1000.00
207
Organisation’s name
Project Name
Amount Approved
Sandgate Film Gala
Sandgate Film Gala
Singh Sabha Brisbane
Vaisakhi Festival Celebration
St Paul’s School Supporters Association Inc.
Koala corridor
St Paul’s School Supporters Association Inc.
St Paul’s School Community Fair
$1550.00
The Creche and Kindergarten Association Ltd.
Bald Hills Community Kindergarten local Aboriginal culture workshop
$1000.00
The Creche and Kindergarten Association Ltd.
Installation of air conditioning at Carseldine Community Child Care Centre
$2000.00
$947.65 $3000.00 $958.00
CALAMVALE WARD
208
Organisation’s name
Project Name
Amount Approved
Acacia Ridge Meals on Wheels Inc.
Volunteers Christmas Luncheon
$250.00
Algester State School P&C Association
Fireworks for Algester Multifest
$3000.00
Brisbane Super Kings Cricket Club Inc.
Funding for umpire for 5th Annual Multicultural T20 Cup
Calamvale Special School P&C Association
Purchase of polo shirts for choir
$1375.00
Calamvale Ward Office
Bus charters within Calamvale Ward for Hand in Hand world record event
$1010.77
Calamvale Ward Office
Christmas in the Park
$3211.08
Calamvale Ward Office
Citizenship ceremonies
$9915.33
Calamvale Ward Office
Halloween in the Park
$8514.13
Calamvale Ward Office
International Yoga Day
$1354.23
Calamvale Ward Office
Naming of Rotary Park
$550.00
Calamvale Ward Office
Parkinson Aquatic Centre’s 1st Birthday
Calamvale Ward Office
Purchase of marquee for Punjabi Welfare Association of Australia
$823.49
Calamvale Ward Office
Purchase of marquees and weights for use at community events
$370.91
Calamvale Ward Office
Road closure for Hand in Hand world record event
$1215.05
Calamvale Ward Office
Upgrade of Bundabah Drive Park
$300.00
Girl Guides Queensland
Tour of Brisbane City Council facilities
$880.00
Hand in Hand – Fighting Brain Cancer Ltd
Purchase of marquee for Hand in Hand world record event
$1353.88
Malayalee Association of Queensland Inc.
Purchase of shuttlecocks and hall hire for Badminton Indian Open 2018
$1650.00
National Seniors Australia – Calamvale branch
Christmas Lights Tour
$250.00
$3598.31
$440.00
Organisation’s name
Project Name
Amount Approved
National Servicemen’s Association of Australia (Queensland) Inc.
National Servicemen’s Day 2018
Pipes and Drums, National Servicemen’s Memorial Band Inc.
Purchase of white spats, bass drum, tenor drum beaters and bagpipe chanter reeds
Organization of Hindu Malayalees Queensland Inc.
UTSAV 2018
Punjabi Welfare Association of Australia Inc.
Christmas in July
$1000.00
Rackley Swim Team Inc.
Purchase of 8-lane Dolphin timing system
$5965.00
Run 2 Give Foundation
Brisbane’s Great South Run
$3000.00
St Stephen’s Algester P&F Association
Geckoes Wildlife and Old MacDonald’s Farm for fete
$1350.00
Stretton Gardens Retirement Estate Residents Committee
Christmas Lights Tour
$440.00
The Probus Club of Algester and Districts Inc.
Christmas Lights Tour
$440.00
$842.00 $1650.00 $250.00
CENTRAL WARD Organisation’s name
Project Name
Amount Approved
Babes & Picnics Australia
1st Birthday fundraiser
Brisbane Central State School P&C Association
Catering, framing for artwork and advertising for art show
$2306.45
Brisbane Central State School P&C Association
Hire of audio visual equipment for Chrismas party
$1367.49
Brisbane Cheese Awards Inc.
Cheese to Please Festival
$1100.00
Brisbane Frontrunners and Walkers Group
Purchase of marquee
$1300.00
Brisbane Pride Festival Inc.
Brisbane Pride Inaurgural Queer Formal
$1000.00
Brisbane Pride Festival Inc.
General waste and recycling for Pride Festival
Brisbane Queer Film Festival
Film and screening hire for Brisbane Queer Film Festival
$1000.00
Cancer Patients Foundation Ltd
Workshop promotion and collateral for Look Good Feel Better
$1080.00
Central Ward Office
Citizenship Ceremony
$1117.88
Footprints In Brisbane Inc.
Footprints Annual Touch Football Tournament
$500.00
Footprints In Brisbane Inc.
Hire of audio, catering and marketing for 8th Annual Art Exhibition
$1000.00
Holy Spirit School New Farm P&F Association
Holy Spirit Trivia Night fundraiser
$4400.00
Iranian Film Festival Australia
Brisbane Iranian Film Festival
$1500.00
LawRight
2018 Queensland Legal Walk
$1000.00
Teneriffe Lions Club
Purchase of gazebo, weights and a BBQ for setup infrastructure
$1000.00
Many Genders One Voice
Trans Awards
$1000.00
$660.00
Section 6 Governance
$750.00
209
Organisation’s name
Project Name
Amount Approved
Many Genders One Voice
Trans Fair Day
$500.00
National Seniors Australia – New Farm Branch Inc.
Members’ bus trip
$330.00
New Farm and Districts Historical Society
Placement of historic plaques
$6600.00
New Farm Neighbourhood Centre (Communify Qld Ltd.)
Bouncing Back Handball Festival
$1000.00
New Farm Neighbourhood Centre (Communify Qld Ltd)
Repair of the LGBT Statute
New Farm State School P&C Association
New Farm Hats and Heels
Queensland AIDS Council Inc.
World AIDS Day 2017 candlelight vigil
$500.00
Queensland Country Women’s Association
Purchase of laptop and programme
$448.18
Q Shelter Inc.
Lady Bowen Precinct event
$1125.00
Royal Brisbane and Women’s Hospital Foundation
Nursing and Midwifery High Tea
$600.00
Scandinavian Festival Inc.
Scandinavian Festival 2017
Submarines Association Australia Queensland Inc.
Street wayfinding signs
Team Brisbane Sports Inc.
Promotion of LGBTI+ inclusive sports
$1485.00
Thai-Australian Association of Queensland Inc.
Brisbane Thai Festival 2017
$2000.00
City Tabernacle Baptist Church
Over 50s group Christmas lunch
The Macedonian Community of Brisbane
Ilinden Street festival
The Probus Club of New Farm
Preparation for Christmas party
The Rotary Club of New Farm
Light Up Carols and Santa
$4500.00
Rotary New Farm
Citzenship ceremony
$2500.00
Rotary New Farm
Rotary art program
The Royal Historical Society of Queensland
Purchase of laptop computer
$500.00 $4400.00
$1000.00 $750.00
$300.00 $2500.00 $330.00
$550.00 $1000.00
CHANDLER WARD
210
Organisation’s name
Project Name
Amount Approved
Access Outreach Australia
Let’s Light a Fire
Access Outreach Australia
A Life Beyond Amazing
Australian International Taekwon-Do Federation of Queensland Inc.
Outdoor Movie Night
$1500.00
Belmont Services Bowls Club Inc.
Narracott Street boundary fence
$3540.91
Belmont State School P&C Association
Amusement rides for Belmont Showtime Carnival
$1000.00
Belmont State School P&C Association
ARTrageous Fireworks display
$1000.00
Belmont State School P&C Association
Carols on the Oval fireworks display
$1500.00
Brisbane Southside Masters Swimming Inc.
Short Course Swim Meet 2018
$1500.00 $569.00
$550.00
Organisation’s name
Project Name
Amount Approved
Brisbane Super Kings Cricket Club Inc.
Ground fees and umpiring hiring costs for 5th Annual Multicultural T20 Cup
$825.00
Chandler Ward Office
Advertising for free Mansfield Day Movie in the Park, October 2017
$2442.90
Chandler Ward Office
Advertising for Mansfield Day 2018 Movie in the Park, May 2018
$2544.71
Citipointe Christian College Parent Connect
Movie on The Oval 2017
$1490.50
Gateway Church
Purchase of laptop
$1537.00
Global Care Australia
Christmas hampers
$4545.45
Gumdale and Districts Progress Association Inc.
Renovation of community archives and storeroom
$1650.00
Gumdale Horse and Pony Club Inc.
Purchase of equipment storage trailer
$2750.00
Gumdale State School P&C Association
Fashion Parade
$1000.00
Jewish Educational Institute Chabad House Brisbane Inc.
Chanukah at Westfield
$650.00
Lions Club of Brisbane Camp Hill – Carindale Inc.
Citizenship Ceremony
$275.00
Mackenzie Neighbourhood Watch (4156)
Mackenzie Day
$3000.00
Mansfield State School P&C Association
Hire of stage for school and local community group performances at Biennial Fete
$1500.00
Punjabi Welfare Association of Australia Inc.
Sound and lighting hire for Xmas in July
$1000.00
Queensland Rifle Association Inc.
Carols on the Range
$4545.45
Quota International of Carindale Inc.
Quota Craft & Gift Fair
$2530.00
Redeemer Lutheran College P&F Association
Hire of sound system and cleaning services for Fair
$1363.64
Neighbourhood Watch – Rochedale
Catering for Rochedale Community Day
$275.00
Neighbourhood Watch – Rochedale
Major Drive Park Community Day
$275.00
Run for MI Life Ltd
Fun Run/Family Breakfast
Scouts Queensland – Rochedale Scout Group
Signage at hall
$1417.50
SpecialCare Central Inc.
Backboards for displays at Care Central Expo
$795.00
The Rotary Club of Port of Brisbane Inc.
Wakerley Rotary Carols 2017
$3177.27
UCA – Mt Gravatt Uniting Church
Hire of rides and petting zoo at Light Party 2017
$1500.00
$2750.00
Organisation’s name
Project Name
Annerley-Stephens History Group Inc.
Republishing Annals of Annerley 25 Years On
Celtic Council Of Australia (Queensland) Inc.
Function for awarding honours within the Celtic community
Coorparoo & Districts Heritage Group
Purchase of electronic equipment for presentations
Amount Approved $1650.00 $880.00 $1104.40
Section 6 Governance
COORPAROO WARD
211
212
Organisation’s name
Project Name
Amount Approved
Coorparoo Secondary College P&C Association
Cultural and Wellbeing Leaders Program
$3410.00
Coorparoo State School P&C Association
Purchase of sound system
$2594.00
Fiji Senior Citizens Association of QLD Inc.
Pioneers Festival
$1100.00
Fiji Senior Citizens Association of QLD Inc.
Senior’s Multicultural Dinner/Multicultural Soccer Tournament
$2673.00
Fiji Senior Citizens Association of QLD Inc.
Seniors Week celebrations
$550.00
Greenslopes State School P&C Association
Community scooter storage racks
$698.00
Holland Park Junior Cricket Club Inc.
Community Recognition Day
$4565.00
Hytec Netball Club Inc.
Presentation Day
$1100.00
Junction Park State School P&C Association
Rides for 2018 Fete
$5500.00
Kannada Sangha Queensland Inc.
Combined Diwali and Kannada Rajoystava Festival
$1100.00
Kannada Sangha Queensland Inc.
Ugadi Festival celebration
$2200.00
Langri Tangpa Buddhist Centre Inc.
Purchase and installation of security screens
$2381.82
Malayalee Association of Queensland Inc.
Soorya India Festival 2018
$1650.00
Malayalee Association of Queensland Inc.
Vishu Easter celebration 2018
$1089.00
Malayalee Association of Queensland Inc.
Venue hire and sound for Christmastide 2017
$1100.00
Narbethong State Special School P&C Association
Narbethong Family Fun Day
$2200.00
Niue Nukututaha Association Queensland Inc.
Connecting Families Day
$770.00
Niue Nukututaha Association Queensland Inc.
Kaufakalataha End of Year Celebration 2017
$660.00
Norman Creek Catchment Coordinating Committee
Graham Jurott Memorial bench seat
$2175.63
Norman Creek Catchment Coordinating Committee
Window and floor maintenance
$2150.00
Queensland Telugu Association Inc.
Vijaya Dashami, Deepavali and Christmas celebrations
$1100.00
Redbacks Netball Club Inc.
Purchase of marquee
$1100.00
Scripture Union – Camp Hill State School Local Chaplaincy Committee
Community Christmas Carols
$1000.00
Scouts Queensland – Majestic Park Group
Canoe restoration
$2000.00
Southside Community Craft Circle
Craft supplies
$495.00
SpecialCare Central Inc.
Care Central Expo ‘17
$795.00
The Creche and Kindergarden Association Ltd
Purchase of chairs, tables, room divider and resources for Harty Street Community Kindergarten & Pre-school Association Inc.
$2841.95
Varnam Cultural Society (QLD) Inc.
Festival of Lamps
$1100.00
Woodturners Society of Queensland Inc.
Purchase of new air filtration unit
$1267.20
DEAGON WARD Organisation’s name
Project Name
Amount Approved
Asperger Services Australia Ltd
Open Day 2017
Banyo RSL Sub Branch
Active Ageing Expo at Taigum Square Shopping Centre
Bayside Divas Inc.
Purchase of sheet music stands
Be Uplifted Inc.
Purchase of an embroidery machine
$2999.00
Bhutanese Nepali Association of Queensland Inc.
Bhutanese Multicultural Day
$1150.00
Boondall Barracudas Amateur Swimming Club (sub-committee of Boondall State School P&C Association)
Lane rope wheel
Boondall Kindergarten Association Inc.
Ants in Your Pants – a three-week multi-sport program
Boondall Synchronized Ice Skating Club Inc.
Nova ‘It’s Showtime’ Gala Evening
Brighton District Soccer Club Inc.
Fireworks for Gala Day 2017
$2500.00
Brighton State School P&C Association
Inflatable rides for fete
$1300.00
Deagon Ward Office
Australia Day by the Bay
$3493.64
Deagon Ward Office
Christmas Movie in the Park
$1409.09
Deagon Ward Office
First aid kits for community organisations
Deagon Ward Office
Gardening at The Gate
$1097.72
Deagon Ward Office
Music By The Sea 20th Anniversary Concert
$1750.00
Deagon Ward Office
Pennies By The Sea 2017
$1031.00
Deagon Ward Office
Sandgate Film Gala
$1500.00
Hindu Society of Queensland Inc.
Construction of a kitchen
$3000.00
Jabiru Community Youth & Children’s Services Association Inc.
Zillmere Festival
$3976.36
North East Community Support Group Inc.
Replace lighting
$1250.00
PCYC Sandgate
Rock Under the Clock
$909.90
SANDBAG Sandgate and Bracken Ridge Action Group Inc.
Peaceful Walk – 4017 Says No to Domestic Violence
$550.00
Sandgate and District Historical Society and Museum Inc.
Solar installation
$3246.07
Sandgate Art Society
Expressions Art Show
$2200.00
Sandgate Bowls Club Inc.
Catering for the Corporate Cup
Sandgate Hawks Netball Club Inc.
2017 Family Fun and Presentation Day
$1000.00
Sandgate State School P&C Association
Carnivale 2018
$1000.00
Sandgate Sunset Run Inc.
Road closures for 2017 Sandgate Sunset Run
$4000.00
Singh Sabha Brisbane
Vaisakhi Festival
$2000.00
$450.00 $2200.00 $580.00
$500.00
$1320.00 $390.00
$340.77
Section 6 Governance
$500.00
213
Organisation’s name
Project Name
Amount Approved
St Vincent de Paul Society Queensland
Vinnies Sandgate – Christmas hampers
$1000.00
St. Flannan’s Catholic Parish Primary School P&F Association
Active School Travel program
$1000.00
Scouts Queensland – Brownsea Water Activity Centre
Promoting active healthy lifestyle through water activities
$1075.00
Tongan Wesleyan Methodist Church Virginia
Performances at the 2017 South Pacific Islander Christmas in the Park Festival
$3000.00
Volunteer Marine Rescue Brisbane Inc.
Open Day
$1230.00
DOBOY WARD
214
Organisation’s name
Project Name
Amount Approved
Belmont Services Bowls Club Inc.
Narracott Street boundary fence
$5454.55
Brisbane Super Kings Cricket Club Inc.
5th Annual Multicultural T20 Cricket Cup
$1375.00
Carina Senior Citizens Club Inc.
Sign at front of building indicating club activities
$2439.00
Doboy Ward Office
Purchase of portable marquees for community use
$2524.36
Eastside Community Church
Eastside Community Carols
$2728.00
Gumdale Horse and Pony Club
Purchase of equipment storage trailer
$2750.00
Gumdale State School P&C Association
Day on The Oval
$2000.00
Gumdale State School P&C Association
Fashion Parade
$1000.00
Hemmant Church Restoration Committee Inc.
Purchase of PA system
$2429.00
Kingdom Life Church Ltd
Purchase of equipment to facilitate free community groups
$1600.00
Lions Club of Brisbane Camp Hill – Carindale Inc.
Citizenship Ceremony
Lions Club of Moreton Bay Inc.
Refurbishment of the Tingalpa Pioneers’ Chapel and Cemetery
$1482.00
Little Jacaranda’s Play Group
Purchase of outdoor play equipment
$1673.00
Mayfield State School P&C Association
Hire of cinema screen for Carina Cinema in the Suburbs
$4000.00
Morningside Neighbourhood Watch 7 – Murarrie
Southside Dogs on Patrol 2018
$1100.00
Parkinson’s Queensland Inc.
A Walk in the Park
$5000.00
Quota International of Carindale Inc.
Quota Craft & Gift Fair
$2530.00
Run for MI Life Ltd
Fun Run and Family Breakfast
$2750.00
The Legacy Club of Brisbane Ltd
Purchase of square readers for the Legacy South East Volunteer Group
Rotary Club of Port of Brisbane Inc.
Wakerley Rotary Carols 2017
$6000.00
Tingalpa Model Aero Club Inc.
Remedial earthworks on land adjacent to the club’s runways
$3300.00
$275.00
$430.00
Organisation’s name
Project Name
Amount Approved
Wynnum & District Horse & Pony Club Inc.
Event ribbons 2018
$659.00
Wynnum & Manly District Meals On Wheels Association Inc.
Purchase of flagpole
$1500.00
ENOGGERA WARD Organisation’s name
Project Name
Amount Approved
Blackwood Street Chamber of Commerce Inc.
Blackwood Street bud lighting
$5000.00
Brisbane Maharashtra Mandal Inc.
Lord Ganesh Festival
$2500.00
Enoggera District Stamp Club Inc.
The Northside Stamp Fair 2018
$376.20
Enoggera Ward Office
Blackwood Street Halloween Festival
$750.00
Enoggera Ward Office
Movie in the Park, Heiner Park
Flipside Circus Association Inc.
Fiesta Community Day 2017
$605.00
Lions Club of Brisbane-Bunya Inc.
Christmas Carols in the Park
$2000.00
Mamre Association Inc.
Community Christmas Festival
$1405.00
Marcellin Old Boys AFC
Purchase of playing jerseys
$3000.00
Mitchelton Pre-Schooling Centre Inc.
Replacement of sunshade structure
$3000.00
Mitchelton State School P&C Association
Merry Mitchie Movie Night
$2000.00
Mitchelton Youth Club Inc.
60th Anniversary Event
$2500.00
Mitchie Day Club
Expo of Available Community Services
Mitchie Day Club
Let’s Get Moving
$2593.50
Multicultural Community Centre Ltd
Technicolour Multicultural Festival
$4000.00
Newmarket State School P&C Association
Trivia Night
$1000.00
Our Lady of Dolours P&F Association
Active School Travel program
Our Lady of the Assumption School of Enoggera P&F Association
Christmas Carols and Movie Night
Gaythorne RSL Sub Branch
Gaythorne Stomp
$2000.00
Rotary Club of Ashgrove The Gap Inc.
Carols by Candlelight
$3500.00
Scripture Union Queensland
Super Sports Camp
The Hills & District Chamber of Commerce
25th Anniversary Dinner
$5000.00
Wilston State School P&C Association
School Fete
$3000.00
Youth With A Mission (Brisbane) Inc.
North Brisbane Easter Festival
$3000.00
$3415.00
$870.00
$770.00 $1457.00
Section 6 Governance
$770.00
215
FOREST LAKE WARD
216
Organisation’s name
Project Name
Amount Approved
Brisbane Performing Arts Challenge Inc.
Brisbane Performing Arts Challenge
$2200.00
Brisbane Super Kings Cricket Club Inc.
5th Annual Multicultural T20 Cup
$1375.00
Elevate Church
Light Party and Christmas Lunch
$2100.00
Forest Lake Area Garden Group Inc.
Biennial Friendship Day
Forest Lake Baptist Church
Forest Lake State School Breakfast Club
$2000.00
Forest Lake Community Market
Community market advertising
$1100.00
Forest Lake Junior Australian Football Club Inc.
Trophy presentation 2017
$2750.00
Forest Lake Men’s Shed Inc.
First aid training
Forest Lake Netball Club Inc.
End of season Familiy Fun Day and Presentation Day
$1100.00
Grand Avenue State School P&C Association
Ekka Fun Day
$2272.73
Hakka Association of Queensland Australia Inc.
2018 Parkinson Multicultural and Dragon Boat Festival
$1000.00
ICON Community Inc.
GenX Unleashed Fusion Arts Competition
Inala Primary Care Ltd
Purchase of marquee
$1500.00
Inala Youth Care Community Inc.
Girls with a Purpose project
$4337.58
Neighbourhood Watch – Inala 10 (Doolandella)
Community Safety Day
$800.00
Neighbourhood Watch – Inala 10 (Doolandella)
Doolandella Community Christmas Carols
$500.00
parkrun Inc.
Purchase of defibrillator
PresCare
Purchase of linen and soft furnishings for Overnight Respite Centre
Queensland Police-Citizens Youth Welfare Association
PCYC Inala Multicultural Youth Day 2018
$1050.00
Richlands, Inala and Suburbs History Group Inc.
Development and printing of 500 booklets, Stories for 20 years
$1100.00
South West Progress Association Inc.
Queensland Day Awards
$1499.60
South West Progress Association Inc.
Welcoming the Babies – 10-year anniversary 2017
$5000.00
Sri Lanka Buddhist Monastery (Brisbane Inc.)
Installation of solar panels for the Community Discussion Centre
$1571.00
St. John’s Anglican College P&F Association
Stage hire for 2018 Carnival
$2500.00
Tamil Association Queensland Inc.
Baratanatyam Recital by Dr Narthaki Natraj
The Federation of Indian Communities of Queensland Inc.
India-Australia Day Celebration 2018
The Salvation Army Inala
Christmas Day Community Lunch 2017
$909.09
The Vietnamese Senior Citizens Association Queensland Inc.
Catering for monthly gathering events
$2640.00
Vedanta Centre of Sydney – Brisbane Chapter
Venue hire for the Evening of Exquisite Dance program
$500.00
$880.00
$890.00
$2000.00 $500.00
$550.00 $5885.00
$500.00
Organisation’s name
Project Name
Amount Approved
Vietnamese Community in Australia – Queensland Chapther Inc.
Tet Festival VIP Reception
$1000.00
Wolston Park Centenary Cricket Club Inc.
End of season presentation
$1780.00
Wolston Park Centenary Cricket Club Inc.
Promotion of Wolston Park Centenary Cricket
$1210.00
HAMILTON Organisation’s name
Project Name
Amount Approved
Ascot State School P&C Association
2018 Ascot Swim Club Cup
$1636.37
Brothers Rugby Club Inc.
Women’s Rugby Sevens program
$3511.53
Clayfield College P&F Association
Movies on the Green
$1127.50
Crosby Park Meals On Wheels Inc.
Purchase of kitchen equipment
$5000.00
Eagle Junction State School P&C Association
Kalinga Dash Fun Run 2017
$5000.00
Growl Theatre
Lighting improvement
$1219.00
Hamilton Ward Office
Australia Day Citizenship Ceremony 2018
$2325.00
Hamilton Ward Office
Catering for Neighbour Day
Hamilton Ward Office
Christmas Carols in Oriel Park
North Eastern SES Support Group
Purchase of upgraded seating for training room
Racecourse Road Hamilton Events Inc.
Annual Pink’d UP event in support of Breast Cancer Awareness Month
$4000.00
Racecourse Road Hamilton Events Inc.
Community Christmas event
$4000.00
The Community Place Inc.
Purchase of tools
$1635.45
The Corporation of the Synod of the Diocese of Brisbane trading as Hamilton Anglican Parish
Ground improvements
The Probus Club of Hamilton Inc.
Development of a website
$2420.00
The Queensland Herb Society Inc.
Herb Awareness event
$2779.70
Three Saints Feast Brisbane Inc.
Purchase of food items for 2018 Festival
$5000.00
Windsor Croquet Club Inc.
Purchase of groomer for mower
$1550.00
$250.00 $3045.45 $10,000.00
$500.00
HOLLAND PARK WARD Project Name
Amount Approved
Carers Queensland Ltd
High Tea for Carers – National Carers Week 2017
Celtic Council Of Australia (Queensland) Inc.
Friendship Day
$1100.00
Connecting Communities: Mt Gravatt and Surrounds
Community meal
$1117.00
$636.40
Section 6 Governance
Organisation’s name
217
218
Organisation’s name
Project Name
Amount Approved
Guides Queensland – Wellers Hill Support Group
Purchase of microwave
Holland Park & District Meals on Wheels Inc.
Volunteer Christmas Lunch 2017
$2500.00
Holland Park Kindergarten Association Inc.
Intercom system and pincode entrance gate
$2390.00
Holland Park Kindergarten Association Inc.
Purchase of two computers
$1139.09
Holland Park State School P&C Association
Community Christmas celebration
$1000.00
Holland Park State School P&C Association
Hire of rides for Biennial Fete
$1500.00
Holland Park Ward Office
Movie In The Park
$2510.00
Lions Club of Brisbane Macgregor Inc.
Health and Wellbeing Expo
$2500.00
Marshall Road State School P&C Association
Cinema Under the Stars
$1650.00
Mount Gravatt East State School P&C Association
Annual Bush Dance 2017
$1080.00
Mount Gravatt Kindergarten and Preschool Association Inc.
2017 Kindergarten Bush Dance
$1160.00
Mount Gravatt Kindergarten and Preschool Association Inc.
Purchase of wooden blocks
$1796.83
Mount Gravatt Local Ambulance Committee
Production of emergency medical information booklets
$2365.01
Punjabi Welfare Association of Australia Inc.
Xmas in July
$1000.00
Singapore Club of QLD Inc.
SingClub Hi-Tea for Rosies
Southern Districts Rugby Union Football Club Inc.
Purchase of line marking machine
$2690.00
Southside Philatelic Society Inc.
Annual Stamp Fair 2017
$1012.00
St Agnes’ Netball Club Inc.
Purchase of netballs
$1320.00
St Agnes Catholic Primary School P&F Association
Mini Mudder – obstacle course fundraiser
St Agnes Catholic Primary School P&F Association
Stage hire for 2018 Fete
$1500.00
St Elizabeth’s Catholic Primary School P&F Association
Hire of rides for Family Fun Day
$1595.00
St Elizabeth’s Catholic Primary School P&F Association
School Fete
$1000.00
St Joachim’s School P&F Association
2018 Community Welcome BBQ
$825.00
St Joachim’s School P&F Association
Father’s Day Breakfast
$814.00
Swara Mohini Inc.
Spring Music Festival 2017
$700.00
Tarragindi Churches’ Tigers Sporting Association
Artifical turf for dugouts
$1089.00
Scouts Queensland Branch – Tarragindi
Sausage sizzle for Movie in the Park
$1000.00
Thai-Australian Association of Queensland Inc.
Thai Harmony Night
$1500.00
The Boys’ Brigade Queensland Ltd
Purchase of storage and seating
$3556.40
The Brisbane Orchid Society Inc.
45th Brisbane Charity Show
$289.99
$297.00
$953.18
$440.00
Organisation’s name
Project Name
Amount Approved
The Creche & Kindergarten Association Ltd
Hire of amusement rides for festival for Tarragindi War Memorial Preschool & Kindergarten Inc.
The Creche & Kindergarten Association Ltd
Mt Gravatt East Community Kindergarten Open Day
The Rotary Club of Mount Gravatt Inc.
Carols by Candlelight
$4585.00
The Salvation Army (QLD) Property Trust – Carindale
Community Fun Day
$1000.00
Wellers Hill State School P&C Association
Family Fun Night
Wellers Hill State School P&C Association
Harmonies on the Hill
$1200.00 $589.10
$600.00 $1000.00
JAMBOREE WARD Organisation’s name
Project Name
Amount Approved
A Touch of Compassion Inc.
Purchase of tables
$500.00
Anglican Parish of Centenary Suburbs
Arts and Craft Fair
$344.00
Brisbane Multiple Birth Association Westside Inc.
Midyear Family Fun Day
$750.00
Brisbane Super Kings Cricket Club Inc.
Ground costs for the 5th Annual Multicultural T20 Cup
Brisbane Tamil School P&C Association
Hire of oval and sound system for 33rd Annual Sports Meet
$750.00
Centenary Branch Little Athletics Centre Inc.
Purchase of a line marking trolley
$879.32
Centenary and Districts Chamber of Commerce & Industry
Development of chamber web site
$2200.00
Centenary Christian Kindergarten
40th Year Anniversay
$1681.82
Centenary Community Connections Inc.
Centenary Rocks Festival
$7000.00
Centenary High P&C Association
Science Showcase Extravaganza
$1000.00
Centenary Suburbs Men’s Shed Inc.
Purchase of hand tools for skill development
$767.80
Centenary Suburbs Men’s Shed Inc.
Purchase of plants
$275.00
Darra Vietnamese Uniting Church
Christmas Lights 2017
$1000.00
Forest Lake Junior Rugby League Football Club
Purchase of refrigerator
$1500.00
Good News Lutheran School P&F Association
Rides for the Fun Zone at Book Fair
$2500.00
Inner Wheel Club of Brisbane West
Leave a lasting legacy 2018 – Plant a Tree Project
$467.50
Jamboree Ward Office
4074 Family Fun Day
$736.36
Jindalee Neighbourhood Watch
Over 50’s Health and Safety Expo
$1100.00
Jindalee State School P&C Association
Fireworks for 2017 School Fete
$2500.00
Jindalee State School P&C Association
Games Night 2018
Jindalee State School P&C Association
Movie Night
$1250.00
Kiwanis Club of Brisbane Inc.
Club members polo shirts
$2200.00
Kiwanis Club of Brisbane Inc.
MS Jindalee Swimathon
$1501.50
$300.00
Section 6 Governance
$1375.00
219
Organisation’s name
Project Name
Amount Approved
Malayalee Association of Qld Inc.
Onam 2017
$1000.00
Middle Park State School P&C Association
Staging hire for fete
$2500.00
Montrose Therapy & Respite Services
Purchase of ramps and books
$1077.00
National Servicemen’s Association of Australia (Queensland) Inc.
National Servicemen’s Day 2018
$500.00
Riverlife Baptist Church
Goals of Grace
$500.00
Rocks Community Garden Inc.
Purchase of paint and brushes for garden improvement project
$250.00
The Rotary Club of Brisbane Centenary Inc.
Rotary Fun Run
$5000.00
The Rotary Club of Jindalee Inc.
Purchase of portable sound system
$2050.40
The Rotary Club of Jindalee Inc.
Reverend Tania Eichler farewell
The Scout Association of Australia Queensland Branch Inc. – Jamboree Heights Scout Group
50th Anniversary Jamboree event
The Scout Association of Australia, Queensland Branch Inc. – Jindalee Scout Group
Purchase of personal protective equipment (high visibility vests) and gas heater
The Uniting Church in Australia Property Trust (Q.) represented by Wesley Mission Queensland
Splash On!
The Vietnamese Community in Australia (Queensland Chapter) Inc.
STOP in the name of LOVE
The Young Men’s Christian Association of Brisbane
Food Fiesta
Vietnamese Community in Australia
Catering and information packages for Women’s Wellness Seminar
Wolston and Centenary Catchments (WaCC)
Installation of safety and security items at Pooh Corner Environmental Centre
$1444.30
Wolston Park Centenary Cricket Club Inc.
Purchase of outdoor umbrella, portable BBQs and three wheelbarrows
$1000.00
$550.00 $2000.00 $500.00 $1550.00 $500.00 $1500.00 $500.00
LORD MAYOR’S OFFICE
220
Organisation’s name
Project Name
Amount Approved
Active Refugee and Migrant Integration in Australia Pty Ltd
Preparing new Australians for employment
Alderley Kindergarten Association Inc.
70th Anniversary celebrations
Algester Parkinson Lions Club
Purchase of gardening equipment and accessories for the maintenance of gardens through the good neighbour scheme
$1650.00
Australian Scottish Community (Qld) Inc.
The 22nd International Tartan Day
$1500.00
Basava Samithi of Australasia Brisbane Branch Inc.
11th Basava Jayanthi celebrations
$946.00
Brisbane Excelsior Band Inc.
Purchase of acoustic ceiling tiles for the Windsor School of Arts rehearsal room
$1331.00 $807.27
$2000.00
Organisation’s name
Project Name
Amount Approved
Brisbane Metropolitan Touch Association Inc.
Mustang Stampede referees and juniors
$2000.00
Dante Alighieri Society Inc.
Creating and projecting surtitles for multilingual theatre performances
$1000.00
Catholic Parish – St John’s Wood/The Gap
Handmade patchwork quilts for the needy
$700.00
Ethnic Broadcasting Association of Queensland Ltd
Printing of booklets for health awareness workshop
$650.00
Fiji Senior Citizens Association of QLD Inc.
Pioneers Festival
$2000.00
Filipino Australian Foundation of Qld Inc.
One World, One Spirit Phillipine Festival
$1500.00
Friends of Toowong Cemetery Association Inc.
Under the Lino
Gaythorne Bowls Sports & Community Club Inc.
Purchase of new computer and software
Junction Park Stamp Club Inc.
May Day Stamp Fair
Liberian Association of Queensland
National Independence Day annual convening
$1000.00
Lions Club of Brisbane United Asia Inc.
The Great Gatsby Charity Gala
$1000.00
Marist College Ashgrove Foundation Ltd
Hire of art display panels for art show
$1625.00
Mental Health Association Qld Ltd
2018 Circus Extravaganza for children in need
$1000.00
Mountain Goat Trail Runners Inc.
Purchase of equipment
$1198.00
Multicap Ltd
Purchase of marquees for Multicap Nudgee Hub
$1658.00
Newmarket Primary P&C Association
Trivia Night
$1173.18
Organisation of Hindu Malayalees Queensland Inc.
Annual Day celebrations
$800.00
Oxley State School P&C Association
Car Boot Sale – 21 October 2018
$1200.00
Pacific Islands Council of Qld Inc.
Pacific Youth Cultural event
$1000.00
Palliative Care Queensland Inc.
Good Life Good Death Expo
$1000.00
Pound Paws Inc.
Brisbane Dog Day
$2000.00
Qld Eidfest Association Inc.
Installation of cupboards and shelving at the Acacia Ridge Community Hall
$1500.00
Queensland Asian Business Weekly Pty Ltd
Sing! China Season 3 Audition Brisbane Region
$2000.00
Queensland Blue Light Association Inc.
2018 Disadvantaged Children’s Movie Day Brisbane
$1800.00
Queensland Ornithological Society Inc. (trading as Birds Queensland)
2018 Queensland Ornithological Conference
$450.00
Queensland Rogaine Association Inc.
Colts Academy
$480.00
Refugees Welcome Australia Inc.
Homestay for refugees and people seeking asylum
$1500.00
Rotary Club of Toowong Inc.
2018 Underprivileged Children’s Movie Day
$1000.00
Southern Stars Arts & Sports Club Inc.
Brisbane Football Carnival 2018
$800.00
Southern Stars Arts & Sports Club Inc.
Community tournament and coaching
$700.00
Sri Lanka Society of Qld Inc.
Sri Lankan New Year Cultural Festival
$500.00
Sunnybank State School P&C Association
Fireworks Fiesta Fete
$400.00
$500.00 $1726.00
Section 6 Governance
$800.00
221
Organisation’s name
Project Name
Amount Approved
Sunnybank/Acacia Ridge Parish Friendship Group
Fasion Parade for Cancer – Australia’s Biggest Morning Tea
$330.00
The Brisbane Naughties Ethnic Music Association Inc.
Purchase of two Yamaha PA speakers
$1059.98
The Lions Club of Brisbane Chinese Inc.
Purchase of audio-visual equipment
$2100.70
The Reena Augustine Association for Multicultural Enhancement Inc.
Multicultural Fashion Show
$1250.00
The Young Men’s Christian Association Of Brisbane
YMCA Rat Race
$1110.00
Varnam Cultural Society (QLD) Inc.
Festival of Lamps
$500.00
WWILD -Sexual Violence Prevention Association Inc.
WWILD Women’s Therapy group
$2000.00
Yes In My Backyard Australia Ltd
Community dividend projects
$1000.00
MACGREGOR WARD
222
Organisation’s name
Project Name
Amount Approved
Australian Taiwanese Chamber of Commerce (Qld) Inc.
Taiwanese Culture Goodwill Mission Troupe of the National Day
$1500.00
Brisbane Sikh Community Welfare Association Inc.
Sikh Awareness Open Day
$2200.00
Carers Queensland Ltd
High Tea for Carers – National Carers Week 2017
Cereal for Coffee Ltd
Community movie night
$1650.00
Clairvaux MacKillop College P&F Association
Battle of the ROCK Bands
$1500.00
Friends of Australasian Youth Association Inc.
Marketing costs to promote the 2017 Moon Festival
$1000.00
Garden City Creative Writers
Group anthology
$1000.00
Greenleaves Retirement Village Residents’ Association
Christmas Party
$1000.00
Gujarati Community of Queensland Inc.
GCQ Diwali Dhamaka 2017
$1000.00
Lions Club of Brisbane Macgregor Inc.
Art Extravaganza
$1627.00
Lions Club of Brisbane Macgregor Inc.
Art Extravaganza
$1275.00
Lions Club of Brisbane Macgregor Inc.
Health & Wellbeing Expo
Lutheran Church of Australia Queensland District (Trading as St John’s Lutheran Church Kindergarten and Preschool)
45th Anniversary and Open Day
$1000.00
Macgregor State School P&C Association
Mayfest 2018
$4000.00
Mount Gravatt Australian Football Club Inc.
Women’s football participation
$795.45
Mount Gravatt East State School P&C Association
Nursing home and retirement village Christmas Musical Tour
$550.00
Mt Gravatt Bowls Club Inc.
Ladies Six A Side Bowls Competition
$636.40
$500.00
$1000.00
Organisation’s name
Project Name
Amount Approved
Mt Gravatt Hawks Soccer Club Inc.
End of Season Club Day
$1500.00
Multicap Ltd
Multicap Festival
$3285.00
Neighbourhood Watch Holmead Outlook
Carols by Candlelight
$1000.00
Queensland Chinese Co-operation and Friendship Association Inc.
Chinese Culture and Arts Concert Party
$1000.00
Queensland Chinese Co-operation and Friendship Association Inc.
Lesi Multi-Cultural Children’s Concert
$1500.00
Queensland Chinese Orchestra Association Inc.
2nd Anniversary Celebration Concert
$1000.00
Queensland Chinese United Council
Culture of China, Water Cube Cup
$2500.00
Rotary Club Wishart
Serving Humanity Community Family Day 2018
$1000.00
St Bernard’s School Upper Mt Gravatt P&F Association
Hire of equipment for Spring Fair
$2200.00
Sunnybank Catholic Parish Care and Concern
Thank you Volunteers Morning Tea
$500.00
The Ausoriental Inc.
Dragon Boat Festival for the Elderly
$500.00
The Ausoriental Inc.
Mid-Autumn Festival Concert
$1500.00
The Happy Seniors Club of Brisbane
20th Anniversary Celebration
$800.00
The Happy Seniors Club of Brisbane
The Happy Senior Club Annual Indoor Sport Games
$290.00
The Rotary Club of Wishart Inc.
Australia Day ceremony
$2000.00
Upper Mt Gravatt State School P&C Association
Community Movie Night
$2689.50
Warrigal Road Primary P&C Association
Warrigala Fete 2017
$4000.00
Warrigal Road Primary P&C Association
Catering for Active School Travel program, 31 August 2017
$250.00
Warrigal Road Primary P&C Association
Catering for Active School Travel program, 27 October 2017
$250.00
Wishart Primary P&C Association
Spring Carnival
$3000.00
World Arts & Multi-Culture Inc.
2017 Moon Festival Celebration Gala Dinner
$1500.00
World Arts & Multi-culture Inc.
2018 Brisbane International Arts Festival
$500.00
MARCHANT WARD Organisation’s name
Project Name
Amount Approved
Brisbane Malayalee Association Inc.
Multicultural Taste of the World Festival
Brisbane United Sports & Arts Club Inc.
Purchase of a soccer training kit for Play Together Project
$500.00
Chermside Bowls Club Inc.
Replacement of floor tiles
$600.00
Craigslea State Primary School P&C Association
Hire of a photo booth at Twilight Christmas Markets
$699.00
Craigslea State Primary School P&C Association
Printing of 2017 Year 6 Community Book
$500.00
Section 6 Governance
$2500.00
223
224
Organisation’s name
Project Name
Amount Approved
Emily Foord Memorial Kindergarten Association Inc.
Purchase of two natural spaces big book teachers station
Grange Thistle Soccer Club
Purchase of women’s playing kits
$2300.00
Marchant Ward Office
Mini christmas cakes for Marchant community Christmas parties
$1800.00
Marchant Ward Office
Catering for Wheller Boulevard Seniors Party, Kedron Wavell Services Club
Marchant Ward Office
Musical entertainment for Marchant community Christmas parties
$2650.00
Marchant Ward Office
Catering for Marchant community Christmas parties
$1636.36
Marchant Ward Office
Movie in the Park for Aspley Scouts
$750.00
Marchant Ward Office
Distribution of Flyers for Aspley Scouts Movie In The Park
$395.70
Marchant Ward Office
Brisbane Northside Elders Gala Dinner
$600.00
Marchant Ward Office
Movie in the Park for Gordon Park Scouts
$2510.00
Marchant Ward Office
Movie in the Park for Lanham May Fair
$2885.00
Marchant Ward Office
Yerongpan Aboriginal Dancers for Lanham May Fair
$1300.00
Marchant Ward Office
Ponies and animal farm for Lanham May Fair
$1181.82
Marchant Ward Office
IZIT Entertainment for Lanham May Fair
$7330.00
Marchant Ward Office
Production of flyers for Lanham May Fair
$714.45
Marchant Ward Office
Aussie Aussie Aussie entertainment for Lanham May Fair
$500.00
Marchant Ward Office
Distribution of flyers for Lanham May Fair
$355.45
Marchant Ward Office
Purchase of unfilled sandbags for community marquees
$261.09
Marchant Ward Office
Road safety speed signs
$1248.00
Multicap Ltd
Kids Be You Holiday Program 2018
$2000.00
Napoleons Cricket Club Inc.
Multicultural event
$500.00
9th Battalions Association Inc.
Morning tea for the Battle of Milne Bay Commemoration Service
$900.00
Rosies Youth Mission Inc.
Catering for monthly Aspley Outreach BBQ
$250.00
Samaritans Group Kedron
Purchase and installation of fans in hall
Samaritans Group Kedron
Volunteer Christmas Break up Party
Scouts Queensland – Aspley Scout Group
Purchase of BBQ equipment
$2000.00
Scouts Queensland – Aspley Scout Group
Purchase of new tents
$1909.08
Scouts Queensland – Wilston Scout Group
Purchase of lifejackets
$1000.00
$645.92
$545.45
$2021.25 $660.00
Organisation’s name
Project Name
Amount Approved
Scripture Union Qld
Building Hope Chaplaincy Dinner
$500.00
St Alphonsa Catholic Community Inc.
Syro-Malabar Cultural Festival – Darshanam 2017
$550.00
St Dympnas School P&F Association
Hire of rides for Fair 2017
The Legacy Club of Brisbane Ltd.
Purchase of square readers for the Legacy North East Volunteer Group
$643.64
The Rotary Club of Brisbane Inner North Inc.
Sausage sizzle for Grinstead Park Opening
$660.00
The Creche and Kindergarten Association Ltd.
Marchant Park Kindergarden Association Family Fun Day
$500.00
The Creche and Kindergarten Association Ltd.
Marketing for the Marchant Park Kindergarden Association
$595.68
The Creche and Kindergarten Association Ltd.
Wilston Grange Kindergarten and Pre-School Association community ceramic tree
$1600.00
Warehouse Cricket Association Qld Inc.
Purchase of self-propelled mower
Wilston-Grange Australian Football Club Inc.
The Brook Run
$2000.00
Organisation’s name
Project Name
Amount Approved
Bengali Society of Queensland
Hall hire for Durga Puja
$1500.00
Bridgeman Baptist Community Church
Christmas lights
$4000.00
Bridgeman Baptist Community Church
Shift Youth Festival
$4000.00
Brisbane Malayalee Association Inc.
Multicultural Taste of the World Festival
$4400.00
Everton Park Bowls and Community Club Inc.
Bowling green renovation project
$1000.00
Everton Park Bowls and Community Club Inc.
Repair cracked roller
$1000.00
Everton Park Primary P&C Association
BBQ at Movie in the Park at Streisand Drive Park
Everton Park Primary P&C Association
Fireworks display for 2018 Fete
Everton Park Scout Group Committee
Purchase of hike tents
$779.70
Lions Club of Brisbane Bunya Inc.
Walk for an Aussie Kid 2018
$825.00
Lions Club of Brisbane Bunya Inc.
Catering for Bush Neighbour Program 2018
$440.00
McDowall State School P&C Association
Spring Fair
McDowall State School P&C Association
Carols by Glow Stick
$1227.27
McDowall Ward Office
Movie in the Park at Streisand Drive Park
$2610.00
McDowall Ward Office
Movie in the Park at Bangalow Street Park, 10 February 2018
$850.00
McDowall Ward Office
Movie in the Park at Bangalow Street Park, 21 April 2018
$490.00
$1210.00
$895.45
MCDOWALL WARD
$660.00 $1000.00
Section 6 Governance
$2000.00
225
Organisation’s name
Project Name
Amount Approved
Neighbourhood Watch – Albany Creek 6 (Bridgeman Downs)
Sausage sizzle at Movie in the Park at Bangalow Street Park, 10 February 2018
$330.00
Neighbourhood Watch – Albany Creek 6 (Bridgeman Downs)
Sausage sizzle at Movie in the Park at Bangalow Street Park, 21 April 2018
$330.00
Neighbourhood Watch – Stafford 3
20th Anniversary BBQ
$302.50
Nexus Church
Nexus Youth BreakOut
$2000.00
Northside Christian Football Club Inc.
Senior portable soccer goals with nets
$2000.00
Probus Club of Everton Inc.
Additional funding for purchase of wireless microphone and stand
$278.30
Probus Club of Everton Inc.
Purchase of wireless microphone
$379.50
Scouts Queensland – Everton Park
Purchase of hike tents
$779.97
Scripture Union Queensland
Building Hope dinner
$1000.00
Stafford & District Meals on Wheels
Purchase of a sealing machine
$3393.00
Stafford & District Meals on Wheels
Purchase of office workstations and a microwave
$1054.55
Stafford Heights State School P&C Association
Entertainment for Spring Carnival
$1890.00
Stafford Heights State School P&C Association
Hire of animal farm for Under 8’s Day celebrations
Stafford Heights State School P&C Association
Hire of jumping castle for Spring Carnival
$1815.00
The Community Place
Replacement of guttering
$1300.00
The Corporation of the Trustees of the Roman Catholic Archdiocese of Brisbane
St Gerard’s Christmas Festival
$4000.00
The Creche and Kindergarten Association Ltd
Everton Park Kindergarten Association, band hire for Mini Festival
$750.00
The Creche and Kindergarten Association Ltd
Everton Park Kindergarten Association, purchase of a fridge, iPod and a speaker
$1705.00
The Nest Community Inc.
Community Open Day
$2324.74
$480.00
MOOROOKA WARD
226
Organisation’s name
Project Name
Amount Approved
Acacia Ridge Meals on Wheels Inc.
Volunteers Christmas Luncheon
$250.00
Acacia Ridge Presbyterian Church
Community Christmas Carols
$250.00
Acacia Ridge State School P&C Association
Community Celebrating Under Eights
$1000.00
Australian International Islamic College P&C Committee
Fireworks for Fete 2017
$1000.00
Brisbane Christian College P&C Association
Stage hire for Bellissima Spring Fair
$1000.00
Brisbane Oxley/Sherwood Lions Club Inc.
Children of Courage Awards 2018
$275.00
Organisation’s name
Project Name
Amount Approved
Chrome Street Fiesta Inc.
Chrome Street Fiesta 12 May 2018
Durack-Inala Bowls Club Inc.
Bowls and BBQ Community Day
$250.00
Flexi Care Inc.
2017 Client Christmas Luncheon
$400.00
Food Connect Foundation
Twilight Hub Markets
$500.00
Hope Brisbane Christian Church Inc.
Christmas 4 Kids
$250.00
John Oxley District Orchid Society Inc.
Purchase of laptop
$644.60
Liberian Association of Queensland
National Independence Day Annual Convening
$500.00
Moorooka Community Christmas Carnivale
Carols by Candlelight
Moorooka District Community Choir
Venue hire and choir leader services
Moorooka State School P&C Association
Hire of stage equipment for Harmony Fete 2018
Moorooka Ward Office
Catering costs for Story City launch
Moorooka Ward Office
Community Movie Night at Ainsworth Street Salisbury
$2510.00
Moorooka Ward Office
Community Movie Night at Moorooka State School
$2445.00
Moorooka Ward Office
Craft funding for Forest Place Resident Club
$250.00
Moorooka Ward Office
Willawong Animal Rehoming Centre sign replacement
$250.00
Moorooka Ward Office
Nixon Park upgrade opening
Moorooka Ward Office
St Pius Active School Travel Day breakfast
$250.00
Moorooka Ward Office
Moorooka State School Active School Travel breakfast
$250.00
Moorooka Ward Office
Printing of Moorooka Ward Christmas events flyer
Neighbourhood Watch – Mt Ommaney 13 (Oxley Ridge)
Neighbour Day
Neighbourhood Watch – Oxley
Bands on the Green
$1200.00
Omega International Church
Community Carols in the Carpark
$5000.00
Our Lady of Fatima School P&F Association
Fireworks for Christmas Extravaganza
$1000.00
Oxley & Districts Garden Club Inc.
Annual Christmas Lunch
Oxley Bowls Club
Australia Day celebrations
$5000.00
Oxley Bowls Club
Community Movie Night – The Secret Life of Pets
$2565.00
Oxley State School P&C Association
Car boot sale
$1000.00
Pallara State School P&C Association
Hire of equipment and technicians for Movie Night
$1000.00
People Power Services Ltd
Moorooka Saturday Market
$4000.00
Queensland Country Women’s Association – Oxley Branch
Purchase of laptop computer
$600.00
Salisbury & District Senior Citizens Welfare Association Inc.
Seniors celebration
$490.91
Salisbury Bowls Club Inc.
Removal of palm tree for garden refurbishment
$500.00
$5000.00
$2000.00 $808.85 $1000.00 $250.00
$1050.00
$1392.72 $275.00
Section 6 Governance
$250.00
227
Organisation’s name
Project Name
Amount Approved
Salisbury Primary P&C Association
Entertainment for Fete
Scripture Union Qld
Champion’s Chaplaincy Breakfast
$250.00
Share Shed Inc.
Purchase of equipment for new library
$500.00
Southside Community Craft Circle
Craft supplies
$250.00
St Brendan’s Primary School P&F Association
Hire of rides for 2017 Fete
St David’s Neighbourhood Centre
Autumn Fest
St Pius X Catholic Primary School P&F Association
Community Movie Night
St Vincent de Paul Society Queensland
Purchase of projector for St Pius X Conference in Salisbury
$806.42
The Creche and Kindergarten Association Ltd
Acacia Ridge Community Kindergarten, purchase of literacy resources
$635.60
The Creche and Kindergarten Association Ltd
Moorooka Community Kindergarten’s Art & Music Festival
$250.00
The Lions Club of Brisbane Moorooka Inc.
Christmas Festival 2017
$500.00
The Rotary Club of Archerfield Inc.
Australia Day Citizenship Ceremony 2018
$400.00
The Scorpions Soccer Club Inc.
Entertainment for Breakup Party
$250.00
Uniting Church Oxley Darra Parish
Oxley Community Carols
$1000.00
$1000.00 $500.00 $1000.00
$1000.00
MORNINGSIDE WARD
228
Organisation’s name
Project Name
Amount Approved
Bulimba Community Events Inc.
Hocus Pocus in the Park
Bulimba Hockey Club Inc.
Hire of port-a-loos for sporting events
Bulimba Memorial Bowls and Community Club Inc.
Purchase of children’s bowls
$2000.00
Bulimba Pre School & Kindergarten Association Inc.
75th Anniversary commemorative art project
$1250.00
Bulimba State School P&C Association
Bulimba Burn and Christmas Markets
Bulimba State School P&C Association
Hire of dance floor for Trivia Night
Bulimba State School P&C Association
Trivia Night
Bulimba Senior Citizens and Community Centre Inc.
Air conditioning
$1000.00
Bulimba Uniting Church
Christmas Lights Festival
$1000.00
Bulimba Womens Hockey Club Inc.
Trophy day, equipment and development program
$1000.00
Camp Hill Community And Sporting Club Inc.
Purchase of marquee
$953.00
Camp Hill Kindergarten and Preschool Association Inc.
Bush Dance
$900.00
Cannon Hill Anglican College P&F Association
Wetlands Festival
$5000.00 $693.00
$500.00 $2000.00 $500.00
$1500.00
Organisation’s name
Project Name
Amount Approved
Cannon Hill District and Vietnam Services RSL Sub-Branch
Anzac Day Memorial Service
$1500.00
Cannon Hill State School P&C Association
Hire of rides for fete
$2000.00
Carina Kindergarten & Preschool Association Inc.
Establishment of sensory garden
Coorparoo Cricket Club Inc.
Purchase of barbecue
$1000.00
Faith Works Uniting Community
Carols Under the Stars
$1000.00
Fight With Me Inc.
Launch party
$670.00
Girl Guides Queensland – Gateway Trefoil Guild
Funding for craft materials for community project
$385.00
Humble Humanitarian Inc.
Marquee hire for Bulimba Uke Festival
$659.49
Hytec Netball Club Inc.
Catering for presentation day
$250.00
Lourdes Hill College P&F Association
Annual Afternoon Tea for the Homeless
$300.00
Lourdes Hill College P&F Association
Positive Parenting series
$500.00
Morningside State School P&C Association
Festive Fair and Movie Night
$1200.00
Morningside Ward Office
Free community CPR sessions
$1480.55
Morningside Ward Office
Movies in the Park at Perth Street Park, Camp Hill
$4243.91
Morningside Ward Office
Princesses and Pirates Day at Vic Lucas Park, Bulimba
$4122.43
Morningside Ward Office
Seniors Morning Tea at Bulimba Seniors Centre
Morningside Ward Office
Skate Park opening at Thynne Road, Balmoral
National Servicemen’s RSL Sub Branch
Purchase of chairs and trolleys
Neighbourhood Watch – Morningside 7
Southside Dogs on Patrol
$2610.00
Norman Park Preschool and Kindergarten Association Inc.
Community CPR Course
$1000.00
Norman Park State School P&C Association
Hire of band for Winter Blues and Bling
$1000.00
Parish of Staints Peter and Paul
Community Christmas Carols
$1000.00
Riverside Rebels Rugby Union Club
Ladies’ Day
Scripture Union – Camp Hill State School Local Chaplaincy Committee
Community Christmas Carols
$1000.00
Southside Pony Club
Purchase of equipment for pasture management and weed control
$1212.65
St Oliver Plunkett P&F Association
Hire of rides for Fete
$1000.00
St Oliver Plunkett P&F Association
Venue hire and DJ services for Gala Evening
St Thomas School Camp Hill P&F Association
Hire of rides for Biennial Fete
$1100.00
The Queensland Sporting Club Inc.
Purchase of commercial shade umbrellas
$1000.00
$863.64
$346.46 $3525.36 $604.51
$250.00
Section 6 Governance
$880.00
229
NORTHGATE WARD
230
Organisation’s name
Project Name
Amount Approved
Banyo District Communty Group Inc.
Banyo Carols in the Park
$1100.00
Banyo District Communty Group Inc.
Banyo Queensland Day Celebrations and Citizenship Ceremony
$1045.00
Banyo Kindergarten Association Inc.
50th Anniversary celebrations
$1500.00
Banyo RSL Sub Branch
Anzac Day commemorative services
$1522.00
Boomerang Bags Inc.
Start-up funds
$981.00
Brisbane Cantonese Christian Church
Kedron Community Carols
$700.00
Brisbane United Sports & Arts Club Inc.
Referee fees for the All Australian Multicultural Volleyball Tournament
Community Living Association Inc.
Printing of resource packs
$250.00
Community Living Association Inc.
Telling their Story
$400.00
Community Living Association Inc.
Wear It Purple Day
$500.00
Cystic Fibrosis Queensland Limited
Christmas hampers for volunteers
$700.00
Cystic Fibrosis Queensland Limited
Signage for bookshop
$685.00
Earnshaw State College P&C Association
Fireworks for 2017 Festival
Hendra Pony Club Inc.
Purchase of equipment
$715.00
Icon Community Inc.
Omega Family Day
$600.00
Kedron Football Club Inc.
Act for Kids Charity Day
$500.00
Kedron State School P&C Association
Kedron State School Art Galleria
Mercy Community Services SEQ Ltd
Community exercise program
Multicap Ltd
Purchase of marquees for Multicap Nudgee Hub
$1000.00
Neighbourhood Watch – Hendra 21 (Northgate East)
Family Fun Day
$1650.00
North East Baptist Church
Community Christmas Carols
$1250.00
Northern Districts Horticultural Society Inc.
Colour on Parade Flower Show
$600.00
Northgate State School P&C Association
Multicultural Family Day
$803.00
Northgate State School P&C Association
Trivia Night
$1900.00
Northgate Ward Office
Free Community Movie in Boyd Park
$4201.36
Norths St Josephs Junior Rugby League and Netball Club
Purchase of ride on mower
$1112.98
Northside Low Vision Support Group
Bus Trips within Northgate Ward
$660.00
Nudgee Meals on Wheels Inc.
Easter food hampers
$600.00
Nundah Community Enterprises Cooperative Ltd
Installation of driveway and storage shed for food trailer
$1000.00
$2327.63
$1600.00 $916.00
$1520.00
Organisation’s name
Project Name
Amount Approved
Nundah-Northgate RSL Sub Branch
Anzac Day memorial services
Nundah-Northgate RSL Sub Branch
Hire of public address system for Milne Bay Memorial Service
Nundah Primary P&C Association
Spring Fair
$2500.00
Scouts Queensland – Wonargo Cultural Centre
Kitchen upgrade
$1100.00
St Alphonsa Catholic Community Inc
Syro-Malabar Cultural Festival – Darshanam
$2000.00
St Pius School P&F Association Banyo
Hire of jumping castle and animal farm for Spring Fair
$1690.00
St Vincent de Paul Society Queensland
Installation of storage facilities for goods and equipment used during home visitations
$2000.00
The Corporation of the Synod of the Diocese of Brisbane
St Oswald’s Annual Fete
$593.45
The Lodge Youth Support Service Inc.
Purchase of marquee, banner and promotional material
$817.00
The Rotary Club of Nundah Inc.
Sausage sizzle for free Community Movie, Boyd Park
$2750.00
The Rotary Club of Nundah Inc.
Short Film Festival
$1012.00
Toombul Bowls Club Inc.
Australia Day Community Breakfast
Toombul Croquet Club
Purchase and installation of storage shed
$1100.00
Valley Hockey Club Inc.
Hockey for local primary schools
$1000.00
Virginia State School Swimming Club
Purchase of software licence
$1650.00
Wesley Mission Queensland
Four local day bus trips to Community Friendship Centre at Banyo
$2322.21 $256.37
$880.00
$990.00
PADDINGTON WARD Organisation’s name
Project Name
Amount Approved
Bardon Community Kindy Inc.
Hire of a chair-o-plane ride for the Bardon Kindy Fair
$500.00
Brisbane City Sounds Chorus Inc.
Come Sing With Us Today
$500.00
Crime Stoppers Queensland Ltd
Dogs on Patrol
$1150.00
Friends of Toowong Cemetery Association Inc.
Under the Lino
$500.00
Ithaca Creek State School P&C Association
Active School Travel Program
$500.00
Ithaca Creek State School P&C Association
Art Soiree
Ithaca Creek State School P&C Association
Creeky Christmas Concert
$500.00
Ithaca Creek State School P&C Association
Ithaca Creek Swim Club 50th anniversary
$500.00
Ithaca Creek State School P&C Association
Trivia Night
$396.57
Kelvin Grove State College P&C Association
Official opening of new building
$695.45
Milton State School P&C Association
Entertainment costs for community evening
Milton State School P&C Association
Walking Wheel Wednesdays: Lean, Clean and Green
$1300.00 $640.00
Section 6 Governance
$1500.00
231
Organisation’s name
Project Name
Amount Approved
Mitchelton Presbyterian Church
Kelvin Grove Community Carols and Christmas Markets
$1773.95
Paddington 4064 Ltd
Lights of Paddington Fashion Night
$2200.00
Paddington 4064 Ltd
Promotional material for Paddington Christmas Fair
Paddington Ward Office
Christmas Extravaganza, Frew Park
$7342.27
Paddington Ward Office
Movie in the Park, Frew Park
$3271.26
Paddington Ward Office
Movie in the Park, Jubilee Park, 24 March 2018
$9705.38
Paddington Ward Office
Movie in the Park, Jubilee Park, 24 March 2018
$680.00
Paddington Ward Office
Movie in the Park, entertainment, Jubilee Park, 12 August 2017
PCYC Lang Park
Live and Loud Paddington
Petrie Terrace State School P&C Association
Movie Night
$1100.00
Polonia Polish Association of Qld Inc.
Marketing and postage for All Nations Festival
$1761.93
Polonia Polish Association of Qld Inc.
Stage hire for All Nations Festival
$1500.00
Royal Queensland Art Society (Brisbane Branch) Inc.
Royal Queensland Art Society Biennial
$5000.00
Street2Work Foundation Ltd
Christmas meal for the disadvantaged
$500.00
BrisWest Centre
Paddington Christmas Fair
$600.00
The Creche and Kindergarten Association Ltd
Rosalie Community Kindergarten Fun Fair
$500.00
Rotary Club of Brisbane Planetarium Inc.
Moonyah Recovery Services Centre women’s personal development camp
$750.00
Toowong State School P&C Association
Hands & Hearts Fair
$2000.00
Toowong RSL Sub Branch
Printing and postage costs for Anzac Day commemorative service programs
$3981.98
Toowong Senior Citizens Association Inc.
Installation of air conditioning unit
$500.00
Western Districts Youth Club Inc
Hire of photo booth for Awards Night
$650.00
$730.40
$1270.81 $500.00
PULLENVALE WARD
232
Organisation’s name
Project Name
Amount Approved
Chapel Hill Community Preschool & Kindergarten Association Inc.
Purchase of wooden boxes
Kenmore and District Historical Society Inc.
Printing of brochures about the history of suburbs in the Pullenvale Ward
$722.53
Kenmore Cricket Club Inc.
Purchase of cricket equipment
$500.00
Kenmore Meals on Wheels Inc.
Christmas hampers for clients
$500.00
Kenmore/Moggill RSL Sub-Branch Inc.
Shell Green Commermorative Cricket Match and Lord Mayor’s launch of the Lord Mayor’s XI
$1000.00
$4000.00
Organisation’s name
Project Name
Amount Approved
Moggill Creek Catchment Management Group Inc.
Kids’ Day at the Cottage
$820.00
Moggill Historical Society Inc.
Creating an online burial register for Moggill Historic Cemetery
$900.00
Moggill Uniting Church
Carols on the Oval
$1000.00
Mount Crosby Playgroup
Family Day
$1000.00
Our Lady of the Rosary Kindergarten Association Inc.
Family Fun Day
Pullenvale State School P&C Association
Face painting and pony rides for Spring Fair
$1400.00
Pullenvale Progress Association Inc.
Entertainment for Pullenvale on a Platter
$1400.00
Pullenvale Ward Office
Bellbowrie community tree planting
Pullenvale Ward Office
Event organisation for the 2018 Pullen Vale Folk Festival
Pullenvale Ward Office
Free fairy floss and popcorn for Halloween 2017 at Kenmore Village
Pullenvale Ward Office
Free Halloween movie screening for Halloween 2017 at Kenmore Village
Pullenvale Ward Office
Hire of tables for Halloween 2017 at Kenmore Village
Pullenvale Ward Office
Hire of toilets for the 2017 Pullen Vale Folk Festival
$2506.00
Pullenvale Ward Office
Kids’ activity at the Shell Green T20 cricket match
$1968.18
Pullenvale Ward Office
Meet the Wombat experience for Australia Day Citizenship Ceremony
Pullenvale Ward Office
Music performers for the 2017 Pullen Vale Folk Festival
$2500.00
Pullenvale Ward Office
Police officers for the 2017 Pullen Vale Folk Festival
$2023.45
Pullenvale Ward Office
Pullenvale Ward Community Christmas Carols
$5418.83
Pullenvale Ward Office
Pullenvale Ward Volunteer Week Morning Tea
$350.00
Pullenvale Ward Office
Smoking ceremony, Welcome to Country and traditional song and dance for a Ward community event
$2500.00
Pullenvale Ward Office
Temporary fencing for the 2017 Pullen Vale Folk Festival
$2950.00
Pullenvale Ward Office
Ward Office marquee, flags and table
$1650.00
Pullenvale Ward Office
Welcome to County at the 2017 Pullen Vale Folk Festival
$1500.00
Queensland Country Women’s Association – Moggill Branch
Purchase of two laptops
$1234.00
Queensland Country Women’s Association – South Coast
Purchase of AV equipment
$500.00
Rotary Club of Kenmore Inc.
Australia Day Citizenship Ceremony
$463.00
Scripture Union Queensland – Moggill Chaplaincy
Twilight Flicks Outdoor Cinema
Society of Sculptors Queensland Inc.
Brisbane Sculpture Festival
$865.00
$665.86 $7000.00 $581.82 $2240.00 $759.10
$1150.00 $827.28
Section 6 Governance
$318.18
233
Organisation’s name
Project Name
The Rotary Club of Karana Downs Inc.
Karana Carols
The Salvation Army Cairns Aged Care Plus Centre
Jazz Kon-x-ion Senior’s Week concert and Brisbane City Sounds Christmas performance
Amount Approved $1000.00 $500.00
RUNCORN WARD
234
Organisation’s name
Project Name
Amount Approved
B4C – Bulimba Creek Catchment Co-ordinating Committee Inc.
Catering for Brandon Road Bushcare Group monthly working bees
$300.00
Brisbane Chinese Line Dance Club
Hall hire for 3rd Anniversary party
$400.00
Damini Women’s Association of QLD Inc.
International Women’s Day
$250.00
E.S.A. International
Fashion parade and morning tea
$250.00
Filipino-Australian Foundation of Qld Inc.
Hire of hall for festival
$1600.00
Friends of Australasian Youth Association Inc.
Venue hire for Moon Festival
$1000.00
Girl Guides Queensland
Purchase of laptop
Guru Nanak Sikh Temple (Gurdwara) Inala Inc.
Stage hire for sports tournament
Indian Senior Citizen Association Inc.
Hire of hall and catering for Seniors’ Week event
$500.00
Indian Senior Citizen Association Inc.
Women’s Week event
$500.00
Kuraby Knights Cricket Club
Materials to fix mower motor
$800.50
Our Lady of Lourdes P&F Association
Advertising and catering set up costs for Fete
$1100.00
Queensland Asian Business Weekly
Hire of venue for International Chinese New Talent Singing Championship
$1000.00
Queensland Chinese Philharmonic Choir Inc.
Venue hire and purchase of music folders
$1000.00
Queensland Country Women’s Association Sunnybank/Coopers Plains Branch
Purchase of laptop and program
RSL Care
Cazna Show Day
$1000.00
Runcorn Primary P&C Association
International Food Fair and Movie Night
$2000.00
Runcorn State High School P&C Association
Community Breakfast Club
$1000.00
Runcorn State High School P&C Association
Catering for Karawatha District Ensembles Program
$1998.13
Runcorn Ward Office
Australian Indian Heritage Fundraising Dinner
$250.00
Runcorn Ward Office
Buchanan Family Playground opening
$291.96
Runcorn Ward Office
Citizenship Ceremony
$700.00
Runcorn Ward Office
Gift cards for community groups
$1000.00
Runcorn Ward Office
Hire of farm animals for Ekka Day
$250.00
Runcorn Ward Office
Movies in the Park at Williams Park, Runcorn
$7641.05
Runcorn Ward Office
Movie Night at Runcorn Pool
$1625.00
$497.27 $2000.00
$594.00
Organisation’s name
Project Name
Amount Approved
Runcorn Ward Office
Purchase of a table at the 10th Anniversary of Globak Organization of Indian Origin (GOPIO) for local residents and community leaders
$600.00
Runcorn Ward Office
Purchase of a table at the Australian Malaysian Business Council Annual Gala Dinner for local residents
$550.00
Runcorn Ward Office
Runcorn Family Fun Day at Svoboda Park
$4508.18
Runcorn Ward Office
Runcorn Family Fun day at Williams Park
$995.00
Souths Sunnybank Rugby League Football Club Inc.
50th Anniversary Junior Carnival
Southside Community Craft Circle
Craft supplies
$250.00
Sunnybank and District Pensioners Club
Seniors Week celebration
$350.00
Sunnybank Bowls Club Inc.
Catering for Veterans Day events, 11 September and 13 November 2017
$700.00
Sunnybank Bowls Club Inc.
Catering for Veterans Day events, 12 March and 14 May 2018
$600.00
Sunnybank Catholic Parish Care & Concern
Thank You Volunteers Morning Tea
$250.00
Sunnybank District Baptist Church
Carols under the Stars 2017
$2000.00
Sunnybank Hills Hurricanes Basketball Club Inc.
Purchase of uniforms
$2000.00
Sunnybank Hills State School P&C Association
Multifest 2017
$2000.00
Sunnybank Probus Club Inc.
Purchase of sound system
$1422.63
Sunnybank State School P&C Association
Fireworks Fiesta Fete
$1600.00
Sunnybank Uniting Church
Community Christmas Carols
$1000.00
Taiwan Women’s League of Qld Inc
Fundraiser for International Women’s Day
$1400.00
The Ausoriental Inc.
Mid-Autumn Festival Concert
$1000.00
The Happy Seniors Club of Brisbane Inc.
Venue hire and decorations for 20th Anniversary celebration
$300.00
The Lions Club of Brisbane Pinelands Inc
Purchase of computer equipment
$777.28
The Lower Sunnybank Hills Neighbourhood Watch Inc.
Christmas Party
$919.00
World Arts & Multi-Culture Inc.
Citizenship Ceremony
$430.00
World Arts & Multi-Culture Inc
Venue hire for Australian Citizenship Ceremony
$300.00
$1500.00
TENNYSON WARD Project Name
Annerley Baptist Church
Purchase of tools for Men’s Shed
Benarrrawa Community Development Association Inc.
Shade sail
Brisbane Bridge Centre Inc.
New playing cards
Amount Approved $500.00 $1000.00 $250.00
Section 6 Governance
Organisation’s name
235
236
Organisation’s name
Project Name
Amount Approved
Chelmer Station Community Kindergarten Inc.
Lantern parade
$500.00
Chelmer-Graceville Kindergarten Inc.
Purchase of marquee
$500.00
Christ the King School P&F Association
80th Anniversary Gala Dinner
$500.00
Christ the King School P&F Association
2018 Fete
$500.00
Christ the King School P&F Association
Purchase of stopwatches for community fun run
Corinda Christian Kindergarten & Preschool Association Inc.
Educational resources
Corinda State School P&C Association
Festival of Nations
$1000.00
Fairfield Christian Family
Fairfield Community Christmas Carols and Fair
$2064.55
Graceville Croquet Club Inc.
Purchase of seating
$1200.00
Graceville State School P&C Association
Hire of rides for fete
$1100.00
Junction Park State School P&C Association
130th Anniversary Fete
$1000.00
Kenmore Australian Football Club Inc.
Turf remediation
$2000.00
Kurilpa Scout Group
Purchase and installation of panic bars and locks to external doors of Scout’s Den
$1000.00
Link Vision Inc.
Fitness and wellbeing project
Lions Club of Ekibin Inc.
Purchase of laptop
Milpera State High School P&C Association
Community Breakfast program
$550.00
Neighbourhood Watch – Sherwood
Annual BBQ
$500.50
Oxley Bowls Club Inc.
Australia Day celebrations
Pamphlett-Tennyson Sea Scouts
Purchase of personal floatation devices
PresCare
Seniors Week celebration
Queensland Country Women’s Association – Annerley Yeronga Branch
Purchase of laptop
Riverside Christian Church Ltd
Community Christmas Carols
$1830.00
Sherwood Community Festival Association Inc.
Sherwood Community Festival
$2000.00
Sherwood Community Kindergaten Inc.
Purchase of iPad
$500.00
Sherwood Neighbourhood Centre Inc.
Purchase of ramps and tables
$1121.00
Sherwood State School P&C Association
Stage and entertainment equipment for fete
$1000.00
Southside Community Craft Circle
Craft supplies
St David’s Anglican Church
Community Christmas Festival
$1500.00
St Joseph’s Corinda P&F Association
Stage hire for Centenary Fete
$1000.00
St Sebastian’s P&F Association
Hire of rides and cold rooms for fete
$1100.00
Stephens RSL Sub Branch
Hire of seating for Anzac Day Memorial Service
Stephens Croquet Club Inc.
Purchase of sprinkler heads and valves
$1000.00 $500.00
$700.00 $1000.00
$1000.00 $944.45 $1000.00 $909.09
$300.00
$550.00 $1100.00
Organisation’s name
Project Name
Amount Approved
Tennyson Ward Office
Chelmer Movie in the Park, Sherwood AFL Football Club
$2880.00
Tennyson Ward Office
Fairfield Movie in the Park, Robinson Park
$3250.00
Tennyson Ward Office
Graceville State School Active School Travel Breakfast on 7 November 2017
$745.75
Tennyson Ward Office
Graceville Active School Travel Breakfast on 27 February 2018
$753.80
Tennyson Ward Office
Sherwood Movie in the Park at Sherwood State School on 2 December 2017
Tennyson Ward Office
St Sebastian’s Active School Travel Breakfast on 8 February 2018
$522.69
Tennyson Ward Office
St Sebastian’s Active School Travel Breakfast on 9 November 2017
$480.90
Tennyson Ward Office
Yeronga State School Active School Travel Breakfast on 3 November 2017
$608.80
The Lions Club of Brisbane Moorooka Inc.
Austrlaia Day Citizenship Ceremony
$550.00
The Lions Club of Brisbane Moorooka Inc.
Fairfield Family Picnic
Uniting Church Graceville
Our World Art Exhibition
West End Family Care Services Inc.
Community Breakfast at Yeronga Community Centre
West End Family Care Services Inc.
Peace Garden
$300.00
Western Districts Netball Association
Umpire development program
$1139.10
Yeronga Hyde Road Kindergarten & Pre School Society Inc.
Purchase of digital cameras
$454.00
Yeronga Meals on Wheels Inc.
Volunteer Christmas Lunch
$700.00
Yeronga State High School P&C Association
Multicultural Day Festival
Yeronga Uniting Church Men’s Shed
Purchase of tools
$565.00
Zonta Club of Brisbane River Inc.
RSPCA Cupcake Day
$550.00
$3122.68
$2200.00 $660.91 $1000.00
$1100.00
THE GABBA WARD Organisation’s name
Project Name
Amount Approved
Annerley-Stephens History Group Inc.
Preparation and installation of six permanent metal information panels along Boundary Street, West End.
Brisbane Jazz Club Inc.
Brisbane Vocal Jazz Festival
Cancer Patients Foundation Ltd
Look Good Feel Better
CH Valley Hub Inc.
Purchase of video projector and portable screen
$1151.69
Community Plus Inc.
Purchase of PA system for Kurilpa Kiosk
$1234.00
Gold Coast Art Festival Inc.
Set up costs for community art space at the Urban Paradise Gallery, Annerley
$1000.00
$5500.00
$1500.00
Section 6 Governance
$750.00
237
238
Organisation’s name
Project Name
Amount Approved
Gold Coast Art Festival Inc.
Purchase of hanging systems for artworks at the Urban Paradise Gallery, Annerley
Gold Coast Art Festival Inc.
Upgrade of Urban Paradise Gallery, Annerley
$1587.00
Hands-On-Art Inc.
Establishment of hospital art trolley
$1200.00
Heartkids Queensland Inc.
Two Feet and a Heartbeat Walk
Kyeema Foundation Ltd (in association with Flying Aya for the Australian Festival of African Film)
Australian Festival of African Film in Brisbane.
$1200.00
Narbethong State Special School P&C Association
Entertainment for Family Fun Day
$2000.00
Outer Space Artist Run Initiative
Establishment of creative hub on Montague Road, West End
$6348.30
Ozcare – The Corporation of the Trustees of the Roman Catholic Archdiocese of Brisbane
Purchase of musical instruments for song writing and music workshops
$3739.00
Queensland Ornithological Society Inc. trading as Birds Queensland
Queensland Ornithological Conference
Queensland Russian Community Centre Inc.
Festival of Slavic Culture Russian/Bulgarian Evening
Refugees Welcome Australia Inc.
Cultural training session for volunteers of Homestay for refugees and people seeking asylum
$500.00
Room to Play
Tribal Accolades – Independent Theatre Forum
$400.00
Sangeet Premi Club Inc.
Sangeet Mela
$363.00
Serbian Orthodox Church & School Community
Brisbane Serbian Festival
$1320.00
South Bank Baptist Church
Community Carols
$1312.00
South Brisbane Men’s Shed Inc.
Establishment of internet and phone connections
$400.00
Space for Cycling Brisbane
Brisbane Bicycle Film Festival
$330.00
The Gabba Village Association Inc.
The End of the Line Festival
$5000.00
The Gabba Ward Office
People’s Pride Party
$1220.00
The Gabba Ward Office
Purchase of flowers, plants and trees for verge planting and mini-park for Brighton Street, West End
$5000.00
The Reena Augustine Association for Multicultural Enhancement Inc.
Multicultural Fashion Show
$800.00
Vietnamese Community in Australia (Queensland Chapter) Inc.
Music and bands for 5th Annual Vietnamese Boat People Memorial Inauguration
$500.00
West End Community Association Inc.
Kurilpa Derby/Beggars Banquet
$5000.00
Women’s Community Aid Association
Community accountability workshop
$2200.00
$535.00
$460.00
$250.00 $2200.00
THE GAP WARD Organisation’s name
Project Name
Amount Approved
Arana/Ascot Junior Hockey Club Inc.
Purchase of shade marquee
$1500.00
Ashgrove Bowls and Community Recreation Club Inc.
Purchase of edger
$1200.00
Ashgrove Citizens Anzac Day Commemoration Committee
Sound system hire and program printing for Ashgrove Remembers 2018
$3300.00
Ashgrove State School P&C Association
Stop, Drop, Go sign
$1000.00
Bardon Community Kindy Inc.
Hire of jumping castle for fair
Bardon District Girl Guides
Purchase of bench storage seating and chair pads
Bardon RSL Sub Branch
Catering for Anzac Day
$550.00
Bardon State School P&C Association
Hire of cool room, chairs and tables for May Fair
$550.00
Ferny Grove State School P&C Association
Ferny Grove Festival
$300.00
Glenella Street Park Bushcare
A Bug Day Out
$804.55
Hilder Road State School P&C Association
2017 carnival
$550.00
Lions Club of Ashgrove The Gap Inc.
Purchase of club polo shirts
Mater Dei P&F Association
Music in the Moonlight
$750.00
Paten Park Native Nursery Inc.
National Tree Day and Nurseries Day
$500.00
Payne Road State School P&C Association
Movie Night
$500.00
Rotary Club of Ashgrove The Gap Inc.
Australia Day Citizenship Ceremony
Saint Finbarrs P&F Association
Fashions on Parade
Save Our Waterways Now Inc.
Genetic signature of endemic fish in Cedar Creek South
Shed Happens for Men (The Gap/Ashgrove) Inc.
Community Shed Night
$825.00
St Andrew’s School P&F Association
Hire of rides for school fair
$550.00
St Joseph’s Catholic Primary School Bardon P&F Association Inc.
Trivia Night
$550.00
Street Swags Limited
School social awareness educational packs
$1500.00
The Brisbane Tramway Museum Society
50th Anniversary public celebration
$1000.00
The Brisbane Tramway Museum Society
Paddington Night Run
$810.00
The Corporation of the Synod of the Diocese of Brisbane – Bardon Anglican Church
Bardon Community Carols
$354.54
The Gap Amateur Swimming Club Inc.
Purchase of club polo shirts and swimming caps
The Gap Farmers’ Market Inc.
Sunlit Sounds Music Festival
$1749.00
The Gap Junior Australian Football Club Inc.
Purchase of heavy duty marquees
$2558.60
$500.00 $1200.00
$1500.00
$1760.00 $550.00 $4997.97
Section 6 Governance
$5500.00
239
Organisation’s name
Project Name
Amount Approved
The Gap RSL
Purchase of two portable grandstands and hire of chairs, marquees and sound equipment for Anzac Day commemorative services
$5000.00
The Gap RSL Sub Branch
Cataloguing library collection for public access
$1650.00
The Gap State School P&C Association
Music soiree
The Gap Ward Office
Corbie Street Park Bushcare Group 30 Year celebrations
The Gap Ward Office
Flyer distribution to The Gap Ward to promote Ashgrove meals services and meals packages
$357.50
The Gap Ward Office
Installation of habitat boxes – Amarina Avenue, Ashgrove
$602.40
The Gap Ward Office
Pillars of the community project
$2000.00
The Gap Ward Office
The Gap Stomp – Mates4Mates
$2000.00
The Gap Ward Office
Walton Bridge Reserve playground grand opening
$2202.05
The Scomodo Voce Singers
Annual community concert
$550.00
Uniting Church in Australia Property Trust (Q.) represented by The Gap Uniting Church
Purchase and installation of dishwasher
$800.00
$550.00 $1800.00
WALTER TAYLOR WARD
240
Organisation’s name
Project Name
Amount Approved
Anglican Parish of Indooroopilly
Kids’ Fun Fest
$2595.00
Brisbane Montessori School P&F Association
Purchase of two marquees
$2200.00
Chapel Hill State Primary School P&C Association
Creative Writing Camp
Chapel Hill State Primary School P&C Association
Safety equipment and lights for fireworks display at annual fete
$2500.00
Chapel Hill Uniting Church
Bushdance
$1500.00
Chapel Hill Uniting Church
Installation of airconditioning in hall and playgroup rooms
$3000.00
Fig Tree Pocket State School P&C Association
Community Disco, 20 October 2017
Fig Tree Pocket State School P&C Association
Community Disco, 3 August 2017
$1400.00
Girl Guides Queensland – St Lucia District
Volunteer training and development
$1100.00
Hillsdon Kindergarten Association Inc.
Hillsdon Kindergarten Art Show
$2000.00
Hillsdon Kindergarten Association Inc.
Traffic controller, bollard hire and road closure fee for Fete
$2144.80
Indooroopilly Kindergarten
Community Family Open Day
Indooroopilly Men’s Shed Inc.
Open Day
$2200.00
Indooroopilly State Primary School P&C
Fireworks for Indigo 2018 Fair
$2669.40
$500.00
$400.00
$300.00
Organisation’s name
Project Name
Amount Approved
Ironside State School P&C Association
Ironside Spring Fair
Jubilee Community Care Inc.
Freedom and Choice in Ageing Forum
Probus Association of Queensland Inc.
Arts & Craft Show
Probus Club of Indooroopilly Inc.
Purchase of laptop and software
Probus Club of Indooroopilly West Inc.
Purchase of printer, cartridges and copy paper
$1066.90
Queensland Jewish Kindergarten Association Inc.
Enhancement of Gan Gani Kindy Fort
$2031.00
Rotary Club of Toowong Inc.
Purchase of certificate frames and certificates – Rotary Junior Community Awards, 25 October 2017
$576.00
Rotary Club of Toowong Inc.
Purchase of certificate frames and certificates – Rotary Junior Community Awards, 1 November 2017
$500.00
Second Shot Pty Ltd
Eat With Us
$1500.00
St Lucia Bowling Club Inc.
Purchase of bowling green roller
$3000.00
St Lucia Bowling Club Inc.
Promoting bowls to local schools and university students
$1000.00
St Thomas’s Riverview Kindergarten Inc.
50th Year celebration
$2500.00
St Thomas’s Riverview Kindergarten Inc.
50th Year celebration Family Fun Day
$2150.00
Taringa Rovers Soccer Football Club Inc.
Fun Day
$2000.00
The Association For Childhood Language & Related Disorders
The Glenleighden School Art Exhibition
$500.00
The Kenmore & District Historical Society Inc.
Publication on the history of the Kenmore War Memorial
$631.69
University of Queensland Debating Society
Community Summer Ball
$990.00
Walter Taylor Ward Office
Australia Day Citizenship Ceremony
$1624.55
Walter Taylor Ward Office
Greenhill Reservoir Dogs’ Breakfast
$1640.81
Walter Taylor Ward Office
Homeless Connect knitting supplies
$500.00
Walter Taylor Ward Office
Printing and distribution of 2018 Anzac Day service flyer to residents of Taringa for Toowong RSL
$736.85
West Toowong Bowls and Sporting Club Inc.
Seniors Christmas lunch
$875.00
$3000.00 $800.00 $2200.00 $668.00
WYNNUM MANLY WARD Project Name
Amount Approved
Apostolic Church Australia as the operator of a PBI
The Uprising
$5000.00
Australian Volunteer Coast Guard Association Queensland – Flotilla 2
Upgrade of audio visual equipment for public training project
$3735.00
Bayside United Sports & Recreation Club Inc.
Purchase of spinal stretcher
Guardian Angels School P&F Association
Hire of ride for Fete
$1000.00
Lions Club of Moreton Bay Inc.
Purchase of equipment
$1903.73
$400.00
Section 6 Governance
Organisation’s name
241
242
Organisation’s name
Project Name
Amount Approved
Lota State School P&C Association
Hire of rides for Fete
$1000.00
Manly Harbour Village Chamber of Commerce Inc.
Halloween Street Party
$1000.00
Manly State School P&C Association
Instruments for Manly State School Band
$1000.00
Mercury Theatre and Mercury Youth Theatre Wynnum
Purchase of laptop
Parkrun Inc.
Start-up costs for Lota parkrun
$3500.00
Rotary Club of Port of Brisbane Inc.
Australia Day Breakfast
$8000.00
Royal Queensland Yacht Squadron Ltd
Marine radio equipment
$5000.00
SAILS at Bayside (Sailing Adventures In Life Skills)
Purchase of Surface Pro and accessories
$2414.00
St John Vianney’s Primary School P&F Association Inc.
Hire of DJ and photo booth for Music Through the Decades
$1000.00
The Wynnum Manly and Districts Men’s Shed Inc.
Lighting project
$5009.00
University of the Third Age Brisbane Inc.
Book printing costs for Wynnum Creative Writers
$1200.00
Wynnum & District Rugby Union Club Inc.
Bugland Celebration Day
$1000.00
Wynnum Manly Junior Rugby League Football Club Ltd
Fireworks for Spring Fair
$1000.00
Wynnum Manly Ward Office
Wynnum Manly Australia Day Breakfast
$8000.00
Wynnum Manly Ward Office
Wynnum Manly Community Website Hub
$1995.00
Wynnum State School P&C Association
Hire of rides and amusements for fair
$1000.00
$779.00
243
Section 6 Governance
Little girl camped out at Chermside Library
Financial Reports In this section: Table of contents Detailed financial reports
245
Section 7 Annual Financial Statements
View of Brisbane Powerhouse surrounded by jacarandas
Annual Financial Statements Contents
246
Statements of comprehensive income
247
Statements of financial position
248
Statements of changes in equity
249
Statements of cash flows
251
Notes to the financial statements
252
1 Significant accounting policies
252
2 Analysis of Council results by program
255
Financial performance
257
3 Revenue
257
4 Expenses
259
Assets
260
5 Cash and cash equivalents
260
6 Receivables
261
7 Other current assets
261
8 Other non-current financial assets
262
9 Investment in associate
263
10 Property, plant and equipment
265
11 Intangibles
272
Liabilities
272
12 Payables
272
13 Other financial liabilities
272
14 Provisions
274
15 Other liabilities
275
Equity
276
16 Capital
276
17 Asset revaluation surplus
276
18 Accumulated surplus
277
Other disclosures
278
19 Reconciliation of cash flows
278
20 Commitments
279
21 Contingencies
279
22 Transactions with related parties
280
23 Service concession arrangements
281
24 Superannuation defined benefit plan
282
25 National competition policy
283
26 Events after the reporting period
283
27 Financial instruments and financial risk management
284
Statement by Councillors and management
286
Independent auditor’s report
287
Brisbane City Council Statements of comprehensive income for the year ended 30 June 2018
Note Revenue Rates and utility charges Donations, contributions, subsidies and grants Fees and charges TransLink Transit Authority Interest Other revenue
Expenses Employee costs Materials and services Depreciation and amortisation Finance costs Loss on disposal of property, plant and equipment and intangibles Other expenses
3(a) 3(b) 3(c) 3(d) 3(e) 3(f)
4(a) 4(b) 10, 11 4(c) 4(d) 4(e)
Share of profit from associate
9
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
17 24
Items that may be reclassified subsequently to operating capability Net change in available-for-sale financial assets Total comprehensive income
Consolidated 2018 2017 $000 $000
2018 $000
Council 2017 $000
1,062,244 302,883 194,432 326,742 28,757 243,145 2,158,203
1,016,931 350,386 251,682 319,571 21,451 211,234 2,171,255
1,062,567 303,286 194,559 326,742 24,207 381,287 2,292,648
1,017,243 350,756 251,772 319,571 16,202 368,529 2,324,073
689,137 791,987 313,093 99,361
646,700 777,528 325,398 87,933
687,810 782,972 313,093 99,191
645,552 781,515 325,398 87,838
64,470 60,172 2,018,220
43,186 107,210 1,987,955
68,539 60,088 2,011,693
47,082 107,237 1,994,622
215,760
248,091
-
-
355,743
431,391
280,955
329,451
548,850 4,262
100,106 2,208
543,726 4,262
91,476 2,208
1,974 555,086
3,319 105,633
1,974 549,962
3,858 97,542
910,829
537,024
830,917
426,993
Section 7 Annual Financial Statements
The above statements should be read in conjunction with the accompanying notes and significant accounting policies.
2
247
Brisbane City Council Statements of financial position as at 30 June 2018
Note
Current assets Cash and cash equivalents Receivables Inventories Other Non-current assets held for sale
5 6 7
Non-current assets Other financial assets Investment in associate Property, plant and equipment Intangibles Superannuation defined benefit plan Other
8 9 10 11 24
Total assets
2
Current liabilities Payables Other financial liabilities Provisions Other
12 13 14 15
Non-current liabilities Payables Other financial liabilities Provisions Other
13 14
Total liabilities Net community assets
Community equity Capital Asset revaluation surplus Fair value reserves Accumulated surplus
16 17 8 18
Total community equity
Consolidated 2018 2017 $000 $000
2018 $000
Council
626,715 78,088 33,244 120,633 88 858,768
906,460 77,061 23,674 130,847 6,149 1,144,191
544,565 81,415 16,532 120,997 88 763,597
58,060 2,849,631 19,837,864 261,395 17,852 2,158 23,026,960 23,885,728
53,977 2,774,814 18,743,117 314,636 13,493 2,422 21,902,459 23,046,650
271,426 79,591 207,637 39,107 597,761
272,711 82,251 220,916 37,470 613,348
273,388 79,591 207,637 39,050 599,666
274,703 81,206 220,916 37,432 614,257
3,932 1,821,826 50,147 1,368 1,877,273 2,475,034
4,986 1,896,110 30,443 1,898 1,933,437 2,546,785
1,821,826 50,147 1,368 1,873,341 2,473,007
6 1,896,110 30,443 1,898 1,928,457 2,542,714
21,410,694
20,499,865
20,586,309
19,755,392
10,119,608 7,606 11,283,480
9,762,369 9,570,758 5,632 1,161,106
9,874,687 8,145 10,703,477
9,441,059 9,330,961 6,171 977,201
21,410,694
20,499,865
20,586,309
19,755,392
2017 $000
802,411 58,543 13,888 131,133 3,199 1,009,174
193,681 189,577 2,158,143 2,158,143 19,664,648 18,613,083 261,395 314,636 17,852 13,493 22,295,719 21,288,932 23,059,316 22,298,106
The above statements should be read in conjunction with the accompanying notes and significant accounting policies.
248
3
Brisbane City Council Statements of changes in equity for the year ended 30 June 2018
Consolidated
Note
Balance as at 1 July 2017 Increase in operating capability Other comprehensive income Transfer to (from) capital accounts and accumulated surplus
Capital (note 16) $000
Total $000
Fair value reserves (note 8) $000
Accumulated surplus (note 18) $000
20,499,865
9,762,369
9,570,758
5,632
1,161,106
355,743
-
-
-
355,743
555,086
-
548,850
1,974
4,262
21,410,694
9,762,369
10,119,608
7,606
1,521,111
-
(9,762,369)
-
-
9,762,369
21,410,694
-
10,119,608
7,606
11,283,480
16
Balance as at 30 June 2018
Asset revaluation surplus (note 17) $000
Brisbane City Council Statements of changes in equity for the year ended 30 June 2017
Consolidated
Note
Balance as at 1 July 2016
Asset revaluation surplus (note 17) $000
Capital (note 16) $000
Total $000 19,962,841
9,802,076
Increase in operating capability
431,391
-
Other comprehensive income
105,633
-
20,499,865
9,802,076
20,499,865
Transfer to (from) capital accounts and accumulated surplus Balance as at 30 June 2017
16
Fair value reserves (note 8) $000
9,470,652
Accumulated surplus (note 18) $000
2,313
687,800
-
-
431,391
100,106
3,319
2,208
9,570,758
5,632
1,121,399
(39,707)
-
-
39,707
9,762,369
9,570,758
5,632
1,161,106
Section 7 Annual Financial Statements
The above statements should be read in conjunction with the accompanying notes and significant accounting policies.
4
249
Brisbane City Council Statements of changes in equity for the year ended 30 June 2018
Council
Note
Balance as at 1 July 2017 Increase in operating capability Other comprehensive income Transfer to (from) capital accounts and accumulated surplus
Capital (note 16) $000
Total $000
Fair value reserves (note 8) $000
Accumulated surplus (note 18) $000
19,755,392
9,441,059
9,330,961
6,171
977,201
280,955
-
-
-
280,955
549,962
-
543,726
1,974
4,262
20,586,309
9,441,059
9,874,687
8,145
1,262,418
-
(9,441,059)
-
-
9,441,059
20,586,309
-
9,874,687
8,145
10,703,477
16
Balance as at 30 June 2018
Asset revaluation surplus (note 17) $000
Brisbane City Council Statements of changes in equity for the year ended 30 June 2017
Council
Note
Balance as at 1 July 2016 Increase in operating capability Other comprehensive income Transfer to (from) capital accounts and accumulated surplus Balance as at 30 June 2017
Asset revaluation surplus (note 17) $000
Capital (note 16) $000
Total $000 19,328,399
9,579,134
329,451
-
97,542
-
19,755,392
9,579,134
19,755,392
16
Fair value reserves (note 8) $000
9,239,485
Accumulated surplus (note 18) $000
2,313
507,467
-
-
329,451
91,476
3,858
2,208
9,330,961
6,171
839,126
(138,075)
-
-
138,075
9,441,059
9,330,961
6,171
977,201
The above statements should be read in conjunction with the accompanying notes and significant accounting policies.
250
5
Brisbane City Council Statements of cash flows for the year ended 30 June 2018
Note Cash flows from operating activities Receipts Rates and utility charges Fees and charges and TransLink Transit Authority Subsidies and grants Contributions GST received from Australian Taxation Office Interest Other Payments Employee costs Materials and services Finance costs Other Net cash from operating activities
19
Cash flows from investing activities Proceeds from disposal of property, plant and equipment Dividends received Payments for property, plant, equipment and intangibles Payment for available for sale investment Loans provided (repaid) Net cash used in investing activities Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Repayment of finance lease liability Net cash provided by (used in) financing activities Net increase (decrease) in cash and cash equivalents held Cash and cash equivalents as at 1 July Cash and cash equivalents as at 30 June
5
Consolidated 2018 2017 $000 $000
2018 $000
Council
2017 $000
1,061,198 547,264 107,690 145,687 88,502 29,848 237,956 2,218,145
1,015,132 588,829 127,453 183,579 66,258 17,482 220,395 2,219,128
1,061,198 547,264 107,690 145,687 88,502 24,141 212,662 2,187,144
1,015,132 588,829 127,453 183,579 66,258 14,899 219,557 2,215,707
(684,707) (950,156) (99,424) (53,943) (1,788,230) 429,915
(645,316) (893,050) (87,837) (53,830) (1,680,033) 539,095
(684,707) (953,970) (99,191) (52,670) (1,790,538) 396,606
(645,316) (892,409) (87,837) (51,915) (1,677,477) 538,230
53,953 160,704 (864,044) 19 16,652 (632,716)
110,586 108,317 (717,449) (5,841) (15,478) (519,865)
36,320 180,310 (795,183) (578,553)
59,421 127,965 (702,043) 10 (514,647)
12,300 (89,148) (96) (76,944)
501,045 (50,398) 450,647
(75,803) (96) (75,899)
500,000 (50,398) 449,602
(279,745) 906,460
469,877 436,583
(257,846) 802,411
473,185 329,226
626,715
906,460
544,565
802,411
Section 7 Annual Financial Statements
The above statements should be read in conjunction with the accompanying notes and significant accounting policies.
6
251
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 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 2017 to 30 June 2018 and have been prepared in compliance with the requirements of the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012. These financial statements have been prepared under the historical cost convention except as stated.
1(c)
Statement of compliance These financial statements have been prepared in accordance with all Australian Accounting Standards and Interpretations. Council is a not-for-profit entity and the Australian Accounting Standards include requirements for not-for-profit entities which are inconsistent with International Financial Reporting Standards (IFRS). Therefore in some instances these financial statements do not comply with IFRS. The main impacts are the offsetting of revaluation gains and losses within a class of assets and the timing of recognition of non-reciprocal grant revenue.
1(d)
Basis of consolidation Council and its controlled entities together form the economic entity which is referred to in these financial statements as the consolidated entity. The financial statements of controlled entities are included in the consolidated financial statements where material by size or nature, from the date when control commences until the date when control ceases. The City of Brisbane Investment Corporation Pty Ltd (CBIC) has been consolidated in Council's accounts as it is material. Information about controlled entities that have not been consolidated because they are not considered material is included in note 8. Transactions with CBIC have been eliminated when preparing consolidated accounts. In addition, the accounting policies of CBIC have been adjusted on consolidation where necessary, to ensure the financial report of the consolidated entity is prepared using accounting policies that are consistent with those of Council. In addition, participation rights in the Central South East Queensland (SEQ) Distributor-Retail Authority, trading under the business name Queensland Urban Utilities (QUU), are accounted for in the consolidated balances using the equity method to reflect Council's significant influence on the Authority (refer note 9).
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. Consequently rounded balances in the notes may not exactly agree to the primary statements. Comparative information has been restated where necessary to be consistent with disclosures in the current reporting period.
252
7
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 1
Significant accounting policies (continued)
1(g)
New and revised accounting standards Council has applied AASB 2016-2 Amendments to Australian Accounting Standards - Disclosure Initiative: Amendments to AASB 107 for the first time in 2018. As a result, Council has disclosed more information about changes in liabilities arising from financing activities. This information is presented in note 19(b). Australian Accounting Standards and Interpretations that have been recently issued or amended but are not yet effective and have not yet been adopted by Council for the year ended 30 June 2018 are outlined below: Effective date for Council
AASB 9 Financial Instruments AASB 9 Financial Instruments replaces AASB 139 Financial Instruments: Recognition and 1 July 2018 Measurement and applies to the classification, measurement, impairment and disclosure of financial assets and liabilities. This change will require Council to measure all financial assets at fair value or amortised cost rather than at cost. During the year, Council performed a detailed review of its financial assets and liabilities. These activities include an assessment of classification and measurement of financial instruments and impairment. This assessment is based on currently available information and may be subject to changes arising from further reasonable and supportable information being made available to Council from 1 July 2018 upon adoption. Based on preliminary detailed review, Council anticipates no significant impact on its financial statements. AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of Not-for-Profit Entities, AASB 2016-3 Amendments to Australian Accounting Standards - Clarifications to AASB 15 and AASB 2016-8 Amendments to Australian Accounting Standards - Australian Implementation Guidance for Not-for-Profit Entities During the year, Council has undertaken initial activities to assess its main revenue streams and understand the impact of the new standards. Council’s revenue is mainly from rates and utility charges, donations, contributions, grants and subsidies, fees and charges and revenue from TransLink Transit Authority. These revenue streams account for more than 91% of total revenue within the scope of the new standards.
1 July 2019
The assessment activities focused on understanding contractual arrangements with customers and if there are sufficiently specific performance obligations to be satisfied. The review also included consideration of the following: l non-contractual income from statutory requirements l revenue to further Council's objectives l funds received to acquire or construct a non-financial asset that will be controlled by Council.
AASB 16 Leases Council has not yet quantified the exact impact on the statements of comprehensive income or 1 July 2019 the statements of financial position of applying AASB 16 to its current lease contracts, including the extent of additional disclosure required. The exact impact will not be known until the year of transition. However, Council has undertaken a preliminary analysis to identify and quantify the impacts of introducing AASB 16. Council proposes to apply the modified retrospective transition method and not restate comparative information. The cumulative effect of initially applying the standard is recognised as an adjustment to the opening balance of accumulated surplus at the date of initial application, being 1 July 2019. The current assessment indicates the impact on Council’s statements of financial position on initial application is anticipated to be a decrease of approximately $150 million to net assets, resulting from right-of-use assets of $562 million and lease liabilities of $712 million. This assessment does not take into account estimates/future assumptions which may impact the measurement of leases in accordance with the standard.
8
Section 7 Annual Financial Statements
These assessment activities will continue to be undertaken in 2019. Initial reviews indicate that the impacts will not be material in terms of the change to total revenue, however given that a number of agreements and transactions will be entered into before the changes take effect, ongoing review of the impacts will be required before the full impact can be determined.
253
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 1
Significant accounting policies (continued)
1(g)
New and revised accounting standards (continued) Effective date for Council
AASB 1059 Service Concession Arrangements: Grantors AASB 1059 was released in July 2017. This Standard addresses the accounting for service 1 July 2019 concession arrangements by a grantor that is a public sector entity by prescribing the accounting for the arrangement from the grantor’s perspective. Council has assessed the applicability of AASB 1059 to its arrangements and determined the service concession assets and corresponding grant of a right to the operator liabilities relating to Legacy Way Tunnel, Go Between Bridge and Clem Jones Tunnel will be recognised on Council’s statements of financial position. The statements of comprehensive income will include depreciation of the service concession assets and revenue recognition through reduction of liabilities. Council is currently verifying independent valuations for the current replacement cost for each asset. At this stage it is anticipated that the service concession assets recognised on the statements of financial position will be approximately $3.9 billion. The value of the liability and therefore any resulting net increase to opening accumulated surplus as at 1 July 2019 is currently being analysed.
1(h)
Use of estimates and judgements The financial statements are subject to the use of estimates and judgements. The estimates and judgements that have a risk of causing an adjustment to the carrying amounts of assets and liabilities relate to: l valuation of property, plant and equipment including depreciation rates, asset useful lives and residual values (note 10) l provisions - workers' compensation self insurance, organisational restructure, land resumptions and restoration (note 14) l contingencies - assets and liabilities (note 21) l employee benefits - annual leave, long service leave and superannuation - defined benefit plan (notes 12, 14 and 24) l receivables - impairment (note 6).
1(i)
Taxation Council is subject to Fringe Benefits Tax (FBT), Goods and Services Tax (GST) and payroll tax on certain activities. The net amount of GST recoverable from or payable to the Australian Taxation Office is shown as an asset or liability respectively. Income of local government bodies and public authorities is exempt from income tax due to the provisions of the Income Tax Assessment Act 1997.
254
9
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 2
Analysis of Council results by program
2(a)
Program goals Transport for Brisbane The goal of this program is to deliver Australia’s most modern public transport including the Brisbane Metro, to enable efficient and sustainable movement of people. Infrastructure for Brisbane The goal of this program is to enable the 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, and continue to protect, support and provide opportunities to enjoy our subtropical environment by sustainably managing and caring for biodiversity, waterways, wetlands, urban forest and other natural assets. Future Brisbane The goal of this program is to ensure that planning and growth management for Brisbane, Australia's New World City, provides for and promotes a future city that is prosperous, well-designed, with a distinctive subtropical character. 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. Customer Service The goal of this program is to be recognised as a customer focused organisation which is dedicated to the health, safety and amenity of the Brisbane community. Economic Development The goal of this program is to implement the Brisbane Economic Development Plan 2012-31 and the Brisbane 2022 New World City Action Plan. 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 The goal of Field Services is to enhance Brisbane's liveability by providing waste management, civil construction, cleansing and urban maintenance services to Council. Transport for Brisbane - Business Activity The goal for Transport of Brisbane is to provide frequent, reliable and safe services, more often, and at the most comfortable standard possible for our passengers.
The prior year Moving Brisbane program has been split into two programs Transport for Brisbane and Infrastructure for Brisbane in the current year. The prior year Public Health and Safety and Customer Focus programs have been combined to create the Customer Service program in the current year. The remaining services have been combined with the Lifestyle and Community Services and City Governance programs.
10
Section 7 Annual Financial Statements
City Projects Office - Business Activity The goal of City Projects Office is to provide professional services for the delivery of infrastructure across all aspects of project management and design.
255
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 2
Analysis of Council results by program (continued)
2(b) Summary of revenues, expenses, assets and capital expenses by program
2018 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
Recurrent Capital subsidies subsidies and grants and grants $000 $000
Clean, Green and WaterSmart City Moving Brisbane Future Brisbane Your Brisbane Public Health and Safety Economic Development Customer Focus City Governance Business Activities
3,527 25,013
37,797 182,203
41,324 207,273
170,016 419,000
(128,692) (211,727)
1,355,309 8,858,807
98,880 510,529
24,584 306
7,492 200
329,084 64,228
361,160 64,734
446,154 90,795
(84,994) (26,061)
8,071,611 71,571
112,333 1,930
614 22,463 28,686 19,788 21,026 206 14,288 14,494 - 1,155,419 1,199,771 - 354,075 354,180
174,058 73,127 46,444 253,036 339,063
(145,372) (52,101) (31,950) 946,735 15,117
768,027 47,157 1,906 3,613,359 271,569
25,660 299 1,167 34,658 14,112
280,955 23,059,316
799,568
Increase in Total operating assets by Expenses capability program $000 $000 $000
Capital expenses by program $000
5,609 1,238 44,352 105
37,052 2,179,345 2,292,648 2,011,693
Capital Recurrent subsidies subsidies and grants and grants $000 $000
Total revenue $000
Other income $000
24,585 13 5,228 1,360 58,884 38
6,051 336,448 367,084 31,402 271,548 302,963 70,620 70,620 (108) 12,879 17,999 28,116 29,476 14,457 14,457 511 511 - 1,103,750 1,162,634 - 358,291 358,329
415,908 671,284 91,758 153,783 47,050 40,668 34,252 193,681 346,238
90,108
37,345 2,196,620 2,324,073 1,994,622
The changes in program structure from 2017 to 2018 are set out in note 2(a). Consolidated balances are not provided because program results only apply to Council.
256
Capital expenses by program $000
57
76,251
2017
Total revenue $000
Other income $000
Increase in Total operating assets by Expenses capability program $000 $000 $000
11
(48,824) (368,321) (21,138) (135,784) (17,574) (26,211) (33,741) 968,953 12,091
7,823,799 9,476,269 43,929 753,409 23,717 3,026 52,295 3,960,429 161,233
103,881 507,318 4,763 15,088 3,090 2,158 1,580 96,692 10,395
329,451 22,298,106
744,965
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 3
Revenue Revenue is recognised at the fair value of consideration received or receivable, on the basis it meets the recognition criteria set out below.
3(a)
Rates and utility charges Revenue for rates and utility charges is recognised upon issue of the levies within the respective rating period or, where earlier, upon receipt of the rates and utility charges. Generally, no allowance is made for uncollected rates and utility charges as Council has a lien over most rateable properties under the provisions of sections 93 to 98 of the City of Brisbane Act 2010.
Rates
General Separate rates Environment levy Utility charges Waste disposal Less: Discounts given Pensioner remissions Total discounts and remissions
2018 $000
Council
849,687 10,578 72,990
816,471 10,455 70,413
850,010 10,578 72,990
816,783 10,455 70,413
171,461
163,116
171,461
163,116
(14,212) (28,260) (42,472)
(14,009) (29,515) (43,524)
(14,212) (28,260) (42,472)
(14,009) (29,515) (43,524)
1,062,244
1,016,931
1,062,567
1,017,243
2017 $000
Donations, contributions, subsidies and grants Donations, contributions, subsidies and grants that are non-reciprocal in nature are recognised as revenue when Council obtains control over them, which is usually upon receipt of the funds. Granted assets are normally recognised upon the earlier of their receipt or prior notification that the grant has been secured. Non-cash donations are recognised as revenue and either non-current assets or expense according to Council's threshold for recognition of non-current assets. Contributions that have not yet been received and where the revenue recognition criteria has been satisfied, are recognised as receivables. Capital revenue includes grants and subsidies received which are tied to specific projects for the replacement or upgrade of existing non-current assets and/or investment in new assets. It also includes non-cash contributions which are usually infrastructure assets received from developers. All other revenue is classified as operating.
Donations For operating purposes For capital purposes (cash) For capital purposes (non-cash)
Note
Contributions For operating purposes For capital purposes Subsidies and grants For operating purposes For capital purposes
2(b) 2(b)
12
Consolidated 2018 2017 $000 $000
2018 $000
Council
2017 $000
34 39,553 39,587
50 700 23,808 24,558
35 39,553 39,588
50 700 23,808 24,558
5,019 144,974 149,993
3,993 194,382 198,375
5,019 145,376 150,395
3,993 194,752 198,745
76,251 37,052 113,303
90,108 37,345 127,453
76,251 37,052 113,303
90,108 37,345 127,453
302,883
350,386
303,286
350,756
Section 7 Annual Financial Statements
3(b)
Consolidated 2018 2017 $000 $000
257
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 3
Revenue (continued)
3(c)
Fees and charges Fees and charges are recognised upon unconditional entitlement to the funds. This is generally upon lodgement of the relevant applications or documents, issuing of the infringement notice or when the service is provided. Consolidated 2018 2017 $000 $000 Building application, development and town planning and property connection fees Penalties Licences, permits and parking fees Other fees and charges Refuse fees
2018 $000
Council
2017 $000
50,565 46,330 45,078 38,922 13,537
54,769 99,869 44,890 39,243 12,911
50,565 46,330 45,078 39,049 13,537
54,769 99,869 44,890 39,333 12,911
194,432
251,682
194,559
251,772
Penalties include tolling infringements amounting to $0.6 million (2017: $51.5 million). During the year, an operator led debt management framework was implemented to reach a consistent approach for both State and Council toll roads. This resulted in a decline in penalties revenue and the associated bad debts expense (refer note 4(e)).
3(d)
TransLink Transit Authority revenue Revenue received from public transport activities is recognised when due, based on contractual arrangements with TransLink as a division of the Department of Transport and Main Roads.
3(e)
Interest revenue Interest received on short-term investments is accrued over the term of the investment. Consolidated 2018 2017 $000 $000 Short-term investments Overdue rates and utility charges
3(f)
2018 $000
Council
2017 $000
26,696 2,061
19,563 1,888
22,146 2,061
14,314 1,888
28,757
21,451
24,207
16,202
Other revenue Dividends are recognised when they are 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.
Note Dividends Tax equivalents from QUU Sale of materials Lease and rental revenue Project costs recovered Advertising Commission Investment income Construction and maintenance revenue Property development sales Other revenue
258
9 9
13
Consolidated 2018 2017 $000 $000
2018 $000
Council
2017 $000
664 98,053 28,281 32,033 17,148 15,896 3,305 2,350 1,742 17,730 25,943
496 91,811 38,553 30,356 9,292 13,894 2,650 1,932 1,935 20,315
161,213 98,053 28,281 27,512 17,148 15,896 3,305 2,350 1,742 25,787
160,297 91,811 38,553 27,515 9,292 13,894 2,650 1,932 1,935 20,650
243,145
211,234
381,287
368,529
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 4
Expenses
4(a)
Employee costs
Wages and salaries Annual, sick and long service leave benefits Superannuation Other employee related expenses
Consolidated 2018 2017 $000 $000
2018 $000
Council
506,747 88,580 72,621 21,189
475,194 84,876 68,313 18,317
505,633 88,564 72,529 21,084
474,257 84,870 68,225 18,200
689,137
646,700
687,810
645,552
2017 $000
Employee costs exclude costs that have been capitalised as part of asset construction.
4(b)
Materials and services
Service costs Operating leases Maintenance Agency staff costs Fuel Raw materials and consumables Minor asset purchases Plant and equipment and vehicle hire Contractor and consultancy costs Cost of inventories Communication costs Legal costs Security Other costs
Consolidated 2018 2017 $000 $000
2018 $000
Council
269,805 102,733 61,841 53,327 39,071 38,045 37,474 36,107 35,290 36,654 12,716 10,388 9,369 49,167
270,972 107,177 50,239 48,172 36,668 33,968 51,977 36,190 33,971 27,756 13,174 11,280 6,663 49,321
269,804 113,166 58,282 53,166 39,071 38,045 37,371 36,102 34,900 21,665 12,706 10,379 9,369 48,946
270,968 115,232 47,291 48,144 36,668 33,968 51,854 36,188 33,308 27,756 13,161 11,196 6,663 49,118
791,987
777,528
782,972
781,515
2017 $000
Materials and services exclude costs that have been capitalised as part of asset construction.
Finance costs Consolidated 2018 2017 $000 $000 Finance costs Interest on finance leases Other interest and charges
14
2018 $000
Council
2017 $000
95,390 3,780 191
84,033 3,783 117
95,390 3,780 21
84,033 3,783 22
99,361
87,933
99,191
87,838
Section 7 Annual Financial Statements
4(c)
259
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 4
Expenses (continued)
4(d)
Loss on disposal of property, plant and equipment and intangibles
Note Proceeds from sale Less carrying amount of property, plant and equipment sold Write-offs of property, plant and equipment and intangibles 19
Consolidated 2018 2017 $000 $000
2018 $000
Council
2017 $000
58,486
146,870
40,705
102,392
(52,100) 6,386
(135,272) 11,598
(38,388) 2,317
(94,690) 7,702
(70,856)
(54,784)
(70,856)
(54,784)
(64,470)
(43,186)
(68,539)
(47,082)
Write-offs include the remaining carrying amount of roads and other infrastructure assets that have been upgraded or rehabilitated.
4(e)
Other expenses
Note Grants, subsidies and contributions Bad and doubtful debts Insurance premiums Penalties waived Claims settlements Auditor's remuneration - Queensland Audit Office Other expenses
5
6
Consolidated 2018 2017 $000 $000
2018 $000
Council
2017 $000
36,919 7,198 4,986 4,984 3,814 610 1,661
25,911 55,123 5,270 8,635 8,504 578 3,189
36,919 7,198 5,113 4,984 3,814 525 1,535
25,911 55,123 5,350 8,635 8,504 525 3,189
60,172
107,210
60,088
107,237
Cash and cash equivalents Cash and cash equivalents include cash on hand, cash on deposit and other cash equivalents which are readily convertible to cash on hand and are used in the cash management function on a day-to-day basis.
Cash at bank and on hand Short-term investments
Consolidated 2018 2017 $000 $000
2018 $000
Council
13,128 613,587
2,644 903,816
7,361 537,204
2,107 800,304
626,715
906,460
544,565
802,411
2017 $000
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 $33.047 million in trust monies at 30 June 2018 (2017: $14.090 million).
260
15
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 6
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 at the end of the financial year. If an amount is recovered in a subsequent period it is recognised as revenue. Consolidated loans receivable includes finance provided by CBIC to independent third parties in order to undertake development activities. Facilities are secured by mortgage or the acquisition of beneficial title to secured subordinated notes. These loans were substantially repaid during the year ended 2018 and the remaining balance was repaid in July 2018.
Current Rates and utility charges Regulated parking and tolling Recoverable works and services Loans receivable Other debtors Less impairment
Movement in impairment: Opening balance as at 1 July Amounts recognised Amounts written off
Note
4(e)
Closing balance as at 30 June Analysis of age of Council's receivables: Less than 30 days Past due 1 - 30 days 31 - 60 days 61 - 90 days over 90 days Impairment
2018 $000
Council
20,109 25,120 33,848 2,689 19,273 (22,951)
18,741 71,498 22,082 21,273 10,369 (66,902)
20,109 25,120 34,861 24,276 (22,951)
18,741 71,498 23,095 150 11,961 (66,902)
78,088
77,061
81,415
58,543
Council
2017 $000
Consolidated 2018 2017 $000 $000
2018 $000
66,902 7,198 (51,149)
55,675 55,123 (43,896)
66,902 7,198 (51,149)
55,154 55,123 (43,375)
22,951
66,902
22,951
66,902
54,590 7,645 6,144 2,208 30,452 (22,951)
59,055 7,303 9,816 6,761 61,028 (66,902)
57,917 7,645 6,144 2,208 30,452 (22,951)
40,537 7,303 9,816 6,761 61,028 (66,902)
78,088
77,061
81,415
58,543
2017 $000
Other current assets
Accrued revenue Prepayments
16
Consolidated 2018 2017 $000 $000
2018 $000
Council
106,977 13,656
115,897 14,950
107,074 13,923
115,889 15,244
120,633
130,847
120,997
131,133
2017 $000
Section 7 Annual Financial Statements
7
Consolidated 2018 2017 $000 $000
261
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 8
Other non-current financial assets Controlled entities constitute the beneficial enterprises that Council conducted during the financial year as described under section 45 of the City of Brisbane Act 2010. Investments in controlled entities and other entities do not have a quoted market price in an active market and are valued at cost less any impairment.
Controlled entities Brisbane Powerhouse Pty Ltd City of Brisbane Investment Corporation Pty Ltd (CBIC) CBIC Investment Pty Ltd CBIC Valley Heart Pty Ltd (dormant) BrisDev Pty Ltd (dormant) TradeCoast Land Pty Ltd City Parklands Services Pty Ltd Brisbane Marketing Pty Ltd Brisbane Green Heart CitySmart Pty Ltd Museum of Brisbane Pty Ltd Riverfestival Brisbane Pty Ltd (dormant) Brisbane Tolling Pty Ltd (dormant) Oxley Creek Transformation Pty Ltd OC Invest Pty Ltd (dormant)
Consolidated 2018 2017 $ $
2018 $
Council
2017 $
300,001 2 2 1 1 1 1 1 1 -
300,001 2 2 1 1 1 1 1 1 -
300,001 300,001 140,901,651 140,901,651 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 -
300,011
300,011
141,201,662
141,201,662
Council either does not have control over the financial or operating policies of the other entities listed below through voting rights or board membership, and/or their transactions are not material. Other entities Brisbane Housing Company Ltd Council of Mayors (SEQ) Pty Ltd Major Brisbane Festivals Pty Ltd City Super Pty Ltd (dormant) Brisbane Bus Build Pty Ltd SEQ Regional Recreational Facilities Pty Ltd
Interest % 9.1 9.1 50.0 50.0 50.0 12.5
Other investments Queensland Investment Corporation managed fund Property trusts
1 1 1 1 1,000 509,000
1 1 1 1 1,000 509,000
1 1 1 1 1,000 509,000
1 1 1 1 1,000 509,000
510,004
510,004
510,004
510,004
51,968,894 47,865,432 5,281,000 5,301,000
51,968,894 -
47,865,432 -
57,249,894 53,166,432
51,968,894
47,865,432
58,059,909 53,976,447
193,680,560
189,577,098
Brisbane Powerhouse Pty Ltd and Museum of Brisbane Pty Ltd act as trustees for the Brisbane Powerhouse Foundation and the Museum of Brisbane Trust respectively. The CBIC group comprises the City of Brisbane Investment Corporation Pty Ltd (CBIC) and its wholly owned subsidiaries, BrisDev Pty Ltd, BrisDev Trust, CBIC Investment Pty Ltd and CBIC Valley Heart Pty Ltd. OC Invest Pty Ltd is a wholly owned subsidiary of Oxley Creek Transformation Pty Ltd. The Queensland Investment Corporation (QIC) managed fund and CBIC's property trusts are recognised as available for sale assets and carried at fair value, represented by the net market value advised by QIC and the property trusts. Unrealised changes in net market value are recognised in the fair value reserve in equity. Realised changes in net market value are recognised in the statements of comprehensive income.
262
17
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 Investment in associate The South East Queensland Water (Distribution and Retail Restructuring) Act 2009 established a statutory body called the Central SEQ Distributor-Retailer Authority to deliver water and wastewater services to customers within the local government areas of the five participating councils - Brisbane, Ipswich, Somerset, Lockyer and Scenic Rim. The Authority began trading on 1 July 2010. Under the Act, governance arrangements for QUU are established in a Participation Agreement. The Agreement provides for participation rights to be held by the participating councils, with Brisbane City Council holding approximately 85% of these rights. QUU's Board is comprised of independent directors. No individual council has the ability to dominate QUU's decision-making to obtain greater benefit from its activities than any other participant. Participation rights Council's share of QUU's undistributed profit and other comprehensive income at the reporting date is included in the consolidated statements of comprehensive income. 2018 $000
Transactions between the entities
2017 $000
The following transactions occur between Council and QUU: Council receives amounts mainly for the reimbursement of certain capital expenditure. Amounts received and receivable from QUU
6,226
-
Infrastructure charges collected by Council which relate to the construction of water and wastewater assets are remitted to QUU. Amounts paid and payable to QUU
3,330
38,830
QUU operates under a tax equivalent regime, with all tax paid being distributed pro-rata to the Participating Local Governments based on their participation rights. Tax is payable based on a percentage of QUU's results. Tax received and receivable from QUU
98,053
91,811
140,943
140,154
Council receives a proportional share of net profits as a participation return. Returns are paid from post-tax operating profits after adjusting for capital receipts. Participation returns received and receivable from QUU Consolidated 2018 2017 $000 $000
2018 $000
Council
Opening balance as at 1 July Plus 85% share of profits Less participation return
2,774,814 215,760 (140,943)
2,666,877 248,091 (140,154)
2,158,143 -
2,158,143 -
Closing balance as at 30 June
2,849,631
2,774,814
2,158,143
2,158,143
2017 $000
Section 7 Annual Financial Statements
9
18
263
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 9
Investment in associate (continued) 2018 $000
2017 $000
1,348,322 253,281
1,382,101 291,449
Current assets Non-current assets
332,971 5,569,303 5,902,274
389,964 5,410,712 5,800,676
Current liabilities Non-current liabilities
301,705 2,248,337 2,550,042
307,127 2,229,329 2,536,456
Net assets
3,352,232
3,264,220
Share of net assets
2,849,631
2,774,814
QUU financial information Revenue Net profit
Prior period adjustment A prior period adjustment has been made to recognise dividend income based on the final amount of dividends declared by QUU in 2016 and 2017. The impact of this adjustment on the 2017 consolidated financial statements is: increase in other current assets by $36.9 million l decrease in investment in associate by $36.9 million. l
The impact of this adjustment on Council's 2017 financial statements is: increase in opening accumulated surplus by $20.3 million l increase in other revenue by $16.6 million l increase in other current assets by $36.9 million. l
264
19
265
Property, plant and equipment
Section 7 Annual Financial Statements
Range of estimated useful life in years
Book value as at 30 June Indefinite
4,544,576
4 - 140
984,023
80,017
Consolidated
Buildings $000
126,609
Land $000
932,664
932,664 (3,507) (31,945) 6,794 -
4,367,769
Book value as at 30 June
1,347,137 (414,473)
984,023
4,367,769 (11,264) 58,281 3,181
4,367,769 -
For the year ended 30 June 2017 Gross value Less accumulated depreciation
Opening net value as at 1 July Plus capitalised expenses Plus contributed assets Less disposals Less depreciation for the financial year Revaluation adjustments Reclassified as non-current assets held for sale Transfers of completed projects to property, plant and equipment
4,544,576
Book value as at 30 June
1,428,514 (444,491)
$000
$000
4,544,576 -
Fair value Level 3
Buildings
Fair value Level 2 and 3
Land
For the year ended 30 June 2018 Gross value Less accumulated depreciation
Basis of measurement Fair value category
Consolidated
10(a) Movements
10
20
1 - 88
205,855
69,983
202,274 (32,452) (35,385) 1,561 (126)
Plant and equipment $000
202,274
526,340 (324,066)
205,855
509,614 (303,759)
$000
Fair value Level 3
Plant and equipment
5 -150
12,800,709
363,764
12,175,194 45,844 (39,140) (219,234) 474,281 -
Infrastructure $000
12,175,194
15,689,414 (3,514,220)
12,800,709
16,603,206 (3,802,497)
$000
Fair value Level 3
Infrastructure
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018
10 - indefinite
81,682
6,141
67,632 (223) (1,471) 9,603 -
Other assets $000
67,632
83,874 (16,242)
81,682
99,353 (17,671)
$000
Fair value Level 2 and 3
Other assets
-
1,221,019
(646,514)
997,584 869,949 -
Capital work in progress $000
997,584
997,584 -
1,221,019
1,221,019 -
$000
Cost
Capital work in progress
19,837,864
-
18,743,117 869,949 45,844 (86,586) (288,035) 550,520 3,055
2018 Total $000
18,743,117
23,012,118 (4,269,001)
19,837,864
24,406,282 (4,568,418)
$000
Total
18,743,117
-
18,329,492 758,389 38,974 (177,135) (300,498) 100,072 (6,177)
2017 Total $000
266
Council
Range of estimated useful life in years
Book value as at 30 June
Buildings $000
Indefinite
4,543,113
4 - 140
812,271
33,693
Land $000
811,280
125,796
4,359,119
Book value as at 30 June
1,227,255 (415,975)
811,280 (757) (31,945) -
4,359,119 -
For the year ended 30 June 2017 Gross value Less accumulated depreciation
812,271
1,258,263 (445,992)
4,359,119 (3,264) 58,281 3,181
4,543,113
Book value as at 30 June
Opening net value as at 1 July Plus capitalised expenses Plus contributed assets Less disposals Less depreciation for the financial year Revaluation adjustments Reclassified as non-current assets held for sale Transfers of completed projects to property, plant and equipment
4,543,113 -
$000
$000
Buildings Fair value Level 3
Land
For the year ended 30 June 2018 Gross value Less accumulated depreciation
Basis of measurement Fair value category
Council Fair value Level 2 and 3
Property, plant and equipment (continued)
10(a) Movements (continued)
10
21
1 - 88
205,855
69,983
202,274 (32,452) (35,385) 1,561 (126)
Plant and equipment $000
202,274
526,340 (324,066)
205,855
509,614 (303,759)
$000
Fair value Level 3
Plant and equipment
5 -150
12,800,709
363,764
12,175,194 45,844 (39,140) (219,234) 474,281 -
Infrastructure $000
12,175,194
15,689,414 (3,514,220)
12,800,709
16,603,206 (3,802,497)
$000
Fair value Level 3
Infrastructure
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018
10 - indefinite
81,682
6,141
67,632 (223) (1,471) 9,603 -
Other assets $000
67,632
83,874 (16,242)
81,682
99,353 (17,671)
$000
Fair value Level 2 and 3
Other assets
-
1,221,018
(599,377)
997,584 822,811 -
Capital work in progress $000
997,584
997,584 -
1,221,018
1,221,018 -
$000
Cost
Capital work in progress
19,664,648
-
18,613,083 822,811 45,844 (75,836) (288,035) 543,726 3,055
2018 Total $000
18,613,083
22,883,586 (4,270,503)
19,664,648
24,234,567 (4,569,919)
$000
Total
18,613,083
-
18,217,099 746,394 38,974 (177,135) (300,498) 91,476 (3,227)
2017 Total $000
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 10
Property, plant and equipment (continued)
10(b) Recognition Items of property, plant and equipment with a total value of less than $10,000, except for network and complex assets, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised and included in the relevant asset class. Council has a number of complex assets that are capable of disaggregation into significant components, such as road infrastructure where the components may include initial earthworks, formation, pavement, seal, kerb and channelling and footpaths. Where components of complex assets have significantly different useful lives, and they can be accurately measured, they are recorded as separate assets. Land under roads and reserve land which fall under the Land Act 1994 or the Land Title Act 1994 is controlled by the Queensland Government pursuant to the relevant legislation. As such, this land is not recognised in these financial statements. CBIC recognises properties that are held for capital appreciation and provide rental returns as investment properties, with revaluations included in the statements of comprehensive income. These properties are substantially occupied by Council, and therefore the consolidated financial statements reclassify them to property, plant and equipment with revaluations included in the asset revaluation surplus.
10(c)
Measurement Acquisitions of property, plant and equipment are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration, any direct internal costs incurred, plus costs incidental to the acquisition, including architects’ fees, engineering design fees and all other establishment costs, as well as a reasonable proportion of indirect and overhead expenses. Expenditure incurred in either maintaining the operational capacity or useful life of assets is considered maintenance and is treated as an expense as incurred. Expenditure that relates to the replacement of a major component of an asset to maintain its service potential is capitalised, with the calculated value of the carrying amount of the portion replaced being expensed through the statements of comprehensive income (refer note 4(d)). Expenditure incurred that increases the service capacity or extends the useful life of an asset is capitalised with an appropriate adjustment made to the remaining life of the asset. Donated items of property, plant and equipment, except reserve land, are recognised as assets and revenue at fair value. Land, buildings, plant and equipment, all infrastructure assets and other assets are measured on the revaluation basis at fair value. Capital work in progress is measured at cost.
10(d) Depreciation and impairment
Where complex assets have different service lives that are subject to regular replacement, these components are assigned different useful lives and depreciated accordingly. For infrastructure assets that are built to design specifications, design life forms the basis of asset life. Property, plant and equipment is assessed for indicators of impairment on an annual basis. If an indicator of impairment exists, the asset's recoverable amount is determined. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.
22
Section 7 Annual Financial Statements
All 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 that the economic benefits embodied in the assets are consumed over the period of use by Council and are in the ranges in note 10(a). Residual values are determined based on estimated recovery value at the end of an asset's useful life.
267
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 10
Property, plant and equipment (continued)
10(e)
Valuation (i) Valuation processes 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. Non-current physical assets measured at fair value are revalued as necessary so that the carrying amount of each class of asset does not materially differ from its fair value at the reporting date. For infrastructure assets, at least every five years, civil engineering consultants are engaged to provide replacement cost unit rates based on standard drawings and construction specifications. These unit rates are then applied to the surveyed quantities of assets to derive a replacement cost value. Council engineers determine remaining service potential based on condition assessments and this is used to determine fair value. In the intervening years, internal engineers and asset managers assess the asset condition and remaining life of infrastructure assets, the results of which are considered in combination with the most appropriate cost index movement for the period. Together these are used to form the basis of a management valuation. For non-infrastructure assets, revaluations are performed by either independent, professionally qualified valuers engaged to determine the fair value for each class, or suitably qualified internal Council officers. At least once every five years, the valuer physically sights a representative sample of Council assets across all asset classes and assesses the condition of the assets at the date of inspection. In the intervening years, a desktop valuation is performed which primarily involves the valuer determining a suitable cost index to apply to each of these assets. Materiality concepts are considered in determining whether the difference between the carrying amount and the fair value of an asset warrants a revaluation adjustment. Any revaluation increment arising on the revaluation of an asset is credited to the appropriate class of the asset revaluation surplus, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense to the extent it exceeds the balance, if any, in the revaluation surplus of that asset class. (ii) Valuation techniques used to derive fair values Land (level 2 and 3) Fair value of land is measured at current market value, which is derived by reference to market based evidence including observable historical sales data for properties of similar nature and specification in the same localities. Where there is a lack of appropriate comparable sales evidence, the valuation is based on the closest comparable sales in terms of the characteristics of the parcel and sales evidence. For land with a restricted use such as parkland and environmental land, a discount factor may be applied. Independent revaluations are undertaken on a rolling five year basis. Approximately 20% of Council's land portfolio was individually inspected and valued in 2018 by AssetVal Pty Ltd (AssetVal). The balance of the portfolio was index valued based on land category types, ranging from 0.5% to 9.5%. Council’s fair value measurement has been either a level 2 or 3, depending on the assumptions as to whether the land is subject to restriction as to use and/or sale, and whether there is an active market.
268
23
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 10
Property, plant and equipment (continued)
10(e)
Valuation (continued) (ii) Valuation techniques used to derive fair values (continued) Buildings (level 3) The fair value of buildings is determined using the current replacement cost (CRC) method. Fair values are benchmarked by the valuer to externally available and internally generated civil works and building costs data. Buildings were last comprehensively valued in 2014. AssetVal have advised a cumulative 16% cost index movement since the date of the last revaluation. Council processed an 11.5% increase up until 2017. The remaining index movement since 2017 was less than Council's materiality threshold of 5%, so no cost adjustments were made in the current year. Plant and equipment (level 3) General plant and equipment assets were comprehensively revalued by AssetVal in 2018 with appropriate adjustments to replacement cost and fair value being made. Valuations of fleet vehicles are established by reference, as appropriate, to Council contracts, supplier price lists or management valuation. Council’s owned bus fleet comprises almost solely of Compressed Natural Gas (CNG) buses. Management considers the most appropriate value measurement for CNG buses is CRC due to lack of an active market. A comprehensive revaluation of Council's owned buses was undertaken in 2018 by management. The process included assessment of replacement cost by reference to the current supply contract and an assessment of remaining useful life based on future operational requirements. Infrastructure (level 3) Note Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Bikeways Other 10(a)
2018 Written down value $000
2017 Written down value $000
8,589,232 3,245,506 161,940 258,046 128,685 130,809 286,493
8,133,759 3,121,467 151,224 260,101 111,927 118,446 278,270
12,800,709
12,175,194
CRC is measured by reference to the average cost at which the asset could be constructed in the normal course of business. For assets that could be stereotyped, a bill of quantities approach is used. A bill of quantities is an itemised list of materials, services and resources required to construct an asset which includes cost and quantity. Unit cost rates are calculated on a full cost of replacement basis with a new asset, including components that may not need to be replaced such as earthworks. Assets that are unique are individually valued based on a bill of quantities method.
24
Section 7 Annual Financial Statements
Council infrastructure assets are recorded at fair value using CRC. This valuation comprises the asset's CRC less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Council first determined the gross cost of replacing the full service potential of the asset and then adjusted this amount to take account of the expired service potential of the asset.
269
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 10
Property, plant and equipment (continued)
10(e)
Valuation (continued) (ii) Valuation techniques used to derive fair values (continued) During 2018, Council engaged the following valuers to assess the general cost movement for construction of infrastructure assets in south-east Queensland and provided an index for valuation purposes: l Structural assets - Cardno (Qld) Pty Ltd (Cardno) l All other infrastructure assets - AECOM Australia Pty Ltd (AECOM) Based on Council's consideration of the valuers' reports, it was assessed that the general cost movement for infrastructure assets since the last comprehensive revaluation in 2015 was between 3% and 6.2%. Due to a large proportion of the class having more than 5% movement, asset values for the entire class were adjusted. Roads network (including roads, footpaths, kerb and channel, medians and bridges) Council records its road infrastructure assets at a street within a suburb level and further categorises these into sub-classes of roads (surface, base course and earthworks), footpaths, kerb and channel, medians, fences and retaining walls. Each sub-class is componentised based on cost to construct, material type and useful life, to facilitate valuations and depreciation calculations. Unique bridges on the Brisbane River are individually valued, varying according to the material type used for construction, deck area and bridge length. Construction estimates have been determined on a bill of quantities basis for each major component to give the values for each bridge. Smaller bridges are categorised into road and foot bridges spanning over road, rail or water. These bridges are then stereotyped based on bridge span and material type, to give a rate per square metre of deck area. Drainage network Drainage assets consist of pipes, manholes, gullies, inlets and chambers, as well as Stormwater Quality Improvement Devices (SQIDS) and groyns. SQIDS and groyns are valued on an individual basis. The rest of the network assets are grouped by size, material type and depth in the ground, to determine appropriate useful lives and depreciation rates. Drainage assets are located underground and physical inspection is not possible. The age, size and type of construction material, together with current and planned maintenance, are used to determine useful life and estimated remaining life. Unit rates are calculated on a bill of quantities basis for different size pipes and for different depths of construction. The unit cost rate per linear metre is multiplied by the length of the pipe to calculate CRC. 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 This sub-class includes jetties, pontoons, boat ramps and ferry terminals which are treated as stand-alone assets and valued independently, as well as boardwalks which are valued on a unit rate basis. Traffic control network The traffic control network is valued using estimated replacement cost and is dependent on the number of approaches in the intersection.
270
25
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 10
Property, plant and equipment (continued)
10(e)
Valuation (continued) (ii) Valuation techniques used to derive fair values (continued) Bikeways Bikeways are stereotyped and valued on a unit rate basis. Other assets (level 2 and 3) Other assets includes heritage and artworks, pools, sports complexes and fields. Council conducts valuations of heritage assets, including statues, monuments and outdoor artworks based on the replacement cost of specific artworks using similar items of the same or functionally similar medium on a five yearly basis. The fair value of sportsfields, pools and ancillary assets was determined by AssetVal by comprehensive valuation in 2014. Up until 2017 indexation to the amount of 10% has been applied based on independent valuers cost movement reports. The index advised in the current year is less than 5% which has not been applied. Road network, bridges and drainage network and all other infrastructure assets – sensitivity of valuation to unobservable inputs
Section 7 Annual Financial Statements
All of Council's roads and drainage networks, and other infrastructure categories are valued using CRC. This method utilises a number of inputs all of which require judgement and are therefore classed as unobservable.
26
271
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 11
Intangibles Computer software with a total value of more than $10,000 is capitalised at cost and then amortised on a straight line basis to best represent the pattern of consumption over the expected period of benefit. All other software is expensed in the year of acquisition. Intangible assets are assessed for indicators of impairment on an annual basis. Council also tests intangible assets not yet available for use for impairment. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss. Intangible assets are generally assigned useful lives between 2 and 20 years. Computer software $000
Consolidated and Council
12
Software under development $000
2018 Total $000
2017 Total $000
Opening book value as at 1 July Capitalised expenditure Transfers of completed projects to intangible assets Disposals Amortisation provided in period
258,310 41,236 (30,173) (25,058)
56,326 3,337 (42,583) -
314,636 3,337 (1,347) (30,173) (25,058)
310,746 29,995 (15) (1,190) (24,900)
Book value as at 30 June
244,315
17,080
261,395
314,636
Payables Accounts payable are recognised as a liability at the time the amount owed can be measured reliably and when it is probable the amount will have to be paid, when the goods are received or the service is performed. Amounts are unsecured and normally settled within 30 days. Accrued employee benefits comprise annual leave, leave in lieu and accrued salaries and wages. Annual leave and leave in lieu represents the amount which Council has a present obligation to pay resulting from employees' services provided up to the reporting date. The accrual is based on the present value of remuneration rates that will be paid when the liability is expected to be settled and includes related on-costs. As Council does not have an unconditional right to defer settlement of the annual leave beyond twelve months after the reporting date, annual leave is classified as a current liability.
Current Trade creditors and accrued expenses Accrued employee benefits
13
Other financial liabilities
13(a)
Composition of other financial liabilities
Consolidated 2018 2017 $000 $000
2018 $000
Council
198,737 72,689
201,510 71,201
200,746 72,642
203,532 71,171
271,426
272,711
273,388
274,703
2017 $000
Other financial liabilities comprise general purpose loans, specific purpose loans and finance leases. Council's loans payable at the reporting date are with Queensland Treasury Corporation (QTC). They are measured and disclosed in the statements of financial position at book value of the principal outstanding. The book value of loans represents the current value of the debt to be repaid over its remaining term, which is related to the average lives of the assets for which the funds were borrowed. Where borrowing costs on specific borrowings can be attributed to a specific capital project, the costs may be capitalised as part of the qualifying asset during construction. Otherwise, borrowing costs are expensed as finance costs when they are incurred.
272
27
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 13
Other financial liabilities (continued)
13(a)
Composition of other financial liabilities (continued) Consolidated 2018 $000
Current Loans General purpose Specific borrowings
Non-current Loans General purpose Specific borrowings Finance lease liabilities
13(c)
2017 $000
Council 2018 $000
2017 $000
59,220 20,371 79,591
62,213 20,038 82,251
59,220 20,371 79,591
62,213 18,993 81,206
1,025,112 748,213 1,773,325 48,501 1,821,826
1,080,418 767,095 1,847,513 48,597 1,896,110
1,025,112 748,213 1,773,325 48,501 1,821,826
1,080,418 767,095 1,847,513 48,597 1,896,110
1,901,417
1,978,361
1,901,417
1,977,316
Council's QTC loan market value at the reporting date is $2,104 million (2017: $2,194 million). This represents the value of the debt if Council repaid at that date. No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government.
13(b) Financing arrangements at reporting date Facilities available but not utilised as at the reporting date:
Current Bank overdraft Credit card QTC working capital facility
2018 $000
Council
5,000 922 550,000
5,000 947 550,000
5,000 922 550,000
5,000 947 550,000
555,922
555,947
555,922
555,947
2017 $000
Finance leases Leases of buildings and plant and equipment where Council, as lessee, has substantially assumed all the risks and benefits of ownership are classified as finance leases. A lease asset and a lease liability are recognised at the commencement of the lease. The asset and liability are valued at the fair value of the lease assets or, if lower, at the present value of the minimum lease payments. Lease payments are allocated between finance charges and reductions of the lease liability. Finance charges are recognised in finance costs in the statements of comprehensive income. A lease asset is depreciated over the useful life of the asset. Other leases, where substantially all the risks and rewards remain with the lessor, are classified as operating leases.
28
Section 7 Annual Financial Statements
13(c)
Consolidated 2018 2017 $000 $000
273
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 13
Other financial liabilities (continued)
13(c)
Finance leases (continued)
Liabilities in relation to finance leases are as follows: Within one year One to five years Later than five years Total minimum future lease payments Less future finance charges 13(a)
14
Consolidated 2018 2017 $000 $000
2018 $000
Council
3,973 16,909 82,199 103,081 (54,580)
3,876 16,497 86,584 106,957 (58,360)
3,973 16,909 82,199 103,081 (54,580)
3,876 16,497 86,584 106,957 (58,360)
48,501
48,597
48,501
48,597
2017 $000
Provisions Long service leave The provision for long service leave represents the present value of the estimated future cash outflows to be made by Council resulting from employees' services provided up to the reporting date. The provision was calculated in 2018 using an actuarial estimate of future obligations taking into account future increases in wage and salary rates, periods of service and pattern of employee departures. Related on-costs are also included in the provision. The long service leave provision has been discounted using discount rates derived from Commonwealth 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. Where employees have met the prerequisite length of service and Council does not have an unconditional right to defer the liability beyond twelve months, long service leave is classified as a current liability. Otherwise it is classified as non-current.
Workers' compensation self insurance 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 $9 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.
Organisational restructure The provision for organisational restructure represents an estimate of voluntary redundancies and other costs associated with these obligations.
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 147 (2017:147) closed landfill sites throughout Brisbane. Obligations for future closed landfill remediation work are determined annually under Council's Closed Landfill and Contaminated Land Management program, with the nature and extent of work required dependent on 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.
274
29
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 14
Provisions (continued) 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 will be reviewed annually. Estimates for land restoration costs have been revised during the year based on latest proposed schedule of works. Consolidated 2018 2017 $000 $000
Current Long service leave Sick leave Workers' compensation self insurance Organisational restructure Land resumption Land restoration
Non-current Long service leave Sick leave Workers' compensation self insurance Land restoration
2018 Consolidated and Council
118,168 60 3,140 978 64,205 21,086 207,637
111,730 73 2,897 1,586 87,922 16,708 220,916
118,168 60 3,140 978 64,205 21,086 207,637
111,730 73 2,897 1,586 87,922 16,708 220,916
12,160 704 7,798 29,485 50,147
15,961 884 8,148 5,450 30,443
12,160 704 7,798 29,485 50,147
15,961 884 8,148 5,450 30,443
257,784
251,359
257,784
251,359
Organisational Land restructure resumption $000 $000
Land restoration $000
Total $000
Balance as at 1 July 2017 Provisions recognised Payments made Discount rate adjustment
11,045 4,481 (4,947) 359
1,586 1,463 (2,071) -
87,922 7,466 (31,183) -
22,158 32,271 (3,858) -
122,711 45,681 (42,059) 359
Balance as at 30 June 2018
10,938
978
64,205
50,571
126,692
Other liabilities Revenue is classified as unearned if it relates to an obligation to supply specific goods and services in future periods. Unearned revenue includes cemetery and rent prepayments. Consolidated 2018 2017 $000 $000
Current Refundable deposits Unearned revenue and lease premiums received in advance
30
Council 2018 2017 $000 $000
658
706
658
706
38,449
36,764
38,392
36,726
39,107
37,470
39,050
37,432
Section 7 Annual Financial Statements
15
Workers' compensation self insurance $000
Council 2018 2017 $000 $000
275
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 16
Capital The city capital account in the prior year represented Council's ongoing net worth. Movements in capital occurred through the debt funding and asset acquisition accounts. The balance of these two accounts was transferred to the city capital account at the end of the previous financial year, as they represented a change to ongoing net wealth. As the capital, debt funding and asset acquisition accounts are not required by Australian Accounting Standards, effective from 1 July 2017, Council transferred the amounts in these equity accounts to accumulated surplus. The specific purposes for which reserve accounts were created are now managed through Council's budget and financial management processes. Consolidated 2018 2017 $000 $000 Balance as at 1 July Transfers: Transfer from debt funding account Transfer to asset acquisition account Transfer to accumulated surplus Balance as at 30 June
17
2018 $000
Council
2017 $000
9,762,369
9,802,076
9,441,059
9,579,134
(9,762,369) (9,762,369)
50,396 (90,103) (39,707)
(9,441,059) (9,441,059)
50,396 (188,471) (138,075)
-
9,762,369
-
9,441,059
Asset revaluation surplus The asset revaluation surplus includes the net revaluation increments and decrements arising from the revaluation of property, plant and equipment. Increases and decreases on revaluation are offset within a class of asset. Balance as at 1 July $000
Consolidated 2018 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revaluation surplus of associate
2017 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revaluation surplus of associate
276
31
Revaluation increment Balance as (decrement) at 30 June $000 $000
2,843,853 240,205 19,733 6,303,103 32,944 130,920
58,281 5,124 1,561 474,281 9,603 -
2,902,134 245,329 21,294 6,777,384 42,547 130,920
9,570,758
548,850
10,119,608
2,788,626 195,801 20,980 6,303,103 31,222 130,920
55,227 44,404 (1,247) 1,722 -
2,843,853 240,205 19,733 6,303,103 32,944 130,920
9,470,652
100,106
9,570,758
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 17
Asset revaluation surplus (continued)
Council 2018 Land Buildings Plant and equipment Infrastructure Other assets
2017 Land Buildings Plant and equipment Infrastructure Other assets
Balance as at 1 July $000
Revaluation increment (decrement) $000
Balance as at 30 June $000
2,830,795 144,386 19,733 6,303,103 32,944
58,281 1,561 474,281 9,603
2,889,076 144,386 21,294 6,777,384 42,547
9,330,961
543,726
9,874,687
2,775,568 108,612 20,980 6,303,103 31,222
55,227 35,774 (1,247) 1,722
2,830,795 144,386 19,733 6,303,103 32,944
9,239,485
91,476
9,330,961
The movement in the land component of the asset revaluation surplus includes an increase in future land rehabilitation costs.
Accumulated surplus In the prior year, accumulated surplus was allocated between reserves and accumulated surplus. As reserves are not required by Australian Accounting Standards, effective from 1 July 2017, Council closed all specific purpose reserves allocated to meet specific future needs, with these specific purposes now managed through Council's budget and financial management processes. Consolidated 2018 2017 $000 $000 Specific purpose reserves Accumulated surplus
2018 $000
Council
2017 $000
11,283,480
770,756 390,350
10,703,477
770,756 206,445
11,283,480
1,161,106
10,703,477
977,201
Section 7 Annual Financial Statements
18
32
277
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 19
Reconciliation of cash flows
19(a)
Reconciliation of the increase in operating capability to cash flows from operating activities Consolidated 2018 2017 $000 $000
2018 $000
355,743
431,391
280,955
329,451
10, 11
313,093 (44,260) (43,951) 12
325,398 (38,974) 11,227 67
313,093 (44,260) (43,951) 12
325,398 (38,974) 11,747 67
4(d)
64,470 289,364
43,186 340,904
68,539 293,433
47,082 345,320
(2,130) (234,858) (664) (237,652)
(1,734) (232,334) (496) (234,564)
(2,130) (180,310) (182,440)
(1,734) (127,965) (129,699)
(1,369) 26,051 20,766 604 (1,603) 1,728 (23,717) 22,460
(2,111) (8,481) (15,282) (215) 1 6,303 3,866 17,283 1,364
(1,369) 22,447 7,384 (1,315) (500) 1,728 (23,717) 4,658
(2,111) (5,676) (23,115) 2,676 1 234 3,866 17,283 (6,842)
429,915
539,095
396,606
538,230
Note Increase in operating capability Non-cash items included in operating result Depreciation and amortisation Non-cash donations and contributions Allowance for doubtful debts Allowance for slow moving and obsolete stores Loss on disposal of property, plant and equipment and intangibles Investing and financing activities Investment management fees and reinvestment Participation rights QUU Dividends received Changes in assets and liabilities Rates and utility charges receivable Other debtors Other assets Payables Financial liabilities Other liabilities Provision for employee benefits Other provisions Net cash from operating activities
Council
2017 $000
19(b) Reconciliation of liabilities arising from financing activities Balance as at 30 June 2017 $000
Consolidated Loans Finance leases 13(a) Council Loans Finance leases 13(a)
278
33
Balance as at 30 June 2018 Cash flows $000 $000
1,929,764 48,597
(76,848) (96)
1,852,916 48,501
1,978,361
(76,944)
1,901,417
1,928,719 48,597
(75,803) (96)
1,852,916 48,501
1,977,316
(75,899)
1,901,417
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 20
Commitments Operating lease commitments
Within one year One to five years Later than five years
Consolidated 2018 2017 $000 $000
2018 $000
Council
92,813 330,006 448,785
101,639 318,523 447,484
102,916 374,224 577,952
112,220 362,603 586,358
871,604
867,646
1,055,092
1,061,181
2017 $000
Contractual commitments for operating expenditure
Contractual commitments at the reporting date but not provided for in the financial statements are payable as follows: Consolidated 2018 2017 $000 $000 Within one year One to five years Later than five years
2018 $000
Council
2017 $000
218,072 626,194 1,378,944
181,670 599,996 1,466,109
217,090 625,099 1,378,944
181,131 599,173 1,466,109
2,223,210
2,247,775
2,221,133
2,246,413
Contractual commitments for capital
Capital expenditure contracted for at the reporting date but not provided for in the financial statements is payable as follows: Consolidated Council 2018 2017 2018 2017 $000 $000 $000 $000 Within one year One to five years
280,535 88,109
186,252 148,523
277,222 88,109
174,914 148,523
368,644
334,775
365,331
323,437
Leases as lessor
Future operating lease rental commitments receivable for property, plant and equipment comprise:
21
2018 $000
Council
23,003 67,197 173,896
19,442 58,941 139,748
17,447 46,227 137,743
17,140 50,692 114,619
264,096
218,131
201,417
182,451
2017 $000
Contingencies Contingent liabilities Consolidated 2018 2017 $000 $000 Claims Land resumptions Infrastructure charges
34
2018 $000
Council
2017 $000
12,126 23,223 11,358
14,762 19,216 20,591
12,126 23,223 11,358
14,762 19,216 20,591
46,707
54,569
46,707
54,569
Section 7 Annual Financial Statements
Within one year One to five years Later than five years
Consolidated 2018 2017 $000 $000
279
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 22
Transactions with related parties Subsidiaries The group consists of Council, its subsidiaries and controlled entities of those subsidiaries (note 8). Only one of the subsidiaries is consolidated (note 1(d)). The following transactions occurred with subsidiaries. 2018 $000 Grants, contributions and sponsorships provided by Council Dividends paid to Council Rent paid by Council
69,572 20,000 11,661
2017 $000 68,533 20,000 15,163
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. 2018 $000 Short-term employee benefits Post-employment benefits Long-term benefits Termination benefits
9,987 1,337 37 11,361
2017 $000 9,408 1,419 11 222 11,060
Further remuneration disclosures are provided in the Annual Report.
Transactions with other related parties Details of transactions between Council and other related parties are disclosed below: 2018 $000 Employee expenses for close family members of KMP Advisory services expenses Lease income received
550 453 29
2017 $000 741 331 -
Close family members of key management personnel were employed through an arm’s length process in accordance with Council’s recruitment policies. They are paid in accordance with the relevant award for the job they perform. The figures above include all remuneration received by close family members of KMP. A KMP of the consolidated entity (CBIC), controlled two organisations (Glentworth Consulting Pty Ltd and Democracy Intelligence Pty Ltd) that provided services to Council during the financial year. Transactions occurred through an arm’s length process under normal terms and conditions. Council leased a business premises in the current year to a close family member of a KMP. The transaction occurred through an arm's length process under normal terms and conditions. A controlled entity of Council made payments to a third party organisation for the management of a major Brisbane sporting event (Jeff Horn fight). Payments including a success fee were made by the third party to an extended family member of a KMP. All negotiations and transactions were at arm's length and followed normal procurement practices of the controlled entity. The financial transactions associated with the event are subject to commercial in confidence restrictions.
280
35
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 22
Transactions with related parties (continued) Commitments with subsidiaries
Lease contracts payable by Council Funding agreements payable by Council Lease contracts receivable by Council
2018 $000
2017 $000
121,917 19,327 5,762
130,001 13,933 6,947
All commitments above relate to Council's subsidiaries.
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.
23
Service concession arrangements There is no Australian Accounting Standard applicable to the current reporting period that addresses the accounting treatment to be adopted by grantors for capital costs incurred under a service concession arrangement. In July 2017, AASB 1059 Service Concession Arrangements: Grantors was released. The standard will apply to annual periods beginning on or after 1 January 2019, and the estimated impact is disclosed in note 1.
23(a)
Clem Jones Tunnel 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. CLEM7 is not currently recognised in Council's statements of financial position. This takes into consideration the risks and rewards approach and reflects the transfer of control of the assets to the operator during the concession period. The operator is responsible for all operations and maintenance requirements throughout the concession period.
23(b) Go-Between Bridge and Legacy Way Tunnel Council opened the Go-Between Bridge (GBB) in July 2010 and 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. GBB and LW are not currently recognised in Council's statements of financial position. This takes into consideration the risks and rewards approach and reflects the transfer of control of the assets to the operator during the concession periods. The operator is responsible for all operations and maintenance requirements throughout the concession period.
Council has recognised revenue of $2.6 million in 2018 for GBB, and has forecast future revenue of $126.7 million for LW in 2020. The future revenue received may be higher or lower than these estimates, depending on traffic volumes. Council may receive additional amounts for future revenue share from higher than expected traffic outcomes, or additional refinancing or other contractual benefits.
36
Section 7 Annual Financial Statements
The concession period for each asset is 50 years, commencing in December 2013 for GBB and June 2015 for LW. At the end of each concession period the operations revert back to Council's control.
281
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 24
Superannuation defined benefit plan Council has provided a written guarantee to LGIAsuper as trustee of the City Defined Benefits Fund (CDBF). The guarantee commits Council to fund the defined benefits of employees who are members of CDBF. In accordance with the Superannuation Industry (Supervision) (SIS) Regulation, actuarial assessments are undertaken annually to determine Council's obligations. Actuarial gains and losses are recognised as other comprehensive income in the year in which they occur. The more significant risks relating to the defined benefits are: Investment risk - The risk that investment returns will be lower than assumed and Council will need to increase contributions to offset this shortfall. Salary growth risk - The risk that wages or salaries will rise more rapidly than assumed, increasing defined benefit amounts and thereby requiring additional employer contributions. Legislative risk - The risk that legislative changes could be made which increase the cost of providing the defined benefits. The defined benefit assets are invested in the 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 include no amounts relating to any of Council's own financial instruments or any property occupied or used by Council. There were no Fund amendments affecting the defined benefits payable, nor were there any curtailments or settlements during the year. Consolidated 2018 2017 $000 $000
Net defined benefit asset Net asset as at 1 July Net asset as at 30 June
2018 $000
Council 2017 $000
13,493 17,852
11,213 13,493
13,493 17,852
11,213 13,493
Fair value of Fund assets Fair value as at 1 July Fair value as at 30 June
66,815 70,758
64,476 66,815
66,815 70,758
64,476 66,815
Defined benefit obligation Present value as at 1 July Present value as at 30 June
53,322 52,906
53,263 53,322
53,322 52,906
53,263 53,322
Movements in the net defined benefit asset were primarily due to returns on Fund assets, actuarial gains, service costs and employer contributions. The asset ceiling has no impact on the net defined benefit asset. Movements in the fair value of Fund assets were primarily due to interest income, returns on Fund assets and benefits paid. Movements in the defined benefit obligation were primarily due to benefits paid, actuarial gains, current service cost and interest expense. The weighted average duration of the defined benefit obligation is 5.6 years. The defined benefit costs have been determined using estimates of salary and pension escalation rates and a discount rate that reflects current market assessments. Council is not aware of any asset and liability matching strategies adopted by the Fund. The financing approach adopted at the 1 July 2015 actuarial investigation of the Fund, in a report dated 3 December 2015, is to ensure sufficient assets are available to meet benefits as and when they fall due while also to target appropriate coverage of vested benefits. In that investigation, it was recommended that Council contributes to the Fund as follows: in respect of defined benefit members, 14% of members' salaries (inclusive of the 3% occupational contribution), plus 5.88% of salaries for defined benefit members' contributions made via salary sacrifice. The expected employer contributions for the period ending 30 June 2019 is $1.035 million.
282
37
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 25
National competition policy Business activities classified under the City of Brisbane Regulation 2012 are: Transport for Brisbane Civil Construction and Maintenance Operations Urban Amenity Waste and Resource Recovery Services City Projects Office Brisbane City Cemeteries City Parking Golf Courses Riverstage Asset Portfolio Management
Commercial business unit 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 Commercial business unit Prescribed business activity code of competitive conduct Prescribed business activity code of competitive conduct Prescribed business activity code of competitive conduct
Revenue Internal Council revenue - Community service obligations External Council revenue
City Parking 2018 2017 $000 $000
124,522 358,243 482,765
85,031 316,736 401,767
30,922 30,922
30,549 30,549
444,710 8,510 453,220
399,763 4,278 404,041
10,513 1,545 12,058
10,277 1,578 11,855
Surplus (deficit) before tax Plus (less) tax equivalent
29,545 (7,169)
(2,274) (81)
18,864 (286)
18,694 (437)
Surplus (deficit) after tax
22,376
(2,355)
18,578
18,257
Expenses Administration, overheads and cost of resources Depreciation
Events after the reporting period CBIC declared a dividend of $20 million at the Board meeting on 31 July 2018.
Section 7 Annual Financial Statements
26
Transport for Brisbane 2018 2017 $000 $000
38
283
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 27
Financial instruments and financial risk management
27(a)
Categorisation of financial instruments Council has the following categories of financial assets and financial liabilities:
Financial assets Cash and cash equivalents Receivables (at amortised cost) Other non-current financial assets (at cost) Other non-current financial assets (at fair value)
Note 5 6 8 8
Financial liabilities Payables (at amortised cost) Other financial liabilities (at amortised cost)
13
Consolidated 2018 2017 $000 $000
2018 $000
Council
626,715 78,088 810 57,250
906,460 77,061 810 53,166
544,565 81,415 141,712 51,969
802,411 58,543 141,712 47,865
762,863
1,037,497
819,661
1,050,531
275,358 1,901,417
277,697 1,978,361
273,388 1,901,417
274,709 1,977,316
2,176,775
2,256,058
2,174,805
2,252,025
2017 $000
27(b) Financial risk management objectives and policies Council's principal financial instruments include cash and short-term deposits, investments, loans and various facilities such as working capital and a bank overdraft. The main purpose of these financial instruments is to provide adequate financial capability to support Council's operations, the acquisition of non-current assets and management of its financial market risks. Council has various other financial assets and liabilities such as trade receivables and payables, which arise directly from its operations. Council's activities expose it to a variety of risks including market risk (such as interest rate risk), credit risk and liquidity risk. Council's financial risk management activities seek to minimise potential adverse effects of the unpredictability of financial markets on financial performance. Derivative products are used when considered necessary to hedge certain risk exposures. Financial risk management is undertaken by Council's treasury operations and its activities are monitored by Council's Financial Risk Management Committee.
27(c)
Market risks Interest rate risk Interest rate risk refers to possible fluctuations caused by changes in the value of interest bearing financial instruments as a result of changes in market rates. Interest rate risk includes long term borrowings such as loans from QTC where repayments vary in accordance with the movement in the underlying borrowing rate. Council's interest rate sensitivity to an expected 1% maximum fluctuation in interest rates if all other variables were held constant is: Increase (decrease) in operating capability and equity
1% increase in interest rates 1% decrease in interest rates
284
Consolidated 2018 2017 $000 $000 5,327 (5,202)
39
7,952 (7,814)
2018 $000
Council
4,506 (4,381)
2017 $000 6,836 (6,698)
Brisbane City Council Notes to the financial statements for the year ended 30 June 2018 27
Financial instruments and financial risk management (continued)
27(d) Liquidity risk Liquidity risk refers to the ability of Council to meet its financial obligations as and when they fall due. Council is exposed to liquidity risk through its normal course of business. Council's objective is to maintain adequate access to highly liquid investments, borrowings and other credit facilities. The following table discloses the contractual maturity of Council's financial liabilities, calculated based on undiscounted cash flows relating to the liabilities at the reporting date. 1 year or less $000
Consolidated 2018 Financial liabilities Payables Loans Finance lease liabilities
2017 Financial liabilities Payables Loans Finance lease liabilities
Payable in: Over 1 to 5 years $000
More than 5 years $000
Total $000
271,426 164,975 203
3,932 661,431 2,125
1,947,582 46,173
275,358 2,773,988 48,501
436,604
667,488
1,993,755
3,097,847
272,711 173,224 96
4,986 690,341 1,574
2,088,576 46,927
277,697 2,952,141 48,597
446,031
696,901
2,135,503
3,278,435
At 30 June 2018, the current book value owing by Council on QTC loans is $1,853 million (2017: $1,929 million). The difference represents the estimated amount of interest that will be payable over the remaining life of the loan based on current interest rates.
Council 2018 Financial liabilities Payables Loans Finance lease liabilities
2017 Financial liabilities Payables Loans Finance lease liabilities
27(e)
Payable in: Over 1 to 5 years $000
More than 5 years $000
Total $000
273,388 164,975 203
661,431 2,125
1,947,582 46,173
273,388 2,773,988 48,501
438,566
663,556
1,993,755
3,095,877
274,703 172,179 96
6 690,341 1,574
2,088,576 46,927
274,709 2,951,096 48,597
446,978
691,921
2,135,503
3,274,402
Credit risk The credit risk of financial assets that have been recognised on the statements of financial position is the carrying amount net of any impairment. No significant concentration of credit risks has been identified, as exposure is spread over a large number of counterparties and customers. Council has policies in place to ensure that credit facilities are made to counterparties and customers with an appropriate credit history. An analysis of outstanding receivables is shown in note 6.
40
Section 7 Annual Financial Statements
1 year or less $000
285
286
287
Section 7 Annual Financial Statements
288
289
Section 7 Annual Financial Statements
290
Brisbane City Council Current-year financial sustainability statement for the year ended 30 June 2018
Measures of financial sustainability
How the measure is calculated
2018 Consolidated
2018 Council
Council's performance at 30 June 2018 against key financial ratios: Operating surplus ratio
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Asset sustainability ratio
Net financial liabilities ratio
9%
6%
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
114%
114%
Total liabilities less current assets divided by total operating revenue (excluding capital items)
75%
83%
Council borrows to fund future long term infrastructure assets to provide ongoing benefits to the community. The most recent credit review issued by Queensland Treasury Corporation in October 2017 provided Council with a 'Strong Rating' and 'Neutral Outlook'. Note 1 - Basis of preparation The current year financial sustainability statement is a special purpose statement prepared in accordance with the requirements of the City of Brisbane Regulation 2012 and the Financial Management (Sustainability) Guideline 2013 Version 1.1. The amounts used to calculate the three reported measures are prepared on an accrual basis and are drawn from the Council's audited general purpose financial statements for the year ended 30 June 2018. In determining the asset sustainability ratio: 1. Capital expenditure on the replacement of assets (renewals) refers only to infrastructure assets, which excludes fleet (buses and ferries), plant and equipment, and IT assets. 2. Depreciation expense relates to only infrastructure assets.
Section 7 Annual Financial Statements
The definition for the asset sustainability ratio is as set out in the Financial Management (Sustainability) Guideline 2013 Version 1.1 issued by the Department of Local Government, Racing and Multicultural Affairs.
291
292
293
Section 7 Annual Financial Statements
294
295
Not greater than 60%
Greater than 90%
Between 0% and 10%
Not greater than 60%
Greater than 90%
Between 0% and 10%
Target
4% 4%
81% 71%
4% 1%
58% 52%
6% 4%
2021
54% 48%
8% 5%
2022
66% 59%
7% 4%
2023
66% 59%
8% 6%
2024
65% 58%
9% 7%
2025
62% 55%
9% 8%
2026
Section 7 Annual Financial Statements
57% 50%
10% 8%
2027
57% 51%
11% 8%
2028
1% 1%
58% 52%
3% 0%
54% 48%
5% 2%
66% 59%
4% 1%
66% 59%
5% 3%
65% 58%
6% 4%
62% 55%
7% 5%
57% 50%
7% 5%
57% 51%
8% 5%
83% 108% 112% 115% 114% 110% 98% 97% 96% 95% 89% 83% 108% 288% 279% 269% 252% 228% 218% 208% 201% 190%
81% 71%
1% -2%
99% 102% 104% 103% 99% 87% 86% 84% 83% 77% 99% 265% 256% 247% 231% 208% 199% 189% 182% 171%
114% 110% 114% 110%
6% 6%
75% 75%
114% 110% 114% 110%
9% 9%
2020
Forecasts for the years ending 30 June
Post-accounting standard changes ratios include the estimated implications of Australian Accounting Standards and Interpretations not yet effective with an expected significant impact in future years.
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Net financial liabilities ratio l Pre-accounting standard changes l Post-accounting standard changes
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Asset sustainability ratio l Pre-accounting standard changes l Post-accounting standard changes
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Operating surplus ratio l Pre-accounting standard changes l Post-accounting standard changes
Council
Total liabilities less current assets divided by total operating revenue (excluding capital items)
Net financial liabilities ratio l Pre-accounting standard changes l Post-accounting standard changes
Capital expenditure on the replacement of assets (renewals) divided by depreciation expense
Asset sustainability ratio l Pre-accounting standard changes l Post-accounting standard changes
Net result (excluding capital items) divided by total operating revenue (excluding capital items)
Operating surplus ratio l Pre-accounting standard changes l Post-accounting standard changes
Consolidated
Measures of financial sustainability
Actuals 2019 2018
Brisbane City Council Long-term financial sustainability statement prepared as at 30 June 2018
296
297
Section 7 Annual Financial Statements
Parks and gardens apprentice
Glossary A Active Parks program: Council’s Active Parks program offers free or low-cost, accessible recreational activities for people of all ages, abilities and background at more than 50 local parks across Brisbane. Active School Travel program: a program aimed at educating students, parents and teachers about the benefits of leaving the car at home and advocating travel by walking, cycling or using public transport. Adopted Infrastructure Charges Resolution: the document that sets out how Council levies infrastructure charges from development where additional demand is placed on infrastructure networks as a result of the development activity. Advisory Board: boards comprised of representatives from corporate, public and not-for-profit sectors to provide strategic advice and direction on areas of significance, such as the Transport Advisory Board, Field Services Advisory Board and the Lord Mayor’s Creative Brisbane Advisory Board. All abilities playground: playgrounds that provide a variety of play experiences for people of all abilities.
298
Annual Plan (and Budget): each year the Lord Mayor presents and Council adopts an Annual Plan and Budget. The Annual Plan specifies the outcomes Council seeks to achieve, the services Council provides to the community and the projects Council will undertake. The Budget provides authorisation for Council’s expenditures and revenue collection. Annual Report: Council’s report on its annual performance. The report includes statements about annual performance, financial statements and disclosures required under legislation. Asia Pacific Cities Summit (APCS) and Mayors’ Forum: a leading regional forum for civic and business leaders, supported by Council. Audit Committee: Council’s Audit Committee oversees the organisation’s audit, control and risk management functions. Australian Workplace Equality Index: the definitive national benchmark on LGBTI workplace inclusion which drives best practice in Australia and sets a comparative benchmark for Australian employers across all sectors.
B Better Brisbane Proposals: an initiative that encourages proposals from residents, entrepreneurs, business owners, not-for-profit organisations or academics that solves a problem, addresses an opportunity or could enhance Council’s services. BrisAsia Festival: annual three‑week festival program celebrating the best of Asian art and culture across Brisbane. Includes hands-on artistic workshops, Asian‑inspired cooking classes and cultural performances. Brisbane 2022 New World City Action Plan: aims to define the priorities that will drive the city’s economic growth. Brisbane Canvas project: an extension of the successful Vibrant Laneways Outdoor Gallery program, the project introduces a rich range of innovative and imaginative commissioned street art to Council and Queensland Government-owned walls, pillars and bridge structures in Brisbane, energising public spaces and celebrating the city’s creative scene. Brisbane City Plan 2014: Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed.
Brisbane Greeters: a voluntary service in which friendly and well-informed local people show visitors the city. Brisbane City Council Local Government Area (LGA): a defined portion of the metropolitan area of Brisbane, Queensland, Australia within the jurisdiction of Brisbane City Council. Unlike LGAs in other mainland state capitals (Sydney, Melbourne, Perth and Adelaide), which generally encompass only central business districts and close neighbourhoods, the Brisbane City Council LGA covers a large portion of the metropolitan area. As a result, it has a larger population than any other LGA in Australia. Brisbane Marketing: a partner in delivering Council’s economic development plan for the city. Brisbane Marketing is also the Convention Bureau for Brisbane and the Regional Tourism Organisation for the local governments of the greater Brisbane area.
Brisbane Metro: one of Brisbane’s most significant public transport projects. Brisbane Metro will revolutionise Brisbane’s public transport system, comprising two new high-frequency metro routes connecting the inner city and suburbs using existing busway infrastructure. Brisbane Metropolitan Transport Management Centre (BMTMC): the principal transport management centre for the greater Brisbane metropolitan area. The BMTMC provides real-time traffic management updates, safe and secure busway facilities and public transport continuity that contributes to the optimal operation of SEQ’s road and public transport network. Brisbane Vision 2031 (Brisbane 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. Bushland Acquisition program: uses funds raised from the Bushland Preservation Levy to acquire and maintain property that supports significant ecosystems, plants and animals.
Business in Brisbane: newsletter and e-newsletter giving small businesses and entrepreneurial residents practical tips to help grow, strengthen or develop their business. It features details of the support services Council offers new and existing businesses, and provides information on activities and events taking place throughout the city. Business units: organisational units responsible for best practice delivery of outputs within the commercial framework set by Council. Council’s Annual Plan and Budget lists business units and their goals and activities. The Annual Report states their financial and non-financial performance.
C CityCat: Council’s fleet of catamaran public transport vessels operating along the Brisbane River from the University of Queensland, St Lucia to Northshore Hamilton. CityCycle: a bicycle hire service with stations located at key inner city destinations between the University of Queensland, St Lucia and Newstead.
Glossary
Brisbane Economic Development Plan 20122031: sets out the priorities and actions required to support Brisbane’s economic development to 2031.
299
CityGlider: buses which provide high-frequency transport. The Blue CityGlider travels from West End to Newstead. The Maroon CityGlider operates from Ashgrove to Coorparoo connecting major sporting, entertainment, shopping and dining precincts. City of Brisbane Act 2010: provides for the way in which Council is constituted and its responsibilities and powers. It is supported by the City of Brisbane Regulation 2012. Civic Cabinet: see Establishment and Coordination Committee. Congestion Reduction Unit: aims to reduce traffic congestion and improve travel times and trip reliability. Its key target is to improve average travel speeds on the top 20-25 roads in Brisbane. Corporate Plan 2016-17 to 2020-21 – 2017 Update (Corporate Plan): specifies the medium‑term (five year) strategic objectives Council seeks to achieve. The Annual Plan and Budget delivers to these objectives. Achievement of Corporate Plan objectives over a series of Corporate Plans delivers the Brisbane Vision 2031, Council’s long-term community plan. Councillor discretionary funding: see Lord Mayor’s Suburban Initiative Fund.
300
Culturally and Linguistically Diverse (CaLD): refers to the wide range of cultural groups represented in the community. Acknowledges differences in religion and spirituality, ethnicity and language. Cycling Brisbane: a program designed to encourage people of all ages and abilities to cycle.
D DisABILITY ACTION at WORK program: provides paid work experience and career development for people with disability. Disability Discrimination Act 1992 (DDA): specifies obligations of public service providers including local government. DDA aims to promote the principle that people with a disability have the same fundamental rights as the rest of the community.
E Early Warning Alert Service: provides residents in the Brisbane City Council LGA with weather alerts via email, SMS and/or home phone. Election: Council elections are held every four years. The most recent election was held on 19 March 2016. Voting is compulsory for all residents who are Australian citizens over 18 years of age.
Environment Centre: Brisbane has three environment centres at Boondall Wetlands, Downfall Creek and Karawatha Forest. People of all ages can attend the centres to learn about the importance of the flora, fauna and urban bushlands in the wider natural area. Establishment and Coordination Committee: makes decisions on a range of matters delegated to it by Council. It is chaired by the Lord Mayor and includes the chairmen of Council’s seven other standing committees. Executive Management Team (EMT): consists of the Chief Executive Officer, divisional managers and executive managers from across the organisation.
F Financial sustainability statements: 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. Food Act 2006: provides for matters relating to handling and selling food etc.
disability. Council partners with HELP Enterprises to provide work‑based training and paid work experience for people from diverse backgrounds.
G
Immunisation: Council provides a free immunisation service through its community immunisation clinics to help protect a range of people against diseases such as measles, whooping cough, polio and tetanus, including international and interstate visitors.
Green Heart: through this program, Council encourages Brisbane residents to make changes to their everyday lives to help achieve the goal of Brisbane becoming a more sustainable city. The program includes special events and workshops as well as initiatives for residents, businesses and schools.
H HELP Enterprises: A registered not-for-profit organisation focused on facilitating meaningful and supported employment opportunities for people with a
Homeless Connect: brings together business and community groups twice a year to provide free services to people experiencing, or at risk of, homelessness. Brisbane held the first Homeless Connect in Australia in November 2006. Similar events are now held in Perth, Hobart, Adelaide and the Gold Coast.
I
L Leadership Blueprint: a framework that defines everyday leadership behaviours. It captures the six capabilities that represent and define successful leadership at Council.
Living in Brisbane: newsletter that provides residents with information about Council projects, events and activities happening throughout the city. Local Government Infrastructure Plan: ensures that as the city grows Council maintains a high standard of infrastructure, delivered where and when it is needed for the best value for money. Lord Mayor’s Business Excellence Workshops: a series of free workshops held to give businesses an opportunity to meet Council officers so questions can be answered and areas for service improvements identified. Lord Mayor’s Business Forums: a series of free workshops held across Brisbane for businesses. Successful local business entrepreneurs provide valuable insights from their own experience and offer practical tips to help local businesses grow. Lord Mayor’s Multicultural Round Table: aims to identify and facilitate opportunities for business and economic development in Brisbane’s multicultural community. Lord Mayor’s Suburban Initiative Fund: the Annual Plan and Budget allocates this fund for Councillors to employ at their discretion to support local projects and help build stronger communities.
Glossary
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.
301
N National Aboriginal and Islanders Day Observance Committee (NAIDOC): NAIDOC has representatives from most Australian states and territories and makes decisions on national celebrations each year. Council provides assistance to community organisations to run events which celebrate the achievements and culture of Aboriginal and Torres Strait Islander peoples. National Competition Policy: organisational arrangements aligned with Council’s obligations under the National Competition Policy. Neighbourhood plan: locally specific statutory plan which guides future development, urban design and land uses. New World City: A term used by economists to benchmark cities with similar traits with potential to leverage a highly desirable quality of life and enhance benefits to the city as they grow.
O Office of Disputes Commissioner: an independent office within Council that investigates complaints about infringement notices and makes recommendations to either waive or uphold them.
302
One Brisbane many cultures: a quarterly multicultural publication which provides a snapshot of key Council initiatives and citywide events. Our People 2017-2022: a plan for our future workforce – focusing on how we attract, retain and develop our people in a positive and productive work environment to meet the needs of Brisbane, now and in the future.
P Performance leadership: a strengthened and improved approach to Performance Leadership Conversations for Council employees. This approach encourages a ‘continuous’ process of frequent, quality conversations and two way communication. Program Area: the outcomes that Council plans for are grouped together in program areas. In 2017-18 Council’s programs were: 1. Transport for Brisbane 2. Infrastructure for Brisbane 3. Clean, Green and Sustainable City 4. Future Brisbane 5. L ifestyle and Community Services 6. Customer Service 7. Economic Development 8. City Governance. Council’s Annual Plan and Budget lists programs, their
outcomes, associated services and projects, and the budgets allocated to them. A specific initiative within these areas may also be referred to as a program.
Q QUBE Effect: Brisbane’s annual contemporary youth music program. Youth Week initiative selecting local acts to perform a 20 minute set to a live audience who are then squeezed into QUBEs (cubes) to play their favourite song for a chance to win $4000 in The QUBE Effect People’s Choice competition.
R Rapid Response Group (RRG): the response team that provides Council’s frontline key safety and amenity response across Brisbane 24 hours a day. Resource recovery centre: waste minimisation initiative that provides residents with free disposal of recyclable and reusable materials. RiskSMART: a service designed to fast-track the decision process for low risk, decision-ready development applications.
Sister Cities: Council builds mutually beneficial relationships with other cities around the world, in particular within Asia, to develop economic and cultural ties and promote Brisbane as Australia’s New World City. Council has nine sister cities. They are: Abu Dhabi, United Arab Emirates Auckland, New Zealand Chongqing, China Daejeon, South Korea Hyderabad, India Kaohsiung, Taiwan Kobe, Japan Semarang, Indonesia Shenzhen, China. Standing Committee: Council has eight standing committees made up of and chaired by elected representatives. The committees are: Establishment and Coordination Committee (Civic Cabinet) City Planning Committee Environment, Parks and Sustainability Committee Field Services Committee Finance and Economic Development Committee Infrastructure Committee Lifestyle and Community Services Committee Public and Active Transport Committee.
State Emergency Service (SES): a volunteer organisation which provides practical support to Queensland communities during emergencies. Council supports Brisbane’s SES with resources, training and facilities. Study Brisbane: an initiative driven by Brisbane Marketing, in partnership with government and industry, for the economic, social and multicultural benefits of Brisbane’s international education sector. Sustainable Planning Act 2009: Queensland’s repealed planning legislation, now superseded by the Planning Act (2016). Suburban Centre Improvement Project: a program that delivers improvements to suburban centres in partnership with property owners, improving the centre’s economic competitiveness, attractiveness, amenity, safety, accessibility and identity by injecting new life into suburban shopping centres.
T Taskforce Against Graffiti (TAG): a joint initiative of Council and the Queensland Police Service to combat graffiti and associated crime. Temporary Local Planning Instrument: a policy that Council may implement under the Planning Act (2016) that sets out planning and development assessment policies to protect all or part of a LGA from adverse impacts in urgent or emergent circumstances. Tip Shop: Council’s two Tip Shops are operated by the Endeavour Foundation and sell good‑quality second‑hand products which have been salvaged before going to landfill. The Tip Shops are located at Acacia Ridge and Geebung. The Capital: an innovation hub and co-working space for start‑ups in the CBD which offers unique support to Brisbane’s rapidly expanding start-up community. Transport Plan for Brisbane 2008-2026: provides a strategic framework to address the challenges and issues facing Brisbane. The plan outlines objectives and actions to achieve an efficient integrated transport system.
Glossary
S
303
W
Y
Ward: a local authority area, typically used for electoral purposes. The Brisbane LGA is divided into 26 wards. Eligible residents in each ward elect a Councillor to represent their ward in Council. All residents elect the Lord Mayor.
Your Voice: Council’s employee survey conducted once every two years.
WaterSmart: an approach to the sustainable use, reuse, care and management of water and waterways in the face of challenges including increased population, additional demand on our natural areas and open space, changes to our climate and the quality and condition of infrastructure. Wayfinding: technology aimed at supporting movement around the city. For example, ‘Step Hear’ signs and wrist activators provide audio messages to inform pedestrians with a vision impairment where they are. Workforce Equity and Diversity Framework: a framework aimed at ensuring Council is known as an employer of choice, its workforce reflects new trends in the composition of the community, and Council is a diverse and fair place to work.
304
Youth Strategy 2014-19: an integrated whole-of-Council approach to ensure Council continues to be an organisation that values and includes young people in the life of Brisbane. Youth Week: annual series of activities and events across the city showcasing young people’s ideas and talents.
Z Zero Harm: Council is committed to being a Zero Harm organisation. Council’s goal is to create a workplace that is injury, illness and incident free.
305
Glossary
New Farm Park
INDEX A Access and inclusion............................................................................................................................. 109, 114, 206 Active and healthy...............................................................................................30, 64, 69, 109-111, 113, 116, 120 Active Parks program...................................................................................................................................113, 298 Active School Travel program...................................................................... 63, 64, 67, 74, 214, 215, 223, 231, 298 Active transport........................................................................................13, 14, 28, 29, 61, 62, 63-64, 78, 162, 202 Adopted Infrastructure Charges register............................................................................................................205 Adopted Infrastructure Charges Resolution...............................................................................................101, 298 Advisory Board......................................................................................................................................186, 202, 298 All abilities playground...................................................................................................................................84, 298 Annual Financial Statements.....................................................................14, 56, 149, 182, 186, 190, 244-297, 300 Annual Plan and Budget.......................................................................... 3, 12, 13, 14, 29, 298, 299, 300, 301, 302 Annual Report......................................................................... 3, 12, 20, 47, 182, 194, 195, 197, 280, 298, 299, 300 Asia Pacific Cities Summit and Mayors’ Forum (2017APCS)..............................146, 148, 201, 202, 203, 204, 298 Audit Committee...................................................................................................................183, 184, 185-186, 298 Australian Workplace Equality Index.......................................................................................................43, 44, 298 Award(s).............................................................18, 22, 32, 33, 40, 45, 47-48, 87, 112, 139, 209, 216, 226, 232, 241
B Backflow prevention device.................................................................................................................................205 Better Brisbane Proposals......................................................................................................23, 148, 150, 153, 298 Bikeway.......................................................................... 14, 29, 49, 53, 61, 62, 63, 67, 69, 77, 78, 90, 173, 269, 271 Biodiversity................................................................................................................31, 83, 84, 86, 87, 90, 176, 255 Bluetooth.................................................................................................................................................................75 BrisAsia Festival...................................................................................................................................... 91, 112, 298 Brisbane, about at a glance...................................................................................................................................................... 9 history.............................................................................................................................................................. 8 Local Government Area (LGA)..................................................................................... 8, 9, 90, 101, 263, 299 Brisbane Canvas...................................................................................................................................... 99, 102, 298 Brisbane City Plan 2014.................................................................................................................101, 103-105, 298 Brisbane Economic Development Plan 2012-2031............................................................132, 133, 138, 255, 299 Brisbane Greeters...........................................................................................................................................47, 299 Brisbane Marketing......................................................................................................102, 141, 186, 262, 299, 303 Brisbane Metro.................................. 13, 14, 20, 23, 29, 53, 60, 61, 63-65, 101, 161, 162, 163, 202, 204, 255, 299 Brisbane Metropolitan Transport Management Centre (BMTMC).......................................................75, 76, 299 Brisbane River............................................................................8, 9, 19, 20, 77, 78, 88, 92, 101, 158, 237, 270, 299 Brisbane Vision 2031 (Brisbane Vision).......... 10-13, 46, 62, 69, 72, 81, 85, 100, 110, 124, 135,136, 144, 146, 149, 150, 159, 166, 172, 299, 300 Budget (and Annual Plan)..........................................................................................see Annual Plan and Budget Bus(es)...............................................................................................14, 53, 61, 62, 65, 66, 74, 76, 89, 128, 156-162 CityGlider...................................................................................................................61, 65, 66, 158, 159, 300
306
Bushland Acquisition program..............................................................................................21, 53, 84, 88, 90, 299 Bushland Preservation Levy...........................................................................................................................57, 299 Business in Brisbane.......................................................................................................................21, 134, 136, 299 Business unit(s)................................................................................................................................58, 182, 283, 299
C
Index
Campaign(s).............................................................................................................................94, 133-134, 150, 154 Carbon emissions............................................................................................................ 23, 83, 89, 158, 159, 160, 178 neutral/neutrality....................................................................................... 14, 21, 23, 83, 84, 85, 89, 158, 174 offsets.......................................................................................................................................... 23, 83, 89, 94 CBD....................................... 8, 42, 57, 63, 69, 72, 75, 90, 91, 133, 137, 138, 139, 142, 152, 166, 168, 176, 177, 303 CCTV............................................................................................................................65, 74, 75, 158, 159, 160, 161 Cemetery(ies)........................................................................... 10, 109, 111, 118, 189, 214, 221, 231, 233, 275, 283 Chief Executive Officer (CEO)..............................................................................28, 29, 32, 38, 197, 205, 280, 300 CEO’s report............................................................................................................................................22-23 CityCat(s)............................................................................................... 14, 61, 62, 65, 142, 156, 157, 158, 161, 299 CityCycle.............................................................................................. 63, 64, 66, 156, 157, 158, 159, 160, 161, 299 City Governance..................................................................................................... 54, 144-155, 171, 255, 256, 302 City Hall................................................................................................... 42, 109, 111, 112, 116, 117, 138, 189, 197 City of Brisbane Act 2010....................................................... 12, 182, 189, 194, 200, 205, 252, 257, 260, 262, 300 City Parking......................................................................................................................76, 164-169, 189, 190, 283 City Plan........................................................................................................................ see Brisbane City Plan 2014 Civic administration......................................................................................................................................146, 148 Civic Cabinet............................................................................. see Establishment and Coordination Committee Clean, Green and Sustainable City......................................................................54, 82-97, 171, 174, 255, 256, 302 Clean, Green and WaterSmart City.....................................................................................................................256 Code of Conduct.................................................................................................................................... 42, 185, 190 Committee(s).... 18, 23, 28-31, 38, 115, 145, 148, 180, 183-186, 194, 197, 199, 209, 212, 213, 214, 218, 225, 226, 229, 234, 239, 284, 298, 300, 302, 303 Communication..... 29, 35, 42, 66, 136, 140, 142, 144, 145, 147, 150-151, 153, 178, 186, 196, 201, 255, 259, 302 Community engagement........................................................................................... 20, 77, 87, 123, 124, 126-127 Community facilities................................................................................................. 14, 30, 111, 112, 114, 115-116 Community Financial Report............................................................................................................... 3, 50-57, 182 Community hall(s)...........................................................................................................30, 109, 111, 114, 117, 119 Complaints.............................................................................. 89, 125, 126, 145, 182, 185, 187, 189, 192, 200, 302 Congestion..............................................13, 30, 34, 61, 63, 65, 67, 69-72, 74-76, 78, 157, 158, 159, 160, 255, 300 Congestion Reduction Unit............................................................................................................................75, 300 Congestion report..................................................................................................................................................75 Corporate Governance............................................................................................................................ 3, 180 -191 Corporate Plan 2016-17 to 2020-21 – 2017 Update (Corporate Plan)......... 3, 12, 13, 22, 62, 72, 81, 85, 100, 110, 124, 135, 146, 159, 166, 172, 182, 300 Corporate Security........................................................................................................................................145, 185
307
Councillor(s) ........................10, 25-27, 29-31,145, 182, 192, 194-201, 205, 206, 207, 246, 252, 280, 300, 301, 304 Attendance................................................................................................................................. 192, 198, 206 Complaints.................................................................................................................................. 192, 200, 302 Conduct........................................................................................................192, 196, 197, 198, 199, 200, 204 Contact information................................................................................................................................... 313 Discretionary Funds............................................................................................................ 182, 192, 194, 207 Reimbursement Policy................................................................................................................................ 195 Suspensions........................................................................................................................................ 192, 199 Culturally and Linguistically Diverse (CaLD).........................................................................................43, 150, 300 Customer Contact Centre ...........................................................................................................................126, 128 Customer Focus....................................................................................................................................130, 255, 256 Customer Focus Vision...................................................................................................................................35, 128 Customer Service......................................................................... 35, 47, 54, 122-131, 128, 171, 174, 255, 256, 302 Cycling Brisbane...............................................................................................................................64, 69, 238, 300
D Development approval.........................................................................................................................................204 Development assessment........................................................................................................ 31, 46, 100, 105, 303 DisABILITY ACTION at WORK...................................................................................................22, 40, 43, 149, 300 Disability Discrimination Act 1992 (DDA)................................................................................................14, 66, 200 Disaster management..............................................................................................................29, 47, 147, 151, 307 Disclosures.................................................................................................3, 182, 183, 192-243, 246, 252, 280, 298 Disputes Commissioner, Office of.............................................................................................................. 188, 302
E Early Warning Alert Service..................................................................................................................148, 151, 300 Economic Development......................................................................28, 29, 54, 132-143, 151, 171, 255, 256, 302 Elected representatives.......................................................................................................18, 24-31, 148, 182, 303 Election............................................................................................................................................10, 148, 198, 300 Employee(s).... 23, 40, 46, 53, 128, 140, 145, 147, 148, 151, 182, 188, 190, 195, 200, 201, 205, 247, 251, 254, 259, 272, 274, 278, 280, 282, 301, 302, 304 Environment Centre(s)............................................................................................................................21, 174, 300 Establishment and Coordination Committee........................................................................... 28-31, 38, 300, 303 Ethical standards...................................................................................................................145, 183, 185, 186, 204 Executive Management Team (EMT)................................................................................................. 23, 32-36, 280 Expenses................... 16, 33, 50, 52, 53, 182, 192, 195-197, 246, 247, 256, 259, 260, 265, 266, 267, 272, 280, 283
F Ferry......................................................................................... 14, 39, 61, 62, 65, 156, 157, 158, 159, 160, 202, 270 Field Services............................................................................... 28, 30, 36, 170-179, 186, 189, 202, 255, 298, 303 Financial management..............................................................14, 29, 144, 145, 149, 182, 186, 255, 276, 277, 291
308
Financial sustainability statements........................................................................................................14, 182, 300 Flood(ing)...................................................... 31, 32, 34, 74, 77, 83, 84, 86, 87, 88, 91, 95, 174, 176, 204, 269, 270 Food Act 2006...............................................................................................................................................125, 300 Footpath(s)..........................................................................................................23, 77, 90, 104, 173, 187, 267, 270 Future Brisbane.................................................................................................. 54, 98-107, 171, 185, 255, 256, 302
G Graffiti....................................................................................................................123, 124, 126, 171, 174, 175, 303 Grant(s)........ 52, 54, 57, 102, 104, 109, 112, 114, 115, 116, 137, 139, 141, 149, 152, 182, 191, 194, 206, 242, 247, 251, 253, 256, 257, 260, 280 Green Heart.............................................................................................................................................87, 262, 301 Growth....22, 29, 64, 95, 98, 99, 100, 101, 102, 105, 119, 129, 130, 133-141, 150, 153, 158, 161, 183, 255, 282, 298
H HELP Enterprises............................................................................................................................................43, 301 Heritage..................................................... 21, 31, 85, 88, 90, 99, 100, 101, 103, 104, 116, 176, 205, 211, 234, 271 Homeless Connect...............................................................................................................................115, 241, 301
I Immunisation................................................................................................................................. 123, 124, 125, 301 Inclusion............................................................................40, 41, 43, 44, 47, 108, 109, 111, 114, 119, 206, 255, 298 Information and Communications Technology (ITC).........................................................................145, 147, 151 Infrastructure for Brisbane.................................................................................... 52, 54, 70-81, 171, 255, 256, 302
K Karawatha Forest Discovery Centre....................................................................................................................174
L
Index
Leadership Blueprint......................................................................................................................................46, 301 Library(ies)...............10, 14, 23, 26, 27, 30, 52, 89, 109, 110, 113, 114, 115, 116, 119, 142, 150, 151, 187, 202, 207, 228, 240, 243, 281 Lifestyle and Community Services..........................................28, 30, 35, 38, 54, 108-121, 171, 255, 256, 302, 303 Living in Brisbane..................................................................................................................................146, 150, 301 Lord Mayor(‘s) Business Excellence Workshop................................................................................................. 134, 136, 301 Business Forums......................................................................................................................... 134, 136, 301 Multicultural Round Table.................................................................................................................. 148, 301 Report......................................................................................................................................................20-21 Suburban Initiative Fund............................................................................................................ 206, 300, 301
309
M Management, Executive.........................................................................see Executive Management Team (EMT) Multicultural.........8, 29, 109, 111, 112, 145, 148, 201, 208, 211-216, 219, 222, 223, 224, 225, 230, 237, 238, 291, 301, 302, 303
N National Aboriginal and Islanders Day Observance Committee (NAIDOC)....................................115, 148, 302 National Competition Policy (NCP) ...............................................................................56, 188-189, 246, 283, 302 Neighbourhood plan......................................................................................... 31, 99, 101, 102, 103, 127, 136, 302 New World City....................................................................... 3, 11, 23, 81, 83, 86, 87,108,113, 122, 129, 142, 302 Brisbane 2022 New World City Action Plan.........................................21, 132, 133, 135, 138, 141, 255, 298 Brisbane, Australia’s New World City............................... 8, 22, 84, 96, 98, 99, 100, 102, 133, 135, 255, 303
O One Brisbane many cultures............................................................................................................... 148, 150, 302 Organisational structure ........................................................................................................................................38 Our People 2017-2022....................................................................................................................................40, 302 Overseas travel..................................................................................................................................... 182, 194, 201
P Parks....... 10, 13, 14, 21, 23, 28, 30, 31, 47, 52, 53, 63, 67, 68, 69, 74, 83, 84, 85, 86, 87, 88, 90-91, 93, 94, 99, 101, 112, 113, 114, 115, 116, 117, 118, 119, 120, 123, 127,142, 171, 174, 175, 196,198, 208, 211, 212, 213, 214, 215, 217, 218, 220, 221, 224, 225, 226, 227, 228, 229, 230, 231, 232, 234, 235, 237, 238, 239, 240, 242, 297, 298, 303, 305 Patronage bus........................................................................................................................................................... 62, 65 Planetarium..................................................................................................................................................117 pool........................................................................................................................................................111,117 Wellness Centres.......................................................................................................................................... 44 Performance leadership...........................................................................................................................42, 46, 302 Planetarium.................................................................................................. see Sir Thomas Brisbane Planetarium Playground........................................................................................................................84, 90, 174, 234, 240, 298 Pollution............................................................................................................................................................83, 89 Pool(s).............................................. 10, 30, 91, 109, 111, 114, 115, 117, 119, 123, 124, 142, 188, 204, 234, 271, 281 Population................................. 8-10, 15, 22, 77, 86, 95, 99, 100, 101, 102, 105, 119, 124, 129, 136, 161, 299, 304 Program area.........................................................................................................................................139, 182, 302 Public health and safety............................................................................................................... 124, 125, 255, 256 Public Sector Ethics Act 1994........................................................................................................................183,190 Public transport............. 14, 20, 28, 29, 40, 52, 60, 61, 62, 64, 65, 67, 106, 149, 156 -163, 202, 203, 204, 255, 258, 298, 299
310
Q QUBE Effect..................................................................................................................................................112, 302 Queensland Police Service (QPS)................................................................................................126, 152, 185, 303 Queen Street Mall..................................................................................................................................137, 138, 139
R Rapid Response Group (RRG)......................................................................................................................126, 302 Rates and charges.....................................................................................................................................56, 57, 182 Recycling.....................................................................................................................14, 86, 94, 173, 177, 178, 209 Registers........................................................................................................................................ 183, 192, 204-206 Remuneration................................................................................ 182, 194, 200, 260, 261, 272, 273, 280, 281, 301 Resource recovery centre(s).........................................................................................................................173, 302 Right to Information (RTI).............................................................................................................................145, 188 RiskSMART............................................................................................................................................103, 104, 302 Risk management............................... 29, 83, 91, 145, 147, 149, 151, 182, 183, 184, 185, 186, 246, 284, 285, 298 Road(s)... 13, 14, 20, 21, 23, 25, 26, 27, 30, 34, 40, 44, 47, 52, 61, 63, 65, 67, 69, 71, 72, 73, 74, 75, 76, 78, 87, 90, 92, 93, 102, 103, 116, 120, 134, 136, 142, 149, 151, 158, 160, 162, 171, 172, 173, 175, 176, 187, 205, 208, 213, 217, 218, 223, 224, 229, 234, 237, 238, 239, 240, 258, 260, 267, 269, 270, 271, 281, 299
S Sir Thomas Brisbane Planetarium................................................................................................................117, 119 Sir Thomas Makdougall Brisbane........................................................................................................................ 8 Sister cities....................................................................................................................................................148, 303 Social inclusion......................................................................................................................................111, 114, 119 Social media.............................................................................................. 22, 23, 112, 128, 129, 130, 150, 152, 153 Standing committees.......................................................................................................................28, 38, 300, 303 State Emergency Service (SES)..................................................................................29, 47, 48, 147, 151, 217, 303 Stormwater........................................................................ 13, 47, 87, 91, 92, 95, 113, 116, 120, 173, 174, 176, 270 Strategic planning......................................................................................12-17, 137, 144, 145, 149, 182, 184, 255 Study Brisbane......................................................................................................................................133, 137, 303 Suburban Centre Improvement Project (SCIP)...................................................................................173, 174, 303 Support Services.....................................................................................................................41, 145, 146, 149, 299 Sustainability......... 11, 14, 16, 28, 31, 33, 38, 47, 50, 56, 81, 82, 83, 87, 89, 114, 161, 182, 183, 206, 255, 291, 295 Sustainable Planning Act 2009.....................................................................................................................205, 303
T
Index
Taskforce Against Graffiti (TAG)...................................................................................................................126, 303 Temporary Local Planning Instrument.........................................................................................................104, 303 Tip shop(s).........................................................................................................................................85, 94, 175, 303 The Capital.................................................................................................................................... 137-139, 142, 303
311
Transport.... 13, 14, 20, 28, 29, 30, 34, 40, 52, 60-69, 70-79, 87, 99, 106, 149, 156-163, 167, 171, 177, 186, 187, 189, 190, 201, 202, 203, 204, 255, 258, 298, 299, 300, 303 Transport for Brisbane....................... 29, 34, 38, 54, 60-69, 76, 156-163, 171, 186, 189, 190, 255, 256, 283, 302 Transport Plan(ning)....................................................................... 20, 34, 61, 71, 73, 77, 127, 157, 160, 203, 303 Transport Plan for Brisbane 2008-2026..........................................................................................................71, 303 Travel............... 13, 14, 20, 29, 61, 63-67, 72, 74, 77, 78, 96, 106, 156-158, 162, 182, 192, 194, 196, 201, 202, 203, 214, 215, 223, 227, 231, 237, 298, 300
V Vaccination....................................................................................................................................see Immunisation
W Ward(s)................................................................................... 10, 25-27, 148, 195, 196, 197, 198, 206, 207-242, 304 Waste........... 14, 23, 34, 83, 86, 87, 94, 126, 149, 170, 171, 173, 177, 178, 189, 201, 202, 203, 209, 257, 283, 302 Green waste.................................................................................................................... 86, 94, 173, 177, 178 Waste management....................................................................................................... 14, 30, 170, 178, 255 Water..... 13, 21, 31, 47, 57, 66, 77, 83, 84, 85, 86, 87, 89, 90, 91-93, 94, 95, 113, 116, 120, 123, 149, 188, 202, 203, 214, 223, 263, 270, 304 WaterSmart.............................................................................................................................................91, 256, 304 WaterSmart City..............................................................................................................................................91, 256 Waterways....................................................................................... 31, 83, 84, 86, 87, 90, 91, 92, 94, 239, 255, 304 Wayfinding........................................................................................................................................90, 91, 210, 304 Website.................................................................... 21, 130, 134, 138, 148, 150, 154, 187, 190, 194, 217, 242, 313 Wi-Fi............................................................................................................ 13, 21, 110, 134, 136, 138, 142,143, 151 Workforce.........................................................................22, 40-48, 45, 46, 133, 137, 140, 146, 151, 172, 302, 304 Workplace Health and Safety (WHS), ..............................................................................................see Zero Harm
Y Your Voice........................................................................................................................................................42, 304 Youth Strategy 2014-19.................................................................................................................................115, 304 Youth Week...........................................................................................................................................115, 302, 304
Z Zero Harm................................................................................................................................22, 36, 42, 44, 45, 304
312
Contact details COUNCIL ADMINISTRATION OFFICES
ACKNOWLEDGEMENTS
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Council thanks all those who contributed to the development of the Annual Report 2017-18.
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