Brisbane City Council Annual Report 2016-17 by Brisbane City Council

BRISBANE CITY COUNCIL

ANNUAL REPORT 2016-17

WE ARE PLEASED TO PRESENT THE BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17. Brisbane City Council is the largest local government in Australia. Our responsibility is to provide leadership and good governance for the people of Brisbane and to manage our resources to ensure Brisbane is a prosperous and vibrant new world city. The Annual Report 2016‑17 describes Council’s progress and performance over the course of the financial year, reporting on Annual Plan and Budget and Corporate Plan 2016‑17 to 2020‑21 (Corporate Plan) objectives. How to read the Annual Report This report is divided into a number of main sections beginning with an introduction containing information on Brisbane, Council’s Corporate Plan scorecard and strategic planning. The report then provides an overview of Council and the organisation, progress and performance for programs and businesses, our community financial report, corporate governance, disclosures and audited financial statements. While care has been taken to ensure all content is complete and accurate, Brisbane City Council cannot guarantee it is without error. © 2017 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 On the cover: Team Brisbane CityCats showing their colours on the Brisbane River.

CONTENTS SECTION 1: BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17....................... 5

SECTION 6: CORPORATE GOVERNANCE..................................... 139

Brisbane at a glance.............................................6 Brisbane in profile.................................................8 Corporate Plan scorecard...................................12 Strategic planning...............................................19

Risk management.............................................141 Assurance Services and Ethical Standards........141 Corporate Security............................................143 Brisbane City Council Audit Committee...........143 Complaints management.................................144 Right to Information and Information Privacy access requests.................................................145 National Competition Policy.............................146 Code of Conduct..............................................147

SECTION 2: OUR COUNCIL.................... 25 Lord Mayor’s Report...........................................26 Chief Executive Officer’s Report.........................28 Our elected representatives...............................30 Civic Cabinet......................................................35 Executive Management Team............................40 Organisational structure.....................................45 Our people.........................................................46 Award recognition..............................................51

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS................ 55

SECTION 7: DISCLOSURES................... 149 Councillor remuneration...................................150 Councillor expenses reimbursement................151 Councillor attendance, suspensions, conduct and complaints...................................153 Executive remuneration....................................155 Overseas travel.................................................156 Registers kept by Council ................................158 Land, reserves and controlled roads.................159 Grants to community organisations..................159 Councillors’ discretionary funds........................160

Program 1: Clean, Green and WaterSmart City..................................................56 Program 2: Moving Brisbane..............................66 Program 3: Future Brisbane................................74 Program 4: Your Brisbane...................................80 Program 5: Public Health and Safety..................88 Program 6: Economic Development..................94 Program 7: Customer Focus.............................100 Program 8: City Governance............................106

GLOSSARY............................................ 246

SECTION 4: BUSINESS UNITS.............. 115

INDEX................................................... 255

Transport for Brisbane......................................116 Field Services....................................................120 City Parking.......................................................126

CONTACT DETAILS............................... 261

SECTION 8: ANNUAL FINANCIAL STATEMENTS.................... 194

SECTION 5: COMMUNITY FINANCIAL REPORT............................. 133 Financial Summary 2016-17..............................134 Revenue and expenses.....................................134 Assets and liabilities.........................................134 Community equity............................................135 Measures of financial sustainability...................136 Rates: Fair and equitable rates and rates concessions.......................................136

Brisbane City Hall and King George Square

Brisbane River

BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17 IN THIS SECTION Brisbane at a glance Brisbane in profile Corporate Plan scorecard Strategic planning

BRISBANE AT A GLANCE A snapshot of the Brisbane Local Government Area in figures.*

1,180,825 Population

1338.1 km2

26.5˚C

Geographical area

Average daily high temperature

BRISBANE

77,536 International students (including Tertiary, TAFE, technical and English language students)

16.3˚C

835,774

Average daily low temperature

People employed in the Brisbane Local Government Area

Population by age

Demographics # 5.8%

12.1% 22.6%

30.6%

17.61%  Born in Australia  Born overseas  No response recorded 63.6%

15.1%

32.6%

 0-14

 15-24

 24-44

 45-64

 65+

pproximately 5.8% of Brisbane residents did not state t heir A country of birth. 1.5% of the population had indicated that they identify as Aboriginal and Torres Strait Islander people

* Brisbane City Council uses a range of sources to compile this information including Australian Bureau of Statistics (ABS) and Queensland Treasury.

Brisbane City Council | Annual Report 2016 -17

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6605

550

1223

Bus stops

Picnic grounds

CityCats

Buses

Swimming pools

ICB

GBB Boat

GBB

4787 km

Length of paths and walkways

Cemeteries and crematoria

ICB

GBB

2121

137

Parks (natural areas and urban parks)

Cross river ferries

Dog off-leash areas in parks

ICB

GBB

GBB Boat

ICB

GBB

Boat ICB

9096 ha

6671 ha

5762 km

Cross river bridges (excludes CLEM7 tunnel)

Natural areas managed by Council

Urban parks managed by Council (includes sports parks)

Wharves, jetties, pontoons and boat ramps

Length of constructed and formed roads

GBB

ICB

GBB

Brisbane City Council | Annual Report 2016 -17

BRISBANE IN PROFILE

BRISBANE

Brisbane City Hall and King George Square, 1953

Early history Brisbane is named after Sir Thomas Makdougall Brisbane, a noted astronomer and the sixth Governor of New South Wales, serving from 1821-1825. Brisbane’s history can be traced back more than 40,000 years, when Aboriginal clans – the Turrbal and Jagera peoples – lived in the area we now call Moreton Bay. In 1823, Lieutenant John Oxley entered the Brisbane River, finding fertile riverside land. A penal camp was initially established at Redcliffe in 1824 while Oxley found a secure site for a penal settlement. The following year the camp moved to the vicinity of what is now William Street in the Brisbane Central Business District (CBD). Its official population at that time consisted of 45 men and two women. The penal colony closed for good in 1839, however it wasn’t until 1842 that the Moreton Bay area was opened for free settlement, with Brisbane Town as its centre.

Brisbane City Council | Annual Report 2016 -17

From that point, Brisbane grew quickly due to the region’s rich agricultural industry. The wool trade through the Port of Brisbane led to the construction of ‘wool stores’ along the inner city wharves. In 1859, the colony of Queensland was separated from New South Wales, and Brisbane with a population of 6000 was made the capital. Between 1860 and 1865 more than 35,000 new settlers moved to Brisbane. Brisbane was officially designated city status by the passing of the Local Authorities Act 1902. In 1903, the first step towards a ‘Greater Brisbane’ was taken with the amalgamation of the adjacent Booroodabin Divisional Board, creating seven wards within the city boundaries. By 1924 the Brisbane area comprised of 20 local authorities and joint boards, which combined to form the modern Brisbane City Council.

SECTION 1: BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17

Landmarks and notable buildings Brisbane’s Windmill was built in 1828 and was converted to a signal station in 1861. It was built by convict labour and, along with the Commissariat Store (built in 1829), is one of only two buildings from that era left in the city.

Modern day Brisbane Located on the eastern seaboard, the Brisbane City Council Local Government Area (LGA) is the largest of Australia’s capital cities by geographical area, spanning some 1338.1 km². Often referred to as the River City, it is built on and around the winding Brisbane River and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and unique Queenslander housing. The river is at the heart of the city and sets the backdrop to the bustling CBD, vibrant retail and dining precincts, as well as extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Over time, Brisbane has also developed a reputation as a world-class event venue, hosting the Commonwealth Games in 1982, World Expo ‘88, the Goodwill Games in 2001, G20 Leaders’ Summit, the Asia Pacific Cities Summit (2015APCS) and Mayor’s Forum as well as the inaugural Global Tens rugby tournament in 2017. Expo ‘88 was a defining moment for Brisbane. The city hosted an unparalleled number of people, events and displays from around the world. By the time the party was over, Expo had attracted 38 participating countries, and more than 15 million visitors. Today, Brisbane is a thriving multicultural city, steadily building on its reputation as Australia’s New World City. It has an economy of $153 billion, accounting for 48.5% of Queensland’s economic output and 9% of Australia’s output.

Brisbane City Hall was officially opened in April 1930 by then Governor of Queensland, Sir John Goodwin, having taken 10 years to build. At the time of construction it was one of the most expensive buildings ever built in Australia, with a price tag of almost £1 million. Brisbane City Hall closed its doors in January 2010 for restoration and repair, re-opening to the public in April 2013. In 1925, the Greater Brisbane Council appointed a Cross River Commission to investigate the need for future bridges. The commission recommended a bridge to address local industry growth and to connect Kangaroo Point to Fortitude Valley and the Brisbane CBD. Grey Street Bridge opened in 1932 and was subsequently renamed in 1955 the William Jolly Bridge in honour of the late William Jolly. Built between 1935 and 1940, the Story Bridge officially opened in July 1940. The bridge was named after J.D. Story, Public Service Commissioner and Vice Chancellor of The University of Queensland. As the population increased, further bridges were needed. The current Victoria Bridge is the third permanent bridge at the site and opened in 1969, followed by the Gateway Bridge in 1986. The Eleanor Schonell Bridge opened in 2006 and was Australia’s first dedicated pedestrian, cycle and bus bridge. 2010 saw both the Clem7 tunnel and the Go Between Bridge open, reducing congestion and increasing connectivity on Brisbane’s road network. As more tourists began to arrive in Brisbane, the demand for public space to rival international destinations saw the introduction of King George Square at the entrance of Brisbane City Hall in 1975, and Brisbane’s first mall along Queen Street in 1982. Today, Queen Street Mall is Australia’s most successful mall, with more than 700 retailers.

Brisbane’s booming economy is driving continued population growth in the region. From 2011 to 2016, the Greater Brisbane population average annual growth rate was 1.7%1, just over 30% of Brisbane residents were born overseas and more than 22% of households speak two or more languages at home.

ABS 3218.0, Regional Population Growth, Australia, various editions

Brisbane City Council | Annual Report 2016 -17

Our Council Brisbane was declared a municipality – an area with its own local government – in 1859. The first election for the municipal Council was held in October that year, with 37 candidates for the nine positions on Council. John Petrie, a notable builder and stonemason, was unanimously elected first mayor. In 1924, Queensland State Parliament passed the City of Brisbane Act, setting up a single, citywide local government for the whole of the region. William Jolly, Brisbane’s first Lord Mayor, took office in October 1925 and served until 1931. Since then, Brisbane has elected 15 Lord Mayors, including the incumbent Lord Mayor Graham Quirk. Upon his election, Lord Mayor Jolly established Town Planning and Health Departments. Council buses were first introduced in Brisbane in 1925, travelling along proposed new tram routes, and an immunisation program was started in 1931. In 1961, thousands of homes in Brisbane were connected to sewerage lines, modernising the city and in December 1965, the first town plan for the city came into effect, providing a vision for the future of Brisbane. Today, Brisbane City Council is Australia’s largest local government in both population and budget. It is dedicated to ensuring Brisbane is a great place to live, work and relax and has a fundamental role to play in making the city the best it can be. Guiding this is

Brisbane City Council | Annual Report 2016 -17

the Brisbane Vision 2031 (Brisbane Vision), Council’s long-term community plan for the city. It details the aspirations for the city’s future and outlines ideas for achieving this vision.

Our goals The main priorities for Brisbane Vision are to: ww maintain or improve quality of life for the Brisbane community ww ensure Brisbane has the services and infrastructure to meet the liveability and sustainability challenges of the future ww provide an overarching plan of action for Council, its partners and the people of Brisbane for the next 14 years (up to 2031).

Our values Council undertakes business with the following values in mind: ww passion for Brisbane ww respect for people ww courage to make a difference ww working together ww getting things done ww value for money.

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Timeline 40,000 years ago Aboriginal clans lived in the Moreton Bay area 1823 Lieutenant John Oxley entered the Brisbane River, finding fertile riverside land

1925 Brisbane’s first Lord Mayor, William Jolly, takes office

1824

1930 Brisbane City Hall officially opened

Penal camp established at Redcliffe

1825 Penal camp moved to what is now William Street 1828

Brisbane’s Windmill built

1828-29 Commissariat Store, the second-oldest building in Brisbane, is built 1839

Penal colony closed

1842

Free settlement

1859 Colony of Queensland separated from New South Wales and Brisbane became the capital

1935 Story Bridge construction commenced 1940

Story Bridge officially opened

1942

Battle of Brisbane

1960 Brisbane’s first modern apartment building, Torbreck at Highgate Hill, completed 1969

Current Victoria Bridge opened

1974 Severe flood hits Brisbane 1975 King George Square officially opened 1982

1860-65 More than 35,000 new settlers moved to Brisbane

ueen Street Mall, Brisbane’s first Q mall, opened

1982

Commonwealth Games

1864

Great Fire of Brisbane

1988

World Expo ’88

1865-66

Immigration Depot built

1990 Boondall Wetlands declared a reserve

1868

Parliament House opens

1996 First CityCat service

1879

First railway in Brisbane built

2001

1882 Demonstration of electric lighting of lamp posts in Queen Street – first recorded use of electricity for public use in the world 1886-1928 Construction of the Treasury Building 1893

Black February floods

1901

Central Railway Station completed

1902 Brisbane designated city status by the Queensland Government 1910

University of Queensland opens

1920 Construction of Brisbane City Hall commences 1924

ity of Brisbane Act passed, setting up C a single, citywide local government for the whole of the region

Goodwill Games

2007 2 Million Trees project initiated by Council, to restore bushland, develop wildlife corridors and provide shade to cool the city 2010 Brisbane City Hall closed for restoration 2011 Severe flood hits Brisbane 2013 Brisbane City Hall re-opened to the public 2014

G20 Leaders’ Summit

2015

sia Pacific Cities Summit (2015APCS) A and Mayor’s Forum held in Brisbane

2015 Story Bridge celebrates 75 years of operation 2016

Progressed the Brisbane Metro

2017

Battle of Brisbane

Brisbane City Council | Annual Report 2016 -17

CORPORATE PLAN SCORECARD About our scorecard This scorecard summarises progress towards achieving the medium-term objectives of the Corporate Plan 2016-17 to 2020-21. Progressing these is central to achieving Council’s long-term community plan, Brisbane Vision 2031. Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.

We use a four tier ratings system:

« Delivered: objective is achieved or completed.

 On track: work is continuing as planned and budgeted. Monitor closely: progress is being made but does not match what was planned and budgeted, or progress is difficult to measure. Program or business unit update provided. Action required: work has stopped or progress is insufficient to achieve the objective.

Program 1: Clean, Green and WaterSmart City Medium-term (5 year) objective 1.1 Sustainability Leadership

Status

Achieve 100% carbon neutrality.

Continually improve energy and carbon management.



Reduce Council’s environmental risks.



1.2 Sustainable Brisbane Educate and involve Brisbane’s community in reducing Brisbane’s environmental footprint.



Reduce the environmental footprint of Brisbane businesses.



1.3 Biodiverse Brisbane 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.



1.4 Parks, Gardens and Recreation 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.



1.5 Sustainable Water Management

Ensure our built environment minimises adverse impacts and maximises the benefits the community receives from our local water resources.



Maintain or improve the community’s awareness of water smart concepts and water smart behaviour.



Council integrates sustainable water smart initiatives into its operations.



Brisbane City Council | Annual Report 2016 -17

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Medium-term (5 year) objective 1.6 Focus on the River, Bay and Waterways

Status

Maintain performance against local waterway health indicators of riparian cover and in-stream habitat diversity.



Develop a sustainable framework of funding and action to maintain and improve the health of regional waterways and the bay.



Brisbane’s community recognises and values the contribution Brisbane’s waterways make to the liveability of the city.



1.7 Flood Risk Management 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.



Brisbane’s residents have a better understanding of their risk of flooding and are better prepared for and more resilient to flooding.



Council continues to manage flood risk to ensure Brisbane can effectively function before, during and after a flood.



1.8 Pollution Free City 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.



1.9 Managing and Reducing Brisbane’s Waste and Litter 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.

Program 2: Moving Brisbane Medium-term (5 year) objective 2.1 Promoting Active Transport

Status

Increase the number of trips being taken by bicycle or walking.



Provide a well-connected network of safe and continuous bikeway routes.



2.2 Public Transport 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.



2.3 Transport Network Improve road safety for all road users around schools.



Improve connectivity for pedestrians around schools to support active travel options and initiatives.



Reduce congestion by standardising and streamlining traffic movements around schools.



Improve amenity, access and safety for pedestrians and cyclists.



Better balance the competing needs for kerbside space in the CBD.



Reduce the impact of traffic congestion by ensuring the best performance of the transport network. Maintain and improve the condition of transport network assets.



Brisbane City Council | Annual Report 2016 -17

Medium-term (5 year) objective Continue to develop Brisbane’s road network through a range of major road and intersection upgrades and local road improvement programs.

Status 

Program 3: Future Brisbane Medium-term (5 year) objective 3.1 Planning for a Growing City

Status

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 South East Queensland (SEQ) Council of Mayors 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.



3.2 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.



3.3 Approving Quality Development Seek development outcomes that are right for the context, enhance the surroundings and are consistent with the strategic plan for the city and regulatory requirements.



Maintain a compliant and reasonable infrastructure charges system, including monitoring and reporting on infrastructure charges revenue and liabilities.



Make development assessment decisions in a timely manner while maintaining high quality outcomes for the city.



Maintain and enhance Brisbane’s heritage and traditional building character.



Program 4: Your Brisbane Medium-term (5 year) objective 4.1 Thriving Arts and Culture

Status

Maintain resident satisfaction with Council’s provision of arts and cultural facilities and events.



The Brisbane Powerhouse is a key destination for visitors to participate in the culture of our city.



Support high quality, accessible festivals that celebrate Brisbane’s diverse culture, arts and creativity, which will attract more than two million attendees.



4.2 Libraries for an Informed Community

Enable full use of library collections, programs and services through take-up of library membership.



Achieve 90% or higher customer satisfaction rating with Council’s library services.



Brisbane City Council | Annual Report 2016 -17

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Medium-term (5 year) objective

Status

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.



4.3 Active and Healthy Communities 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.



4.4 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 a disability, the homeless, multicultural communities and refugees.



Brisbane residents feel a sense of belonging to their community.



4.5 Community Sport and Recreation 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.



Maintain patronage of two million people per year for Council pools.



Provide the community with access to a modern community halls network.



4.6 City Icons



Brisbane City Hall will maintain its presence as the ‘People’s Place’.

Program 5: Public Health and Safety Medium-term (5 year) objective 5.1 Public Health

Status

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.



Improve community health and safety outcomes by increasing the number of registered dogs.



Assess more than 1400 properties with a regulated swimming pool, for compliance with pool safety laws every year.



Brisbane City Council | Annual Report 2016 -17

Medium-term (5 year) objective

Status

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.



5.2 Citizens’ Security Maintain capacity to respond to disaster events with State Emergency Service (SES) membership of more than 1000 members.



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.



5.3 Brisbane City Cemeteries Deliver quality and cost-effective cemeteries and crematoria reflecting the diversity of Brisbane residents.



Program 6: Economic Development Medium-term (5 year) objective 6.1 Growing Brisbane’s Economy

Status

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.



6.2 Enabling Economic Growth Capital investment will support Brisbane’s projected growth.



Brisbane will have the necessary digital infrastructure capability to support a growing digitallyenabled economy.



6.3 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.



6.4 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.



6.5 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.



6.6 Developing Brisbane’s Export Profile

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.



Brisbane City Council | Annual Report 2016 -17

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Program 7: Customer Focus Medium-term (5 year) objective 7.1 Engagement

Status

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.



7.2 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).



7.3 A Council Easy To Do Business With The community believes that Council understands their needs.



Residents and businesses feel that Council is dedicated to customers.



Program 8: City Governance Medium-term (5 year) objective 8.1 Civic Administration and Support

Status

Council is committed to being an effective and transparent government.



Council will consult widely and openly with the community.



8.2 Regional and International Activities Foster international relationships that offer economic development opportunities.



Work with other governments and organisations for the benefit of the local community, city and region.



8.3 Strong and Responsible Financial Management Remain a financially sustainable organisation. Ensure Council’s programs and services meet the current and future needs of the community.

« «

8.4 Value for money Support Services Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan Brisbane Vision 2031 and Corporate Plan.



Council will have a cost-effective, adaptable and capable workforce to implement the vision for the city.



Council will be a responsible, inclusive and attractive employer.



Reduce procurement costs while maintaining value.



Drive value through the supplier base via the Strategic Partnering Initiative.



Provide effective risk management.



Protect Council assets, people and the environment.



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.



Brisbane City Council | Annual Report 2016 -17

8.6 Information and Communications Technology Council’s business performance will be supported and improved through ICT.



Increase organisational satisfaction with ICT service delivery.



8.7 Disaster Response and Recovery Ensure Council remains compliant with the Disaster Management Act 2003.

Build a more resilient city and community.



Council has a flexible, scalable and comprehensive approach to respond to all hazards that may impact the city and community.



Transport for Brisbane Medium-term (5 year) objective Continue to meet customer needs, contribute to congestion reduction, improve our environment, as well as enhance accessibility by delivering frequent, reliable and safe services.

Status 

Field Services Medium-term (5 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.



City Projects Office Medium-term (5 year) objective City Projects Office will provide leadership, advice and professional services to create innovative solutions for the delivery of community assets and economic infrastructure for Brisbane.

Status 

City Parking Medium-term (5 year) objective

Status

Continue to meet customer needs by providing reliable and value for money off-street car parking services that contribute to Council’s economic outcomes.



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 quality car parks that offer 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.



Brisbane City Council | Annual Report 2016 -17

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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 reporting are outlined below:

Long-Term Financial Forecast

Long-Term Asset Management Plan

Council’s Strategies

Planning Scheme

Priority Infrastructure Plan

C O R P O R AT E P L A N Policy Objectives

Operational

Annual

– AND BUDGET Program and Business Plans

Financial Policies

DIVISIONAL AND BRANCH PLANS

Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012. The strategic planning framework integrates annual, medium, and long-term plans and strategies. Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the achievement of outcomes together with effective and efficient delivery of community services.

Monthly, Quarterly and Annual Reporting

Medium-Term Priorities

Annual Report

Medium-Term

Long-Term

LONG-TERM COMMUNITY PLAN (BRISBANE VISION)

All of Council’s forward planning is guided by its long‑term community plan, Brisbane Vision. This plan was developed in consultation with the community and was adopted by Council in August 2013.

Brisbane City Council | Annual Report 2016 -17

Our Vision Brisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by all for its friendly, energetic and optimistic character, and subtropical outdoor lifestyle. Brisbane will be respected for its strong international relationships, particularly with its Asian neighbours, for its boundless innovation and growing economic prosperity. Everyone living and working in Brisbane has a role to play in achieving Brisbane Vision. Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business. However, there are challenges and goals that need effort and cooperation on more than just a local government level. Council will partner with various levels of government, other organisations and international partners to work towards the aspirations and targets in the vision. The Brisbane Vision also lists actions members of the Brisbane community can take to help achieve this vision for our city.

Brisbane Vision themes Our accessible, connected city

Our active, healthy city

Our clean, green city

Our friendly, safe city

Our New World City

Our smart, prosperous city

Our vibrant, creative city

Our well-designed, subtropical city

Brisbane City Council | Annual Report 2016 -17

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 2016‑17 to 2020-21. It sets out Council’s medium-term priorities and objectives. These serve as targets and milestones on a path to achieving the Brisbane Vision. The Corporate Plan provides a bridge between Council’s long-term plans and our Annual Plan and Budget.

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 to Corporate Plan objectives across annual horizons. It allocates budget to program outcomes and to the services, activities and projects that contribute to it.

Reporting Each year an Annual Report is prepared and adopted by Council. The Annual Report is the principal mechanism by which Council reports to the community and other stakeholders. It charts our achievements and challenges for the past financial year and reports against the Annual Plan and Budget and the Corporate Plan. The report also provides Council’s longer term and detailed annual financial reporting, governance information and disclosures required by legislation.

SECTION 1: BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17

Financial management Council’s Annual Plan and Budget includes long-term financial forecasts and a number of measures of financial sustainability. Included are the three measures of financial sustainability mandated under the City of Brisbane Regulation 2012: ww asset sustainability ratio ww net financial liabilities ratio ww 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.

2017-18 proposed

2018-19 proposed

2019-20 proposed

2020-21 proposed

2021-22 proposed

2022-23 proposed

2023-24 proposed

2024-25 proposed

2025-26 proposed

2026-27 proposed

Ratio formula and explanation

2016-17 actuals

Financial Ratios

44.1%

48.2%

50.6%

47.2%

48.9%

52.9%

53.5%

53.6%

51.2%

51.7%

52.8%

4.6 times

2.7 times

2.2 times

4.1 times

4.4 times

2.6 times

2.3 times

2.8 times

4.4 times

4.6 times

4.4 times

6.0%

8.2%

8.6%

8.5%

8.0%

8.3%

8.1%

7.9%

7.3%

7.4%

7.6%

50.9%

80.9%

99.1%

83.5%

74.5%

84.0%

82.3%

78.6%

73.1%

74.2%

73.5%

8.8 to 1

8.6 to 1

7.7 to 1

8.1 to 1

8.4 to 1

7.9 to 1

8.0 to 1

7.8 to 1

7.9 to 1

13.6%

17.0%

17.9%

16.4%

15.7%

15.0%

14.7%

14.3%

14.4%

$985

$1475

$1805

$1713

$1549

$1660

$1703

$1670

$1673

$1730

$1722

1.6

0.5

0.7

0.6

0.5

Revenue Ratio Net Rates and Utility Charges Revenue/Total Revenue (Council’s dependence on rate income)

Debt Servicing Cover (Operating Capability Increase + Debt Servicing Costs)/Debt Servicing Costs (Extent to which debt servicing cost requirements are covered by the increase in Operating Capability)

Debt Servicing Ratio Debt Servicing and Redemption Cost/Total Revenue (The capacity of the Council to service its outstanding debt)

Net Debt/Revenue Ratio Net Debt/Total Revenue (Council’s borrowing ability)

Debt Exposure Ratio Total Assets/Total Liabilities (Council’s exposure to debt)

Debt Commitment Ratio Debt Servicing and Redemption Costs/Net Rate and Utility Charges Revenue (Identifies Council debt redemption strategy)

Net Debt Per Capita Working Capital Ratio Current Assets/Current Liabilities (Extent to which Council has liquid assets available to meet short-term financial obligations)

Brisbane City Council | Annual Report 2016 -17

Financial Ratios 2016-17 actuals

2017-18 proposed

2018-19 proposed

2019-20 proposed

2020-21 proposed

2021-22 proposed

2022-23 proposed

2023-24 proposed

2024-25 proposed

2025-26 proposed

2026-27 proposed

Ratio formula and explanation

continued

5.0%

-0.5%

-1.3%

-0.7%

1.1%

0.5%

-0.3%

1.4%

2.5%

3.5%

4.3%

Operating Surplus Ratio Net Operating Surplus/Total Operating Revenue (Extent to which revenues raised cover operational expenses only or are available for capital funding)

Net Financial Liabilities Ratio Total Liabilities less Current Assets/Total Operating Revenue

76.6% 112.6% 130.2% 117.9% 105.2% 110.3% 106.6% 102.4% 102.3% 103.4% 100.2%

(Extent to which the net financial liabilities of Council can be serviced by its operating revenues)

Interest Coverage Ratio Net Interest Expense on Debt Service/Total Operating Revenue (Extent to which Council’s operating revenues are committed to interest expenses)

Asset Sustainability Ratio* Capital Expenditure on the Replacement of Assets (renewals)/ Depreciation Expense

3.5%

4.5%

4.8%

5.0%

4.6%

4.5%

4.4%

4.3%

4.1%

4.0%

82.5% 89.8% 82.4% 75.1% 68.8% 62.3% 63.3% 64.4% 64.1% 64.1% 65.2%

(Approximation of the extent to which the infrastructure assets managed by Council are being replaced as these reach the end of their useful lives)

Asset Consumption Ratio Written Down Value of Infrastructure Assets/Gross Current Replacement Cost of Infrastructure Assets

76.8% 76.4% 75.8% 74.8% 73.8% 73.1% 72.4% 71.7% 71.2% 70.7% 70.2%

(The aged condition of Council’s stock of physical assets) * The Asset Sustainability Ratio above includes infrastructure renewal expenditure and depreciation associated with infrastructure assets. This aligns with the ratio of the same name included in the current year Financial Sustainability Statement.

Brisbane City Council | Annual Report 2016 -17

SECTION 1: BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17

Public art, Wharf St, Brisbane CBD

Brisbane City Council | Annual Report 2016 -17

Public Art, Fish Lane, South Brisbane

OUR COUNCIL IN THIS SECTION Lord Mayor’s Report Chief Executive Officer’s Report Our elected representatives Civic Cabinet Executive Management Team Organisational structure Our people Award recognition

LORD MAYOR’S REPORT On behalf of Brisbane City Council I am pleased to present the 2016-17 Annual Report. The financial year saw Council deliver a wide range of projects for the people of Brisbane. Our ability to deliver on key budget commitments and priorities to ensure value for money for ratepayers helped to sustain our city’s population and popularity growth as a destination for business and leisure. Reducing traffic congestion, delivering smoother streets and Australia’s most modern public and active transport system, including Brisbane Metro, are just some of our efforts to build a city for the future. Maintaining dedication to a clean, green sustainable city continues to position Brisbane as a great place to live, work and relax. The hard work of Council officers, sub-contractors and most importantly residents combines to keep Brisbane on the right track and I thank every one of them for their efforts.

Building smoother streets and traffic congestion-busting road projects Council has an ambitious infrastructure agenda to manage Brisbane’s growth in the coming decades and 2016-17 saw us take real action on attacking traffic congestion, as well as maintaining and improving more than 5700 km of Council-controlled roads. The $650 million upgrade to Kingsford Smith Drive is underway, with works set to deliver a travel time saving of up to 30% by 2031 for inbound morning peak trips between Theodore Street and Breakfast Creek Road. Progress continues on other major road projects including the Inner City Bypass, Wynnum Road, Telegraph Road and Wolston Creek Bridge, while other locations including the Staplyton Road and Johnson Road intersection, Player Street connection, the Murphy Road and Ellison Road roundabout and Green Camp Road are also set to benefit. Council has also successfully delivered the first of four years of road surfacing to revitalise 2000 suburban streets as part of our $360 million commitment to get residents home quickly and safely across 26 wards.

Brisbane City Council | Annual Report 2016 -17

Building our economy and creating new jobs Brisbane has seen so much growth in the local economy since launching the Windows of Opportunity Plan in 2011 and the 2022 New World City Action Plan. 2016-17 saw Council continue to deliver projects that ensure our city is a great place to live and work and is seen as a key business destination within Australia and the wider Asia Pacific region. The launch of The Capital was a major highlight, providing access to a wealth of resource and innovation for Brisbane’s rapidly growing community of start-ups, entrepreneurs and innovators. Our expansion of the city’s free Wi-Fi network continues to ensure businesses and residents have an opportunity to take advantage of the digital economy, with Stones Corner and Sandgate the first of eight suburban centres to benefit from the new high speed service and six more to follow in the next three years. The Brisbane landscape will continue to evolve, as Council plans effectively for change while creating opportunities for residents. Our support of new and upgraded accommodation for our city’s elderly residents and student population will bear fruit for years to come, while the forthcoming redevelopment of Howard Smith Wharves will bring the last of our iconic inner city wharf sites to life. Council’s ongoing dedication to high quality design and development, underpinned by effective neighbourhood planning and our New World City Design Guide, will also ensure Brisbane remains a well‑designed liveable city into the future.

Keeping Brisbane clean, green and sustainable As Australia’s Most Sustainable City for two years running, Brisbane has an enviable track record when it comes to caring for our natural environment. Council’s 100% carbon neutral status makes us Australia’s largest carbon neutral organisation and we have the richest biodiversity of any city in Australia, with more than 35% green cover on track for 40% by 2031. We also proudly maintain more than 2100 parks providing breathing spaces for communities across the city.

SECTION 2: OUR COUNCIL

Our $120 million allocation in 2016-17 to accelerating the protection of local bushland saw the beginning of four years during which we will deliver 10 years’ worth of important habitat reserves, while our dedication to protecting our native koala population will see work begin later this year on a Koala Research Centre in partnership with Lone Pine Koala Sanctuary. The past 12 months also marked the twentieth anniversary of our Clean Air Strategy, the start of works on the $15 million revitalisation of the Oxley Creek Catchment which will produce a world class green corridor and leisure landmark, and design works on the Northern Wetlands Environment Centre. Keeping Brisbane clean and green is about making our city liveable and sustainable for generations and I look forward to another year of progress.

Creating new lifestyle and leisure opportunities A liveable city is about more than just new jobs and better roads. Creating leisure options means more exciting events and vibrant local markets, with better facilities and venues for all ages to enjoy. Council’s investment in the Mt Coot-tha precinct development has underpinned the creation of a new Visitor Information Centre for this iconic destination, as well as the design process for our city’s newest tourist attraction, the Mt Coot-tha Zipline. Our libraries once again proved popular destinations for residents and visitors and have benefitted from an investment in upgrades, extended Saturday opening hours, a mobile library service as well as the opening of the new Chermside Library.

The progress made on the Brisbane Metro Business Case has seen our flagship public transport proposal take a step closer to reality, with our Key Findings Report helping to shape the next stage of the process. Our drive for accessible public transport remains on track, with Disability Discrimination Act (DDA) upgrades carried out to bus stops serviced by our 1200 strong bus fleet, and 60 new buses purchased over the financial year. Two-wheeled transport also enjoyed a number of successes, notably the completion of key bikeway links including the Kedron Brook Bikeway, North Western Bikeway, South Eastern Bikeway, and lighting upgrades for enhanced safety and design work on five signature bikeway projects making progress. The Active School Travel Program and the future rollout of CityCycle tap and go also offer residents and visitors more active travel options. 2016-17 also marked 20 years of CityCat services in Brisbane and our iconic ferries endure as a symbol synonymous with our river city. As we head into the new financial year, I look forward to continuing to work with residents and local communities to maintain the great city we enjoy today, while delivering our five-point plan for Brisbane’s future.

Graham Quirk Lord Mayor

Residents also benefited from our commitment to strengthening local community and sports clubs, with a $10 million grants package for ‘Building Stronger Communities’ beginning this year and the Wynnum Foreshore beach volleyball initiative set to provide a new sporting venue. Council’s City of Lights Strategy and the delivery of more than 50,000 festivals also ensures Brisbane continues to shine as a creative centre.

Delivering a modern public and active transport system Council is committed to delivering world class public transport. This means more buses for the suburbs, fewer cars on the roads and quicker, more comfortable trips and travel options.

Brisbane City Council | Annual Report 2016 -17

CEO’S REPORT Over the past 12 months, Council has continued to deliver projects helping to build a better Brisbane, grow our city’s economy and provide value to our residents, visitors and businesses.

In December, Council won the Buy Social Award Category at the 2016 Social Enterprise Awards. These awards acknowledge and celebrate excellence in social enterprise procurement in Australia.

The implementation of our new Corporate Plan 2016-17 to 2020-21 provided business units and program areas with opportunities to deliver our vision and further position Brisbane as Australia’s New World City.

Innovative and responsive customer service

While Council has achieved many great outcomes this year, 2016-17 also delivered great sadness. The tragic death of bus operator Manmeet Sharma, while performing his duties, was devastating to the organisation and Brisbane community. Every day our employees work hard to deliver value to our city and I thank them all for their commitment.

Council strives to provide outstanding customer service. In 2016-17, Council answered more than 44,000 calls through the Business Hotline (133 BNE) and managed more than 8.2 million enquiries through the Customer Contact Centre. These efforts were recognised at the National AusContact awards where our Customer Contact Centre won two categories.

Skilled workforce, dedicated to a better Brisbane In March 2017, employees provided insights into working for Council through the organisations’ corporate Your Voice survey. More than 70% of employees participated, providing the organisation with valuable data which will be used to inform strategies, business plans and performance goals. Our employee engagement level increase of 3% points has seen Council now benchmarked against the top quartile of organisations Aon Hewitt surveyed in Australia and New Zealand. Council’s current Enterprise Bargaining Agreement (EBA) notionally expired in October 2016. Negotiations are currently underway for EBA9. The terms and conditions of EBA8 will continue to apply until EBA9 is negotiated and certified. Council is the largest local government in the Asia Pacific region and one of the biggest employers in Queensland. Offering a variety of professional roles and career paths, we continue to grow and develop our workforce, particularly through our apprenticeship, cadetship and graduate pathway programs. In 2016-17 more than 30 employees, across four teams, participated in the Local Government Managers Australia Australasian Management Challenge. The challenge develops necessary skills to make high level and strategic decisions. Not only did our teams place first and third in Queensland, but Council won the national final, outperforming teams from across Australia and New Zealand. Council’s DisABILITY ACTION at WORK employment program was nationally recognised at the National Disability Awards and the Australian Human Resources

Institute Awards for its outstanding outcomes and achievements for people with disability.

Brisbane City Council | Annual Report 2016 -17

Council continues to refine its online services by improving the organisation’s online forms, aimed at improving the delivery of community information and enhancing Council’s interactions with customers. The organisation has also grown its social media channels, delivering new and innovative ways in which to engage and respond to resident, business and visitor queries. Meanwhile, the completion of Council’s North Regional Business Centre has also increased access to local Council services for Brisbane’s northside community in one central location. Reinforcing our sustainability commitment, we provided ratepayers with the opportunity to switch to paperless billing and receive their rates notice via email. To date, more than 21,500 ratepayers have registered, with this number continuing to grow. Council is also trialling Sniip, a free mobile app offering residents a convenient method through which to pay their rates. In October, Council hosted Brisbane Innovate at Brisbane City Hall, bringing together the Information, Communication and Technology (ICT) community and showcasing Brisbane as an innovative new world city. Attended by more than 350 guests from digital industries, business and academia, the event promoted and strengthened collaboration and innovation in the ICT sector. This initiative is part of Council’s Innovative Proposals Policy to assist with processing private sector proposals that fall outside of major tenders.

Delivering on a strong plan now with a vision for the future Council continued to deliver on Brisbane City Plan 2014, with more than 3430 attendees at ten Talk to a Planner events, while the organisation processed more

SECTION 2: OUR COUNCIL

than 4390 development applications and progressed seven neighbourhood plans. In 2016-17 Council made a significant commitment to the management and enhancement of Brisbane’s roads, with more than 1.2 million square metres of road pavement resurfaced and more than 109,000 square metres of road pavement maintenance repairs completed. Council also provided increased travel options for the city’s residents and visitors, with more than 15,700 square metres of concrete laid to replace existing bikeways and construct new bikeways. Works on the Kingsford Smith Drive upgrade continued and Wynnum Road and Inner City Bypass works commenced. Once completed, these projects will cut travel time for vehicles, improve public transport provision and most importantly, improve safety for all road users. Council announced the expanded Brisbane Metro project, reaffirming its commitment to delivering Australia’s most modern public and active transport. This high-frequency, cost-effective public transport system is addressing critical bottlenecks in the inner‑city, reducing CBD bus congestion and improving services to the suburbs. Council’s BrisAsia festival, now in its fifth year, celebrated contemporary and traditional Asian arts, food and culture, strengthening awareness of Brisbane’s diverse Asian culture.

In October, Council was announced as Australia’s Most Sustainable City, winning the Overall Winner award at the Keep Australia Beautiful Australian Sustainable Cities Awards 2016. Council also won the award for the Environment Sustainability category, recognising its efforts to keep Brisbane a beautiful and environmentally sustainable city. As an organisation, Council declared carbon neutrality – a remarkable achievement given the size and complexity of Council’s operations. This declaration was achieved through a mix of initiatives, including investments in internal energy efficiency and emissions reduction projects, along with renewable energy and carbon offset purchases. Council will continue to measure, reduce and offset its operational greenhouse gas emissions. I thank the Lord Mayor, Graham Quirk and members of Civic Cabinet for their leadership and vision for the city. I thank my Executive Management Team for their support as well as the collective leadership of the organisation and also thank the committed employees of Council who every day are dedicated to improving the quality of life for residents now and into the future.

Colin Jensen Chief Executive Ofﬁcer

The Karawatha Forest Discovery Centre celebrated one year of operation. Since opening its doors, thousands of visitors have explored the centre and its surrounding parkland. Council expanded its library services to residents with our free mobile library service. Staffed and driven by librarians, the mobile library is a custom-built vehicle that transforms into a multi-dimensional library with a covered deck, extension pod, a lift for wheelchairs and prams, solar panels, internet computers and a Wi‑Fi hotspot. In 2016-17, Council established a new swimming pool in Parkinson, with more than 2.5 million people visiting Council’s 22 pools over the course of the year. Council opened the Sunnybank Performing Arts Centre (SunPAC) – a new multicultural performing arts centre, while construction of the West End Common Park commenced which will provide a vibrant, green space for the community in the heart of West End.

Brisbane City Council | Annual Report 2016 -17

OUR ELECTED REPRESENTATIVES Councillors as at 30 June 2017

Bracken Ridge

Liberal National Party (LNP) Australian Labor Party (ALP) Green Independent

Wynnum Manly Deagon

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

Pullenvale Jamboree

Macgregor

Moorooka

Runcorn Forest Lake

Calamvale

Brisbane City Council | Annual Report 2016 -17

Wynnum Manly

SECTION 2: OUR COUNCIL

LORD MAYOR Cr Graham Quirk (LNP)

BRACKEN RIDGE Cr Amanda Cooper (LNP)

CALAMVALE Cr Angela Owen (LNP)

Office of the Lord Mayor GPO Box 2287 Brisbane Qld 4001 (07) 3403 4400

Bracken Ridge Ward Office Cnr Bracken and Barrett Streets Bracken Ridge Qld 4017 (07) 3667 6000

Calamvale Ward Office Shop 10, Central Park Medical Centre 168 Algester Road Calamvale Qld 4116 (07) 3131 7022

lord.mayor@brisbane.qld.gov.au Elected as Councillor 1985 Appointed as Lord Mayor 2011 Elected as Lord Mayor 2012

brackenridge.ward@ bcc.qld.gov.au Appointed to Council 2007 Elected 2008 Number of voters 28,911

calamvale.ward@bcc.qld.gov.au

CENTRAL Cr Vicki Howard (LNP)

CHANDLER Cr Adrian Schrinner (LNP)

COORPAROO Cr Ian McKenzie (LNP)

Central Ward Office Shop 11, 31 Duncan Street Fortitude Valley Qld 4006 (07) 3403 0254

Chandler Ward Office Shop 8, Millennium Centre 14 Millennium Boulevard Carindale Qld 4152 (07) 3407 1400

Coorparoo Ward Office Suite 6, 737 Logan Road Greenslopes Qld 4120 (07) 3403 2101

central.ward@bcc.qld.gov.au Elected 2012 Number of voters 27,838

Elected 2008 Number of voters 28,314

coorparoo.ward@bcc.qld.gov.au

chandler.ward@bcc.qld.gov.au Elected 2005 Number of voters 26,045

Elected 2008 Number of voters 28,759

DEAGON Cr Jared Cassidy (ALP)

DOBOY Cr Ryan Murphy (LNP)

ENOGGERA Cr Andrew Wines (LNP)

Deagon Ward Office Cliff Street Sandgate Qld 4017 (07) 3667 6011

Doboy Ward Office Shop 5, 1181 Wynnum Road Cannon Hill Qld 4170 (07) 3407 8800

deagon.ward@bcc.qld.gov.au

doboy.ward@bcc.qld.gov.au

Enoggera Ward Office 102 Samford Road (Cnr Cole Street) Alderley Qld 4051 (07) 3407 2510

Appointed to Council 2015 Elected 2016 Number of voters 28,607

Elected 2012 Number of voters 27,967

enoggera.ward@bcc.qld.gov.au Elected 2008 Number of voters 30,528

Brisbane City Council | Annual Report 2016 -17

OUR ELECTED REPRESENTATIVES Councillors as at 30 June 2017 FOREST LAKE Cr Charles Strunk (ALP)

HAMILTON Cr David McLachlan (LNP)

HOLLAND PARK Cr Krista Adams (LNP)

Forest Lake Ward Office Inala Library Building Cnr Wirraway Pde & Corsair Ave Inala Qld 4077 (07) 3407 1211

Hamilton Ward Office 42 Racecourse Road Hamilton Qld 4007 (07) 3403 1095

Holland Park Ward Office Shop 13, 1290 Logan Road Mt Gravatt Qld 4122 (07) 3403 7791

hamilton.ward@bcc.qld.gov.au

hollandpark.ward@bcc.qld.gov.au

Elected 2006 Number of voters 28,228

Elected 2008 Number of voters 27,937

JAMBOREE Cr Matthew Bourke (LNP)

MACGREGOR Cr Steven Huang (LNP)

MARCHANT Cr Fiona King (LNP)

Jamboree Ward Office Shop 146A, Mt Ommaney Shopping Centre, 171 Dandenong Road Mt Ommaney Qld 4074 (07) 3407 7000

MacGregor Ward Office Ground Floor, 2072 Logan Road Upper Mt Gravatt Qld 4122 (07) 3407 8500

Marchant Ward Office North Regional Business Centre, Level 1, 375 Hamilton Road Chermside Qld 4032 (07) 3407 0707

forestlake.ward@bcc.qld.gov.au Elected 2016 Number of voters 29,092

jamboree.ward@bcc.qld.gov.au Elected 2008 Number of voters 27,685

Appointed to Council 2011 Elected 2012 Number of voters 27,792

marchant.ward@bcc.qld.gov.au Elected 2008 Number of voters 29,168

MCDOWALL Cr Norm Wyndham (LNP)

MOOROOKA Cr Steve Griffiths (ALP)

MORNINGSIDE Cr Shayne Sutton (ALP)

McDowall Ward Office Shops 5 and 6, Rode Shopping Centre 271 Appleby Road Stafford Heights Qld 4053 (07) 3403 7690

Moorooka Ward Office Shop 2, 122 Beaudesert Road Moorooka Qld 4105 (07) 3403 1730

Morningside Ward Office Ground Floor, 63 Oxford Street Bulimba Qld 4171 (07) 3407 8200

moorooka.ward@bcc.qld.gov.au

morningside.ward@bcc.qld.gov.au

Appointed to Council 2003 Elected 2004 Number of voters 27,937

Elected 2004 Number of voters 29,731

mcdowall.ward@bcc.qld.gov.au Elected 2004 Number of voters 29,266

macgregor.ward@bcc.qld.gov.au

Brisbane City Council | Annual Report 2016 -17

SECTION 2: OUR COUNCIL

NORTHGATE Cr Adam Allan (LNP)

PADDINGTON Cr Peter Matic (LNP)

PULLENVALE Cr Kate Richards (LNP)

Northgate Ward Office

Paddington Ward Office 50 High Street Toowong Qld 4066 (07) 3403 2520

Pullenvale Ward Office Kenmore Library Building, 9 Brookfield Road Kenmore Qld 4069 (07) 3407 0220

Banyo Library Building, 284 St Vincents Road Banyo Qld 4014 (07) 3403 2210 northgate.ward@bcc.qld.gov.au

paddington.ward@bcc.qld.gov.au

pullenvale.ward@bcc.qld.gov.au

Elected 2016 Number of voters 30,272

Appointed to Council 2007 Elected 2008 Number of voters 30,026

RUNCORN Cr Kim Marx (LNP)

TENNYSON Cr Nicole Johnston (IND)

THE GABBA Cr Jonathan Sri (GRN)

Runcorn Ward Office BCC Sunnybank Centre 121 Lister Street, Sunnybank Qld 4109

Tennyson Ward Office Fairfield Gardens 180 Fairfield Road Fairfield Qld 4103

The Gabba Ward Office 2/63 Annerley Road (Cnr Crown Street) Woolloongabba Qld 4102

(07) 3407 0566

(07) 3403 8605

(07) 3403 2165

runcorn.ward@bcc.qld.gov.au

tennyson.ward@bcc.qld.gov.au

thegabba.ward@bcc.qld.gov.au

Elected 2012 Number of voters 27,852

Elected 2008 Number of voters 27,853

Elected 2016 Number of voters 28,329

THE GAP Cr Steven Toomey (LNP)

WALTER TAYLOR Cr Julian Simmonds (LNP)

The Gap Ward Office 477 Waterworks Road Ashgrove Qld 4060

Walter Taylor Ward Office Ground Floor, 70 Station Road Indooroopilly Qld 4068

WYNNUM MANLY Cr Peter Cumming (ALP) Leader of the Opposition

(07) 3407 1900

(07) 3407 0005

thegap.ward@bcc.qld.gov.au

waltertaylor.ward@bcc.qld.gov.au

Appointed to Council 2015 Elected 2016 Number of voters 29,571

Elected 2010 Number of voters 29,343

Elected 2016 Number of voters 29,673

Wynnum Manly Ward Office 3A/212 Bay Terrace (Cnr Pine Street) Wynnum Qld 4178 (07) 3403 2180 wynnummanly.ward@bcc.qld. gov.au Elected 1994 Number of voters 28,296

Brisbane City Council | Annual Report 2016 -17

SECTION 2: OUR COUNCIL

CIVIC CABINET As at 30 June 2017 Civic Cabinet is also known as the Establishment and Coordination Committee. Council has eight standing committees, including Civic Cabinet, which are made up of and chaired by elected representatives.

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:

The members of Civic Cabinet are the Lord Mayor (Chairman) and all seven committee Chairmen. The Chief Executive Officer acts as Secretary of Civic Cabinet, provides executive advice and reports back to Council as an organisation.

ww Establishment and Coordination Committee (Civic Cabinet)

At its highest level, Civic Cabinet sets the strategic direction for Brisbane as a city and Council as an organisation. Civic Cabinet acts with Council’s authority in a range of matters including procurement, reporting and policy development. Civic Cabinet also reviews and makes recommendations to full Council on major plans, corporate documents and city finances.

ww Field Services Committee

Boondall Wetlands, mudflats

ww City Planning Committee ww Environment, Parks and Sustainability Committee ww Finance and Economic Development Committee ww Infrastructure Committee ww Lifestyle and Community Services Committee ww Public and Active Transport Committee. Civic Cabinet meets each Monday morning.

Brisbane City Council | Annual Report 2016 -17

CIVIC CABINET COUNCILLOR GRAHAM QUIRK Lord Mayor ELECTED IN 1985 Member of Civic Cabinet 1988-1991, 2004-present Lord Mayor 2011-present Areas of responsibility ww Elected leader of Brisbane City Council ww Chairman of Civic Cabinet and an ex-officio member of all Council committees ww Spokesperson for Council to the media or at community events

ww Ceremonial duties such as citizenship ceremonies and opening new facilities ww Working with the Chief Executive Officer on Council business ww Delivering Council’s Annual Plan and Budget.

COUNCILLOR ADRIAN SCHRINNER Deputy Mayor Chairman, Public and Active Transport Committee ELECTED IN 2005 Member of Civic Cabinet since 2008

Areas of responsibility ww Brisbane Metro ww Transport for Brisbane ww Public Transport infrastructure

ww Bikeway Construction and Network ww Active School Travel.

COUNCILLOR KRISTA ADAMS Chairman, Finance and Economic Development Committee ELECTED IN 2008 Chairman of Council 2010-2012 Member of Civic Cabinet since 2012

Areas of responsibility ww Financial management of Australia’s largest Council ww Economic development to ensure business and jobs growth ww Corporate services including procurement, risk management, legal services, human resources, communication, information and technology

Brisbane City Council | Annual Report 2016 -17

ww Councillor assisting the Lord Mayor with International Relations and Multicultural Affairs ww Disaster management and preparedness.

SECTION 2: OUR COUNCIL

COUNCILLOR MATTHEW BOURKE Chairman, Lifestyle and Community Services Committee ELECTED IN 2008 Member of Civic Cabinet since 2012 Areas of responsibility ww Vibrant, caring and inclusive local communities ww Customer services ww Promoting an active and healthy lifestyle ww Libraries ww Cultural activities for Brisbane residents ww Community partnerships ww Community safety

ww Environmental health risks and minimising safetyÂ hazards ww Brisbane State Emergency Service ww Local laws and regulation ww Compliance and Regulatory Services ww Community facilities, including pools.

COUNCILLOR AMANDA COOPER Chairman, Infrastructure Committee APPOINTED TO COUNCIL IN 2007 ELECTED IN 2008 Member of Civic Cabinet since 2008

Areas of responsibility ww ww ww ww

Infrastructure asset management and optimisation City projects Transport infrastructure Transport strategy and planning

ww Road upgrades ww Road use management ww Congestion reduction.

Brisbane City Council | Annual Report 2016 -17

CIVIC CABINET

Continued

COUNCILLOR PETER MATIC Chairman, Field Services Committee APPOINTED TO COUNCIL IN 2007 Member of Civic Cabinet since 2008 Areas of responsibility ww Civil construction ww Quarry products ww Asphalt manufacture and laying ww Waste management

ww Park maintenance ww City cleansing activities ww Fleet solutions.

COUNCILLOR DAVID MCLACHLAN Chairman, Environment, Parks and Sustainability Committee ELECTED IN 2006 Member of Civic Cabinet since 2008 Areas of responsibility ww City sustainability ww Brisbane’s urban forest, parks, gardens and waterways ww Promoting energy efficiency ww Sustainable water management

Brisbane City Council | Annual Report 2016 -17

ww ww ww ww ww

Air quality Biodiversity Minimising environmental risks Supporting environmental volunteer groups Promoting sustainable behaviours.

SECTION 2: OUR COUNCIL

COUNCILLOR JULIAN SIMMONDS Chairman, City Planning Committee ELECTED IN 2010 Member of Civic Cabinet since 2011

Areas of responsibility ww Planning for sustainable development ww Protection of Brisbane’s unique character and heritage ww Development assessment processes ww Neighbourhood plans, urban renewal projects and strategic planning across Brisbane

ww Infrastructure planning to support development ww Urban design and city of lights ww Public art ww Planning for resilience to natural hazards such as flooding.

COUNCILLOR ANGELA OWEN Chairman of Council ELECTED IN 2008 Chairman of Council since 2015 Areas of responsibility ww Control of the Council Chamber and surroundings ww Presiding officer at all meetings of Brisbane City Council.

Brisbane City Council | Annual Report 2016 -17

EXECUTIVE MANAGEMENT TEAM The Chief Executive Officer (CEO), divisional and executive managers form Council’s Executive Management Team. The CEO reports to the Lord Mayor.

COLIN JENSEN Chief Executive Officer Joined Council in 2010 Qualifications ww Bachelor of Civil Engineering (Honours) ww Graduate Australian Institute of Company Directors (AICD) Significant achievements ww Extensive public sector career in Queensland Government, including Director-General of the Department of Infrastructure and Planning and Coordinator-General for Queensland. ww Consistently named one of Australia’s top 100 most influential engineers by Civil Engineers Australia magazine.

ww Received the Queensland University of Technology Chancellor’s Outstanding Alumnus Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for 2011.

PIP HOLD Divisional Manager, City Administration and Governance Joined Council in 2009 Qualifications ww Bachelor of Arts (Politics and German) ww Graduate Australian Institute of Company Directors (AICD) Significant achievements ww Extensive career in the public sector including local, state and Australian government.

Brisbane City Council | Annual Report 2016 -17

ww Appointed to the position of Divisional Manager, City Administration and Governance in 2014 following five years as Manager, Lord Mayor’s Administration Office.

SECTION 2: OUR COUNCIL

ANDREA KENAFAKE Divisional Manager, City Planning and Sustainability Joined Council in 1993 Qualifications ww Bachelor of Arts, majoring in Organisational Psychology ww Master of Rehabilitation ww Member of the Australian Institute of Company Directors (AICD) Significant achievements ww Career spanning more than 20 years in leadership and executive roles in Council. ww Instrumental in the implementation of a number of initiatives, including the improvement of the Workers Compensation system through self‑insurance and the development and introduction of Council’s Zero Harm strategy. ww Manager Development Assessment, City Planning and Sustainability Division in Council 2010-14, leading the implementation of a range of business improvement processes and products. This initiative was accredited when Development

Assessment was awarded the Australian Business Excellence Award for Innovation in 2013. ww Current directorship: Chairman, City Parklands Services Pty Ltd and member of South Bank Corporation Board. ww Received the Urban Development Institute of Australia (UDIA) Women in Development – Outstanding Achievement by a Woman – Government Award in 2010. ww Finalist in the Australian Institute of Management Excellence Awards Professional Manager of the Year category in 2013.

SCOTT STEWART Divisional Manager, Brisbane Infrastructure Joined Council in 2005 Qualifications ww ww ww ww

Bachelor of Engineering (First Class Honours) Master of Engineering Science (Project Management) Graduate of the Australian Institute of Company Directors (AICD) INSEAD Advanced Management Program (France)

Significant achievements ww More than 25 years of infrastructure and executive experience, across local and international roles in the private and public sectors. ww Experience includes major road, rail and urban infrastructure projects in Hong Kong, the United Kingdom, Singapore and Australia. ww 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.

ww 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.

Brisbane City Council | Annual Report 2016 -17

EXECUTIVE MANAGEMENT TEAM

Continued

GEOFFREY BECK Divisional Manager, Transport for Brisbane Joined Council in 2009 Qualifications ww ww ww ww ww ww

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 ww Significant public sector experience in Australian Government including Defence – Director General Capital Infrastructure and Head of Defence Infrastructure.

ww Private sector roles with Raytheon and GHD. ww Extensive military career including operational roles in Namibia.

PAUL SALVATI Divisional Manager, Lifestyle and Community Services Joined Council in 2009 Qualifications ww Bachelor of Business Management ww Master of Business Administration ww Member Australian Institute of Company Directors (AICD) Significant achievements ww Work experience spanning the private sector and all tiers of government in Australia. ww Consulted both domestically and abroad on service delivery transformation. ww Director of Channel Management at Smart Service Queensland, winning multiple service delivery awards at both the state and national levels.

Brisbane City Council | Annual Report 2016 -17

ww 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.

SECTION 2: OUR COUNCIL

BILL LYON Divisional Manager, Organisational Services Joined Council in May 2017 Qualifications ww ww ww ww ww

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 ww CEO of Redland City Council. ww Executive General Manager roles with Energex and Telstra.

ww Responsible for finance, human resources, strategic procurement, corporate communication, service delivery and information services forÂ Council.

MICA JULIEN Executive Manager, Field Services Joined Council in 1991 Qualifications ww ww ww ww

Bachelor of Business (Tourism) Associate Diploma in the Neuroscience of Leadership Certificate IV in Competitive Systems and Processes Professional Certified Coach

Significant achievements ww Significant career spanning more than 25 years in Council, commencing as a Community Recreation Officer, then being promoted through a variety of roles at all levels of the organisation up to and including Executive Manager. ww Led Field Services to increase and achieve high levels of customer delivery and satisfaction on time and on budget. ww On track to achieve Zero Harm within Field Services by 2018, with a holistic health and wellness strategy across all branches.

ww Led the formation of a new branch as Manager of Urban Amenities, with significant results, including reductions in service delivery timeframes and increases in quality outcomes without corresponding increases in costs. ww Led Asset and Works Management Deployment for the Business and Systems Efficiency (BaSE) Program assisting the successful deployment to business users on time and under budget.

Brisbane City Council | Annual Report 2016 -17

EXECUTIVE MANAGEMENT TEAM

Continued

GREG EVANS Divisional Manager, Organisational Services Joined Council in 2009 Left Council in March 2017 Qualifications ww Bachelor of Business (Accountancy) ww Master of Business (Finance and Accounting) Significant achievements ww Responsible for business planning at Qantas Airways including the preparation of the prospectus for the initial public offering. ww Responsible for the finance and strategic services functions of Ergon Energy. ww Project leader for Councilâ&#x20AC;&#x2122;s Business and Systems Efficiency (BaSE) Program.

Brisbane City Council | Annual Report 2016 -17

ww Responsible for the financial, human resources, procurement and technology services for Council. ww Led Councilâ&#x20AC;&#x2122;s negotiations with unions to implement a new Enterprise Bargaining Agreement (EBA9).

SECTION 2: OUR COUNCIL

ORGANISATIONAL STRUCTURE

Brisbane City

Council

Council Standing Committees

Civic Cabinet

Lord Mayor

Chief Executive Officer

City Administration and Governance

Brisbane Infrastructure including Field Services (formerly Field Services Group)

Organisational Services

Lifestyle and Community Services

City Planning and Sustainability

Transport for Brisbane (formerly Brisbane Transport)

Elected Representative

Corporate

Brisbane City Council | Annual Report 2016 -17

OUR PEOPLE 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

Key highlights

‘Dedicated to a better Brisbane’ is more than just Council’s motto. It is our commitment to the people of Brisbane that we ensure our city is a great place to live.

ww 7970 full-time equivalent employees, across more than 360 different jobs. ww Delivered youth employment programs, involving 311 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (both domestic and international students). ww Received 21,167 applications for roles in Council and appointed 1999 successful applicants. ww Supported 49,506 employee registrations for training with more than 77% of enrolments for 116 online courses.

Responsible and attractive employer Council is an attractive employer, offering a wide variety of jobs and careers in more than 50 occupational groups.

Council continues to develop a workforce that provides value for money services to the community by being adaptable, capable, cost-effective and productive, to create a city that is accessible and offers opportunities for all. Council’s people are enthusiastic, well-trained, appropriately resourced and dedicated to a better Brisbane. In 2016-17, Council received more than 21,160 applications for 2371 vacancies.

ww Modernised Council’s seven industrial Awards into three Awards through successful negotiation with 10 unions at the Queensland Industrial Relations Commission (QIRC).

Council is recognised for its high standards in workforce management and this financial year received awards for a number of employment programs, including the Employer of the Year Award, National Disability Awards 2016 for the DisABILITY ACTION at WORK program.

ww Continued to deliver the award-winning DisABILITY ACTION at WORK (DAAW) program, providing paid work experience and career development for 16 weeks for 24 people with disability.

To continue to drive organisational performance, Council developed and started implementing Our People 2017-2022, a plan for our future workforce. This plan focuses on four key aims for the organisation’s people and workforce:

ww Rolled out the Council-wide Leadership Blueprint, an initiative that defines everyday behaviours which are critical for successful leadership in Council, targeting 931 leaders.

ww attracting and retaining the best talent ww creating and maintaining a positive and productive work environment ww developing and supporting our people to reach their potential ww fostering inspiring and engaging leadership.

Brisbane City Council | Annual Report 2016 -17

SECTION 2: OUR COUNCIL

Attracting and retaining our people Council continues to attract and retain employees by offering challenging and diverse roles that directly impact the community, by promoting workplace benefits which drive performance, and by developing and supporting its people through inspiring and engaging leadership. Council offers a variety of employee support services, including counselling services, referral services for child care and aged care, provision of carers’ rooms and leave options such as mid-career breaks, study leave, parental leave and cultural and ceremonial leave. The organisation also regularly engages with external health and wellbeing providers to deliver the latest and most cost-effective offers to all employees. Technology and commercial offers are also available to employees.

Key activities for 2016-17 ww Council continues to be one of the largest employers of apprentices in the Brisbane metropolitan area: »» 36 apprentices joined Council in 2016-17 with 65% aged 25 years and under »» 11% of Council’s 121 apprentices are from equity and diversity target groups »» Council’s apprentices achieved an 82% average overall completion rate for the four-year apprenticeship program. ww Developed tailored workforce data and analytics to support strategic workforce planning for all Council divisions. ww Successfully delivered youth employment programs to 311 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (both domestic and international students). ww Continued to provide work experience opportunities, with 32 unpaid tertiary students (domestic and international) and pre-trades candidates securing employment positions in Council. ww Identified and created talent pathways to deliver critical capabilities, based on strategic workforce planning data and linking to Future Council strategies. ww Focused on building the organisation’s capabilities in science, technology, engineering and mathematics (STEM) through established employment programs (including graduates) involving 57 participants.

ww Continued to support Council values, incorporating them as a corporate goal in performance leadership conversations.

Positive and productive work environment Council’s work environment fosters innovation and respect, and encourages all employees to think Zero Harm first in everything they do. 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 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 2016-17 ww Modernised Council’s seven industrial Awards into three modern Awards through successful negotiation with 10 unions at the QIRC. ww Developed a strategy and commenced negotiations for a new certified Enterprise Bargaining Agreement (EBA9). ww Planned and prepared for the implementation of changes in Council arising from the Queensland Government’s new Industrial Relations Act 2016, providing a framework for cooperative industrial relations. ww Developed the Domestic and Family Violence Leave Framework. ww Delivered the Your Voice 2017 employee engagement survey and facilitated action planning across the organisation in response to feedback. ww Supported major organisation-wide transformational initiatives and advised on major change projects.

Brisbane City Council | Annual Report 2016 -17

Valuing diversity and inclusivity Equity and diversity continue to be a priority for Council, with the Workforce 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 and intersex (LGBTI) community.

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. Council proactively addresses wellbeing and safety, focusing on leadership, building capability and using information effectively. The organisation provides information and services to its people to manage their wellbeing, and everyone takes personal responsibility for Zero Harm. We support our people to be physically and psychologically fit for work at any age.

Key activities for 2016-17

ww Continued delivery of the innovative and award‑winning DisABILITY ACTION at WORK program, providing 16 weeks of paid work experience and career development for 24 people with disability. This program has won two national awards for disability employment– Employer of the Year Award, National Disability Awards 2016 and the Graeme Innes AM Award for Disability Employment 2016.

ww Continued to implement Council’s Organisational Zero Harm Strategy 2015–2020.

ww Delivered Disability Confident recruiter training to 30 recruiters and human resources agenda leaders.

ww Developed improved guidance documentation to support incident investigations.

ww Built equity and diversity requirements and reporting into labour market hire panels to support the hire of people from diverse backgrounds.

ww Implemented online Incident Management training and face-to-face Incident Investigation training for team leaders and managers.

ww Continued the growth of external email networks for Aboriginal and Torres Strait Islander peoples, and people with disability (more than 1190 members).

ww Council’s Lost Time Injury Frequency Rate was 6.61 injuries per million hours worked, which is a decrease from last year.

ww Delivered LGBTI Ally training for 10 participants.

ww Developed and launched the Wellness in the Workplace toolkit to support employees to take responsibility for their wellbeing.

ww Achieved bronze status in the Australian Workplace Equality Index, the national benchmark instrument assessing LGBTI workplace inclusion. ww Council was a host organisation for 10 business administration trainees from a refugee background, Aboriginal and Torres Strait Islander peoples and people with disability groups in partnership with HELP Enterprises.

ww Enhanced the SAP incident management module to improve the quality and quantity of Workplace Health and Safety (WHS) incident and investigation data captured. ww Improved the reporting capability of incidents through the delivery of a team leader WHS dashboard and analytical report.

ww Commenced the design and delivery of a number of projects, including Mentally Healthy Workplaces, Mature Age Workforce, Divisional Risk Registers and Fitness for Work. ww Continued to increase patronage to Council’s wellness centres, with membership rising from 1444 to 1635 over the past three years. ww Delivered 7592 face-to-face wellness interactions to improve the knowledge and health behaviours of employees.

Brisbane City Council | Annual Report 2016 -17

SECTION 2: OUR COUNCIL

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. Council has a number of learning programs and career development options that allow employees to gain more skills and knowledge, move around the organisation, change jobs or fields, or undertake formal study.

Assisted 588 employees in career self-management through coaching, programs, tools and resources

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 2016-17 ww Received 49,506 employee registrations for training with more than 77% enrolments for 116 online courses. ww Continued to refine and embed human resource processes as part of the SAP system, including the development of more than 76 guides, fact sheets and online tools to support and facilitate team leader and employee self-service. ww Facilitated four engineering development forums with approximately 130 engineers in attendance at each, and an overall satisfaction rating of 100%. ww Delivered online training modules to 2784 team leader and employee participants on preventing harassment and bullying, sexual harassment and discrimination. ww Continued to support change initiatives by delivering 25 workshops and 71 one-on-one coaching sessions for 505 employees. ww Assisted 588 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.

Delivered wellness information and discussion sessions to 4881 employees to improve their knowledge and health behaviours ww Continued to identify and capture all mandatory capabilities and requirements in line with Council’s Capability Framework. ww Continued to embed and improve Council’s performance leadership process, with a focus on developing the capability of team leaders and employees. ww Hosted three Lord Mayor’s Awards for Excellence, with 13 Lord Mayor Certificates of Excellence and 21 Lord Mayor Commendations awarded. ww Hosted three Lord Mayor Recognition of Service Awards for 69 employees who had attained 35 or more years of service.

Brisbane City Council | Annual Report 2016 -17

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 capability. To do this, Council has developed a set of common capabilities and behaviours known as the Leadership Blueprint, that define successful leadership and are used consistently in the recruitment and leadership development processes.

Key activities for 2016-17 ww Developed and rolled out the Council-wide Leadership Blueprint, directly impacting 931 leaders. This initiative included the alignment of key human resource processes (recruitment, onboarding and learning programs) to the blueprint and the development of new self-service tools for current and aspiring leaders. ww More than 350 of Council’s senior leaders completed the Engaging Leaders program (10 learning modes over a six-month period). ww Planned and coordinated six executive forums on a variety of topics including information security, workplace relations and human resource strategy. ww Commenced a CEO’s Executive Development program, providing opportunities for four high‑performing senior level managers to further develop their skill sets through rotations and other learning activities.

Brisbane City Council | Annual Report 2016 -17

ww Supported executives by providing access to coaching with selected external providers and encouraging the uptake of mentoring. ww Delivered a successful Team Leader conference, attended by 232 team leaders across Council. ww Delivered `Leading my team through change’ programs for 43 team leaders across Council to equip them with the necessary skills to lead their teams and manage change in a more engaging manner. ww Continued to collect feedback from employees about the quality of performance leadership conversations between employees and their leaders, with 84% of respondents agreeing the conversation was valuable to them. ww Continued to develop change capability across the organisation through the development and rollout of the Organisational Change Management Capability Framework and by facilitating four Change eXchange network events for more than 178 managers and leaders.

SECTION 2: OUR COUNCIL

AWARD RECOGNITION Council employs staff with diverse skills in providing the wide range of services required by the Brisbane community and continues to develop a culture that recognises, encourages and celebrates excellence to achieve the best possible outcomes for the city.

As at 30 June 2017 Awardee

Award

Awarding Body

Brisbane City Council

Silver Award – Annual report

Australasian Reporting Awards

Brisbane City Council

Buy Social Award

Social Enterprise Awards (SEA2016)

Brisbane City Council

Winner – Employer of the Year Award, National Disability Awards 2016

Australian Government, Department of Social Services

Brisbane City Council

Winner – Graeme Innes AM Award for Disability Employment 2016

Australian Human Resources Institute

Brisbane City Council

Highly Commended – ReCreate campaign (Queensland Awards for Excellence)

Public Relations Institute of Australia (PRIA) Golden Target Awards

Commended – ReCreate campaign (National) Highly commended – Story Bridge 75 campaign Brisbane City Council

Winner – Best Use of Owned Media – Team Brisbane CityCat design competition campaign

Mumbrella CommsCon Awards 2017

Brisbane City Council

Organisation Partner of the Year for 2016

QUT Career Mentor Scheme Awards

Brisbane City Council

Queensland Awards for Excellence

Public Relations Institute of Australia

Brisbane City Council

Winner – National Keep Australia Beautiful – Most Sustainable City Award

Keep Australia Beautiful

Brisbane City Council

Winner – National Keep Australia Beautiful – Environmental Sustainability Award

Keep Australia Beautiful

Brisbane City Council

Winner – Clean Air Achievement Award

Clean Air Society Australia & New Zealand

Brisbane City Council

High Commendation, ‘Environment’ – Building a Flood Resilient Brisbane’

Engineers Australia Queensland Division

Brisbane City Council – ANZAC Centenary Coordination Unit

Premier’s Sustainability Award for Sustainable Heritage

Queensland Government, Premier’s Office

Winner – Annual Government Brisbane City Council – Stewardship Award Community Conservation Partnerships, Asset Services

Healthy Waterways

Brisbane City Council – Frew Park

Mitchell Brandtman Awards for Excellence – ‘Wildcard’ category

Urban Development Institute of Australia

Brisbane City Council – Neighbourhood Planning and Urban Renewal with Arkefield and Urbis

Queensland Regional Architecture Awards 2017

Australian Institute of Landscape Architects, Queensland Chapter

Brisbane City Council | Annual Report 2016 -17

Awardee

Award

Awarding Body

Brisbane City Council, Access and Inclusion Team, Brisbane Access and Inclusion Plan 2012-2017 Implementation

National Local Government Award – Disability and Inclusion Category – 2017

Australian Government, Department of Infrastructure and Regional Development

Brisbane City Council, Strategic Urban Planning team, Inclusive Brisbane Board

Winner – Community Contribution 2016

Australian Business Awards

Brisbane City SES Unit

Brisbane Region Unit of the Year

Queensland Fire and Emergency Services – State Emergency Service

Brisbane Marketing Investment Attraction Division

Winner Strategy Award – Strategic Vision for Brisbane 2022 Strategy

fDi Intelligence

Brisbane’s Flood Recovery Ferry Terminals

RW Hawken Overall Project Award 2016

Engineers Australia – Engineering Excellence Awards

Brisbane’s Flood Recovery Ferry Terminals

Innovation, Research and Development Excellence Award

Engineers Australia – Engineering Excellence Awards

Brisbane’s Flood Recovery Ferry Terminals

Project Infrastructure Excellence Award

Engineers Australia – Engineering Excellence Awards

Brisbane’s Flood Recovery Ferry Terminals

Sir William Hudson Award

Engineers Australia – Engineering Excellence Awards

Business Hotline 133 BNE

Winner – Service Excellence Awards

The Australian Business Awards

Business Hotline 133 BNE

Winner – State Auscontact Award <20 Full Time Equivalent Employees (FTE)

Auscontact Association

Business Hotline 133 BNE

Winner – National Auscontact Award <20 Full Time Equivalent Employees (FTE)

Auscontact Association

City Architecture and Heritage team, City Planning and Economic Development

National Trust Queensland National Trust Queensland Heritage Award 2017 – Sharing Brisbane’s Suburban Heritage Stories and Celebrating 10 years of the Heritage Incentives Scheme

Customer Contact Centre

Winner – State Auscontact Award 150-499 Full Time Equivalent Employees (FTE)

Auscontact Association

Customer Contact Centre

Winner – National Auscontact Award 150-499 Full Time Equivalent Employees (FTE)

Auscontact Association

Customer Contact Centre

Honorary mention – IQPC Best in Class 100+ seats

International Quality and Productivity Center

Flood Resilient and Accessible Ferry Terminals

2017 Good Design Award – Best Overall Product Design

Industrial Design Council of Australia

Flood Resilient and Accessible Ferry Terminals

2017 Good Design Award Best in Category – Product Design – Commercial and Industrial

Industrial Design Council of Australia

Flood Resilient and Accessible Ferry Terminals for Brisbane

Winner – 2017 Good Design of the Year Award

Industrial Design Council of Australia

Brisbane City Council | Annual Report 2016 -17

SECTION 2: OUR COUNCIL

Awardee

Award

Awarding Body

Transport for Brisbane

90 Years of Service to the bus and coach industry

Queensland Bus Industry Council

Urban Renewal Brisbane, Albert Street Vision

Winner – Landscape Architecture Award

Australian Institute of Landscape Architects

Individual Recognition Awardee

Award

Awarding Body

David Concannon

Australia Day Medallion

National Australia Day Council

Emily Coyle

Queensland Bus Industry Council Apprentice of the Year

Queensland Bus Industry Council

Debbie Diedrichs

Australia Day Medallion

National Australia Day Council

Nick Dunn

Brisbane Region Member of the Year

Queensland Fire and Emergency Services – State Emergency Service

Guy Gibson

Australia Day Medallion

National Australia Day Council

Adam Haylock

Australia Day Medallion

National Australia Day Council

Paul Kelly

Emergency Services Medal

Australian Honours System

Carlie Low

Winner – MPAQ 2016 Woman in Plumbing and Gas Award

Master Plumbers’ Association of Queensland

Helen MacRonald

Australia Day Medallion

National Australia Day Council

David Mahon

Winner – LGBTIQ Established Professional Role Model of the Year

Out For Australia

Phillip McKean

Australia Day Medallion

National Australia Day Council

Nancy Urban

Peer Support Officer of the Year

Queensland Fire and Emergency Services

David Zammit

Australia Day Medallion

National Australia Day Council

Brisbane City Council | Annual Report 2016 -17

City Botanic Gardens

PROGRESS AND PERFORMANCE: PROGRAMS IN THIS SECTION Program 1 Clean, Green and WaterSmart City Program 2 Moving Brisbane Program 3 Future Brisbane Program 4 Your Brisbane Program 5 Public Health and Safety Program 6 Economic Development Program 7 Customer Focus Program 8 City Governance

Brisbane is recognised by residents and visitors as a lifestyle city; a city that protects, supports and provides opportunities to enjoy our subtropical environment by sustainably managing and caring for our natural surroundings and resources.

PROGRAM 1 CLEAN, GREEN AND WATERSMART CITY What we do ww Protect, enhance and restore Brisbane’s natural assets ww Plan, develop and maintain diverse and accessible parks ww Maintain the health of Brisbane’s waterways, river and bay ww Sustainably manage Brisbane’s water resources ww Prevent and reduce pollution ww Manage and reduce Brisbane’s waste ww Deliver environmental regulatory services ww Maintain Council’s carbon neutrality by measuring and reducing greenhouse gas emissions and purchasing carbon offsets for residual emissions ww Promote sustainability programs developed for residents and businesses ww Improve Council’s environmental practices ww Implement flood risk management activities to reduce flood impacts.

Top image: the Esplanade Park

Brisbane City Council | Annual Report 2016 -17

Brisbane is clean, green and committed to a water smart future, a city that recognises environmental sustainability and liveability are fundamental to being a new world city. We ensure Brisbane’s open spaces and waterways are accessible and valued, now and for future generations and our built form supports clean, green and water smart outcomes. As a river city, Brisbane is seen as a lifestyle city of choice in the global economy; a city that is valued for its ongoing commitment to environmental sustainability, and a city that is praised globally for delivering clean and green water smart outcomes, making our city liveable and sustainable for our children, and their children to follow.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Overview

Key highlights

Brisbane, Australia’s New World City, is renowned for its liveability and successful blending of urban and natural environments.

ww Winner of the National Keep Australia Beautiful – Most Sustainable City Award 2016.

Council recognises that as the city grows and develops, our built environment needs to continue to support resilient natural assets that contribute to Brisbane’s liveability and subtropical lifestyle. Through sustainable development, innovative projects and community partnerships, the Clean, Green and WaterSmart City program is preserving and protecting Brisbane’s natural areas and rich biodiversity, now and for future generations. Urban forests are continuing to be restored, providing shade and cooling for a city of more than one million people. Brisbane is built on a floodplain and flooding is a natural occurrence for the city. The Clean, Green and WaterSmart City program enables Council to manage the risk of flooding in a way that creates a more resilient city, confident in its preparedness for future floods. The program 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 that Brisbane’s open spaces and waterways are accessible and valued and the city’s built form supports clean, green, water smart outcomes.

ww Released Brisbane. Clean, Green, Sustainable 2017‑2031. ww Achieved carbon neutral status for Council’s operations in 2017. ww Released Verge Garden Guidelines to facilitate community planting on road verges. ww More than 10 million visitors to the South Bank precinct. ww More than 2.5 million visitors to Roma Street Parkland. ww Community Conservation Partnerships Program won the 2016 Healthy Waterways Government Stewardship Award, for empowering more than 5000 volunteers to dedicate 248,000 hours to improve the health of local waterways, wetlands and bushland. ww Completed construction of Coorparoo Creek Park, which included stormwater management to mitigate local flooding and facilitate development, creating an additional 1.9 ha of open space for the community. ww Invested $42 million in stormwater drainage maintenance, rehabilitation and construction works. ww More than 540 tonnes of reusable items sold at the Geebung and Acacia Ridge tip shops.

Brisbane City Council | Annual Report 2016 -17

Performance – Key results and achievements 1.1 Sustainability leadership Building on our city being named by the Keep Australia Beautiful Foundation as Australia’s Most Sustainable City for 2014 and 2016 and Queensland’s Most Sustainable City for 2014 and 2015 respectively, Council focuses on the performance of our activities and operations to ensure that we are a sustainable organisation that: ww responds effectively and appropriately to maximise sustainability outcomes, reduce greenhouse emissions and support the achievement of a carbon neutral Council ww is recognised as a leader in sustainability and uses its capacity to influence and support citywide and regional sustainability outcomes ww manages Council’s environmental performance effectively ww places Brisbane on a world scale as a leader in sustainability.

Key results for 2016-17 ww Winner of the National Keep Australia Beautiful – Most Sustainable City Award in November 2016. ww Released Brisbane. Clean, Green, Sustainable 2017-2031, which sets out Council’s environmental agenda and outlines measurable targets and priority actions.

ww Delivered on the Lord Mayor’s commitment to achieve carbon neutral status for Council’s operations in 2017. ww Purchased more than 808,000 tonnes of accredited carbon offsets to neutralise all direct and indirect carbon emissions from Council’s business operations. ww Purchased approximately 40% of Council’s electricity from renewable energy sources. ww Completed energy efficiency projects at Eagle Farm Asphalt Plant and progressed the Garden City Bus Depot, delivering emission reductions of 500 tonnes per year. ww Progressed approximately 200 kilowatts of new solar power generation systems on Council buildings. ww Funded eco-driver training for more than 300 bus operators.

1.2 Sustainable Brisbane Council engages and works in partnership with the community to guide and empower changes to lifestyles and practices that contribute to realising Brisbane’s sustainability aspirations.

Key results for 2016-17 ww Approximately 700 Year 7 students participated in the Green Heart Schools Future BNE Challenge as part of World Science Festival Brisbane, the biggest schools challenge to take place in the city. The event was also streamed live to Year 7 classrooms across Queensland. ww Delivered two community events at World Science Festival Brisbane – guided CityCat river tours and Street Science activation. ww Engaged 57 Year 10 students in the Student Environmental Leadership Network to empower them to drive change in 32 school communities. ww Delivered the Green Heart Photography Competition to inspire the community to appreciate and value Brisbane’s natural environment, receiving more than 560 entries and 2700 public votes.

Purchased more than 808,000 tonnes of accredited carbon offsets to neutralise all direct and indirect carbon emissions from Council’s business operations.

Brisbane City Council | Annual Report 2016 -17

ww Delivered five community events and two Green Heart Fairs through the Green Heart Events program, run in conjunction with CitySmart. ww Delivered two Green Heart Walking tours, run by Brisbane Greeters, as part of Brisbane Open House 2016. ww Provided more than 44,800 free plants to residents, schools, body corporates and new citizens through the Free Native Plants program.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

ww Continued to plan for CitySmart’s District Cooling project, including resolution of regulatory and commercial barriers. The project is on target to commence in 2017-18 and will deliver energy, water and capital savings for buildings that join the District Cooling network, and will free up many of the city’s roof spaces for alternate use. ww Continued to deliver CitySmart’s Live for Less program, which now reaches almost 38,000 Brisbane residents (up from 6500 residents in the previous financial year). The program promotes ways to live a more low-cost and sustainable life in Brisbane and promotes the many opportunities available to residents. ww Council’s Green Heart Fairs continued to break attendance records with more than 20,000 locals attending the bi-annual sustainability festival.

Completed koala surveys at 12 locations using koala detection dogs

ww CitySmart sponsored Brisbane’s first Environmental Film Festival, with strong local support. The event ran over three days and showcased the best in environmental documentaries from around the world.

ww Continued to actively manage invasive fauna species across the city in accordance with the Brisbane Invasive Species Management Plan and legislative obligations, with priority species including the removal of deer, foxes, feral cats and wild dogs.

1.3 Biodiverse Brisbane

ww Partnered with 677 private landholders to protect and reinstate biodiversity on more than 2270 ha of land.

Brisbane values, protects and works, as a community, to sustain the diversity of Brisbane’s habitats, plants and animals.

Key results for 2016-17

ww Supported the RSPCA Native Animal Ambulance to respond to more than 5640 requests to assist native animals across the city, and rescued and returned more than 7380 native animals to the RSPCA for treatment.

ww Acquired more than 389 ha of significant habitat land through the Bushland Acquisition program.

ww Completed koala surveys at 12 locations using koala detection dogs.

ww Distributed more than $360,000 in grant funding to the community for 80 projects, including environmental initiatives, community gardens and native wildlife carer activities.

ww Installed wildlife movement solutions at three locations to help native fauna move safely across roads including:

ww The Community Conservation Partnerships program won the 2016 Healthy Waterways ‘Government Stewardship Award’ for empowering more than 5000 volunteers to dedicate 248,000 hours of on‑ground works to improve local waterways, wetlands and bushland health in the Brisbane region. ww Environment Centres delivered more than 255 school group activities to more than 6670 students and delivered 164 environmental engagement events, attended by more than 2700 members of the public. ww Continued to deliver the Wipe Out Weeds program, managing weeds on more than 2420 ha across 62 sites within Council’s conservation reserve estate.

»» Alperton Road, Burbank »» Bracken Ridge Road, Bracken Ridge »» Mt Gravatt-Capalaba Road, Chandler. ww Completed concept design for the Koala Research Centre in partnership with the Lone Pine Koala Sanctuary. ww Completed 29 condition assessment benchmarks for Brisbane’s ecosystems. ww Undertook restoration and rehabilitation works on more than 14 ha of bushland in three habitat areas across the city through the implementation of Council’s offset program. ww Released Verge Garden Guidelines for the community to enable planting on road verges.

Brisbane City Council | Annual Report 2016 -17

ww Protected more than 90 significant landscape trees across the city through Vegetation Protection Orders. ww Re-signed the fourth Wetland Affiliation Agreement with the city of Narashino (in Japan) to support the protection of wetlands and the biodiversity contained within them.

1.4 Parks, gardens and recreation Brisbane’s parks and public open spaces reflect our subtropical lifestyle and are available to all. Our parks, open spaces and streetscapes are attractive, functional and shady. They provide valued visual, recreational, heritage and cultural amenity to a diverse Brisbane.

Key results for 2016-17 ww Prepared a Master Plan for the Brisbane Botanic Gardens Mt Coot-tha. ww Completed suburban park upgrades and enhancements including: »» Maisie Dixon Park, Eight Mile Plains »» Norman Buchan Park, Bardon »» Ducie Street Park, Darra. ww Installed new outdoor gym in Nixon Park, Oxley and new outdoor exercise equipment in Chris Brunton Park, Bald Hills. ww Acquired 0.42 ha of land on Tottenham Street, Woolloongabba for Carl Street Park and on Chalk Street and Wellington Street, Lutwyche for parkland. ww Upgraded Darien Street Sports Park, Bridgeman Downs including a new soccer field and lighting to carpark and sports fields. ww Delivered key upgrades to inner city parks including improved lighting, landscaping and park facilities in Wickham Park, Cathedral Square and City Botanic Gardens. ww Planted more than 8240 shade trees along footpaths and park pathways. This included over 1770 trees planted by the community at 10 community street tree planting events. ww Installed free Wi-Fi in River Terrace Parklands at Kangaroo Point. ww More than 2.5 million people visited Roma Street Parkland, with approximately 470 events attended by more than 122,800 people, including the Enchanted Garden at Christmas, Parks Alive, Mexican Festival, Thai Festival, Indian Festival, Movies in the Park series and Wanderlust 108. Close to 1300 people also attended guided walks.

Brisbane City Council | Annual Report 2016 -17

ww Opened a new Children’s Garden playground area at Roma Street Parkland and upgraded the parkland’s lighting systems. A new trackless train was also purchased and wayfinding signs were upgraded. ww More than 10 million people visited South Bank precincts, where a total of 692 events were held and attended by more than 1.7 million. ww South Bank Parklands continued to play a key role in the popular, citywide Wonder of Christmas program attracting more than 294,000 visitors. The precinct also hosted the Brisbane Festival including Riverfire, Regional Flavours, Night Noodle Markets, Buddha Birth Day Festival, World Science Festival, Australia Day fireworks, Snow 4 Kids, the French Festival and the annual New Year’s Eve Fireworks. Several running, walking and bike riding events were also held to promote a healthy lifestyle. ww Completed a series of upgrades at South Bank Parklands to CCTV systems, wayfinding signs, lighting systems, pool plant room and irrigation control systems. The barbeque shelter at Picnic Island and Main Pool were also refurbished, the Memorial Park stairs plinth upgraded and new water play elements installed at the Aquativity.

1.5 Sustainable water management In partnership with the Brisbane community, Council sustainably manages Brisbane’s water resources through the integrated management of our water supply, stormwater and waterways. Through this integrated approach, we maximise infrastructure resilience and community benefit and minimise environmental impact to help ensure the sustained liveability and economic prosperity of Brisbane and the SEQ region. The city is designed and orientated with water in mind.

Key results for 2016-17 ww Completed construction of Coorparoo Creek Park, which included stormwater management to mitigate local flooding and facilitate development, creating an additional 1.9 ha of open space for the community. ww Planted 32 water smart street trees that harvest stormwater from the roadside to improve tree health and survival. Trees have been planted along Ipswich Road, Annerley, Logan Road, Upper Mt Gravatt and Brunswick Street, New Farm. Council has now reached its target of 100 water smart street trees.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

ww Supported the Future Brisbane Neighbourhood Planning program and Brisbane City Plan 2014 updates through strategic policy and technical advice to deliver a well-designed and resilient Brisbane.

1.6 Focus on the river, bay and waterways The river, bay and waterways of the city support the liveability and lifestyle of Brisbane as a river city. Waterways support multiple functions and are widely used, enjoyed and appreciated by the community as recreational, economic and environmental assets. Water and waterways are influential factors in the design of Brisbane’s built form, supporting a well-designed subtropical city and green urban environments that are managed as economic assets to deliver value to business, industry, residents and nature alike.

»» The Boulevard, Chermside »» Lani Street, Wishart »» Delavan Street, Wishart »» Dixon Street, Ashgrove »» Wacol Station Road, Sumner. ww Constructed or rehabilitated waterway access facilities at: »» Davenport Drive, Manly »» Nudgee Road, Nudgee Beach. ww Constructed and rehabilitated sea and river walls at: »» City Botanic Gardens, City »» Davenport Drive, Manly »» Merthyr Road, New Farm »» Waterloo Esplanade, Wynnum »» Sydney Street, New Farm. ww Established the Oxley Creek Transformation Pty Ltd company to deliver the 20 year, $100 million Oxley Creek Transformation project.

Key results for 2016-17 ww As a platinum sponsor for the World Water Congress and Exhibition in Brisbane in October 2016, Council managed and hosted a range of events during the five day conference. The World Water Congress and Exhibition was attended by more than 4500 international delegates, including delegations from two of Council’s sister cities, Shenzhen, China and Kaohsiung, Taiwan. ww Undertook recreational water quality monitoring at 11 sites across the city to educate residents on the safe use of waterways for human health. ww Supported the development and continued implementation of a Catchment Action Plan for Lockyer Creek/mid-Brisbane River as part of the SEQ Council of Mayors’ Resilient Rivers Initiative. ww Continued to invest in the Healthy Waterways partnership to protect waterways and improve urban amenity, including funding for the Brisbane River’s Clean Up program, which uses boats to collect litter. ww Conducted more than 1570 residential and 946 development building site inspections for compliance with erosion and sediment controls. ww Undertook waterway enhancement works at 10 locations across the city, including: »» Gallipoli Road, Carina Heights »» Mornington Street, Alderley

1.7 Flood risk management Council manages the risk of flooding by making Brisbane a city that is safe, confident and prepared for flooding. This means ensuring flooding is expected, designed and planned for. Brisbane is prepared for flooding and will respond and recover effectively from flood events.

Key results for 2016-17 ww Awarded a High Commendation for work on ‘Building a Flood Resilient Brisbane’ by Engineers Australia Queensland Division. ww Provided strategic guidance and technical input into the Brisbane River Catchment Flood Study led by the Queensland Government and released in May 2017. ww Completed the Cubberla Creek Flood Study under the Maintain and Enhance Flood Studies program of works. ww Completed the Moggill Creek Catchment Floodplain Management Plan. ww Updated Brisbane’s free Flood Awareness Maps and FloodWise Information Property Reports with new information from the Brisbane River Catchment Flood Study and Perrin Creek and Moggill Creek updated flood studies.

»» Avondale Road, Sinnamon Park »» Empress Drive, Carindale »» Calliope Street, Runcorn

Brisbane City Council | Annual Report 2016 -17

ww Progressed installation of new flood telemetry gauges in Durack and New Beith to improve the flood information gathering network. ww Constructed five major drainage systems and 13 local drainage systems benefiting 52 residential properties (two habitable areas, 33 utility areas and 17 yards). ww Delivered $42 million investment in stormwater drainage maintenance, rehabilitation and construction works. ww Purchased five properties under the Voluntary Home Purchase Scheme to remove residents from the risk of frequent flooding. ww Carried out vegetation management in major waterways (across 49 sites), restoring flood conveyance capacity in flood hotspot locations.

»» Brighton Park – Hornibrook Highway, Brighton »» Upper Kedron Recreation Reserve – Cemetery Road, Upper Kedron. ww Developed Industry Environmental Guides to provide advice to businesses on how they can comply with the Environmental Protection Act 1994 and the Brisbane City Plan 2014.

1.9 Managing and reducing Brisbane’s waste and litter Council manages Brisbane’s waste in the most sustainable way; promoting waste minimisation initiatives to reduce waste to landfill and maximise resource recovery. Council keeps Brisbane’s streets and public places clean and litter free.

Key results for 2016-17

1.8 Pollution free city Brisbane residents enjoy a clean and healthy environment. Environmental pollutants, contaminated land, closed landfills and chemical hazards are managed to prevent and minimise their impact on the community and the environment.

Key results for 2016-17 ww Received the Clean Air Society of Australia and New Zealand Clean Air Achievement Award 2016 for 20 years of commitment to the protection of Brisbane’s air quality via Council’s Clean Air Strategy. ww Undertook 720 inspections to address noise, air, odour and light pollution complaints for residential, business and industrial premises. ww Responded to 128 environmental incidents including industrial fires, spills and accidents to prevent contamination of waterways. ww Conducted remediation works on the following closed landfills: »» Bill Brown Sports Reserve – Telegraph Road, Fitzgibbon

ww Collected and processed more than 21,690 tonnes of green waste through the fortnightly green waste recycling service. ww Collected and processed more than 441,500 tonnes of domestic waste. ww Collected approximately 12,200 tonnes of large items through the annual kerbside collection service. ww Removed more than 7320 tonnes of waste from public roads. ww Managed more than 492,880 tonnes of waste to landfills through resource recovery centres. ww More than 27,100 residents using a larger recycling bin. ww Sold more than 549 tonnes of reusable items at the Geebung and Acacia Ridge tip shops. ww Delivered the Recreate Twilight Market and Paper Fashion Show during National Recycling Week, attracting more than 9000 attendees and more than 7600 visits to Council’s website. ww Conducted the annual Recycling Art Competition with 10 entrants and more than 3340 public votes.

Collected and processed more than 90,761 tonnes of recyclables through residential fortnightly collections

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Challenges Protecting Brisbane’s clean air Clean air is one of Brisbane’s key attributes. It sets us apart from other large cities in the Asia-Pacific region as a ‘Clean and Green’, new world city where people want to live, work and play. Brisbane enjoys relatively clean air given its size, but faces more challenges than most other Australian cities. Surrounding mountain ranges and islands trap pollutants within the SEQ airshed until cleared by rain or strong wind. The city’s subtropical climate also favours smog formation – hotter temperatures increase emissions of volatile compounds that react to form smog and high UV levels speed up those chemical reactions. Twenty years ago, Brisbane was the first city in Australia to introduce a strategy to protect air quality. Council’s leadership in implementing the Brisbane Clean Air Strategy protects air quality through: ww reducing reliance on motor vehicles by providing efficient public transport and active travel options ww promoting cleaner vehicles such as electric vehicles ww ensuring industrial development implements cleaner technology and minimises air emissions ww managing bushfires to reduce exposure of communities to smoke pollution ww good land use planning to reduce exposure of communities to air pollution sources.

Continuing to transition Brisbane to a carbon neutral city Council’s previous GreenPower and offset purchasing policies addressed the organisation’s emissions from energy use only (approximately 200,000 tonnes of carbon dioxide equivalent [tCO2-e] annually). In 2016‑17, Council delivered on the Lord Mayor’s commitment to become a carbon neutral organisation. This means Council’s net greenhouse gas emissions are zero. This has been achieved through a mix of internal emission reduction measures and renewable energy and carbon offset purchases. Significantly, this commitment means Council addresses and offsets all direct and indirect emissions across the whole organisation, including its operating landfill. As a result, Council negated more than 800,000 tCO2-e of emissions in 2016-17. Council has made efforts to improve the energy productivity of its operations through energy efficiency or process improvements. Council’s waste management and diversion initiatives have significantly reduced greenhouse gas emissions associated with the community’s waste. Moreover, Council’s CitySmart agency delivers sustainability projects and works with businesses, households and corporate partners to lower carbon emissions. Council is ramping up its efforts to reduce household emissions associated with waste, energy use and transport. The challenge is to find new and innovative ways to influence, encourage and advocate for structural and behavioural change that will help transition Brisbane to a lower carbon future. Ongoing delivery of waste diversion programs, Green Heart events and the Green Heart schools program as well as initiatives delivered by Council’s sustainability agency CitySmart, support this effort.

Brisbane City Council | Annual Report 2016 -17

Minnippi Parklands

Clean, Green and WaterSmart City Recognised as Australia’s most sustainable city in 2014 and 2016, Brisbane lives and breathes its dedication to a clean and green lifestyle, ensuring our city stays liveable and sustainable for future generations. This is the result of a great deal of hard work, underlined by decades of commitment and daily choices by Council and the community. Brisbane’s residents are recycling more than ever, buses are greener and creeks are healthier, but the true impact of decades of action supporting Brisbane’s liveability, environmental health and economic vitality has, in many ways, gone unsung. Brisbane. Clean, Green, Sustainable 2017-2031 brings together Brisbane’s sustainability achievements in one place to create a clearer understanding of progress so far and guides the path towards 2031, with measurable targets and priority actions. It supports Brisbane Vision and the implementation of the Brisbane 2022 New World City Action Plan, and is designed to inspire the community and business to play their role in helping Brisbane be a city that balances resilience, liveability, sustainability and economic prosperity. In February 2017, Council achieved 100% carbon neutrality after meeting the requirements outlined by the Australian Government’s National Carbon Offset Standard, becoming the largest carbon neutral organisation in Australia and the only carbon neutral organisation operating a landfill and large public transport service. This was achieved through a mix of investments in internal energy efficiency and emissions reduction projects, and renewable energy and carbon offset purchases. Council’s Bushland Acquisition program works to protect the city’s most significant habitat areas for threatened species, such as koalas and to ensure Brisbane’s unique natural environment is preserved. Since commencing in 1990, more than 3600 ha of land

Brisbane City Council | Annual Report 2016 -17

has been purchased through the program including Karawatha Forest, Brisbane Koala Bushlands and the Tinchi Tamba Wetlands. Council has committed $120 million up to 2020 to accelerate the program to secure an additional 750 hectares of important bushland areas, placing an emphasis on preserving koala habitat. Conservation is also the driving factor behind a commitment of $2 million to help build a koala research centre in partnership with the Lone Pine Koala Sanctuary. The facility will advance life-saving species research and will be staffed by scientific researchers who will focus on key issues facing koalas in the urban context. It will also offer interstate and international visitors an insight into Australia’s iconic native animal, while helping to educate and engage visitors about how they can contribute to koala conservation. Our sustainability leadership has been demonstrated through: ww 100% carbon neutrality – the largest carbon neutral organisation in Australia ww 35% of the city is natural habitat cover; on track for 40% by 2031 ww 3600 ha of bushland purchased over 26 years, with 47% of that since 2004 ww 59% increase in bus travel since 2002 with 80% of the bus fleet low emission vehicles ww 13% reduction in waste to landfill since 2008 ww 4000 km of waterways protected through Brisbane City Plan 2014 ww Australia’s most biodiverse city, with more than 2500 species and more than 2100 parks ww $100 million commitment to the revitalisation of Oxley Creek over 20 years ww more than 5000 volunteers preserving 870 bushland and waterway sites.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Boondall Wetlands

Brisbane City Council | Annual Report 2016 -17

PROGRAM 2 MOVING BRISBANE What we do ww Active transport ww Travel behaviour change ww Bikeway and shared path network ww Cycling and walking infrastructure ww Ferry services and infrastructure ww Bus infrastructure ww Strategic transport planning ww Transport network management ww Congestion management ww Local roads ww Planning and delivery of major transport projects.

Brisbane’s transport network enables efficient and sustainable movement of people, freight and services. The service maintains the city’s accessibility and liveability and enables access to high quality road network, public transport (bus and ferry) services and active travel options. A balanced approach is taken with the understanding that investment in all transport modes is required to cater for the differing needs of users and ensure our city’s amenity.

Overview The planning, development and operation of Brisbane’s transport network is guided by the Transport Plan for Brisbane 2008-2026 and implemented by the Moving Brisbane program. The program is responsible for delivering 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, public transport (bus and ferry) network and walking and cycling facilities. Moving Brisbane also works to reduce traffic congestion on the city’s road network, contribute to Brisbane’s carbon reduction goals and promote active and healthy transport by: ww expanding the city’s active transport network ww improving the public transport network ww investing in roads and bikeways.

Top image: Cycling on the Wynnum foreshore

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Key highlights ww Reduced the number of single family car trips to schools participating in the 2016 Active School Travel program by 25%, while increasing the number of walking trips by 20%. ww Upgraded 600 bus stops to improve accessibility. ww Installed 20 new portable speed warning signs and 52 new high visibility LED road signs to improve safety on suburban streets. ww Upgraded two of Council’s Generation 1 CityCats to extend the vessels’ lives and improve functionality. ww Registered 522,388 CityCycle trips, an increase of approximately 36% on the previous year. ww Commenced construction on major projects, including: »» Inner City Bypass (ICB) upgrade, Herston »» Kingsford Smith Drive, Hamilton

Performance – Key results and achievements 2.1 Promoting active transport Brisbane provides an extensive network of safe, convenient and connected pathways and bikeways utilised by residents and visitors to easily move around the city. This helps to reduce traffic congestion and contributes to a healthier, sustainable and more accessible city.

Key results for 2016-17 ww Increased CityCycle patronage with 522,388 trips taken, an increase of approximately 36% on the previous year with scheme improvements, including a simplified sign-up process and revised membership options such as auto renewal. ww Grew the Cycling Brisbane program to more than 15,000 members and 54 sponsoring organisations while supporting a range of events and initiatives. Cycling Brisbane also provided more than 181 bike skills sessions in partnership with Council’s Active and Healthy program enabling residents of all ages and abilities to ride more often.

»» Telegraph Road Corridor, Bracken Ridge. ww Released the Brisbane Metro Business Case. ww Commenced the LED Street Lights Trial with Energex to determine which types of LED street lights are most suitable for Brisbane streets.

ww Finalised the Woolloongabba Bikeway project design to deliver Brisbane’s first separated on-road bikeway along one of the major commuter corridors into Brisbane’s CBD.

CityCycle trip numbers 600,000

522,388

100,000 0 2

1 01

-1

264,411

224,765

200,000

2 2

2 01

-1

307,058

300,000

3 2

3 01

-1

385,500

400,000

158,635

Number of trips

500,000

4 2

4 01

-1

5 2

5 01

-1

Grew the Cycling Brisbane program to more than 15,000 members

6 2

6 01

-1

The continued growth in trip numbers on CityCycle.

Brisbane City Council | Annual Report 2016 -17

ww Constructed eight projects to extend Brisbane’s bikeway network, improving access to local destinations and the CBD. Completed projects include:

ww Delivered bikeway upgrades to improve cyclist safety with the addition of lighting, bike parking and signage at various locations across Brisbane including:

»» Downfall Creek: Trouts Road to Lanchester Street, Stafford Heights

»» Bulimba Creek Bikeway: Yimbin Park, Sunnybank

»» Kedron Brook Bikeway: Stage 2 – Grinstead Park shared pathway project, Stafford

»» North Western Bikeway: Stafford City to Royal Parade, Stafford

»» Munna Street, Wilston

»» South Western Bikeway: Amazon Place Park, Jindalee.

»» Gaddes Park Bikeway, Sunnybank

»» North Brisbane Bikeway: Chermside to Aspley (design completed and construction started) »» North Western Bikeway: Uxbridge Street bikeway entrance project, Grange

ww Reduced the number of single family car trips to schools in the Active School Travel program (2016 school year) by 25%.

»» North Western Bikeway: Kedron Brook – Fifth Avenue to Shaw Road duplication, Kedron and Wavell Heights

ww Increased the amount of walking trips to schools in the Active School Travel program (2016 school year) by 20%.

»» South Eastern Bikeway: Biran Street to Old Cleveland Road, Camp Hill »» South Western Bikeway: Amazon Place Park Lighting, Jindalee and Sinnamon Park.

Active School Travel (AST): Changes in travel mode share for the 17 AST schools during the 2016 school year 100 90

60 50

Percentage

e cl Cy

Sc oo t

or ns p Tr a

l oo

al W

rp Ca

Pu bl ic

To t

tiv

Tr a

ve l

 Pre Active School Travel



Post Active School Travel

Council’s Active School Travel program successfully reduced single family car trips to participating schools by 25% during the 2016 school year (note: figures are rounded).

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

2.2 Public transport High quality public transport services are delivered through the provision of a modern bus and ferry fleet with accessible public transport infrastructure and a focus on customer service. Public transport helps reduce road congestion, increase options for sustainable transport and make it easier to travel around Brisbane.

CityCats continue to be popular with 3.55 million customers travelling during 2016-17

Key results for 2016-17 ww Completed the Brisbane Metro Business Case, which included extensive public consultation and engagement. ww Reviewed bus operator and passenger safety and commenced the implementation of safety improvement measures. ww In addition to scheduled bus services, Council continued to operate additional services to provide specific customer experiences: »» free City Loop and Spring Hill Loop services »» Blue CityGlider, operating between West End and Teneriffe Ferry terminals, offering patrons services over an 18 hour period and extending to 24 hour operation on weekends. The timetable for the service was revised to improve the speed and reliability of journeys for customers. Patronage increased by 8.5% on the previous financial year, with the service carrying approximately 2.6 million passengers »» Maroon CityGlider, connecting the Stones Corner and Ashgrove sporting and entertainment precincts. In response to increasing patronage and to improve reliability for customers, two additional buses were added as well as 20 additional trips per week to the timetable. Patronage increased by 10% on the previous financial year to 1.326 million. ww Implemented major bus service network changes in response to the Queensland Government’s Queen’s Wharf Brisbane Project and corresponding road closures and modified 39 bus routes travelling along Queens Wharf Road. ww Delivered 60 new rigid equivalent buses. ww Upgraded 600 bus stops to provide improved accessibility. ww Successfully trialled USB charging facilities on 10 buses. ww Launched a 10 point plan to improve public transport.

ww Planned and designed future ferry terminal upgrades. ww Completed additional major maintenance to extend the life and improve functionality of two Generation 1 CityCat vessels. ww Celebrated 20 years of CityCat services. ww Upgraded three CityCats with eye-catching decorative skins under a Team Brisbane campaign – the 20th Anniversary CityCat, Brisbane Global Tens Rugby and the 2018 Commonwealth Games. ww Delivered more than 217,500 ferry services.

2.3 Transport network Brisbane’s transport network has fit-for-purpose roads that support safe and efficient movement of people, goods and services.

Key results for 2016-17 ww Commenced work on a new Transport Plan for Brisbane. This plan aims to address the transport challenges facing Brisbane over the next 20 years and beyond in order to achieve Council’s vision for the future. It will be released in late 2017. ww Undertook initial transport planning for the proposed International Cruise Terminal at Luggage Point, including input to the Queensland Government’s consideration of the Port of Brisbane’s Market-Led Proposal application. ww Developed integrated network designs for the Gateway Upgrade North project and Telegraph Road and Depot Road upgrades. ww Undertook remediation works to replace the Mirrabooka Road Bridge across Enoggera Creek, Ashgrove to provide a sturdy and safe new crossing. The former timber bridge had reached the end of its functional life and had load restrictions in place.

Brisbane City Council | Annual Report 2016 -17

ww Worked with 41 Brisbane schools to implement traffic management plans specifically tailored to address their unique issues, improve safety and reduce traffic congestion. Enhanced drop and go zone signage was also installed at schools where it supported their traffic management plans. ww Installed 200 simplified parking signs in high‑use locations across the city to make it easier for motorists to identify when parking is permitted, improve safety and reduce traffic congestion on these roads. This has helped reduce the instances of motorists unknowingly parking unlawfully. ww Installed enhanced loading zone signage at 100 high-use locations to help motorists locate passenger and commercial loading zones across Brisbane. ww Published maps of loading zone locations in Brisbane’s CBD on Council’s website, enabling motorists to better pre-plan their journeys and reduce inner city traffic congestion caused by vehicles circling streets looking for loading facilities. ww Developed a new Parking Guide to Brisbane, which was delivered to every Brisbane household via the Living in Brisbane newsletter and published on Council’s website in English and five other languages. ww Installed 470 highly visible traffic area reminder signs in three high-use traffic and parking control areas enabling motorists to easily identify if area‑wide parking conditions apply. ww Developed new loading zone standards to incorporate kerbside ramps and improve access to and from the road for couriers, delivery drivers and people with disability. ww Implemented two new resident permit parking schemes after consultation with and support from local residents. ww Issued 10,346 Residential Parking Permits and Commercial Vehicle Permits.

ww Investigated and resolved more than 10,000 traffic, parking and road safety enquiries from residents and visitors, resulting in improved traffic signage and road markings being installed at more than 3150 locations across Brisbane. ww Expanded the Streets of Remembrance project to 84 locations around Brisbane. This initiative commemorates the spirit of the ANZACs by placing the Australian Defence Force ‘Rising Sun’ badge and, for the first time, the Royal Australian Navy insignia on streets which share the same name of people, places or events of historical significance to the ANZACs. ww Expanded the number of portable speed warning signs to a total of 75. More than 45 million vehicles have travelled past these signs with an average speed reduction of 9.2 km/h for those vehicles exceeding the speed limit. ww Upgraded a 2.2 km section of Paradise Road, Pallara and Larapinta between Brookbent Road and Radius Drive to improve safety. This included upgrading the road pavement and drainage to better withstand regular flood inundation and reduce annual maintenance costs. ww Progressed Telegraph Road Corridor (Bracken Ridge) upgrades in various stages at key locations including: »» commencement of construction of Stage 1B to upgrade Telegraph Road from two lanes to four lanes between Norris Road and Mustang Street including the installation of traffic signals at Mustang Street »» award of the contract for construction of Telegraph Road Stage 2 between Mustang Street and the Gateway Motorway on/off ramps. This includes upgrading Telegraph Road to four lanes with additional lanes at intersections and upgrading Lemke Road to four lanes south to Tallowwood Place and a new bridge to improve flood immunity at Cabbage Tree Creek.

During 2016-17, more than 45 million vehicles have travelled past LED warning signs with an average speed reduction of 9.2 km/h

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

ww Commenced work on the ICB upgrade to widen the ICB to four lanes in each direction between the Legacy Way eastern portal and the Royal National Agricultural and Industrial Association of Queensland tunnel. Westbound lanes of the tunnel will be upgraded to four lanes. Work will also include a new ramp from Bowen Bridge Road and the Inner Northern Busway onto the ICB and enhancements to the ICB off-ramp onto Herston Road, with detailed design largely completed in 2016-17. ww Commenced major construction activities on the Kingsford Smith Drive upgrade. Once complete, the upgrade will reduce traffic congestion and improve safety. Road and marine works undertaken to date include: »» removal of centre medians to facilitate traffic lane re-alignment and road widening »» clearing and earthworks construction for the new traffic lanes on the southern side of Kingsford Smith Drive »» piling works on the riverside retaining wall and river walk »» setting up a marine logistics facility at Morningside to service the riverside construction teams with an on-site concrete precast yard to produce structural concrete elements. ww Undertook work on nine black spot projects to prevent future accidents and improve safety for motorists and pedestrians. The program was funded through the 2016-17 Federal Government Black Spot Programme. Projects completed include: »» Mt Nebo Road, Enoggera Reservoir »» Bay Terrace and Bride Street, Wynnum »» Hawthorne Road and Carr Street, Bulimba »» Roxwell Street and Julie Road, Ellen Grove »» Ann Street and Commercial Road, Fortitude Valley »» Cavendish Road and Holland Road, Holland Park »» Wickham Street and Gotha Street, Fortitude Valley »» Newmarket Road and Lamont Road, Wilston »» Kelvin Grove Road and Ithaca Street, Kelvin Grove. ww Upgraded key intersections to tackle congestion and improve traffic movement at: »» Creek Road, Tick Street and Greenmeadow Road, Mount Gravatt East and Mansfield »» Ivory Street and Boundary Road, Fortitude Valley

»» Lytton Road, Apollo Road and Thorpe Street, Bulimba. ww Removed 532 abandoned vehicles across the city.

Congestion report The Congestion Reduction Unit continued to implement a program of initiatives to monitor traffic flow and manage and mitigate congestion on the transport network. Nineteen congestion busting projects were completed with improvements including extensions to turning pockets, lane realignments and widening, alongside the introduction of: ww nine additional CCTV cameras ww 11 additional Bluetooth sites ww 80 additional pedestrian countdown timers ww 59 traffic signals upgraded to LED technology. Council’s ability to monitor and report on the performance of the road network continues to improve with the use of Bluetooth technology. Council produces six-monthly Greater Brisbane Key Corridors Performance Reports together with the Queensland Government’s Department of Transport and Main Roads to provide information on 38 critical corridors across Greater Brisbane. Council is also working with the Queensland Government to provide Emergency Vehicle Priority (EVP) on selected Brisbane corridors. EVP is an Intelligent Transport System solution that automatically interrupts traffic signals and provides a green light to emergency response vehicles prior to the vehicle’s arrival at an intersection. EVP is operational at 310 intersections. Council continued to refine the Sydney Coordinated Adaptive Traffic System to support congestion management, with 958 intersections now incorporated into the system and more than 250 intersections reviewed and timings improved. After 10 years of successfully partnering with the Queensland Government, Council continues to operate the Brisbane Metropolitan Transport Management Centre (BMTMC). The BMTMC has operational management of Council and Queensland Government-owned roads in the Greater Brisbane metropolitan region, as well as Transport for Brisbane buses and TransLink’s busways network. It manages approximately 3250 transport-related incidents per month.

Brisbane City Council | Annual Report 2016 -17

Challenges Inner city bus congestion In 2016, Council announced the Brisbane Metro concept, a high-frequency rapid transport system designed to cut travel times and reduce CBD bus congestion. The concept was developed to address the current challenges facing Brisbane’s bus network, which has reached capacity at many inner city locations. Council has since completed a range of technical assessments of the project and conducted extensive consultation with the community and key stakeholders. Last year, around 1500 residents had their say on the Brisbane Metro concept through a citywide engagement program. There was strong support for additional high-frequency public transport in Brisbane and high awareness of bus congestion issues in the CBD. Other issues included the need for a more reliable network with ‘turn up and go’ services running to more locations and concerns about impacts to the busway during construction. Engagement with government stakeholders also identified the need for the project to avoid impacts on the Go Print site at Woolloongabba and to ensure Brisbane Metro complements Queensland Government’s proposed Cross River Rail Project. In March 2017, Council announced the revised and expanded Brisbane Metro concept to help address Brisbane’s inner city bus network congestion and capacity issues. The revised concept has evolved into an expanded network of high-frequency services, which will run over 21 km linking busway stations at Eight Mile Plains, the Royal Brisbane and Women’s Hospital (RBWH), UQ Lakes and all the busway stations in between. Running every three minutes in peak hour and with a new state of the art Cultural Centre underground Brisbane Metro station, journeys will be faster and more reliable. Following engagement with key stakeholders and the community, Council has undertaken further technical assessments and investigations to inform the Brisbane Metro Business Case, which was released in May 2017.

Brisbane City Council | Annual Report 2016 -17

Council’s preparatory works for the Queen’s Wharf Brisbane development Queen’s Wharf Brisbane was declared a Priority Development Area by the Queensland Government in late 2014, with the Destination Brisbane Consortium announced as the winning proponent of the project in July 2015. To facilitate construction of the Queen’s Wharf Brisbane Project, Council had to prepare for proposed road closures, which would impact inner city traffic and public transport routes around William Street and Queens Wharf Road in the CBD. During initial preparations, Council worked to identify the changes required to the transport network. During that time Council facilitated and completed: ww transport modelling and analysis of the CBD road and public transport network ww land-based works at North Quay to allow improved accessibility to the ferry terminal from Queens Wharf Road. This year, to implement the major bus service changes as a result of the Queen’s Wharf Brisbane Project and the closure of William Street and Queens Wharf Road, Council: ww upgraded 10 intersections to allow for bus movements ww constructed a number of new CBD bus stops and inner city bus layovers ww relocated one CityCycle station on Mary Street. Due to the road closures and construction area, 90 on‑street motorcycle parking spaces in the CBD were lost. Council is continuing to work to provide replacement parking, with 82 additional spaces delivered to date and a further 33 being developed. Motorcyclists are also eligible for the discounted rates in Council’s car parks. Council delivered many of the necessary changes to all transport networks by 12 December 2016 to ensure the CBD was able to adapt to the major closure. The closures associated with the Queen’s Wharf Brisbane project occurred on 1 January 2017.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Continuing to attack congestion with an efficient road network Congestion management is essential for improving road safety and ensuring smooth and efficient traffic flow across the city. As part of Council’s commitment to taking real action on traffic congestion. It delivers a series of projects to improve road network efficiency, reduce travel times and improve safety through the Projects Attacking Congestion program. Traffic congestion in Brisbane costs businesses and residents an estimated $1.6 billion per year and without continued strong investment in the transport system, this cost could rise to $3 billion per year by 2020. In 2016-17, $516.2 million was dedicated to road projects attacking congestion, which will deliver 90 road projects across the city over four years. This includes major upgrades to the Wynnum Road corridor, Telegraph Road corridor, ICB and Kingsford Smith Drive. The Wynnum Road corridor is an important route in Brisbane’s road network, providing access between suburban and commercial catchments in the eastern suburbs of Brisbane, the CBD and beyond. In June 2016, the detailed design was released for Stage 1, which will see Lytton Road upgraded from four to six lanes between Latrobe Street and Canning Bridge in East Brisbane. Since then, Council has been progressing with landscape plans for Mowbray Park and the formal land acquisition process, with more than 50% of the identified properties already purchased for Stage 1. Preliminary design for Stage 1B of the Wynnum Road corridor project was shared with the community for feedback in June 2017. This project involves interim works to improve traffic efficiency and safety between Canning Bridge and Riding Road in Norman Park and Morningside and will be delivered in coordination with Stage 1, which is expected to start in early 2018.

the construction tender awarded and Stage 2 started. The upgrade will improve safety, congestion, travel times and road flood immunity while catering for future traffic demands. Once complete, the corridor upgrade will also improve access to major transport corridors, including the M1 Motorway. Construction on the ICB upgrade is also underway following the appointment of BMD Constructions in November 2016. In March 2017, Council reached an agreement with Transurban Queensland to fund and deliver the upgrade and to take over responsibility for the ongoing maintenance and operations of the ICB. Major on-road construction started in May 2017, with works completed to date including earthworks and investigations on both the road and land adjacent to the ICB. The ICB upgrade will see the road widened in each direction to improve travel times and safety, reduce congestion and improve connectivity to the wider road network. New and improved ICB entry and exits will be delivered to reduce travel times for buses and provide opportunities for new bus services to and from the western suburbs using Legacy Way. As a major gateway to the city for tourists, visitors and residents, Kingsford Smith Drive is also being transformed into a vibrant urban corridor that maximises public access to the river and reinforces Brisbane’s identity as a new world city. Upgrade works continued in 2016-17 with major construction activities including marine works to widen the road and build the new river walk structure, ground improvement works and major service relocations. With an ongoing investment in projects to alleviate congestion along the most heavily travelled corridors, complemented by a program of smaller upgrades such as extension of turning lanes and reconfiguring lanes, Council will continue to deliver real benefits to the road network and ensure Brisbane remains an accessible, connected city.

The Telegraph Road corridor upgrade has also progressed with Stage 1B construction well underway,

Brisbane City Council | Annual Report 2016 -17

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 off the region’s climate and lifestyle attributes, thereby maintaining Brisbane’s outstanding quality of life.

Overview

PROGRAM 3 FUTURE BRISBANE What we do ww City and regional strategic land use planning in consultation with the community ww Urban renewal and neighbourhood planning in consultation with the community ww New city artworks ww Public artwork collection management ww Suburban Centre Improvement Projects (SCIPs) ww Development services ww Building and development regulation and compliance ww Private plumbing assessment certificates ww Infrastructure planning coordination and delivery ww Protection and support for local heritage places ww Recognition and protection of character housing.

Top image: Milton public art

Brisbane City Council | Annual Report 2016 -17

Council’s Future Brisbane goal is to ensure Brisbane, Australia’s New World City, has a distinct subtropical character and is well-designed, economically prosperous and efficiently serviced. Through the Future Brisbane program, Council plans for economic, employment and population growth while enhancing lifestyle opportunities by protecting heritage and character buildings, parks and natural environment. Council engages with the community to plan for the future, to ensure our lifestyle is enhanced, valuable features are protected and employment opportunities are created. The Future Brisbane program contributes to effective growth management and a well-designed and responsive built environment.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Key highlights ww Adopted neighbourhood plans for Lower Oxley Creek North, City Centre, Hemmant-Lytton and Bulimba District. ww Progressed citywide amendments to keep Brisbane City Plan 2014 up to date and reflect new planning information. ww Introduced incentives to support new and upgraded retirement and aged care accommodation. ww Released the New World City Design Guide: Buildings that Breathe and DesignSMART, a pre‑lodgement service to support its implementation. ww Launched the Brisbane Food Trucks website in July 2016, achieving 345,370 page views by the end of June 2017. ww Launched the City of Lights Strategy and City of Lights Grants Scheme to encourage private property owners to install creative lighting. ww Launched the Brisbane Canvas Suburbs initiative and sought expressions of interest from artists for nine suburban canvases, with 69 artist submissions received. ww 10 Talk to a Planner events held with 3436 attendees. ww More than 4500 development applications lodged. ww 55,860 plumbing inspections completed.

Performance – Key results and achievements 3.1 Planning for a growing city Council aims to 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. This framework recognises and takes into account the aspirations of the residents of the city in the context of the SEQ region.

Key results for 2016-17 ww Continued to deliver on Brisbane City Plan 2014, which provides capacity for the Queensland Government’s South East Queensland Regional Plan 2009-2031 target of an additional 156,000 new dwellings in the Brisbane local government area by 2031. ww Made revisions to the Brisbane City Plan 2014 to align with the new Planning Act 2016, effective from 3 July 2017. ww As part of Council’s commitment to ensure the Brisbane City Plan 2014 remains effective and up-to-date, Council introduced a rolling program of major and minor amendments to some of its citywide provisions. ww Provided input to the Queensland Government on its: »» draft South East Queensland Regional Plan »» draft Planning Act 2016 and supporting regulations (draft Planning Regulation 2017, revised State Development Assessment Provisions) »» updated State Planning Policy (April 2016) »» Queensland Building Plan »» Queensland Housing Strategy.

Ten Talk to a Planner events held with 3436 attendees

ww Introduced a range of incentives to support the development of new and upgraded retirement and aged care accommodation to allow older people to find housing to suit their needs within their neighbourhood. ww Instigated and continued to progress major amendments to the Brisbane City Plan 2014 to support aged care and retirement living, including a new retirement and residential care facility code to guide new development.

Brisbane City Council | Annual Report 2016 -17

ww Undertook research on future industrial land demand for Brisbane and commenced development of initiatives to support industrial employment and investment.

ww Launched the Brisbane Food Trucks website, achieving more than 345,370 page views.

ww Updated and expanded Virtual Brisbane, Council’s 3D virtual model of the city. The updates improved the analytical capacity of the model into growth areas beyond the inner 5 km strategic corridors, and from Nundah to the Racecourse Road precinct.

ww Completed the upgrades of Fish Lane and Arch Lane as part of the Vibrant Laneways program.

ww Delivered two new Heritage Trails – Nostalgic Stroll Through Nundah and Discover The Gabba’s Hidden Gems.

Yearly comparison – development application lodgement

ww Commenced work on the Banyo-Northgate and Kangaroo Point Peninsula neighbourhood plans. ww Progressed seven neighbourhood plans for City West, Dutton Park-Fairfield, Spring Hill, Newstead North, Ferny Grove-Upper Kedron, The Gap, and Coorparoo and Districts. ww Launched the City of Lights Strategy and City of Lights Grants Scheme to encourage private property owners to install creative lighting.

Brisbane City Council | Annual Report 2016 -17

4504

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ww Adopted the Lower Oxley Creek North, City Centre, Hemmant-Lytton and Bulimba District neighbourhood plans.

4000

20 0

Key results for 2016-17

Number of applications lodged

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 builds upon community aspirations and values.

4425

5000

3.2 Enhancing Brisbane’s liveability

3186

ww Progressed Council’s draft Local Government Infrastructure Plan and accompanying major amendment for long-term infrastructure to public consultation.

ww Showcased 15 temporary artwork exhibitions in the Vibrant Laneways Outdoor Gallery and 32 William Jolly Bridge projections.

3428

ww Implemented a reduction in infrastructure charges for eligible student accommodation developments to encourage new developments for tertiary or higher education students.

ww Launched the Brisbane Canvas Suburbs initiative and sought expressions of interest from artists for nine suburban canvases, with 69 artist submissions received. Designed to enliven public spaces, Brisbane Canvas is a rich range of innovative and imaginative commissioned street art on walls, pillars and bridge structures in Brisbane.

3377

ww Held bi-monthly meetings of the Urban Futures Brisbane Board and its portfolio board, the Inclusive Brisbane Board. The boards provided a range of strategic advice with focus on building organisational capacity for community organisations and improving aged care and retirement living in Brisbane.

ww Transitioned the Brisbane Food Trucks initiative from trial to business as usual.

The number of development applications received by Council continues to increase from 2011-12.

3.3 Approving quality development The Brisbane City Plan 2014 is Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed and

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Suburban Construction Management Taskforce – 100% increase in inspections held compared to previous year

is a significant tool to guide and foster economic development. Building and development in Brisbane is approved in accordance with the Brisbane City Plan 2014 and seeks to retain and enhance Brisbane’s subtropical lifestyle, its unique heritage, character, safety and prosperity.

Key results for 2016-17 ww Held 10 Talk to a Planner events with more than 3430 attendees. ww Processed 4392 lodged development applications. ww Undertook 55,860 plumbing inspections. ww Assessed more than 3680 building applications within 30 days. ww Released nine new fact sheets: »» Suburban Construction Management Taskforce – provides an overview of the team and outlines responses to industry relating to effective management of construction sites. »» Construction Management Plan (CMP) – outlines areas that may need to be addressed in a CMP to ensure construction works are undertaken with minimal impact and disruption to the surrounding community. »» Pre-start meetings – ensures development is carried out in accordance with conditions of a development approval with minimal adverse impact on neighbouring properties and the environment. »» Facade details on tall buildings – provides information for industry professionals who may be submitting tall building designs for assessment. »» Guide to understanding typical residential forms in Brisbane City Plan 2014 – outlines the key differences between the following residential uses: dwelling house, secondary dwelling, dual occupancy, multiple dwelling and rooming accommodation. »» Heritage exemption certificate to carry out development on a local heritage place – provides details pertaining to heritage exemption certificates and local heritage places.

»» DesignSMART – outlines the service which is designed to support industry through a series of pre-lodgement meetings focused on a collaborative design process. »» Final plumbing inspections for commercial premises – provides information for plumbing contractors who need to book final plumbing inspections for commercial premises. »» Onsite sewerage facilities – provides information about onsite sewerage facilities, who is responsible for the facility and maintenance tips to assist in the health of the facility. ww Launched the Bushfire Advisory Service in November 2016, which assists with development assessment requirements for bushfire reporting, bushfire hazard assessment and/or the preparation of a bushfire management plan. ww Planning Information Officers responded to more than 19,950 development-related telephone enquiries about a wide range of topics, including Brisbane City Plan 2014, subdividing land, home‑based businesses and traditional building character houses. ww Launched the DesignSMART pre-lodgement service, which supports industry through a series of pre-lodgement meetings focused on providing a collaborative design process. ww Improved online SmartForms to make processes associated with the development assessment and development construction processes more customer-friendly. ww Provided advice to the development industry and consultants to encourage the development and restoration of heritage places and buildings through development applications, as well as applications for grants under the Heritage Incentive Scheme. ww Introduced heritage exemption certificates, which enable Council to approve minor work to local heritage places under a simplified, more expeditious development assessment process.

Brisbane City Council | Annual Report 2016 -17

ww The Suburban Construction Management Taskforce undertook more than 1490 reactive inspections of Brisbane construction sites. ww Processed 4035 Footway Permit applications for temporary use of, or on Council footpaths (usually related to domestic buildings).

Challenges Planning for our ageing population With the need for retirement and aged care housing options expected to increase by 50% over the next decade, Council is facilitating increased supply of purpose-built retirement and aged care facilities throughout the city.

This new legislation impacts on all aspects of planning in Council, including how development is categorised, how plans are made and amended, as well as how development applications are processed and assessed, with reduced timeframes and decision‑making rules. The Brisbane City Plan 2014 required revision throughout to align with new terminology, a new planning scheme template and to ensure Council was well placed to determine code assessable applications under the decision-making rules of the Planning Act 2016. An end-to-end review of the entire development assessment service was done to ensure Council and its customers have a seamless transition to the new planning legislation.

Council is planning now so in the future, as a growing proportion of Brisbane’s population ages, the city has suitable housing choices to help them retire and age in their local area, and maintain connections to friends, family and their community.

Brisbane City Council | Annual Report 2016 -17

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On 25 May 2016 the new Planning Act 2016 was assented to, which replaces the Sustainable Planning Act 2009 that formerly guided development assessment and plan-making in Queensland. The new Act was the first legislative change in a suite of Queensland Government planning reforms to become effective on 3 July 2017. In addition to the Planning Act 2016, a new Planning Regulation, Development Assessment Rules and Minister’s Guidelines and Rules (for plan-making) were released.

4000

Queensland Government – planning reform

5000

This financial year, Council also introduced a new incentive to reduce the cost of infrastructure charges levied on qualifying aged care and retirement facility developments to encourage more supply.

Footway Permit applications processed

As a direct result, Council is amending the Brisbane City Plan 2014 to offer a more streamlined approach to extending or upgrading residential care and retirement facilities. It also began offering free pre‑lodgement meetings for applicants.

Number of applications processed

In 2016-17, Council developed a suite of initiatives to address the challenges the industry faces in providing and building retirement and aged care housing.

Footway Permit applications for temporary use of, or on Council footpaths.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Brisbane food truck

Brisbane food trucks serve up success for Council The Brisbane Food Trucks initiative has been one of Council’s true success stories for 2016-17, contributing to our vision for a vibrant new world city. Launched in July 2016 on a trial basis, the Brisbane Food Trucks initiative saw 22 approved gourmet food truck operators test a new web-based booking system. The trial aimed to support the gourmet food truck industry through improved guidance and regulation, allowing mobile food vendors to better use Council‑controlled spaces by providing ease of access to booking sites, such as road reserve and parks. The initiative is one way Council is supporting small business and building our local economy. Participating food trucks were able to trade exclusively from pre-endorsed premium sites and drive-up sites located in existing lawful on-street car parking spaces. Council also produced an information kit including guidelines and rules and regulations for trading at these new vending locations. One of the key outcomes of the initiative is the mobilefriendly Brisbane Food trucks website, which has become a resource for food lovers across Brisbane. The purpose-built website helps connect residents with unique and creative food experiences that celebrate our cultural diversity and subtropical climate. The website features an interactive map to help users locate their favourite gourmet food trucks, search by

cuisine type, find out what’s on the menu and check operating hours. It also includes site booking functionality for food truck operators and enables them to create a searchable profile, upload menu information and access GPS technology, helping their customers track their location across the city. Gourmet food truck vendors can also promote events via the website, which is a feature that opens up additional business opportunities. With the city’s food truck scene expanding rapidly and events such as Downey Park Food Trucks and By the River at Newstead House gathering a strong following, the Brisbane Food Truck initiative is encouraging further activation of city spaces and helping enhance Brisbane’s reputation as a new world city. Council plans to extend the Brisbane Food Trucks initiative to all mobile food businesses that meet Council criteria to become approved as Gourmet Food Trucks. This initiative now gives food truck operators the option of scheduling private events and showing where they are trading from, as well as the option of paying a fee to access premium and drive-up sites on Council land, in addition to a website profile. More than 40 food truck operators are now included on the Brisbane Food Trucks website, demonstrating Council’s commitment to promoting local business opportunities.

Brisbane City Council | Annual Report 2016 -17

Brisbane is a vibrant 24 hour, seven day a week new world city with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities.

PROGRAM 4 YOUR BRISBANE What we do ww Develop vibrant and caring local communities ww Promote active and healthy lifestyles ww Libraries and City Archives ww Museums and exhibitions ww Cultural activities, festivals and events ww Community grants, partnerships and development ww Access and inclusion initiatives ww Indigenous and multicultural initiatives ww Youth development ww Community capacity building ww Homelessness initiatives ww Facilities planning, development and lease management ww Sport and recreation capacity building ww Golf courses ww Community pools ww Community halls ww Brisbane City Hall, Planetarium and Riverstage.

Top image: Newmarket Pool

Brisbane City Council | Annual Report 2016 -17

To ensure Brisbane is kept on the right track, Council will continue to create new lifestyle and leisure opportunities to benefit all residents and visitors to our city.

Overview Throughout 2016-17, the Your Brisbane program worked in partnership with the community, other levels of government and the private sector to deliver a range of activities, programs and events which celebrate and strengthen our quality of life and community spirit. It ensures everyone in Brisbane can access community resources, services and facilities. Community and cultural grants were provided to foster local talent, artists and performers, build the capacity of local not-for-profit organisations and develop and maintain sport and recreation facilities. Our libraries continued to transition to the digital age while retaining their purpose as local hubs for reading, learning, information, culture and social interaction. The use of library meeting rooms as well as attendance at outreach activities and learning programs continued to grow. City Archives continued to collect, manage and preserve the corporate memory of Council and the historical record of the city. This included ongoing digitisation of photographic collections and improving access to and supporting community interest in the history of both Council and Brisbane.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Our resources, services and facilities continued to be accessible and well patronised, particularly those aimed at supporting vulnerable communities. High quality sporting and recreational services were provided and our venues remained popular.

Performance – Key results and achievements

The Your Brisbane program contributes to inclusive and caring, learning and informed, and active and healthy communities.

Brisbane’s community is innovative, creative and provided with opportunities to actively participate in the cultural life of our city.

Key highlights

Key results for 2016-17

ww $1 million in funding provided to Micah Projects Inc. to deliver Mobile Health Care for people experiencing, or at risk of, homelessness.

ww Provided funding for 114 city, suburban, multicultural and sponsored festivals and events across Brisbane, with more than two million residents and visitors in attendance.

BrisAsia Festival attendance numbers

ww Extended Saturday library opening hours to 4pm.

171,000

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ww Completed the Nundah Library refurbishment, launched the new mobile library and new Chermside Library and delivered the pop-up library initiative.

ww More than 6.2 million visits to Council libraries, with 9.3 million loans.

ww Hosted 10 Lord Mayor’s Seniors Christmas Parties at Brisbane City Hall, enjoyed by more than 7960 residents.

38,000

ww Opened the new Parkinson Aquatic Centre featuring a 50-metre heated outdoor pool and heated indoor pool.

ww Delivered 13,271 Active and Healthy program sessions to 118,000 participants.

ww The QUBE Effect event hosted more than 2000 people. Now in its third year, this contemporary music initiative featured 24 local bands at a live music event during Youth Week and more than 4300 online votes were received for the People’s Choice Award.

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ww Completed stage two of the Paddington Skate Park upgrade.

ww More than 662,000 visitors to Brisbane Powerhouse.

11,650

ww Funded 114 festivals and events.

ww The fifth annual BrisAsia Festival hosted more than 171,000 people and featured the work of local artists, communities and businesses.

ww Awarded more than $5.8 million across 11 grant programs.

4.1 Thriving arts and culture

Since the first BrisAsia Festival in 2013, attendance has increased significantly.

Brisbane City Council | Annual Report 2016 -17

ww Hosted 400 events as part of the City Entertainment program, which employed more than 8000 artists and art workers and were attended by approximately 350,000 people. ww More than 110 seniors participated in the Lord Mayor’s Seniors Cabaret Showcase 2016, a talent search for Brisbane’s seniors, with more than 2800 people attending the free performances and concert.

4.2 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 2016-17

ww Presented 25 people with awards and grants for their contribution to the city’s creative sector at the Brisbane Arts and Culture Innovation Awards. ww Continued to provide funding to the Brisbane Powerhouse and Museum of Brisbane to support the ongoing operation of the venues and services offered, in conjunction with venue sponsors and supporters. »» More than 662,000 people visited the Brisbane Powerhouse and in excess of 228,000 people attended 1155 performances and events at the venue. »» More than 290,000 people visited the Museum of Brisbane. ww Opened SunPAC, a new $10 million performing arts centre at Sunnybank. Council continues to support this joint initiative with the Sunnybank Community and Sports Club delivering diverse and accessible performances and events, and providing a venue for community use. Since opening, more than 26,000 people have attended 121 performances at the centre. ww Continued to deliver the Creative Brisbane Creative Economy 2013-22 strategy with 98% of the targets initiated or completed to date. ww Continued to support Brisbane Festival, which hosted more than 753,000 event attendees in 2016. The festival reached a social media audience of 173,455 in 2016.

ww More than 6.2 million people visited Council libraries, with 9.3 million loans. ww Achieved a 97% customer satisfaction rating for libraries from users surveyed. ww Completed the $2.08 million refurbishment of the Nundah Library. ww Opened the new 3000 m2 Chermside Library. ww Launched the new state-of-the-art mobile library. ww Delivered the pop-up library initiative. ww Extended Saturday opening hours at libraries (9am to 4pm) equating to an additional 77 opening hours citywide, every week. ww More than 550,000 people attended library programs. ww Continued to deliver the Lord Mayor’s Writers in Residence program with more than 7160 attendees at 90 author events and workshops, fostering the creative economy and connecting people through reading, literature and writing. ww Recorded more than 1.55 million loans and downloads from the digital library collection. ww Increased usage of library meeting rooms by 3% to 58,676 hours of bookings. ww Delivered 11,445 early literacy programs to more than 332,310 children and parents. ww Increased attendance at English conversation groups in libraries to 18,315 attendees.

More than 550,000 people attended library programs

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

4.3 Active and healthy community

ww Invested more than $680,000 in 18 Access and Inclusion Community Partnership program grants.

Brisbane is an active and healthy city with high quality facilities and programs providing a range of sport, leisure and recreation opportunities.

ww Installed 65 tactile street signs at South Brisbane and West End on advice from Vision Australia and Guide Dogs Queensland.

Key results for 2016-17 ww Offered a variety of free or low-cost health and fitness activities through the Active Parks program for people of all ages in more than 50 Brisbane parks, with more than 65,000 participants. ww Continued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD ‘n’ Kids programs to more than 37,500 participants. ww Continued to partner with The Heart Foundation to implement the Heart Foundation Walking program, with more than 9200 residents taking part in scheduled walks. ww Delivered six all abilities cycling sessions across Brisbane. This is an outcome of the Brisbane Access and Inclusion Plan 2012-17. ww More than 1100 residents participated in 162 skateboarding activities held in 20 Council parks. ww Provided more than $78,800 in Healthy and Physical Activity grants to 10 community organisations, groups or networks. ww Provided facilities and services to local sport, recreation, cultural and not-for-profit community groups across more than 620 sites. Services included advice on managing, maintaining and developing facilities and fields, maximising facility use and capacity building. ww Launched the new Building Stronger Communities Grants Program to support community-based, not-for-profit organisations to deliver projects that develop or improve their facilities, or improve their governance and long-term sustainability. This program awarded $2.5 million to 76 organisations.

4.4 Social inclusion Brisbane is an inclusive city in which diversity is valued and all Brisbane residents, regardless of ability, background or circumstance are able to fully enjoy living, working or visiting our city.

Key results for 2016-17 ww Invested more than $2.5 million to improve the accessibility of 12 community facilities, including community halls, pools and leased facilities.

ww Assisted 59 people experiencing, or at the risk of, homelessness, into one of Council’s 19 Community Housing Partnership Project properties. ww Public Space Liaison officers carried out more than 3360 engagements in Council parks or on Council assets to link people sleeping rough with appropriate services. ww More than 670 guests attended the Homeless Connect event at Doomben Racecourse, where they had access to a range of free services. ww Provided $1 million of funding to Micah Projects Inc. to deliver Mobile Health Care services for people experiencing, or at the risk of homelessness. ww Worked in partnership with seven community organisations to coordinate and deliver nine activities as part of National Aboriginal and Islander Day Observance Committee (NAIDOC) Week. ww More than 32,000 people participated in Black History Month 2016, including NAIDOC Week activities. ww More than 290 people took part in Council’s Aqua English program. ww More than 50,000 one-way passenger trips were booked through Council Cabs. ww Continued to deliver Council’s Youth Strategy 2014‑19 with 80% of outcomes achieved to date. ww More than 22,000 young people visited Council’s Visible Ink Youth Space. ww More than 7600 young people across Brisbane participated in Youth Week 2017 events. ww More than 60 students participated in the Lord Mayor’s Youth Advisory Council. ww Continued sponsorship of multicultural radio station Radio 4EB to help provide community education and activations to more than 160,000 listeners in more than 50 languages. ww Provided more than $120,000 in Community Development and Capacity Building Grants to 15 applicants to help local not-for-profit groups develop projects that respond to local and citywide community issues. ww Council’s Resident Liaison officer supported 10 new cases and continued to assist three properties with hoarding and squalor concerns and 20 residents living in these properties.

Brisbane City Council | Annual Report 2016 -17

ww Provided more than $81,000 to nine applicants in Men’s Shed Grants to support men’s shed groups in Brisbane.

ww Developed six sport and recreation precinct plans to help optimise use and guide future activation of community facilities.

ww Provided more than $19,000 in grant funding to three applicants through the Housing Support Program to community organisations for projects or services that respond to the housing and social needs of people experiencing, or at risk of, homelessness, or those living in social housing.

ww Opened the newly constructed Parkinson Aquatic Centre at Parkinson, including a 50-metre heated outdoor pool and heated indoor pool, both with accessible ramps and an accessible change room. ww More than 2.5 million people visited Council’s 22 city pools. ww Hosted more than 81,400 players at Victoria Park and St Lucia Golf Links.

4.5 Community sport and recreation facilities

ww Welcomed more than 143,000 people at the Sir Thomas Brisbane Planetarium.

Brisbane residents have access to a broad range of well-managed, quality community facilities providing sporting, recreational, social and cultural opportunities.

ww Council’s Riverstage hosted 21 shows and 4 community events. ww Received more than 14,700 individual bookings for 19 community halls.

Key results for 2016-17 Community hall booking numbers

11,803

11,035

9379

9036

8216

7587

3000

10 -

11 11 -1 2 20 12 -1 3 20 13 -1 4 20 14 -1 5 20 15 -1 6 20 16 -1 7

0 -1 0

ww Delivered centralised irrigation monitoring systems to 20 sport and recreation clubs to help local clubs use water more efficiently.

6000

ww Continued to manage more than 620 leased and licensed sites in conjunction with sports, cultural and community service organisations.

9000

ww Provided financial support for the completion of the Western Districts Rugby Union Football Club field redevelopment.

Number of bookings

ww Undertook aeration to 300 sports fields and condition testing of more than 300 sports fields.

12,000

Usage of Council’s community halls continues to grow.

Aerated more than 300 sports fields in suburbs across Brisbane

Brisbane City Council | Annual Report 2016 -17

14,707

ww Completed upgrade and accessibility works to Toombul Shire and Northgate halls.

13,738

15,000

ww Delivered the second stage of Paddington Skate Park upgrade works, improving the space for users and spectators. This included installation of lighting to facilitate night time use, upgrades to the old surface and a new footpath connection.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

4.6 City icons Council’s iconic Brisbane City Hall is fundamental to the city’s identity, government, cultural and community life. Brisbane City Hall is a heritage building Council has preserved for current and future generations.

Key results for 2016-17 ww Welcomed more than 975,500 visitors to Brisbane City Hall. ww Brisbane City Hall and King George Square hosted more than 420 civic and community events, including: » Citizenship ceremonies » Brisbane Comedy Festival Gala » Lord Mayor’s Charitable Trust Gala Ball » Dance for Daniel. ww Welcomed His Majesty King Willem-Alexander and Her Majesty Queen Máxima of the Netherlands to Brisbane City Hall. ww Hosted the ambassadors for France and Turkey respectively.

Challenges Providing support to community‑based, not-for-profit organisations to build capacity and improve governance and performance Council is committed to supporting community‑based, not-for-profit organisations because it recognises the important role they play in promoting and linking residents to cultural, recreation and wellbeing opportunities. Council works closely with these organisations to strengthen their capacity and ability to deliver services and activities. This includes the lease of Council‑owned facilities. Many not-for-profit organisations face significant challenges, particularly with declining volunteers and the rising utility and maintenance costs of ageing facilities. The sector is also under pressure to meet a range of legislative, procedural and state body requirements.

Welcomed more than 975,500 visitors to Brisbane City Hall

In 2016-17, Council introduced the new Building Stronger Communities Grants Program to directly respond to the pressures faced by these organisations. The grants provide funding to community-based, not‑for‑profit organisations to deliver projects that develop or improve their facilities, or improve their governance and long-term organisational sustainability.

Supporting Brisbane’s unique venues Managing unique Council venues such as Spring Hill Reservoirs, Riverstage and Richard Randall Art Studio is a work in progress. Ensuring these sites remain relevant, open and available for community use requires Council to be innovative in its management approach to maintenance and the balancing of community and commercial activities. To achieve this, Council creates commercial opportunities to showcase and promote these sites. This supports a cost-neutral operating model which in turn increases the use of the sites and meets community expectations. For example, Riverstage is available for hire and hosts many local, national and international concerts and events each year.

Brisbane City Council | Annual Report 2016 -17

Libraries, a hub of learning 2016-17 was a big year for Brisbane libraries with opening of the new Chermside Library and the launch of the refurbished Nundah Library, as well as a host of other innovative initiatives including a new mobile library and pop-up library service and extended Saturday opening hours. Brisbane’s biggest suburban library opened its doors at Chermside in March 2017. At 3000 m2, the library is 50% larger than its predecessor and is part of a precinct that also includes Council’s North Regional Business Centre and local ward office, helping residents access a range of Council services in one convenient location. Chermside Library offers a number of different spaces to meet varied customer needs, including three quiet rooms and a dedicated quiet area, reading and news lounge, booths for collaborative work and three meeting rooms which can be separated or combined to suit audiences of up to 200 people. Other features include the largest dedicated children’s library in the city, an interactive maker space for creative learning and The Lab, for programs that build digital skills using new technology. In October 2016, the Nundah Library refurbishment was also completed. The reoriented floor plan improves the library’s connection to the outdoors, with free Wi-Fi available on the covered deck overlooking Boyd Park and a new library meeting room, reading areas and an updated children’s library providing many options for library goers to connect, share and learn. Reaching beyond the library walls, the new mobile library and pop-up library projects were launched this financial year.

Brisbane City Council | Annual Report 2016 -17

The new custom-built mobile library vehicle transforms into a multi-dimensional facility driven and staffed by librarians. With a collection of more than 6000 items, it offers a convenient service to residents who do not have a branch nearby. It features an extension pod, a lift for wheelchairs and prams, a Wi-Fi hotspot, and solar panels. It’s also the first mobile library in Australia to have a covered deck. The pop-up library is a small vehicle used for library outreach and activation at festivals and events citywide, as well as visits to specific communities and groups. The pop-up library commenced with a program of storytimes in parks in June 2017. In February 2017, Council also extended Saturday opening hours in all libraries to 4pm providing an even greater opportunity for people of all ages to enjoy Brisbane’s world-class facilities, collections, programs and services. Council’s library service is the largest public library service in Australia, with 33 branches and is integral to a smart-thinking, easy-living, new world city. In 2016‑17, Council invested $70 million to make sure library facilities, collections and programs meet 21st century needs of the community in the digital age, while retaining their core purpose around reading, learning, information, culture and social interaction. Brisbane libraries also continued to be well used and enjoyed, with more than 6.2 million people visiting them over the course of the year and more than 9.3 million loans and downloads from the library collection.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Newmarket Pool

Brisbane City Council | Annual Report 2016 -17

As a growing new world city, Council has a responsibility to promote, protect and enhance the health and safety of Brisbane’s community.

Overview The goal of the Public Health and Safety program is to protect and enhance the health and safety of the Brisbane community, as well as improve the amenity of the city.

PROGRAM 5 PUBLIC HEALTH AND SAFETY What we do ww Free infant immunisation clinics ww School-based vaccinations ww Mosquito and rodent control services ww Water safety and swimming pool fence inspections ww Local law enforcement and animal management ww Food licencing and compliance ww Safety and general amenity enhancement ww Support Brisbane’s State Emergency Services (SES) ww Disaster and crisis response ww Community safety and crime prevention planning and services ww Graffiti management and reduction ww Cemetery and crematorium services.

Council recognises that as the city grows, laws and regulations need to be reviewed, creating new proposals and advocating for changes to enhance the liveability and health and safety of residents. The Public Health and Safety program enables Council to provide a diverse range of services, including immunisation for infants, children, adults and seniors, animal management and food safety, as well as safety audits and initiatives relating to public spaces and facilities. The program also manages and enforces food safety requirements aimed at protecting public health and administers animal management legislation and strategies that promote responsible pet ownership. In our subtropical climate, it is important Council provides an effective program to mitigate and control mosquitoes and other pests that carry human diseases. Council continues to deliver pest management services, while considering the impact nuisance pests have on the community’s enjoyment of Brisbane’s outdoor lifestyle. Providing a high level of security for our citizens is also a key consideration. Council supports Brisbane’s SES and provides a 24 hour, seven day a week response to public safety risks, including disaster events. Mitigation and removal activities are targeted to reduce occurrences of amenity concerns and graffiti vandalism. Council also supports and promotes high levels of personal and property safety for residents, businesses and visitors. The program also allows Council to continue to provide quality and affordable venues for funeral services, burials, cremations and ash memorials throughout Brisbane. This range of responsibilities helps make Brisbane an active, healthy and safe city.

Top image: Mosquito management, Hemmant Reserve

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Key highlights ww 25,275 free immunisations delivered through community clinics.

5.1 Public health

ww 21,825 ha of land aerial treated to mitigate mosquito risk. ww 126 events for residents promoting animal registration and pet ownership. ww 1660 microchipped animals returned to their owners in Brisbane. ww 26 community engagement events held in relation to the Crime Stoppers Queensland campaign ww 788 active SES volunteers. ww 85 SES community events held reaching more than 600,000 people.

Through implementing initiatives such as Eat Safe and proactively monitoring, as well as responding to public health issues, Council will protect and enhance the health of Brisbane residents.

Key results for 2016-17 ww In collaboration with Field Services, conducted more than 123,218 visits to recognised mosquito breeding sites: » more than 79,100 ha underwent ground-based inspection and treatment » more than 21,800 ha of saltmarsh breeding sites were aerial treated.

Number of animals adopted

ww Provided pet management services:

1800 1777

» registered more than 103,560 dogs

1600 1469

1400 1200

908

1000 800 679

600

129

428

400 200

518

Number of animals

Performance – Key results and achievements

11 -1 2 20 12 -1 3 20 13 -1 4 20 14 -1 5 20 15 -1 6 20 16 -1 7

10 -11

» delivered four low-cost microchipping events in partnership with the Animal Welfare League Queensland, with 109 dogs and 110 cats microchipped » delivered more than 100 Pets and People Education Program sessions in partnership with the Australian Veterinary Association to more than 4820 students at 68 Brisbane schools. ww The Rapid Response Group provided front‑line response to more than 21,780 community complaints and incidents.

» reunited 2544 lost dogs and cats with owners and facilitated the adoption of 1777 pets through Council’s rehoming centres

ww Received 938 food-related public health and safety complaints, with 29 successful prosecutions of Food Act 2006 breaches.

Number of animals adopted through Council’s animal rehoming centres.

More than 200 cats and dogs microchipped at four low-cost microchipping events, in partnership with the Animal Welfare League Queensland

Brisbane City Council | Annual Report 2016 -17

ww Provided public health services: » administered more than 76,350 free vaccinations to more than 34,210 students across 102 schools through the school-based immunisation program » delivered 584 free community immunisation clinics, with more than 8860 infants vaccinated » administered 524 free community flu vaccinations through immunisation clinics for eligible seniors and the medically at-risk.

5.3 Brisbane City Cemeteries Council operates cemeteries, crematoria, non‑denominational chapels and ash memorials.

Key results for 2016-17 ww Managed and maintained 198.5 ha of lawns and gardens across 12 cemeteries.

ww Responded to more than 3110 amenity complaints on issues such as waste bins, unsightly car shells and shopping trolleys.

ww Commemorated the 50th anniversary of the Battle of Long Tan during the Vietnam War by unveiling a memorial at Hemmant Cemetery and Crematorium.

5.2 Citizens’ security

ww Installed a new memorial niche wall at Nundah Cemetery.

Providing a safe place to live and visit through the personal security of citizens and their property, security of the city and community safety services.

Key results for 2016-17 ww Continued to deliver graffiti mitigation and removal programs: » delivered 26 events with Crime Stoppers Queensland to educate residents about the cost of crime and reporting crime » responded to and removed more than 39,000 instances of graffiti » operated the Taskforce Against Graffiti, Council’s graffiti management strategy, and provided intelligence to the Queensland Police Service (QPS) » delivered 42 graffiti education events to 5780 school students. ww Conducted 89 safety audits and inspections using Crime Prevention Through Environment Design (CPTED) principles to improve safety and deter anti‑social behaviour. ww Facilitated 85 SES community events. ww Managed more than 780 SES volunteer members, through activities such as training and recruitment as well as identifying and providing equipment.

ww Completed extensions to Hemmant Cemetery and Crematorium and Mt Gravatt Cemetery and Crematorium, including the opening of a new area that is designated to meet the cultural requirements for burials for members of the Asian community, and a new lawn beamed area. ww Developed and opened a new infant memorial garden at Mt Gravatt Cemetery and Crematorium.

Challenges Devolved state regulation and compliance enforcement challenges The Queensland Government delegates compliance requirements of state legislation to local governments for enforcement. Without accompanying resources, it is an ongoing challenge for Council to deliver on those requirements without compromising its existing resource allocation. For example, the Tobacco and Other Smoking Products (Smoke-free Places) Amendment Act 2016 places bans on smoking in or around some public spaces, including public transport waiting points. Although Council previously enforced some locations such as pedestrian malls, additional locations including bus stops now require monitoring. Similarly, amendments to the Animal Management (Cats and Dogs) Act 2008 requires Council to carry out additional enforcement activities. This legislation change will require additional compliance activities related to holding (and publishing) breeder permits when animals are placed for sale or gift.

87% of businesses received a 3 star or higher rating

Brisbane City Council | Annual Report 2016 -17

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Growing population and increasing response expectations Brisbane is a safe and vibrant 24 hour city. As the city’s population grows, amenity and safety issues increase, with residents placing higher expectations on Council to respond and resolve these issues. Requests from residents for action on compliance activity under the Health, Safety and Amenity Local Law 2009 continue to increase, from more than 6560 requests last year to 6614 this financial year. These matters often involve Council in neighbourhood disputes that fall outside of its jurisdiction. These requests sometimes come with an expected timeframe for action that is not always possible to meet. To help mitigate incidents and complaints within current resourcing constraints, Council’s enforcement approach includes community education to encourage people to work together to protect Brisbane’s health, safety and amenity. It also involves working with residents and visitors to find solutions, and using punitive options such as infringement notices only for the higher risk, unresolved matters.

Purchased additional land to reach 198.5 ha of cemeteries across 12 sites throughout the city

Brisbane City Council | Annual Report 2016 -17

Council programs promote responsible pet ownership Council is committed to making it easier for residents to care for and manage their pets. For the past six years, Council has run discounted microchipping events for cats and dogs in Brisbane parks, offering residents subsidised microchipping and access to pet-related services and products. In 2016-17, Council microchipped 346 dogs and 1199 cats and of these, 109 dogs and 110 cats were microchipped at four dedicated Council microchipping events. Registering and microchipping your pet is an important part of being a responsible pet owner and allows you to be quickly reunited with your pet, should you ever be separated. Council also teaches young owners how to care and be responsible for their pets through the Pets and People Education Program (PetPEP), which was delivered to more than 4820 students at 68 schools through a Council contribution of more than $23,000 in 2016‑17. PetPEP is an Education Queensland accredited program, which is run as a joint initiative between Council, the Australian Veterinary Association, RSPCA and Biosecurity Queensland. Students are taught about what they need to do to take care of a pet, from choosing the right exercise for an animal to medical care. Supporting local grassroots programs that promote pet responsibility within the community helps sustain Council’s vision of a friendly and safe city. Council’s Finding Irresponsible Dog Owners (FIDO) registration project, the Brisbane Active Registration

Brisbane City Council | Annual Report 2016 -17

Compliance Campaign (BARCC) and the Active Registration Enforcement Campaign (AREC) also deliver customer engagement and education for responsible pet ownership. The FIDO project reminds people about their pet registration renewal in a number of ways, including letter, email, text message and phone calls. In cases when pet registrations lapse, Council’s BARCC and AREC projects follow up the registration through direct engagement with customers and, where necessary, deliver enforcement to ensure all pet owners in Brisbane are doing the right thing to protect their neighbours and the broader community. The wellbeing of all animals is a priority for Council and the organisation is proud to continue its work with the Animal Welfare League Queensland (AWLQ), which manages Council’s two animal rehoming centres at Warra and Willawong, which accept pets of any breed, age or health condition. At these centres, every effort is made to reunite lost animals with their owners and Council works closely with the AWLQ to rehome healthy and suitable unclaimed animals. In 2016-17, Council reunited 2400 dogs and 144 cats with their owners and adopted out 670 dogs and more than 1000 cats to new homes. To help manage the demand on these centres, Council runs adoption campaigns, low-cost microchipping events and holds agreements with other local councils and organisations to expand capacity during high demand periods.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

South Bank Parklands

Brisbane City Council | Annual Report 2016 -17

The goal of the Economic Development program is to implement the Brisbane Economic Development Plan 2012-2031 and the Brisbane 2022 New World City Action Plan, to ensure Brisbane is prepared for future growth in our economy and has the infrastructure required to support it.

Overview

PROGRAM 6 ECONOMIC DEVELOPMENT What we do ww Promote Brisbane nationally and internationally as Australia’s New World City

The Brisbane Economic Development Plan 2012-2031 addresses five key priorities: ww building Brisbane’s global reputation as Australia’s New World City ww productive Brisbane

ww Promote Brisbane as a great place to do business

ww talent attraction and global connections

ww Ensure Council is friendly and efficient to do business with

ww leadership, engagement and implementation.

ww Attract investment and jobs ww Implement the Long Term Infrastructure Plan 2012-2031 to build infrastructure capacity and support future growth ww Support productive precincts and small‑to‑medium business activities ww Support workforce availability and capability ww Provide precinct management for the CBD and Fortitude Valley ww Establish and maintain business markets, partnerships and facilitation opportunities, both locally and internationally ww Implement the Brisbane Economic Development Plan 2012-2031 and the Brisbane 2022 New World City Action Plan ww Ensure the long-term economic development of Brisbane.

Top image: Brisbane River

The Economic Development program drives the economic development of Brisbane. Its objective is to implement 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.

Brisbane City Council | Annual Report 2016 -17

ww lifestyle city

During 2016-17, Economic Development provided industry research and analysis to the Lord Mayor’s Economic Development Steering Committee to support the implementation of the Brisbane 2022 New World City Action Plan. Economic Development remained focused on helping Brisbane achieve its full potential for economic growth and employment generation by showcasing the city’s investment strengths alongside the lifestyle benefits for workers, international students and visitors. This was achieved through initiatives including Study Brisbane and campaigns to encourage digital uptake among businesses, alongside the facilitation of business investment enquiries. Council also provided economic advice to the community, all tiers of government and private sector partners. Updated demographic and economic data was also made available to inform business decisions and monitor Brisbane’s economic performance.

SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

Driving a business-focused organisation remained a key priority and continues to be achieved via regular engagement with businesses through: ww Council’s dedicated Business Hotline 133 BNE ww a dedicated business section on Council’s corporate website ww Business in Brisbane newsletter ww a program of business forums and masterclasses ww development of online business forms with electronic payment options. Economic Development continues to support local precincts by delivering free public Wi-Fi as well as working with local business communities to deliver Local Business Partnership Initiatives to drive economic growth in those areas. In 2016-17, the free Wi-Fi service was extended to include Stones Corner and Sandgate Town Centre. 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. 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 the provision of quality student accommodation plays a vital role in encouraging international students to choose Brisbane. The Economic Development program continued to support small business growth by opening The Capital, a co-working space for Brisbane start-ups. The program also partially sponsored eight social entrepreneurs to participate in a business accelerator program to build business capacity and capability in their chosen fields.

630,000 unique users of Wi‑Fi across Brisbane

In 2016-17, Team Brisbane, an initiative to increase community pride in our city, had a presence at more than 16 libraries with several children’s makerspace activities held during school holidays to decorate the impressive Team Brisbane sign installed at the Ekka.

Key highlights ww Opened The Capital innovation hub and co‑working space for start‑ups. ww Delivered eight Lord Mayor’s Business Forums with 933 attendees. ww Approximately 2000 students attended four Lord Mayor’s International Student Friendship ceremonies. ww Expanded the free public Wi-Fi service to Stones Corner and Sandgate Town Centre. ww Delivered the Local Business Partnership Initiative in Stones Corner and Sandgate. ww Sponsored eight social entrepreneurs in a business accelerator program. ww Delivered the International Work Experience program to 10 Korean students. ww Achieved platinum ISO37120 certification from the World Council on City Data, allowing Brisbane to be accurately benchmarked against other cities. ww Expanded the CitySafe CCTV camera network with 35 newly installed cameras within the CBD and Fortitude Valley precinct taking the total network coverage to 127 cameras. ww Seven new 360 degree Halo cameras were installed at key locations across the Fortitude Valley precinct.

Welcomed 2000 international students through the Lord Mayor’s International Student Friendship Ceremonies

Brisbane City Council | Annual Report 2016 -17

Performance – Key results and achievements

6.2 Enabling Economic Growth Supporting projected growth in employment, population, exports and investment, Council will ensure appropriate infrastructure projects are identified and sequenced and its regulatory frameworks are responsive and enabling.

6.1 Growing Brisbane’s economy Council facilitates strategies and activities to attract new business investment and generate employment growth for Brisbane.

Key results for 2016-17

ww Expanded the free public Wi-Fi service to include Stones Corner and Sandgate Town Centre.

ww Delivered eight Lord Mayor’s Business Forums and four Business Excellence Workshops.

ww Provided economic input to support the Brisbane Metro Business Case.

ww Improved services and communication to businesses by delivering a further 14 online forms.

ww Provided research for the Global Precincts initiative. ww 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.

ww Achieved ISO37120 platinum certification from the World Council on City Data so Brisbane can be accurately benchmarked against other cities. ww Supported the recognition of business through the Lord Mayor’s Business Awards and Lord Mayor’s Business Breakfasts.

ww Provided research to support neighbourhood planning projects including:

ww Produced a range of business publications and articles including quarterly key economic fact sheets, Business in Brisbane as a quarterly print newsletter (featuring the Brisbane Economic Snapshot) and a monthly e-newsletter containing a business events calendar.

» Banyo-Northgate Neighbourhood Plan » Kangaroo Point Peninsula Neighbourhood Plan » Dutton Park-Fairfield Neighbourhood Plan.

SmartForms online submissions Number of online submissions/transactions

3000 2500 2000 1500 1000 500

13/14

14/15

15/16

16/17

Online smartforms use continues to grow in popularity among business customers.

Brisbane City Council | Annual Report 2016 -17

Ap r

ar M

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D ec

N ov

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SECTION 3: PROGRESS AND PERFORMANCE: PROGRAMS

6.3 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.

Installed a further 35 CitySafe cameras to increase safety

Key results for 2016-17 ww Coordinated the participation of 35 Council officers in tertiary institution facilitated student mentoring programs. ww Delivered an International Work Experience program with students from one of Brisbane’s sister cities, Daejeon, Korea. ww Facilitated the growth of Brisbane’s international student market. ww Delivered the Study Brisbane program. ww Sponsored eight social entrepreneurs in a business accelerator program.

6.4 Delivering world class economic precincts Support Brisbane’s key high economic growth locations by facilitating the strategic planning and activation of these key precincts to maximise their potential for economic success.

Key results for 2016-17 ww Delivered more than 1000 events and more than 2400 performances in the CBD and Queen Street Mall. ww Expanded the CitySafe CCTV camera network with 35 newly installed cameras within the CBD and Fortitude Valley precincts taking the total network coverage to 127 cameras. ww Seven new 360 degree Halo cameras were installed at key locations across the CBD and Fortitude Valley precincts. ww Continued the Queen Street Mall Tenancy Revitalisation project which included the Queen Street Mall Tenancy Design Review and commencement of the public realm design. ww Improved access and navigation throughout the Queen Street Mall for visually impaired people by upgrading current step-hear devices with Bluetooth capabilities that activate audible messages at specific mall sites via mobile phone. ww Continued to support the CBD Economic Development Board for facilitation of economic growth within Brisbane’s CBD.

ww Activated and promoted Fortitude Valley as a cultural and artistic hub through signature events including Valley Fiesta and Chinese Lunar New Year which attracted 15,000 and 8000 attendees respectively to the Fortitude Valley Malls precinct during each event program. ww Presented City Sounds, a live music program, which is Australia’s largest program of its kind. ww Delivered the 2016 Christmas program including the lighting of the Christmas Tree, Gold Lotto City Hall Light Spectacular and the Christmas Parade.

6.5 Delivering the Brisbane 2022 New World City Action Plan Deliver key economic priorities as outlined in the Brisbane Economic Development Plan and Brisbane 2022 New World City Action Plan to drive employment and economic growth across Brisbane.

Key results for 2016-17 ww Attracted $680 million in economic value comprising of both new jobs and capital investment into the city. ww Brisbane hosted the World Science Festival for the second year running and launched a new major annual sporting event, the Brisbane Global Rugby Tens. ww Business visitations and conventions attracted 61 national and international conferences to Brisbane worth $70 million in economic impact. ww The Capital, opened its doors in Queen Street Mall in October 2016. Under the management of two experienced operators, Fishburners and Little Tokyo Two, the hub provides co-working capacity to develop more than 200 start-ups.

Brisbane City Council | Annual Report 2016 -17

ww Brisbane continued to experience strong growth in international leisure visitation, supported by additional direct international airline routes to Vancouver, Shanghai and Tokyo. ww Delivered the Local Business Partnership Initiative in Stones Corner and Sandgate.

6.6 Developing Brisbane’s Export Profile Council continues to grow Brisbane’s out-of-region exports to maintain living standards, incomes and employment growth.

Key results for 2016-17 ww Supported Brisbane Marketing in investment attraction. ww Distributed census data to support program areas. ww Developed industry cluster mapping to help Council understand where key export markets are located. ww Supported Brisbane Marketing in Global Precinct Strategy Development.

Challenges A safer city – CitySafe expansion program Brisbane is a safe and vibrant 24 hour city. The city’s friendly and welcoming attitude, enviable lifestyle and culturally diverse population make it a great place to live, work and relax. The safety of all residents and visitors is a priority for Council, as shown by the expansion of the existing CitySafe camera network. An additional 35 cameras have been installed bringing the total to 127 cameras across the CBD and Fortitude Valley.

Brisbane City Council | Annual Report 2016 -17

Council also continued to work closely with the Queensland Police Service to identify appropriate sites for the cameras. The CBD now has CitySafe CCTV coverage of all major public thoroughfares from Central Station to the City Botanic Gardens, with the majority of the Fortitude Valley entertainment precinct now covered. Coverage in the Brunswick Street and Chinatown Malls has also vastly improved. Amplification speakers used to deter crime and anti‑social behaviour now cover more than 90% of the network and have proven to be successful.

Brisbane’s new Small Business Liaison Officer Small business owners face many challenges. To help navigate these challenges, Council and Brisbane Marketing offer assistance and training to small business owners and host events to provide relevant information for businesses. However, knowing what information is available and where to find it can be challenging. In 2016-17, Brisbane Marketing appointed a Small Business Liaison Officer to assist with this. The Small Business Liaison Officer works closely with Council to ensure small businesses are aware of all the initiatives Council and Brisbane Marketing offer. Some of these initiatives include the Lord Mayor’s Business Forums and Business Excellence Workshops as well as the Power-Up Small Business Workshops. The Small Business Liaison Officer also regularly connects with local business owners, groups and chambers to share information and to ensure concerns from small businesses are heard and followed up. Online assistance for businesses and useful materials are also available on Council’s website or through Council’s dedicated Business Hotline 133 BNE.

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The Capital, Queen Street Mall

Innovation and enthusiasm meet at The Capital The Capital is a $5 million investment in innovation, designed to create hundreds of new jobs, support the local economy and boost Brisbane’s rapidly expanding start-up community. Sitting in the heart of Queen Street Mall, the landmark innovation hub and co-working space for start-ups, offers the city’s emerging companies a space to work, discuss ideas and receive business mentoring. Accelerating our city’s momentum as a centre of innovation in the Asia Pacific region, The Capital helps ensure Brisbane continues to thrive in a rapidly globalising economy. The Capital opened its doors on 20 October 2016 and boasts capacity for more than 200 start-ups, with many more businesses supported through events and industry programs held at the facility. The venue is underpinned by renowned tenants, Fishburners and Little Tokyo Two, which provide start‑ups with affordable co-working office space without costly overheads, such as long-term leases and office equipment. Australia’s largest start-up space operator, Sydney‑based Fishburners, caters to entry level start‑ups and already hosts 40 start-ups in The Capital. Local success story, Little Tokyo Two, nurtures the start‑ups already established on their entrepreneurship journey, under the guidance of Brisbane entrepreneur Jock Fairweather. The Capital is also home to the city’s peak small business digital education program, Digital Brisbane, as well as Brisbane’s Chief Digital Officer Cat Matson, who offers businesses unprecedented access to expertise and opportunities to access capital, global markets and commercial networks.

Highly successful programs such as Visiting Entrepreneurs and Power-Up Small Business Workshops are also run from The Capital, in addition to other dedicated community programs and one‑on‑one support. Community engagement has already proved strong, with 173 events attracting approximately 5650 attendees in the venue’s opening six months. As a key recommendation of the Brisbane 2022 New World City Action Plan, The Capital has been purposely located in the CBD to engineer ‘creative collisions’ with entrepreneurs, industry and government and to encourage direct connection to the corporate sector. Ideally situated close to public transport, cafes, bars, shops and corporate boardrooms, The Capital has significantly elevated the visibility of the start‑up community and enhanced its importance to the economy in a city already reaping the benefits of Council’s dedication to supporting a strong and productive economy and opportunities for local business. The opening of a start-up hub to foster and enhance the spirit of entrepreneurship in Brisbane is another significant step in the city’s rapid emergence as a centre for innovation, bringing local start-ups together and complementing state and federal innovation programs in this fast-moving space. The Capital is going from strength to strength, with discussions currently underway about potential reciprocal arrangements with several international start-up incubators in Shenzhen in China and Daejeon in Korea, both sister cities of Brisbane.

Brisbane City Council | Annual Report 2016 -17

Council is a customer focused organisation that is ‘Dedicated to Customers: Everyone. Everywhere. Every time’.

Overview Council recognises the importance of customer service and encourages and supports all employees to provide responsive, accessible and convenient service to customers.

PROGRAM 7 CUSTOMER FOCUS What we do ww Listen to and understand customers’ needs ww Meet commitments made in Council’s Customer Charter ww Deliver on customer expectations ww Set and deliver on customer service standards ww Guide community engagement.

The Customer Focus program delivers on the commitments made in Council’s Customer Service Charter and has a corporate responsibility for driving a customer focused culture, setting customer service standards and guiding community engagement. The program ensures customers’ perspectives are considered in the development and delivery of strategies and services. The Customer Focus program aims to: ww provide seamless service to our customers across the whole of Council ww recognise that customers have strong voices and are key partners in planning, decision-making and the work we do ww ensure employees in every role and at every level of the organisation are proud to serve customers ww value all customers equally and take their individual circumstances and preferences into account ww provide a transparent service, resolve requests promptly and deliver on our promises ww drive improved services and stronger customer confidence. The Customer Focus program will continue to monitor and better understand customer satisfaction. It actively addresses customer dissatisfaction by identifying persistent service problems and helps Council business units address them.

Top image: One of Council’s Talk to a Planner sessions

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Brisbane City Council | Annual Report 2016 -17

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Key highlights ww 8,201,670 customer contacts with Council. ww 87% of customer calls answered within 20 seconds. ww 44,511 calls answered by Council’s dedicated Business Hotline 133 BNE. ww 84% of business customers surveyed were satisfied with the service received from calling Council’s dedicated Business Hotline 133 BNE. ww 71,331 customer requests responded to via social media. ww 87% of residents surveyed were satisfied with the level of service provided through calling Council’s Customer Contact Centre.

Performance – Key results and achievements 7.1 Engagement

ww Developed and delivered community and stakeholder engagement activities on behalf of the Moving Brisbane program for the Transport Plan for Brisbane involving: » targeted engagement with five external groups »» community consultation involving 190 people. ww Provided community engagement advice to the Moving Brisbane program for the Watson Road 24 hour vehicle ban trial. ww Developed community engagement plans for new skate parks at Ashgrove, Grovely, Balmoral and Murarrie in partnership with the Your Brisbane program.

7.2 Service delivery Provide multiple access points to Council to meet customer requirements and manage these contact points for the benefit of businesses and resident customers and Council.

Council recognises the importance of engaging with customers and the community to understand who they are, what they want and how they value Council’s products and services.

ww Handled more than 1.3 million customer enquiries through Council’s Customer Contact Centre.

Key results for 2016-17

ww Answered 44,511 calls through the Council’s dedicated Business Hotline 133 BNE.

ww The Community Engagement team assisted with the preparation and delivery of six Talk to a Planner sessions, for Development Services. They provided engagement advice for an additional four Talk to a Planner sessions, for neighbourhood planning. ww Assisted the Future Brisbane program with the delivery of three engagement sessions with approximately 370 community members in attendance for the Coorparoo and Districts Neighbourhood Plan. ww Developed and delivered a range of community engagement activities for the Clean, Green and WaterSmart City program for the Brisbane Botanic Gardens Mt Coot-tha Master Plan, reaching 2030 people. ww Delivered four community planning team meetings, information kiosks and targeted engagement for The Gap Neighbourhood Plan in partnership with the Future Brisbane program. ww Supported the City Governance program to deliver community engagement on disaster preparedness with residents in The Gap and at Upper Kedron.

Key results for 2016-17

ww Supported 761 culturally and linguistically diverse customer contacts through the Translating and Interpreting Service. ww Received high satisfaction ratings from customers in the annual Customer Satisfaction survey: » 85% of businesses and 90% of residents agreed it was easy to contact Council through the channels provided » 84% of businesses and 91% of residents were satisfied with Council’s ability to understand their needs » 84% of business customers were satisfied with Council’s dedicated Business Hotline 133 BNE. ww More than 470 film, festival and event permits were issued through Council’s Filming, Festivals and Events Liaison Office. ww Increased customer service from 40 hours to 96 hours per week by monitoring and responding on Facebook and Twitter. ww Managed more than 71,300 social media requests from business and resident customers, up from 57,921 in 2015-16.

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ww 78% of businesses and 81% of residents surveyed said Council is dedicated to its customers. ww Delivered customer focus training to more than 7780 Council officers, including bus drivers and front line employees.

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ww Enhanced Councilâ&#x20AC;&#x2122;s web page for reporting issues and requesting information, making it faster and more convenient for customers. ww Streamlined the process for reporting barking dogs on Councilâ&#x20AC;&#x2122;s website, making it easier for customers to contact Council online.

Number of events

To achieve our Customer Focus Vision, Council develops Council-wide customer focused processes and a customer focus culture aligned to customer needs and expectations.

Key results for 2016-17

The number of requests to film in Brisbane remains strong.

Community events facilitated by the Business Hotline 133 BNE continue to be high.

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ww Processed 140 applications to hang a bridge banner, providing business and community groups the opportunity to promote their event or cause.

7.3 A Council easy to do businessÂ with

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ww Managed 120 applications to light up a Council asset, up from 115 in 2015-16. This initiative provides opportunities to promote significant community events and awareness campaigns on Council assets including major bridges and buildings.

ww Completed 54,567 property information applications and requests.

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Filming in Brisbane permit volumes

Brisbane City Council | Annual Report 2016 -17

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Challenges Diverse customer interactions

Deeper customer insights

When customers contact Council, they expect the person they interact with to have a complete view of their contact history. This is a challenge due to the diversity of Council’s business. Customers make contact with Council every day about service and information requests, with the Contact Centre supporting the many areas of Council to supply information or take action on more than 4000 service types. Examples of enquiries include reporting a pothole or a bikeway to be fixed, or requests for information about Council services, activities, local laws or facilities.

Customers interact with Council through many different contact channels and provide valuable insights about the way we do business. Our challenge is to capture and use these insights in a timely way to ensure customer opinions are considered and used to improve Council services.

Each day, Council receives significant amounts of different customer information and each month, on average, more than 190,430 customers contact Council by phone, email, face-to-face or social media. Council is constantly evolving its customer management systems to equip employees with the tools they need to provide customers with a seamless experience when interacting with Council. Examples include online forms, data, reporting and analytics tools, as well as systems that enable Council’s work units to create and manage customer requests via our central customer relationship management system. Thanks to the successful completion of the Customer Integration Project in 2016-17, 20 different Council work units now have access to the central customer relationship management system also used by the Contact Centre. This enables increased visibility of customer interactions across Council.

The Customer Focus program has recently increased its understanding of this data by using enhanced intelligence to analyse more than 20 Council data sources and two million lines of customer feedback, covering the last five years of customer interactions. The enhanced intelligence tool understands the nuances of how people speak ‘about’ and ‘to’ Council. This intelligence is being used by Council to shape customer experiences going forward and bring together customer voices from all areas of Council. In the future, Council will access these insights in real‑time, using the latest customer data to respond to requests and allow Council to be even more proactive.

Processed 93 applications to hold a festival or event in Brisbane

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Lights, camera, action Brisbane has become a highly sought-after filming destination with 383 filming permits granted in 2016‑17, contributing $219 million to the SEQ economy. As the city experiences significant growth as a preferred location for film, television, commercial production and student filming, local, national and international filmmakers have come knocking. Since 2012, more than 50 television drama series, more than 100 reality TV series and more than 10 feature films have been shot in the city. Brisbane’s subtropical climate, historic buildings and outdoor living spaces make it the perfect fit for many filmmakers. In 2016-17, this included Thor: Ragnarok, a multi‑million dollar blockbuster that transformed Brisbane streets into a Marvel movie set, with Hollywood heavyweights Anthony Hopkins, Chris Hemsworth and Tom Hiddleston among those spotted in the CBD during filming. Major productions like Thor help raise the city’s profile internationally, in addition to supporting the local industry and economy. Coffee shops along Albert Street and Margaret Street were among CBD businesses to experience a direct boost in business, with eager star-gazers taking advantage of the locations to not only catch a glimpse of the actors, but get their coffee fix. It is estimated that the filming of Thor: Ragnarok injected $100 million into Brisbane’s economy.

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In January 2017, Brisbane’s streets were turned into the bustling metropolis of Tokyo for the filming of sci-fi film Pacific Rim: Uprising. It is estimated that the filming of Pacific Rim: Uprising also injected $100 million into the city’s economy. The city’s close proximity to the Gold Coast, where major productions are filmed at Village Roadshow studios, allows film crews to utilise Brisbane’s cityscape and unique locations for international productions. Popular filming locations in Brisbane include Brisbane City Hall and King George Square, Queen Street Mall, New Farm Park, City Botanic Gardens, Brisbane Botanic Gardens Mt Coot-tha, Kangaroo Point Cliffs, Wickham Terrace Car Park, Spring Hill Reservoir, Witton Barracks and Anstead Bushland Reserve overlooking Anstead Quarry. Council’s dedicated Business Hotline 133 BNE’s Filming Approval Liaison Office is a one-stop-shop for filming in Brisbane, providing a dedicated and solutions-focused resource to the film industry. Not all film permits are for Hollywood blockbusters, with Brisbane also playing host to filming for a large number of television programs and short films, both in the CBD and across suburbs. Council also facilitates filming for television commercials, student filming, corporate videos, online content and still photography, with the local industry booming. In recent years, Brisbane has also been featured in films such as San Andreas starring The Rock, Unbroken directed by Angelina Jolie and The Railway Man starring Colin Firth and Nicole Kidman.

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Valley Fiesta

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Overview The City Governance program aims to ensure Council is an accountable, effective and transparent local government that practices strong financial management to deliver outcomes which serve Brisbane’s community. The program provides effective city governance by developing an organisation that is flexible, adaptive and future-focused, in which employees have the commitment and capability to deliver cost-effective community and customer services.

Key highlights

PROGRAM 8 CITY GOVERNANCE What we do ww Councillor, committee and executive support

ww Listen to the community ww Intergovernmental relations ww International activities and multicultural affairs ww Disaster prevention, preparedness, response and recovery ww Financial management and planning ww Property management ww Procurement ww Risk management ww Support services ww Strategic planning ww Legal services ww Human resources ww Corporate communication ww Information and communications technology (ICT) ww Internal audit services, ethical standards and corporate security ww Complaints and disputes resolution ww Right to information ww Information privacy.

Top image: SES volunteers

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ww Hosted 191 civic events including eight citizenship ceremonies. ww Achieved more than $210 million in business outcomes from the Lord Mayor’s Business Mission to Japan, Korea and Taiwan. ww Launched paperless billing, enabling customers to receive their quarterly rates by email. More than 21,500 customers registered in the first six months, saving more than 251,000 pieces of paper. ww Trialled the free mobile phone app, Sniip, as a way for customers to pay their rates by scanning the QR code on their rates notice. ww Successfully delivered youth employment programs to 311 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (domestic and international students). ww Continued to deliver the award-winning DisABILITY ACTION at WORK program, providing paid work experience and career development to 24 people with disability over 16 weeks. ww Managed 102 proposals received under the Innovative Proposals process, aimed at delivering improved service for Brisbane ratepayers and reduced delivery costs for Council. ww 70.6% increase in followers on Council’s primary social media channels (Facebook and Twitter). ww An increase of more than 15,000 registrations to the Early Warning Alert service, taking the total number of subscribers to 141,589.

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Performance – Key results and achievements 8.1 Civic administration and support Council delivers effective and open government through implementation of legislation, support for elected representatives and community participation in transparent, fair and accessible elections.

Key results for 2016-17 ww Provided ongoing administration support to 26 ward offices, 30 Council meetings and 168 committee meetings. ww Engaged with the community by responding to more than 6000 pieces of Lord Mayoral correspondence. ww Hosted 191 civic events including eight citizenship ceremonies, the Freedom of the City event for the 8th/9th Battalion, Royal Australian Regiment, a Welcome Home Parade for the 7th Brigade and parades for Australian Olympians and Paralympians. ww Provided 38 business scholarships and mentoring places through the Lord Mayor’s Multicultural Round Table, to assist residents from a migrant background obtain business qualifications in Brisbane. ww Continued to focus on multicultural affairs and fostering diversity by: »» hosting 200 attendees at The Lord Mayor’s Refugee Welcome Ceremony »» publishing the One Brisbane many cultures e-newsletter in 10 languages, reaching more than 5730 people.

8.2 Regional and international activities Council works to advance the community’s interests by developing and maintaining strong regional and international relationships that offer economic development opportunities.

Key results for 2016-17 ww Achieved more than $210 million in business outcomes from the Lord Mayor’s Business Mission to Japan, Korea and Taiwan. ww Council hosted 12 international delegations who visited the organisation to exchange knowledge and learn best practice, including delegations from Brisbane’s sister cities. ww Facilitated participation in the: »» Local Government Association of Queensland Conference »» Australian Local Government Association National General Assembly »» SEQ Council of Mayors board and committee meetings »» Council of Capital City Lord Mayors meetings. »» Hosted more than 100 attendees at the Australian Local Government Women’s Association Queensland Branch conference in July 2016.

8.3 Strong and responsible financial management Council provides sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision.

Key results for 2016-17

Council’s primary social media channels (Facebook and Twitter) – a 70.6% increase in followers

ww Maintained Council’s strong credit rating with a neutral outlook as assessed by Queensland Treasury Corporation. ww Delivered a balanced budget for the 2016-17 financial year. ww Continued the evolution of the Enterprise Performance Management Framework, including strategic planning and investment prioritisation. ww Launched paperless billing, enabling customers to receive their quarterly rates by email. To date, more than 21,500 customers have registered, saving more than 251,000 pieces of paper.

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Council’s social media followers

100,000

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, organisational risk management, legal and human resources support.

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94,394*

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8.4 Value for money Support Services

Key results for 2016-17

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More than 70.6% increase in the following of Council’s primary social media channels Facebook and Twitter. *Note: What’s On Brisbane Facebook was established in 2015-16.

ww Successfully delivered youth employment programs to 311 participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (domestic and international students).

ww Modernised Council’s seven industrial Awards into three Awards through successful negotiation with 10 unions at the Queensland Industrial Relations Commission. The merger of five Awards for ‘wages’ employees resulted in a single award: The Brisbane City Council – Operational and Trades Employees Award – State 2016. The Award coverage and application of the salaried staff and bus transport employees remained unchanged.

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ww Delivered enhancements to Council’s WHS incident management system, including incident recording, investigations, analysis and reporting, supported by face-to-face and online training.

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Total number of participants

ww Continued to deliver the award-winning DisABILITY ACTION at WORK program, providing paid work experience and career development to 24 people with disability over 16 weeks.

ww Received 21,167 candidate applications, and appointed 1999 successful applicants to positions in Council.

Youth corporate employment programs

Pre-trades work experience Tertiary work experience

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Number of participants in traineeships, pre-trades work experience, cadetships and tertiary work experience (domestic and international students).

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ww Improved security for customer online payments.

200,000

61,414

Total Subscribers

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300,000

ww Trialled the free mobile phone app, Sniip, as a way for customers to pay their rates by scanning the QR code on their rates notice.

Brisbane City Council | Annual Report 2016 -17

ww Managed approximately 340 supplier arrangements and 1120 supplier contracts with more than $1.1 billion spend. ww Coordinated Council’s tendering process, with 239 tenders and quotes published through Council’s Supplier Portal. ww Managed 102 proposals received under the Innovative Proposals process, aimed at delivering improved service for Brisbane ratepayers and reduced delivery costs for Council.

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8.5 Corporate communication

ww Rolled out Council’s first Snapchat filter for the 2016 Valley Fiesta, achieving more than 18,000 views.

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.

ww Welcomed more than 23,000 residents and visitors to Council’s Brisbane Ekka 2016 stand, which showcased the breadth of services Council offers.

Key results for 2016-17 ww Continued to engage with residents through the Living in Brisbane publication, with 86% of readers recognising the publication as belonging to Council, 82% agreeing it is a useful way to communicate with residents and 80% saying it helps them be better informed (May 2017 edition). ww Integrated the Brisbane economic snapshot into Council’s Business in Brisbane newsletter to further enhance the publication and Council’s offering to business. ww Facilitated more than 15 million sessions through Council’s website, with content focused on discrete, meaningful experiences through the delivery of 48 dedicated landing pages/experiences. ww Created more than 140 accessible online forms for Council’s website. ww Increased Council’s primary social media channel followers (Facebook and Twitter) by 70.6%.

ww Extended the reach of communication with Brisbane’s Culturally and Linguistically Diverse (CaLD) community through a multi-faceted approach. Activities included 302 pieces of CaLD communication distributed in 11 languages, 651,628 impressions on CaLD social media channels, 114,403 page views across five translated pages on Council’s website, and distributing the One Brisbane many cultures e-newsletter to 5734 subscribers. One Brisbane many cultures was expanded to include a Japanese and Hindi edition, growing the number of language editions to 10, including English. ww Promoted Council’s sponsorship of 54 projects and events, which helped deliver the Brisbane Vision, in partnership with the community. ww Delivered and implemented more than 245 communication campaigns and initiatives to raise awareness of Council programs and services with residents.

ww Increase of more than 31,000 followers of Council’s ‘What’s On Brisbane’ Facebook page, which promotes key events throughout Brisbane – a 96.2% increase on the previous year. ww Followers increased to more than 35,000 on Council’s Instagram, representing significant growth driven by the #viewsofbrisbane.

114,403 page views across five translated pages on Council’s website

15 million sessions through Council’s website

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8.6 Information and communications technology Utilise information and communications technology effectively to improve business functions and deliver benefits to the community.

Key results for 2016-17 ww Expanded free public Wi-Fi network to three more sites, the Stones Corner shopping and dining precinct, Sandgate Town Centre, and the lookout and cafe areas of Kangaroo Point, bringing the total number of sites to 260. Public Wi-Fi provides high speed access to the internet with 250 megabytes available per device per day. ww Provided greater convenience and choice to customers seeking infrastructure plans from Council through: » modernised technology, which replaced microfiche machines with digital film scanners » a faster and more efficient storage and retrieval system for digital scans » modern payment options including EFTPOS tablets, BPoint payment and online payments. » simplified the environmental assessment process for Council employees by automating technology used to support decisions and advice on environmental assessments. ww Upgraded ICT infrastructure at eight libraries, providing a more efficient and seamless service to residents and visitors. ww Expanded the Open Data initiative, with 114 datasets now published, including seven real time feeds on the Brisbane Datastore website. ww Hosted Brisbane Innovate at Brisbane City Hall which was attended by more than 350 guests from digital industries, business and academia.

8.7 Disaster response and recovery Council plans, organises, coordinates and implements measures to mitigate, prevent, prepare for, respond to, and recover from, disasters in the Brisbane area. Council has first-hand knowledge and understanding of social, economic, infrastructure and environmental issues within the Brisbane community and supports the community when responding to, and recovering from, both natural and man-made disasters. This outcome contributes to the Brisbane Vision goal of a friendly, safe city.

Key results for 2016-17 ww An increase of more than 15,000 new registrations to the Early Warning Alert service, taking the total number of subscribers to 141,589. ww Implemented a new Rapid Damage Reporting tool for use during disaster events and during Council’s day-to-day business. ww Provided more than 30,000 items of preparedness resources to residents including torches, first aid kits, ponchos and information. ww Delivered 38 community engagement events, including the Brisbane Home Show and Get Ready Queensland Week. These events focus on preparing for disasters and are aimed at reducing impacts and facilitating quicker recovery, for a more resilient community. ww Conducted more than 110 disaster management training courses, bringing Council’s trained disaster management workforce to more than 450 people. ww Conducted four large-scale disaster management exercises with multiple agency partners to test Council’s local disaster management arrangements and strengthen collaboration and coordination with other agencies. ww Delivered a new community focused Local Disaster Management Plan. ww Performed ‘above average’ when assessed against the Emergency Management Assurance Framework.

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Challenges Cybercrime and information security for Council The threat of cybercrime to private and government organisations around the world is serious and growing. Council must remain vigilant to the increasing threats from cyber criminals and other malicious groups. Council is trusted by residents, ratepayers, employees, suppliers and other stakeholders to provide reliable services and to protect the information it holds. Information security is paramount to Council and as cyber criminals grow in number and sophistication, Council is sharpening its focus and enhancing its risk management capabilities to address these challenges. Council invests in a variety of technical and non‑technical controls to improve information security in our organisation and has: ww implemented improvements to handling of credit card information as required for Payment Card Industry Data Security Standard compliance ww established a new procurement approach to ensure appropriate security assessment of as-a-service or cloud-based systems. Additionally, all Council employees are provided with training to increase their general awareness of threats to information security and what they can do in response. Council has dedicated cybersecurity professionals to advise on information and ICT security risk mitigation, which allows the organisation to continue to confidently innovate with ICT. An annual program of ICT security infrastructure improvements is delivered to make sure information security controls remain current, and do not leave our ICT infrastructure and services exposed to excessive risk. Council also collaborates with both state and federal agencies to share information regarding emerging threats and defensive techniques. Special services are also deployed to ensure a rapid response to suspicious ICT activity.

Tertiary work experience program As part of Council’s employment programs, a tertiary work experience pathway is offered to international and domestic students. The aim of the program is to provide high-performing Brisbane-based tertiary students with practical workplace exposure aligned to their field of study and to assist with their future employment. Students may work unpaid for up to 30 days each calendar year. Suitable project work is identified by work areas and students are matched to the relevant skills and knowledge required. In 2015-16, 204 new tertiary work experience students participated in the program, with 28 of those being international students. Building on that success, in 2016-17 a target of 200 participants including 100 international students was exceeded. Securing international students brought its own set of challenges, including: ww visa requirements which restrict the number of working hours and limit the work opportunities Council can provide ww a small pool of applicants who met the 25 years and under age limit ww little or no international placement coordination available from some universities. To reach the target of 100 international tertiary students, the tertiary work experience program was changed to: ww remove the 25 year age limit to accommodate students studying their second degree ww proactively match placements in sought-after fields, such as engineering, town planning, business improvement, information technology and data analytics ww increase the number of partner universities ww leverage Council’s other international and multicultural initiatives. This approach required close collaboration between Council, universities and students and the program again proved successful, with 220 participants, including 104 international students.

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Central Business Centre

Council recognised as Disability Employer of the Year Council continually endeavours to provide a pathway for people with disability to establish career foundations in Brisbane. In 2016, Council was recognised as the Disability Employer of the Year at the National Disability Awards, in addition to the Australian Human Resource Institute’s Graeme Innes AM Award for Disability Employment. The organisation’s DisABILITY ACTION at WORK (DAAW) program was instrumental in this recognition at both awards. DAAW was delivered in 2016-17 to increase workforce disability confidence, empower participants and increase workforce participation of people with disability. Research and pilot programs have demonstrated that person-centric programs provide the best employment outcomes for participants, with DAAW increasing the economic participation of people with disability in the community. The program, which provides a four-month work placement for people with disability, has been extremely successful with approximately 80% of participants securing employment or progressing to further studies following their participation. In the short term, this approach enables individual participants to gain rewarding and challenging work in a field they are passionate about, while gaining valuable experience to enable competitiveness for ongoing roles. This is supported by focused career development that participants commit to in their own time. In turn, this program delivers direct benefits to Council work areas by providing first-hand experience in working with a person with disability in a supportive environment.

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Council considers everyone to be part of its community and this program has helped all involved learn how to be more inclusive. Participants gained confidence in knowledge of the job market, applying for jobs, and in communicating their skill set and adjustment needs to potential employers. They found the project to be of value to them and substantially increased their confidence in disclosing their disability. Team leaders and managers became more disability confident, were able to reinforce desired behaviours around being welcoming and inclusive, and realised reasonable adjustment is part of everyday business and achievable. As teams became more inclusive, everyone benefitted from feeling valued about what they brought to the team. DAAW is the result of many years of pilot experiences and consultation with various disability community representatives, service providers and Council’s own internal Advisory Group for People with Disability, as well as community consultation for the Brisbane Access and Inclusion Plan 2012-2017. The key innovation and strength of this project is that it focuses on the participant, rather than the organisation, with those taking part assessed on an individual level. The project looks at their skills, experience and career goals with career direction a key consideration when identifying suitable placement opportunities. This project has been designed to be replicated by other local government authorities and Brisbane businesses, and can help further enhance Brisbane’s reputation as an accessible and inclusive city.

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Braille trail, Queen Street Mall

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Cultural Centre busway station

BUSINESS UNITS IN THIS SECTION Transport for Brisbane Field Services City Parking

TRANSPORT FOR BRISBANE Transport for Brisbane is one of the largest bus operators in Australia and Brisbane’s major provider of public transport. Transport for Brisbane’s objective is to provide frequent, reliable and safe services with more buses, more often and at the most comfortable standard possible for our passengers.

Key highlights ww 76,364,661 million passengers carried and 3,102,019 million trips delivered. ww Average fleet age of 7.25 years. ww 60 new rigid equivalent, low-floor, air-conditioned, wheelchair accessible, environmentally friendly and CCTV equipped buses added to the fleet.

What we do

ww 100% wheelchair accessible fleet.

Transport for Brisbane delivers high quality services focusing on accessibility, safety and customer service, while contributing to reducing traffic congestion and associated adverse environmental impacts.

ww 95% CCTV equipped fleet.

Transport for Brisbane’s bus services include: ww scheduled network passenger bus services ww school services ww charter and special event services.

Overview Transport for Brisbane is responsible for providing frequent, reliable and safe transport at the most comfortable standard possible to more than 76 million residents and visitor passengers each year. Council has a fleet of 1223 buses, which travelled approximately 71.3 million km in 2016-17. Transport for Brisbane continued to deliver efficient, scheduled network passenger bus services for Brisbane’s residents and visitors, including high-frequency Bus Upgrade Zone (BUZ) and Blue and Maroon CityGlider services, school services and charter and special event services. The services included non-commercial and community bus services for Brisbane residents and visitors. A modern, well-maintained, clean and carbon‑neutral bus fleet, with seven strategically positioned depots supported service delivery. Transport for Brisbane’s bus services help Council meet social and environmental objectives and facilitate economic growth. More people catching buses and leaving their cars at home means less traffic congestion and reduced emissions from private vehicles.

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Transport for Brisbane operates public transport services under a TransLink services contract with the Queensland Government. Under the TransLink services contract, fares are set by and fare revenue belongs to the Queensland Government.

Brisbane City Council | Annual Report 2016 -17

ww 100% air-conditioned fleet. ww 83% of buses are enhanced, environmentally‑friendly vehicles.

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.

More than 10,380 people travel on our busiest route – Route 66 – on a typical weekday

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Key results for 2016-17 ww Added 60 rigid equivalent, low-floor, air conditioned, low emission and CCTV monitored buses to the fleet, with 75 of 240 delivered as part of a four-year period from March 2016 to March 2020. ww Contributed to a sustainable bus fleet by replacing 34 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. ww Introduced four Euro 6 emission compliant buses, which reduce emissions and contribute to improving air quality. ww Made timetable changes across the majority of the network in December 2016. This improves reliability, helping to ensure passengers have confidence the bus will arrive and depart as per the timetable. ww Modified 39 bus routes travelling along Queens Wharf Road and William Street to facilitate the development of the Queen’s Wharf Brisbane Project. The route changes minimise the impact on passengers within the constraints of the altered traffic environment. ww Added 196 late night services in the week prior to Christmas to ensure shoppers and workers had the opportunity to get to and from suburban shopping centres. This was in response to the Queensland Government’s approval of extended Christmas shopping hours at all four major city suburban shopping centres in Brisbane – in Chermside, Carindale, Garden City and Indooroopilly – as well as the CBD.

60 new low-floor buses this year, 240 buses over a four-year term

Challenges Meeting community expectations Residents expect to be able to access bus services when they need to travel, however there are a number of factors that determine services. Council is committed to providing a reliable and userfriendly bus network for all residents and visitors that is continually responsive to community needs. This involves ensuring resources are invested to balance the goals of ridership (services that maximise patronage) and coverage (providing a basic level of community service to provide accessibility irrespective of low levels of patronage). This can affect the geographic coverage of routes, frequency and span of operating hours. Travel patterns also continue to evolve as employment centres expand beyond traditional hubs, and conditions and times of work develop in line with a new world city. In an environment of finite resources, this balance between ridership and coverage of services can be difficult to achieve, especially in areas where mass transit services would ordinarily be unsustainable. In these circumstances, Council carefully manages resources and explores alternative means of delivering public transport, including personalised public transport. Increasingly, the community has expectations of tailored solutions to meet their lifestyle and needs, and this has extended to expectations about public transport. This can provide a significant challenge. However, new and emerging transport modes and services provide opportunities for innovative solutions. There is also a need to continually review the network to ensure resources are aligned with overall community benefit.

Bus capacity issues facing Brisbane Brisbane has an incredibly successful bus network. At present, bus users comprise two-thirds of public transport passengers. With the city experiencing an extended period of growth and increasing numbers of employees, residents and visitors frequenting the inner city, the reliance on public transport is expected to increase significantly over the next two decades. Forecasts indicate an additional 108,000 jobs will be based in the CBD by 2031. As a result, the need for additional public transport trips to support employment growth will increase.

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The CBD’s bus infrastructure is already at capacity during peak hour in a number of locations, including the Cultural Centre, King George Square, Roma Street and Queen Street bus stations. The Cultural Centre busway station reached capacity in 2013 with 230 buses per hour, leading to congestion and queuing. The capacity challenge has led to increased congestion on Brisbane’s CBD and inner city streets, resulting in blocked lanes from queuing buses and passengers experiencing journey delays.

Percentage of low floor, accessible buses 100

Percentage

11 11 -1 20 2 12 -1 20 3 13 -1 20 4 14 -1 20 5 15 -1 20 6 16 -1 7 20

-1 0

10 -

-0

08 20

All Council buses have been low floor, accessible buses since 2014-15, improving public transport accessibility for all Brisbane residents and visitors.

Buses fitted with CCTV

1075 683

851

900

539

600

202

300 202

Number of CCTV fitted buses

1159

1200

09 -1 20 0 10 -1 20 1 11 -1 20 2 12 -1 20 3 13 -1 20 4 14 -1 20 5 15 -1 20 6 16 -1 7

08 -0

The number of Council buses fitted with CCTV is increasing.

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The growth of the city and demand on the bus network is expected to be one of the city’s greatest challenges. Council is delivering the Brisbane Metro as a solution. The Brisbane Metro is specifically designed to address constraints on the busway, which are impacting on travel times and reliability, and will help meet future demands in relation to population and employment growth and the pressure on travel corridors.

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CityGlider

An alliance for government and public transport In September 2016, a Public Transport Alliance for Brisbane and a 10 Point Plan for public transport was proposed by Council to the Queensland Government.

A number of the key initiatives in the plan are specifically designed to encourage patronage growth and multi-modal trips across the network, including:

This was part of a cooperative and strategic new approach to the delivery of public transport in Brisbane to reflect the opportunities and benefits of Council and the Queensland Government working together.

ww a progressive review of the Brisbane bus network, involving staged and systematic localised reviews

The proposal sought a commitment to jointly investigate a suite of initiatives supporting a sustainable, integrated public transport system in line with Council’s committment to delivering Australia’s most modern public and active transport. This includes a number of collaborative projects focusing on continuous improvement of services and infrastructure enhancements to deliver increased capacity and growth in the transport network. In continuing to provide a reliable transport network for Brisbane as a new world city, it is important for Council to operate an efficient, user-friendly and flexible service, which is agile enough to respond to the community’s public transport needs and expectations. Central to the plan is a proposed strategic partnership between Council and the Queensland Government. The formation of a Public Transport Alliance for Brisbane and delivery of the 10 Point Plan will improve the collaborative approach currently used by the Queensland Government and Council.

ww route simplification and re-branding to make the network easier for passengers to understand ww developing a clear strategy for the use of high capacity buses on Brisbane’s bus network ww developing transport options that can respond to demand and complement the existing TransLink network ww developing a clear Park and Ride strategy to encourage people to shift from private motor vehicles to public transport ww a commitment to retaining a high quality Transport for Brisbane workforce through the maintenance of salary and employment conditions above industry standard ww initiating monthly operator forums between TransLink, Transport for Brisbane, Queensland Rail and other private transport operators to deliver better network coordination. The formation of a transport alliance will address shared challenges and deliver improved value from all available resources while recognising both Council and the Queensland Government are investors in the network. Council’s vision is to work collaboratively with TransLink, as a division within the Queensland Government’s Department of Transport and Main Roads, to deliver the best possible public transport network for Brisbane, with effective Brisbane Metro and Cross River Rail systems to provide a fully integrated transport network.

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FIELD SERVICES Field Services is tasked with the delivery of a total construction and maintenance service to Council in conjunction with the high level management of service contracts. The role of Field Services is to be a competitive provider of quality and value for money services to Brisbane rate payers as its principle customers.

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.

What we do

Field Services works across a number of Council’s programs: Clean, Green and WaterSmart City, Moving Brisbane, Future Brisbane, Your Brisbane, and Public Health and Safety.

Field Services delivers a broad range of products and services including:

Key highlights

ww civil construction ww quarry and civil construction products ww asphalt production, transport and laying ww road resurfacing, road maintenance and line marking

ww More than 1 million m² of road pavement resurfaced by Field Services and more than 266,500 m² of road pavement resurfaced through City Projects Office. Field Services undertook more than 109,700 m² of road pavement maintenance repairs.

ww waste and resource recovery management

ww More than 147,700 tonnes of asphalt and granular pavement recycled from road resurfacing projects.

ww open space maintenance, including parks, botanic gardens, natural resources

ww More than 30 million bins serviced.

ww city cleansing ww pest and mosquito management ww signs maintenance and installation ww graffiti removal ww fleet, plant and equipment procurement and disposal ww fleet, plant and equipment servicing, maintenance and repairs ww maintenance of civil assets across Brisbane ww fire management. Field Services contains seven branches: ww Asphalt and Aggregates ww Construction ww Urban Amenity ww Commercial Services and Business Improvement ww Asset Services ww Waste and Resource Recovery Services ww Fleet Solutions.

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Overview

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ww Responded to 42 wildfires across 111.5 ha on Council bushland. ww More than 70,500 trees across Brisbane maintained, with an overall positive public satisfaction rating of 80%. ww More than 48,800 park services including cleansing and horticultural maintenance were delivered, with an overall positive public satisfaction rating of 91%. ww Brisbane’s major malls were pressure washed 300 times. ww 2370 mosquito breeding sites were inspected on a weekly basis. ww More than 83,261 graffiti tags were removed across the city.

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Green waste recycling service – number of bins

Quality civil construction and maintenance services to Council

ww Processed more than:

83,718

76,863

69,688

60,833

50,474

30,000 20,000 10,000

16 20

15 20

14 20

14 13 -

ww Recorded a 30% increase in the amount of recyclable material collected at Council’s resource recovery centres.

40,000

12 -

ww Welcomed more than 145,100 visitors to Council’s four resource recovery centres.

50,000

37,976

ww Removed 7328 tonnes of litter and illegal dumping from Brisbane roads and streets, in addition to regular rubbish bin collections.

60,000

11 -1 2

Waste and resource recovery services

70,000

Key results for 2016-17

80,000

Number of bins

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.

90,000

Performance – Key results and achievements

Green waste recycling service participation rates are increasing, diverting green waste from landfill.

» 90,761 tonnes of recyclables through fortnightly residential bin collections » 21,699 tonnes of green waste through fortnightly green waste recycling bin collections » 287,680 tonnes of domestic waste through weekly bin collections.

Road resurfacing and maintenance ww Produced more than 1.6 million tonnes of high‑quality civil construction materials. ww Produced more than 453,000 tonnes of hot mixed asphalt. ww Repaired more than 73,200 potholes. ww Resurfaced more than 1 million m² of road pavement using 147,700 tonnes of asphalt and granular pavement recycled from road resurfacing projects.

Field Services undertook 1 million m² of road resurfacing

ww Recycled more than 150,000 tonnes of asphalt and civil construction materials. ww Completed 30 km of kerb and channel works as part of the Road Resurfacing program. ww Delivered street sweeping across 177 suburbs.

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Asset management and maintenance

Hazard prevention

ww Delivered new or upgraded footpaths for 94 streets, with more than 26,000 m² of concrete for new footpaths.

ww Replaced 1.9 km of drainage works at 21 locations across Brisbane to manage the risk of flooding.

ww Delivered more than 15,700 m2 of concrete to replace existing bikeways and construct new bikeways. ww Assessed 2320 streets to identify and schedule maintenance requirements as part of the Lord Mayor’s commitment for 2000 Smoother Suburban Streets over a four-year period. In the first year of the program (2016-17) 450 streets were resurfaced. ww Cleaned 158,087 gullies to ensure Brisbane’s stormwater system is able to respond to rain events. ww Responded to more than 90,000 community requests for maintenance services. ww Worked with the Queensland Government’s Department of Energy and Water Supply (DEWS) and a specialist engineering consultant on a detailed assessment of the Forest Lake Dam’s structural capacity. This involved developing a risk management approach to safely operate the dam, and confirmed the dam is significantly stronger than first assessed. As a result, DEWS removed the requirement for a spillway upgrade, saving Council up to $10 million in future capital costs. ww Refurbished the Tropical Display Dome at the Brisbane Botanic Gardens Mt Coot-tha.

ww Completed 48 stormwater and rehabilitation drainage works, cleaned 158,087 stormwater gullies and constructed a further 259 to reduce the impact of storm events on the drainage network. ww Continued to manage bushfire risk on more than 9088 ha of bushland across the city including: » delivering 11 hazard reduction burns on Council bushland across 93.6 ha as part of bushfire risk mitigation » responding to 42 wildfires on Council-owned bushland across 111.5 ha to reduce the potential impact on the community, critical infrastructure, Council assets and the environment. ww Monitored and managed more than 2370 breeding sites and undertook 123,218 services in partnership with the Public Health and Safety program: » 79,165 ha underwent ground-based inspection and treatment » 21,825 ha of saltmarsh breeding sites aerial treated » 17 saltmarsh aerial mosquito spray treatments conducted. ww More than 1600 Habitat Brisbane community volunteers completed 48,000 hours of work to support, protect and restore bushland, with more than 50,000 native trees being planted.

Tonnes diverted from landfill and reused via tip shops

520.78

300 236.46

20 10 -11 20 11 -1 2 20 12 -1 3 20 13 -1 4 20 14 -1 5 20 15 -1 6 20 16 -1 7

111.67

100

136.5

200

395.56

400

301.72

Tonnes

500

549.06

600

Since the Acacia Ridge Tip Shop opened in May 2010 and Geebung Tip Shop in December 2012, more than 2251 tonnes of quality used, recycled and secondhand products have been diverted from landfill.

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Monitored and managed more than 2370 breeding sites and undertook more than 123,200 services

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Reduced the amount of recycling items put in the rubbish bin from 28.8% in 2008 to 17.6% in 2017

Open space maintenance

Challenges

ww Delivered 79 playground upgrades and installed seven new playgrounds.

Smoother Suburban Streets

ww Conducted more than 2800 inspections of public power and light poles across the city, resulting in the repair and replacement of eight poles. ww Planted 11,462 trees within parks and on streets to assist Brisbane in maintaining its carbon neutral status. ww Performed maintenance works on 70,564 street and park trees. ww Undertook work to upgrade nine parks to improve access for people with disability. ww Delivered park servicing across more than 2100 parks and urban areas including: » more than 113,600 cleans for public barbecues » refurbishment of 14 electric barbecues » 77,705 toilet cleaning services on public toilets » refurbishment of 20 existing toilet blocks to meet accessibility requirements. ww Partnered with the Clean, Green and WaterSmart City program to welcome more than 131,000 visitors to Boondall Wetlands, Downfall Creek Environment Centre and Karawatha Forest Discovery Centre. ww The Wildlife Conservation Partnership Program supported 677 partners across 2273 ha of private land. ww Cut 81,778 ha of grass in parks (62,137 ha) and along roads (19,641 ha). ww Worked with the Public Health and Safety program to remove graffiti: » of 83,261 graffiti tags, 75% were painted over, with the rest being removed using chemical cleaning.

Following a record investment of $100 million in road resurfacing in the 2015-16 financial year, Council committed a further $360 million over four years (from 2016-17 to 2019-20) to the Smoother Suburban Streets road resurfacing program, which will result in the resurfacing of at least 2000 streets. The scope of this project is a 50% increase in budget and workload from previous years and requires both Field Services’ crews and contractors (managed by City Projects Office) to deliver the works. To address these, Field Services used ‘lean’ thinking and methodology to undertake a review of current end-to-end processes. This involved engagement with key stakeholders from all relevant functional areas of Council to identify opportunities to improve current processes and agree on a future approach. As an outcome of this exercise, a number of changes were made to resolve resourcing and process challenges. This included earlier scoping and design approval for road servicing, a streamlined workflow and system enhancements to capture additional asset information. Improvements will allow for better coordination of jobs and reduce disruption for residents and road users as well as delivering operational efficiencies. Further learnings and improvements are available as a reference for other processes. Opportunities have been prioritised using agile methodology and benefits and success measures will be tracked across the coming financial year.

ww Welcomed more than 608,000 visitors to Brisbane Botanic Gardens Mt Coot-tha. ww Removed 7328 tonnes worth of debris from kerbs and channels across Brisbane.

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Urban forest for the future Council is dedicated to keeping Brisbane clean and green, and trees are critical to achieving this goal. As well as offering shade, trees benefit communities, wildlife and the environment. Over recent years, Council has achieved a number of significant milestones to increase Brisbane’s urban canopy and there are currently around 575,000 street trees alone in Brisbane. However, these achievements come with challenges including emerging industry needs and high volumes of maintenance work. Collectively, these place additional pressure on Field Services’ Tree Maintenance program, which includes planting, maintaining and protecting park and street trees. To address these challenges, Field Services has worked with Council’s Natural Environment, Water and Sustainability branch to undertake a preliminary review of the way Council delivers services to the community. Using ‘lean’ thinking and methodology, a number of opportunities for improvement in the planning, prioritisation and scheduling component of the process were identified. Strategies to manage processes, the volumes of work and customer expectations are now being developed following benchmarking with other local government associations, to determine industry best practice in tree management. Success measures will be put in place and continuously tracked to ensure benefits are realised and to allow Council to sustain a healthy, fit-for-purpose, resilient urban forest asset which will continue to be of community benefit for current and future generations.

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Road resurfacing, Wynnum

Council leads the way in asphalt recycling Council’s Asphalt and Aggregates business is one of Australia’s leading asphalt recyclers and in 2016-17, the organisation recycled more than 63,600 tonnes of asphalt from its existing road network for recycling into fresh asphalt. When a road is being resurfaced, the existing asphalt is removed and sent to Council’s Pine Mountain Recycling facility. Pine Mountain then re-crushes and grades the asphalt materials into a uniform product and delivers it to Council’s Eagle Farm and Riverview asphalt plants. Currently, up to 20% of fresh asphalt produced consists of recycled asphalt materials from our existing network, equating to a $3.6 million saving for Council. Council is leading the Australian asphalt industry with trials on up to 30% recycled asphalt in fresh asphalt production. This work is being sponsored by Council’s Asphalt Innovations Committee, with Council sharing research with the Australian Road Research Board (ARRB), the Australian Asphalt Paving Association, state bodies including the Department of Transport and Main Roads and several universities including the the University of the Sunshine Coast, Griffith University, Queensland University of Technology and the University of Southern Queensland. Council also has multiple projects in place with PhD students on asphalt innovation. Key benefits of these asphalt recycling practices include: ww approximately $3.6 million in savings in bitumen and aggregate used in the fresh asphalt as recovered materials are re-used ww saving the purchase of 2500 tonnes of fresh bitumen and extraction of almost 60,000 tonnes of new quarry aggregates.

Council was recognised by the ARRB in October 2016 as being one of the leading asphalt pavement recyclers in Australia. Council’s innovation and recycling activities continue to expand, with 5000 tonnes per annum of crushed recycled glass also being used in fresh asphalt production. This recycled glass is used to replace natural sand materials used in asphalt production. In addition to asphalt materials being recycled from our road network, Council also recycles other road gravel materials. This year more than 80,000 tonnes of recycled road gravel materials were reused as capping materials at Council’s landfill operations. This important recycling initiative saves Council’s landfill operations more than $500,000 per year. The Asphalt and Aggregates business plays a key role in Council’s Smoother Suburban Streets program. Roads are one of Council’s most critical infrastructure assets with 5706 km or 55 million m² of pavement in the city’s road network. Council made a significant commitment to the management and improvement of Brisbane’s roads, committing $360 million over the next four years to 2020-21 to resurface a total of 2000 streets or roads, including $90 million in 2017-18. If not maintained properly, asphalt road surfaces deteriorate, which can cause a range of issues for road users, including uncomfortable driving experiences, loss of economic productivity, damage to vehicles, increased road noise and, in the worst case scenarios, an increased risk of accidents. Council is committed to improving the longevity and smoothness of suburban roads and delivering value for money for Brisbane ratepayers.

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CITY PARKING City Parking’s objective is to meet customer needs and contribute to both liveability and economic outcomes by delivering accessible and reliable parking services.

What we do ww Provide well maintained, clean, competitive and secure car parking services to all customers ww Manage King George Square and Wickham Terrace car parks ww Manage 8059 metered on-street spaces, including temporary and event parking ww Implement and manage advanced parking management systems ww Provide 15 minute free options and discounted evening and weekend parking rates ww Provide discounted rates to motorcycles and hybrid vehicles (in off-street carparks) ww Provide reserved and permanent parking spaces.

Overview City Parking manages Council’s on and off-street parking services, including: ww 1003 on-street parking meters covering 8059 parking spaces. This includes parking related information technology systems and meter maintenance ww King George Square and Wickham Terrace car parks ww temporary and event parking to support major events such as the Royal Queensland Show (Ekka) and other exhibitions and events. 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. On-street meter transactions remained steady for the financial year at approximately 5.5 million, including 494,718 free 15 minute transactions. Reliability was also improved by further enhancements in solar and battery management systems, while customers benefited by retaining the same fee structure, which has been in place since July 2013 without increases. Mobile and credit card transactions continue to be the dominant payment methods, currently comprising 64% of on-street paid parking transactions, while coin transactions remained popular with some customers. Council continues to partner with external vendors to improve mobile payment facilities with a new app, CellOPark, enabling customers to pay only for the length of their stay.

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SECTION 4: BUSINESS UNITS

Key highlights ww More than 5.52 million parking meter transactions at 8059 spaces. ww No price increase for on or off-street parking. ww Removed and replaced Brisbane’s last single head on-street parking meters with ticketless parking meters. ww Improved parking meter power management, with a reduction in battery changes by 250%. ww Continued to enhance non-cash payment options, with 50% credit card and 14% mobile payments. ww Continued to implement and manage advanced parking management systems, including mobile payment solutions. ww Customers using 15 minute free parking in off-street car parks increased by 36.6%. ww Number of vehicles using a free electric vehicle charging station in King George Square car park increased by 52%. ww Customers’ use of Council’s $5 discounted evening rate increased by 40.5% and the use of the $5 weekend parking rate increased by 13% for King George Square and Wickham Terrace car parks. ww Off-street motorcycle parking increased by 21% in the King George Square and Wickham Terrace car parks, with 16,262 users.

Performance – Key results and achievements Council delivers a range of long and short-term paid parking options to customers visiting the city. This helps maintain accessibility and liveability. There is a continued high demand for on-street parking meter spaces, with occupancy in short-term parking spaces growing by 5%. The use of the 15 minute free initiative for on-street increased 19% on the previous financial year to 494,718 transactions.

Key results for 2016-17 ww More than 5.52 million parking meter transactions recorded at 8059 spaces, equating to around 24 million hours of parking provided. ww Continued to upgrade parking technology and improve meter reliability through better solar and battery management. This reduced battery changes by 250% on the previous financial year. ww Removed the last 63 single head on-street parking meters and replaced them with next generation ticketless parking meters where possible. ww Maintained the cost of on and off-street parking (no price increase for either since July 2013). ww Recorded on average 41,200 transactions per month for 15 minute free on-street parking. ww Continued to implement and manage advanced parking management systems, including mobile payment solutions. ww Maintained Payment Card Industry compliance. ww Continued to enhance non-cash payment options, with 50% credit card and 14% mobile payments. ww Increased customer numbers using the 15 minute free parking in off-street car parks to 17,877, an increase of 36.6% on the previous financial year. ww Increased the number of vehicles using a free electric vehicle charging station in King George Square car park to 1080 users, an increase of 52% on the previous financial year. ww Continued to offer discounted rates to customers for early bird, weekend, evenings and motorcycle parking as well as electric vehicle discounts. ww Customers using Council’s $5 discounted evening rate increased by 40.5% and the use of the $5 weekend parking rate also increased by 13% for King George Square and Wickham Terrace car parks.

30% growth in mobile payments for on-street parking

ww Installed light boxes at all entrances to King George Square and Wickham Terrace car parks to improve the entrance aesthetics and increase visibility of car park tariffs and terms and conditions.

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ww Updated all signage in King George Square and Wickham Terrace car parks to improve wayfinding for customers. The signage also improved the aesthetics of the car parks, giving them a consistent look and feel. ww Undertook a maintenance upgrade of Wickham Terrace car park, including painting bump bars, line marking, stairs and hand rails, lift foyer areas, bollards and height bars.

52% increase in customers using the free charging stations in King George Square to recharge their electric vehicles

ww Upgraded the Roma Street entry tunnel into the King George Square car park by painting the road surface, new line markings and height bars. ww Increased the number of motorcycle parking spaces to 84 in the King George Square car park and installed lockers free of charge for motorcyclists to store their safety equipment. ww Off-street motorcycle parking increased 21% in the year as customers took advantage of the discounted rates in King George Square and Wickham Terrace car parks, with 16,262 users. ww Improved public safety at Wickham Terrace car park by installing new CCTV cameras in the pedestrian tunnel and by re-programming the lifts to limit access to the pedestrian tunnel when it’s closed.

On-street parking average daily transactions by payment method 16,000

Average daily transactions

14,000 12,000 10,000 8,000 6,000 4,000 2,000

15 min free

Card Inserted

Card Contactless

Coin usage at parking meters continues to reduce, reflecting customers’ comfort with mobile and card payments.

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7 n1 Ju

17 M

7 r1 Ap

17 ar M

17 b Fe

6 c1

n1 Ja

Mobile Payments

6 v1

6 t1 Oc

16 p Se

16 Au

6 l1 Ju

Coin

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Motorcycle occupancy for King George Square car park

Reduction in street parking spaces in high demand areas

14,058 10,251

9,000

6,000

3,000

-1 16 20

-1

0 20

The Cross River Rail Project will likely further reduce the number of metered parking spaces from 8059 to approximately 7900 spaces, from the cap of 8233 metered spaces recommended by the Brisbane Parking Taskforce. This challenge is being managed by continuously reviewing kerbside allocation to match customer needs with suitable parking options in these areas.

12,000 Number of vmotorcycles

Upcoming and proposed major transport projects such as the Queensland Government’s Cross River Rail could potentially impact parking meter spaces in Kelvin Grove, Roma Street Parkland and Woolloongabba, as well as Brisbane CBD locations. The Queensland Government’s Queen’s Wharf Brisbane Project has already reduced the number of metered car parking spaces available in the CBD by 28 spaces and motorcycle spaces by 90.

15,000

9871

Challenges

The annual number of motorcycles using the King George Square car park is steadily increasing.

Electric vehicle charging – King George Square car park 1,200

1080 710

800

554

600 400 274

Number of vehicles

1,000

200

7 -1

6 20

-1 15 20

-1 14 20

-1

0 20

21% increase in demand for motorcycle off-street parking

The annual number of vehicles utilising the free electric charging station in King George Square car park is steadily increasing.

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Motorcycle parking, Brisbane CBD

Working with motorcyclists on parking Motorcycles and scooters are a popular way to travel around Brisbane and the inner city. Not only are they more cost-effective than cars, they take up less road space and can be considered a faster mode of transport, especially in peak traffic periods. Free motorcycle parking in Brisbane provides numerous benefits to drivers and the city including reducing congestion and making the most of unused space in the inner city. In 2012, to cater for increased demand for motorcycle parking, Council delivered on its commitment to install 400 free new spaces across the city by 2016. Council’s target has been exceeded by the delivery of an extra 200 spaces, bringing the total number of motorcycle parking spaces in Brisbane to more than 1300. This is just one of a number of initiatives that Council is delivering to balance the needs for parking between multiple users and vehicle types. Like all major cities, parking is a constant challenge and Council works hard to strike a balance between the many competing demands for space. To offset the removal of the 90 spaces as a result of the Queensland Governement’s Queen’s Wharf development and to address the community requests for alternative parking, Council increased inner city parking spaces by 160. More suburban motorcycle parking spaces were also installed across Bulimba, Newstead, Milton, Mt Coot-tha and Spring Hill, so residents can leave their motorbikes at convenient public transport locations or enjoy leisure opportunities in these bustling suburban hubs.

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Council also works to identify spaces that are unsuitable for cars and convert them into parking bays for motorcycles. It also offers motorcycling parking in Council’s King George Square car park for a discounted daily rate where, in addition to 84 dedicated bays, motorcyclists can take advantage of free lockers. Discounted motorcycle parking is also available in Council’s Wickham Terrace car park. Finding solutions for motorcycle parking was just one of the key initiatives outlined in the Brisbane Parking Taskforce report. In December 2014, the independent Taskforce made 55 recommendations to Council on how to best manage on-street parking in Brisbane, which have all either been completed or incorporated into separate projects. As per recommendation 54, the Parking Guide to Brisbane was fully revised and now contains information on parking restrictions, motorcycle parking, parking permit areas, parking around schools, and enforcement, with a detailed map of parking areas in Brisbane. Council’s website is a great tool to help motorcyclists find parking locations in the CBD and various suburbs across Brisbane. It also includes parking tips and guidelines on how to park safely and legally. With such an expansive transport network, Council is committed to balancing the competing needs of multiple users and vehicle types. On-street motorcycle parking forms a key function in offering an alternative transport option for commuters which also provides benefits for the wider network.

SECTION 4: BUSINESS UNITS

Goodwin Street, Kangaroo Point

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Japanese Garden at Brisbane Botanic Gardens Mt Coot-tha

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

COMMUNITY FINANCIAL REPORT This report summarises Council’s financial position at 30 June 2017 in simple terms.

»» roads network resurfacing and maintenance program $87 million

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.

»» footpath reconstruction $21 million

»» Wynnum Road corridor $42 million »» bus build $32 million »» constructing key bikeway links $15 million »» Brisbane metro $13 million. ww Other major initiatives: »» bushland acquisition program $24 million

Financial Summary 2016-17 ww $2.3 billion revenue ww $2.7 billion expenditure

»» parks infrastructure improvement program $17 million. ww The primary expense components of each program include:

ww $22.3 billion assets

»» employee costs

ww $2.5 billion liabilities

»» materials and services

ww Strong credit rating

»» depreciation

ww $19.7 billion community equity

»» finance costs »» loss on disposal of property, plant and equipment

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 $1,017 million (after discount and pensioner remissions). Total revenue increased by $216 million (10%) from the previous year. Some of the principal movements are listed below. ww Rates and utility charges increased by $80 million, mainly due to an increase in the number of rateable properties and increases in general rates. ww Donations, contributions, subsidies and grants increased by $78 million, mainly due to an increase in infrastructure charges and early receipt of the Financial Assistance Grant. ww Other revenue increased by $63 million due to increase in dividends and tax equivalent from Queensland Urban Utilities and dividends from City of Brisbane Investment Corporation Pty Ltd.

Expenses: Where was the money spent? Council spent more than $2.7 billion during the year between operations ($2 billion) and capital projects ($0.7 billion). ww Moving Brisbane projects: »» Kingsford Smith Drive upgrade $174 million

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»» other expenses.

Assets: What do we own? At 30 June 2017, Council’s assets were valued at $22.3 billion. This includes $18.6 billion in property, plant and equipment primarily made up of: ww infrastructure $12.2 billion ww land $4.4 billion ww buildings $811 million ww capital works in progress $998 million ww plant and equipment $202 million.

Liabilities: What do we owe? Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the community. The most recent credit review issued by Queensland Treasury Corporation in November 2016 provided Council with a ‘strong rating’ and ‘neutral outlook’. At 30 June 2017, Council’s liabilities totalled $2.5 billion (up from $2.1 billion in 2015-16). This was principally made up of: ww loans owing to Queensland Treasury Corporation ww amounts owed to suppliers ww employee leave entitlements.

SECTION 5: COMMUNITY FINANCIAL REPORT

Community Equity Council’s community equity is defined as its net worth – what Council owns, less what it owes. At 30 June 2017, Council’s community equity was $19.7 billion.

Community equity 2003-04 to 2016-17 19,719

19,308

19,079

19,017

18,224

18,741

19,227

19,804

18,543

16,747

13,696

13,352

10,778

10,000

15,249

15,000

7 -1

16 20

-1 15 20

-1 14 20

4 -1 13 20

3 20

-1

2 -1 11

1 20

-1 10 20

-1 09 20

-0

-0 07 20

-0 06

05 20

-0

5 -0 04

-0

5000

Equity in $ millions

20,000

How the money was invested ($)

Income sources ($) 351,954

356,633

519,789

16,202 290,373

319,571

1,017,243

35,832 42,826 50,140 168,871

251,772

96,521 1,178,602

350,756  Rates and utility charges ................ 1,017,243  Donations, contributions, subsidies and grants ......................... 350,756

 Clean, Green and WaterSmart City............................... 519,789  Moving Brisbane ........................... 1,178,602

 Fees and charges .............................. 251,772

 Future Brisbane.................................. 96,521

 TransLink Transit Authority................ 319,571

 Your Brisbane ................................... 168,871

 Interest ................................................ 16,202

 Public Health and Safety.................... 50,140

 Other revenue................................... 351,954

 Economic Development .................... 42,826

Total........................................... 2,307,498

 Customer Focus ................................. 35,832  City Governance .............................. 290,373  External business ............................. 356,633 Total........................................... 2,739,587

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Measures of financial sustainability The City of Brisbane Regulation 2012 requires that Council reports its results for the financial year against selected financial sustainability ratios. The ratios, definitions and Council’s results at 30 June 2017 are stated below.

Actual Consolidated

Actual Council

Net result (excluding capital items) divided by total operating revenue (excluding capital items)

10%

Asset sustainability ratio*

Capital expenditure on the replacement of infrastructure assets (renewals) divided by depreciation expense of infrastructure assets

83%

Net financial liabilities ratio

Total liabilities less current assets divided by total operating revenue (excluding capital items)

67%

77%

Ratio

How the measure is calculated

Operating surplus ratio

* The asset sustainability ratio above includes infrastructure renewal expenditure and depreciation associated with infrastructure assets. This aligns with the ratio of the same name included in the current year Financial Sustainability Statement.

Council’s current year Financial Sustainability Statement, the related Auditor-General’s report and Council’s long‑term financial sustainability statement are located at the end of Council’s Annual Financial Statements in this report.

Rates: Fair and equitable rates and rates concessions Council ensures fair and equitable rates for all Brisbane ratepayers. This is achieved by: ww complying with the requirements for Australian and Queensland legislation when making and levying rates, including National Competition Policy legislation where applicable ww 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

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: ww equity by reference to the value or quality of land ww the same treatment for ratepayers with similar circumstances ww transparency by making clear the requirements necessary to receive concessions

ww equity by reference to the value or quality of land

ww flexibility to allow Council to respond to local economic issues

ww being transparent in the making and levying of rates and charges

ww responsiveness to community expectations of what activities should attract assistance from Council.

ww clearly communicating the responsibilities of Council and ratepayers in regard to rates and charges

In 2016-17, Council offered various rates concessions.

ww 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 ww having a rating regime that is efficient to administer.

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In 2016-17, the average rates price increase for owner‑occupied residential properties was 4.70%.

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ww 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.

SECTION 5: COMMUNITY FINANCIAL REPORT

ww 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 $967 per year » pensioners receiving a partial pension were eligible to receive 20% remission on rates and charges up to $451 per year. ww 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. ww Rate capping was granted on general rates for residential owner-occupied properties at 7.50% and for commercial/non-residential properties in the ‘CBD Frame’ rating categories at 5.00%. 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 owneroccupiers is known as an ‘owner-occupier remission’.

Council is the only local government in SEQ that has provided remissions on water and wastewater utility charges for eligible pensioners

ww 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. ww Council is the only local government in SEQ that has provided remissions on water and wastewater utility charges for eligible pensioners. From 1 July 2016, 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.

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Victoria Lucas Park

CORPORATE GOVERNANCE IN THIS SECTION Risk management Assurance Services Ethical Standards Corporate Security Brisbane City Council Audit Committee Complaints management Right to Information Privacy and access requests National Competition Policy Code of Conduct

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. Council demonstrates good governance through: ww support for elected representatives ww compliance with legislation ww engagement with the community ww planning and reporting ww financial management ww risk management ww procurement practices ww internal controls ww 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: ww an assessment of Council’s performance in implementing its Corporate Plan (see Corporate Plan scorecard) ww an overview of Council’s strategic planning framework ww an overview of Council’s long-term planning and strategy to ensure financial sustainability ww Council’s annual financial statements, current year and long-term financial sustainability statements and associated Auditor-General’s reports (in Annual Financial Statements) ww reporting on Council’s performance in implementing its Annual Plan across core program areas and business units (in Progress and Performance sections) ww a community financial report, including a summary of concessions for rates and charges granted (in Community Financial Report) ww information about Council’s risk management practices (in this section) ww Council’s expenditure on grants to community organisations (in Disclosures) ww details regarding application of Councillors’ discretionary funds (in Disclosures) ww a summary of Council’s internal audit report (in this section) ww information about Council’s management of complaints (in this section) ww 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) ww information regarding competitive neutrality complaints, investigation notices and any related decisions by Council (in this section) ww a list of registers maintained by Council (in Disclosures) ww a statement of actions taken to implement the Public Sector Ethics Act 1994 (in this section).

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SECTION 6: CORPORATE GOVERNANCE

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. Council’s Corporate Risk Management Committee consists of the CEO, senior Council executives and an independent member. The committee regularly reviews strategic risks, compliance programs and internal processes and provides high level advice to ensure Council achieves its risk management goals.

Assurance Services and Ethical Standards 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 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. Assurance Services provide a broad range of functions in line with international standards for the Professional Practice of Internal Auditing and best practice, including: ww operational reviews ww financial reviews ww compliance reviews ww change management reviews ww information systems and security reviews ww data analysis ww a comprehensive program of continuous assurance.

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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 2016-17, Assurance Services completed 27 reviews across all divisions and provided ad hoc advice to managers on a range of issues. For 2016-17, 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 2016-17 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 27 reviews undertaken by Assurance Services, 23 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 provides advice and assistance to Council management on the control of fraud and corruption via Council’s Fraud and Corruption Control Plan. The unit investigates reported or suspected instances of fraud and other serious crime and misconduct in Council and maintains a focus on raising awareness of Council values and encouraging ethical behaviour. Ethical Standards received a total of 305 individual matters during the period 1 July 2016 to 30 June 2017. Following assessment, 48 complaints were considered to be Crime and Corruption Commission (CCC) related. A further 55 matters were deemed to require formal investigation by the Ethical Standards unit. Ethical Standards also provided investigative assistance to several regional councils as well as to the QPS and the CCC. Ethical Standards continued to deliver organisation‑wide training in Council’s Code of Conduct, as well as other ethics-related and investigation training programs, together with presentations to the Corruption Prevention Network of Queensland. In 2016-17, the unit conducted investigative training and Code of Conduct briefings and sessions for team leaders within Council.

SECTION 6: CORPORATE GOVERNANCE

Corporate Security Corporate Security is Council’s centre-led security office and asset owner of Council’s physical security asset portfolio. It provides security risk management advice, governance and support to all areas of Council, covering security strategies, planning, project delivery and staff security awareness. Corporate Security is responsible for advising management on Council’s preparedness to meet changes in technology, alongside local and global threats related to the security of the organisation’s physical assets and personnel. Among its network of private and public sector agencies, Corporate Security works closely with the QPS and Queensland and Australian Government departments. Corporate Security is responsible for the design and implementation of security solutions for Council facilities, significant facility refits and for managing Council’s security related contracts and physical security inspections. Corporate Security completed 37 security risk reviews in 2016-17 and continued to implement strategies defined within Council’s Security Master Plan. This included the consolidation of asset ownership for Council’s security portfolio and enhancements to the Security Operations Centre’s capabilities, alongside ensuring that Council’s systems meet the needs of today and the future. Corporate Security continued to implement the citywide CCTV utilisation strategy involving public and private sectors, benefiting event and disaster management for the city.

Brisbane City Council Audit Committee Council’s Audit Committee oversees the organisation’s audit, control and risk management functions. The main responsibilities of the Audit Committee are to help the organisation ensure: ww management maintains adequate internal controls to achieve operational and strategic goals and to ensure compliance with laws, regulations, internal policies and financial reporting obligations ww Council entities, business systems and processes operate with economy, efficiency and effectiveness ww key business risks are effectively managed ww the annual Assurance Services Plan is sufficiently comprehensive to assess major risks and internal controls ww internal and external audit processes are effective. The Chairman of the Audit Committee is independent of Council. As at 30 June 2017, the Audit Committee membership comprised: ww Paul Shipperley, independent chairman ww Mitchell Petrie, independent member ww Carolyn Barker, representative of Transport for Brisbane Advisory Board ww Neil Hatherly, representative of Field Services Advisory Board ww Colin Jensen, CEO, observing member ww Pip Hold, Divisional Manager, City Administration and Governance, observing member ww Andrea Kenafake, Divisional Manager, City Planning and Sustainability, observing member ww Bill Lyon, Divisional Manager, Organisational Services, observing member ww Paul Oberle, Chief Financial Officer, observing member.

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Robert Overell, Chief Internal Auditor, and representatives of the Queensland Audit Office (QAO) also attend committee meetings as observers. Ordinary meetings of the Audit Committee are held 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 committees of Council’s subsidiary entities, including the City of Brisbane Investment Corporation and Brisbane Marketing. The Brisbane City Council Audit Committee undergoes an annual structured self assessment as part of its strategy for maintaining the highest standards of professional practice.

The Queensland Audit Office (QAO) The QAO continued to provide independent audit services to Council during 2016-17. 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 the Brisbane City Council Audit Committee.

Complaints management In excess of 1.4 million contacts were made with Council over the course of the 2016-17 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 CCC. A copy of the complaints management policy is available on Council’s corporate website, www.brisbane.qld.gov.au

Administrative action complaints Council has developed a procedure for dealing with and resolving administrative action complaints. A copy of 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. At the commencement of the 2016-17 financial year, 64 administrative action complaints were carried over from the previous year. A total of 4068 administrative actions were received during the 2016-17 financial year. Of this combined figure of 4132, the number of administrative action complaints resolved during the financial year was 3969, leaving only 163 still to be resolved.

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SECTION 6: CORPORATE GOVERNANCE

Office of the Disputes Commissioner The Office of the Disputes Commissioner is an independent office within Council that reviews complaints about infringement notices issued by Council. The office is responsible for ensuring fair outcomes are delivered without the need for complainants to resort to the court system. The Office of the Disputes Commissioner also contributes to the improvement of Council services, by identifying systemic issues and making recommendations to the relevant areas of the organisation. The Office of the Disputes Commissioner has the ability to waive or uphold infringement notices and address complaints related to infringement notices regarding: ww parking ww malls

Right to Information and Information Privacy access requests Processing of Right to Information (RTI) and Information Privacy (IP) access applications is prescribed by the Right to Information Act 2009, the Right to Information Regulation 2009 and/or the Information Privacy Act 2009 and the Information Privacy Regulation 2009. In the 2016-17 financial year, Council received 423 RTI and IP access applications. The estimated salary cost for processing these applications was $386,420. This includes $362,420 in labour costs for RTI unit employees, plus $24,000 for other officers throughout Council who have searched for and provided documents.

ww animals ww pools ww signage ww environment ww vegetation ww water. During 2016-17, 2150 complaints were raised with the Office of the Disputes Commissioner. A total of 2227 complaints were processed within the 2016-17 financial year, including complaints carried over from 2015-16. There are 103 complaints to be carried forward to 2017-18.

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National Competition Policy In April 1995, the Australian Government and all states and territories agreed to the implementation of a National Competition Policy (NCP). The policy represents a commitment from governments to reduce restrictions to competition to enhance the overall efficiency of Australia’s economic performance. At the local government level, the underlying philosophy is to improve service delivery efficiency and reduce costs to both government and the community through competitive neutrality, while removing any competitive advantage enjoyed by Council purely due to its nature. Business activities identified as significant under thresholds set by legislation need to be either commercialised or have full cost pricing applied to them, under the NCP principles. In addition, the Code of Competitive Conduct needs to be applied to smaller business activities.

Competitive neutrality complaints Complaints may be made only about business activities to which competitive neutrality 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 2016-17.

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: ww Transport for Brisbane ww City Parking. Full-cost pricing to: ww Waste and Resource Recovery Services ww Civil Construction and Maintenance Operations ww Urban Amenity. These services form part of Field Services in Council. Code of Competitive Conduct to: ww Brisbane City Cemeteries ww City Projects Office ww Golf Courses ww Sports and Aquatic Centres ww Asset Portfolio Management ww Brisbane City Hall Precinct.

Significant business activities and application of competitive neutrality principle Council’s Annual Financial Statements for 2016-17 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.

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SECTION 6: CORPORATE GOVERNANCE

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 (Queensland), the ethics obligations of public officials, and the Code of Conduct.

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Wynnum Pier

7 DISCLOSURES IN THIS SECTION Councillor remuneration Councillor expenses reimbursement Councillor attendance, suspensions, conduct and complaints Executive remuneration Overseas travel Registers kept by Council Land, reserves and controlled roads Grants to community organisations Councillorsâ&#x20AC;&#x2122; discretionary funds

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 2017 is $154,310. 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 2017 Position

Relativity to base

Salary

Other benefits (includes superannuation)

Total fixed remuneration (salary plus superannuation)

Councillor

100%

$154,310

$30,862

$185,172

Leader of the Opposition

110%

$169,741

$33,948

$203,689

Chairman of Council

125%

$192,887

$38,577

$231,464

Committee Chairman

125%

$192,887

$38,577

$231,464

Deputy Mayor

130%

$200,603

$40,121

$240,724

Lord Mayor

165%

$254,613

$50,923

$305,536

ww Superannuation contributions for Councillors must at least meet prevailing federal superannuation guarantee legislation, set at 9.5% in 2016-17. ww Councillors received an additional 10.5% superannuation. ww The Lord Mayor receives an Expense of Office allowance of $95,659. ww The Leader of the Opposition and Chairmen each receive an Expense of Office allowance of $19,483. ww Councillors are entitled to the use of a Council vehicle with a recommended retail price of up to and including $44,000.

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ww 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. ww The Lord Mayor is entitled to the use of a Council vehicle with a recommended retail price of up to and including $72,000. Information on Council’s committees, including committee membership and key responsibilities, is available by visiting www.brisbane.qld.gov.au

SECTION 7: DISCLOSURES

Councillor expenses reimbursement

Policy

Section 178 of the City of Brisbane Regulation 2012 requires that the Annual Report contain information concerning Councillors’ expenses and facilities. Council’s Councillor Expenses Reimbursement Policy below describes these.

Councillors should be equipped with adequate and appropriate facilities to enable them to represent their ward and the City of Brisbane.

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 the Councillors for that purpose.

General

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.

Applicability This policy applies to all Brisbane City Council Councillors. This policy is supported by Authorised Ward Budget Guidelines. These guidelines apply to: ww all Councillors ww such other Council officers as are delegated to perform the function. Principles This policy is consistent with the local government principles of: ww transparent and effective processes and decision‑making in the public interest ww good governance of, and by, local government ww ethical and legal behaviour of Councillors and local government employees.

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: ww AP061 Travel ww AP181 Entertainment and Hospitality Policy ww AP176 Councillors Publicity Material Policy ww AP043 Councillors BusinessCard Procedure ww 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. Chairperson 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 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.

152

Brisbane City Council | Annual Report 2016 -17

Office facilities – Committee Chairpersons In addition to a ward office, Council will provide a Committee Chairperson’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 Chairperson, then, in addition to a ward office, Council will provide a Deputy Mayor’s Office. If the Deputy Mayor is a Committee Chairperson, 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. A Committee Chairperson’s Office, the Leader of the Opposition’s Office, the Deputy Mayor’s Office (in the case where the Deputy Mayor is not a Committee Chairperson), and rooms for the Lord Mayor will be located either in the public office of Council, or in Brisbane City Hall, or in such other building as may be occupied by the Council Chamber.

SECTION 7: DISCLOSURES

Councillor attendance at 2016-17 Council meetings Number of meetings attended out of the number of meetings held

Ward

Councillor

Lord Mayor

Cr Graham Quirk

30/30

Bracken Ridge

Cr Amanda Cooper

30/30

Calamvale

Cr Angela Owen

30/30

Central

Cr Vicki Howard

30/30

Chandler

Cr Adrian Schrinner

30/30

Coorparoo

Cr Ian McKenzie

30/30

Deagon

Cr Jared Cassidy

29/30

Doboy

Cr Ryan Murphy

30/30

Enoggera

Cr Andrew Wines

30/30

Forest Lake

Cr Charles Strunk

30/30

Hamilton

Cr David McLachlan

29/30

Holland Park

Cr Krista Adams

29/30

Jamboree

Cr Matthew Bourke

30/30

MacGregor

Cr Steven Huang

30/30

Marchant

Cr Fiona King

27/30

McDowall

Cr Norm Wyndham

30/30

Moorooka

Cr Steve Griffiths

30/30

Morningside

Cr Shayne Sutton

30/30

Northgate

Cr Adam Allan

30/30

Paddington

Cr Peter Matic

30/30

Pullenvale

Cr Kate Richards

25/30

Runcorn

Cr Kim Marx

28/30

Tennyson

Cr Nicole Johnston

28/30

The Gabba

Cr Jonathan Sri

29/30

The Gap

Cr Steven Toomey

30/30

Walter Taylor

Cr Julian Simmonds

30/30

Wynnum Manly

Cr Peter Cumming

30/30

Comments

Brisbane City Council | Annual Report 2016 -17

153

Orders made about Councillorsâ&#x20AC;&#x2122; conduct during Council or CommitteeÂ meetings

154

Councillor

Date

Suspension period

Reason

Nicole Johnston

2 August 2016

Noted in the minutes

Disorderly conduct

Nicole Johnston

2 August 2016

Remainder of the meeting

Disorderly conduct

Nicole Johnston

16 August 2016

Noted in the minutes

Disorderly conduct

Nicole Johnston

6 September 2016

Noted in the minutes

Disorderly conduct

Nicole Johnston

8 November 2016

Noted in the minutes

Disorderly conduct

Steve Griffiths

8 November 2016

Noted in the minutes

Disorderly conduct

Nicole Johnston

15 November 2016

Noted in the minutes

Disorderly conduct

Nicole Johnston

29 November 2016

Eight days

Disorderly conduct

Nicole Johnston

21 March 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

21 March 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

21 March 2017

One hour

Disorderly conduct

Nicole Johnston

28 March 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

28 March 2017

Remainder of the meeting

Disorderly conduct

Nicole Johnston

28 March 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

23 May 2017

Remainder of the meeting

Disorderly conduct

Nicole Johnston

30 May 2017

Noted in the minutes

Disorderly conduct

Jared Cassidy

6 June 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

13 June 2017

Eight days

Disorderly conduct

Nicole Johnston

22 June 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

22 June 2017

Noted in the minutes

Disorderly conduct

Nicole Johnston

22 June 2017

Eight days

Disorderly conduct

Nicole Johnston

22 June 2017

Noted in the minutes

Disorderly conduct

Brisbane City Council | Annual Report 2016 -17

SECTION 7: DISCLOSURES

Councillor conduct The City of Brisbane Act 2010 (CoBA) sets out the process to be followed if Council receives a complaint about the conduct or performance of a Councillor in carrying out their official duties. This process assists in providing transparency and accountability through good governance. It holds Councillors accountable for upholding standards of behaviour. Section 178 of the City of Brisbane Regulation 2012 requires Council to report on the following each financial year: Number of orders and recommendations made under section 183(2) or (4) of the CoBA 2010.

Number of orders made under section 186A of the CoBA 2010.

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.

Number of complaints assessed by the CEO as being about misconduct or inappropriate conduct and referred to the Brisbane City Council Councillor Conduct Review Panel under section 180(3) of the CoBA 2010.

Number of complaints assessed by the CEO as being about possible official misconduct.

Number of complaints heard by the Brisbane City Council’s Councillor Conduct Review Panel.

Number of complaints assessed by the CEO as being about another matter under section 180(5) of the CoBA 2010.

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

Not applicable

Executive remuneration The associated data indicates the total fixed remuneration being paid to senior officer and executive service employees as at 30 June 2017.

Total Fixed Remuneration Range ($) 100,000-199,999

200,000-299,999

300,000-399,999

400,000-499,999

500,000+

Total fixed remuneration for these employees represents the sum of salary and superannuation.

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Overseas travel In 2016-17, the overseas travel below was made by Councillors or Council employees.

156

Name

Position

Destination

Purpose

Cost

Diana Lee

International Project Officer

Korea

2016 Lord Mayoral Business Mission

Accommodation: $1,238.26 Advance: $428.54 Personal allowance: $500.00

Sarma Rajaraman

Chief Information Officer

Yinchuan, China

Smart Cities InFocus Forum

Personal allowance: $300.00

Krista Adams Councillor

Yinchuan, China

Smart Cities InFocus Forum

Personal allowance: $300.00

Nicole Andronicus

Manager, International Relations & Multicultural Affairs

Kaohsiung, Taipei, Seoul, Daejeon, Kobe and Tokyo

2016 Lord Mayoral Business Mission

Airfares: $7,604.98 Accommodation: $2,564.26 Advance: $358.83 Personal allowance: $450.00 Travel Doctor: $522.50

Greg Bowden

Director of Strategy, Communications and Economic Development

Kaohsiung, Taipei, Seoul, Daejeon, Kobe and Tokyo

2016 Lord Mayoral Business Mission

Airfares: $6,829.98 Accommodation: $2,671.87 Advance: $150.00 Personal allowance: $450.00 Travel Doctor: $397.31

Graham Quirk

Lord Mayor

Kaohsiung, Taipei, Seoul, Daejeon, Kobe and Tokyo

2016 Lord Mayoral Business Mission

Airfares: $5,829.98 Accommodation: $2,566.21 Advance: $148.73 Personal allowance: $450.00 Travel Doctor: $477.32

Garth Henderson

International Relations & Multicultural Affairs

Kaohsiung, Taipei, Seoul, Daejeon, Kobe and Tokyo

2016 Lord Mayoral Business Mission

Airfares: $5,829.98 Accommodation: $2,841.48 Advance: $121.20 Personal allowance: $450.00 Taxi fares: $242.56 Travel Doctor: $287.50

Natalie Baker

Senior Program Officer

New Delhi, India

19th International Riversymposium

Airfares: $4,910.06 Accommodation: $2,167.86 Meals: $61.72 Personal allowance: $300.00 Taxi fares: $132.44 Visas: $603.81 Airport transfers: $43.28 Luggage security wrapping: $14.00

Shawn Day

Manager, Economic Development

New Delhi, India

19th International Riversymposium

Airfares: $4,910.06 Accommodation: $2,167.86 Meals: $186.95 Personal allowance: $300.00 Taxi fares: $49.28 Visas: $603.81 Airport transfers: $43.28

Brisbane City Council | Annual Report 2016 -17

SECTION 7: DISCLOSURES

Name

Position

Destination

Purpose

Cost

Andrew MacLeod

Chief Internal Auditor

New York, USA

Institute of Internal Auditors International Conference

Conference fees: $3,420.00

Lee Garnett

Project Manager

New Delhi, India

19th International Riversymposium

Airfares: $4,119.15 Accommodation: $735.88 Meals: $117.40 Personal allowance: $300.00 Taxi fares: $66.33 Visas: $603.81 Airport transfers: $21.64 Passport: $14.95

Rebecca Arnaud

Principal Urban Planner

Auckland, New Zealand

Water Edge Symposium

Airfares: $1,679.00 Accommodation: $380.52 Meals: $106.29 Personal allowance: $200.00 Taxi fares: $126.40

Andrea Kenafake

Divisional Manager, City Planning & Sustainability

Auckland, New Zealand

Water Edge Symposium

Airfares: $2,173.10 Accommodation: $322.66 Personal allowance: $200.00 Taxi fares: $156.50

Colin Jensen

Chief Executive Officer

Auckland, New Zealand

Water Edge Symposium

Airfares: $1,606.30 Mr Jensen was unable to attend the symposium, the cost incurred represents a booking fee.

Sara Smart

Asia Pacific Cities Summit Project Manager

Daejeon, Korea

2017 Asia Pacific Cities Summit and Business Mission preparation

Airfares: $3,923.00 Accommodation: $978.00 Advance: $117.75 Meals: $46.10 Personal allowance: $250.00 Taxi fares: $6.00 Public Transport: $95.68 Travel Doctor: $329.75

Brisbane City Council | Annual Report 2016 -17

157

Registers kept by Council Council maintains the following registers.

Legislative requirement

ww Register of pest control and entry control notices issued.

Animal Management (Cats and Dogs) Act 2008

Plumbing and Drainage Act 2002

ww Dog registry. Building Act 1975 ww Register of budget accommodation buildings for which development approval has been given and a random inspection conducted every three years. ww Register of exemptions granted from fencing outdoor swimming pools. ww Register of section 251 notices given.

ww Register of installed onsite greywater use facilities. ww Register of onsite domestic sewerage facilities (which includes installed commercial onsite sewerage facilities of up to 21 equivalent population). Queensland Heritage Act 1992 ww Register of local heritage. Standard Plumbing and Drainage Regulation 2003

City of Brisbane Act 2010 and City of Brisbane Regulation 2012

ww Register of testable backflow prevention devices.

ww Reportable and material loss register.

ww Register of Treasurer approvals.

ww Register of cost-recovery fees. ww Asset register. ww Local laws register. ww Roads map and register. ww Delegations register. ww Register of business activities to which the competitive neutrality principle applies. ww 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. ww Register of interests (maintained by the Lord Mayor) of (a) the Chief Executive Officer, and (b) a person who is related to the CEO. Environmental Protection Act 1994 ww Section 540 Register.

158

Land Protection (Pest and Stock Route Management) Act 2002

Brisbane City Council | Annual Report 2016 -17

ww Statutory Bodies Financial Arrangements Act 1982

Sustainable Planning Act 2009 ww Register of development applications made to Council. ww Register of requests for compliance services under the Sustainable Planning Act 2009. ww Adopted Infrastructure Charges register.

Local Laws Meetings Local Law 2001 ww Register of attendance at Council meetings. Natural Assets Local Law 2003 ww Register of protected vegetation. To view any of the above listed registers, contact Council on (07) 3403 8888.

SECTION 7: DISCLOSURES

Land, reserves and controlled roads

Grants to community organisations

Reserve land

Council’s extensive grants program supports a range of community organisations. Grants included are:

During 2016-17 Council held in trust the following land: ww State-owned land – 51,874,661 m2 ww land under Deed of Grant – 1,602,384 m2.

Roads Council’s Road Surface Inventory System reported the following details as at 30 June 2017: ww length of constructed and formed roads in the Brisbane City Council Local Government Area – 5762.2 km. ww unconstructed and unformed roads – 19.9 km. Council has agreements with the Queensland Department of Transport and Main Roads to maintain some footpath areas along state controlled roads. There are roads that Council does not ‘own’ but does control – private roads and the footpaths as described above. Typically, the non-Council roads are maintained by their respective owner(s).

ww Sports and recreation grants ww Art and history grants ww Community facility improvement and organisational development grants ww Access and inclusion grants ww Community development grants ww Community environmental and sustainability grants ww Community conservation and assistance program ww Housing support grants ww Men’s shed grants ww Seniors grants. Additionally, the Lord Mayor’s Suburban Initiative Fund is an allocation of funding for each Councillor to support eligible activities within their ward. In 2016-17, more than $4 million worth of grants were allocated to our city’s community groups to help them build on our city’s lifestyle.

Brisbane City Council | Annual Report 2016 -17

159

DISCLOSURES DISCLOSURES

continued

Councillors’ discretionary funds Organisation

Project Summary

Amount Approved

Lord Mayor’s Office

160

Algester Parkinson Lions Club

Hire of generator, sound system and stage for Many Cultures, One Community Event

$500.00

Ashgrove Historical Society Inc.

Research project on the history of the St John’s Wood servants wing

$385.00

Australian Scottish Community (QLD) Inc.

Security and set up costs for International Tartan Day

Basava Samithi of Australasia Inc. Brisbane Branch Inc.

Acoustics and sound engineer for the 2017 Basava Jayanti and 12th Anniversary celebration

$300.00

Brisbane City Sounds Chorus Inc.

Hall hire and removal of choir chairs for ‘Sauce on the Side’ Show

$495.00

Brisbane Malayalee Association Inc.

Hire of Amusements for Multicultural Taste Of The World Festival

$1500.00

Brisbane Super Kings Cricket Club Inc.

Ground hire for the 4th Annual 2016 CUP

$1100.00

Cancer Council Queensland

St John’s first aid for the Brisbane Corporate and Community Relay For Life

Centenary Community Connections

Centenary Rocks Festival

Community Living Association Inc.

Admission costs for a person with a disability and their carer to attend the 2016 Queensland Roundtable

$300.00

Communify Queensland Ltd

Purchase of fans for Spring Hill Community Hall

$400.50

Drug Awareness and Relief Foundation

Printing of Matters of Substance Manuals

Enoggera District Stamp Club Inc.

The Northside Stamp Fair

$412.50

Filipino Australian Foundation of Queensland Inc.

Band hire and cake for 20th Year of Community Service Event

$818.00

Filipino Australian Foundation of Queensland Inc.

Hire of mobile stage for Philippine Festival

$1200.00

Global Organisation of People of Indian Origin – Queensland

Partial venue hire for India Day Fair 2017

$1850.00

Guide Dogs for the Blind Association of Queensland

Hire of generator and sound system for Open Day (Breeding Centre Launch)

$972.73

Junction Park Stamp Club Inc.

May Day Stamp Fair

$700.00

The Scout Association of Australia, Queensland Branch Inc. – Kedron Scout Group

Purchase of sausage sizzle equipment

$836.95

Kuraby Knights Cricket Club

Resurfacing of number 2 cricket pitch

$1980.00

MacGregor Netball Association Inc.

Purchase of laptops

$1524.00

Mitchelton and Districts Garden Club

Purchase of loudspeaker and microphone

National Servicemen’s Association Of Australia Queensland Inc.

30th Year Anniversary

Community Queensland Ltd – New Farm Neighbourhood Centre

Engraved metal plate and general materials for statue maintenance

$300.00

Parkinson’s Queensland Inc.

Stage hire for A Walk in the Park 2017

$1259.00

Pesta Rakyat

Stage and audio hire for Indonesian Independence Day Festival, Pesta Rakyat

$2200.00

Brisbane City Council | Annual Report 2016 -17

$1500.00

$863.64 $2000.00

$1200.00

$319.00 $1500.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Picabeen Community Association Inc.

Hire of jumping castle, community mural, coffee van, promotion, catering and drinks for 25th Anniversary Community Celebration

$2000.00

Queensland Blue Light Association Inc.

2017 Disadvantaged Children’s Movie Day

$1500.00

Radio 4EB Tamil-Oli

30th Anniversary Celebration

Regional Development Australia Brisbane Inc.

Venue hire for the 2016 CLICK! Digital Expo

$2000.00

$400.00

Rotary Club of Salisbury

Venue hire for Serving Humanity Family Day

$2000.00

Rotary Club of Toowong

Underprivileged Children’s Movie Day – 10 September 2017

$1500.00

Rotary Club of Toowong

Underpriviledged Children’s Movie Day – 21 August 2016

$1500.00

Run For Kids Pty Ltd

Hire of timing equipment for Brisbane’s Great South Run

$500.00

Serenata Singers Inc.

Purchase of Australian Christmas Carols music

$944.00

Society Of Sculptors Queensland Inc.

Auditorium hire for Brisbane Sculpture Festival

$827.28

Kurbingui Youth Development Limited (SEQ Mabo Day Working Group Committee)

Mabo 25th Anniversary Celebrations

$500.00

Sri Lanka Society of Queensland Inc.

Equipment and venue hire for Sinhala and Tamil New Year Cultural Festival

St Andrew’s Pipe Band Inc.

Purchase of bagpipe chanters

$500.00

Sunnybank State Primary School P&C Association

Hire of band and DJ for Fireworks Fiesta Fete

$550.00

Sunnybank State Primary School P&C Association

Workshops for Harmony Day 2017

$1000.00

Taiwan Women’s League of Queensland

Gala fundraiser

$2000.00

Thai-Australian Association Queensland

Brisbane Thai Festival 2017

$1126.06

The Community Place Inc.

Purchase of rubber matting for gym

$500.00

The Parish of St John’s Wood/The Gap

Happy Patches sewing circle (handmade patchwork quilts for the needy)

The Scout Association of Australia, Queensland Branch Inc. – Taylor Range District

Purchase of canoe paddles and safety equipment

Varnam Cultural Society (Qld) Inc.

Banner printing, cutlery, food and hire of rides for the Chithirai Kalai Vizha Multicultural New Year Celebrations

Vishva Hindu Parishad of Australia Queensland Chapter

Banner printing for 5th Australian National Hindu Conference

$350.00

Wesley Mission Queensland

Playground upgrade – Family and in-home child care

$1567.53

Wynnum Manly Historical Society Inc.

Printing of historical booklets for Lota House 150th Year Celebration

$1422.81

Zephyr Education Inc.

Purchase of uniforms and school bags for young domestic violence victims resuming their education

$1500.00

$1100.00

$1500.00 $796.00 $1000.00

Brisbane City Council | Annual Report 2016 -17

161

DISCLOSURES

continued

Councillors’ discretionary funds Organisation

continued

Project Summary

Amount Approved

Bracken Ridge Ward Aspley East State School P&C Association

Aspley East School Fete

$2000.00

Bald Hills Memorial Hall Committee Inc.

Storage facilities and kitchen items following hall fire

Bracken Ridge Kindergarten Association Inc.

Sports and Mini Fete Day

Bracken Ridge State School P&C Association

Free Community Movie Night

Bracken Ridge Ward Office

Teddy Bears' Picnic

$1838.71

Bracken Ridge Ward Office

Bracken Ridge Citizenship Ceremony

$1621.43

Bracken Ridge Ward Office

Dive-in movie

$2127.73

Bracken Ridge Ward Office

Backyard Bonanza 2017

$9090.91

Bracken Ridge Ward Office

Safer Streets – Wheelie bin signs

Brisbane Malayalee Association

Onam celebration 2016

$3300.00

Cup Aspley Ltd t/a Cup From Above

Christmas Care

$1155.00

Aspley By Gateway Lifestyle

Purchase of defibrillator

$1000.00 $2700.00

$10000.00 $1120.00 $907.50

$381.82

Hindu Society of Queensland Inc.

101 Hawan Yagna – Blessing of the Land

Jabiru Community Youth and Children's Services Association Inc.

Zillmere Festival

Norris Road State School P&C Association

40th Birthday Fete

$2000.00

North Brisbane Lapidary Club Inc.

Gem and Jewellery Festival

$2300.00

Ridge Hills United Football Club Inc.

End of season celebration

$1914.00

Ridge Hills United Football Club Inc.

Field lighting upgrade

$9442.90

Singh Sabha Brisbane

Vaisakhi Festival Celebration

$1200.00

Algester Branch Little Athletics Centre Inc.

Purchase of marquees

$4263.02

Algester Parkinson Lions Club

Lighting

$267.27

Algester and Districts Probus Club

Christmas Lights Tour

$414.70

Algester State School P&C Association

Fireworks for MultiFest

Brisbane South Western SES Support Group

Purchase of shade marquee

$1675.40

Calamvale Leopards Junior AFL Club Inc.

Purchase of computer

$1481.00

Calamvale National Seniors Association

Christmas Lights bus tour

Calamvale Special School P&C Association

Calamvale Special School Community cookbook

$1535.60

Calamvale Ward Office

2016 September Citizenship Ceremony

$9992.00

Calamvale Ward Office

Parkinson Aquatic Centre opening

$2410.00

Calamvale Ward Office

Halloween in the Park

$3820.91

Calamvale Ward Office

Opening of Ian Lynas Memorial Park

$900.00

Calamvale Ward

162

$3000.00

$380.00

$300.00

Calamvale Ward Office

Doulton-Alfred Park Bushcare Group

Calamvale Ward Office

Christmas in the Park

$2830.65

Calamvale Ward Office

Baby's First Christmas

$500.00

Calamvale Ward Office

Greenways Esplanade Park Upgrade opening

$1602.59

Calamvale Ward Office

Community SAFE Day

$1763.45

Brisbane City Council | Annual Report 2016 -17

$768.41

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Organisation

Project Summary

Amount Approved

Calamvale Ward Office

International Yoga Day

$1823.59

College Parents' Advisory Committee, Islamic College of Brisbane

Big Autumn Fete

$2500.00

Damini Women's Association of Qld Inc.

10th Anniversary celebration

$1150.00

Damini Women's Association of Qld Inc.

Foundation and Diwali Dinner

$400.00

Lung Foundation Australia

Calamvale Family Fun Day

$818.60

Malayalee Association of Queensland Inc.

Hall hire, cleaning of bins and part funding of shuttles for Badminton India Open 2017

$2000.00

Parkrun Inc.

Purchase of defibrillator

$1990.00

Run For Kids Pty Ltd

Brisbane's Great South Run

$4560.23

St John Ambulance (Qld) – Algester Division

Presentation lunch

Tamil Association (Qld) Inc.

Festival of Lights (Deepavali Festival 2016)

$2500.00

139 Club Limited

Furniture upgrade for TV room

$2239.00

Belloo Creative

Program, fees, catering and equipment hire for Hanako – art inspired by the performance presentation

$4400.00

Brisbane Accueil Inc.

Picnic Inter Association

Brisbane Central State School P&C Association

End of year concert

$3410.00

Camp Quality Limited

Giggle Ball

$1500.00

Central Ward Office

Footprints Football Support

Central Ward Office

Central Ward Seniors Week Reception

$1408.64

Footprints in Brisbane Inc.

Footprints Annual Creative Art Exhibition

$1000.00

Gar'ban'djee'lum Network

Brown Sugar 2016

$800.00

GOPIO Queensland

India Day Fair 2016

$2000.00

Holy Spirit New Farm Parents and Friends Association

Holy Spirit School Spring Fair 2016

$4400.00

$250.00

Central Ward

$440.00

$405.17

Iranian Society of Queensland

Iranian Film Festival

$1500.00

Men's Shed Spring Hill Inc.

Tools and equipment for workshop

$1100.00

Mission Australia

Roma House Christmas Shop and 10 Year Anniversary

National Seniors Australia Ltd – New Farm Branch Inc.

Wine and Cheese Extravaganza

$1000.00

New Farm Nash Theatre Inc.

Costume storage

$1100.00

Communify Qld Ltd – New Farm Neighbourhood Centre

The Bouncing Back Handball Festival

$1000.00

New Farm State School P&C Association

New Farm Hats and Heels

$4400.00

Queensland AIDS Council Inc. (Many Genders One Trans Fair Day 2017 Voice Trans Health Action Group) Queensland AIDS Council Inc. (Many Genders One Many Genders One Voice Binder Project Voice Trans Health Action Group)

$909.09

$500.00 $1000.00

Brisbane City Council | Annual Report 2016 -17

163

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Queensland Child Protection Week Committee – Auspiced by Act for Kids

30th Anniversary Child Protection Week Dinner

Queensland Public Interest Law Clearing House Inc.

Queensland Legal Walk 2017

$1,500.00

Rotary Club of New Farm

Light Up Community Carols

$4,400.00

Rotary Club of New Farm

Citizenship Awards

$2,200.00

St Andrew's Pipe Band Inc.

Purchase of equipment for the World Pipe Band Championships Campaign

$1,000.00

Thai-Australian Association of Queensland

Brisbane Thai Festival 2016

$2,200.00

The Macedonian Community of Brisbane Inc.

Ilinden Street Festival

$2,000.00

The Queensland Women's Historical Association Inc.

Purchase of office airconditioning unit

$2,310.00

The Royal Historical Society of Queensland

Purchase of office equipment

United Indian Multicultural Association of Qld Inc.

Cultural sashes and costumes for the Red Carpet Ignites – Tradition Meets Modern event

$1,000.00

Windsor and Districts' Historical Society Inc.

Purchase of administration computer

$1,307.90

WWILD Sexual Violence Prevention Association Inc.

Queensland roundtable for people with intellectual disability inclusion

$968.50

$990.00

$454.54

Chandler Ward

164

Access Outreach Australia

Adopt-A-Pensioner

All Gauge Model Railway Club Inc.

2016 Open Day

$955.00

Anglican Church of Australia, Parish of Carindale

St Gabriel's Community Spring Fair

$750.00

Belmont State School P&C Association

Carols on the oval/fireworks display

$1363.63

Brisbane Amateur Radio Club

Radio training and operations hut

$1000.00

Brisbane Rifle Club Inc.

Brisbane Rifle Club meeting

$1650.00

Brisbane Southside Masters Swimming Inc.

Long Course Swim Meet 2017

Broadwater Road Uniting Church

2016 Light Party

$1500.00

Carina State School P&C Association

Carina Centenary Carnival

$1500.00

Chandler Ward Office

Mansfield Day' Movie in the Park – 22 October 2016

$4751.82

Chandler Ward Office

Portable shade covers

$1850.00

Chandler Ward Office

Mansfield Day' Movie in the Park – 21 October 2017

$2565.00

Citipointe Christian College–Parent Connect

College Bush Dance 2016

$1650.00

Gateway Church

Computers to train young people – stage 2

$1400.00

Global Care

Christmas hampers

$4545.45

Gumdale Progress Association Inc.

Hall floor strip and refurbish

$2750.00

Gumdale State School P&C Association

Movie Night 2017

$1000.00

Lions Club of Brisbane Camp Hill Carindale

Citizenship Ceremony

Mackenzie Neighbourhood Watch

Mackenzie Day

$2150.00

Mansfield State School P&C Association

Mansfield Eat Street Beat

$1400.00

Brisbane City Council | Annual Report 2016 -17

$2300.00

$550.00

$275.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Model A Ford Club of Queensland

Purchase of a new gazebo and three chairs

$500.00

Mt. Gravatt Meals on Wheels Service Inc.

Volunteer Appreciation Christmas Lunch

$400.00

Port of Brisbane Rotary

Wakerley Rotary Carols 2016

Probus Association Of Queensland Inc.

Networking seminar for Probus Club Secretaries

$3181.82

Queensland Rifle Association Inc.

Carols on the Range

$4545.45

Quota International of Carindale Inc.

Quota Craft and Gift Fair

$2450.00

Redeemer Lutheran College P&F Association

Redeemer Fair obstacle course

$1254.55

Rochedale State High School P&C Association

Musical 2017

$1500.00

Rochedale State School P&C Association

Fete

$1000.00

SpecialCare Central Inc.

Disability awareness and post school options Expo'16

St Peter's Primary School P&F Association

Community Fete

The Jewish Educational Institute Chabad House Brisbane

Chanukah at Westfield

The Rotary Club of Carindale Inc.

Billycart ramps assembly, disassembly and transport

$1500.00

4MBS Festival of Classics

Music and Musings event

$1200.00

Annerley Recreation Club

Installation of gas hotwater

$4370.00

Annerley-Stephens History Group Inc.

Printing of 'Stories of Stephens' book for the 2016 Conference

$1100.00

Cancer Patients Foundation

Look Good Feel Better

$4292.64

Celtic Council of Australia (Queensland) Inc.

Function for awarding honours within the Celtic community

$880.00

Celtic Council of Australia (Queensland) Inc.

Pan-Celtic Christmas Gathering

$550.00

Coorparoo Secondary College P&C Association

Coorparoo Cultural and Wellbeing Leaders

$3300.00

Coorparoo State School P&C Association

Equipment hire and resources for community initiatives

$2510.00

$275.00

$840.00 $1100.00 $545.45

Coorparoo Ward

Coorparoo Ward Office

Safer Streets – Wheelie bin signs

$1020.00

Harty Street Community Kindergarten

Language Skills program

$2800.00

Hytec Netball Club Inc.

Hytec Netball Club NetSetGo Break Up Presentation

$2200.00

Junction Park State School P&C Association

Active Travel breakfasts

$1540.00

Junction Park State School P&C Association

Fete 2017 – sparkles, spots and polka-dots

$2200.00

Kannada Sangha Queensland

Combined Deepvali and Rajyotsava function

$2000.00

Langri Tangpa Centre

Storage shed for furniture and equipment

$2000.00

Malayalee Association of Queensland Inc.

Christmas 2016

$1100.00

Malayalee Association of Queensland Inc.

Soorya India Festival

$1155.00

Neighbourhood Watch Queensland (Camp Hill)

Safer Streets – wheelie bin signs

$1122.00

Queensland Telugu Association

Vijaya Dashami and Deepavali celebrations

$1100.00

Queensland Telugu Association

Ugadi, Easter and Sri Rama Navami celebrations

$1100.00

Brisbane City Council | Annual Report 2016 -17

165

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Scripture Union – Camp Hill State School Local Chaplaincy Committee

Camp Hill State School Chaplaincy Christmas Carols

$1000.00

SKATTLE Ltd

My Rap Project

$2000.00

SpecialCare Central Inc.

Disability awareness and post school options Expo'16

$840.00

Stones Corner Community Kindergarten

Access to our Kindy Garden

$1853.18

The Creche & Kindergarten Association Limited

C&K Coorparoo Kindergarten assistance for the hearing impaired

$3135.78

The Creche & Kindergarten Association Limited

Purchase of tables and chairs for the Arnwood Place Community Childcare Centre

$1905.40

The Federation of Indian Communities of Queensland Inc.

India-Australia Day Celebration

$2200.00

Whites Hill State College P&C Association

Movie Night

$2500.00

Woodturners Society of Queensland Inc.

Purchase of personal protective equipment

$2026.00

Boondall Barracudas Amateur Swimming Club

Purchase of lane ropes

$1000.00

Boondall Church of Christ

Centenary celebration coffee table book

$1000.00

Boondall Synchronized Ice Skating Club Inc.

Nova "It's Springtime!" Skating Gala

Brighton District Soccer Club Inc.

Gala Day celebrations

Deagon Ward Office

Pennies by the Sea 2016

Deagon Ward Office

Christmas Movie Night Series

Deagon Ward Office

Carols By The Bay

Deagon Ward Office

Christmas Movie in the Park

$1650.00

Deagon Ward Office

Australia Day by the Bay 2017

$1987.09

Greek Orthodox Parish of St Paraskevi

Greek Affair Multicultural Festival

$1530.00

Hindu Society of Queensland Inc.

Celebration of Hindu Festivals at Gayatri Mandir Temple

$1000.00

Jabiru Community Youth & Children's Services Association Inc.

Zillmere Festival

$950.00

Deagon Ward

166

$429.00 $2500.00 $731.00 $1500.00 $927.69

Kooringal Landholders Association

Community beach volleyball competition

$990.00

Murri Taipans Sporting Association Inc.

Rugby league football team

$398.00

Nashville State School P&C Association

Trivia night

Newfarm Punjabi Sports Club

7-A-Side soccer tournament

$500.00

North East Community Support Group Inc.

Jam sessions

$908.18

North East Community Support Group Inc.

Learn to sew

$966.36

North East Community Support Group Inc.

Community garden development

$1118.00

Queensland Police-Citizens Youth Club Sandgate

Rock Under The Clock

$1000.00

Queensland Police-Citizens Youth Club Sandgate

Brisbane Bhutanese Cultural Festival

$1500.00

Sandgate and Bracken Ridge Action Group Inc.

Installation of a single slide operator door

$5000.00

Sandgate and Districts Men's Shed Inc.

Purchase of folding marquees and industrial compressor

Brisbane City Council | Annual Report 2016 -17

$1000.00

$1731.82

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Organisation

Project Summary

Amount Approved

Sandgate Art Society

Expressions Art Show

$2200.00

Sandgate Bowls Club Inc.

The Bayside Community Social Bowls Tournament

$500.00

Sandgate Bowls Club Inc.

The Corporate Cup

$500.00

Sandgate District State High School P&C Association

Trivia night

$817.00

Sandgate Squash Social Club Inc.

MS Squash Tournament

$300.00

Sandgate State School P&C Association

Sandgate State School Medieval Carnivale

$1520.00

Sandgate Sunset Run Inc.

Road closures for Sandgate Sunset Run

$3630.00

Sandgate Sunset Run Inc.

Sandgate Love Run

$1000.00

Sandgate Theatre Inc.

Yarrageh Festival

$1250.00

Scripture Union Queensland

Triple P Positive Parenting Program

Shorncliffe State School P&C Association

Purchase of choral risers for community use

$2000.00

Singh Sabha Brisbane

Vaisakhi Festival celebrations

$2000.00

St Flannan's Catholic Parish School P&F Association

Active School Travel Program – scooter and bike skills workshops

$1040.00

St Kieran's Primary School P&F Association

School fete cake stall

$1000.00

St Vincent de Paul Society Queensland

Vinnies Sandgate – Christmas hampers

$1000.00

The Salvation Army (Qld) Property Trust

Red Shield Appeal School Breakfast

Tongan Wesleyan Methodist Church Virginia

Church Youth, Worship Bands and Sunday School’s performances

$3000.00

Volunteer Marine Rescue Brisbane Inc.

Emergency and Community Services Expo 2016

$1100.00

Women’s Space Association Inc.

Purchase of refrigerator, and testing, tagging and installation of smoke alarms

$1100.00

$250.00

Doboy Ward All Gauge Model Railway Club Inc.

2016 Open Day

$955.00

All Gauge Model Railway Club Inc.

Models table sale

$550.00

All Gauge Model Railway Club Inc.

Club Members' Christmas Party

Aunties and Uncles Queensland

Aunties and Uncles Queensland Children's Christmas Picnic

$1000.00

$550.00

Brisbane Super Kings Cricket Club Inc.

Umpire costs for 4th Annual Cup

$1100.00

Carina Senior Citizens Club Inc.

Purchase of projector

Carina State School P&C Association

Carina State School Centenary Carnival

$1500.00

Doboy Ward Office

Safer Streets Project

$3000.00

Eastern District Orchid Society Inc.

50th Anniversary celebration

$3000.00

Eastside Community Church

Eastside Community Carols

$1980.00

Friends of Tingalpa Cemetery Heritage Group Inc.

Historic Wavell headstone restoration

$1881.00

Friends of Tingalpa Cemetery Heritage Group Inc.

Pioneers' Picnic

Gumdale State School P&C Association

Gumdale State School Movie Night 2017

$1000.00

Hemmant Community Hall Inc.

Purchase of Learning to Dance equipment

$2910.00

Hemmant Hall Committee Ltd

Concrete ramp extension

$1200.00

$800.00

$825.00

Brisbane City Council | Annual Report 2016 -17

167

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Organisation

Project Summary

Amount Approved

Lions Club of Brisbane Camp Hill Carindale

Citizenship Ceremony

$275.00

Malayalee Association of Queensland

2017 6's Cup

$1500.00

Mayfield State School P&C Association

Cinema in the Suburbs – Carina

$6000.00

Men's Shed Carina

Purchase of karaoke machine and laptop computer

$800.00

Minnippi Parkrun

Purchase of camera

$363.00

Murarrie State School P&C Association

Purchase of computer and iPad

$600.00

Neighbourhood Watch Morningside 7 – Murarrie

South Brisbane's Dogs on Patrol

$1000.00

Probus Association of Queensland

Probus Association Representatives' Meeting

Quota International of Carindale Inc.

Quota Craft and Gift Fair

Radio 4EB Tamil-Oli

30th Anniversary Celebration

Rotary Club of Port of Brisbane

Haunted Ranch 2016

$600.00 $2450.00 $800.00 $2500.00

Rotary Club of Port of Brisbane

Wakerley Rotary Carols 2016

$4546.00

Tingalpa State School P&C Association

Tingalpa French Food and Wine Fair

$5000.00

Wynnum Baptist Church

Christmas on Kianawah

$1200.00

Wynnum District Horse and Pony Club Inc.

Purchase of show jumping equipment

$1531.00

Wynnum District Horse and Pony Club Inc.

Competition ribbons 2017

$615.00

Wynnum Manly District Cricket Club

Purchase of cylinder mower

$2969.00

Blackwood Street Chamber of Commerce

Blackwood Street Halloween Festival

$5000.00

Brisbane Bunya Lions Club Inc.

Christmas Carols in the Park

$4412.72

Cornerstone Christian Church

Community Christmas Carols

$3000.00

Emmanuel Uniting Church

Movie in the Park

$2000.00

Emmanuel Uniting Church

Part 2 of Movie in the Park

Enoggera Bowls, Sports and Community Club Inc.

Purchase of kitchen equipment

Enoggera State School P&C Association

Enoggera State School 145th Anniversary Fete

$3000.00

Grovely Christian Community Church

Purchase of mowing equipment

$2000.00

Grovely State School P&C Association

Grovely State School 60th Anniversary Event

$3000.00

Hills & Districts Chamber of Commerce

Annual Big Breakfast Charity Event

$3000.00

Mitchelton Meals on Wheels Association Inc.

Contract electrical wiring separation

$3000.00

Mitchelton State School P&C Centenary Fete Committee

Mitchie Fest Celebrating 100 Years

$3000.00

Mitchie Day Club

Get Moving

$2500.00

Multicultural Community Centre

Technicolour Multicultural Festival

$3000.00

Newmarket State School P&C Association

2016 Trivia Olympics

Our Lady of the Assumption Enoggera P&F Association

Community Festival 2017

$3000.00

Picabeen Community Association Inc.

Employment Expo

$1000.00

St Columba's Primary School P&F Association

Great Fete 2016

$3000.00

The Probus Club of Mitchelton Inc.

Enjoyable Retirement Expo

$2000.00

Enoggera Ward

168

Brisbane City Council | Annual Report 2016 -17

$500.00 $1699.00

$750.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

UCA Trinity Grove Wilston

Purchase of chairs

Windsor and Districts' Historical Society Inc.

ANZAC Day Service

Windsor State School P&C Association

WindsorFest 2016

$3000.00 $1000.00

$2588.28 $550.00

Forest Lake Ward Brisbane Performing Arts Challenge Inc.

Workshops for participants

Brisbane Super Kings Cricket Club Inc.

Ground costs for 4th Annual Cup

$500.00

Doolandella Neighbourhood Watch Group – Inala 10

Community Safety Day

$495.00

Doolandella Neighbourhood Watch Group – Inala 10

Doolandella Community Christmas Carols

$500.00

Elevate Church

Catering for 'The Light Party', a positive alternative to Halloween

$500.00

Forest Lake Junior Australian Football Club Inc.

End of Year Presentation ceremony

$1650.00

Forest Lake Junior Rugby Union Club

Purchase of equipment

$2200.00

Forest Lake Netball Club

Purchase of equipment

$1196.80

Forest Lake State School P&C Association

Hire of sound equipment for fete

$1818.18

Forest Lake Uniting Church

St John's Ambulance and MC for Heritage Bank Community Carols

$1000.00

Forest Lake Uniting Church

Screen Truck and Pet Zoo for Heritage Bank Community Carols

$2500.00

Forest Lake Ward Office

Community end of year celebration

Global Care

2016 Christmas hampers

$1000.00

Grand Avenue State School P&C Association

Trackless train hire, animal farm and security guard for Ekka Fun Day 2016

$2500.00

Grand Avenue State School P&C Association

Buses, drivers, security guards, cleaners, skip, signage, fridge and photocopying for Ekka Fun Day 2017

$2722.73

Hakka Association of Queensland Australia Inc.

2017 Multicultural Dragonboat Festival

$2000.00

Inala Community House

Inala Symphony Orchestra 2017

$3200.00

Inala Community Kindergarten & Preschool Association Inc.

Playground improvements

$1321.00

Inala Elders Aboriginal and Torres Strait Islander Corporation

Purchase of trailer

$1199.00

Inspirations Artistic Roller Skating Club Inc.

Purchase of roller skates for Learn to Skate program

Inspirations Artistic Roller Skating Club Inc.

Purchase of roller skates

$880.00

Lakers Netball Club

Presentation Day 2016

$986.37

Lions Club of Forest Lake

Community High Tea

$1100.00

Marist Youth Care

Purchase of concrete for Working for Our Community

$400.00

National Seniors Australia

Seniors Community BBQ

$385.00

New Life Assembly

Christmas Carols

$892.27

$2200.00

$1000.00

Brisbane City Council | Annual Report 2016 -17

169

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

PresCare Inala Place

Purchase of games equipment for the Respite Centre

$1000.00

Queensland Police-Citizens Youth Club Inala

Multicultural Youth Day

$1000.00

Richlands, Inala and Suburbs History Group Inc.

20 Year History Book

$1100.00

Salvation Army Inala

Christmas Day Community Lunch 2016

Serbian Orthodox Church School Congregation "Sveti Nikola"

Purchase of shade sails for children's playground

Sinhala Association of Queensland Inc.

Saralanga 2016

South West Progress Association

Welcoming the Babies 2016

$5000.00

Sri Lanka Buddhist Monastery Inc.

Purchase of furniture

$1058.00

St Mark's Catholic School Inala P&F Association

Family Fun Day

The Creche & Kindergarten Association Ltd

Purchase of computer for Durack Community Kindergarten

$1263.00

The Vietnamese Senior Citizens Association Queensland Inc.

Catering for monthly gatherings and 30th Anniversary event

$3520.00

Varnam Cultural Society (Qld) Inc.

Chithirai Kalai Vizha Multicultural New Year celebrations

$1100.00

Wolston Park Centenary Cricket Club Inc.

Purchase of a display refrigerator

$772.73

4MBS Festival of Classics

Music and Musings

$500.00

Eagle Junction State School P&C Association

Kalinga Dash Fun Run 2016

$6424.00

Hamilton Probus Club Inc.

Probus Clubs 40 Year Anniversary

$2500.00

Hamilton State School P&C Association

Community vegetable garden

Hamilton Ward Office

Positive Relationships for People and Pets in the Community

$1500.00

Hamilton Ward Office

Christmas Carols in the Park

$2272.71

Hamilton Ward Office

Movies on the Green at Clayfield College

$1000.00

Hamilton Ward Office

Publication of A Wander Through Wooloowin

$1000.00

Hamilton Ward Office

Purchase of fertiliser spreader for Windsor Croquet Club

$650.00

Hamilton Ward Office

Workout for Tamieka fundraiser

$500.00

Neighbourhood Watch Hendra Ascot

Newsletter and Annual Safety Event Expo 2017

$3208.20

Northern Suburbs Bridge Club Inc.

Turf and garden installation

$2268.18

Our Lady Help of Christians P&F Association

Active Travel Program

Pinkenba Community Association Inc.

Community Fun Day

$2398.00

Queensland Herb Society Inc.

Herb Awareness Expo

$2585.00

Racecourse Road Hamilton Events Inc.

Racecourse Road – Pink'd UP for Breast Cancer Awareness

$5000.00

Racecourse Road Hamilton Events Inc.

Racecourse Road Community Christmas

$5000.00

$909.09 $2000.00 $500.00

$550.00

Hamilton Ward

170

Rosemore Calisthenics Dance College Inc.

Purchase of iPad

Rotary Club of Hamilton

Australia Day Citizenship Ceremony 2017

Brisbane City Council | Annual Report 2016 -17

$660.00

$880.00

$500.00 $2502.50

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

St Augustine's Anglican Church

Irrigation project

The Community Place

Purchase of gym rubber matting

$520.00

The Creche & Kindergarten Association Ltd

Purchase of outdoor furniture for Ascot Community Kindergarten

$994.93

Three Saints Feast Brisbane

Three Saints Festival Brisbane 2017

$1100.00

Windsor Croquet Club Inc.

Lawn upgrade

$6594.50

Windsor Croquet Club Inc.

Repaint exterior of building

WWILD SVP Association Inc.

Catering for 20th anniversary event

$1000.00

Annerley-Stephens History Group Inc.

Editing and publishing of the Stories of Stephens

$1000.00

Bulimba Creek Catchment Coordinating Committee Inc. (sponsor for Mt Gravatt Environment Group)

Printing of Mt Gravatt Reserve Track Maps

$1310.41

C&K Tarragindi War Memorial Kindergarten

Hire of rides for Fete

$1000.00

Carers Queensland Inc.

Catering for Carers Mini Retreat

Celtic Council of Australia (Queensland) Inc.

Friendship Day

$1000.00

Eastern Suburbs Districts Junior Rugby League Football Club

Purchase of defibrillator

$2000.00

Fiji Senior Citizens Association of Qld Inc.

Hall hire for Multicultural Dinner

$2310.00

Guides Queensland

Purchase of TV, DVD and tower fan for Wellers Hill Support Group

Holland Park & District Meals on Wheels Inc.

Annual Volunteer Luncheon

Holland Park & District Meals on Wheels Inc.

Signage to indicate where group is located

Holland Park Girl Guides

Replacement of plumbing

$1870.00

Holland Park Kindergarten Association Inc.

Community library upgrade

$2000.00

Holland Park State School P&C Association

Fireworks for Christmas celebration

$1330.91

Holland Park State School P&C Association

Active School Travel

Hope Foundation Ltd

Purchase of portable PA system

Marshall Road State School P&C Association

Hire, installation and operation of screen and audio visual equipment for the Cinema under the Stars event

$1000.00

Marshall Road State School P&C Association

Hire of mobile stage for Fete

$1000.00

Mott Park Kindergarten Association Inc.

Purchase of iPads

$1169.00

Mott Park Kindergarten Association Inc.

Kindergarten facility improvements

$1596.00

Mount Gravatt East State School P&C Association

Band hire for 2016 Annual Bush Dance

Mount Gravatt Garden Club Inc.

Catering, venue and equipment hire for 50th Anniversary Celebration

Mount Gravatt Men's Shed Inc.

Purchase of signs for trailer

Mount Gravatt State High School P&C Association

Purchase of soil for the Margaret Anne Goulden Memorial Community Garden

Mt Gravatt Kindergarten and Preschool Inc.

2016 Bush Dance

$3100.00

$341.98

Holland Park Ward

$800.00

$396.00 $2000.00 $700.00

$546.00 $829.10

$745.45 $4833.36 $996.12 $1068.00 $820.00

Brisbane City Council | Annual Report 2016 -17

171

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Multiple Sclerosis Society of Queensland

Hire of DJ and equipment for the 2016 Griffith Sport MS Swimathon

$500.00

Nursery Road State Special School P&C Association

Purchase of coffee machine for Butterfly Cafe

$1200.00

Southside Community Care Inc.

Hire of tables, crockery and cutlery for Community Dinner

$1000.00

Southside Philatelic Society Inc

Annual Stamp Fair

$1100.00

St Agnes P&F Association

Purchase of a cargo net and tunnel for Mini Mudder

$1149.99

St Agnes P&F Association

Hire of band for Bush Dance

$850.00

St Joachim's P&F Association

Mother's Day High Tea

$880.00

St Joachim's Primary School P&F Association

Father's Day Breakfast

$600.00

St Marks Uniting Church Mt Gravatt

Community Carols

$1100.00

Swara Mohini Inc.

Naada Sudha 2016 Music Festival

$1130.00

Tarragindi Churches' Tigers Sporting Association Inc.

Purchase of shelving, cupboards and cabinets

$2000.00

Tarragindi Playgroup

Purchase of playgroup equipment and educational experiences

$1000.00

The Brisbane Orchid Society Inc.

44th Annual Charity Orchid Show

$440.00

The Creche & Kindergarten Association Ltd

Face painting, Old MacDonald's Farm and Angie's Plaster pieces for Mt Gravatt East Community Kindergarten Open Day

$674.09

The Salvation Army (QLD) Property Trust – Carindale

Community Fun Day

$1772.73

Victor Scout Group (The Scout Association of Australia, QLD Branch Inc.)

Safety lighting for scout hall

$3145.75

Wellers Hill State School P&C Association

Purchase of picture hanging gallery for art event

Wellers Hill Bowls Club Inc.

Purchase of fridge

$1545.45

Wellers Hill Primary P&C Association

Hire of PA System, extra bins and tables for the Bunkasai Festival

$1273.00

Wellers Hill State School P&C Association

Rides and entertainment for Family Fun Night

$600.00

Brisbane Super Kings Cricket Club Inc.

Hire of ground and balls for 4th Annual 2016 CUP

$1100.00

Centenary Christian Kindergarten

Community Open Day

$2000.00

Centenary Community Connections

Marketing and hire of marquees for the Centenary Rocks Festival

$3399.00

Centenary High P&C Association

Fireworks for the Science Showcase and Expo

$1454.55

Centenary Suburbs Historical Society Inc.

Purchase of computer and software

$1000.00

Darra Vietnamese Uniting Church

Christmas lights 2016

$1100.00

Forest Lake Junior Rugby League Football Club

Presentation Day 2016

$1100.00

Good News Lutheran School P&F Association

Table hire, printing, delivery of brochures and purchase of storage boxes for Book Fair

$2750.00

$633.64

Jamboree Ward

172

Brisbane City Council | Annual Report 2016 -17

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Jamboree Heights State School P&C Association

Hire of rides for Fete

Jamboree Ward Office

4074 Trivia Trail

$363.64

Jindalee Bowls Club Inc.

Leaflets, outdoor banner and sausage sizzle for Membership Drive

$642.00

Jindalee Neighbourhood Watch

Over 50's Safety Expo

$1100.00

Jindalee State School P&C Association

2016 Fete

$2500.00

Jindalee State School P&C Association

Licence fees and the hiring of an inflatable air screen, sound system and projector for Movie Night

$2000.00

Jindalee State School P&C Association

Games Night 2017

Kiwanis Club of Brisbane

MS Jindalee Swimathon

$1501.50

Kiwanis Club of Brisbane

Movies in the Park

$5738.96

Kiwanis Club of Brisbane

Dogs on Patrol

$330.00

Men's Shed 100 Inc. (known as Centenary Suburbs Men’s Shed)

Catering for the opening of the new facility

$275.00

Middle Park State School P&C Association

Security, wildlife display, rubbish disposal and entertainmment for Fete

Middle Park State School P&C Association

DJ for 30th Celebrations Disco

Montrose Therapy and Respite Services

Purchase of games

Probus Association of Queensland Inc.

Probus Presidents' Luncheon

$275.00

Probus Club of Jindalee Inc.

The Probus 40th Anniversary Gala

$275.00

Richlands, Inala and Suburbs History Group Inc

Printing of A History of Brisbane's Western Suburbs

$990.00

Rocks Community Garden

10th Birthday Celebration

Rotary Club of Brisbane Centenary Inc.

Purchase of laptop

Rotary Club of Brisbane Centenary Inc.

Advertising, hire of toilets and partial hire of running time mechanisms for Rotary Fun Run

$5000.00 $5500.00

$2500.00

$250.00

$2500.00 $250.00 $1106.00

$1776.50 $660.00

Rotary Club of Jindalee Inc.

Australia Day 2017 Citizenship Ceremony

Tamil Association (Qld) Inc.

Hire of jumping castle and face painters for Family Fun Day

The McLeod Country Golf Club

Junior Master class equipment and trainers, professional player welcome packs and subsidy of junior golfers for 2017 Brisbane Invitational

$2500.00

Wesley Mission Queensland–Elorac Place Community Centre

Splash On community event

$1000.00

Wolston Park Centenary Cricket Club Inc.

Honour board

YMCA Jamboree Heights

Lighting for the Y-West Food Fiesta and Twilight Markets

$1000.00

Australian Parents Education Association Inc.

Queensland Chinese Children's Piano Competition

$1000.00

Bluebirds Netball Club Inc.

Catering and booklets for netball training camp

$562.85

$500.00

MacGregor Ward

$518.15

Brisbane City Council | Annual Report 2016 -17

173

DISCLOSURES

continued

Councillors’ discretionary funds

174

continued

Amount Approved

Organisation

Project Summary

Carers Queensland Inc.

Catering and venue hire for Carers Mini Retreat

$800.00

Cereal for Coffee Ltd

Premium outdoor screening package, safety vests and polo shirts for volunteers and outdoor banner to promote Movie night

$5228.60

ESA International

Catering for fashion parade and morning tea

Fiji Senior Citizens Association of Qld Inc.

Advertising, printing, stationery and sound system hire for Seniors Multicultural Dinner

$1500.00

Greenleaves Residents' Retirement Association

Christmas Dinner

$1000.00

Lions Club of Brisbane Chinese

Citizenship Ceremony 2017

$660.00

Lions Club of Brisbane Macgregor Inc.

Printing of raffle tickets and pull up banners for Art Extravaganza

$535.00

Lions Club of Brisbane Macgregor Inc.

Printing of catalogues (Black Ink Cartridges and Linen Bond A4 Paper) for Art Extravaganza

$1149.90

Lions Club of Brisbane Macgregor Inc.

Catering and entertainment for Harmony Day celebration

$500.00

MacGregor State School P&C Association

Stage and lighting for Mayfest 2017

MacGregor Ward Office

Catering for community morning tea

$571.65

MacGregor Ward Office

St John Ambulance presentation and Thank You Luncheon

$250.00

Mount Gravatt East State School P&C Association

Community Nursing Home and Retirement Village Christmas Musical

$550.00

Mt Gravatt Bowls Club Inc.

Catering for Ladies Six-A-Side bowls competition

Mt. Gravatt Meals on Wheels Service Inc.

Volunteer appreciation luncheon

Multicap Limited

2016 Southside Festival

National Seniors Association – Sunnybank

Purchase of computer equipment

Neighbourhood Watch (Wishart), Holmead Outlook

Advertising and sound system hire for Carols by Candlelight

$1155.00

Our Lady of Lourdes Catholic Church Care & Concern

Catering for Thank You Morning Tea for volunteers

$1000.00

PCYC Mt Gravatt

Catering and printing of booklets for Fascinate Young Writers Festival

$1747.20

Punjabi Cultural Association of Queensland

Hire of sound system for Silver Jubilee Celebration

$550.00

Queensland Taiwan Charity Fund Inc. Pty Ltd

Catering for an introduction to services and functions of Brisbane City Council

$1100.00

Robertson State School P&C Association

2016 Spring Fest

$2000.00

RSL Sunnybank Soldiers of Chinese Heritage Memorial Committee

Fundraising dinner

$1000.00

Runcorn State High School P&C Association

Karawatha District Ensembles Program

$990.00

Soroptimist International Brisbane South Inc.

Combined Service Clubs Dinner

$495.00

St Bernard's Catholic School Upper Mt Gravatt P&F Association

Spring Fair

$1650.00

St Catherine's P&F Association

Father's Day breakfast

$1540.00

Brisbane City Council | Annual Report 2016 -17

$660.00

$4000.00

$1000.00 $400.00 $2000.00 $966.65

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

St Catherine's P&F Association

Stage hire for fete

Sunnybank/Acacia Ridge Parish Friendship Group

High Tea for Cancer fundraising

$700.00

Swara Mohini Inc.

Purchase of PA speaker cable set and speaker stand for Aradhana 2017

$590.00

Taiwan Women's League of Qld (Aust)

Chang Chi Mother's Day Charity Concert 2017

$2365.00

The AusOriental Inc.

Lighting equipment hire for the Australia-China Cultural Exchange Week performance

$330.00

The AusOriental Inc.

Chinese New Year Celebration Concert for Seniors

$1650.00

The Rotary Club of Wishart Inc.

Australia Day Citizenship Certificate presentation

$1500.00

Upper Mt Gravatt Kindergarten Association Inc.

Annual Fete and Multicultural Day

$1000.00

Upper Mt Gravatt State School P&C Association

Twilight Community Christmas Market

$2500.00

Warrigal Road State School P&C Association

Active School Travel Program – August 2016

$300.00

Warrigal Road State School P&C Association

Active School Travel Program – December 2016

$350.00

World Arts & Multi-Culture Inc.

Citizenship Ceremony – 26 January 2017

$500.00

World Arts & Multi-Culture Inc.

Citizenship Ceremony – 27 August 2016

$1000.00

World Arts & Multi-Culture Inc.

13th Anniversary and Moon Festival Celebration

World Federation of Overseas Korean Traders Association

Start-up convention

$1500.00

Zodiacs Netball Club Inc.

Purchase of equipment

$2000.00

Aspley District Girl Guides

Purchase of tents

$1500.00

Brisbane Malayalee Association Inc.

Light and sound hire for Multicultural Taste of the World Festival

$2000.00

Brisbane Netball Association Inc.

Playground removal and returfing

$2000.00

The Scout Association of Australia, Queensland Branch Inc. – Chermside Burul Scout Group

Purchase of hiking tents

Chermside Writers Group

Collection, editing and publication of writings by members

$1796.30

City North Baptist Church

Hire of marquee and portaloos for 2016 Carols on Bradbury

$972.00

Craigslea State School P&C Association

Printing of history booklets

$930.00

Emily Foord Memorial Kindergarten

Internal painting

$5000.00

Gibson Park Committee

Purchase of roller mower

$2000.00

Grange Bowls and Community Club Inc.

Purchase of training bowls

$1000.00

Jellibabies Playgroup

Installation of a sandpit shadecover

$1375.00

Kedron Heights Community Kindergarten Association Inc.

Upgrade of plumbing

$2000.00

LifeTec Australia

2017 Positive Ageing Journey Event

$1000.00

Marchant Park Kindergarten

Family fun day

Marchant Ward Office

Movie in the Park for Lutwyche Windsor Kindergarten

$1265.00

$500.00

Marchant Ward

$531.81

$584.80 $2510.00

Brisbane City Council | Annual Report 2016 -17

175

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Marchant Ward Office

Movie in the Park for Geebung State School P&C Association

$2510.00

Marchant Ward Office

Movie in the Park for Kedron Heights Kindergarten

$2670.00

Marchant Ward Office

Marchant Ward Senior's Christmas Function

Marchant Ward Office

Movie in the Park for Burul Scout Group

$2830.00

$654.55

Marchant Ward Office

Entertainment for Marchant Ward Lanham May Fair

$5330.00

Marchant Ward Office

Brisbane Pony Parties for Marchant Ward Lanham May Fair

$954.55

Marchant Ward Office

Aboriginal Dancers for Marchant Ward Lanham May Fair

$600.00

Marchant Ward Office

Distribution of brochure flyers for Marchant Ward Lanham May Fair

$390.00

Marchant Ward Office

Movie hire for Marchant Ward Lanham May Fair

Marchant Ward Office

Printing of Flyers for Marchant Ward Lanham May Fair

$681.70

Probus Association of Queensland Inc.

General meeting

$550.00

$2835.00

Salvation Army Stafford

Purchase of exercise equipment

$1000.00

Samaritans Group Kedron

Purchase of equipment

$1078.00

Samaritans Group Kedron

Volunteer Christmas break up party

$550.00

Somerset Hills Primary P&C Association

Bush Tucker Forest Revitalisation Project

$909.10

Special Olympics QLD Stafford Unified Swim School

Purchase of towels for special needs children and adults

$500.00

St Clement's on the Hill Anglican Church

Purchase of marquee

$2000.00

St Dympna's Primary School P&F Association

Equipment hire for fair 2016

$1650.00

Warehouse Cricket Assocation Inc.

Purchase of four tins of boundary marking paint

Wilston Grange Kindergarten and Preschool

Our Kindy Community Family Tree project

$500.00 $1520.00

McDowall Ward

176

Albany Creek 6 Neighbourhood Watch

Sausage sizzle for Movie in the Park – 4 February 2017

Australia Karen Organisation Inc. (Qld Branch)

Hall hire, hall and stage decoration, hire of sound, speakers and musical instruments for New Year Celebration

$1650.00

Bengali Society of Queensland

Hall hire, lighting and sound for Durga Puja Festival 2016

$1500.00

Bridgeman Baptist Community Church

Production costs for Christmas Lights

$4000.00

Bridgeman Baptist Community Church

Sound, lighting and production for the SHIFT Youth Festival 2016

$4000.00

Brisbane Malayalee Association Inc.

Fireworks and amusement hire for Multicultural Taste Of The World Festival

$4400.00

Brisbane North, Relay For Life – Cancer Council Queensland

Staging hire for Brisbane North Relay For Life

Brisbane City Council | Annual Report 2016 -17

$330.00

$363.64

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Organisation

Project Summary

Brisbane North, Relay For Life – Cancer Council Queensland

Catering for cancer survivors and carers afternoon tea

Everton Districts Cricket Club

Purchase of two pitch covers

Amount Approved $255.45 $6400.00

Everton Park Bowls and Community Club Inc.

Purchase of mower

$750.00

Everton Park State School P&C Association

Fireworks for Fete

$1567.50

Everton Park State School P&C Association

Family movie night and sausage sizzle

$440.00

LifeTec Australia

2017 Positive Ageing Journey Event

Lions Club of Brisbane Bunya Inc.

Walk For An Aussie Kid 2017

McDowall Ward Office

Movie in the Park – Streisand Drive Park – 22 October 2016

$2550.00

McDowall Ward Office

Movie in the Park – Bangalow Street Park – 4 February 2017

$2610.00

McDowall Ward Office

Safer Streets – Wheelie bin signs

$1100.00

Neighbourhood Watch – Stafford 3

Purchase of marquee for Dogs On Patrol

$2000.00

$1000.00 $825.00

Nexus Care Inc.

Fresh Start Festival

$1022.00

Nexus Church

Hire of rides for 2016 FAMday

$1500.00

Nexus Youth

Hire of rides and jumping castle for BREAKOUT

$2000.00

Northside Christian Football Club Inc.

Purchase of portable soccer goals

$3300.00

Our Lady of the Angels' Parish

Entertainment for Christmas Festival

$4000.00

Our Lady of the Rosary Guild (Ladies group run out of Our Lady of the Immaculate Conception Catholic Church, Everton Park)

Christmas/End of Year Function

$275.00

Prince of Peace Community Meals4You Food Ministry

Meals4You Food Ministry

$652.39

Queen of Apostles Catholic Primary School Stafford P&F Association

Catering and Equipment hire for BBQ

$500.00

Scripture Union Queensland

Building Hope Dinner 2017

Scripture Union Queensland

Back to School Pool Party

St Gerard Majella Ladies Group

Purchase of visual aids

Stafford Heights State School P&C Association

Catering for 60th Anniversary Celebration

The Scout Association of Australia, Queensland Branch – Stafford Scout Group

Replacement of ceiling and safety lighting in hall

The Nest Community Inc.

Banner for White Ribbon Walk

$1000.00 $500.00 $1200.00 $330.00 $1650.00 $550.00

Moorooka Ward Acacia Ridge Community Support Inc.

Printing and delivery of advertising flyers for Moorooka Laneway Festival

$2000.00

Acacia Ridge Meals on Wheels Inc.

Volunteers' Christmas Luncheon

$250.00

Acacia Ridge Presbyterian Church

Community Christmas Carols 2016

$500.00

Annerley-Stephens History Group Inc.

Editing and publishing of the book 'Stories of Stephens'

$500.00

Australian International Islamic College P&C Association

Fireworks for fete

$1000.00

Brisbane City Council | Annual Report 2016 -17

177

DISCLOSURES

continued

Councillors’ discretionary funds

178

continued

Organisation

Project Summary

Baidit Community in Queensland Inc.

Families Get Together Day

Brisbane Christian College P&F Association

Bellissima Spring Fair

Amount Approved $500.00 $1000.00

Brisbane Oxley-Sherwood Lions Club Inc.

Children of Courage Awards

$275.00

Cancer Council Queensland

Stage and audio visual hire for Brisbane Corporate and Community Relay For Life

$1818.18

Cancer Council Queensland

Brisbane Corporate and Community Relay For Life – Survivors and Carers

Chrome Street Fiesta Inc.

Hire of stage and disabled toilet for Chrome Street Fiesta

$1700.35

Chrome Street Fiesta Inc.

Road closure and bins for Chrome Street Fiesta

$2500.00

Corinda State School P&C Association

Hire of chairs, tables and a cold room for Festival of Nations

$1000.00

Durack Inala Bowls Club Inc.

Prostate Cancer Foundation of Australia fundraiser

$250.00

Ethio-Brisbane Soccer Team

Purchase of uniforms

$454.54

Filipino-Australian Foundation of Queensland Inc.

Hire of hall for 20th year of community service

$250.00

$909.09

Flexi Care Inc.

2016 Client Christmas Luncheon

$250.00

Food Connect Foundation

Chair hire for community dinner and discussion food hubs

$500.00

Friends of God's Acre Inc.

Repair of Catchpole headstone in God's Acre Cemetery

$1000.00

Griffith Moorooka Australian Football Club Inc.

Moorooka Community Christmas Carnivale

$2000.00

Hope Church Brisbane

Christmas 4 Kids

Moorooka State School Amateur Swimming Club

Moorooka Marlins training and leadership program

$400.00

Moorooka State School P&C Association

Printing and distribution of flyers for free outdoor Family Film Night

$1875.16

Moorooka Ward Office

Purchase of wool for Forest Place Residents Club

$250.00

Moorooka Ward Office

Face painting for Moorooka Laneway Market

$250.00

$818.18

Moorooka Ward Office

Permit fees for Moorooka Laneway Market

Moorooka Ward Office

Printing and delivery of Christmas flyer

Moorooka Ward Office

Purchase of marquee frame

Moorooka Ward Office

Research and production of Story City – Salisbury

Neighbourhood Watch Queensland (Oxley Ridge – Mt Ommaney 13)

Catering for Dogs on Patrol and opening of new outdoor gym

Neighbourhood Watch Queensland (Oxley)

Bands on the Green

$1200.00

Omega International Church

Hire of sound and lighting for Community Carols in the carpark

$4000.00

Oxley and District Garden Club Inc.

Catering for Christmas party

$500.00

Oxley Bowls Club Inc.

Australia Day 2017 celebrations

$500.00

Oxley State School P&C Association

Purchase of marquee

Brisbane City Council | Annual Report 2016 -17

$879.95 $3883.66 $332.50 $4000.00 $525.00

$1000.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Oxley-Darra Uniting Church

Oxley Community Carols

$1000.00

Pallara State School P&C Association

Floor and stage hire for Community Christmas Concert

$1000.00

PresCare Day Therapy Centre

Purchase of folding physio chair, vibration plate and cupboards for Day Therapy Centre

$1000.00

Pulari Cultural Forum

Hall hire, purchase of food and public announcement system for program on literature and culture

$500.00

Queensland Gaelic Football & Hurling Association

Repair of men's toilets at the football grounds

Robertson Gymnastics Club

Replacement of canvas awning

$500.00

Salisbury Bowls Club Inc.

Purchase of Junior Jack Attack kits

$545.45

Salisbury State School P&C Association

Purchase and installation of garden shed

Scorpions Soccer Club Inc.

Hire of face painter and balloonist for end of season break-up

$500.00

Scorpions Soccer Club Inc.

Hire of animal farm for member awareness of Kids HelpLine Day

$550.00

Sherwood Community Festival

Free ride (teacup) for children at festival

$275.00

$1000.00

Southside Community Craft Circle

Craft supplies

St Brendan's Moorooka P&F Association

Barbeque supplies for 2016 fete

$250.00

St David's Neighbourhood Centre

Autumn Fest

$500.00

St Pius X Catholic Primary School P&F Association

Rides for fete

$1000.00

Sunnybank/Salisbury Meals On Wheels Inc.

Purchase of commercial oven

$1000.00

The Brisbane Moorooka Lions Club Inc.

Entertainment for Seniors Concert/Bush Dance

$300.00

The Brisbane Moorooka Lions Club Inc.

Printing of flyers for Moorooka Family Fun Day

$1452.03

The Creche & Kindergarten Association Limited

Purchase of refrigerator for Gundoo Mirra Community Kindergarten

$780.91

The Creche & Kindergarten Association Limited

Moorooka Community Kindergarten's Art and Music Festival

$500.00

$1000.00

The Rotary Club of Archerfield Inc.

2017 Australia Day Citizenship Ceremony

$275.00

Village Avenue Community Church

Hire of climbing wall for Kids Activity Program

$250.00

Village Avenue Community Church

Stage hire for Carols in the Park

$250.00

Young Boys Football Club Inc.

Purchase of soccer equipment, water and food for 'Aspiration Young Boys'

$500.00

4MBS Classic FM

Coordination and event administration for Festival of Classics – Music and Musings

$1133.54

Australian Army Cadets – 12 Army Cadet Unit

Purchase of iPad

$557.00

Bulimba Community Kindergarten

Kindy Disco

$300.00

Bulimba Girl Guides

Installation of locks

$1000.00

Bulimba Junior Sports Club Inc.

Purchase of tables and chairs

$1000.00

Morningside Ward

Bulimba Memorial Bowls and Community Club Inc. Strategic development and marketing plan

$3750.00

Bulimba State School P&C Association

$1000.00

Hire of shuttle bus for 150 Year Celebrations

Brisbane City Council | Annual Report 2016 -17

179

DISCLOSURES

continued

Councillors’ discretionary funds

180

continued

Amount Approved

Organisation

Project Summary

Bulimba Uniting Church

Christmas Lights Festival

Camp Hill Community and Sporting Club

Hire of magician show and work light for Riverfire

$636.37

Camp Hill Kindergarten & Preschool Association Inc.

End of Year Bush Dance

$820.00

Camp Hill Kindergartern and Preschool Association Inc.

Community BBQ

$700.00

Camp Hill State Infants and Primary School P&C Association

2016 Camp Hill Fair

$909.09

Cannon Hill Community Sports Club Inc.

Movie on the Green for 50th Anniversary Celebrations

Cannon Hill District Amatuer Swimming Club Inc.

Catering for Christmas Break Up and Carnival

$660.00

Cannon Hill District and Vietnam Services RSL Sub-Branch

Supply and installation of speakers for ANZAC Day Memorial Service

$250.00

Cannon Hill Primary P&C Association

Community Disco and Fundraiser

$400.00

Carina Kindergarten & Preschool Association Inc.

Purchase of bed mats

$1000.00

Easts Rugby Union Inc.

Junior Presentation Day

$1000.00

Faith Works Uniting Commmunity

Carols in the Carpark

$550.00

Girl Guides Queensland – Gateway Trefoil Guild

Purchase of craft materials

$385.00

Hytec Netball Club Inc.

Venue hire for break up presentation

$500.00

Lourdes Hill College P&F Association

Purchase of eskies and large drink coolers for community events

Mens Shed Carina

Purchase of karaoke machine

$800.80

The Scout Association of Australia, Queensland Branch Inc. – Morningside Scout Group

Installation of lights in the storage container

$810.19

Morningside State School P&C Association

Family Fiesta

$1000.00

Morningside Ward Office

Valaria Avenue Park Opening – 6 August 2016

$1334.09

Morningside Ward Office

Free CPR courses – 22 to 31 August 2016

$1438.74

Morningside Ward Office

Hocus Pocus – Bulimba Memorial Park – 31 October 2016

$3079.13

Morningside Ward Office

Movies in the Park – Screening Minions – Perth Street Park – 3 September 2016

Morningside Ward Office

Asquith Corner Festival – 23 October 2016

$400.00

Morningside Ward Office

Christmas Movies in the Park – 3 December 2016

$300.00

Morningside Ward Office

Camp Hill Christmas Community BBQ – 9 December 2016

$1706.28

Morningside Ward Office

Princesses and Pirates Day – 26 February 2017

$2860.82

Morningside Ward Office

Movies in the Park – the BFG – Perth Street Park – 11 March 2017

$3105.00

Morningside Ward Office

Bill Cash Memorial Park Offical Park Opening – 7 May 2017

$1774.24

Morningside Ward Office

Free CPR Sessions – 17 to 24 May 2017

$1289.16

Brisbane City Council | Annual Report 2016 -17

$1000.00

$3065.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Organisation

Project Summary

Morningside Ward Office

Movies in the Park – Trolls – Bulimba Memorial Park – 6 May 2017

Neighbourhood Watch Queensland

Dogs on Patrol South Brisbane

Amount Approved $3155.00 $275.00

Norman Park Playgroup

2016 Graduation and Christmas Event

$539.09

Norman Park Preschool and Kindergarten Association Inc.

Purchase of sandwich board and LED lights

$500.00

Norman Park State School P&C Association

Bush Dance 2016

$1000.00

Parish of Saints Peter and Paul Bulimba

Community Christmas Carols

$1000.00

Playgroup Queensland Inc.

Hire of mobile animal farm

Scripture Union – Camp Hill State School Local Chaplaincy Committee

Christmas Carols

Southside ArtistS Inc.

Pole painting project in Bulimba Memorial Park

$398.36

Southside Community Craft Circle

Craft supplies

$330.00

Southside Eagles Football Club

Trophy Day

$1000.00 $1000.00

$500.00 $1000.00

St Oliver Plunkett P&F Association

Hire of band for Gala Dinner

The Queensland Sporting Club Inc

Hire of marquee for community open day

$900.00

Tugulawa Early Education Inc.

Magician for Magical Getting to Know You Night

$350.00

Northgate Ward Banyo District Community Group Inc.

Carols in the Bandstand

$1100.00

Banyo District Community Group Inc.

Entertainment, sound system and power board hire, signage and fees for 2016 Banyo Diwali

$1285.93

Banyo District Community Group Inc.

Community Celebrations and Citizenship Ceremony

Banyo RSL Sub-Branch

Catering for 2017 ANZAC Centenary

Brisbane Cantonese Christian Church

Publicity, printing, children's gift bags and decorations for Kedron Community Carols

$850.00

Brisbane Multiple Birth Association Northside Inc.

Face painting for family fun day

$528.00

Burnie Brae Ltd

Food Pantry – Food support program

Busy Bees Playgroup Banyo

Purchase of a play kitchen

Community Living Association Inc.

The Nundah All Stars

$1399.18

Cystic Fibrosis Queensland

Thank you hampers

$600.00

Cystic Fibrosis Queensland

Security system for Nundah bookshop

$500.00

Eagle Junction State School P&C Association

Reusable vinyl event banner for 2016 Kalinga Dash Fun Run

$937.00

Earnshaw State College P&C Association

Hire of movie projector and screen for 2017 Earnshaw Festival and Family Movie Night

$1500.00

Kedron Football Club Inc.

Purchase of spectator seating

$2500.00

Kedron Scout Group

Purchase of banners

Kedron State School P&C Association

Deposit for rides for 2017 Kedron Carnival

$1500.00

Mayne Tigers Junior Australian Football Club

Purchase of BBQ

$1800.00

North Brisbane Rugby Union Club Inc.

Modifications to cool room

$1996.00

$968.00 $1000.00

$1000.00 $279.99

$349.00

Brisbane City Council | Annual Report 2016 -17

181

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

North Brisbane Rugby Union Club Inc.

Purchase of telecommunications equipment

$1732.75

North East Bapist Church

Hire of rock climbing wall for community Christmas carols

$900.00

Northern Districts Horticultural Society Inc.

Hire of hall for 21st annual 'Colour on Parade' open flower show

$660.00

Northgate East Neighbourhood Watch Hendra 21

Hire of balloon animals, band hire, sausages and drinks for family fun day

$990.00

Northgate Ward Office

Safer Streets – Wheelie bin signs

$2273.00

Nundah Activity Centre Inc.

Purchase of food processor

$1124.00

Nundah Community Enterprises Cooperative Ltd

Purchase of blower vacuum, hedger and bar fridge

$1434.00

Nundah Community Enterprises Cooperative Ltd

Purchase of community coffee cart enclosure

$1200.00

Nundah Community Support Group Inc.

Nundah Festival

Nundah Community Support Group Inc.

Lighting and electricty installation

Nundah Low Vision Support Group

Ward bus trip

$462.00

$750.00 $1800.00

Nundah Northgate RSL (Qld) Sub Branch Inc.

Clearing of blocked drain

$420.00

Nundah Northgate RSL (Qld) Sub Branch Inc.

Hire of PA system for the Milne Bay Battle Memorial Service

$256.37

Nundah Northgate RSL (Qld) Sub Branch Inc.

Catering for ANZAC Day

$364.00

Returned & Services League of Australia (Qld Branch) Banyo Sub Branch Inc.

Purchase of furniture

$2500.00

The Scout Association of Australia, Queensland Branch Inc. – Nundah‑Northgate Scout Group

Northgate Ward Movie in the Park

$6772.00

Seikukan Karate Club Wavell Heights Brisbane Inc.

John Halpin Memorial Tournament

$1540.00

St Alphonsa Catholic Community Inc.

Fireworks for 2016 Darshanam Syro-Malabar Cultural Festival

$2000.00

St Oswalds Anglican Parish

Annual fete

$964.13

The Creche & Kindergarten Association Limited

Purchase of a rainbow shade cover and improvements to the swing area for Nundah Community Kindergarten

$700.00

Toombul Bowls Club Inc.

Australia Day community day breakfast

Toombul District Cricket Club Inc.

Purchase of two eight seater table and chair sets

$1020.00

$484.00

Virginia State School P&C Association

Hire of giant slide for 2017 Family Fun Day

$1650.00

Virginia State School P&C Association

Virginia State School Under 8's Day

$350.00

Virginia United Football Club Inc.

Purchase of marquee

$1651.56

Wavell Heights Kindergarten Association Inc.

Purchase of rugs

$909.09

Paddington Ward

182

Aunties and Uncles Queensland

Entertainment for Children's Christmas Picnic

$1000.00

Bardon Anglican Church

LCD screen and video camera feed for Community Carols

$1550.00

Bardon Community Kindergarten & Preschool Inc.

Hire of rides for fair

Brisbane City Council | Annual Report 2016 -17

$500.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Bardon State School P&C Association

Hire of sound equipment for Christmas concert 2017

$500.00

Brisbane West Senior Citizens Centre Inc.

Paddington Community Christmas Fair

$660.00

Communify Queensland Ltd

BBQ welcome event

Friends of Toowong Cemetery Association Inc.

Hire of audio equipment and backboards for 21st International Tartan Day

$1500.00

Hands On Art Inc.

Kids Do Art program

$1000.00

Hands On Art Inc.

The Paddington Art Wall

$3000.00

Hands On Art Inc.

Murals for Paddington

$7400.00

Ithaca Creek State School P&C Association

Active School Travel

$500.00

Ithaca Creek State School P&C Association

2016 musical production

$925.00

Lions Club of Brisbane Bardon Inc.

Venue hire for Christmas in July for seniors

Milton State School P&C Association

Pancake breakfast, umbrellas and Get Active show bags for Milton Active Travel Stars

Milton State School P&C Association

Hire of amusements and rides for Fair on the Green

$3000.00

Paddington4064

Paddington Fashion Night

$1500.00

Paddington4064

Charter Bus Hire for Global Rugby Tens Event

Paddington Ward Office

Christmas Extravaganza

$9038.24

Paddington Ward Office

Ride to Movie in the Park

$1908.17

Paddington Ward Office

Movie in the Park – Jubilee Park

$4704.55

Palliative Care Queensland

Podcast for education events for healthcare professionals

Red Hill Kindergarten

Red Hill Kindy Fair

$1500.00

Rotary Club of Brisbane Planetarium

Australia Day Citizenship Ceremony

$1699.50

St Lucia History Group

Printing of History of Brisbane's Western Suburbs book

$990.00

The Creche & Kindergarten Association Limited

Paddington Community Kindergarten's Centenary Family Fun Day

$1000.00

The Creche & Kindergarten Association Limited

Purchase of iPad and case for QUT Kelvin Grove Kindergarten

$608.18

The Creche & Kindergarten Association Limited

Traffic management for the Rosalie Community Kindergarten Annual Fun Fair

$500.00

Toowong Primary P&C Association

Toowong Hands and Hearts Fair

$1000.00

Toowong RSL Sub-branch

Anzac Day 2017

$3500.00

Toowong RSL Sub-branch

Toowong Cenotaph Inscription

$418.00

UnitingCare Health

Purchase of turban and wig for wig library

$273.46

$500.00

$2500.00 $600.00

$724.90

$500.00

Pullenvale Ward Anglican Parish of Moggill-Mt Crosby

Living Nativity

$1400.00

Brisbane Valley Anglers Fish Stocking Association

Lake Manchester Fish Stocking

$2000.00

Brookfield Recreation Reserve Trust

Purchase of induction cooktop

$500.00

Brisbane City Council | Annual Report 2016 -17

183

DISCLOSURES

continued

Councillors’ discretionary funds

184

continued

Amount Approved

Organisation

Project Summary

Carinity Brookfield

Musical concerts for residents

$300.00

Chapel Hill Community PreSchool & Kindergarten Association Inc.

Installation of air conditioners

$1000.00

Chapel Hill Community Preschool and Kindergarten Inc.

Purchase of canvasses for 2017 Kindergarten Art Show

$400.00

Ewaste Connection Ltd

Open day launch

$250.00

Floral Art Society of Queensland Inc.

Purchase of jewellery busts and venue hire for fashion parade

$420.00

Kenmore & District Historical Society Inc.

Printing of A History of Brisbane's Western Suburbs book

$990.00

Kenmore Cricket Club

Purchase of laptop computer

$500.00

Inter-church Council, Kenmore District Churches

Community Carols

Kenmore District Kindergarten & Preschool Association Inc.

Supply and installation of gradient rubber wedge ramps

$979.00

Kenmore District Kindergarten & Preschool Association Inc.

Hire of jumping castle for 60th Anniversary Family Fun Day

$470.00

Kenmore Meals on Wheels Inc.

Christmas hampers for clients

$500.00

$2000.00

Kenmore/Moggill RSL Sub-branch

Shell Green Commemorative Cricket Match

$4000.00

Kenmore/Moggill RSL Sub-branch

Lord Mayor's launch of the Lord Mayor's XI

$5650.00

Kenmore South State School P&C Association

50th Anniversary Fete

McIntyre Centre Riding for Disabled Ltd

Party in the Paddock Community Fun Day

Moggill Creek Catchment Group

Kids' Day at the Cottage 2017

$550.00

Moggill Creek Catchment Management Group Inc.

Annual photography competition

$350.00

Moggill Mt Crosby Lions Club Inc.

Christmas pool party

Moggill State School P&C Association

Mother's Day market and movie night

$900.00

Moggill Uniting Church

Cost of 2017 Day Camp

$800.00

Moggill Uniting Church Community Centre

Purchase and installation of air conditioning

$2500.00

Mount Crosby Playgroup

Family Fun Day

$1300.00

Mount Crosby State School P&C Association

Twilight Community Carnival

$1000.00

Our Lady of the Rosary Kindergarten Association Inc.

Hire of reptile and magician show for Family Fun Day

$700.00

Probus Association Of Queensland Inc.

Networking seminar for Probus Club Secretaries

$250.00

Probus Club of Kenmore Millennium Inc

Printing of booklets for 40th Anniversary Gala

$250.00

Pullenvale Progress Association Inc.

Purchase of pantry

Pullenvale Progress Association Inc.

Hire of Jumping Castle and Jazz Band for 4069 Local Business Expo

$470.00

Pullenvale State School P&C Association

Live music for Welcome Night 2017

$500.00

Pullenvale Ward Office

Purchase of marquee and carry bag for community groups to borrow for events

$510.23

Pullenvale Ward Office

Wombat for Australia Day Citizenship Ceremony 2017

$318.18

Pullenvale Ward Office

Coordinator for Pullenvale Folk Festival

Brisbane City Council | Annual Report 2016 -17

$500.00 $4868.19

$1000.00

$1696.20

$9900.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Pullenvale Ward Office

Full colour posters advertising Pullen Vale Folk Festival

$589.00

Pullenvale Ward Office

Double-sided banner for Pullen Vale Folk Festival

$215.20

Rotary Club of Karana Downs

Karana Carols

Rotary Club of Kenmore Inc.

Australia Day 2017 Citizenship Ceremony

$2000.00 $864.00

The Hut Environmental & Community Association Inc.

Printing of booklets for Barriers to Biodiversity Conservation Forum

$450.00

The Salvation Army Aged Care Plus Cairns Centre

Queensland Senior's Week Concert and Christmas Lights Tour

$660.00

Upper Brookfield State School P&C Association

Bush Band for school centenary

$500.00

Runcorn Ward Active Refugee & Migrant Integration in Australia (ARMIA)

Purchase of computer

$1000.00

Australian Red Cross

Hands on Care

$250.00

Cazna Gardens Retirement Community

Christmas Celebration

$400.00

Community Service (Liberia) Inc.

Catering and resources for community library

$500.00

ESA International

Great Australian Morning Tea for Cancer Queensland

$500.00

Indian Senior Citizen Association Inc.

Catering and hall hire for Seniors Week

Islamic Council of Queensland (ICQ)

Eid Down Under

Kuraby Special School P&C Association

Community Dance-A-Thon

Kuraby State School P&C Association

Cold drinks and hot beverages for Community Concert

$1000.00

Lions Club of Brisbane Macgregor Inc.

Health and Wellbeing Expo

$1000.00

Lions Club of Brisbane United Asia Inc.

Masquerade Gala Charity Dinner

$1000.00

Our Lady of Lourdes P&F Association

Advertising for 2016 Fete

$1100.00

Our Lady of Lourdes Parish, Sunnybank

Australia Biggest Morning Tea

$600.00

Red Cross

Purchase of hand care products (nail polish, hand cream, nail files etc.) for pampering and interaction of local residents at Carramar Aged Care home

$250.00

Runcorn Christian Church

2016 Christmas Carols

$1330.00

Runcorn Heights State School P&C Association

Stage hire and animal farm for Fete

$2197.00

Runcorn High P&C Association

Karawatha District Ensembles Program

$1000.00

Runcorn Ward Office

Animal Farm for Ekka Day

$454.55

Runcorn Ward Office

Catering and room hire for St Johns Ambulance farewell

$454.55

Runcorn Ward Office

Safer Streets – Wheelie bin signs

$936.30

Runcorn Ward Office

Movies in the Park Runcorn – 26 February 2017

Runcorn Ward Office

Coffee with a Cop – 17 and 31 March 2017

$299.70

Runcorn Ward Office

Chinese Heritage War Memorial Fundraising Dinner

$600.00

$500.00 $1000.00 $337.15

$6013.46

Brisbane City Council | Annual Report 2016 -17

185

DISCLOSURES

continued

Councillors’ discretionary funds

186

continued

Organisation

Project Summary

Runcorn Ward Office

Runcorn Historical Brochure

Runcorn Ward Office

Community group marquees

Amount Approved $807.00 $4902.00

Runcorn Ward Office

Table for India Day Fundraising Dinner

Runcorn Ward Office

Purchase of gift cards for community group fundraisers

$1000.00

$600.00

Runcorn Ward Office

Runcorn Family Fun Day – 25 August 2017

$1209.29

Runcorn Ward Office

Community Day – 12 June 2017

$470.00

Shree Sanatan Dharam Hindu Association of Qld Inc.

Diwali 2016

$500.00

Souths Sunnybank Rugby League Club

Catering for Ladies Day Fundraiser

$500.00

Southside Community Craft Circle

Craft supplies

$330.00

Sunnybank and District Pensioners Club

Seniors Week Celebration

$440.00

Sunnybank Arthritis Support Group

30th Anniversary Morning Tea

$275.00

Sunnybank Bowls Club Inc.

Veteran's Day in May and July 2017

$800.00

Sunnybank Catholic Parish Care & Concern

Catering for thank you morning tea for volunteers

$298.46

Sunnybank Community Preschool and Kindergarten Association Inc.

Purchase of vacuum cleaner

$525.45

Sunnybank District Baptist Church

Carols Under the Stars

Sunnybank Hills State School P&C Association

Multifest 2016

$1818.18

Sunnybank National Seniors

Purchase of computer equipment for seniors education

$500.00

Sunnybank Saints Soccer Club Inc.

Purchase of linemarker

Sunnybank Special School P&C Association

End of Year Community Concert and BBQ

Sunnybank State High School P&C Association

Purchase of community canteen equipment

$1001.00 $1600.00

$2000.00

$1000.00 $495.00

Sunnybank State Primary School P&C Association

Fireworks for Fiesta Fete

Sunnybank Swimming Club Inc.

Catering for BBQ

Sunnybank Uniting Church – Karawatha District School Chaplaincy

Trivia Night

Sunnybank/Acacia Ridge Parish Friendship Group

Morning Tea and Fashion Parade for Cancer

Sunnybank/Salisbury Meals on Wheels Inc.

Catering for Clients and Volunteers Annual Luncheon

Sunnybank/Salisbury Meals on Wheels Inc.

Purchase of fridge

Taiwan Women's League of Qld Inc.

Catering and audio equipmment hire for Bohemian Christmas Party

Taiwan Women's League of Qld Inc.

Chang Chi, Mother's Day Charity Concert 2017

The Corporation of the Trustees of the Roman Catholic Archdiocese of Brisbane – Centacare

Catering for Sunnybank Aged Care Client Christmas Party.

$1000.00

The Filipino Australian Foundation of Qld Inc.

Hire of athletic field, hall and basketball court for Philippine Festival

$1500.00

Brisbane City Council | Annual Report 2016 -17

$500.00 $1040.91 $330.00 $1000.00 $900.00 $2000.00 $500.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

The Lions Club of Brisbane Pinelands Inc.

Provision of Christmas Celebration function, small gifts for residents of the Blue Care Carramar Aged Care Facility, Sunnybank Hills

$500.00

The Lower Sunnybank Hills Neighbourhood Watch Acacia Ridge 6 Inc.

Annual Christmas Party

$955.00

Toastmasters International

Catering and hall hire for conference

$550.00

World Arts & Multi-Culture Inc.

Hire of venue and Australian flags for Citizenship Ceremony

$430.00

Tennyson Ward St. David's Anglican Church, Chelmer

Sound and lighting equipment hire for Community Christmas Festival

$1500.00

Annerley Baptist Church

Purchase of washing machine

$808.00

Annerley Junction Traders Association

Annerley Junction Christmas Fair

$250.00

Annerley-Stephens History Group Inc.

Editing and publishing of the book 'Stories of Stephens'

Benarrawa Community Development Assocation Inc.

Domestic violence workshops

$500.00

Brisbane Bridge Centre Inc.

Purchase of playing cards

$968.00

Brisbane Canoeing Inc.

Club signage

Chelmer and District Probus Club Inc.

40th Anniversary Gala

$275.00

Chelmer and District Probus Club Inc.

Purchase of computer and software

$500.00

Chelmer Station Community Kindergarten Inc.

Community Spring Gardening Day Event

$500.00

Christ the King P&F Association

Hire of rides for fete

Community Service (LIBERIA) Inc.

Community library

$550.00

Corinda Christian Kindergarten Association Inc.

Purchase of play equipment

$500.00

Corinda Ladies' Bowling Club

70th Birthday Anniversary Fours Carnival (Ladies Only) morning tea, lunch and afternoon tea (catering) and raising funds for club

$660.00

Fairfield Christian Family

Stage and equipment hire for Fairfield Community Christmas Carols Fair

Fairfield Writers Group

Anthology of 'Christmas Stories' book launch

Graceville Bowls Club Inc.

Centenary history booklet

$1000.00

Graceville State School P&C Association

Hire of rides for fete

$1100.00

Junction Park State School P&C Association

Indigenous dancers, art and craft materials for 2017 fete

$825.00

Link Vision Inc.

Health and wellbeing program for the visually impaired

$700.00

$1100.00

$1029.60

Mary Immaculate School Annerley P&F Association Food and jumping castle for Market Day

$1000.00

$2000.00 $275.00

$1000.00

Milpera State High School P&C Association

The Future Project

$979.00

Montrose Therapy and Respite Services

Purchase of outdoor equipment

Neighbourhood Watch Queensland (Sherwood)

Spring BBQ

$500.50

Oxley-Chelmer History Group Inc.

Printing of history books

$990.00

$1020.00

Brisbane City Council | Annual Report 2016 -17

187

DISCLOSURES

continued

Councillors’ discretionary funds

188

continued

Amount Approved

Organisation

Project Summary

PAWES (Providing Awareness With Education & Sport) Inc.

Basketball competition fees and team training shirts

$1197.90

PAWES (Providing Awareness With Education & Sport) Inc.

Hoop Dreamz

$1100.00

Riverside Christian Church Ltd

Petting zoo, face painting, artists and sound equipment hire for Community Christmas Carols

$2050.00

Sherwood Afternoon Stamp Society Inc.

2016 Open Day

Sherwood Community Festival Association Inc.

Hire of rides for festival

Sherwood Community Kindergarten Inc.

Purchase and installation of outdoor blinds

Sherwood Indooroopilly RSL Sub-branch Inc.

RSL Stomp

$1000.00

Sherwood Neighbourhood Centre Inc.

Purchase of laptops

$1500.00

Sherwood Respite Service Inc.

Advertising, promotional materials, morning tea and lunches for 20th birthday celebrations and Open Day

$1000.00

Sherwood State School P&C Association

Hire of stage and entertainment for 150th Anniversary Fete

$1000.00

Southside Community Craft Circle

Craft supplies

St Joseph's Corinda P&F Association

Storage container and security for fete

$1100.00

St Sebastian's P&F Association

Purchase of marquee

$1100.00

Stephens Croquet Club

Improvement to club entrance and fence line

$1100.00

Stephens Sub-branch RSL

ANZAC Day Memorial Service 2017

$1100.00

Tennyson Ward Office

Graceville Spring Fling

$1100.00

Tennyson Ward Office

Movie in the Park – Annerley

$2420.00

Tennyson Ward Office

Movie in the Park – Corinda

$2420.00

Tennyson Ward Office

Corinda State School Active Travel Breakfast Term 3

Tennyson Ward Office

Movie in the Park – Yeronga

Tennyson Ward Office

Graceville State School Active Travel Breakfast

$440.61

Tennyson Ward Office

Corinda State School Active School Travel Breakfast

$255.89

Tennyson Ward Office

Yeronga State School Active School Travel Breakfast

$462.11

Tennyson Ward Office

Yeronga Active School Travel Breakfast Term Two

$265.00

The Combined Probus Club of Sherwood Inc.

Purchase of equipment

$493.90

The Half Dozen Group of Artists Inc.

Purchase of equipment

$1105.23

The Brisbane Moorooka Lions Club Inc.

Citizenship Ceremony Australia Day 2017

$550.00

West End Family Care Services Inc.

Purchase of chairs

$500.00

West End Family Care Services Inc.

Community breakfast

Yeronga Hyde Road Kindergarten Society Inc.

Purchase of play equipment

$500.00

Yeronga Meals on Wheels Inc.

Volunteer Christmas Lunch

$700.00

Yeronga Park Kindergarten Association Inc.

Around The World in One Day

$500.00

Brisbane City Council | Annual Report 2016 -17

$550.00 $1925.00 $500.00

$330.00

$261.28 $2420.00

$1250.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Yeronga State School P&C Association

Hire of animal farm and ponies for 2017 fete

Yeronga Uniting Church Men's Shed

Purchase of equipment

$500.00

Zonta Club of Brisbane River Inc.

RSPCA cupcake fundraiser

$770.00

$1000.00

The Gabba Ward Alliance Francaise de Brisbane Inc.

Purchase of French language books for the library

$1000.00

Australia Huntingtons Disease Association (Qld) Inc.

Reusable signage for Awareness Fun Run

Backbone Youth Arts Inc.

East Brisbane Bowls Club – Mad May

$3592.00

Brisbane Jazz Club Inc.

Brisbane Vocal Jazz Festival 2017

$1000.00

Brisbane Multicultural Arts Centre Limited

Catering and performers for DiverCity Arts Networking Night

$500.00

Brisbane Ukulele Musicians Society Inc.

Music workshop and catering for volunteers for SPRUKE Festival

$1661.00

Communify Queensland Ltd

Install an art hanging system at Substation No. 5

$1553.00

Damini Women's Association of Qld Inc.

Venue hire, transport and decorations for International Women's Day 2017

$1375.00

Energetic Communities

Purchase of a laptop

$1100.00

Global Organisation of Indian Family and Youth – Brisbane (Qld) Inc.

Venue hire and audio technician charges for Brisbane Mela 2016

House Conspiracy Inc.

Purchase of PA system, amp and microphones

$2870.00

MDA Ltd

Luminous Lantern Parade

$1000.00

Mercy Community Services SEQ Limited

Catering, camp entry fees and facilitator fees for Multicultural Men's Group

$2072.73

Queensland Maritime Musuem Association

Purchase of lanyards, sleeves and children's leather gloves for Mariner Days at the Museum

$430.00

Queensland Youth Housing Coalition Inc.

Catering, room hire and marketing material for Platform 1225

$1100.00

Refugees Welcome Australia Inc.

Housing coordinator and project facilitator fees for Homestay Program

$5280.00

Sangeet Premi Club Inc.

Hire of venue, stage and an audio and stage technician for the Sangeet Mela 2016

$1707.00

Serbian Orthodox Church-School Community of St Nicholas

Hall hire, children's activities, coffee machine and contribution to musician's fees for 2016 Serbian Festival

$1210.00

South Brisbane Men's Shed Inc.

Purchase of start-up equipment

$1100.00

St Laurence's College P&F Association

Purchase of one vertical wall planter

$2200.00

St Mary's Community Ltd

Production costs for the Asylum Seeker Community Education video

$1220.00

The Brook Recovery, Empowerment and Development Centre Inc.

Venue hire for King Cray Cabaret

The Gabba Village Association Inc.

Security for The End of the Line Festival

$6889.00

Welcome to Australia Limited

Purchase of computer

$1047.00

$585.00

$825.00

$750.00

Brisbane City Council | Annual Report 2016 -17

189

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Organisation

Project Summary

Amount Approved

West End Community Association Inc.

Kurilpa Derby Festival

$5500.00

West End Community Association Inc.

West End Film Festival

$1320.00

West End Making History Group

Purchase of stainless steel panels for Boundary Street History Project

$3981.00

West End Scott Street Community Kindergarten Association Inc.

Purchase of laptop, desktop computer and router

$2132.00

Ashgrove Aces Swim Club

Purchase of Dolphin Synchro start/stop system

$4000.00

Ashgrove Citizens ANZAC Day Commemoration Committee

Ashgrove ANZAC Day march and ceremony

$1650.00

Ashgrove Golf Club

Women's golf clinics

$1500.00

Ashgrove Golf Club

2017 Ladies Pennant uniforms

$500.00

Ashgrove Historical Society Inc.

Publication of 'Research and History of St John's Wood Servants Wing'

$412.50

Ashgrove Memorial Preschool & Kindergarten Association

Judith Locke – speaker

$900.00

Ashgrove Rangers Athletic Club

Cross country event

$440.00

Ashgrove West Preschool & Kindergarten Centre Inc.

Installation of blinds for the café veranda

The Gap Ward

190

$1000.00

Ashgrove/The Gap Lions Club Inc.

Purchase of BBQ

$990.00

Ashgrove/The Gap Lions Club Inc.

Purchase of banners

$990.00

Ashgrove/The Gap Lions Club Inc.

Refurbishment of picnic/general use shed in the Ashgrove Library Park

$500.00

Bardon Anglican Church

LED screen and camera hire for Bardon Community Carols

Bardon Community Kindergarten and Preschool Inc.

Interactive garden centre

$500.00

Bardon Community Kindergarten and Preschool Inc.

Hire of jumping castle for fair

$500.00

Bardon State School P&C Association

Mayfair 2017

$500.00

GPS Rugby Club Inc.

Community Festival

$1000.00

Hear and Say (Centre for Deaf Children Limited)

Interactive street art wall

$2000.00

Hilder Road State School P&C Association

Art and Wellbeing Week

$1012.00

Mater Dei P&F Association

Music in the Moonlight

Paten Park Native Nursery

Website upgrade

Payne Road State School P&C Association

Mistletoe and Melodies

$500.00

Phoenix Netball Club

Catering for Phoenix Netball Court opening

$577.50

Returned & Services League of Australia (Queensland Branch) – Bardon Sub-branch Inc.

Catering for ANZAC Day 2017

$275.00

The Gap RSL Sub-branch Inc.

Equipment hire for commemoration of ANZAC Day 2017

Brisbane City Council | Annual Report 2016 -17

$1550.00

$605.00 $3000.00

$2200.00

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Rotary Club of Ashgrove/The Gap Inc.

Advertising, promotion, band hire and catering for Australia Day Citizenship Ceremony 2017

$1100.00

Rotary Club of Ashgrove/The Gap Inc.

Carols by Candlelight

$4400.00

Save Our Waterways Now Inc.

Purchase of computer and accessories

$1000.00

Save Our Waterways Now Inc.

Supply of material and equipment for insulation of SOWN nursery shed

$3000.00

Save Our Waterways Now Inc.

Purchase of personal locator beacons

$900.00

Shed Happens for Men, The Gap/Ashgrove

Community Shed Night

$750.00

St Andrews School P&F Association

Hire of rides for fair

$500.00

St Finbarr's Primary School P&F Association

Fashions on Parade

$550.00

St John's Wood Scout Group (The Scout Association of Australia, Queensland Branch Inc.)

Asbestos removal

St Joseph's Catholic Primary School Bardon P&F Association

Equipment hire for Community Fair

$550.00

St Peter Chanel School P&F Association Inc.

Equipment hire for Gala Dinner Dance

$550.00

Taylor Range District (The Scout Association of Australia, Queensland Branch Inc.)

Purchase of personal flotation devices

$1296.00

The Gap Branch Little Athletics Centre Inc.

Purchase of t-shirts for State Championships

$550.00

The Gap Gators Amateur Swim Club

Purchase of eskies

$550.00

The Gap Historical Society

Christmas History Lunch

$250.00

The Gap State School P&C Association

Catering for music soiree

$550.00

The Gap Ward Office

Five medical staff to facilitate safety of walkers for ANZACS centenary

The Gap Ward Office

Community directional sign for The Gap RSL

The Gap Ward Office

The Gap Stomp

The Gap Ward Office

Street swags for the homeless

The Gap Ward Office

Corbie Street Park habitat boxes

Voices of Birralee

Artist fees for Bardon Carols

$3600.00

$2200.00 $294.73 $2000.00 $800.00 $1993.40 $500.00

Walter Taylor Ward St Andrew's Anglican Parish of Indooroopilly

Kids' Fun Fest

$2400.00

Brisbane Maharashtra Mandal

Hall hire for Deepavali 2016

$1000.00

Brisbane Multiple Birth Association – Westside

Hire of Animal farm and face painting for Christmas Family Day

Chapel Hill State School P&C Association

Rides for Fete

$2000.00

Chapel Hill Uniting Church

Bush Dance 2016

$1500.00

Crime Stoppers Queensland Limited (Brisbane West)

Purchase of banners

Fig Tree Pocket State School P&C Association

Running of Fete

Fig Tree Pocket State School P&C Association

Hire of DJ and entertainment for disco

Gan-Gani Community Kindergarten

Purchase of laptops

$2180.00

Hillsdon Kindergarten Association Inc.

Building lighting and Hillsdon Art Show

$3000.00

$900.00

$250.00 $3000.00 $400.00

Brisbane City Council | Annual Report 2016 -17

191

DISCLOSURES

continued

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

Holy Family Parish

Refreshments for 90th Annivesary

$550.00

Holy Family Parish School P&F Association

Community 70s Disco Fundraiser

$550.00

India Australia Society Queensland Inc.

Festival of Food, Fun and Music

$2000.00

Indooroopilly Men's Shed Inc.

Installation of air conditioner

$2710.00

Kenmore Cricket Club

Purchase of cricket balls

$1000.00

Probus Club Indooroopilly West

Purchase of computer

$1500.00

Queensland University Musical Society

Purchase of portable keyboard

$3122.07

St Ignatius School P&F Association

Sunset Serenade

$2200.00

St Ignatius School P&F Association

Goldicott 2017

$2827.00

St Lucia Bowling Club Inc.

New Members Day 2017

$2591.89

St Lucia History Group

Printing of history book

$990.00

St.John's Home for Men – Anglicare

Purchase of iPads

$2000.00

Taringa Rovers Soccer Football Club Inc.

Ride hire for Family Fun Day

$2000.00

The Lions Club of Brisbane Inner West

Australia Day 2017 Citizenship Ceremony

$1845.00

Toowong Harriers Inc.

Expenses for settling in after remediation

$4400.00

Walter Taylor Ward Office

Walter Taylor Ward Dogs Breakfast – 6 November 2016

$2900.00

Walter Taylor Ward Office

2017 ANZAC Day Service

Walter Taylor Ward Office

Walter Taylor Ward Dogs Breakfast 2017

West Toowong Bowls & Sporting Club Inc.

Purchase of advertising banners

Western Suburbs Meals on Wheels Inc.

Purchase of gardening equipment

$2000.00

Bayside Christian Family Church

The Uprising Youth Event

$1100.00

Bayside United Sports & Recreation Club Inc.

Returfing of grounds

$2000.00

Bayside Women in Business

Bayside Business Expo

$1100.00

Bayside Woodturners and Woodcrafters Club Inc.

Purchase and installation of cameras, cabling and controls

$5500.00

Guardian Angels' Primary School P&F Association

Hire of rides for fete

$1000.00

Make it Home Safely Inc.

Make it Home Big Arvo

$1100.00

Manly Harbour Village Chamber of Commerce Inc.

Halloween Street Party 2016

$2000.00

Manly State School P&C Association

Fete 2017

$1000.00

Mission to Seafarers Brisbane Inc.

Installation of water tank and drip feed for garden beds

$2950.00

Moreton Bay College P&F Association Inc.

Family Fun Day

$1100.00

$514.73 $1920.00 $700.00

Wynnum Manly Ward

192

Rotary Club of Port of Brisbane

Australia Day Breakfast 2017

$9000.00

Rotary Club of Wynnum and Manly

Purchase of barbecue equipment

$2200.00

St John Vianney's Primary School P&F Association

Entertainment hire for 75th Anniversary Gala Evening

$1000.00

The Scout Association of AustraliaQueensland Branch Inc. – Bayside Sea Scouts

Termite treatment

$1000.00

Brisbane City Council | Annual Report 2016 -17

SECTION 7: DISCLOSURES

Councillors’ discretionary funds

continued

Amount Approved

Organisation

Project Summary

The Scout Association of Australia, Queensland Branch Inc. – Manly Lota Scout Group

Purchase of chairs and chair trolleys

$1000.00

Waterloo Bay Leisure Centre

Purchase of blinds

$5000.00

Wondall Heights State School P&C Association

Stage hire for fete

$1850.00

Wynnum & District Rugby Union Club

Bugland Celebration 2016

Wynnum Baptist Church

Christmas on Kianawah

Wynnum Croquet Club Inc.

Purchase of secure locking system

$812.09

Wynnum Manly Bridge Club

Learning To Play Bridge

$599.72

Wynnum Manly Community Gardens Group Inc.

Community garden supplies

$688.19

Wynnum Manly Events Inc.

Wynnum Laneways Festival

$2000.00

Wynnum Manly Junior Rugby League Football 10Club

Spring Fair

$1000.00

Wynnum Manly Ward Office

Wynnum Seafood Festival

$500.00 $1000.00

$500.00

Wynnum Manly Ward Office

Wynnum Manly Australia Day Breakfast 2017

$7000.00

Wynnum West State School P&C Association

Fete

$1000.00

Brisbane City Council | Annual Report 2016 -17

193

ANNUAL FINANCIAL STATEMENTS IN THIS SECTION Table of contents Detailed financial reports

CONTENTS STATEMENTS OF COMPREHENSIVE INCOME.........................................196 STATEMENTS OF FINANCIAL POSITION..................................................197 STATEMENTS OF CHANGES IN EQUITY...................................................198 STATEMENTS OF CASH FLOWS................................................................200 NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS......202 1 Significant accounting policies ...................................................................202 2 Analysis of Council results by program.......................................................203 FINANCIAL PERFORMANCE.....................................................................205 3 Revenue ......................................................................................................205 4 Expenses .....................................................................................................207 ASSETS......................................................................................................208 5 Cash and cash equivalents .........................................................................208 6 Receivables .................................................................................................209 7 Non-current assets held for sale ................................................................209 8 Other current assets ...................................................................................210 9 Other non-current financial assets .............................................................210 10 Investment in associate ..............................................................................211 11 Property, plant and equipment ..................................................................213 12 Intangibles ..................................................................................................221 LIABILITIES...................................................................................................... 13 Payables.......................................................................................................221 14 Other financial liabilities..............................................................................221 15 Provisions.....................................................................................................223 16 Other liabilities............................................................................................224 EQUITY 17 Capital .........................................................................................................225 18 Asset revaluation surplus ...........................................................................225 19 Fair value reserves ......................................................................................226 20 Accumulated surplus ..................................................................................226 OTHER DISCLOSURES 21 Reconciliation of the increase in operating capability to cash flows from operating activities..................................................................................... 228 22 Commitments..............................................................................................228 23 Contingencies..............................................................................................229 24 Transactions with related parties................................................................230 25 Service concession arrangements...............................................................231 26 Superannuation - defined benefit plan.......................................................232 27 National competition policy........................................................................233 28 Events after the reporting period...............................................................233 29 Financial instruments and financial risk management................................234 STATEMENT BY COUNCILLORS AND MANAGEMENT ............................236 INDEPENDENT AUDITORâ&#x20AC;&#x2122;S REPORT........................................................237

Russell St, South Brisbane

Brisbane City Council Statements of comprehensive income for the year ended 30 June 2017

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) 11, 12 4(c) 4(d) 4(e)

Share of profit from associate

Increase in operating capability Other comprehensive income Items that will not be reclassified to operating capability Increase in asset revaluation surplus Remeasurement of defined benefit plan

18 26

Items that may be reclassified subsequently to operating capability Net change in available-for-sale financial assets

Total comprehensive income

196

Brisbane City Council | Annual Report 2016 -17

Consolidated 2017 2016 $000 $000

2017 $000

Council 2016 $000

1,016,931 350,386 251,682 319,571 21,451 211,234 2,171,255

936,781 271,703 248,744 308,235 40,464 188,295 1,994,222

1,017,243 350,756 251,772 319,571 16,202 351,954 2,307,498

936,874 272,300 248,766 308,235 36,928 288,676 2,091,779

694,872 729,356 325,398 87,933

656,750 679,651 333,445 178,212

693,696 733,371 325,398 87,838

655,896 681,094 333,435 178,212

43,186 107,210 1,987,955

55,841 105,686 2,009,585

47,082 107,237 1,994,622

55,841 99,884 2,004,362

248,091

197,174

431,391

181,811

312,876

87,417

100,106 2,208

158,660 (2,198)

91,476 2,208

144,634 (2,198)

3,319 105,633

3,101 159,563

3,858 97,542

(1,256) 141,180

537,024

341,374

410,418

228,597

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Statements of financial position as at 30 June 2017

Note

Current assets Cash and cash equivalents Receivables Inventories Other Non-current assets held for sale

5 6 8 7

Non-current assets Receivables Other financial assets Investment in associate Property, plant and equipment Intangibles Defined benefit plan Other

6 9 10 11 12 26

Total assets

Current liabilities Payables Other financial liabilities Provisions Other

13 14 15 16

Non-current liabilities Payables Other financial liabilities Provisions Other

14 15

Total liabilities Net community assets

Community equity Capital Asset revaluation surplus Fair value reserves Accumulated surplus

17 18 19 20

Total community equity

Consolidated 2017 2016 $000 $000

906,460 77,061 23,674 93,967 6,149 1,107,311

436,583 61,160 18,451 88,321 40,341 644,856

3,335 53,977 43,084 2,811,694 2,687,181 18,743,117 18,329,492 314,636 310,746 13,493 11,213 2,422 1,636 21,939,339 21,386,687 23,046,650 22,031,543

2017 $000

Council

802,411 58,543 13,888 94,253 3,199 972,294

2016 $000

329,226 62,513 13,082 88,610 57 493,488

189,577 183,985 2,158,143 2,158,143 18,613,083 18,217,099 314,636 310,746 13,493 11,213 21,288,932 20,881,186 22,261,226 21,374,674

273,756 81,206 220,916 37,470 613,348

273,995 45,800 196,185 36,677 552,657

274,703 81,206 220,916 37,432 614,257

272,028 45,800 196,185 36,659 550,672

4,986 1,896,110 30,443 1,898 1,933,437 2,546,785

143 1,481,912 31,553 2,437 1,516,045 2,068,702

6 1,896,110 30,443 1,898 1,928,457 2,542,714

6 1,481,912 31,553 2,437 1,515,908 2,066,580

20,499,865

19,962,841

19,718,512

19,308,094

9,762,369 9,570,758 5,632 1,161,106

9,802,076 9,470,652 2,313 687,800

9,441,059 9,330,961 6,171 940,321

9,579,134 9,239,485 2,313 487,162

20,499,865

19,962,841

19,718,512

19,308,094

Brisbane City Council | Annual Report 2016 -17

197

Brisbane City Council Statements of changes in equity for the year ended 30 June 2017

Consolidated Balance at beginning of year

Note

Total $000

Asset revaluation surplus (note 18) $000

Capital (note 17) $000

Fair value reserves (note 19) $000

Accumulated surplus (note 20) $000

19,962,841

9,802,076

9,470,652

2,313

687,800

Increase in operating capability

431,391

Other comprehensive income

105,633

100,106

3,319

2,208

20,499,865

9,802,076

9,570,758

5,632

1,121,399

(39,707)

39,707

20,499,865

9,762,369

9,570,758

5,632

1,161,106

Transfer to/(from) capital accounts and accumulated surplus

Balance at year end

Brisbane City Council Statements of changes in equity for the year ended 30 June 2016

Consolidated Balance at beginning of year

Total $000

Capital (note 17) $000

Fair value reserves (note 19) $000

Accumulated surplus (note 20) $000

19,621,467

9,179,568

9,311,992

(788)

1,130,695

Increase in operating capability

181,811

Other comprehensive income

159,563

158,660

3,101

(2,198)

19,962,841

9,179,568

9,470,652

2,313

1,310,308

622,508

(622,508)

19,962,841

9,802,076

9,470,652

2,313

687,800

Transfer to/(from) capital accounts and accumulated surplus Balance at year end

198

Note

Asset revaluation surplus (note 18) $000

Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Statements of changes in equity for the year ended 30 June 2017

Council

Note

Balance at beginning of year Increase in operating capability Other comprehensive income Transfer to/(from) capital accounts and accumulated surplus

Capital (note 17) $000

Total $000

Fair value reserves (note 19) $000

Accumulated surplus (note 20) $000

19,308,094

9,579,134

9,239,485

2,313

487,162

312,876

97,542

91,476

3,858

2,208

19,718,512

9,579,134

9,330,961

6,171

802,246

(138,075)

138,075

19,718,512

9,441,059

9,330,961

6,171

940,321

Balance at year end

Asset revaluation surplus (note 18) $000

Brisbane City Council Statements of changes in equity for the year ended 30 June 2016

Council

Note

Balance at beginning of year Increase in operating capability Other comprehensive income Transfer to/(from) capital accounts and accumulated surplus Balance at year end

Asset revaluation surplus (note 18) $000

Capital (note 17) $000

Total $000

Fair value reserves (note 19) $000

Accumulated surplus (note 20) $000

19,079,497

9,244,978

9,094,851

3,569

736,099

87,417

141,180

144,634

(1,256)

(2,198)

19,308,094

9,244,978

9,239,485

2,313

821,318

334,156

(334,156)

19,308,094

9,579,134

9,239,485

2,313

487,162

Brisbane City Council | Annual Report 2016 -17

199

Brisbane City Council Statements of cash flows for the year ended 30 June 2017

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

2017 $000

Council

2016 $000

1,015,132 588,829 127,453 183,579 66,258 17,482 220,395 2,219,128

935,274 563,437 125,000 125,063 67,460 42,446 215,708 2,074,388

1,015,132 588,829 127,453 183,579 66,258 14,899 219,557 2,215,707

935,274 563,437 125,000 125,063 67,470 38,921 214,901 2,070,066

(693,460) (844,906) (87,837) (53,830) (1,680,033)

(655,085) (802,694) (112,766) (51,951) (1,622,496)

(693,460) (844,265) (87,837) (51,915) (1,677,477)

(655,085) (803,931) (112,766) (47,060) (1,618,842)

539,095

451,892

538,230

451,224

110,586 108,317 (717,449) (5,841) (15,478) (519,865)

12,992 164,030 77,273 (696,494) (3,297) 471,281 25,785

59,421 127,965 (702,043) 10 (514,647)

164,030 77,273 (668,386) (160) 471,281 44,038

Cash flows from financing activities Proceeds from borrowings Repayment of borrowings Net cash used in financing activities

501,045 (50,398) 450,647

(595,755) (595,755)

500,000 (50,398) 449,602

(595,755) (595,755)

Net increase/(decrease) in cash held Cash at beginning of year

469,877 436,583

(118,078) 554,661

473,185 329,226

(100,493) 429,719

906,460

436,583

802,411

329,226

Payments Employee costs Materials and services Finance costs Other

Net cash used in operating activities

Cash flows from investing activities Proceeds from disposal of available for sale financial assets 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) Loan repayment from Queensland Urban Utilities Net cash used in investing activities

Cash at year end

200

Consolidated 2017 2016 $000 $000

Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 1

Significant accounting policies

1(a)

Reporting entity Brisbane City Council is constituted under the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 and is domiciled in Australia.

1(b)

Basis of preparation These general purpose financial statements are for the period 1 July 2016 to 30 June 2017 and have been prepared in compliance with the requirements of the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 . These financial statements have been prepared under the historical cost convention except as stated.

1(c)

Statement of compliance These financial statements have been prepared in accordance with all Australian Accounting Standards and Interpretations. Council is a not-for-profit entity and the Australian Accounting Standards include requirements for not-for-profit entities which are inconsistent with International Financial Reporting Standards (IFRS). Therefore in some instances these financial statements do not comply with IFRS. The main impacts are the offsetting of revaluation gains and losses within a class of assets and the timing of recognition of non-reciprocal grant revenue.

1(d)

Basis of consolidation Council and its controlled entities together form the economic entity which is referred to in these financial statements as the consolidated entity. The financial statements of controlled entities are included in the consolidated financial statements where material by size or nature, from the date when control commences until the date when control ceases. The City of Brisbane Investment Corporation Pty Ltd (CBIC) has been consolidated in Council's accounts as it is material. Information about controlled entities that have not been consolidated because they are not considered material is included in note 9. In addition, participation rights in the Central South East Queensland (SEQ) Distributor-Retail Authority (refer note 10) are accounted for in the consolidated balances using the equity method to reflect Council's significant influence on the Authority. Transactions with entities controlled by Council have been eliminated when preparing consolidated accounts. In addition, the accounting policies of controlled entities have been adjusted on consolidation where necessary, to ensure the financial report of the consolidated entity is prepared using accounting policies that are consistent with those of Council.

1(e)

Date of authorisation The financial statements were authorised for issue on the date they were submitted to the Auditor-General for final signature. This is the date the Statement by Councillors and management is signed.

1(f)

Rounding and comparatives Amounts included in the financial statements are rounded to the nearest thousand ($000) unless otherwise stated. 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.

Brisbane City Council | Annual Report 2016 -17

201

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 1

Significant accounting policies (continued)

1(g)

New and revised accounting standards Council has applied AASB 124 Related Party Disclosures for the first time in 2017. As a result Council has disclosed more information about related parties and transactions with related parties. This information is presented in note 24. 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 2017 are outlined below: Effective date for Council

AASB 9 Financial Instruments AASB 9 replaces AASB 139 Financial Instruments: Recognition and Measurement and changes 1 July 2018 the classification, measurement and disclosure of financial assets. This change will require Council to measure all financial assets at fair value or amortised cost rather than at cost. The impact is considered to be immaterial. AASB 15 Revenue from Contracts with Customers , AASB 1058 Income of Not-for-Profit Entities and AASB 2016-8 Amendments to Australian Accounting Standards - Australian Implementation Guidance for Not-for-Profit Entities These standards contain a new framework for the recognition, measurement and disclosure of income including revenue from contracts with customers. Council is reviewing each revenue stream, including grant agreements, to determine whether there will be any material impact arising from these standards.

1 July 2019

AASB 16 Leases AASB 16 will require the recognition of all leases on the statements of financial position. A lease 1 July 2019 liability will be initially measured at the present value of the lease payments to be made over the lease term. A corresponding right-of-use asset will also be recognised to record the right to use the leased item over the lease term. Council has undertaken a preliminary analysis to identify and quantify the impacts of introducing AASB 16. The current assessment indicates the impact on Councilâ&#x20AC;&#x2122;s statement of financial position on initial recognition would likely be a decrease in the range of $190 million to net assets. This assessment takes into account Councilâ&#x20AC;&#x2122;s current obligations and various market and other assumptions. AASB 1059 Service Concession Arrangements: Grantors AASB 1059 was released in July 2017. This Standard addresses the accounting for a service 1 July 2019 concession arrangement by a grantor that is a public sector entity by prescribing the accounting for the arrangement from the grantorâ&#x20AC;&#x2122;s perspective. Due to the recent release and complexities of the standard, Council is reviewing the applicability to its service concession arrangements and any impacts are yet to be identified.

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 11) l provisions - workers' compensation self insurance, organisational restructure, land resumptions and restoration (note 15) l contingencies - assets and liabilities (note 23) l employee benefits - annual leave, long service leave and defined benefit plan (notes 13, 15 and 26) 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 .

202

Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 2

Analysis of Council results by program

2(a)

Program goals Clean, Green and WaterSmart City The goal of this program is to protect, support and provide opportunities to enjoy our subtropical environment by sustainably managing and caring for our natural surroundings and resources, ensure that Brisbane is clean, green and committed to a water smart future, Brisbane's open spaces and waterways are accessible and valued, and our built form supports clean, green and water smart outcomes. Moving Brisbane The goal of this program is to ensure that Brisbane's transport network enables efficient and sustainable movement of people, freight and services, maintains accessibility and liveability and enables access to a high quality road network, high quality public transport (bus and ferry) services and active travel options. Future Brisbane The goal of this program is to ensure that planning and growth management for Brisbane, Australia's New World City, provides for and promotes a future city that is prosperous, well-designed, with a distinctive subtropical character. Your Brisbane The goal of this program is to provide opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities. Public Health and Safety The goal of this program is to promote, protect and enhance the health and safety of Brisbane's community. Economic Development The goal of this program is to implement the Brisbane Economic Development Plan 2012-31 and the Brisbane 2022 New World City Action Plan. Customer Focus The goal of this program is for Council to be a customer focused organisation. City Governance The goal of this program is for Council to be open, transparent and deliver value for money community outcomes through strategic planning, risk management, information services and sound financial management. Business Activities Field Services (formerly Field Services Group) The goal of Field Services is to enhance Brisbane's liveability by providing waste management, civil construction, cleansing and urban maintenance services to Council. City Projects Office The goal of City Projects Office is to provide professional services for the delivery of infrastructure across all aspects of project management and design. Transport for Brisbane (formerly Brisbane Transport) The goal of Transport for Brisbane is to provide frequent, reliable and safe services with more buses, more often, and at the most comfortable standard possible for our passengers.

Brisbane City Council | Annual Report 2016 -17

203

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 2

Analysis of Council results by program (continued)

2(b) Summary of revenues, expenses, assets and capital expenses by program Recurrent Capital subsidies subsidies and grants and grants $000 $000

2017 Clean, Green and WaterSmart City Moving Brisbane Future Brisbane Your Brisbane Public Health and Safety Economic Development Customer Focus City Governance Business Activities

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 - 1,087,175 1,146,059 - 358,291 358,329

90,108

37,345 2,180,045 2,307,498 1,994,622

Capital Recurrent subsidies subsidies and grants and grants $000 $000

2016 Clean, Green and WaterSmart City Moving Brisbane Future Brisbane Your Brisbane Public Health and Safety Economic Development Customer Focus City Governance Business Activities

Total revenue $000

Other income $000

Increase in Total operating assets by Expenses capability program $000 $000 $000

Total revenue $000

Other income $000

287,448 317,260 223,595 266,775 73,054 73,054 12,200 18,270 26,525 28,780 14,240 14,240 828 828 982,026 1,025,705 346,863 346,867

415,908 671,284 91,758 153,783 47,050 40,668 34,252 193,681 346,238

7,823,799 9,476,269 43,929 753,409 23,717 3,026 52,295 3,923,549 161,233

103,881 507,318 4,763 15,088 3,090 2,158 1,580 96,692 10,395

312,876 22,261,226

744,965

Increase in Total operating assets by Expenses capability program $000 $000 $000

Capital expenses by program $000

24,978 7 6,070 2,255 40,011 4

4,834 43,173 3,668 -

398,375 638,270 81,069 157,073 49,302 37,485 33,163 272,452 337,173

73,325

51,675 1,966,779 2,091,779 2,004,362

Consolidated balances are not provided because program results only apply to Council.

204

Brisbane City Council | Annual Report 2016 -17

(48,824) (368,321) (21,138) (135,784) (17,574) (26,211) (33,741) 952,378 12,091

Capital expenses by program $000

(81,115) (371,495) (8,015) (138,803) (20,522) (23,245) (32,335) 753,253 9,694

7,594,406 9,352,802 37,399 723,235 23,076 1,790 53,872 3,441,398 146,696

127,528 423,368 12,111 30,298 1,461 1,471 62,831 9,318

87,417 21,374,674

668,386

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 3

Revenue Revenue is recognised at the fair value of consideration received or receivable, on the basis it meets the recognition criteria set out below.

3(a)

Rates and utility charges Revenue for rates and utility charges is recognised upon issue of the levies within the respective rating period or, where earlier, upon receipt of the rates and utility charges. Generally, no allowance is made for uncollected rates and utility charges as Council has a lien over most rateable properties under the provisions of sections 93 to 98 of the City of Brisbane Act 2010. However, an allowance may be made for any future reductions in the amount of rates and utility charges receivable that may occur as a result of a reassessment of property valuations.

Rates

General Separate rates Environment levy Utility charges Solid waste disposal Less: Discounts given Pensioner remissions Total discounts and remissions

3(b)

Consolidated 2017 2016 $000 $000

2017 $000

Council

816,471 10,455 70,413

758,552 10,696 65,172

816,783 10,455 70,413

758,645 10,696 65,172

163,116

149,912

163,116

149,912

(14,009) (29,515) (43,524)

(13,752) (33,799) (47,551)

(14,009) (29,515) (43,524)

(13,752) (33,799) (47,551)

1,016,931

936,781

1,017,243

936,874

2016 $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)

Consolidated 2017 2016 $000 $000

2017 $000

Council

2016 $000

50 700 23,808 24,558

321 16,737 17,058

50 700 23,808 24,558

321 16,737 17,058

3,993 194,382 198,375

4,964 124,681 129,645

3,993 194,752 198,745

4,964 125,278 130,242

90,108 37,345 127,453

73,325 51,675 125,000

90,108 37,345 127,453

73,325 51,675 125,000

350,386

271,703

350,756

272,300

Brisbane City Council | Annual Report 2016 -17

205

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 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 2017 2016 $000 $000 Penalties Building application, development and town planning and property connection fees Licences, permits and parking fees Other fees and charges Refuse fees

3(d)

2017 $000

Council

2016 $000

99,869

93,104

99,869

93,104

54,769 44,890 39,243 12,911

59,907 43,431 35,907 16,395

54,769 44,890 39,333 12,911

59,931 43,431 35,905 16,395

251,682

248,744

251,772

248,766

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.

Note Short-term investments Rates and utility charges Interest from Queensland Urban Utilities loan

3(f)

Consolidated 2017 2016 $000 $000

2017 $000

Council

2016 $000

19,563 1,888 -

19,900 1,760 18,804

14,314 1,888 -

16,364 1,760 18,804

21,451

40,464

16,202

36,928

Other revenue Dividend income is recognised when the right to receive payment is established.

Note Dividends Tax equivalent from Queensland Urban Utilities Sale of materials Other revenue Lease and rental revenue Project costs recovered Advertising Construction, fabrication and maintenance

206

Brisbane City Council | Annual Report 2016 -17

10 10

Consolidated 2017 2016 $000 $000

2017 $000

Council

2016 $000

496 91,811 38,553 31,438 30,356 9,292 7,353 1,935

264 67,226 37,556 38,634 28,840 5,907 7,285 2,583

143,722 91,811 38,553 31,773 27,515 9,292 7,353 1,935

100,922 67,226 37,556 40,276 26,921 5,907 7,285 2,583

211,234

188,295

351,954

288,676

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 4

Expenses

4(a)

Employee costs

Wages and salaries Annual, sick and long service leave benefits Superannuation Other employee related expenses

Consolidated 2017 2016 $000 $000

2017 $000

Council

523,366 84,876 68,313 18,317

494,020 78,106 64,569 20,055

522,401 84,870 68,225 18,200

493,300 78,134 64,497 19,965

694,872

656,750

693,696

655,896

2016 $000

Superannuation contributions include $82 million (2016: $76 million) that represent contributions paid or payable by Council for employees. This differs to the superannuation amounts disclosed in the above table which exclude superannuation contributions that have been capitalised as part of asset construction costs.

4(b)

Materials and services

Service costs Operating leases Maintenance Minor plant and equipment purchases Fuel Raw materials and consumables Contractor and consultancy costs Plant and equipment hire Cost of inventories Legal costs Vehicle hire Other costs

Consolidated 2017 2016 $000 $000

2017 $000

Council

270,972 107,177 50,239 36,692 36,668 33,968 33,971 28,205 27,756 11,280 7,985 84,443

213,299 108,118 45,929 42,203 36,179 39,243 34,639 31,951 27,371 9,036 4,662 87,021

270,968 115,232 47,291 36,692 36,668 33,968 33,308 28,203 27,756 11,196 7,985 84,104

213,295 114,473 42,332 42,204 36,179 39,243 34,013 31,946 27,371 8,926 4,662 86,450

729,356

679,651

733,371

681,094

2016 $000

Payments made under operating leases are expensed in equal instalments over the lease term, except where an alternative basis is more representative of the pattern of benefits to be derived from the leased property.

4(c)

Finance costs Consolidated 2017 2016 $000 $000 Finance costs Interest on finance leases Other interest and charges

2017 $000

Council

2016 $000

84,033 3,783 117

174,367 3,778 67

84,033 3,783 22

174,367 3,778 67

87,933

178,212

87,838

178,212

During 2016 Council repaid $546 million in general purpose and specific borrowings from Queensland Treasury Corporation (QTC) which was sourced from QUU loan repayments (refer note 10). The difference between the value of the loans on extinguishment and the value in Council's accounts resulted in a $65 million finance expense being brought to account in 2016. This is included in the finance costs disclosed above.

Brisbane City Council | Annual Report 2016 -17

207

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 4

Expenses (continued)

4(d)

Loss on disposal of property, plant and equipment and intangibles

Note Proceeds from sale Less book value: Sold Replaced 21

Consolidated 2017 2016 $000 $000

2017 $000

Council

146,870

45,592

102,392

45,592

(142,764) (47,292)

(50,321) (51,112)

(102,182) (47,292)

(50,321) (51,112)

(43,186)

(55,841)

(47,082)

(55,841)

2016 $000

Losses on replaced property, plant and equipment arise from the write-off of the remaining book value of roads and other infrastructure assets that have been upgraded or rehabilitated.

4(e)

Other expenses

Note Bad and doubtful debts Grants and subsidies Claims settlements Insurance premiums Auditor's remuneration - Queensland Audit Office Discount on infrastructure charges Other expenses

Consolidated 2017 2016 $000 $000

2017 $000

Council

2016 $000

55,123 25,911 8,504 5,270 578 13 11,811

53,009 25,291 7,224 4,753 515 662 14,232

55,123 25,911 8,504 5,350 525 13 11,811

52,488 25,291 7,224 4,753 480 662 8,986

107,210

105,686

107,237

99,884

Cash and cash equivalents Cash and cash equivalents include cash on hand, cash on deposit and other cash equivalents which are readily convertible to cash on hand and are used in the cash management function on a day-to-day basis. They are net of borrowings that are integral to the cash management function and which are not subject to a term facility.

Cash at bank and on hand Short-term investments

Consolidated 2017 2016 $000 $000

2017 $000

Council

2,644 903,816

15,621 420,962

2,107 800,304

736 328,490

906,460

436,583

802,411

329,226

2016 $000

Council reserves (refer note 20) are backed by an equivalent amount included in cash and cash equivalents, investment in Queensland Investment Corporation (refer note 9) and working capital facility (refer note 14). 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 $14.090 million in trust monies at 30 June 2017 (2016: $13.449 million).

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Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 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, including at period end, with allowance being made for impairment. All known bad debts are written off at year end. If an amount is recovered in a subsequent period it is recognised as a revenue. 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.

Current Rates and utility charges Regulated parking and tolling Recoverable works and services Loans receivable Other debtors Less impairment

Movement in impairment: Opening balance at 1 July Amounts recognised Amounts written off

Note

4(e)

Closing balance at 30 June Non-current Loans receivable

Consolidated 2017 2016 $000 $000

2017 $000

Council

18,741 71,498 22,082 21,273 10,369 (66,902)

16,635 63,724 31,495 160 4,821 (55,675)

18,741 71,498 23,095 150 11,961 (66,902)

16,635 63,724 32,509 160 4,639 (55,154)

77,061

61,160

58,543

62,513

55,675 55,123 (43,896)

30,542 53,009 (27,876)

55,154 55,123 (43,375)

30,542 52,488 (27,876)

66,902

55,675

66,902

55,154

3,335

59,055 7,303 9,816 6,761 61,028 (66,902)

36,305 14,986 8,352 6,138 51,054 (55,675)

40,537 7,303 9,816 6,761 61,028 (66,902)

37,137 14,986 8,352 6,138 51,054 (55,154)

77,061

61,160

58,543

62,513

2016 $000

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

Non-current assets held for sale Non-current assets held for sale comprise assets which Council has identified as available for immediate sale in their present condition, and are expected to be sold within the next twelve months. These assets are valued at the lower of their carrying amount and fair value less costs to sell. Once classified as held for sale, they are no longer depreciated. On the sale of these assets a gain or loss is recognised. Consolidated 2017 2016 $000 $000 Land and buildings Net lease incentives Property, plant and equipment

2017 $000

Council

2016 $000

6,131 18

35,139 5,145 57

3,181 18

6,149

40,341

3,199

Brisbane City Council | Annual Report 2016 -17

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 8

Other current assets Consolidated 2017 2016 $000 $000 Accrued revenue Prepayments

2017 $000

Council

2016 $000

79,017 14,950

74,175 14,146

79,009 15,244

74,175 14,435

93,967

88,321

94,253

88,610

Other non-current financial assets Controlled entities constitute the beneficial enterprises that Council conducted during the financial year as described under section 45 of the City of Brisbane Act 2010 . Investments in controlled entities and other entities do not have a quoted market price in an active market and are valued at cost less any impairment. Council either does not have control or significant influence over the financial or operating policies of the other entities listed below through voting rights or board membership, and/or their transactions are not material.

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 City Super Pty Ltd (dormant) Riverfestival Brisbane Pty Ltd (dormant) Brisbane Tolling Pty Ltd (dormant) Oxley Creek Transformation Pty Ltd (dormant - formerly BCC Shelf One Pty Ltd) Other investments Queensland Investment Corporation managed fund Property trusts Other entities Major Brisbane Festivals Pty Ltd Brisbane Housing Company Ltd Brisbane Bus Build Pty Ltd SEQ Regional Recreational Facilities Pty Ltd

Interest % 50 6.6 50 12.5

Consolidated 2017 2016 $ $ 300,001 2 2 1 1 1 1 1 1

2017 $

300,001 2 2 1 1 1 1 1 1

Council

2016 $

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

300,012

141,201,663

47,865,432 5,301,000

42,273,518 -

47,865,432 -

42,273,518 -

53,166,432

42,273,518

47,865,432

42,273,518

1 1 1,000 509,000

510,002

53,976,446

43,083,532

189,577,097

183,985,183

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. 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 property trusts. Unrealised changes in net market value are recognised in the fair value reserve in equity (refer note 19). Realised changes in net market value are recognised in the statement of comprehensive income and transferred to the insurance reserve in equity (refer note 20).

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Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 10

Investment in associate The South East Queensland Water (Distribution and Retail Restructuring) Act 2009 established a statutory body called the Central SEQ Distributor-Retailer Authority to deliver water and wastewater services to customers within the local government areas of the five participating councils - Brisbane, Ipswich, Somerset, Lockyer and Scenic Rim. The Authority began trading on 1 July 2010 using the business name Queensland Urban Utilities (QUU). Under the Act, governance arrangements for QUU are established in a Participation Agreement. The Agreement provides for participation rights to be held by the participating Councils, with Brisbane City Council holding approximately 85% of these rights. QUU's Board is comprised of independent directors. No individual Council has the ability to dominate QUU's decision making to obtain greater benefit from its activities than any other participant. Participation rights Council's share of QUU's undistributed profit and other comprehensive income at year end is included in the consolidated statement of comprehensive income. The value of Council's participation rights comprises their initial value on 1 July 2010, plus Council's share of QUU's undistributed profit and other comprehensive income at year end, after adjustments to align QUU's accounting policies with Council. The initial value was estimated using a regulatory asset base valuation and by applying a ratio agreed by the participating councils and QUU. 2017 2016 Transactions between the entities $000 $000 The following transactions occur between Council and QUU: In 2016, Council provided a range of contracted services to QUU including provision of customer and land information and provision of rating and property information. These contracted services expired on 30 June 2016. Amounts received and receivable from QUU

4,444

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

38,830

51,132

18,804

QUU operates under a tax equivalent regime, with all tax paid being distributed prorata to the Participating Local Governments based on their participation rights. Tax is payable based on a percentage of QUU's results. Tax received and receivable from QUU

91,811

67,226

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

123,578

100,922

Interest received from QUU

Council provided a loan to QUU from 1 July 2010. In 2015 Council and QUU agreed via amendments to the Intercreditor Deed to extinguish the debt of $1,241 million in two tranches. The first payment of $770 million was received in May 2015. The second and final payment of $471 million was received in April 2016. Consolidated 2017 2016 $000 $000

2017 $000

Opening balance at 1 July Plus 85% share of profits Less participation return

2,687,181 248,091 (123,578)

2,590,929 197,174 (100,922)

2,158,143 -

Closing balance at 30 June

2,811,694

2,687,181

2,158,143

Council

2016 $000

Brisbane City Council | Annual Report 2016 -17

211

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 10

Investment in associate (continued) 2017 $000 1,382,101 291,449

2016 $000 1,269,590 232,231

Current assets Non-current assets

389,964 5,410,712 5,800,676

343,348 5,290,142 5,633,490

Current liabilities Non-current liabilities

307,127 2,229,329 2,536,456

289,758 2,206,488 2,496,246

Net assets Share of net assets

3,264,220 2,811,694

3,137,244 2,687,181

QUU financial information Revenue Net profit

Prior period adjustment The equity accounting method was revised during the year which resulted in recognising additional share of profit to align the carrying value of the investment with Council's interest in QUU's net assets. Council has made the following retrospective restatement from 1 July 2015 to adjust the carrying value of the consolidated investment in associate. 2016

Change

$000

Restated 2016 $000

24,480 142,516 1,932,459 157,050 79,924 239,487

15,984 45,779 61,763 40,124 101,887 101,887

40,464 188,295 1,994,222 197,174 181,811 341,374

Consolidated statement of financial position - extract Non-current assets - Investment in associate Total assets

2,379,670 21,724,032

307,511 307,511

2,687,181 22,031,543

Capital Accumulated surplus Total community equity

9,494,565 687,800 19,655,330

307,511 9,802,076 687,800 307,511 19,962,841

Consolidated statement of comprehensive income - extract Interest income Other revenue Total revenue Share of profit from associate Increase in operating capability Total comprehensive income

Consolidated statement of changes in equity - extract

Balance at beginning of year Increase in operating capability Other comprehensive income

Total Change

Restated 2016 $000

2016

Capital Change

$000

19,415,843 205,624

19,621,467

9,179,568

79,924 101,887

181,811

Accumulated surplus 2016 Change Restated 2016 $000 $000 $000

Restated 2016 $000

- 9,179,568

925,071

205,624

1,130,695

79,924

101,887

181,811

(2,198)

159,563

314,997 307,511

622,508

(314,997)

(307,511)

(622,508)

Balance at year end 19,655,330 307,511 19,962,841

9,494,565 307,511

9,802,076

687,800

Transfer to/(from) capital accounts and accumulated surplus

212

2016

Brisbane City Council | Annual Report 2016 -17

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment

11(a)

Recognition Items of property, plant and equipment with a total value of less than $10,000, except for network and complex assets, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised and included in the relevant asset class. A complex asset is a physical asset capable of disaggregation into significant components, such as road infrastructure where the components may include initial earthworks, formation, pavement, seal, kerb and channelling, road furniture and footpaths. Land under the roads and reserve land which falls under the Land Act 1994 or the Land Title Act 1994 is controlled by the Queensland Government pursuant to the relevant legislation. As such, this land is not recognised in these financial statements. CBIC recognises properties that are held for capital appreciation and provide rental returns as investment properties, with revaluations included in the statements of comprehensive income. These properties are substantially occupied by Council, and therefore the consolidated financial statements reclassify them to property, plant and equipment with revaluations included in the asset revaluation surplus.

11(b) Capital and operating expenditure Direct labour and materials and an appropriate portion of overheads expenditure incurred in the purchase or construction of assets are treated as capital expenditure. Expenditure necessarily incurred in either maintaining the operational capacity or useful life of assets is considered maintenance and is treated as an expense as incurred, while expenditure that relates to replacement of a major component of an asset to maintain its service potential is capitalised.

11(c)

Acquisition Acquisitions of property, plant and equipment are initially recorded at cost. Cost is determined as the fair value of the assets given as consideration, any direct internal costs incurred, plus costs incidental to the acquisition, including architectsâ&#x20AC;&#x2122; fees, engineering design fees and all other establishment costs, as well as a reasonable proportion of indirect and overhead expenses. Donated items of property, plant and equipment, except reserve land, are recognised as assets and revenue at fair value.

11(d) Valuation Land and buildings, plant and equipment, all infrastructure assets and other assets are measured on the revaluation basis at fair value. Capital work in progress is measured at cost. Non-current physical assets measured at fair value are revalued as necessary so that the carrying amount of each class of asset does not materially differ from its fair value at the reporting date. For non-infrastructure assets, revaluations are performed by either independent, professionally qualified valuers engaged to determine the fair value for each class, or suitably qualified internal Council officers. At least once every 5 years, the valuer physically sights a representative sample of Council assets across all asset classes and assesses the condition of the assets at the date of inspection. In the intervening years, a desktop valuation is performed which involves management providing updated information to the valuer regarding any additions, deletions and changes in assumptions such as useful life, residual value and condition rating. The valuer then determines suitable indices to apply to each of these assets. For infrastructure assets, at least every 5 years civil engineering consultants are engaged to provide replacement cost unit rates for infrastructure assets based on standard drawings 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 all infrastructure assets, the results of which are considered in combination with the most appropriate cost index movement for the period. Together these are used to form the basis of a management valuation.

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213

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment (continued)

11(d) Valuation (continued) An analysis performed by management has indicated that, on average, across all classes, the variance between an indexed asset value and the valuation by an independent valuer is not significant and the indices used by Council are sound. Materiality concepts are considered in determining whether the difference between the carrying amount and the fair value of an asset is material (in which case revaluation is warranted). Any revaluation increment arising on the revaluation of an asset is credited to the appropriate class of the asset revaluation surplus, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense to the extent it exceeds the balance, if any, in the revaluation surplus of that asset class. On revaluation, the carrying amount of the asset is adjusted to the revalued amount. The accumulated depreciation is adjusted to equal the difference between the gross carrying amount and the carrying amount of the asset.

11(e)

Impairment of non-current assets Property, plant and equipment is assessed for indicators of impairment on an annual basis. If an indicator of impairment exists, the asset's recoverable amount is determined. Any amount by which the asset's carrying amount exceeds the recoverable amount is recorded as an impairment loss.

214

Brisbane City Council | Annual Report 2016 -17

Property, plant and equipment (continued)

Land $000

Book value as at 30 June

Consolidated

Book value as at 30 June

Buildings $000

850,647

1,223,645 (372,998)

4,367,769

932,664

73,357

4,180,129

For the year ended 30 June 2016 Gross fair value Less accumulated depreciation

932,664

204,373

4,180,129 -

Book value as at 30 June

1,347,137 (414,473)

850,647 (5,848) (30,162) 44,670 -

4,367,769

For the year ended 30 June 2017 Gross fair value Less accumulated depreciation

Buildings $000

4,180,129 (65,529) 54,927 (6,131)

4,367,769 -

Consolidated

Opening net value as at 1 July Plus capitalised expenses Reclassified to operating expenses Plus contributed assets Less disposals Less depreciation provided in period Revaluation adjustments Reclassified as non-current assets held for sale Transfers of completed projects to property, plant and equipment

Land $000

11(f) Movements

Brisbane City Council | Annual Report 2016 -17 21

202,274

64,198

213,128 (34,952) (38,807) (1,247) (46)

Plant and equipment $000

213,128

531,341 (318,213)

202,274

526,340 (324,066)

Plant and equipment $000

12,175,194

350,866

12,086,478 38,974 (70,806) (230,318) -

Infrastructure $000

12,086,478

15,428,426 (3,341,948)

12,175,194

15,689,414 (3,514,220)

Infrastructure $000

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017

67,632

7,242

59,879 (1,211) 1,722 -

Other assets $000

59,879

74,196 (14,317)

67,632

83,874 (16,242)

Other assets $000

997,584

(700,036)

939,231 758,389 -

Capital work in progress $000

939,231

939,231 -

997,584

997,584 -

Capital work in progress $000

18,743,117

18,329,492 758,389 38,974 (177,135) (300,498) 100,072 (6,177)

2017 Total $000

18,329,492

22,376,968 (4,047,476)

18,743,117

23,012,118 (4,269,001)

Total $000

18,329,492

17,912,920 676,802 21,914 (96,530) (309,124) 158,661 (35,151)

2016 Total $000

SECTION 8: ANNUAL FINANCIAL STATEMENTS

215

216

Brisbane City Council | Annual Report 2016 -17

Property, plant and equipment (continued)

Land $000

Book value as at 30 June

Council

Book value as at 30 June

Buildings $000

752,078

1,126,577 (374,499)

4,359,119

811,280

59,438

4,166,305

For the year ended 30 June 2016 Gross fair value Less accumulated depreciation

811,280

206,297

4,166,305 -

Book value as at 30 June

1,227,255 (415,975)

752,078 (5,848) (30,162) 35,774 -

4,359,119

For the year ended 30 June 2017 Gross fair value Less accumulated depreciation

Buildings $000

4,166,305 (65,529) 55,227 (3,181)

4,359,119 -

Council

Land $000

11(f) Movements (continued)

202,274

64,198

213,128 (34,952) (38,807) (1,247) (46)

Plant and equipment $000

213,128

531,341 (318,213)

202,274

526,340 (324,066)

Plant and equipment $000

12,175,194

350,866

12,086,478 38,974 (70,806) (230,318) -

Infrastructure $000

12,086,478

15,428,426 (3,341,948)

12,175,194

15,689,414 (3,514,220)

Infrastructure $000

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017

67,632

7,242

59,879 (1,211) 1,722 -

Other assets $000

59,879

74,196 (14,317)

67,632

83,874 (16,242)

Other assets $000

997,584

(688,041)

939,231 746,394 -

Capital work in progress $000

939,231

939,231 -

997,584

997,584 -

Capital work in progress $000

18,613,083

18,217,099 746,394 38,974 (177,135) (300,498) 91,476 (3,227)

2017 Total $000

18,217,099

22,266,076 (4,048,977)

18,613,083

22,883,586 (4,270,503)

Total $000

18,217,099

17,801,480 654,307 21,914 (96,110) (309,114) 144,634 (12)

2016 Total $000

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment (continued)

11(g) Fair value measurement 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 or liability that are not based on observable market data. The following table shows assets as at 30 June as either level 2 or level 3 in accordance with AASB 13 Fair Value Measurement.

Consolidated

2017 $000

Level 2

2016 $000

2017 $000

Level 3

2016 $000

2017 $000

Total

2016 $000

Land Buildings Plant and equipment Infrastructure Other assets

22,077 -

24,457 -

4,345,692 4,155,672 4,367,769 4,180,129 932,664 850,647 932,664 850,647 202,274 213,128 202,274 213,128 12,175,194 12,086,478 12,175,194 12,086,478 67,632 59,879 67,632 59,879

Total

22,077

24,457

17,723,456 17,365,804 17,745,533 17,390,261

Council

2017 $000

Level 2

2016 $000

2017 $000

Level 3

2016 $000

2017 $000

Total

2016 $000

Land Buildings Plant and equipment Infrastructure Other assets

11,327 -

10,457 -

4,347,792 4,155,848 4,359,119 4,166,305 811,280 752,078 811,280 752,078 202,274 213,128 202,274 213,128 12,175,194 12,086,478 12,175,194 12,086,478 67,632 59,879 67,632 59,879

Total

11,327

10,457

17,604,172 17,267,411 17,615,499 17,277,868

Land Fair value of land is measured at current market value, which is derived by reference to market based evidence including observable historical sales data for properties of similar nature and specification in the same localities. Where there is a lack of appropriate comparable sales evidence, the valuation is based on the closest comparable sales in terms of the characteristics of the parcel and sales evidence. Independent revaluations are undertaken on a rolling five year basis, with one group in turn individually valued each year and the remaining four groups subject to index based revaluations. Approximately 20% of Council's land portfolio was individually inspected and valued in 2017 by AssetVal Pty Ltd. 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. Buildings The fair value of buildings is determined using the current replacement cost method. Fair values are benchmarked by the valuer to externally available and internally generated civil works and building costs data. Buildings were last comprehensively valued in 2014. Registered valuers AssetVal Pty Ltd advised an 11.5% cost index movement since the date of the last revaluation.

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217

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment (continued)

11(g) Fair value measurement (continued) Plant and equipment Valuations of fleet vehicles are established by reference, as appropriate, to Council contracts, supplier price lists or management valuation. Councilâ&#x20AC;&#x2122;s owned bus fleet comprises almost solely of Compressed Natural Gas (CNG) buses. Management considers the most appropriate value measurement for CNG buses is replacement cost due to lack of an active market. During 2017, it was assessed that the carrying value of bus assets approximated fair value so no revaluation adjustments were made. Other plant and equipment recorded at fair value was last comprehensively valued by AssetVal Pty Ltd in 2012. In 2017 AssetVal advised a cost movement index of 4% since the last comprehensive revaluation which was applied to the asset register. Infrastructure

2017 Written down value $000

Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Parks Bikeways Other

2016 Written down value $000

8,133,759 3,121,467 151,224 260,101 111,927 256,751 118,446 21,519

8,129,118 3,074,398 152,042 245,839 122,900 226,596 112,189 23,396

12,175,194

12,086,478

All Council infrastructure assets are recorded at fair value using current replacement cost. This valuation comprises the asset's current replacement cost (CRC) less accumulated depreciation calculated on the basis of such cost to reflect the already consumed or expired future economic benefits of the asset. Council first determined the gross cost of replacing the full service potential of the asset and then adjusted this amount to take account of the expired service potential of the asset. Current replacement cost is measured by reference to the average cost at which the asset could be constructed in the normal course of business. For assets that could be stereotyped, a bill of quantities approach is used. A bill of quantities is an itemised list of materials, services and resources required to construct an asset which includes cost and quantity. Unit cost rates are calculated on a full cost of replacement basis with a new asset, including components that may not need to be replaced such as earthworks. Assets that are unique are individually valued based on a bill of quantities method. During 2017, Council engaged the following valuers to assess the general cost movement for construction of infrastructure assets in SEQ 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 less than 5%. Accordingly no adjustment to the fair value of Council infrastructure assets was made in the current financial year. Roads network (including roads, footpaths, kerb and channel, medians and bridges) A comprehensive valuation of the roads network was last undertaken in 2015. AECOM and Cardno, consulting engineers, were employed to provide average market unit rates for the construction of these asset categories based on a bill of quantities methodology which would be suitable for the valuation of Councilâ&#x20AC;&#x2122;s road network assets.

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SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment (continued)

11(g) Fair value measurement (continued) Council records its road infrastructure assets at a street within a suburb level and further categorises these into subclasses of roads, footpaths, kerb and channel, medians, fences and retaining walls etc. Each sub-class is componentised based on cost to construct, material type and useful life to facilitate valuations and depreciation calculations. Unique bridges on the Brisbane River are individually valued, varying according to the material type used for construction, the deck area and size. Construction estimates have been determined on a bill of quantities basis for each major component to give the values for each bridge. Smaller bridges are categorised into road and foot bridges spanning over road, rail or water. These bridges are then stereotyped based on span size and material type to give a rate per square metre of deck area. Drainage network A comprehensive valuation of drainage infrastructure was undertaken in 2015 based on unit rates provided by consulting engineers AECOM. Drainage assets are managed in segments of pipes plus manholes and gullies as the major components. Drainage assets are located underground and physical inspection is not possible. The age, size and type of construction material, together with current and planned maintenance practices are used to determine useful life and estimated remaining life. Unit rates are calculated on a bill of quantities basis for different size pipes and for different depths. The unit cost rate per linear metre is multiplied by the length of the pipe to calculate the current replacement cost (CRC). Flood mitigation network The flood mitigation network consists largely of open drains, sea and river walls, Stormwater Quality Improvement Devices (SQIDS) and groyns and forms part of the overall drainage network. These are valued on a unit rate basis. Wharves, piers, jetties This subclass includes jetties, pontoons, boat ramps and ferry terminals which are treated as stand alone assets and valued independently, as well as boardwalks which are valued on a unit rate basis. Traffic control network The traffic control network is valued using estimated replacement costs and is dependent on the number of approaches in the intersection. Parks Infrastructure in Council parks includes playgrounds, recreational facilities, paths and footbridges, access roads and car parks. Parks assets represent just over 1% of total assets. In 2016, Australian Valuation Solutions Pty Ltd were engaged to value the portfolio, with an index of 5% applied to all parks assets. In 2017, the index movement, as provided by the valuer, ranging from 1.5% to 3.75% was not applied to parks assets based on materiality. Bikeways Bikeways are stereotyped and valued on a unit rate basis.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 11

Property, plant and equipment (continued)

11(g) Fair value measurement (continued) Other assets Council conducts valuations of heritage assets, including statues, monuments and outdoor artworks based on the replacement cost of specific artworks using similar items of the same or functionally similar medium on a 5 yearly basis. This does not include the intrinsic historical or artistic value of the asset. A valuation of public artworks, heritage and cultural assets was commenced during 2017 and will be finalised in 201718. Heritage Assets represent less than 0.2% of Council overall asset base. The fair value of sportsfields, pools and ancillary assets was determined by independent valuer, AssetVal Pty Ltd by comprehensive valuation in 2014. An index report based on inputs from producer price data, construction indices and recent construction cost guides was provided this year for pools and sportsfields. A 5% increment was processed last year and an index adjustment of 4.71% in the current year. This was applied to the asset register in 2017. Road network, bridges and drainage network and all other infrastructure assets â&#x20AC;&#x201C; sensitivity of valuation to unobservable inputs All of Council's roads and drainage networks, and other infrastructure categories are valued using written down current replacement cost. This method utilises a number of inputs all of which require judgement and are therefore classed as unobservable. The use of different judgements could result in a different valuation.

11(h) Useful lives Asset class and sub-class

Useful life range (years) Lower Upper Indefinite Indefinite 5 140 1 87

Land Buildings Plant and equipment Infrastructure Roads network Drainage network Flood mitigation network Wharves, piers and jetties Traffic control network Parks Bikeways Other Other assets Heritage collection Sportsfields, pools and ancillary assets

10 50 20 20 16 4 30 Unit of production

120 150 100 50 26 114 80 33

Indefinite 10

Indefinite 156

For infrastructure assets that are built to design specifications, design life forms the basis of asset life. The estimated useful lives of assets are reviewed regularly and are substantially within the ranges outlined above. Depreciation methodology All assets except for buses and quarries are depreciated over their useful life using the straight line method. Buses are depreciated using the diminishing value method and quarries are depreciated using the unit of production method. Useful lives are reviewed regularly to ensure that the economic benefits embodied in the assets are consumed over the period of use by Council. Residual values are determined based on estimated recovery value at the end of an asset's useful life. Where complex assets have different service lives that are subject to regular replacement, these components are assigned useful lives and are depreciated accordingly.

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SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 12

Intangibles Computer software is capitalised at cost and then amortised on a straight-line basis to best represent the pattern of consumption over the expected period of benefit. Intangible assets are assessed for indicators of impairment on an annual basis. Council also tests intangible assets not yet available for use for impairment. Intangible assets are assigned useful lives between 2 and 22 years. Computer software $000

Consolidated and Council

Capital work in progress $000

2017 Total $000

2016 Total $000

Opening book value as at 1 July Capitalised expenditure Transfer between classes Disposals Amortisation provided in period

266,610 17,790 (1,190) (24,900)

44,136 29,995 (17,805) -

310,746 29,995 (15) (1,190) (24,900)

301,300 33,767 (24,321)

Book value as at 30 June

258,310

56,326

314,636

310,746

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 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

Other financial liabilities

14(a)

Composition of other financial liabilities

Consolidated 2017 2016 $000 $000

2017 $000

Council

202,555 71,201

199,242 74,753

203,532 71,171

197,299 74,729

273,756

273,995

274,703

272,028

2016 $000

Other financial liabilities comprise general purpose loans, specific purpose loans and finance leases. All loans payable at reporting date are with Queensland Treasury Corporation (QTC). They are measured and disclosed in the statement of financial position at book value of the principal outstanding. The book value of loans represents the current value of the debt to be repaid over its remaining term, which is related to the average lives of the assets for which the funds were borrowed. Where borrowing costs can be attributed to a specific capital project, the costs are capitalised as part of the qualifying asset during construction. Otherwise, borrowing costs are expensed as finance costs when they are incurred.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 14

Other financial liabilities (continued)

14(a)

Composition of other financial liabilities (continued) Consolidated 2017 2016 $000 $000

Current Loans General purpose Specific borrowings

Non-current Loans General purpose Specific borrowings Finance lease liabilities

14(c)

2017 $000

Council

2016 $000

62,213 18,993 81,206

31,861 13,939 45,800

62,213 18,993 81,206

31,861 13,939 45,800

1,080,418 767,095 1,847,513 48,597 1,896,110

646,209 787,108 1,433,317 48,595 1,481,912

1,080,418 767,095 1,847,513 48,597 1,896,110

646,209 787,108 1,433,317 48,595 1,481,912

1,977,316

1,527,712

1,977,316

1,527,712

The QTC loan market value at the reporting date is $2,194 million (2016: $1,826 million). This represents the value of the debt if Council repaid at that date. No assets have been pledged as security by Council for any liabilities, however all loans are guaranteed by the Queensland Government. During 2016 Council repaid $546 million in general purpose and specific borrowings from QTC which was sourced from the QUU loan repayments (refer notes 4(c) and 10).

14(b) Financing arrangements at reporting date Council has access to a working capital facility with QTC with a borrowing limit of $550 million (2016: $550 million). There was no working capital balance as at 30 June 2017. The facility includes an allocation to back reserves in note 20. Facilities available but not utilised as at end of financial year:

Current Bank overdraft Credit card QTC working capital facility

14(c)

Consolidated 2017 2016 $000 $000

2017 $000

Council

5,000 947 550,000

5,000 948 550,000

5,000 947 550,000

5,000 948 550,000

555,947

555,948

555,947

555,948

2016 $000

Finance leases Leases of buildings, plant and equipment where Council, as lessee, has substantially assumed all the risks and benefits of ownership are classified as finance leases. A leased 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 leased 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 statement of comprehensive income. A leased 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.

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SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 14

Other financial liabilities (continued)

14(c)

Finance leases (continued)

Liabilities in relation to finance leases are as follows: Within 1 year One to five years Later than 5 years Total minimum future lease payments Less future finance charges 14(a)

Consolidated 2017 2016 $000 $000

2017 $000

Council

3,876 16,497 86,584 106,957 (58,360)

3,781 16,095 90,862 110,738 (62,143)

3,876 16,497 86,584 106,957 (58,360)

3,781 16,095 90,862 110,738 (62,143)

48,597

48,595

48,597

48,595

2016 $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 reporting date. The provision was calculated in 2015 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. The factor tables provided by an actuary in 2015 have been used to calculate the provision in 2016 and 2017. Related on-costs are also included in the provision. The long service leave and workers compensation provisions have been discounted using discount rates derived from Commonwealth Government bond rates as at 30 June. 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 WorkCover Queensland. The provision is based on an independent actuarial assessment of the present value of the estimated future cash outflows to be made by Council resulting from workers' compensation claims.

Organisational restructure The provision for organisational restructure represents an estimate of voluntary redundancies and other costs associated with these obligations.

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 Obligations for future land remediation work are determined annually, with the nature and extent of work required dependent on condition assessments of the land and any proposed use of that land. Where Council has a present obligation, it is probable that the work will be undertaken and a reliable estimate of the amount can be made, it is recognised as a provision.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 15

Provisions (continued) Consolidated 2017 2016 $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 resumption Land restoration

2017 Consolidated and Council

Workers' compensation self insurance $000

Council 2017 2016 $000 $000

111,730 73 2,897 1,586 87,922 16,708 220,916

106,971 39 4,371 1,682 70,412 12,710 196,185

111,730 73 2,897 1,586 87,922 16,708 220,916

106,971 39 4,371 1,682 70,412 12,710 196,185

15,961 884 8,148 5,450 30,443

15,187 941 8,220 228 6,977 31,553

15,961 884 8,148 5,450 30,443

15,187 941 8,220 228 6,977 31,553

251,359

227,738

251,359

227,738

Organisational Land restructure resumption $000 $000

Land restoration $000

Total $000

Balance at beginning of year Provisions recognised/(derecognised) Payments made Discount rate adjustment

12,591 5,069 (3,692) (2,923)

1,682 400 (496) -

70,640 34,308 (17,026) -

19,687 6,493 (4,022) -

104,600 46,270 (25,236) (2,923)

Balance at end of year

11,045

1,586

87,922

22,158

122,711

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 2017 2016 $000 $000

Current Refundable deposits Unearned revenue and lease premiums received in advance

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Council 2017 2016 $000 $000

706

600

706

600

36,764

36,077

36,726

36,059

37,470

36,677

37,432

36,659

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 17

Capital Capital and the asset revaluation surplus together represent the amount of wealth currently required and in use by Council for its operations and to maintain its assets and infrastructure at existing levels of operating capability. The city capital account represents Council's ongoing net worth. Movements in capital occur through the debt funding and asset acquisition accounts. The debt funding account is operated by transferring an amount equal to the capital element of debt servicing expenditure through the statement of changes in equity. It represents the extent to which the financial position of Council has changed as a result of raising loans to fund asset acquisitions and by raising revenue to fund principal debt repayments. The asset acquisition account is used for the appropriation of capital funds raised, such as revenue and loans that are spent during the year for the acquisition of non-current assets. The balance of these two accounts are transferred to the city capital account at the end of each financial year, as they represent a change to ongoing net wealth. Consolidated 2017 2016 $000 $000

2017 $000

Council

2016 $000

Balance at beginning of year Transfers: Transfer (to)/from debt funding account Transfer (to)/from asset acquisition account

9,802,076

9,179,568

9,579,134

9,244,978

50,396 (90,103) (39,707)

124,384 498,124 622,508

50,396 (188,471) (138,075)

124,384 209,772 334,156

Balance at end of year

9,762,369

9,802,076

9,441,059

9,579,134

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 at beginning of year $000

Consolidated 2017 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revaluation surplus of associate

2016 Land Buildings Plant and equipment Infrastructure Other assets Share of asset revaluation surplus of associate

Balance at Movements end of year $000 $000

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

2,787,691 140,981 22,381 6,200,515 29,504 130,920

935 54,820 (1,401) 102,588 1,718 -

2,788,626 195,801 20,980 6,303,103 31,222 130,920

9,311,992

158,660

9,470,652

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 18

Asset revaluation surplus (continued) Balance at beginning of year $000

Council 2017 Land Buildings Plant and equipment Infrastructure Other assets

2016 Land Buildings Plant and equipment Infrastructure Other assets

Balance at Movements end of year $000 $000

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

2,774,315 68,136 22,381 6,200,515 29,504

1,253 40,476 (1,401) 102,588 1,718

2,775,568 108,612 20,980 6,303,103 31,222

9,094,851

144,634

9,239,485

Fair value reserves This represents the change in the fair value in managed funds invested with Queensland Investment Corporation as set out in note 9.

Accumulated surplus This represents the part of Council's net wealth that is not required to meet immediate requirements or to meet specific future needs. Council's surplus includes budgeted reserves which represent wealth which is accumulated by Council to meet specific anticipated future needs. In each case, the amount relates to a perceived future requirement which is not currently a liability.

Other reserves Unallocated accumulated surplus

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Consolidated 2017 2016 $000 $000

2017 $000

Council

770,756 390,350

479,152 208,648

770,756 169,565

479,152 8,010

1,161,106

687,800

940,321

487,162

2016 $000

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 20

Accumulated surplus (continued) Other reserves Reserves do not represent additional funds. The amount in each reserve is backed by an equivalent amount included in cash and cash equivalents (refer note 5), investment in Queensland Investment Corporation (refer note 9) and the working capital facility (refer note 14). Council holds the following reserves: Insurance reserve

This reserve was created to cover the potential liability for insurance claims and is represented by units held in a Queensland Investment Corporation managed fund excluding unrealised gains (refer note 9). Council is self insured for part of its insurable risk.

Valley Mall general reserve

This reserve represents the balance of unspent funds collected from the Valley Mall separate rates and mall revenue.

Valley Mall asset replacement reserve

This reserve was created for asset replacement in the Valley Mall.

Queen Street Mall general reserve

This reserve represents the balance of unspent funds collected from the Queen Street Mall separate rates and mall revenue.

Queen Street Mall asset replacement reserve

This reserve was created for asset replacement in the Queen Street Mall.

Bushland preservation reserve

This reserve represents the balance of unspent funds collected from the Bushland levy and special purpose borrowings.

TransApex reserve

This reserve was created to provide funds for the TransApex group of projects.

Emergent expenditure and inflation provision reserve

This reserve was created to provide a contingency amount to offset any inflation effects or to fund any major, unforeseeable event.

Infrastructure reserve

This reserve represents the balance of unspent funds for improvement and expansion of infrastructure networks.

City Reach Boardwalk reserve

This reserve was set aside to provide funding for emergent rehabilitation works, as required, on City Reach Boardwalk. 2017 Balance at beginning of year $000

Consolidated and Council Insurance reserve Valley Mall general reserve Valley Mall asset replacement reserve Queen Street Mall general reserve Queen Street Mall asset replacement reserve Bushland preservation reserve TransApex reserve Emergent expenditure and inflation provision reserve Infrastructure reserve City Reach Boardwalk reserve

2017 Balance at end of year $000

2016 Balance at beginning of year $000

2016 Balance at end of year $000

39,960 834 3,942 6,841 12,498 841 50,000 299,866 64,370 -

41,694 665 4,220 6,252 13,976 439,579 264,370 -

39,410 644 3,231 4,690 11,759 1,266 50,000 294,201 61,350 4,000

39,960 834 3,942 6,841 12,498 841 50,000 299,866 64,370 -

479,152

770,756

470,551

479,152

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 21

Reconciliation of the increase in operating capability to cash flows from operating activities Consolidated 2017 2016 $000 $000

2017 $000

431,391

181,811

312,876

87,417

11, 12

325,398 (38,974) 11,227 67

333,445 (21,915) 25,133 (182)

325,398 (38,974) 11,747 67

333,435 (21,915) 24,612 (182)

4(d)

43,186 340,904

55,841 5,387 397,709

47,082 345,320

55,841 152 391,943

(1,734) (124,513) (108,317) (234,564)

(550) (96,251) (77,273) 65,357 (108,717)

(1,734) (127,965) (129,699)

(550) (77,273) 65,357 (12,466)

(2,111) (8,481) (15,282) (215) 1 6,303 3,866 17,283 1,364

(1,600) (25,694) (2,323) 4,465 89 590 652 4,910 (18,911)

(2,111) (5,676) (6,540) 2,676 1 234 3,866 17,283 9,733

(1,600) (25,954) 3,291 2,352 89 590 652 4,910 (15,670)

539,095

451,892

538,230

451,224

Note Increase in operating capability Non-cash items included in operating result Depreciation and amortisation Non-cash donations and contributions Allowance for doubtful debts Allowance for slow moving and obsolete stores (Gain)/loss on disposal of property, plant and equipment and intangibles (Gain)/loss on disposal of financial assets Investing and financing activities Investment management fees and reinvestment Participation rights - Queensland Urban Utilities Dividends received Finance cost Changes in assets and liabilities Rates and utility charges receivable Other debtors Other assets Payables Financial liabilities Other liabilities Provision for employee benefits Other provisions

Net cash inflow from operating activities

Council

2016 $000

Commitments Operating leases

Within 1 year One to five years Later than 5 years

Consolidated 2017 2016 $000 $000

2017 $000

Council

101,639 318,523 447,484

103,739 321,778 477,771

112,220 362,603 586,358

110,546 349,715 603,304

867,646

903,288

1,061,181

1,063,565

2016 $000

Contractual commitments for operating expenditure

Contractual commitments at balance date but not provided for in the financial statements are payable as follows: Consolidated 2017 2016 $000 $000 Within 1 year One to five years Later than 5 years

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2017 $000

Council

2016 $000

181,670 599,996 1,466,109

214,936 310,112 67,578

181,131 599,173 1,466,109

214,204 309,044 67,578

2,247,775

592,626

2,246,413

590,826

SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 22

Commitments (continued) Contractual commitments for capital

Capital expenditure contracted for at balance date but not provided for in the financial statements is payable as follows: Consolidated Council 2017 2016 2017 2016 $000 $000 $000 $000 Within 1 year One to five years

186,252 148,523

334,856 198,147

174,914 148,523

316,519 198,137

334,775

533,003

323,437

514,656

Leases as lessor

Future operating lease rental commitments receivable for property, plant and equipment comprise:

Within 1 year One to five years Later than 5 years

Consolidated 2017 2016 $000 $000

2017 $000

Council

19,442 58,941 139,748

21,617 64,506 146,866

17,140 50,692 114,619

17,744 47,729 118,354

218,131

232,989

182,451

183,827

2016 $000

Contingencies Contingent liabilities Consolidated 2017 2016 $000 $000 Claims Land resumptions Infrastructure charges

2017 $000

Council

2016 $000

14,762 19,216 20,591

16,587 25,548 34,325

14,762 19,216 20,591

16,587 25,548 34,325

54,569

76,460

54,569

76,460

In addition, Council has 147 (2016:147) closed landfill sites throughout Brisbane. Obligations for future remediation work are determined annually under Council's Closed Landfill and Contaminated Land Management program, with the nature and extent of work required dependent on a condition assessment of the land and any proposed use of that land. Since the obligation to perform work is dependant on regular, ongoing condition assessments and the costs of work required cannot be reliably measured for all sites, a provision for land restoration is established where a reliable estimate of works has been assessed for the ensuing financial years.

Contingent assets Council has contingent assets related to Go-Between Bridge and Legacy Way Tunnel. These are included in note 25(b).

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 24

Transactions with related parties Subsidiaries The group consists of Council, its subsidiaries and controlled entities of those subsidiaries (note 9). Only one of the subsidiaries is consolidated (note 1(d)). The following transactions occurred with subsidiaries. 2017 $000 Grants, contributions and sponsorships provided by Council Dividends paid to Council Rent paid by Council

68,533 20,000 15,163

Key management personnel 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. 2017 $000 Short-term employee benefits Post-employment benefits Long-term benefits Termination benefits

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: 2017 $000 Employee expenses for close family members of KMP

741

Close family members of key management personnel were employed through an armâ&#x20AC;&#x2122;s length process in accordance with Councilâ&#x20AC;&#x2122;s recruitment policies. They are paid in accordance with the relevant award for the job they perform. The above figure includes all remuneration received by close family members of KMP.

Commitments to/from subsidiaries 2017 $000 Lease contracts payable by Council Funding agreements payable by Council Lease contracts receivable by Council

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.

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SECTION 8: ANNUAL FINANCIAL STATEMENTS

Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 25

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 the absence of a specific standard, Council considered the substance of service concession arrangements and determined the appropriate policy in accordance with AASB 108 Accounting Policies, Changes in Accounting Estimates and Errors. 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. Council will review the application of the standard to its service concession arrangements for the reporting period commencing 1 July 2019.

25(a)

Clem Jones Tunnel In 2006, Council entered into a contractual arrangement to establish a public-private partnership over a concession period of 45 years to construct, maintain and operate the Clem Jones Tunnel (CLEM7) as a toll road. The road opened in March 2010. Council paid a works contribution of $503 million, and incurred additional project costs of $91 million, for which $167 million of infrastructure assets were received by Council as "returned works". Following completion of CLEM7, the returned works were recognised as infrastructure assets. The difference of $427 million relates to infrastructure to be received at the end of the concession period and was written down against the asset revaluation surplus.

25(b) Go-Between Bridge and Legacy Way Tunnel In September 2010 Council awarded the Transcity consortium a contract to design and construct the Legacy Way (LW) tunnel as a toll road. Construction commenced in February 2011 and the LW tunnel opened for traffic in June 2015. In August 2013 Council finalised a contract with QIC Private Capital Pty Ltd and Queensland Motorways Holding Pty Ltd (together QMH) for a tollway concession, long term lease and related network arrangements for Go-Between Bridge (GBB) and Legacy Way Tunnel. Under the arrangement, QMH was granted a long-term tollway concession and lease for tolling rights of GBB and LW, with Council retaining responsibility to complete construction of LW. In June 2014, Council consented to a change in control of the concessions to Transurban, Australian Super and Tawreed Investments Limited consortium. These assets remain in Council's ownership however control of the assets has been transferred to the consortium during the concession periods under a risks and rewards approach. QMH is responsible for all operations and maintenance requirements throughout the concession period. The concession period for each asset is 50 years. This commenced in December 2013 for GBB and in June 2015 for LW. At the end of each concession period their operations revert back to Council's control. Council has forecast future revenue payments of $3.2 million for GBB in financial year 2018, and $126.7 million for LW in financial year 2020 in line with the 2017-18 Annual Plan and Budget. The future payments may exceed or be less than these estimates, depending on future traffic volumes. Council may receive additional payments for future revenue share from higher than expected traffic outcomes, or additional refinancing or other contractual benefits. GBB and LW are not recognised in Council's statements of financial position. This takes into consideration the risks and rewards approach and reflects the transfer of control of the assets to the consortium during the concession periods. Council has not recognised any residual asset values due to uncertainty around the reliable measurement of the future economic benefits at the end of the 50 year concession period. An estimate of the possible present value of the residual value indicates the amount is likely to be immaterial. However, this position will be reviewed by Council each financial year over the life of the concession.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 26

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 Council 2017 2016 2017 2016 $000 $000 $000 $000 Net defined benefit asset Net asset at start of year 11,213 13,313 11,213 13,313 13,493 11,213 13,493 11,213 Net asset at end of year Fair value of Fund assets Fair value at beginning of the year Fair value at end of the year

64,476 66,815

67,831 64,476

64,476 66,815

67,831 64,476

Defined benefit obligation Present value at beginning of the year Present value at end of the year

53,263 53,322

54,518 53,263

53,263 53,322

54,518 53,263

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 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 the Council contributes to the Fund as follows: in respect of defined benefit members, 14% of members' salaries (inclusive of the 3% occupational contribution), plus 5.88% of salaries for defined benefit members' contributions made via salary sacrifice. The expected employer contributions for the period ending 30 June 2018 is $1,048,000.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 27

National competition policy Business activities classified under the City of Brisbane Regulation 2012 are: Transport for Brisbane Civil Construction and Maintenance Operations Urban Amenities Waste Services City Projects Office Brisbane City Cemeteries City Parking Golf Courses Sports and Aquatic Centres Asset Portfolio Management City Hall Precinct

Commercial business unit Significant business activity full cost pricing Significant business activity full cost pricing Significant business activity full cost pricing 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 Prescribed business activity code of competitive conduct

Revenue Internal Council revenue - Community service obligations External Council revenue

City Parking 2017 2016 $000 $000

85,031 316,736 401,767

81,978 306,280 388,258

30,549 30,549

29,845 29,845

399,763 4,278 404,041

387,809 3,842 391,651

10,277 1,578 11,855

9,470 1,057 10,527

Surplus/(deficit) before tax Plus/(less) tax equivalent

(2,274) (81)

(3,393) 598

18,694 (437)

19,318 (277)

Surplus/(deficit) after tax

(2,355)

(2,795)

18,257

19,041

Expenses Administration, overheads and cost of resources Depreciation

Transport for Brisbane 2017 2016 $000 $000

Events after the reporting period CBIC declared a dividend of $20 million at the Board meeting on 25 July 2017. The dividend was paid to Council on 26 July 2017. The Local Government Systems Upgrade project is a key business improvement initiative that will enable Council to deliver its core local government services more efficiently and effectively through an integrated cloud based solution. The projectâ&#x20AC;&#x2122;s key integration partner was TechnologyOne Limited. On 28 July 2017 the contract with TechnologyOne was terminated. On the date of this report, a financial estimate is not able to be made in relation to the potential implications.

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 29

Financial instruments and financial risk management

29(a)

Categorisation of financial instruments Council has the following categories of financial assets and financial liabilities: Consolidated 2017 2016 $000 $000

2017 $000

906,460

436,583

802,411

329,226

6 9

77,061 53,977

64,495 43,084

58,543 189,577

62,513 183,985

1,037,498

544,162

1,050,531

575,724

278,742

274,138

274,709

272,034

Note

Financial assets Cash and cash equivalents Receivables (loan/receivable financial asset and measured at amortised cost) Other non-current financial assets (at cost)

Financial liabilities Payables (financial liabilities measured at amortised cost) Other financial liabilities (financial liabilities measured at amortised cost)

Council

2016 $000

1,977,316

1,527,712

1,977,316

1,527,712

2,256,058

1,801,850

2,252,025

1,799,746

29(b) Financial risk management objectives and policies Council's principal financial instruments include cash and short-term deposits, investments, loans and various facilities such as working capital and a bank overdraft. The main purpose of these financial instruments is to provide adequate financial capability to support Council's operations, the acquisition of non-current assets and management of its financial market risks. Council has various other financial assets and liabilities such as trade receivables and payables, which arise directly from its operations. Council's activities expose it to a variety of risks including market risk (such as currency risk and interest rate risk), credit risk and liquidity risk. Council's financial risk management activities seek to minimise potential adverse effects of the unpredictability of financial markets on financial performance. Derivative products are used when considered necessary to hedge certain risk exposures. Financial risk management is undertaken by Council's treasury operations and its activities are monitored by Council's Financial Risk Management Committee.

29(c)

Market risks Interest rate risk Interest rate risk refers to possible fluctuations caused by changes in the value of interest bearing financial instruments as a result of changes in market rates. Interest rate risk includes long term borrowings such as loans from Queensland Treasury Corporation where repayments vary in accordance with the movement in the underlying borrowing rate. Council's interest rate sensitivity to an expected 1% maximum fluctuation in interest rates if all other variables were held constant is: Increase/(decrease) in operating capability and equity

1% increase in interest rates 1% decrease in interest rates

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Consolidated 2017 2016 $000 $000 7,941 (7,803)

4,207 (4,207)

2017 $000

Council

6,836 (6,698)

2016 $000 3,133 (3,133)

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Brisbane City Council Notes to the financial statements for the year ended 30 June 2017 29

Financial instruments and financial risk management (continued)

29(d) Liquidity risk Liquidity risk refers to the ability of Council to meet its financial obligations as and when they fall due. Council is exposed to liquidity risk through its normal course of business. Council's objective is to maintain adequate access to highly liquid investments, borrowings and other credit facilities. The following table discloses the contractual maturity of Council's financial liabilities, calculated based on undiscounted cash flows relating to the liabilities at reporting date. 1 year or less $000

Consolidated 2017 Financial liabilities Payables Loans Finance lease liabilities

2016 Financial liabilities Payables Loans Finance lease liabilities

Payable in: Over 1 to 5 years $000

More than 5 years $000

Total $000

273,756 172,179 96

4,986 690,341 1,574

2,088,576 46,927

278,742 2,951,096 48,597

446,031

696,901

2,135,503

3,278,435

273,995 130,112 (1)

143 519,531 1,074

2,147,156 47,522

274,138 2,796,799 48,595

404,106

520,748

2,194,678

3,119,532

At 30 June 2017, the current book value owing by Council on QTC loans is $1,929 million (2016: $1,479 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. 1 year or less $000

Council 2017 Financial liabilities Payables Loans Finance lease liabilities

2016 Financial liabilities Payables Loans Finance lease liabilities

29(e)

Payable in: Over 1 to 5 years $000

More than 5 years $000

Total $000

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

272,028 130,112 (1)

6 519,531 1,074

2,147,156 47,522

272,034 2,796,799 48,595

402,139

520,611

2,194,678

3,117,428

Credit risk The credit risk of financial assets that have been recognised on the statement of financial position, is the carrying amount net of any impairment. No significant concentration of credit risks has been identified, as exposure is spread over a large number of counterparties and customers. Council has policies in place to ensure that credit facilities are made to customers with an appropriate credit history. An analysis of outstanding receivables is shown in note 6.

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GLOSSARY A Access and Inclusion Plan 2012-2017: places priority on achieving inclusion and equitable access to Council services for everyone including people with a disability, chronic illness or temporary impairment and parents with young children and seniors. 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: educates students, parents and teachers to leave the car at home and travel by walking, cycling or using public transport. All abilities playground: playgrounds that provide a variety of play experiences for people of all abilities. Annual Plan (and Budget): each year the Lord Mayor presents and Council adopts an Annual Plan and Budget. The Annual Plan specifies the outcomes Council seeks to achieve, the services Council provides to the community and the projects that Council will undertake. The Budget provides authorisation for Council’s expenditures and revenue collection. Annual Report: Council’s report on its annual performance. The report includes statements about annual performance, financial statements and disclosures required under legislation. Asia Pacific Cities Summit and Mayors’ Forum (2015APCS): 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.

B Backflow prevention device: a device designed to allow water to flow in only one direction through piped stormwater systems. Biodiversity: a healthy diversity of native plants and wildlife. Bluetooth: short-range wireless interconnection of mobile phones, computers, and other electronic devices.

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Braille trail: a pathway of paving with dot and dash patterns that can be followed by a person with impaired vision, using a cane. Tiles with ridges indicate the direction of travel along the trail. Tiles with raised dots are used as warnings. BrisAsia Festival: annual three week festival program celebrating the best of Asian art and culture across Brisbane. Includes hands-on artistic workshops, Asian‑inspired cooking classes and cultural performances. Brisbane 2022 New World City Action Plan: aims to define the priorities that will drive the city’s economic growth for the next five years and beyond. Brisbane Canvas project: an extension of the successful Vibrant Laneways Outdoor Gallery program, the project introduces a rich range of innovative and imaginative commissioned street art to Council and Queensland Government-owned walls, pillars and bridge structures in Brisbane, energising our public spaces and celebrating our creative scene. Brisbane City Hall: City Hall has been the backdrop to many of Brisbane’s cultural, social, and civic events. To conserve and restore this iconic building for future generations, City Hall closed in January 2010 for three years of repair work and upgrades. The project was completed and rededicated to the people of Brisbane in April 2013. Brisbane City Plan 2014: Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed. Brisbane Clean Air Strategy: Council’s plan for the short-to-medium term to protect Brisbane’s air quality and achieve the Brisbane Vision goal to be a clean, green and sustainable city. Brisbane. Clean, Green, Sustainable 2017-2031: highlights our city’s key sustainability achievements and outlines future targets and commitments to drive us towards a cleaner, greener and more sustainable city. Brisbane Economic Development Plan 2012-2031: sets out the priorities and actions required to support Brisbane’s economic development to 2031. Brisbane Festival: a major international arts festival that explodes onto the Brisbane scene every September with a thrilling program of music, theatre, dance, opera, circus and major public events such as Sunsuper Riverfire.

GLOSSARY

Brisbane Greeters: a voluntary service in which friendly and well-informed local people show visitors the city. Brisbane Incident Management System Online (BIMS): an industry standard enhanced disaster management information system. BIMS Online allows Council to effectively monitor, communicate and coordinate timely response to emergency and disaster events within the Brisbane Local Government Area. Brisbane City Council Local Government Area (LGA): a defined portion of the metropolitan area of Brisbane, Queensland, Australia. Unlike LGAs in other mainland state capitals (Sydney, Melbourne, Perth and Adelaide), which generally encompass only central business districts and close neighbourhoods, the Brisbane LGA covers a large portion of the metropolitan area. As a result it has a larger population than any other LGA in Australia. Brisbane Marketing: a partner in delivering Council’s economic 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. With much of the inner city bus network already at capacity, Brisbane Metro will deliver a high-frequency subway system that will cut travel times, reduce CBD congestion and provide more buses to the suburbs. 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 Parking Taskforce (the Taskforce): an independent taskforce established in June 2014 by the Lord Mayor to advise Council on how to respond to parking issues and to best manage on-street parking in the future. The Taskforce includes representatives from Royal Automobile Club of Queensland (RACQ), Parents and Citizens Queensland, National Retail Association, Multicap, Taxi Council Queensland, Transport Workers Union, Chamber of Commerce and Industry Queensland, Parking Australia and Brisbane Transport. Brisbane 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.

Budget (and Annual Plan): see Annual Plan. Bushland Acquisition program: uses funds raised from the Bushland Preservation Levy to acquire and maintain property that supports significant ecosystems, plants and animals. Bushland Preservation Levy: Brisbane residents and businesses pay a Bushland Preservation Levy as part of their rates account. The levy goes to the protection and enhancement of the natural environment and creation of a world-class natural area network for Brisbane. Business and System Efficiency (BaSE) program: a key Council business transformation initiative. The project replaced more than 60 ICT (information and communications technology) systems with a single integrated system for core business processes including finance, procurement, asset management and payroll. Business 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 CaLD: see Culturally and Linguistically Diverse. Carbon (offsets): Council is committed to being carbon neutral. Purchases offset the impact of Council’s fleet and stationary uses of fuel. CBD: central business district. CEO: the Chief Executive Officer is Council’s highest ranking executive. Chairman: each standing committee of Council is chaired by a Councillor. CityCats: Council’s fleet of catamaran ferries operating along the Brisbane River from the University of Queensland, St Lucia to Northshore Hamilton.

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City Centre Master Plan: a coordinated strategy to guide future development, transportation and public space investments over the next 20 years to ensure the Brisbane city centre is safe, attractive and a continued source of pride. CityCycle: a bicycle hire service with stations located at key inner city destinations between the University of Queensland, St Lucia and Newstead. CityGlider: buses which provide high-frequency transport. The Blue CityGlider travels from West End to the west of the CBD and to Newstead in the east. The Maroon CityGlider operates from Ashgrove to Stones Corner connecting major sporting, entertainment, shopping and dining precincts. City of Brisbane Act 2010: provides for the way in which Council is constituted and its responsibilities and powers. It is supported by the City of Brisbane Regulation 2012. City of Lights project: developed as part of the Brisbane City Centre Master Plan 2014, the project is working towards transforming Brisbane into a City of Lights, where buildings, bridges and natural features are lit up to activate our vibrant and creative city at night. Civic Cabinet (also known as the Establishment and Coordination Committee): Civic Cabinet makes decisions on a range of matters delegated to it by Council. Civic Cabinet is chaired by the Lord Mayor and includes the chairmen of Council’s seven other standing committees. CCTV: closed circuit television system in which cameras and receivers are linked by wire. Community engagement: term Council uses for involving residents in its decision-making process. Community engagement has benefits to both the resident and Council because it allows access to wider sources of information, points of view and potential solutions.

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Councillor: a Councillor is an elected member of Council. The role requires a Councillor to provide community leadership and guidance, and to facilitate communication between the community and Council. Councillor discretionary funding: see Lord Mayor’s Suburban Initiative Fund. Creative Brisbane Creative Economy 2013-22: a strategy aimed at strengthening Brisbane’s liveability as a vibrant creative hub and ensuring Brisbane will be the premier location for talented people to live, work and play. Culturally and Linguistically Diverse (CaLD): refers to the wide range of cultural groups represented in the community. Acknowledges differences in religion and spirituality, ethnicity and language. Customer Focus Vision 2016: expresses a vision for Council that is dedicated to customers – everyone, everywhere, every time. Cycling Brisbane: a program designed to encourage people of all ages and abilities to cycle.

D Development approval (DA): Council’s development approval process regulates development in a manner consistent with the Brisbane City Plan 2014. DisABILITY ACTION at WORK program: provides paid work experience and career development for people with disability. Disability Discrimination Act 1992 (DDA): specifies obligations of public service providers including local government. DDA aims to promote the principle that people with a disability have the same fundamental rights as the rest of the community. Disaster management: Council plays a major role in managing the impacts of disasters within its boundaries.

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.

Disputes Commissioner, Office of: an independent office within Council that investigates complaints about infringement notices and makes recommendations to either waive or uphold them.

Corporate Plan: Council’s Corporate Plan specifies the medium term (five year) strategic objectives that Council seeks to achieve. The Annual Plan and Budget delivers to these objectives. Achievement of Corporate Plan objectives over a series of Corporate Plans delivers to the long-term community plan.

Domestic and Family Violence Leave Framework: a framework to assist in fostering a workplace culture where employees experiencing domestic and family violence feel supported through provision of leave entitlements.

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GLOSSARY

Downfall Creek Environment Centre: Brisbane has three environment centres at Boondall Wetlands, Downfall Creek and Karawatha Forest. People of all ages can use the centre to learn about the importance of the flora, fauna and urban bushlands in the wider environment.

Food Act 2006: provides for matters relating to handling and selling food etc.

Early Warning Alert Service: provides residents in the Brisbane City Council LGA with weather alerts via email, SMS and/or home phone.

Full-time equivalent employees (FTE): the statistic stated in this report is calculated as at 30 June 2017. 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.

Eat Safe Brisbane: a food safety rating scheme, developed in consultation with industry bodies, to help maintain and improve food safety standards in Brisbane.

Future BNE Challenge: in partnership with Queensland Museum, Council delivered the Green Heart Schools Future BNE Challenge, as part of World Science Festival Brisbane.

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. Emergency Vehicle Priority (EVP): an Intelligent Transport System solution that automatically interrupts traffic signals and provides a green light to emergency response vehicles prior to the vehicle’s arrival at an intersection. EVP is operational at 310 intersections. Establishment and Coordination Committee: see Civic Cabinet. Executive Management Team (EMT): consists of the Chief Executive Officer, divisional managers and executive managers from across the organisation.

F Financial Sustainability Statements, current year and long-term: contain measures of financial sustainability specified in the City of Brisbane Regulation 2012. Council is required to report its performance and forecasts. These are located in the Annual Report with Council’s annual financial statements.

G GOLD ‘n’ Kids program: GOLD ‘n’ Kids is a Council program of activities for children aged four years and over and grandparents to enjoy together. Green Heart: through this program, Council encourages Brisbane residents to make changes to their everyday lives to help achieve the goal of Brisbane becoming a more sustainable city. The program includes special events and workshops as well as initiatives for residents, business and schools. GreenPower: accredited, renewable energy generated from sources like wind power, solar farms and biomass, which do not produce any net greenhouse gas emissions. Green waste: garden waste including cuttings from shrubs and trees, palm fronds, grass clippings, weeds, leaves and loose bark. Growing Older Living Dangerously (GOLD): an Active and Healthy Lifestyle program which provides free or low-cost activities for residents aged 50 years and over. Council also runs GOLD n’ Kids, for seniors and children (aged four years and over).

FloodWise Information Property Report: a free report that states the risk of various types of flooding at a specific property. It is available to download from Council’s corporate website. The information is sourced from Council flood studies and models developed for the river and our major creeks and waterways.

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Health, Safety and Amenity Local Law 2009: Council’s local law that protects the standards of community health and safety, and enhances local amenity by regulating activities that may have an adverse impact on community health, safety and local amenity standards.

Karawatha Forest Discovery Centre: located in Karawatha Forest Park, the centre educates residents and visitors about the natural area’s environmental significance. It provides various interactive experiences, including an insight to the local frog population and a Queensland first nature play space.

Healthy Waterways: a not-for-profit organisation working to protect and improve waterway health in SEQ.

Kingsford Smith Drive upgrade: to reduce traffic congestion and improve safety on the busy road linking Brisbane CBD to the Brisbane Airport, Port of Brisbane, Northshore Hamilton and the Australia TradeCoast area.

Heritage trails: there are 11 suburban heritage walking trails across Brisbane celebrating the stories of local suburbs, in addition to Aboriginal culture trails, the Reflections on the River Trail and the Kangaroo Point National History Project Trail. Homeless Connect: brings together business and community groups twice a year to provide free services to people 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 Immunisation: Council provides free vaccinations. All children, including international and interstate visitors, can use Council’s free immunisation service. Industrial Relations Act 2016: Queensland State Government legislation to provide a framework for cooperative industrial relations that is fair and balanced, and supports the delivery of high quality services, economic prosperity and social justice for Queenslanders.

Leadership Blueprint: a framework that defines everyday leadership behaviours. It captures the six capabilities that represent and define successful leadership at Council. Legacy Way: Legacy Way (formerly Northern Link) is a major road tunnel project connecting the Western Freeway at Toowong with the Inner City Bypass (ICB) at Kelvin Grove. Legacy Way is the fourth project in Council’s TransApex plan, designed to reduce congestion and increase connectivity on Brisbane’s road network. 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 our city grows we maintain our high standard of infrastructure, delivered where and when it is needed for the best value for money.

Innovative Proposals Policy: launched in August 2015, the policy encourages unique and innovative ideas to provide improved services and reduced delivery costs for ratepayers.

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.

J.C. Slaughter Falls and Simpson Falls picnic areas: located in Mt Coot-tha Reserve, J.C. Slaughter Falls and Simpson Falls picnic areas are the starting point for some great walks up the mountain, and are excellent for wildflower viewing in late winter and spring when the golden wattles and purple hoveas of the open forest understorey burst into bloom.

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Lord Mayor’s Multicultural Round Table: aims to identify and facilitate opportunities for business and economic development in Brisbane’s multicultural community.

GLOSSARY

Lord Mayor’s Suburban Initiative Fund: the Annual Plan and Budget allocates this fund for Councillors to employ at their discretion to support local projects and help build stronger communities. Details on how to apply are available at www.brisbane.qld.gov.au Lord Mayor’s Writers in Residence program: Council libraries host literary events and writing workshops featuring high-profile authors.

N NAIDOC: National Aboriginal and Islanders Day Observance Committee. Council provides assistance to community organisations to run events which celebrate the achievements and culture of Aboriginal and Torres Strait Islander peoples. National Competition Policy: organisational arrangements aligned with Council’s obligations under the National Competition Policy.

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. Pets and People Education Program (PetPEP): An Education Queensland accredited program, which is run as a joint initiative between Council, the Australian Veterinary Association, RSPCA and Biosecurity Queensland. Students are taught about what they need to do to take care of a pet, from choosing the right exercise for an animal to medical care. Programs: the outcomes that Council plans for are grouped together in programs. In 2016-17 Council’s programs were: 1. Clean, Green and WaterSmart City 2. Moving Brisbane

Neighbourhood plans: locally specific statutory plans which guide future development, urban design and land uses.

3. Future Brisbane

New World City: as Australia’s New World City, Brisbane has rapidly emerged as an influential leader in the Asia Pacific and a highly desirable place to do business. The city’s growing global recognition was accelerated by its highly successful staging of the G20 World Leaders’ Summit in 2014.

6. Economic Development

New World City Design Guide: Buildings that Breathe: provides a shared vision for achieving subtropical building design in Brisbane. New buildings in Brisbane’s city centre, mixed-use inner city, transport corridors and principle regional activity centres will embrace the subtropical climate by opening up to cooling breezes, providing lush landscaping, shade and comfort.

O 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.

4. Your Brisbane 5. Public Health and Safety 7. Customer Focus 8. City Governance. Council’s Annual Plan and Budget lists programs, their outcomes, associated services and projects and the budgets allocated to them.

Q Queensland Police Service (QPS): the primary law enforcement agency for the State of Queensland. Council liaises with QPS on issues including traffic accidents, street closures, special event management, disaster management and graffiti management. QUBE Effect: Brisbane’s annual contemporary youth music program. Youth Week initiative selecting local acts to perform a 20-minute set to a live audience who are then squeezed into QUBEs (cubes) to play their favourite song for a chance to win $4000 in The QUBE Effect People’s Choice competition.

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Standing Committees: Council has eight standing committees made up of and chaired by elected representatives. The committees are:

Rapid Response Group (RRG): the response team that provides Council’s frontline key safety and amenity response across Brisbane 24 hours a day. Resource recovery centre: waste minimisation initiative that provides local residents with free disposal for recycling and reusable materials.

ww Establishment and Coordination Committee (Civic Cabinet) ww City Planning Committee ww Environment, Parks and Sustainability Committee ww Field Services Committee ww Finance and Economic Development Committee ww Infrastructure Committee

ww Lifestyle and Community Services Committee ww Public and Active Transport Committee.

SAP: software to enable finance, procurement, Human Resources (HR), payroll and assets and works management processes and workflows. Sister Cities: Council builds mutually beneficial relationships with other cities around the world in particular Asia, to develop economic and cultural ties and promote Brisbane as Australia’s New World City. Council has nine sister cities. They are: ww Abu Dhabi, United Arab Emirates ww Auckland, New Zealand ww Chongqing, China ww Daejeon, South Korea ww Hyderabad, India ww Kaohsiung, Taiwan ww Kobe, Japan ww Semarang, Indonesia ww Shenzhen, China. Social media: Council uses social media channels including Facebook, Twitter, YouTube, Instagram, Snapchat, Pinterest and Flickr to provide information to and interact with residents on community service announcements and information about events, services, initiatives, community engagement opportunities and disaster/crisis management. Residents must ‘opt in’ to these communication channels. SmartForms: allows desktops and mobile computing devices access to online forms. Smoother Suburban Streets program: Taking real action on traffic congestion, while delivering smoother suburban streets, means getting residents home quicker and safer with more travel options.

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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. Student Environmental Leadership Network: Green Heart Schools’ Student Environmental Leadership Network is an environment-specific leadership program for year 10 Brisbane students. The program provides students with the knowledge and skills to develop and lead behaviour change projects in their school and local community. 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 principal planning legislation. It coordinates planning at local, regional and state level. Suburban Centre Improvement Project (SCIP): a program that delivers improvements to suburban centres in partnership with property owners, improving the centre’s economic competitiveness, attractiveness, amenity, safety, accessibility and identity by injecting new life into suburban shopping centres. Sydney Coordinated Adaptive Traffic System (SCATS): a traffic signal management system which adjusts signals automatically according to traffic demand. Every intersection with a traffic signal operated by Council is controlled by SCATS.

GLOSSARY

Tactile street signs: directional signage enhanced for people with visual impairments.

Vaccination: see Immunisation.

Talk to a Planner: events held across Brisbane, facilitating face-to-face discussions with Council officers and community members about planning in Brisbane. Taskforce Against Graffiti (TAG): a joint initiative of Council and QPS to combat graffiti and associated crime. Tip Shop: Council’s two Tip Shops are operated by the Endeavour Foundation and sell good quality second-hand products which have been salvaged before going to landfill. The Tip Shops are located at Acacia Ridge and Geebung. Team Brisbane: an initiative to increase community pride in our city and encourage all residents to help promote Brisbane and what we have to offer the world. All residents and businesses have a role to play in our city’s future and by becoming a part of Team Brisbane, you can do just that. The Capital: innovation hub and co-working space for start-ups in the CBD, which will offer unique support to Brisbane’s rapidly expanding start-up community. Transport for Brisbane: Council commercialised its transport services arm in the 1990s to form Brisbane Transport, a Council-owned commercialised business. 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.

U Urban Renewal Brisbane: a program to revitalise Brisbane’s inner urban areas.

Verge Garden Guidelines: help residents who are interested in establishing a verge garden to self‑assess their compliance with Council requirements. The guidelines support Council’s vision of a clean, green city that protects and supports our subtropical environment by sustainably managing and caring for our natural environment and resources. Vibrant Laneways: a program that rejuvenates ‘forgotten’ city centre spaces and reintroduces them to our community in an imaginative, fun and engaging way. Visible Ink: Council’s safe and welcoming central hub for Brisbane’s young people aged 12-25 to explore new ideas, access resources, have a say and connect with community partners, enabling them to grow as active citizens and contribute to a better Brisbane. Located at 5 Green Square Close, Fortitude Valley.

W Ward: Council has 26 wards. Eligible residents in each ward elect a Councillor. All residents elect the Lord Mayor. Wayfinding devices: Step Hear signs and wrist activators which provide audio messages to inform pedestrians with a vision impairment where they are. Wetland Affiliation Agreement: Council and the City of Narashino, Japan have had an agreement in relation to the protection of migratory shorebirds since 1998. Embracing the idea of ‘thinking globally and acting locally’ is a shared initiative for the conservation of migratory shorebirds and their habitats and responds to increasing concern and awareness of both cities and their citizens regarding the conservation of wetlands. Wi-Fi: allows an electronic device to exchange data wirelessly over a computer network. Council’s Wi‑Fi service is available 24 hours a day in selected locations. Anyone can access it with a Wi-Fi enabled device. World Science Festival Brisbane: brings some of the world’s greatest thought leaders to Queensland; showcasing local scientists and performers from around the Asia Pacific region.

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Y Your Voice: Council’s employee survey conducted once every two years. Youth Strategy 2014-19: an integrated whole-ofCouncil 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.

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INDEX

INDEX A Access and inclusion............................................................................................................................... 52, 80, 83, 112, 159, 246 Active and healthy........................................................................................................................... 15, 37, 66, 67, 80, 81, 83, 249 Active Parks program.......................................................................................................................................................... 83, 246 Active School Travel program........................................................................... 27, 36, 67, 68, 167, 171, 175, 183, 188, 189, 246 Active transport................................................................................................................. 13, 26, 27, 29, 35, 36, 66, 67, 119, 252 All abilities playground....................................................................................................................................................... 57, 246 Annual Financial Statements...................................................................................................... 21, 136, 140, 144, 146, 194, 249 Annual Plan and Budget..................................................................................................... 2, 20, 21, 36, 231, 246, 247, 248, 251 Asia Pacific Cities Summit (2015APCS).................................................................................................................................. 9, 11 Asia Pacific Cities Summit and Mayors’ Forum....................................................................................................................... 246 Audit Committee............................................................................................................................... 139, 141, 142, 143, 144, 246 Award(s).................................. 3, 25, 28, 29, 40, 41, 42, 46, 47, 48, 49, 51, 52, 53, 57, 58, 59, 62, 81, 82, 96, 108, 112, 164, 178

B Backflow prevention device.............................................................................................................................................. 158, 246 Bikeway..................................................................................................... 13, 27, 29, 36, 66, 67, 68, 103, 122, 134, 218, 219, 220 Biodiversity..................................................................................................................................... 12, 26, 38, 57, 59, 60, 185, 246 Brisbane 2022 New World City Action Plan................................................................................ 16, 26, 64, 94, 97, 99, 203, 246 Brisbane, about........................................................................................................................................................................ 6–11 • Brisbane River.............................................................................................................. 2, 4, 8, 9, 11, 61, 94, 189, 219, 247 • History................................................................................................................................................................................ 8 • Local Government Area................................................................................................................. 6, 9, 75, 159, 211, 247 • Sir Thomas Makdougall Brisbane.................................................................................................................................... 8 Brisbane, Australia’s New World City............................................................................... 9, 14, 16, 28, 57, 74, 94, 203, 251, 252 Brisbane City Plan 2014..................................................................................................... 28, 61, 62, 64, 75, 76, 77, 78, 246, 248 Brisbane Economic Development Plan 2012-2031............................................................................................. 94, 97, 203, 246 Brisbane Greeters................................................................................................................................................................ 58, 247 Brisbane Local Government Area.................................................................................... See Local Government Area (LGA) Brisbane Marketing............................................................................................................................... 52, 98, 144, 210, 247, 252 Brisbane Metropolitan Transport Management Centre (BMTMC).................................................................................. 71, 247 Brisbane Parking Taskforce....................................................................................................................................... 129, 130, 247 Brisbane Planetarium.................................................................................................................................................... 80, 84, 183 Brisbane Transport............................................................................................................................................... 45, 203, 247, 253 Brisbane Vision 2031 (Brisbane Vision).......................................................... 10, 12, 17, 19, 20, 50, 64, 107, 109, 110, 246, 247 Budget (and Annual Plan)............................................................................................................ See Annual Plan and Budget Bus(es).............. 7, 9, 10, 13, 27, 28, 29, 53, 58, 64, 66, 67, 69, 71, 72, 73, 90, 102, 108, 116, 117, 118, 119, 134, 162, 169, 180, 182, 183, 203, 210, 218, 247, 248 • CityGlider................................................................................................................................................. 69, 116, 119, 248 Bushland Acquisition program............................................................................................................................. 59, 64, 134, 247 Bushland Preservation Levy.............................................................................................................................................. 137, 247 Business and System Efficiency (BaSE) program.................................................................................................................... 247 Business unit(s)............................................................................................................................... 12, 28, 100, 115, 140, 233, 247

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C Campaign(s)........................................................................................................................... 51, 69, 89, 92, 94, 95, 102, 109, 164 Carbon.................................................................................................................. 12, 26, 29, 56, 57, 58, 63, 64, 66, 116, 123, 247 • Emissions......................................................................................................................... 29, 56, 58, 63, 64, 116, 117, 249 • Offsets................................................................................................................................ 29, 56, 58, 59, 63, 64, 130, 247 CBD......................... 8, 9, 13, 18, 23, 29, 67, 68, 70, 72, 73, 94, 95, 97, 98, 99, 104, 117, 118, 129, 130, 137, 247, 248, 250, 253 CCTV..................................................................................................................... 60, 71, 95, 97, 98, 116, 117, 118, 128, 143, 248 Cemetery(ies)................................................................................................... 7, 16, 62, 88, 90, 91, 146, 167, 178, 183, 224, 233 Chief Executive Officer (CEO)..... 3, 25, 28, 35, 36, 40, 43, 45, 50, 141, 142, 143, 152, 155, 157, 158, 230, 236, 237, 241, 242, 245, 247, 249 CityCat(s)........................................................................................................................................ 2, 7, 11, 27, 51, 58, 67, 69, 247 City Centre Master Plan............................................................................................................................................................ 248 CityCycle........................................................................................................................................................................ 67, 72, 248 CityGlider..................................................................................................................................................................... See Bus(es) City Governance................................................................................................................ 3, 17, 55, 101, 106, 135, 203, 204, 251 City Hall................................................................................................ 3, 8, 9, 11, 15, 28, 80, 81, 85, 97, 104, 110, 146, 152, 246 City of Brisbane Act 2010................................................ 10, 11, 19, 140, 146, 150, 155, 158, 201, 205, 208, 210, 236, 237, 248 City Parking...................................................................................................................................... 3, 18, 115, 126, 130, 146, 233 City Plan.......................................................................................................................................... See Brisbane City Plan 2014 Civic Administration............................................................................................................................................................ 17, 107 Clean, Green and WaterSmart City.................................................................. 12, 56, 57, 64, 101, 120, 123, 135, 203, 204, 251 Code of Conduct....................................................................................................................................................... 139, 142, 147 Committee(s)....... 3, 35, 36, 37, 38, 39, 83, 94, 106, 107, 125, 139, 141, 142, 143, 144, 150, 152, 154, 161, 162, 163, 164, 166, 167, 168, 171, 174, 175, 181, 190, 234, 246, 247, 248, 249, 251, 252 Communication......................................................................................................... 17, 36, 43, 96, 106, 109, 144, 248, 251, 252 Community engagement.............................................................................................................. 89, 99, 100, 101, 110, 248, 252 Community facilities.................................................................................................................................................. 15, 37, 83, 84 Community Financial Report........................................................................................................................................ 2, 134, 140 Community hall(s)............................................................................................................................................ 15, 83, 84, 160, 167 Complaints............................................................................. 3, 62, 89, 90, 91, 106, 139, 140, 142, 144, 145, 146, 149, 155, 248 Congestion............................................... 9, 13, 18, 26, 29, 37, 41, 66, 67, 69, 70, 71, 72, 73, 116, 118, 130, 247, 248, 250, 252 Congestion report....................................................................................................................................................................... 71 Corporate Governance................................................................................................................................................. 2, 139, 140 Corporate Plan............................................................................................................................. 2, 5, 12, 17, 19, 20, 28, 140, 248 Corporate Security.................................................................................................................................................... 106, 139, 143 Councillor(s)........ 3, 30, 31, 32, 36, 37, 38, 39, 106, 140, 149, 150, 151, 152, 153, 154, 155, 156, 158, 159, 160, 161, 195, 230, 237, 242, 248, 251, 253 • Attendance............................................................................................................................................ 140, 149, 153, 158 • Complaints.................................................................................................................................................................... 155 • Conduct......................................................................................................................................................... 151, 154, 155 • Contact information.................................................................................................................................................. 31–33 • Discretionary Funds.............................................................................................................................. 140, 150, 160–193 • Reimbursement Policy.................................................................................................................................................. 151 • Suspensions................................................................................................................................................................... 154

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INDEX

Creative Brisbane Creative Economy 2013-22.................................................................................................................. 82, 248 Culturally and Linguistically Diverse (CaLD).............................................................................................. 48, 101, 109, 247, 248 Customer Contact Centre............................................................................................................................................. 28, 52, 101 Customer Focus........................................................................................... 3, 17, 42, 55, 100, 102, 103, 135, 203, 204, 248, 251 Customer Focus Vision............................................................................................................................................... 42, 102, 248 Cycling Brisbane.................................................................................................................................................................. 67, 248

D Development approval............................................................................................................................................... 77, 158, 248 Development assessment............................................................................................................................. 14, 39, 41, 75, 77, 78 Disability Discrimination Act 1992 (DDA)................................................................................................................................ 248 Disaster management................................................................................................................... 18, 36, 110, 143, 247, 248, 251 Disclosures............................................................................................................... 2, 20, 140, 149, 150, 195, 201, 202, 230, 246 Disputes Commissioner, Office of.................................................................................................................................... 145, 248

E Eat Safe Brisbane....................................................................................................................................................................... 249 Economic Development..... 3, 16, 17, 35, 36, 52, 55, 77, 94, 95, 96, 97, 107, 135, 152, 156, 203, 204, 246, 247, 250, 251, 252 Elected representatives..................................................................................................................... 25, 30, 32, 35, 107, 140, 252 Election......................................................................................................................................................................... 10, 107, 249 Employee(s)......... 17, 28, 29, 46, 47, 48, 49, 50, 52, 100, 102, 103, 106, 108, 110, 111, 117, 134, 140, 145, 147, 151, 155, 156, 158, 196, 200, 202, 207, 221, 223, 228, 230, 232, 248, 249, 251, 254 Establishment and Coordination Committee................................................................................................... 35, 248, 249, 252 Ethical standards................................................................................................................................................ 106, 139, 141, 142 Executive Management Team (EMT)................................................................................................. 25, 29, 40, 42, 44, 230, 249 Expenses.................................. 3, 22, 133, 134, 140, 149, 151, 152, 192, 195, 196, 204, 207, 208, 213, 215, 216, 221, 230, 233

F Ferry...................................................................................................................................................... 13, 52, 66, 69, 72, 203, 219 Field Services (formerly Field Services Group).......... 3, 18, 35, 38, 41, 43, 45, 89, 115, 120, 121, 123, 124, 143, 146, 203, 252 Financial management............................................................................................................ 17, 21, 36, 106, 107, 140, 144, 203 Financial Sustainability Statements............................................................................................................................ 21, 140, 249 Flood(ing)..................................................................... 11, 13, 39, 41, 51, 52, 56, 57, 60, 61, 62, 70, 73, 122, 218, 219, 220, 249 Footpath(s)............................................................................................................... 60, 78, 84, 122, 134, 144, 159, 213, 218, 219 Full-time equivalent employee(s)....................................................................................................................................... 46, 249 Future Brisbane...................................................................................................... 3, 14, 55, 61, 74, 101, 120, 135, 203, 204, 251

G G20 Leadersâ&#x20AC;&#x2122; Summit...................................................................................................................................................... 9, 11, 251 Graffiti............................................................................................................................................... 16, 88, 90, 120, 123, 251, 253 Grant(s)............. 27, 59, 75, 76, 77, 80, 81, 82, 83, 84, 85, 134, 135, 140, 149, 150, 159, 196, 200, 201, 202, 204, 205, 208, 230 Green Heart..................................................................................................................................................... 58, 59, 63, 249, 252 GreenPower......................................................................................................................................................................... 63, 249 Growing Older Living Dangerously (GOLD)............................................................................................................................ 249 Growth................ 9, 14, 16, 26, 36, 48, 67, 74, 75, 76, 94, 95, 96, 97, 98, 104, 109, 116, 117, 118, 119, 127, 141, 203, 232, 246

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H Heritage................................................................................ 14, 39, 51, 52, 60, 74, 76, 77, 85, 158, 167, 169, 174, 186, 220, 250 Homeless Connect.............................................................................................................................................................. 83, 250

I Immunisation............................................................................................................................................. 10, 88, 89, 90, 250, 253 Inclusion....................................................................................................................... 15, 48, 52, 80, 83, 112, 159, 164, 203, 246 Information and Communications Technology (ITC)........................................................................................ 18, 106, 110, 247

K Karawatha Forest Discovery Centre........................................................................................................................... 29, 123, 250

L Legacy Way.............................................................................................................................................. 41, 71, 73, 229, 231, 250 Library(ies).......................... 14, 15, 27, 29, 32, 33, 37, 80, 81, 82, 86, 95, 110, 134, 144, 171, 184, 185, 187, 189, 190, 230, 251 Lord Mayor(‘s)..... 3, 10, 11, 20, 25, 26, 27, 29, 31, 35, 36, 40, 45, 49, 58, 63, 81, 82, 83, 85, 94, 95, 96, 98, 106, 107, 122, 150, 152, 153, 156, 158, 159, 160, 184, 230, 246, 247, 248, 250, 251, 253 • Business Excellence Workshops...................................................................................................................... 96, 98, 250 • Business Forums......................................................................................................................................... 95, 96, 98, 250 • Multicultural Round Table.................................................................................................................................... 107, 250 • Report.................................................................................................................................................................. 25, 26–27 • Suburban Initiative Fund.............................................................................................................................. 159, 248, 251 • Writers in Residence program............................................................................................................................... 82, 251

M Management, Executive.........................................................................................See Executive Management Team (EMT) Moving Brisbane.................................................................................................. 3, 13, 55, 66, 101, 120, 134, 135, 203, 204, 251 Multicultural...... 9, 15, 29, 36, 80, 81, 83, 106, 107, 111, 156, 160, 161, 164, 166, 168, 169, 170, 171, 174, 175, 177, 189, 250, 251, 252

N National Competition Policy (NCP)..................................................................................................... 3, 136, 139, 146, 233, 251 Neighbourhood plan(s)....................................................................................................................... 29, 39, 75, 76, 96, 101, 251 New World City... 2, 9, 12, 14, 16, 20, 26, 28, 56, 57, 63, 64, 73, 74, 75, 79, 80, 82, 86, 88, 94, 97, 99, 117, 119, 203, 246, 251, 252

O Organisational structure........................................................................................................................................................ 25, 45 Organisational Zero Harm Strategy 2015–2020........................................................................................................................ 48 Overseas travel.................................................................................................................................................. 140, 149, 150, 156

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INDEX

P Parks..................... 7, 12, 18, 26, 35, 38, 56, 57, 60, 64, 72, 74, 79, 83, 86, 92, 101, 120, 123, 126, 127, 128, 134, 218, 219, 220, 246, 252 Patronage............................................................................................................................................. 13, 15, 48, 67, 69, 117, 119 Planetarium........................................................................................................................................ SeeÂ Brisbane Planetarium Playground..................................................................................................................... 57, 60, 123, 161, 169, 170, 175, 219, 246 Pollution..................................................................................................................................................................... 13, 56, 62, 63 Pool(s)......................................................................... 7, 15, 29, 37, 60, 80, 81, 83, 84, 87, 88, 111, 145, 158, 177, 184, 220, 230 Population................................................................ 6, 8, 9, 10, 12, 14, 15, 26, 27, 74, 75, 76, 78, 91, 96, 98, 118, 158, 247, 250 Public Health and Safety..................................................................................... 15, 16, 55, 88, 89, 120, 122, 123, 135, 204, 251 Public Sector Ethics Act 1994........................................................................................................................................... 140, 147 Public Transport........... 13, 27, 29, 35, 36, 63, 64, 66, 68, 69, 72, 90, 99, 116, 117, 118, 119, 130, 134, 157, 203, 206, 246, 247

Q Queensland Police Service (QPS)......................................................................................................... 90, 98, 142, 143, 251, 253 Queen Street Mall............................................................................................................................... 9, 11, 97, 99, 104, 113, 227

R Rapid Response Group (RRG)............................................................................................................................................ 89, 252 Rates and charges...... 3, 21, 28, 72, 106, 107, 108, 121, 126, 127, 128, 133, 134, 135, 136, 137, 140, 150, 196, 200, 205, 206, 209, 228, 230, 247 Recycling.......................................................................................................................................... 13, 62, 64, 121, 123, 125, 252 Registers............................................................................................................................................................... 48, 140, 149, 158 Remuneration............................................................................................................................ 140, 149, 150, 155, 208, 221, 230 Resource recovery centre(s)........................................................................................................................................ 62, 121, 252 Right to Information (RTI).......................................................................................................................................... 106, 139, 145 Risk management.................... 3, 13, 17, 36, 56, 61, 106, 108, 111, 122, 139, 140, 141, 142, 143, 144, 195, 203, 234, 235, 246 Road(s)............. 3, 7, 9, 13, 14, 26, 27, 29, 31, 32, 33, 37, 41, 57, 59, 60, 61, 62, 66, 67, 68, 69, 70, 71, 72, 73, 76, 79, 101, 117, 119, 120, 121, 123, 125, 128, 130, 134, 144, 149, 158, 159, 162, 164, 167, 170, 171, 172, 175, 178, 189, 191, 209, 213, 218, 220, 231, 247, 248, 250

S SAP.................................................................................................................................................................................. 48, 49, 252 Sister cities....................................................................................................................................................... 61, 97, 99, 107, 252 SmartForms.................................................................................................................................................................... 77, 96, 252 Social inclusion...................................................................................................................................................................... 15, 83 Social media........................................................................................................... 28, 82, 101, 102, 103, 106, 107, 108, 109, 252 Standing committees.................................................................................................................................... 35, 45, 247, 248, 252 State Emergency Service (SES)................................................................................................................... 16, 37, 52, 53, 88, 252 Stormwater......................................................................................................................................... 20, 57, 60, 62, 122, 219, 246 Strategic planning................................................................................................................... 2, 5, 19, 39, 97, 106, 107, 140, 142 Study Brisbane............................................................................................................................................................... 94, 97, 252 Suburban Centre Improvement Project (SCIP).................................................................................................................. 74, 252 Support Services............................................................................................................................................ 17, 47, 106, 108, 247 Sustainability. 10, 12, 21, 22, 28, 29, 35, 38, 41, 45, 51, 56, 58, 59, 63, 64, 83, 85, 124, 133, 136, 140, 141, 143, 157, 159, 246, 249, 252 Sustainable Planning Act 2009................................................................................................................................... 78, 158, 252

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T Taskforce Against Graffiti (TAG)......................................................................................................................................... 90, 253 Tip shop(s).............................................................................................................................................................. 57, 62, 122, 253 Transport....... 3, 13, 18, 20, 26, 27, 29, 35, 36, 37, 41, 42, 45, 53, 63, 64, 66, 67, 68, 69, 71, 72, 73, 90, 99, 101, 108, 115, 116, 117, 118, 119, 120, 125, 129, 130, 134, 143, 144, 146, 157, 159, 165, 189, 203, 206, 233, 246, 247, 248, 249, 251, 252, 253 Transport for Brisbane............................................................... 3, 18, 36, 42, 45, 53, 71, 115, 116, 119, 143, 146, 203, 233, 253 Transport Plan(ning)......................................................................................................................................... 41, 66, 69, 101, 253 Travel.................... 13, 26, 27, 29, 36, 63, 64, 66, 67, 68, 69, 72, 73, 116, 117, 118, 130, 140, 149, 150, 151, 156, 157, 165, 167, 170, 171, 175, 183, 188, 189, 203, 246, 247, 248, 252 Tree(s).............................................................................................................................................. 12, 60, 120, 122, 123, 124, 249

V Vaccination....................................................................................................................................................... 15, 88, 90, 250, 253 Vibrant Laneways......................................................................................................................................................... 76, 246, 253

W Ward(s)............. 8, 26, 31, 32, 33, 86, 107, 151, 152, 153, 159, 162, 163, 164, 165, 166, 167, 168, 169, 170, 171, 172, 173, 174, 175, 176, 177, 178, 179, 180, 181, 182, 183, 184, 185, 186, 187, 188, 189, 190, 191, 192, 193, 253 Waste.................................................................................. 13, 38, 41, 56, 62, 63, 64, 90, 120, 121, 146, 203, 205, 233, 249, 252 • Green waste.................................................................................................................................................... 62, 121, 249 • Waste management.................................................................................................................................................. 38, 63 Water.................................................... 12, 38, 56, 57, 59, 60, 61, 84, 88, 122, 124, 137, 145, 157, 179, 193, 203, 211, 219, 246 WaterSmart City....................................................................................... 3, 12, 55, 56, 57, 64, 101, 120, 123, 135, 203, 204, 251 Waterways.............................................................................................. 13, 38, 51, 56, 57, 59, 60, 61, 62, 64, 191, 203, 249, 250 Website............................................................................ 62, 70, 75, 76, 79, 95, 98, 102, 109, 110, 130, 144, 147, 191, 249, 261 Wi-Fi................................................................................................................................................ 15, 26, 60, 86, 95, 96, 110, 253 Workforce............................................................................................... 17, 18, 28, 46, 47, 48, 49, 50, 94, 97, 110, 112, 119, 251 Workplace Health and Safety (WHS)....................................................................................................................See Zero Harm

Y Your Brisbane......................................................................................................... 3, 14, 55, 80, 81, 101, 120, 135, 203, 204, 251 Youth Strategy 2014-19....................................................................................................................................................... 83, 254

Z Zero Harm.......................................................................................................................................................... 41, 43, 47, 48, 254

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CONTACT DETAILS

CONTACT DETAILS Council Administration Offices

Acknowledgements

Brisbane Square 266 George Street, Brisbane Qld 4000

Council thanks all those who contributed to the development of the Annual Report 2016-17.

Green Square 505 St Paul’s Terrace, Fortitude Valley Qld 4006

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