Annual Plan and
Budget
2014-15
Including Forward Estimates
2015-16 to 2017-18
Presented and submitted to the Council on Wednesday, 18 June
2014 by the Right Honourable the Lord Mayor of Brisbane
(Councillor Graham Quirk)
Table of Contents
The Vision………………………………………………………………………………………………………………..1
Executive and Management of the Brisbane City Council…………………………………………………………..2
Document Overview……………………………………………………………………………………………………..3
Financial Summary
Summary of Recommendations………………………………………………………………………………7
Budgeted Statement of Comprehensive Income…………………………………………………………...8
Budgeted Statement of Financial Position…………………………………………………………………..9
Budgeted Statement of Cash Flows………………………………………………………………………..10
Budgeted Statementof Changes in Equity………………………………………………………………....11
Summary of Recommendations – Long Term Financial Forecast……………………………………...12
Financial Ratios……………………………………………………………………………………………....13
Program Details
Program 1 – Clean, Green and WaterSmart City…………………………………………………………15
Program 2 – Moving Brisbane …………….……………………………………………………………..…51
Program 3 – Future Brisbane …………….………………………………………………………………...71
Program 4 – Your Brisbane …………….…………………………………………………………………..81
Program 5 – Public Health and Safety……………………………………………………………………105
Program 6 – Economic Development…………………………………………………………………….113
Program 7 – Customer Focus……………………………………………………………………………..125
Program 8 – City Governance………………………………………………………………………….….133
Appendix of Schedules……………………………………………………………………………………………….149
Businesses and Council Providers………………………………………………………………………………….173
Revenue Policy………………………………………………………………………………………………………..199
Revenue Statement…………………………………………………………………………………………………..202
Resolution of Rates and Charges 2014-15………………………………………………………………………...213
Glossary………………………………………………………………………………………………………………..259
Index of Outcomes……………………………………………………………………………………………………263
Vision
Brisbane –
Australia’s New World City
The Brisbane Vision is Brisbane City Council’s long-term community plan for our
city.
Our vision is that Brisbane will continue to be a safe, vibrant, green and
prosperous city.
A city valued by all for its friendly, energetic and optimistic character and
subtropical outdoor lifestyle.
We all have a role to play to achieve the Brisbane Vision.
In this Annual Plan and Budget we are getting on with the job and planning
for the future by:
 Maintaining and enhancing Brisbane’s key assets
 Reducing congestion, by supporting public transport and improving suburban
roads
 Providing a cleaner, greener city
 Encouraging the city’s continued growth, prosperity and facilitating quality
development
 Creating a city that is accessible and offers opportunities to all
 Providing high quality facilities and a range of sport, leisure and recreation
opportunities
 Supporting local communities and protecting ourselves and others from natural
disasters
 Attracting investment, events, business, international students and visitors
 Making it easier for people to do business with us
 Strengthening Brisbane as a vibrant, creative hub
-1-
Executive and Management of the Brisbane City Council
The Right Honourable the Lord Mayor, Graham Quirk
Chairman of the Establishment and Coordination Committee and ex-officio member of all other standing
committees.
Establishment and Coordination Committee (E&C)
Councillor Adrian Schrinner
Deputy Mayor and Chairman, Infrastructure Committee
Councillor Amanda Cooper
Chairman, Neighbourhood Planning and Development Assessment
Committee
Councillor Julian Simmonds
Chairman, Finance, Economic Development and Administration
Committee
Councillor Krista Adams
Chairman, Brisbane Lifestyle Committee
Councillor David McLachlan
Chairman, Field Services Committee
Councillor Matthew Bourke
Chairman, Environment, Parks and Sustainability Committee
Councillor Peter Matic
Chairman, Public and Active Transport Committee
Management
Colin Jensen
Chief Executive Officer
Greg Evans
Divisional Manager, Organisational Services
Alan Warren
Divisional Manager, Brisbane Transport
Vicki Toms
Divisional Manager, City Planning and Sustainability
Paul Salvati
Divisional Manager, Brisbane Lifestyle
Scott Stewart
Divisional Manager, Brisbane Infrastructure
Geoffrey Beck
Executive Manager, Field Services
Alan Evans
Executive Manager, City Projects Office
Pip Hold
Executive Manager, Chief Executive’s Office
Peter Rule
Executive Manager, G20 Coordination Unit
Neil Padley
Executive Manager, Support Services Centre
Paul Oberle
Chief Financial Officer
-2-
Document Overview
Document Overview
PURPOSE
The annual plan and budget is the key annual operational and financial planning document of the Brisbane
City Council.
 It provides the funding for the activities of the Council for the coming year.
 It states the annual operational plan for the coming year.
 It provides financial accountability for the Council through budgeted financial statements.
 It reflects the policies and direction of the Lord Mayor and Council.
 It is consistent with Council’s long term financial forecast, Corporate Plan and the Brisbane Vision.
DOCUMENTS
Four documents relating to the 2014-15 annual plan and budget are produced.
 The Lord Mayor's Annual Plan and Budget Speech, a transcript of the speech delivered to the
Council, which provides the direction for the operations, programs and financial management of the
Council.
 The Annual Plan and Budget document provides details of revenues to be raised, program
allocations, business information, annual operational plan, budgeted financial statements and the
Resolution of Rates and Charges.
 The Annual Plan and Budget Summary document provides an overview and key highlights of the
annual plan and budget.
 The Fees and Charges document provides details of the fees and charges set for Council products
and services for the financial year.
INTERPRETING THE ANNUAL PLAN AND BUDGET DOCUMENT
Setting the Annual Plan and Budget
The Council has prepared the annual plan and budget in accordance with accrual accounting and reporting
procedures required under Australian Accounting Standards. It complies with the City of Brisbane Act 2010 and
the City of Brisbane Regulation 2012.
Specifically, the City of Brisbane Regulation 2012 requires Council to prepare for the budget year and the
next two financial years the following four key financial statements: (i) income and expenditure (ii) financial
position (iii) cash flows and (iv) changes in equity. The City of Brisbane Regulation 2012 also requires
Council to include its revenue policy, a revenue statement and a long term financial forecast for the budget
year and the following nine years.
The Annual Plan and Budget Document commences with an Annual Plan and Budget Overview, which
compares the budgeted financial allocations for the 2014-15 budget year with the anticipated financial
outcome for 2013-14. The overview is structured to present the financial estimates in a Summary of
Recommendations – Long Term Financial Forecast showing:
 the increase / decrease in operating capability
 the proposed allocations of expenses, estimates of revenue, assets, liabilities and equity
 appropriations from operations
 the anticipated closing accumulated surplus from 2013-14
 transfers to and from reserves
 the proposed accumulated surplus at the end of 2014-15.
-3-
Document Overview
The purpose of the Budgeted Financial Statements follows.
Statement of Comprehensive Income
The Statement of Comprehensive Income details the revenues and expenses for the 2014-15 annual plan
and budget period and the next two financial years, calculated on an accrual basis, and provides details of
expected financial performance for these periods. It enables readers to identify the cost of goods and
services to be provided and the extent to which those costs will be recovered from revenues raised.
The Statement of Comprehensive Income reflects the total Council operations, including Businesses and
Council Providers.
The net result of the Statement of Comprehensive Income gives rise to an increase or decrease in Operating
Capability.
Statement of Financial Position
The Statement of Financial Position shows the assets, liabilities and equity of the Council, thereby providing
information about the resources controlled by the Council and other information which is useful for assessing
the Council's financial structure, solvency and capacity for adaptation.
The Statement of Financial Position highlights the budgeted financial position of the Council at the end of
2014-15 and the next two financial years, in relevant categories of assets, liabilities and equity.
Assets and liabilities are disclosed as current and non-current. This distinction is based on the likelihood of
the respective items being liquidated, sold or received within the 12 month annual plan and budget periods.
Items, which are deemed to meet these criteria, are classed as current assets or current liabilities. All other
items are then classed as being non-current.
The Statement of Changes in Equity provides an understanding of the budgeted movements in the Capital
Equity Accounts, Reserves and the Accumulated Surplus.
Together, these accounts reflect the Net Community Assets of the Council.
Statement of Cash Flows
The Statement of Cash Flows reflects the cash movements of the Council for 2014-15 and the next two
financial years. Payments to employees and suppliers for materials and services or for the acquisition of
assets are compared with cash received from rate revenue, subsidies and proceeds from sales of assets
and investments.
The information provided in the Statement of Cash Flows, together with other information in the financial
statements, assists in assessing the ability of the Council to generate cash flows to meet its financial
commitments as they fall due.
Long Term Financial Forecast
Council’s Long Term Financial Forecast includes:
a) the income of Council
b) the expenditure of Council, and
c) the value of its assets, liabilities and equity of the Council for the budget year and the following nine years.
-4-
Document Overview
Financial Ratios
As required by the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012, the following
measures of financial sustainability are presented for 2014-15 and the next nine financial years:
 Asset Sustainability Ratio
 Net Financial Liabilities Ratio
 Operating Surplus Ratio
Whilst not a requirement of the City of Brisbane Act 2010 and City of Brisbane Regulation 2012, other ratios
have been included because the Council believes they provide valuable information to users of the financial
statements.
Program Information
Detailed information on each program is covered by a separate chapter in the annual plan and budget
document in the following format:
 Program Overview - This includes a program goal and description, a summary of the estimates by
outcome for the program showing the anticipated 2013-14 and proposed 2014-15 budgets
 Recurrent Operations Contracts - Where the forward estimates for 2015-16 to 2017-18 in any
financial summary include provision for recurrent operations contracts in those years, that inclusion
represents a commitment in this annual plan and budget to fund recurrent operations contracts,
entered into in 2014-15 and extending to, but not beyond 2017-18, to the aggregate amounts stated
in each of those years
 Outcome - This includes a description for each outcome and an overview describing its strategic
direction and alignment to Council’s Corporate Plan and the Brisbane Vision
 Strategy - For each strategy, the annual plan and budget document contains a description
 Service - Each service provides a description and a Service Budget split between Operating (Core)
and Projects
 Operating Budget - The anticipated 2013-14 and proposed 2014-15 budgets for each service
excluding the budget for projects
 Total Project Expenditure Combined with Rolling Projects list shows the proposed 2014 -15 annual
plan and budget and forward estimates for 2015-16 to 2017-18 for all expenditure projects in a
program. The forward estimates are indicative for planning purposes and signify an intention to
allocate resources. They imply neither a commitment nor an obligation. Similarly, any item which
subsequently may be allotted a higher priority may be funded, even though currently not included
 The 2014-15 Annual Plan and Budget proposes new outcome, strategy and service structures. Every
effort has been made to show accurate comparatives.
Businesses and Council Providers Information
The following information is included:
 A list of Council’s significant business activities subject to NCP reporting requirements
 A capital schedule for projects undertaken by Businesses or Council Providers that details the capital
allocation for capital projects in 2014-15 and incorporates a rolling capital program showing forward
estimates for capital projects in the subsequent three years
 Businesses and Council Providers overview - A description of Businesses or Council Providers
delivering significant business activities (subject to NCP reporting requirements) is provided with a
budgeted income statement showing the anticipated 2013-14 and proposed budgets for 2014-15 and
the next two financial years. Annual performance plans are provided for Brisbane Transport and City
Parking, as required by the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.
-5-
Document Overview
Resolution of Rates and Charges
A formal resolution that sets out the various rates levied by Council and any associated charges.
Appendix of Schedules
Individual activities that are undertaken to rehabilitate or enhance Council's infrastructure such as roads,
footpaths, drainage, parks, etc. are, for the purpose of the 2014-15 Annual Plan and Budget, combined into
projects that are termed 'Schedule' projects. Activities for Schedule projects are listed in the Appendix of
Schedules and have a brief description, location and indicative estimate.
Rounding
Figures in tables and generally in the text have been rounded. Discrepancies in tables between totals and
sums of components are due to rounding. Estimates are rounded to the nearest thousand, and estimates
midway between rounding points are rounded up.
Managing Operational Risk
Council manages operational risk by:
 the use of planning, project and program management and risk management methodologies
 developing and maintaining operational plans for the delivery of projects and services
 regular reporting to E&C on all projects funded by the annual plan and budget
 monitoring the efficiency and effectiveness of services delivered within the annual plan and budget
and both quarterly and annual reporting by the CEO to full Council
 ensuring executives and staff within Council are both appropriately skilled and accountable for
identifying and effectively managing risks within their area of responsibility
 providing tools, training and advice to the organisation to ensure effective management of risks and
compliance obligations
 monitoring and providing assurance that risks are being managed effectively and in accordance with
Council policies and standards, laws, regulations and commitments
 providing regular risk and compliance reports for its Executive Management Team
 providing an internal audit function that adopts a risk-based approach to provide assurance over risk
management and control activities across Council
 reporting the results of any internal audit reviews to its Executive Management Team.
Revenue Policy
Council’s Revenue Policy states the principles that Council proposes to employ in the budget year for
levying rates and charges, granting concessions, recovering overdue rates and charges for funding
physical and social infrastructure costs for new development.
Revenue Statement
Council’s Revenue Statement provides detail about Council’s revenue raising measures, including
rating categories and concessions.
-6-
Summary of Recommendations
BUDGET OVERVIEW
Summary of Recommendations
For the year ending
30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
1,997,777
1,936,989
2,440,030
1,919,038
1,995,760
1,888,370
2,140,094
1,891,101
INCREASE IN OPERATING CAPABILITY
60,787
520,991
107,390
248,993
Appropriations from Operations
Accumulated Surplus at beginning of year
-80,120
547
-313,133
528
-316,454
463
-49,474
447
ACCUMULATED SURPLUS AVAILABLE FOR
TRANSFER
Transfers (to) / from Reserves
ACCUMULATED SURPLUS AT PERIOD END
-18,786
208,386
-208,601
199,966
19,314
528
-207,923
463
209,048
447
-199,592
374
OPERATIONS
Revenue
Expenses
Note:
(i) Figures in the Budgeted Financial Statements have been rounded to the nearest thousand with the figures midway between
rounding points rounded up
-7-
Budgeted Statement of Comprehensive Income
BUDGETED FINANCIAL STATEMENTS
Budgeted Statement of Comprehensive Income
For the year ending
30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
911,686
-50,115
861,571
958,615
-47,450
911,165
1,011,972
-49,175
962,796
1,067,870
-50,978
1,016,892
312,093
214,130
305,856
68,888
235,239
728,938
212,443
313,230
62,082
212,172
208,939
220,248
321,061
34,599
248,117
209,716
227,183
335,083
20,321
330,898
1,136,205
1,528,865
1,032,964
1,123,201
Total Income
1,997,777
2,440,030
1,995,760
2,140,094
Expenses
Employee costs
Materials and services costs
Depreciation and amortisation expenses
Finance costs
Loss on disposal of property, plant and equipment
660,130
1,745,733
322,549
133,344
136,634
682,500
1,651,283
337,043
138,075
22,824
688,495
1,180,521
368,739
118,906
23,014
706,293
1,244,875
372,963
99,644
23,014
73,092
85,313
91,681
89,296
3,071,483
2,917,039
2,471,356
2,536,086
-1,134,493
-998,000
-582,986
-644,985
1,936,989
1,919,038
1,888,370
1,891,101
60,787
520,991
107,390
248,993
Income
Revenue
Rates and utility charges
Less discount and pensioner remissions
Donations, contributions, subsidies and grants
Fees and charges
Public transport
Interest
Other revenue
Other expenses
Less capitalised expenses
Total Expenses
INCREASE IN OPERATING CAPABILITY
-8-
Budgeted Statement of Financial Position
BUDGETED FINANCIAL STATEMENTS
Budgeted Statement of Financial Position
For the year ending
30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
151,945
78,682
13,014
72,324
322
316,287
420,652
76,038
11,679
74,058
322
582,749
97,072
78,731
8,349
68,055
322
252,529
306,792
86,316
8,805
68,175
322
470,410
1,241,282
172,629
2,158,143
16,849,861
115,285
20,537,200
561,282
173,431
2,158,143
16,661,583
157,321
19,711,760
261,282
174,253
2,158,143
16,783,302
145,416
19,522,395
0
175,096
2,158,143
17,006,249
120,439
19,459,927
20,853,487
20,294,509
19,774,924
19,903,337
418,112
46,801
1,702
108,786
23,620
599,021
473,506
506,730
1,702
111,303
23,653
1,116,894
350,314
112,786
1,707
112,374
24,349
601,530
368,535
30,955
1,704
112,783
23,964
537,940
16,154
2,520,573
26,951
2,485
4,061
2,570,224
16,154
1,552,400
27,606
2,487
4,064
1,602,710
16,154
1,439,702
27,885
2,483
4,058
1,490,282
16,154
1,408,749
27,991
2,487
4,065
1,459,446
3,169,245
2,719,604
2,091,812
1,997,386
17,684,242
17,574,905
17,683,112
17,932,951
9,073,470
8,367,672
242,572
528
9,386,603
7,737,343
450,496
463
9,703,057
7,738,160
241,447
447
9,752,531
7,739,006
441,039
374
17,684,242
17,574,905
17,683,112
17,932,951
Assets
Current assets
Cash and cash equivalents
Trade and other receivables
Inventories
Other assets
Financial assets
Non-current assets
Receivables
Other financial assets
Investments in associates
Property, plant and equipment
Intangible assets
Total Assets
Liabilities
Current liabilities
Trade and other payables
Other financial liabilities
Derivative financial instruments
Provisions
Others
Non-current liabilities
Payables
Other financial liabilities
Provisions
Defined benefit plan
Other
Total Liabilities
NET COMMUNITY ASSETS
Community Equity
Capital
Asset revaluation surplus
Other reserves
Accumulated surplus
TOTAL COMMUNITY EQUITY
-9-
Budgeted Statement of Cash Flows
BUDGETED FINANCIAL STATEMENTS
Budgeted Statement of Cash Flows
For the year ending
30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
860,581
520,688
208,053
72,949
68,888
165,246
1,896,404
918,062
521,420
622,606
76,243
62,082
142,674
2,343,087
961,960
539,452
98,304
81,135
34,599
154,910
1,870,361
1,011,250
560,323
97,389
82,827
20,321
250,600
2,022,710
642,532
1,749,302
92,325
73,092
671,145
1,602,735
92,370
85,313
686,321
1,301,212
115,128
91,681
700,458
1,232,426
95,862
89,296
2,557,252
-1,134,493
2,451,563
-998,000
2,194,341
-582,986
2,118,042
-644,985
1,422,758
1,453,563
1,611,355
1,473,057
473,646
889,524
259,005
549,653
163,464
200,716
81,419
51,038
-1,103,402
-967,911
-553,486
-615,485
72,653
67,800
99,900
79,800
-867,285
-699,395
-372,166
-484,647
437,508
-46,801
0
-601,421
0
-510,419
0
-116,567
0
680,000
300,000
261,282
390,707
78,579
-210,419
144,714
NET INCREASE/(DECREASE) IN CASH HELD
-2,932
268,707
-323,580
209,720
Cash and cash equivalents at beginning of year
154,877
151,945
420,652
97,072
CASH AND CASH EQUIVALENTS AT YEAR END
151,945
420,652
97,072
306,792
Cash Flows from Operating Activities
Receipts
Net rates and utility charges
Public transport, fees and charges
Subsidies and grants
Contributions
Interest
Other
Payments
Employee costs
Materials and services costs
Finance costs
Other
Less capitalised expenses
Net cash generated by Operating Activities
Cash Flows from Investing Activities
Proceeds from disposal of property, plant and
equipment
Payments for property, plant and equipment and
capital work in progress
Dividends received
Net cash used in Investing Activities
Cash Flows from Financing Activities
Proceeds from borrowings
Repayment of borrowings
Proceeds on settlement of loan receivables
Net cash provided by Financing activities
- 10 -
BUDGETED FINANCIAL STATEMENTS
Budgeted Statement of Changes in Equity
For the year ending 30 June
2015
Total
2014
Anticipated
$000
Balance at beginning of year
2013-14 Anticipated
Accumulated
City Capital
Surplus
and Capital
Accounts
$000
$000
Asset
Revaluation
Surplus
$000
Fair Value /
Other Reserves
$000
Total
2015
Proposed
$000
Accumulated
Surplus
$000
2014-15 Proposed
Capital
$000
Asset
Revaluation
Surplus
Fair Value /
Other Reserves
$000
$000
Total
2016
Proposed
$000
Accumulated
Surplus
$000
2015-16 Proposed
City Capital
and Capital
Accounts
$000
Asset
Revaluation
Surplus
$000
Other
Reserves
$000
Total
2017
Proposed
$000
Accumulated
Surplus
$000
2016-17 Proposed
City Capital
and Capital
Accounts
$000
Asset
Revaluation
Surplus
$000
Other
Reserves
$000
18,224,137
547
8,993,349
8,968,354
261,886
17,684,242
528
9,073,470
8,367,672
242,572
17,574,905
463
9,386,603
7,737,343
450,496
17,683,112
447
9,703,057
7,738,160
241,447
60,787
60,787
0
0
0
520,991
520,991
0
0
0
107,390
107,390
0
0
0
248,993
248,993
0
0
0
-600,682
0
0
-600,682
0
-630,329
0
0
-630,329
0
817
0
0
817
0
846
0
0
846
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
17,684,242
61,335
8,993,349
8,367,672
261,886
17,574,905
521,519
9,073,470
7,737,343
242,572
17,683,112
107,853
9,386,603
7,738,160
450,496
17,932,951
249,440
9,703,057
7,739,006
241,447
Debt Funding
0
-46,801
46,801
0
0
0
129,801
-129,801
0
0
0
-206,641
206,641
0
0
0
148,497
-148,497
0
0
Asset Acquisition
0
-33,320
33,320
0
0
0
-442,935
442,935
0
0
0
-109,813
109,813
0
0
0
-197,970
197,970
0
0
0
-80,120
80,120
0
0
0
-313,133
313,133
0
0
0
-316,454
316,454
0
0
0
-49,474
49,474
0
0
Insurance
0
5,000
0
0
-5,000
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Valley Mall General
0
-27
0
0
27
0
-138
0
0
138
0
13
0
0
-13
0
4
0
0
-4
Valley Mall Asset Replacement
0
-535
0
0
535
0
-647
0
0
647
0
-723
0
0
723
0
-723
0
0
723
Queen Street Mall General
0
-294
0
0
294
0
94
0
0
-94
0
-395
0
0
395
0
-1,106
0
0
1,106
Queen Street Mall Asset
Replacement
0
-846
0
0
846
0
-816
0
0
816
0
-886
0
0
886
0
-886
0
0
886
Emergent Expenditure and
Inflation Provision
0
29,630
0
0
-29,630
0
-198,699
0
0
198,699
0
250,339
0
0
-250,339
0
-196,882
0
0
196,882
Infrastructure
0
-15,414
0
0
15,414
0
-7,717
0
0
7,717
0
-39,300
0
0
39,300
0
0
0
0
0
TransApex
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
City Reach Boardwalk
0
1,800
0
0
-1,800
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Transfer to reserve (from)
accumulated surplus
0
19,314
0
0
-19,314
0
-207,923
0
0
207,923
0
209,048
0
0
-209,048
0
-199,592
0
0
199,592
17,684,242
528
9,073,470
8,367,672
242,572
17,574,905
463
9,386,603
7,737,343
450,496
17,683,112
447
9,703,057
7,738,160
241,447
17,932,951
374
9,752,531
7,739,006
441,039
Increase in Operating Capability
Increase/(Decrease) in asset
revaluation surplus
Transfer to foreign exchange
reserve for adjustments to cash
flow hedges
Total recognised income and
expense for the year
Appropriations to / (from)
accounts:
Transfers to capital (from)
accumulated surplus
Reserves Transfers
Balance at Year End
- 11 -
BUDGET OVERVIEW
Summary of Recommendations - Long Term Financial Forecast
For the year ending
30 June 2015
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
2017-18
Proposed
$000
2018-19
Proposed
$000
2019-20
Proposed
$000
2020-21
Proposed
$000
2021-22
Proposed
$000
2022-23
Proposed
$000
2023-24
Proposed
$000
2,440,030
1,919,038
1,995,760
1,888,370
2,140,094
1,891,101
2,116,003
1,973,561
2,220,863
2,031,885
2,284,738
2,090,102
2,310,948
2,168,391
2,381,800
2,218,916
2,456,305
2,274,389
2,535,714
2,301,833
INCREASE IN OPERATING CAPABILITY
520,991
107,390
248,993
142,442
188,977
194,636
142,557
162,884
181,916
233,881
Appropriations from Operations
Accumulated Surplus at beginning of year
-313,133
528
-316,454
463
-49,474
447
-148,245
374
-188,968
371
-194,629
381
-142,567
388
-154,039
378
-128,651
374
-132,683
389
208,386
-208,601
199,966
-5,429
381
388
378
9,224
53,639
101,587
-207,923
209,048
-199,592
5,800
0
0
0
-8,850
-53,250
-101,182
463
447
374
371
381
388
378
374
389
405
20,294,509
2,719,604
17,574,905
19,774,924
2,091,812
17,683,112
19,930,337
1,997,386
17,932,951
20,154,420
2,079,027
18,075,392
20,558,107
2,332,851
18,225,256
20,795,436
2,368,531
18,426,905
20,983,213
2,369,733
18,613,480
21,104,450
2,326,373
18,778,077
21,243,977
2,282,700
18,961,277
21,433,925
2,237,842
19,196,083
OPERATIONS
Revenue
Expenses
ACCUMULATED SURPLUS AVAILABLE FOR TRANSFER
Transfers (to)/from Reserves
ACCUMULATED SURPLUS AT PERIOD END
Total Assets
Total Liabilities
TOTAL COMMUNITY EQUITY
Note:
(i) Figures in the Budgeted Financial Statements have been rounded to the nearest thousand and the figures midway between rounding points are rounded up
- 12 -
Financial Ratios
BUDGETED FINANCIAL STATEMENTS
Financial Ratios
For the year ending 30 June 2015
2014-15
Proposed
2015-16
Proposed
2016-17
Proposed
2017-18
Proposed
2018-19
Proposed
2019-20
Proposed
2020-21
Proposed
2021-22
Proposed
2022-23
Proposed
2023-24
Proposed
Revenue Ratio
Net Rates and Utility Charges Revenue / Total Revenue
(Council's dependence on rate income)
37.3%
48.2%
47.5%
50.8%
50.1%
50.4%
51.6%
51.8%
52.0%
52.2%
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)
4.8 times
1.9 times
3.5 times
2.5 times
2.8 times
2.8 times
2.3 times
2.5 times
2.8 times
3.3 times
Debt Servicing Ratio
Debt Servicing and Redemption Cost / Total Revenue
(The capacity of the Council to service its outstanding
debt)
30.3%
31.5%
10.1%
6.2%
6.8%
7.2%
7.2%
6.9%
6.6%
6.3%
Net Debt/Revenue Ratio
Net Debt / Total Revenue
(Council's borrowing ability)
67.1%
72.9%
52.9%
55.3%
64.5%
63.1%
59.3%
53.9%
47.2%
38.8%
7.5 to 1
9.5 to 1
10.0 to 1
9.7 to 1
8.8 to 1
8.8 to 1
8.9 to 1
9.1 to 1
9.3 to 1
9.6 to 1
81.2%
65.4%
21.3%
12.3%
13.6%
14.2%
14.0%
13.4%
12.7%
12.1%
$ 1,411
$ 1,237
$ 952
$ 972
$ 1,175
$ 1,170
$ 1,099
$ 1,019
$ 912
$ 766
0.4
0.9
0.9
0.8
0.9
0.9
1.0
1.1
0.4%
7.4%
2.0%
4.0%
1.5%
2.2%
2.8%
4.8%
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)
Operating Surplus Ratio
Net Operating Surplus / Total Operating Revenue
(Extent to which revenues raised cover operational
expenses only or are available for capital funding )
0.5
-0.4%
- 13 -
0.8
4.0%
For the year ending 30 June 2015
2014-15
Proposed
2015-16
Proposed
2016-17
Proposed
2017-18
Proposed
2018-19
Proposed
2019-20
Proposed
2020-21
Proposed
2021-22
Proposed
2022-23
Proposed
2023-24
Proposed
113.2%
97.6%
74.9%
79.1%
88.8 %
87.2%
83.7%
78.2%
70.9%
61.9%
Interest Coverage Ratio
Net Interest Expense on Debt Service / Total Operating
Revenue
(Extent to which Council’s operating revenues are
committed to interest expenses)
4.0%
4.5%
3.9%
4.1%
4.3%
4.5%
4.4%
4.1%
3.7%
3.2%
Asset Sustainability Ratio
Capital Expenditure on the Replacement of Assets
(renewals) / Depreciation Expense
(Approximation of the extent to which the infrastructure
assets managed by Council are being replaced as these
reach the end of their useful lives)
84.0%
68.7%
66.6%
74.4%
75.8%
75.1%
76.4%
78.0%
79.5%
78.0%
Asset Consumption Ratio
Written Down Value of Infrastructure Assets / Gross
Current Replacement Cost of Infrastructure Assets
(The aged condition of a Council’s stock of physical
assets)
73.8%
73.8%
73.8%
73.6%
73.4%
73.2%
73.1%
72.9%
73.1%
73.1%
Net Financial Liabilities Ratio
Total Liabilities less Current Assets / Total Operating
Revenue
(Extent to which the net financial liabilities of Council can
be serviced by its operating revenues)
- 14 -
Program 1 – Clean, Green and WaterSmart City
Clean, Green and WaterSmart City
Program Goal
Brisbane will be a clean, green and water smart city; a city that protects and supports our subtropical
environment by sustainably managing and caring for our natural surroundings and resources. We will
ensure Brisbane's open spaces and waterways are accessible and valued, now and for future
generations, and our built form supports clean, green and water smart outcomes.
Program Description
Brisbane is a unique city, defined by its subtropical climate and diverse natural environment, the
curving Brisbane River, waterways that criss-cross our suburbs, beautiful bushland and rolling hills.
It is a modern city renowned for its successful blending of urban and natural environments. Council
recognises that it is important to preserve and protect our natural assets now and for the future.
Brisbane's natural environment, open spaces, parklands and waterways help define the subtropical
lifestyle that contributes strongly to our city's success. These assets are not only important to the
unique lifestyle that we enjoy but are also integral to the economic and social wellbeing of Brisbane.
Council recognises that Brisbane is built on a floodplain and that flooding is a natural occurrence for
the city. Council will continue to manage the risk of flooding to create a more resilient city, one that is
safe, confident and prepared. Council understands that as our city grows and develops our built
environment will need to support natural area outcomes, and provide green assets that support
Brisbane’s liveability and lifestyle outcomes.
Council is committed to supporting the community to connect with, participate in and better understand
our natural assets and to be a city that sustainably embraces its environment. Council will continue to
make decisions about waste management and recycling to help protect our waterways, open spaces
and quality of life.
This program is focused on managing the sustainable development of our city to provide for the future
prosperity of Brisbane and to achieve Council's long term vision for Brisbane to be one of the cleanest
and greenest of the world’s capital cities that is safe, confident and prepared for natural hazards.
This will be achieved by:
•
acting to make Brisbane a low carbon, resilient city that prospers in the global economy
•
protecting and managing the city's natural assets, improving the health of Brisbane's open spaces
and waterways and providing opportunities to enrich the lives of residents and visitors
•
connecting with our community to ensure our water resources and natural environment are used
and managed sustainably to support Brisbane's subtropical lifestyle
•
managing our environment creatively and sensitively in urban spaces to further enhance Brisbane
as a great place to live, work and visit
•
fostering partnerships with all levels of government, residents, community groups, land managers,
business and industry
•
maintaining and enhancing a diverse network of clean, accessible and safe parks providing
attractive shady spaces that contribute to Brisbane's liveability
•
maintaining a clean environment, managing collection of waste and recycling and encouraging
waste diversion.
Outcomes and services in this program contribute to the shared community aspirations identified as
goals in the Brisbane Vision:
•
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.
- 15 -
Program 1 – Clean, Green and WaterSmart City
Program Outcomes and Financial Summary
Program Outcomes
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
1.1 - Sustainability Leadership
Expense
9,562 10,498
1.2 - Sustainable Brisbane
3,170
4,884
738
1,768
-
-
1.3 - Biodiverse Brisbane
25,627
23,477
58,848
61,768
19,718
17,089
122,568 121,964
49,620
51,659
32,074
58,032
1.4 - Parks, Gardens and Recreation
1.5 - Sustainable Water Management
Revenue
2,471
-
Capital
6,746
342
2,907
2,764
1,402
3,495
6,635
11,487
1.6 - Focus on the River, Bay and
Waterways
11,597
10,664
816
1,193
4,264
14,747
1.7 - Flood Management
77,719
73,751
19,180
17,657
44,852
50,085
1.8 - Pollution Free City
9,566
8,444
644
708
3,812
7,356
134,123 139,207
129,812 136,547
5,598
3,328
396,839 395,653
263,531 274,795
1.9 - Managing and Reducing Brisbane’s
Waste and Litter
Recurrent Operations Contracts
123,699 162,466
2015-16
$000
2016-17
$000
2017-18
$000
35,573
37,570
38,729
Outcome 1.1 Sustainability Leadership
Outcome description
Brisbane City Council will focus on the performance of our activities and operations to ensure that we are
a sustainable and low carbon organisation that:
• responds effectively and appropriately to maximise sustainability outcomes, reduce greenhouse
emissions, and support the achievement of a carbon neutral council
• is recognised as a leader in sustainability and uses its capacity to influence and support citywide and
regional sustainability outcomes
• manages Council's environmental performance effectively.
Where we are now
Brisbane City Council is acting on our commitment to make Brisbane Australia's most sustainable city.
Council's planning, systems, investments and decisions take into account environmental and
sustainability considerations.
Council is moving towards carbon neutrality through the purchase of 100 percent GreenPower and
carbon offsets. All electricity directly purchased by Council is emissions free GreenPower and emissions
from vehicle, bus and ferry fleets are offset through the purchase of accredited carbon offsets. Combined,
these measures reduce Council's carbon footprint by about 205,000 tonnes of carbon dioxide each year.
Council's Environmental Management System (EMS) provides a systematic process to assess our
environmental impacts and to develop risk-based operational, management and mitigation strategies. The
EMS also ensures Council complies with environmental legislative requirements and applicable national
and international standards.
- 16 -
Program 1 – Clean, Green and WaterSmart City
Where we want to be
We want to make Brisbane City Council a sustainable, low carbon organisation that meets the
expectations of residents and progresses towards carbon neutrality.
We will continue our significant reductions in greenhouse emissions. This will be achieved by
appropriately investing and modernising operations to bring about efficiencies while accommodating
growth in services. Council continues to be recognised as a leader in sustainability, using its capacity to
support citywide and regional sustainability outcomes.
Strategy 1.1.1 Carbon Neutral Council
Make Brisbane City Council carbon neutral by measuring our emissions, reducing these emissions
through improving energy efficiency, and using renewable energy and purchasing carbon offsets to
negate our residual emissions.
Service 1.1.1.1 Greenhouse Gas Reduction
Council will provide corporate leadership in sustainability research, planning and strategy development.
We will seek to make innovative use of the opportunities afforded to Council due to its scale and scope of
operations and ability to influence. In doing so Council will seek to maximise value for money and
environmental outcomes.
All electricity directly purchased by Council will continue to be emissions free GreenPower. Emissions
from vehicle, bus and ferry fleets will continue to be offset through the purchase of accredited carbon
offsets. Council will work to achieve further operational efficiencies to reduce emissions, contain costs
and balance the emissions impact of delivering services to a growing community.
Measurement and management of greenhouse emissions, including indirect emissions, will continue to
ensure Council meets all its legislative requirements and the voluntary emissions reduction commitments
that were adopted by Council.
To achieve this, the service will:
• maintain an annual inventory of Council's energy consumption and greenhouse gas emissions to identify
priority issues and inform opportunities for emission reductions through improved energy and operational
efficiency, plant modernisation and/or fuel switching
• provide capacity for Council to respond to administrative and cost implications associated with carbon
policy and legislation
• facilitate measures to reduce Council's energy use and carbon footprint
• ensure Council complies with relevant legislation
• purchase 100% GreenPower for all electricity directly purchased by Council
• purchase accredited carbon offsets to negate greenhouse gas emissions from Council's vehicle and bus
fleet and stationary fuel use
• undertake to create recognised carbon credits from Council activities where it is cost effective to do so
• use Council's influence to achieve effective regulation and remove barriers to sustainable practices
• source alternative revenue through grants, subsidies and other government funding programs,
particularly where these have an energy or carbon reduction outcome.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,017
-
885
-
- 17 -
Program 1 – Clean, Green and WaterSmart City
Projects
100 Percent Green Power
25000 Street Lights Retrofit Program
Brisbane City Council - Carbon Offsets
Legislative Compliance and Administration
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
5,829
342
218
3,046
-
5,666
232
3,105
-
5,624
236
3,089
-
5,613
242
3,214
-
Strategy 1.1.2 Improve Environmental Management Practices
Manage Council activities and practices to reduce the environmental risks of Council's activities and
operations.
Service 1.1.2.1 Integrated Environmental Management
This service aims to provide a systematic approach to the assessment of Council’s environmental impacts
and develop operational and management strategies that mitigate risk.
To achieve this, the service will:
• review and maintain Council's Environmental Management System (EMS) in a way that provides
opportunities for further improvement
• demonstrate leadership across Council in co-ordinating and communicating best practice environmental
management activities and requirements
• facilitate the development of strategies, operational procedures and guidelines across Council to deliver
reductions in the environmental risks of Council’s activities and operations, to ensure compliance with
environmental legislation and produce green and clean outcomes
• provide relevant mitigation strategies through the monitoring, managing and reporting of environmental risks
arising from Council's activities
• co-ordinate and undertake Council's quarterly environmental performance reporting
• further align energy, waste, transport and water performance efficiencies with corporate priorities to reduce
costs and improve outcomes.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
501
-
520
-
- 18 -
Program 1 – Clean, Green and WaterSmart City
Outcome 1.2 Sustainable Brisbane
Outcome description
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.
Where we are now
The Green Heart program is delivering a broad range of behaviour change programs and initiatives to
support residents, schools, businesses and community groups.
Council continues to engage with the Brisbane community through its popular Green Heart sustainability
events, and residents and schools can access information, tools and support, through Council's Green
Heart Homes and Schools programs.
Council's Environment Centres deliver onsite environmental education experiences and interpretive
services to school children, residents and visitors. These complement other sustainability education and
information services.
Since its inception CitySmart Pty Ltd has been delivering new ways for business, industry, government
and the community of Brisbane to work together to make Brisbane Australia’s most sustainable city. In
broadening Council's sustainability agenda, it has helped reduce Brisbane's carbon emissions without
sacrificing commercial outcomes and it continues to guide various sectors of Brisbane as they work
together to strengthen the city’s response to the long-term sustainability challenges facing the city whilst
maximising new business opportunities that arise from designing a more sustainable future.
The provision of free native plants to ratepayers, residents, new citizens and through Green Heart events
promotes the benefits of urban tree cover, and sustainable gardening that contributes to a more
sustainable city.
Where we want to be
Brisbane's community will be educated, interested and actively involved in reducing the city's
environmental footprint. All community members will be well informed about the crucial role they play in
ensuring our city's sustainability for future generations and adopt best practice activities and behaviours in
all that they do.
Strategy 1.2.1 Green Heart Community Engagement Program
Deliver initiatives that help residents understand environmental and sustainability issues and be able to
make positive choices that help the environment and to live 'green' - reducing waste, protecting
Brisbane’s native plants and animals and saving energy, water and costs.
Service 1.2.1.1 Green Heart Community Engagement
Council continues to deliver behaviour change campaigns as a part of its Green Heart engagement
initiatives with residents, schools and community groups. The objective of this service is to engage with
and empower Brisbane residents to adopt lifestyles and practices that contribute to Brisbane achieving its
long-term plan for a more sustainable city.
To achieve this, the service will:
• deliver the Green Heart Wisdom program to help low income seniors improve their energy efficiency and
stay more comfortable in their homes
• educate and encourage residents and students to live more sustainably through the Green Heart Homes
and Schools programs
• work with all areas of Council associated with environmental sustainability to provide integrated support
for residents and schools
• deliver the Green Heart Events program as a key means of providing face-to-face community interaction
• continue to provide free native plants for ratepayers, community groups, new Australian citizens and
schools
• continue to work with CitySmart Pty Ltd to deliver sustainability projects that reduce the city's
environmental footprint.
- 19 -
Program 1 – Clean, Green and WaterSmart City
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
435
-
834
-
Projects
Green Heart CitySmart Pty Ltd - Operations
Green Heart Environmental Hubs
Green Heart Homes and Schools
Green Heart Sustainability Events
Green Heart Wisdom
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
599
117
575
599
2,160
1,768
623
575
623
-
619
575
619
-
617
575
617
-
Outcome 1.3 Biodiverse Brisbane
Outcome description
Brisbane values, protects and works, as a community, to sustain the diversity of Brisbane’s habitats,
plants and animals.
Where we are now
Brisbane is currently recognised as the most biodiverse capital city in Australia. The city supports a
unique diversity of ecosystems and wildlife. Located within the centre of South East Queensland, a fast
growing region, Brisbane is presented with a number of significant challenges including protecting
Brisbane’s biodiversity, and providing opportunities for the community to enjoy the city’s unique natural
environment.
Where we want to be
Brisbane's natural environment contributes to the city’s aspiration to maintain its international status as a
New World City that is clean and green and offers an enviable lifestyle. Council will continue to value,
protect and restore the natural environment, ensuring there is a resilient, well-managed and accessible
conservation reserve network. This will be supported by complementary voluntary conservation measures
on private land to sustain our unique flora and fauna and through effective protection of significant
vegetation on public and private land. Council has an integrated planning and regulatory framework that
protects the city’s most important habitat areas. Council supports community involvement in the
protection and restoration of biodiversity.
Council is aiming to meet its 2031 target of natural habitat and open space cover within Brisbane.
Council’s continuation of its program to protect and restore key sites will contribute to the improvement of
both the quality and quantity of natural habitats in Brisbane.
Strategy 1.3.1 Growing the Conservation Reserve Network
Protect, manage and restore the city’s most significant habitat areas and to establish a network of
resilient and well-connected conservation reserves. This includes managing and expanding conservation
reserves, effectively implementing vegetation offset projects on priority sites, supporting communitydriven revegetation projects and restoring other strategic sites like acquired bushland.
- 20 -
Program 1 – Clean, Green and WaterSmart City
Service 1.3.1.1 Conservation Reserves Consolidation
This service aims to secure lands of significant biodiversity value using funds raised through the Bushland
Preservation Levy. Council's program of acquiring land with significant biodiversity value to add to the
city's conservation reserve estate will continue.
Activities in this service include:
• identifying significant lands for acquisition, in order to consolidate and connect the existing conservation
reserve estate
• sourcing property-related reports (legal and valuation) and biodiversity information to support land
acquisitions and sustainable asset management
• examining contemporary measures for protecting biodiversity through alternative and cost effective nonasset alternatives
• improving the quality of the conservation reserve estate through management and maintenance of
threatening processes and restoring habitats
• supporting community involvement in protecting and promoting Brisbane's environmental assets.
The activities of this service are funded by projects.
Projects
Bulimba Creek Acquisition
Bushland Acquisition Program
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
711
14,039
1,225
15,264
14,826
1,250
16,076
15,614
1,275
16,889
15,909
1,300
17,209
Strategy 1.3.2 Brisbane's Urban Forest Management and Restoration Program
Protect, maintain, improve and increase Brisbane’s urban forest assets, including Council owned or
controlled conservation reserves, and native vegetation communities and significant landscape trees on
public and private land. Brisbane’s urban forest supports a range of ecosystem services including
biodiversity, recreation, education, economic vitality, waterway health, cooling urban heat island effects,
outdoor lifestyle and contributes to the Brisbane Vision goal of a well-designed, subtropical city.
Service 1.3.2.1 Conservation Reserves Management
The aim of this service is to manage conservation reserves to deliver an effective balance between
sustaining their ecological values and enhancing their recreation and education values.
Activities in this service include:
• management of the natural, cultural and recreational values of the city's 108 conservation reserves,
including reserves of historical significance such as Mt Coot-tha Forest and other areas of high
significance that cover approximately 8000 hectares
• bushland maintenance, access, rehabilitation, infrastructure and weed, pest and fire management
• strategic natural asset management
• community engagement in natural areas
• implementing Council’s Invasive Species Management Plan
• delivery of environmental education and interpretation services through Council’s Environment Centres.
•
•
•
•
•
•
•
•
•
The service will focus on:
providing access to the reserves for residents and visitors
implementing the Outdoor Recreation Management Strategy
active risk management, including establishing and maintaining fire management infrastructure, reducing
fire hazards and wildfire suppression
building on Council's improved approach to the management and activation planning of the reserves
managing the impacts of pest animals and plants on Conservation Reserves
continuing the delivery and improvement of Council’s evidence based and targeted approach to effective
reserve management
funding for Council's ongoing partnerships with community groups dedicated to conserving our
environment.
- 21 -
Program 1 – Clean, Green and WaterSmart City
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
10,818
35,329
11,015
37,233
Projects
Brisbane Invasive Species Management Plan
Implementation
Community Conservation Assistance
Conservation Reserves Management Program
(Refer Appendix of Schedules)
Natural Areas Risk Management
Wipe Out Weeds
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,066
1,066
797
797
3,050
1,018
4,068
127
2,909
2,909
1,107
1,107
817
817
3,409
1,043
4,452
131
2,981
2,981
1,120
1,120
838
838
4,433
1,070
5,503
130
1,588
1,588
1,118
1,118
859
859
3,904
1,096
5,000
133
1,628
1,628
Strategy 1.3.3 Protecting our Bushland and Water Catchments through Partnering
Protect and restore our biodiversity by sound planning and appropriate regulation to consolidate and
connect habitat and by partnering effectively with residents, private landholders and community groups.
Service 1.3.3.1 Community Partnering for Conservation
This service aims to promote involvement in bushland and habitat regeneration and caring for Brisbane's
wildlife through:
• fostering recognition of our diverse fauna, flora and ecosystems and promoting involvement in bushland
regeneration
• providing a rescue and rehabilitation service for sick, orphaned and injured wildlife within Brisbane
• providing support for the efforts of Brisbane residents and community groups including Creek Catchment
Officers, Habitat Brisbane Groups and the Wildlife Conservation Partnerships Program, to achieve
improved environmental outcomes through sustainable behaviours, participation in bushland restoration
and caring for Brisbane's wildlife
• encouraging and maintaining conservation partnerships with private landholders that complement
protection of biodiversity on public lands.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
434
-
454
-
- 22 -
Program 1 – Clean, Green and WaterSmart City
Projects
Community Conservation Partnerships
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Lord Mayor's Community Sustainability and
Environment Grants
Native Animal Ambulances and Wildlife Carers
Grant
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,940
432
462
131
-
3,076
499
483
136
-
3,113
1,468
490
136
-
3,203
3,149
502
135
-
Service 1.3.3.2 Biodiversity Planning
This service aims to protect and sustain biodiversity through planning and statutory instruments including:
• the South East Queensland Regional Plan 2031, Brisbane City Plan 2014 and Neighbourhood Plans and
input into development assessment processes and decisions
• local laws including permits, breaches and requests for information
• plans, management strategies and guidelines for the protection and restoration of biodiversity, including
environmental offsets, wildlife movement solutions and threatened species management.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
619
-
622
-
Expense
Revenue
Outcome 1.4 Parks, Gardens and Recreation
Outcome description
Brisbane's parks and public open spaces reflect our subtropical lifestyle and are available to all. Our
parks, open spaces and streetscapes are attractive and the shady spaces provide valued visual,
recreational, heritage and cultural amenity to a diverse Brisbane.
Where we are now
The Brisbane community regards shady and attractive streets and accessible and diverse parks as an
important part of the city's image and recognises their contribution to the liveability of its suburbs. Tree
planting programs continue to target the most shade-hungry footpaths and park pathways.
Brisbane has an extensive and expanding park network of over 2000 parks, currently covering more than
6000 hectares in urban parks and more than 8000 hectares in conservation reserves. Parkland
acquisitions continue to focus on alignment between population growth and access to a range of outdoor
activities, translated to cost effective public park infrastructure network planning. The community remains
highly engaged with our city's parks and playgrounds, with around one-third of Brisbane residents visiting
parks once or more per week.
Where we want to be
Brisbane's open spaces are important to our city. As Brisbane grows, community appreciation of, and
need for, accessible public parks with a greater diversity of facilities becomes more evident. Council is
committed to maximising community benefit from our green and open spaces and aims to deliver an
accessible and connected network of public and private open space. The challenge is to deliver an
integrated network that provides for a broad range of recreation opportunities and promotes our
subtropical outdoor lifestyle while integrating with the Brisbane Vision to provide water-smart, accessible
and inclusive, and active and healthy outcomes.
The program will ensure effective and sustainable management practices and accessible infrastructure
that is matched to community needs.
- 23 -
Program 1 – Clean, Green and WaterSmart City
Street and park trees are a valued subset of Brisbane’s urban forest and make a major contribution to
Brisbane’s open space network. Their sustainable management is based on up-to-date knowledge of the
extent, composition and needs of the resource and the needs and priorities of the community, including:
• preservation of significant trees and high quality landscapes in Council projects and private
developments, especially urban consolidation sites
• enhancement of our subtropical city with shady, tree lined, pedestrian friendly streets
• support of alternative transport uptake and healthy lifestyles by greening and shading pathways,
bikeways and walk to school routes
• expanding local community and industry involvement in amenity tree planting and maintenance
programs.
Strategy 1.4.1 Enhancing and Maintaining Park and Street Trees
Strategically add to and proactively manage our street and park tree assets to optimise and sustain their
environmental, economic and social benefits, in the most cost effective way.
Service 1.4.1.1 Managing Trees on Public Land
Just over half the city’s tree canopy cover is growing in public parks and road reserves, and includes an
estimated 575,000 street trees.
This service aims to plant, maintain and protect street and park trees to sustain a healthy, low risk, fit-forpurpose, resilient asset of optimum community benefit for current and future generations.
Activities in this service include:
• efficient and targeted delivery of local street and park tree planting and proactive maintenance programs
to manage risk and meet local priorities and targets
• delivering Neighbourhood Shadeways, in partnership with the community, other program partners and
Queensland Government agencies, by planting shade trees to support walking, cycling and waterway
health
• supporting integrated delivery of Subtropical Boulevard treatments along arterial entry roads and
suburban routes
• rededication of the Balmoral Park Avenue of Honour, and planning for restoration of memorial tree
plantings
• promoting the multiple values of street and park trees and informing the community of schedules
• succession planning and planting for significant trees in the city’s parks
• providing support and resources for tree proactive and reactive tree maintenance in response to
customer requirements.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
14,044
262
13,828
269
Projects
Boulevards and Shadeways
Park Tree Management
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,040
378
915
-
1,052
397
930
-
1,129
171
937
-
1,190
140
960
-
Strategy 1.4.2 Grow and Improve Brisbane's Network of Urban Parks
Adopt a planned approach to acquiring and developing new parks and improving existing ones to
optimise community benefits and meet the diverse recreational and cultural needs of an increasing
population.
- 24 -
Program 1 – Clean, Green and WaterSmart City
Service 1.4.2.1 Park Development and Planning
Brisbane has an expanding network of over 2000 parks providing more than 6000 hectares of urban
parkland for residents. This service aims to enhance the parks network by acquiring and developing new
parks and improving existing parks.It leads the forward planning for the city's open space and parkland
estate using improved understanding of the community's expectations for parkland provision, activities,
facilities and quality.
Activities in this service include:
• the ongoing review of the city's open space network and its representation in the Priority Infrastructure
Plan (PIP) in Brisbane City Plan 2014
• improving policies, rules and guidelines for development, use and management of the city's parks and
public space areas
• reviewing planning guidelines
• providing technical advice and assistance on open space issues for citywide, local and neighbourhood
planning
• planning and design for the development of sport and recreation parks and facilities and the activation of
existing parks
• master planning, designing and constructing parks and facilities to required standards
• improving community understanding and appreciation of our natural area parks by constructing a new
Environment Centre experience at Karawatha Forest
• opening a major new district recreation park and playground at Frew Park, Milton
• continuing to improve the accessibility of all of Brisbane's parks and playgrounds.
Ongoing projects such as the Parks Infrastructure Charges Program and City Parks Trust contribute
towards the acquisition of new parkland in this service.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,225
-
1,825
-
Projects
Build Karawatha Forest Environment Centre
City Parks Trust
Frew Park Milton
Key City Park Upgrades
Parks Infrastructure Charges Program
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
6,183
78
693
6,005
165
36
10,436
903
6,843
19,817
299
16,743
3,010
87
10,019
379
3,228
20,800
989
22,202
3,566
1,391
1,329
21,419
1,002
23,561
3,661
1,417
22,311
1,002
25,190
Strategy 1.4.3 Provide Well Maintained, Clean, Safe Parks
Ensure that we provide well maintained and clean facilities, lawns, gardens, playgrounds and general
amenities so that people can make the best use of our parks and public spaces for a wide range of active
and passive recreational activities including sports, jogging, walking, picnics and barbeques.
Service 1.4.3.1 Parks Maintenance and Enhancement
This service aims to maintain, refurbish and replace park assets so they are fit for purpose, well utilised
and accessible to all of the community.
- 25 -
Program 1 – Clean, Green and WaterSmart City
The service will provide:
• clean and safe parks, with well maintained facilities and activity spaces
• accessible parks so that Brisbane's residents and visitors can make best use of our public spaces
• play precincts in each region that provide a diverse range of opportunities for users of all abilities
• quality green assets such as heritage gardens, botanic gardens, attractive landscaping, trees and
shrubs.
Activities in this service include:
• design and construction of parks and facilities to required standards
• park maintenance and operation, including cleaning, litter and rubbish removal, grass cutting, tree
maintenance, infrastructure maintenance, visitor services and emergency response
• liaison with sporting groups about best practice maintenance of sporting fields, including efficient and
alternative water use strategies and use of alternative surfaces
• support and advice for community management of sporting field facilities
• involving the community through regular liaison and feedback
• park asset rehabilitation schedules based on condition and community priority.
Ongoing projects provide for the periodic refurbishment and replacement of park infrastructure and
facilities such as dog off leash areas, toilets, picnic areas, playgrounds, boardwalks, utilities, memorials,
recreation facilities and pathways. The Metropolitan and District Playgrounds and Upgrade Key
Neighbourhood Parks projects contribute towards the upgrade and provision of new park facilities and
park improvements.
The Additional Cuts Parks Grass project will provide additional grass cutting in popular parks. The
frequency of cuts will continue to take into account weather conditions and the needs of park users.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
62,184
166
64,804
208
Projects
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
Additional Cuts - Parks Grass
1,896
353
184
79
965
957
1,016
848
3,062
276
2,768
1,045
-
1,972
364
174
1,161
767
1,404
544
2,876
414
2,597
892
-
2,017
366
178
1,241
751
2,591
869
2,658
492
2,519
924
-
2,061
367
162
1,268
751
1,582
217
2,350
438
2,580
935
-
Capital
Expense
Revenue
Dog Off Leash Area Refurbishment
Capital
(Refer Appendix of Schedules)
Expense
Revenue
Maintain Lakes Systems in Parks
Capital
Expense
Revenue
Memorials & Heritage Restoration
Capital
(Refer Appendix of Schedules)
Expense
Revenue
Metropolitan and District Playgrounds
Capital
Expense
Revenue
Park Access Assets Maintenance and Rehabilitation Capital
(Refer Appendix of Schedules)
Expense
Revenue
Park Infrastructure Facility and Landscape Upgrades Capital
(Refer Appendix of Schedules)
Expense
Revenue
- 26 -
Program 1 – Clean, Green and WaterSmart City
Play Safe Upgrades
981
140
4,980
591
-
Capital
Expense
Revenue
Capital
Expense
Revenue
(Refer Appendix of Schedules)
Upgrade Neighbourhood Parks
(Refer Appendix of Schedules)
1,013
144
4,692
495
-
1,039
147
3,848
494
-
1,040
146
4,526
494
-
Strategy 1.4.4 Regulate Parks and Reserves to Ensure Public Enjoyment and Safety
Uphold and enforce Council's local laws for parks, facilitating enjoyable and safe park experiences for
visitors and protecting people and park assets from the impacts of illegal and non-permitted activities.
Service 1.4.4.1 Parks and Reserves Compliance
This service regulates unlawful activities within parks to help deliver safe and enjoyable experiences for
all. Activities in this service include:
• undertaking investigations and compliance action in parks regarding breaches of Council's local laws
relating to Council lands and assets, including parks
• providing advice to the public and disseminating educational material about Council's local law for parks
and park assets.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
502
-
252
-
Expense
Revenue
Strategy 1.4.5 Manage Mt Coot-tha Botanic Gardens
Manage and promote the Brisbane Botanic Gardens, Mt Coot-tha as a significant horticultural, leisure,
learning and tourism destination that aspires to international standards while retaining its relevance and
value as a key city park that is well used by residents and visitors.
Service 1.4.5.1 Manage Brisbane Botanic Gardens, Mt Coot-tha
This service aims to ensure the Brisbane Botanic Gardens, Mt Coot-tha is efficiently and effectively
managed, promotes sustainable horticultural practices, provides quality visitor services and facilities that are
well utilised, provide learning for life opportunities and contribute to Brisbane’s sustained prosperity.
Activities in this service include:
• maintaining, repairing, refurbishing, replacing and operating garden assets
• designing, developing and establishing new features and infrastructure to enhance the experience of visitors
and garden operations
• maintaining landscape elements including grass, gardens, botanical displays, trees, shrubs, public art,
ponds and water features
• conducting educational, recreation and tourism programs, including volunteer guided tours
• providing technical advice and promoting sustainable gardening and amenity horticulture.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
4,212
146
4,042
133
Projects
Mt Coot-tha Botanic Gardens - Refurbish Assets
Capital
Expense
Revenue
- 27 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
619
148
-
718
152
-
95
-
95
-
Program 1 – Clean, Green and WaterSmart City
Strategy 1.4.6 Manage Roma Street and South Bank Parklands
Manage and maintain Roma Street and South Bank Parklands as important horticultural, leisure and tourism
destinations while retaining relevance and value as iconic park assets well used by residents and visitors.
Service 1.4.6.1 Manage Roma Street and South Bank Parklands
This service aims to ensure Roma Street and South Bank Parklands are efficiently and effectively managed,
well utilised by the community and promote sustainable horticulture practices.
Funding for provision of these services is provided by the Queensland Government.
Activities include:
• maintaining, repairing, refurbishing, replacing and operating garden facilities
• maintaining landscape elements including grass cutting, gardens, displays, trees and shrubs, ponds and
water features
• conducting educational and tourism programs, including volunteer guided tours
• promoting the parklands' facilities and services
• organising public events in the parklands
• providing technical advice and promoting sustainable gardening and amenity horticulture.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
29,048
29,014
27,426
27,426
Outcome 1.5 Sustainable Water Management
Outcome description
In partnership with the Brisbane community, Council will sustainably manage Brisbane's water resources
through the integrated management of our water supply, wastewater, stormwater and waterways. Through
this integrated approach, we maximise community benefit and help ensure the sustained liveability and
economic prosperity of Brisbane and the South East Queensland region.
Where we are now
Council employs a whole of water cycle approach to water management. Council's WaterSmart Strategy
provides strategic guidance for sustainable water management within the goals of a water smart community,
a well-designed subtropical city and sustainable water use. Brisbane's Total Water Cycle Management Plan
identifies a range of new opportunities to ensure water is managed effectively across Council's business.
In recent years, Brisbane's community has experienced the most sustained drought in over 100 years and
the largest flood in over 35 years. Brisbane's community responded effectively to drought, the Brisbane River
flood of January 2011 and the 2013 Australia Day Storm Event. The breadth of flexibility and resilience
demonstrated in these past events highlights our capacity to be a water smart community.
In contributing to a well-designed subtropical city, Council considers water resource issues broadly across
the city, integrating water resource management with land use and infrastructure planning.
Where we want to be
Brisbane's community will connect to water, participate in decision making and take actions to manage water
sustainably. Our community will have a greater awareness of water smart concepts and will demonstrate
water smart behaviour. Brisbane will be a flood-informed community with Council ensuring that it is well
prepared to deal with the issues and challenges presented with major flood events. Council and Brisbane’s
community will support and use a diverse mix of water sources, improving the city’s resilience to future
unfavourable climatic events.
Brisbane will deliver key actions in Brisbane’s Total Water Cycle Management Plan that will guide waterway
planning and delivery. Brisbane will support development in a way that ensures our built environment
minimises adverse impacts on our environment and maximises the benefits the community receives from our
- 28 -
Program 1 – Clean, Green and WaterSmart City
local water resources. All major infrastructure projects will include appropriate engagement with stakeholders
in the implementation of water smart design.
Strategy 1.5.1 Integrated Water Cycle Management
Responsible and efficient management of the total water cycle.
Service 1.5.1.1 Water Smart
This service aims to engage the community, key partners and Council as an organisation, with initiatives that
will help achieve Brisbane’s vision to be Australia's most water smart city.
This service will provide:
• water smart communications and stakeholder engagement
• increased community awareness of catchment management and broader water cycle outcomes
• support for community networks, festivals, events and forums
• strategic investigations and advice in relation to water issues across Council
• instruments and tools to support policy development and delivery in flood management, regional and local
waterway health and other components of the water cycle.
Activities in this service include:
• reviewing strategic and legislative documents, including Queensland Government legislation, Council's
plans and strategies and land use planning documents
• initiating activities that support the local and regional management of the urban water cycle with input from
stakeholders including the community, all levels of governments and their agencies
• supporting local and national events, festivals and forums that celebrate water and waterways, and advance
water smart science, technology and practice
• providing compliance and regulatory services for greywater and blackwater treatment, from education to
enforcement.
Key initiatives to be delivered include:
• supporting community festivals, events and activities that celebrate water and waterways
• engaging, collaborating and partnering with the community, industry bodies, local business, government
agencies and regional partners in shaping our water future
• participating in research and education initiatives to progress water smart innovation, science and
technology
• partnering with external agencies to implement water smart education campaigns to raise awareness of how
our community can live with water and take action to manage water sustainably
• implementing the Brisbane Total Water Cycle Management Plan to deliver water smart solutions across the
city
• continued work on the Coorparoo Creek Park Project, demonstrating the multiple values of waterways in
contributing to liveability in an urban environment delivering stormwater harvesting in partnership and re-use
projects at seven locations across Brisbane to demonstrate integrated water cycle management solutions
for the city
• furthering the Norman Creek 2012-2031 Master Plan, which will provide Australia's first local government
example of integrated urban water resource management on a whole-of-catchment scale
• developing an integrated, outcome-based master plan and undertake key implementation initiatives for the
Oxley Creek Catchment in collaboration with the community and key stakeholders that considers
environmental, social and economic values of the catchment and identifies key activities to support the
delivery of the master plan.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
949
362
913
371
- 29 -
Program 1 – Clean, Green and WaterSmart City
Projects
Coorparoo Creek Park - Stage 1
Norman Creek 2012 - 2031
Stormwater Harvesting
Water Smart Communication and Engagement
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,945
59
2,210
362
6,332
34
3,124
54
-
3,035
59
2,630
407
2,497
39
1,000
57
-
2,904
59
3,192
425
56
-
1,601
57
3,287
427
58
-
Service 1.5.1.2 Integrated Water Cycle Implementation
This service aims to implement integrated water cycle planning solutions to deliver Council's WaterSmart
Strategy and support Council's planning.
To achieve this, the service will develop plans, information and programs that support and prioritise the
implementation of Council's WaterSmart Strategy and Brisbane’s Total Water Cycle Management Plan.
Key activities in this service include:
• preparing plans to meet Council's legislative obligations as identified by Queensland and Federal
governments
• preparing studies and plans that provide information to support Council's land use planning activities,
particularly the Brisbane City Plan 2014, neighbourhood planning and urban renewal plans
• providing customer support to respond to queries concerning our water smart outcomes, guidelines and
standards
• continuing to fund customer service obligations for clearing blockages in combined drains
• supporting development assessment teams with policy advice on high level applications and key legislative
changes.
Key initiatives include:
• working with partners and industry to develop and implement tools that deliver water smart outcomes and
embedding these within sustainable and subtropical planning and design
• aligning the Brisbane City Plan 2014 with changes in the Queensland Government's regulatory and
legislative regimes.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,291
-
1,341
-
- 30 -
Program 1 – Clean, Green and WaterSmart City
Outcome 1.6 Focus on the River, Bay and Waterways
Outcome description
The river, bay and waterways of the city support the liveability and lifestyle of Brisbane. Waterways support
multiple uses and are widely used, enjoyed and appreciated by the community as recreational, economic
and environmental assets. Water is an important factor in the design of Brisbane’s built form and is managed
as an economic asset to deliver value to business, industry, residents and nature alike.
Where we are now
The community recognises the value of protecting, enhancing and improving the river, bay and waterways,
with 95% of residents believing waterways are important to Brisbane.
They are widely visited for a variety of uses. Council actively engages with stakeholders and the community
in its catchment and waterway management activities.
The river, bay and waterways support over 50,000 migratory shorebirds of 34 species as well as six of the
seven species of sea turtle and iconic Australian species such as the platypus. Council is committed to
meeting increasing community expectations for improving the health of our waterways and maintaining
world-class access to waterways, for all residents, to enjoy them as an open space resource within a growing
city, recognising Brisbane as a River City.
Over the last 10 years the health of the Brisbane River has steadily improved as shown by the results of the
Healthy Waterways Ecosystem Health Report Card. This is a result of improvements in various parts of the
catchment. However, further investment in improving the ecological health of the river is required to address
legacy issues including managing nutrient and sediment loads from existing and future land uses, coupled
with managing construction impacts within urbanising catchments. Land use change presents an opportunity
for new and improved sustainable and integrated water management, increased waterway activation and
use, and for existing urban areas to retrofit water smart outcomes to comply with Queensland Government
regulations that aim to secure waterway health improvements, while supporting integrated urban design,
urban greening, city cooling and better amenity outcomes.
The 2011 flood caused river bank erosion and slumping, posing a risk to both public safety as well as
threatening private and public infrastructure. The 2013 Australia Day Storm Event and other extreme
weather events reinforce a need to build resilience into our key natural system through focused management
actions.
Waterway corridors are currently protected from development and this will, along with integrated stormwater
management, continue in the Brisbane City Plan 2014. Council participates in the South East Queensland
Healthy Waterways program to develop and maintain regional strategic and local activities that improve the
condition of our natural water assets.
Where we want to be
We want people to continue to value and appreciate the multiple benefits provided by Brisbane's waterways,
particularly the high ecological and social values of our waterways that support sustained economic
prosperity for Brisbane.
We want to actively support integrated planning and design outcomes that provide wider multiple outcomes
and the liveability benefits of water in the city.
We want cost effective, best practice asset management. Council is committed to taking a leadership role
through its own actions and by contributing to Federal and Queensland governments, regional initiatives and
partnering in programs that demonstrate Council's sustainable water management that supports the
liveability of Brisbane.
Key activities in this service include:
• integrating water cycle services, such as flood conveyance, flood risk management and mitigation
measures, stormwater harvesting, biodiversity and park outcomes with waterway health outcomes
• meeting the water sensitive urban design objectives of Queensland Government policy, with a refocused
effort around cost effective, integrated solutions that support good design and liveability outcomes, providing
well-designed sustainable spaces and places that reflect subtropical design which are resilient to climate
variability
- 31 -
Program 1 – Clean, Green and WaterSmart City
•
•
•
•
•
providing sustainable management of our catchments in partnership with the community and other
stakeholders
integrating water smart outcomes and environmental best practice in all aspects of Council operations and
capital works, urban planning, natural resource management and urban design
developing asset management frameworks for our water smart and waterway assets, supporting improved
and integrated asset planning
managing development impacts, including sediment control of construction works
evidence-based decision-making through local waterway evaluation, with a stronger emphasis on key
indicators such as sediment load and high value assets.
Strategy 1.6.1 Active Partnerships and Regional Waterway Management
Participation in partnerships that support regional water planning activities and improvement of the condition
of regional waterways.
Service 1.6.1.1 Regional Water Quality Management
This service aims to work with regional partners to assist the planning and implementation of management
actions to achieve improved water quality and wider liveability outcomes associated with water and
waterways in South East Queensland and the upper catchments of the Brisbane River. This service also
supports the development and delivery of best practice water quality management.
This service will provide:
• leadership in research that translates into integrated delivery opportunities for Council and all regional
partners
• strategic policy integration, interpretation and issue management with Federal and Queensland
governments and regional partners in water quality management
• stakeholder engagement with all regional partners
• capacity building around current best practice requirements.
Key activities in this service include:
• linking Council’s projects and programs with key findings from the Water Sensitive Cities Cooperative
Research Centre, a national research partnership that involves investigation of policy frameworks, new
technologies and knowledge requirements to manage water sustainability from an urban perspective
• continuing to develop strategies for regional water sensitive urban design retrofit and water quality offsets in
partnership with surrounding local governments
• erosion and sediment control research and policy development, systems improvement and capacity building
• contributing to the South East Queensland Healthy Waterways program delivering the Ecosystem Health
Monitoring Program (EHMP) and Report Card, regional recreational waters Human Health Program and the
Healthy Waterways River Clean-up Program
• supporting, as a foundational partner, the activities of the International River Foundation
• reviewing implementation and management strategies to reduce stormwater pollution.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,232
-
859
-
Strategy 1.6.2 Protecting Waterway Health
Actions to improve the quality of stormwater and waterway health.
Service 1.6.2.1 Improve Ecological Health and Liveability of Waterways
Waterway rehabilitation and enhancement works will continue to be undertaken to improve the resilience of
our waterways to the impacts of a growing city.
This service aims to support multiple outcomes for our waterways including their social, economic,
environmental and recreational values to support the sustained liveability of Brisbane, and ensures the built
environment cost effectively mitigates adverse impacts on waterways and supports wider liveability
outcomes through integrated design solutions.
- 32 -
Program 1 – Clean, Green and WaterSmart City
Key initiatives include:
• waterway rehabilitation and enhancement works in key locations, including developing future integrated
design solutions
• developing waterway and water smart asset registers, classification manuals and strategic asset
management plans to support optimised delivery and service level planning
• developing a waterway multiple use framework to support integrated delivery planning, guiding water smart
interventions across the catchment
• delivering 10 water smart asset renewal projects over two years to support improved asset management
• supporting the Brisbane City Plan 2014 stormwater code implementation and waterway health outcomes
through neighbourhood planning activities
• construction of creek filtration systems to improve stormwater quality flowing to waterways
• ongoing maintenance of water smart assets, including a risk assessment to support a prioritised asset
management program
• integrating the results of sediment source studies within project planning, evaluating high value aquatic
assets, and ongoing citywide recreational waterway health monitoring
• enhanced erosion and sediment control compliance by maintaining a strong Council field presence and
supporting planning frameworks
• implementation of healthy waters commitments, legislative and regional requirements through Brisbane City
Plan 2014 and other planning instruments.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,319
656
3,811
672
Projects
Creek Filtration Systems Trial
Erosion and Sediment Control Compliance Project
Local Waterways Health Assessment and
Evaluation
Oxley Creek Improvement Program
Waterway Human Health and Safety - Site
Monitoring
Waterways Health Enhancement
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
529
34
469
160
505
361
361
111
3,840
-
532
39
488
160
614
361
361
121
4,141
-
496
160
505
361
361
126
4,256
-
500
160
514
361
361
128
4,424
-
Strategy 1.6.3 Access and Use of Waterways
Ensuring that the river, bay and waterways can be safely accessed and are widely used as recreational,
economic and environmental resources.
Service 1.6.3.1 Wharves, Jetties and Pontoons
This service aims to provide safe and improved access to Brisbane's waterways to help achieve recreational,
economic and environmental outcomes.
- 33 -
Program 1 – Clean, Green and WaterSmart City
Activities in this service include:
• improving the provision of safe access to the Brisbane River, bay and waterways for residents and visitors
• ensuring Council's waterway assets are maintained at an appropriate level to optimise operation and access
to creeks, the river and the bay
• continue to provide safe facilities that deliver Zero Harm
• continue to maintain and seek improvement in the delivery of services according to Council’s service
standards.
Key initiatives in this service include:
• constructing new wharves, jetties, pontoons, fishing platforms and associated land improvements (such as
car parks) for recreational purposes
• maintaining and rehabilitating existing wharves, jetties, pontoons and fishing platforms to ensure safe
operation and optimum access to waterways
• resurfacing of ramps and access points
• enhancing and improving parking and storage facilities.
A key project within this service is the rehabilitation of Shorncliffe Pier.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
347
-
338
-
Projects
CBD Marina
Shorncliffe Pier
Wharves Jetties Pontoons and Fishing Platforms
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
218
11,521
1,335
-
7,123
527
-
533
-
551
-
Service 1.6.3.2 Sea and River Walls
This service aims to provide structures that improve the use of, access to, and the protection of Council land
adjacent to Brisbane’s creeks, river and bay.
The service will provide:
• effective planning and work, that takes into consideration unexpected climatic events, to enable and
ongoing protection of foreshore and riverbank public infrastructure from damage by tidal waters and erosion
• safe community access and use of parks and Council land adjacent to the Brisbane River and Moreton Bay
• high standards of service and continuous assessment of existing assets and identification of required
rehabilitation or replacements.
Activities in this service include:
• constructing sea and river walls
• maintaining and rehabilitating sea and river walls in a safe, functional and visually appealing way.
Key initiatives to be delivered include:
• increasing erosion immunity to adjoining Council land, infrastructure, and natural assets
• providing a first line of defence against storm surge
• where possible, implementing innovative engineering solutions that protect assets from natural processes
• using public shared paths and other facilities to extend existing passive recreational uses.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
126
-
118
-
- 34 -
Program 1 – Clean, Green and WaterSmart City
Projects
Sea and River Walls Rehabilitation
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,361
-
1,489
-
1,062
-
1,094
-
Outcome 1.7 Flood Management
Outcome description
Manage the risk of flooding by making Brisbane a city that is safe, confident and prepared for flooding. This
means ensuring flooding is expected, designed and planned for. Brisbane will be prepared for flooding and
will respond and recover effectively from flood events.
Where we are now
Like many cities around the world, our climate and landscape make flood experiences an ongoing reality for
Brisbane.
Brisbane's FloodSmart Future Strategy sets out Council’s approach to flood risk management to help reduce
the risks of flooding and its impacts to people, property and infrastructure. The strategy integrates a range of
activities including:
• structural measures to reduce flood risk, including improving the flood immunity of infrastructure and
enhancing and maintaining the stormwater drainage networks
• developing land use planning policies that steer inappropriate development away from areas at risk and
regulating development pursuant to these policies
• raising community awareness, access to and understanding of, flood information
• continually improving emergency response plans and our capacity to respond to floods.
A program of flood studies and associated catchment floodplain management plans is underway and will
provide the basis for ensuring that flooding is managed as effectively as possible.
Council will continue to take action to minimise the risk of flooding and its impacts on people, property and
infrastructure with a program of flood studies and associated catchment floodplain management plans and
infrastructure solutions including Council’s Priority Infrastructure Plan (PIP) and Infrastructure Charges
Plans. The development of these plans will inform Council’s delivery of effective flood management efforts.
Where we want to be
Council will continue to manage the risk of flooding and its impact on people, property and infrastructure
through the ongoing the implementation of the Brisbane’s FloodSmart Future Strategy and associated
actions from the Flood Action Plan.
This involves integrating the approaches made to managing flood risk across Council including smart land
use planning and building, the provision of good quality flood information to an educated and resilient
community, world-class response and recovery planning and well-maintained and improved structural
assets.
The potential risks of flooding on future development will be minimised through planning and assessment
processes. The risks of flooding on existing dwellings will be reduced by increasing community resilience to
flooding as well as ongoing structural maintenance, rehabilitation and upgrades of the stormwater drainage
network.
Brisbane will be prepared for flooding and will respond and recover effectively from flood events. Up-to-date
and reliable information on flood risk across the city will be easily accessible to all Council officers and the
community. Flood and overland flow mapping information will be available free to the public and will provide
fit-for-purpose, simple and accessible information which will clearly articulate how risks can be mitigated
through recommended actions.
Residents will be aware of the potential impact of flooding on their property and their local area from river,
creeks, storm surge and overland flow and will be able to take appropriate actions to minimise the risks of
flooding to themselves and their property.
- 35 -
Program 1 – Clean, Green and WaterSmart City
Strategy 1.7.1 Reduce Flooding
Investigation, design and construction of drainage schemes to relieve flooding.
Service 1.7.1.1 Drainage Investigation and Design
This service aims to minimise the impacts of flooding through strategic forward planning of drainage
infrastructure, both strategically and in response to community reports of flooding. A comprehensive view of
water smart outcomes from across Council works are important to delivering best practice water smart and
sustainable drainage practices, maintaining the health of our waterways, providing wider community benefits
and minimising the costs associated with the maintenance of drainage infrastructure.
Activities in this service include:
• investigating and providing feasibility, option analysis, detailed design and cost estimates for local and major
drainage and drainage rehabilitation projects
• developing and upgrading local stormwater management plans to align with integrated water cycle
management principles
• delivering integrated water smart drainage outcomes through Council work schedules, that include
developing improved screening protocols, business plans, support systems and the ongoing review of
guidelines and practices
• supporting water smart drainage investigation and design through focused delivery on achieving multiple
outcomes, cost effective and innovative design solutions providing advice and flood information data.
The activities of this service are funded by projects.
Projects
Drainage Design
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,380
219
-
2,517
183
-
2,519
180
-
2,517
186
-
Service 1.7.1.2 Gather and Provide Flood Information
This service aims to ensure flood risk across the city is fully understood and information provided to the
public and Council officers is fit for purpose, simple and accessible and links risks to action, so that flooding
can be planned for effectively.
The service ensures Council has robust, reliable and comprehensive flood information to inform its disaster
response, planning, infrastructure design and construction activities as recommended by the Queensland
Floods Commission of Inquiry. Council will also gather and provide flood information data to minimise
damage to Council's assets during a flood event.
The service will continue to:
• implement recommendations from the Flood Action Plan
• identify and analyse flood risk and potential catchment-based mitigation and management measures to
reduce flood risk via priority creek Catchment Flood Management Plans (CFMPs)
• undertake to collect stormwater network data which will inform Council's planning scheme and development
assessment
• maintain Council's hydrometric system of rainfall gauges and creek flood level gauges which provide the
critical inputs to the FloodWise Information System and the Early Warning Alert System
• provide flood information such as FloodWise Property Reports and flood awareness maps that are easy to
access and understand. Flood information key messages will deliver simple, accessible, fit-for-purpose flood
information that links identification of flood risk to action as recommended by the Queensland Floods
Commission of Inquiry
• provide public access to flood studies and flood information by ensuring copies of Council-commissioned
flood studies are held in the Brisbane Square Library
• regularly update flood awareness products to ensure reliability and currency as recommended by the
Queensland Floods Commission of Inquiry
• ensure Council's flood models provide flood risk data as needed for planning and development purposes as
recommended by the Queensland Floods Commission of Inquiry
• gather and maintain flood and rainfall data through telemetry, maximum height gauges and other related
systems to inform stormwater policy, planning, investigation and design processes
- 36 -
Program 1 – Clean, Green and WaterSmart City
•
ensure the telemetry network continues to be a reliable and functioning network and covers areas where
flood risk information is needed.
Activities in this service include:
• continuing to update Council's hydraulic flood models with the latest catchment changes which also align to
the Queensland Floods Commission of Inquiry
• making flood information accessible through an online 'flood hub' channel providing access to flood
awareness maps, FloodWise Property Reports and other flood awareness information
• operating Council's telemetry network
• provision of warning devices at high flood risk road crossings to warn users of flooded roads
• preparation of CFMP's in priority catchments
• undertaking field surveys to obtain flood data for flood events.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
867
270
847
-
Projects
All Hazards Brisbane Ready for Summer Campaign
Catchment Flood Risk Management Plans
Flood Information Online
Flood Smart Assets
Gecko Drainage Data Update
Maintain and Enhance Flood Models
Telemetry Gauges and Warning Devices
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
435
270
1,275
218
24
67
1,046
62
11
-
437
270
681
113
23
79
1,044
13
-
429
270
704
113
27
85
1,095
14
-
435
270
716
117
25
87
1,114
14
-
Service 1.7.1.3 Flooding Investigations and Planning
This service aims to implement the direct actions from the Flood Action Plan and to manage Council's flood
and drainage investigation program to reduce the impact of flooding on people, property and infrastructure.
The service will continue to:
• implement actions from the Flood Action Plan
• manage Council's stormwater relief drainage and flood investigation schedule to reduce flooding in high
priority residential areas
• work on stormwater and waterway policy development to plan and manage the city's stormwater and
waterway network to reduce flooding in priority areas affected by river, creek, storm surge and overland flow
flooding.
• Activities in this service include:
• developing an implementation framework for Brisbane’s FloodSmart Future Strategy
• contributing to the Queensland Government led Brisbane River Flood Study project as recommended by the
Queensland Floods Commission of Inquiry
• managing the delivery of the rolling stormwater capital works schedule
- 37 -
Program 1 – Clean, Green and WaterSmart City
•
•
input into Brisbane City Plan 2014 amendments based on the WaterSmart Strategy in alignment with the
Queensland Floods Commission of Inquiry
preparing and reviewing planning and policy documents related to stormwater management.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,339
-
2,804
-
Projects
A Floodsmart Future
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,660
-
717
-
389
-
746
-
Service 1.7.1.4 Local Drainage
The aim of this service is to minimise flooding impacts in local catchments by constructing drainage
infrastructure, obtaining drainage easements and acquiring land.
The service will manage and implement local stormwater drainage solutions to reduce flooding in high
priority residential areas.
Activities in this service include:
• constructing new stormwater drainage
• acquiring land for drainage easements
• upgrading drainage for capacity aligned with Council’s drainage standards and compliance.
The activities of this service are funded by projects.
Projects
Local Drainage Construction
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
4,803
62
-
4,906
68
-
5,302
66
-
5,420
66
-
Service 1.7.1.5 Major Drainage
The aim of this service is to minimise flooding impacts to properties and associated infrastructure in drainage
catchments by constructing new major drainage infrastructure, obtaining drainage easements and acquiring
land.
The service will continue to manage and implement Council's stormwater major drainage schedule to reduce
flooding in high priority areas.
In addition Council will continue its commitment to implementing the Lord Mayor's Taskforce on Suburban
Flooding Report's Voluntary Home Purchase Scheme to purchase properties affected by frequent creek or
local flooding.
- 38 -
Program 1 – Clean, Green and WaterSmart City
Activities in this service include:
• acquiring flood prone land to accommodate overland flow paths
• constructing new trunk stormwater infrastructure
• upgrading stormwater infrastructure for capacity as per Council’s relief drainage standards and compliance
• voluntary home purchases as recommended by the Lord Mayor's Taskforce on Suburban Flooding and the
Queensland Floods Commission of Inquiry.
The activities of this service are funded by projects.
Projects
Lord Mayor's Flood Taskforce - Voluntary Purchase
Major Drainage Construction
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
7,138
362
10,165
94
-
7,091
409
10,442
102
-
4,581
419
8,818
100
-
4,575
425
8,881
100
-
Service 1.7.1.6 Plan for Future Infrastructure
This service aims to progressively provide new stormwater infrastructure as appropriate to support the
growth and liveability of the city.
The service will prioritise improvements to the capacity of existing flood infrastructure in areas where
upgrades are identified as needed to meet the capacity requirements of future development within a
catchment.
The service will build on the previous investment made by Council to further extend the:
• facilitation of the integration of stormwater drainage and water quality infrastructure, within a wider approach
to water cycle management, to provide water availability, waterway health, protect the environment and
improve the liveability of our city
• facilitation of the construction of stormwater drainage and water quality infrastructure to meet sequenced
stormwater planning for the city's development
• development of integrated solutions that contribute to long term sustainability
• delivery of new growth areas that are planned and built to align with development needs.
Activities in this service include:
• managing the delivery of new and upgraded infrastructure to support development
• managing Council's support to the development industry in the construction of infrastructure to standards
specified in development conditions
• facilitating the delivery of water quality infrastructure to meet Council's water quality objectives
• developing and upgrading the stormwater network for neighbourhood planning and urban renewal planning
strategies via amendments to the Priority Infrastructure Plan.
The activities of this service are funded by projects.
Projects
Stormwater ICP Infrastructure
(Refer Appendix of Schedules)
Stormwater ICP Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
6,906
196
11,262
7,698
209
13,714
7,735
236
13,714
7,903
240
13,714
Service 1.7.1.7 Manage Contributed Stormwater Assets
The aim of this service is to ensure contributed stormwater assets meet Council design standards and
regulatory assessment.
The service will manage the contributed assets recognition and valuation process. Activities in this service
include:
- 39 -
Program 1 – Clean, Green and WaterSmart City
•
•
•
•
•
aligning Council's requirements to design standards
providing guidance to developers on Council requirements
updating inventory information
valuing and recognising the contributions as revenue
capitalising the assets to the stormwater network asset register.
The activities of this service are funded by projects.
Projects
Drainage Contributed Assets
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
12,000
12,000
12,000
12,000
12,000
12,000
12,000
12,000
Strategy 1.7.2 Maintenance and Rehabilitation of Flood Management Assets
Maintain and rehabilitate stormwater and flood mitigation assets.
Service 1.7.2.1 Maintain Enclosed Drains
The aim of this service is to ensure that Brisbane's 3000 kilometre stormwater pipe network operates at its
optimum capacity.
The service will undertake a range of maintenance activities including:
• cleaning stormwater gully inlets
• desilting pipes
• rehabilitating damaged stormwater gully inlets
• replacing gully grates
• repairing and raising manholes
• repairing enclosed drainage
• clearing blocked stormwater pipes, gullies, manholes, inlets and outlets.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,506
-
8,088
-
Service 1.7.2.2 Maintain and Rehabilitate Open Drainage
The aim of this service is to ensure that Brisbane's open drainage network operates at optimum capacity to
minimise the impact of flooding on people, property and infrastructure.
A range of maintenance and rehabilitation activities will be undertaken within this service. Activated through
responses to rainfall events and notified issues reported by residents these maintenance activities can
eventuate as a mix of planned, cyclic works and incident responsive maintenance.
Activities in this service include:
• vegetation management in open drainage
• desilting to remove accumulation of sediment likely to exacerbate flooding in locations including concretelined sections of open channels, low flow channels, inlet structures, access ramps and table drains
• weed eradication in water courses
• vegetation management in waterways at key locations where flooding conveyance is restricted.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,690
-
7,535
-
- 40 -
Program 1 – Clean, Green and WaterSmart City
Projects
Lord Mayor's Flood Taskforce - Major Waterways
Vegetation Management
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,471
-
1,477
-
1,610
-
1,618
-
Service 1.7.2.3 Drainage Rehabilitation
The aim of this service is to rehabilitate sections of the stormwater drainage network so it can operate to its
design capacity thereby reducing the impact of flooding on people, property and infrastructure.
To achieve this, works will be carried out under the drainage rehabilitation program to maintain asset
performance and reduce flooding.
Key activities in this service include:
• replacing damaged and collapsed pipes
• extending the remaining life of assets through innovative technology such as relining
• repairing damaged inlets and outlets
• prioritising and scheduling rehabilitation works to ensure the network can operate to its optimum capacity
• upgrading the network for capacity and compliance.
The activities of this service are funded by projects.
Projects
Stormwater Drainage Rehabilitation
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
5,090
56
-
5,170
62
-
5,127
60
-
5,472
60
-
Service 1.7.2.4 Mitigate Flooding
The aim of this service is to reduce the impact of flooding on people, property and infrastructure from flood
mitigated waterways.
The service will:
• inspect, survey, investigate and assess the condition of flood mitigated waterways
• develop asset maintenance management plans
• schedule and prioritise the maintenance and rehabilitation of mitigation works.
Activities in this service include:
• maintenance and rehabilitation works
• grass cutting in and along flood mitigated creeks
• bank maintenance
• desilting
• vegetation management
• minor flood mitigation maintenance
• cyclic desilting, which removes accumulated silt, sand and gravel from the beds and banks of creeks, with
selective mangrove management to reduce the impacts of flooding on people, property and infrastructure
adjacent to creeks.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
547
-
614
-
- 41 -
Program 1 – Clean, Green and WaterSmart City
Projects
Cyclic Desilting Waterways and Drains
Flood Mitigation Studies and Investigation
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
771
348
-
836
404
-
902
294
-
922
302
-
Service 1.7.2.5 Manage and Maintain Assets
The aim of this service is to manage a $2 billion portfolio of stormwater assets to ensure the most effective
outcomes are achieved for Council and the community.
Using Council’s Total Asset Management framework this service will provide for the strategic asset
management of this large portfolio.
Activities in this service include:
• managing the assets on a day-to-day basis by responding to requests regarding stormwater assets
• inspecting the assets
• surveying pipes, gullies and inlets
• scheduling maintenance, rehabilitation and enhancement works
• ensuring maintenance and rehabilitation works programs are delivered
• updating as-constructed stormwater infrastructure assets
• undertaking financial management of the asset portfolio, including valuing and depreciating assets.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
45,820
-5,676
45,372
-5,876
Projects
Dial Before You Dig
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
175
-
175
-
175
-
175
-
Service 1.7.2.6 Reconstruct Gullies
The aim of this service is to reconstruct stormwater drainage inlets to ensure they can perform their function
of capturing stormwater from roads and bikeways and are safe for pedestrians, bikes and vehicles.
The service will:
• reconstruct stormwater gully inlets that are in poor condition
• replace gully grates that are not bike safe
• replace stormwater gullies that impact on bike access in traffic corridors or are likely to adversely impact on
pedestrians, bikes or vehicles.
Activities in this service include:
• inspection of gullies
• repair of aged and damaged components
• implementing upgrades for capacity and compliance including replacement of non-compliant grates with
those suitable for pedestrians, bikes and vehicles.
The activities of this service are funded by projects.
- 42 -
Program 1 – Clean, Green and WaterSmart City
Projects
Gully Reconstruction
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,541
-
1,590
-
1,789
-
1,947
-
Outcome 1.8 Pollution Free City
Outcome description
Brisbane residents enjoy a clean and healthy environment. Environmental pollutants, contaminated land,
closed landfills and dangerous goods are managed to prevent and minimise their impact on the community
and the environment.
Where we are now
Compared to many major cities Brisbane has clean air. However, Brisbane has a high potential for smog due
to the regional topography, climate and population growth.
Air pollution, noise pollution and contaminated land from industrial, commercial, transport and residential
sources can degrade the environment and significantly impact on the quality of life of residents.
There are approximately 150 closed landfills in Brisbane, many of which are used as parks and sports fields.
Many of these sites require ongoing remediation and maintenance as a result of natural settling,
decomposition of waste and public use.
Council implements a remediation and maintenance program to protect the community and the environment
from safety hazards, water and air pollution generated by these sites.
Where we want to be
Brisbane's clean air is maintained and trends in smog and particulate pollutants are reduced.
Brisbane's industries implement measures to minimise pollution and its impacts on the community and
environment. Brisbane residents and businesses adopt low-polluting behaviours.
Strategy 1.8.1 Pollution Prevention and Management
To protect the community and the environment from pollution and chemical hazards.
Service 1.8.1.1 Reduce Pollution
The aim of this service is to lead and co-ordinate efforts to maintain Brisbane’s achievement of clean air, and
to prevent impacts on the community and the environment posed by air pollution, noise pollution and
chemical hazards.
Activities in this service include:
• reducing red tape, improving useability for customers and officers and improving pollution outcomes
• leading and co-ordinating the implementation of the Brisbane Clean Air Strategy
• providing specialist scientific air quality, noise, and chemical hazards advice and support to enable delivery
of Council’s regulatory services, neighbourhood planning and infrastructure projects
• providing technical and policy advice for development assessment to enable Council to deliver timely,
responsible and compliant development
• developing and improving pollution prevention requirements for industry and the community in consultation
with government, industry and the community
• producing industry and community environmental education and assistance materials
• conducting research to guide Council achieving pollution prevention outcomes
• investigating and reporting pollution level and trend statistics.
- 43 -
Program 1 – Clean, Green and WaterSmart City
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
953
-
929
-
Expense
Revenue
Strategy 1.8.2 Maintain Closed Landfills
Provide assessment and maintenance of closed landfill sites to reduce environmental and public risks.
Service 1.8.2.1 Closed Landfill Management
The aim of this service is to prevent adverse impacts on the environment and community from Brisbane's
closed landfills and ensure Council complies with environmental legislation.
Activities in this service include:
• monitoring sites
• responding to risks to public safety and the environment
• implementing a maintenance program
• implementing capital remediation works such as capping, drainage, and installation of leachate and landfill
gas collection systems
• producing asset and environmental management plans to protect public safety and the environment
• monitoring the effectiveness of the works.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,010
76
5,975
54
Expense
Revenue
Projects
Remediation of Cannon Hill Community Links
Capital
Expense
Revenue
Capital
Expense
Revenue
Restoration for Recreation
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
5,219
2,137
4
-
223
3,515
3
-
223
3,511
4
-
222
3,512
4
-
Strategy 1.8.3 Environmental Regulatory Services
Prevent impacts on the community by implementing the Environmental Protection Act 1994 and local laws.
Service 1.8.3.1 Environmental Licensing and Compliance
The aim of this service is to prevent impacts on the community and the environment posed by pollution by
implementing the Environmental Protection Act 1994 and local laws.
Consistent with Queensland Government deregulation, the scope of Council’s activities in this service have
been refined. However, consistent with Queensland Government legislation, Council will continue:
• risk-based environmental audits of industry
• risk-based investigation of complaints and incidents
• enforcement and prosecution of offences.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,603
568
1,536
654
- 44 -
Program 1 – Clean, Green and WaterSmart City
Outcome 1.9 Managing and Reducing Brisbane's Waste and Litter
Outcome description
Manage Brisbane's waste streams and infrastructure to:
• maximise resource recovery
• reduce waste to landfill
• promote waste minimisation initiatives
• keep the streets, roadways and footpaths of the city clean and litter free.
Where we are now
Council is regarded as leading the way for Australian councils in waste and litter management with a detailed
waste management strategy ‘Towards Zero Waste’ and award winning infrastructure and collection, disposal
and litter management services. Brisbane's waste and litter management meets key performance indicators
and ratepayer satisfaction is high, but Council faces the challenges and demands of an expanding
population and waste volumes growing as a consequence of 'throw it away' thinking, rather than resource
recovery and re-use.
The cleanliness of the busy public places within the Central Business District (CBD), the Valley and the
entertainment precincts across the city requires ongoing attention to cleansing infrastructure and smarter use
of available resources. In common with communities across Australia, Brisbane is grappling with issues such
as littering from vehicles and illegal dumping, and the consequential diversion of resources to cleaning and
patrolling rather than providing community infrastructure.
Where we want to be
Brisbane's stature as Australia's New World City will be evidenced by its leadership in resource recovery and
citywide cleansing, providing best practice service integration, infrastructure and innovation.
Strategy 1.9.1 Effective Waste Stream Management and Reduction
Manage waste through kerbside collection of domestic waste, green waste and recyclables and the
operation of engineered landfills and waste transfer facilities. Encourage people to reduce, reuse and
recycle.
Service 1.9.1.1 Waste Stream Management and Reduction
The objective of this service is to effectively manage Brisbane's waste streams in conjunction with the overall
aims of increased recycling and reduced waste to landfill. The service contributes to the Brisbane Vision goal
of a clean, green city.
Council manages waste through the kerbside collection of domestic waste and recyclables, disposal of waste
to engineered landfills and recycling facilities and the operation of four transfer stations.
Key activities in this service include:
• contract management of service providers
• ensuring regulatory compliance and strategic asset management of key waste management facilities (four
transfer stations and Rochedale landfill)
• continuing minimisation of waste from Council's facilities and operations
• producing industry and community education and information materials such as a resource booklet, fact
sheets, recycling guide and recycling information on the Council website
• working with industry stakeholders to ensure cleaner production, less packaging, and to promote recycling
and re-use initiatives.
Council will continue to implement initiatives under the Towards Zero Waste Strategy aimed at reducing the
amount of waste going to landfill and maximising the city's recycling, including:
• the Green Waste Recycling Service, providing a wheelie bin green waste service to residents
• the Additional Household Recycling Capacity service, providing a larger recycling bin to residents of
Brisbane
• the Recycling Service for Businesses, providing a recycling service to commercial premises
• Brisbane Tip Shops, reducing waste to landfill in partnership with the Endeavour Foundation
• development of resource recovery centres at transfer stations
• conducting hazardous waste collection events.
- 45 -
Program 1 – Clean, Green and WaterSmart City
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
Expense
Revenue
101,937
123,584
106,324
129,587
Projects
Annual Kerbside Large Item Collection
Enhance Public Place Recycling
Green Waste Recycling Service
Recycling Service for Businesses
Tip Shops
Towards Zero Waste Communication Education
and Research
Transfer Stations - Resource Recovery Centres
Waste Contract Renewal
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
5,821
80
380
5,328
4,126
368
368
6,054
80
389
5,970
4,698
404
400
6,423
80
394
6,332
5,006
422
419
647
344
299
3,328
598
-
796
371
306
2,145
913
-
6,292
80
385
6,203
4,884
416
411
828
369
313
911
-
850
375
320
652
-
Strategy 1.9.2 Keeping our City Clean
Keeping our city clean and preserving the visual amenity by protecting our environment from waste and litter
pollution.
Service 1.9.2.1 City Cleansing
This service aims to ensure that the:
• streets, roadways and footpaths of the city are kept clean and litter free, preventing potential pollutants from
entering the environment
• city's ecosystems are kept clean and healthy by preventing potential pollutants (litter and waste) entering
our waterways.
Activities in this service include:
• emphasis on cleaning busy public areas (CBD and Valley Malls)
• litter prevention services across the suburbs
• waste collection to reduce litter and enhance the amenity of public space by providing additional bin
capacity and collection services in parks and on roadsides
• street cleaning and road sweeping on major roads, around shopping centres and industrial areas, and
residential streets
• street scrubbing machinery
• pressure cleaning of streets
• assessment of litter 'hot spots'
• operation of gum removal vehicles
• litter awareness promotions and campaigns.
- 46 -
Program 1 – Clean, Green and WaterSmart City
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
6,568
-
6,187
-
Projects
Additional Maintenance - Flying Gangs
Citywide Litter Prevention
Litter Prevention Awareness
Street Sweeping
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 47 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,205
6,029
2,088
58
4,917
-
2,304
6,531
2,150
61
4,090
-
2,394
6,476
2,216
60
3,958
-
2,410
6,630
2,281
60
4,050
-
Program 1 – Clean, Green and WaterSmart City
Total Project Expenditure combined with Rolling Projects
Project
100 Per cent Green Power
25000 Street Lights Retrofit Program
A Floodsmart Future
Additional Cuts - Parks Grass
Additional Maintenance - Flying Gangs
All Hazards Brisbane Ready for Summer
Campaign
Annual Kerbside Large Item Collection
Boulevards and Shadeways
Brisbane City Council - Carbon Offsets
Brisbane Invasive Species Management Plan
Implementation
Build Karawatha Forest Environment Centre
Bulimba Creek Acquisition
Bushland Acquisition Program
Catchment Flood Risk Management Plans
CBD Marina
City Parks Trust
Citywide Litter Prevention
Community Conservation Assistance
Community Conservation Partnerships
Conservation Reserves Management Program
2014-15
$000
5,829
342
1,660
1,896
2,205
435
2015-16
$000
5,666
717
1,972
2,304
437
2016-17
$000
5,624
389
2,017
2,394
429
2017-18
$000
5,613
746
2,061
2,410
435
5,821
1,418
218
1,066
6,054
1,449
232
1,107
6,292
1,300
236
1,120
6,423
1,330
242
1,118
6,261
711
15,264
1,275
218
693
6,029
797
2,940
4,068
3,097
16,076
681
6,531
817
3,076
4,452
16,889
704
6,476
838
3,113
5,503
17,209
716
6,630
859
3,203
5,000
3,004
563
771
175
537
3,094
571
836
175
538
2,963
902
175
544
1,658
922
175
529
12,000
2,599
380
469
12,000
2,700
389
488
12,000
2,699
385
496
12,000
2,703
394
500
218
348
24
6,170
67
599
117
575
599
2,160
5,328
1,541
113
404
23
79
623
575
623
5,970
1,590
113
294
27
85
619
575
619
6,203
1,789
117
302
25
87
617
575
617
6,332
1,947
11,339
10,398
4,957
5,078
3,046
3,105
3,089
3,214
58
61
60
60
(Refer Appendix of Schedules)
Coorparoo Creek Park - Stage 1
Creek Filtration Systems Trial
Cyclic Desilting Waterways and Drains
Dial Before You Dig
Dog Off Leash Area Refurbishment
(Refer Appendix of Schedules)
Drainage Contributed Assets
Drainage Design
Enhance Public Place Recycling
Erosion and Sediment Control Compliance
Project
Flood Information Online
Flood Mitigation Studies and Investigation
Flood Smart Assets
Frew Park Milton
Gecko Drainage Data Update
Green Heart CitySmart Pty Ltd - Operations
Green Heart Environmental Hubs
Green Heart Homes and Schools
Green Heart Sustainability Events
Green Heart Wisdom
Green Waste Recycling Service
Gully Reconstruction
(Refer Appendix of Schedules)
Key City Park Upgrades
Legislative Compliance and Administration
Litter Prevention Awareness
- 48 -
Program 1 – Clean, Green and WaterSmart City
Total Project Expenditure combined with Rolling Projects
Project
Local Drainage Construction
2014-15
$000
4,865
2015-16
$000
4,974
2016-17
$000
5,368
2017-18
$000
5,486
505
614
505
514
462
483
490
502
1,471
1,477
1,610
1,618
7,500
7,500
5,000
5,000
1,046
1,044
10,259
1,044
1,161
10,544
1,095
1,241
8,918
1,114
1,268
8,981
957
767
751
751
1,864
767
131
1,948
870
136
3,460
95
136
1,799
95
135
127
2,572
361
3,338
131
3,037
361
3,290
130
3,617
361
3,150
133
3,714
361
2,788
3,813
3,489
3,443
3,515
915
20,116
1,121
930
21,789
1,157
937
22,421
1,186
960
23,313
1,186
368
5,219
2,141
1,361
404
223
3,518
1,489
416
223
3,515
1,062
422
222
3,516
1,094
11,521
5,146
7,123
5,232
5,187
5,532
6,366
7,102
2,536
7,907
7,971
8,143
4,917
73
647
344
4,090
13
796
371
3,958
14
828
369
4,050
14
850
375
3,328
5,571
2,145
5,187
4,342
5,020
(Refer Appendix of Schedules)
Local Waterways Health Assessment and
Evaluation
Lord Mayor's Community Sustainability and
Environment Grants
Lord Mayor's Flood Taskforce - Major Waterways
Vegetation Management
(Refer Appendix of Schedules)
Lord Mayor's Flood Taskforce - Voluntary
Purchase
Maintain and Enhance Flood Models
Maintain Lakes Systems in Parks
Major Drainage Construction
(Refer Appendix of Schedules)
Memorials & Heritage Restoration
(Refer Appendix of Schedules)
Metropolitan and District Playgrounds
Mt Coot-tha Botanic Gardens - Refurbish Assets
Native Animal Ambulances and Wildlife Carers
Grant
Natural Areas Risk Management
Norman Creek 2012 - 2031
Oxley Creek Improvement Program
Park Access Assets Maintenance and
Rehabilitation
(Refer Appendix of Schedules)
Park Infrastructure Facility and Landscape
Upgrades (Refer Appendix of Schedules)
Park Tree Management
Parks Infrastructure Charges Program
Play Safe Upgrades
(Refer Appendix of Schedules)
Recycling Service for Businesses
Remediation of Cannon Hill Community Links
Restoration for Recreation
Sea and River Walls Rehabilitation
(Refer Appendix of Schedules)
Shorncliffe Pier
Stormwater Drainage Rehabilitation
(Refer Appendix of Schedules)
Stormwater Harvesting
Stormwater ICP Infrastructure
(Refer Appendix of Schedules)
Street Sweeping
Telemetry Gauges and Warning Devices
Tip Shops
Towards Zero Waste Communication Education
and Research
Transfer Stations - Resource Recovery Centres
Upgrade Neighbourhood Parks
(Refer Appendix of Schedules)
- 49 -
Program 1 – Clean, Green and WaterSmart City
Total Project Expenditure combined with Rolling Projects
Project
Waste Contract Renewal
Water Smart Communication and Engagement
Waterway Human Health and Safety - Site
Monitoring
Waterways Health Enhancement
2014-15
$000
598
54
111
2015-16
$000
913
57
121
2016-17
$000
911
56
126
2017-18
$000
652
58
128
3,840
4,141
4,256
4,424
1,335
527
533
551
2,909
2,981
1,588
1,628
238,018
214,499
191,187
191,759
(Refer Appendix of Schedules)
Wharves Jetties Pontoons and Fishing Platforms
(Refer Appendix of Schedules)
Wipe Out Weeds
TOTAL
- 50 -
Program 2 – Moving Brisbane
Moving Brisbane
Program Goal
Brisbane’s transport network enables efficient and sustainable movement of people, freight and services.
The city's accessibility and liveability is maintained and all have access to a high quality road network, high
quality public transport (bus and ferry) services and active travel alternatives, with an understandin g that
investment in each transport mode is required to cater for the differing needs of users.
Program Description
Council recognises the need to maintain Brisbane as an easy city to get around. The community pays the
costs of traffic congestion in increased costs of goods and services, reduced amenity and inconvenience.
Relief of traffic congestion through a balanced strategy of road upgrades and investment in public and active
transport is therefore a high priority.
The Transport Plan for Brisbane 2008-2026 outlines how increased public transport use, walking and cycling
can assist a program of targeted road investment to manage travel demand and reduce congestion on
Brisbane's road network. The Plan introduces corridor planning, a process of developin g multi-modal
management plans for main arterial corridors and their local transport networks. From this planning, a rolling
program of projects will be developed and budgeted for. Also $120 million will be invested between 201 3
and 2016 to upgrade and expand the city’s bikeways and associated services.
Council's infrastructure investment has upgraded a significant number of the city's highest priority road
network links in recent years. Completion of the Telegraph Road and Robinson Road Open Level Crossin g
Replacement projects will significantly improve transport connectivity in the northern suburbs. 2014 -15 will
see progress on projects such as the Telegraph Road Corridor Upgrade, Wynnum Road Corridor Stage 1
upgrade and the Kingsford Smith Drive upgrade.
The TransApex vision is nearing completion with construction of Legacy Way to be completed in 2014 -15.
The Airport Link project as well as CLEM7 and the Go Between Bridge have already been completed.
Record investment over recent years in public transport has resulted in more than 66% growth in combined
bus and ferry patronage since 2003-04. This was achieved by:
•
an unprecedented program of acquisition of environmentally friendly, air-conditioned and wheelchair
accessible buses
•
acquiring 11 additional CityCats
•
the rollout of Bus Upgrade Zones (BUZ), the Blue CityGlider and the Maroon CityGlider.
Major initiatives in 2014-15 include:
•
delivering 60 new air-conditioned and wheelchair accessible rigid equivalent buses to continue the
acquisition of new buses to ensure that Council's fleet is one of the most modern in Australia
•
continuing the Better Bikeways 4 Brisbane program to provide $120 million in new bikeway infrastructure
over four years to improve bikeway links and connections to Brisbane's top employment areas
•
continued funding of the free CityHopper service, Brisbane's first free inner city ferry service
•
construction of a new ferry terminal in Milton
•
upgrading of the Bulimba ferry terminal
•
upgrading of existing terminals following the 2011 Brisbane floods
•
continuing operation of the Blue CityGlider and the Maroon CityGlider Bus Rapid Transit Routes
•
continuing the upgrade of bus stops and ferry terminals to provide a more accessible public transport
network and to meet requirements of the Disability Discrimination Act 1992 (DDA)
•
completion of the Telegraph Road and Robinson Road Open Level Crossing Replacement projects
•
completion of Legacy Way
•
completion of the New Farm to Howard Smith Wharves Riverwalk
•
continued operation of the Congestion Reduction Unit
•
progress on Telegraph Road Corridor Upgrade
•
Cycling Brisbane.
- 51 -
Program 2 – Moving Brisbane
Program Outcomes and Financial Summary
Program Outcomes
2.1 - Promoting Active Transport
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
5,842
9,144
Revenue
6,602
4,193
Capital
79,118
37,363
2.2 - Public Transport
126,535
129,359
26,928
30,423
70,762
143,125
2.3 - Transport Network
442,202
509,409
98,535
645,030
662,872
555,336
574,579
647,912
132,065
679,646
812,752
735,824
Recurrent Operations Contracts
2015-16
$000
2016-17
$000
2017-18
$000
41,165
41,923
42,969
Outcome 2.1 Promoting Active Transport
Outcome description
Reducing congestion on roads and encouraging sustainable travel through the promotion of cycling and
walking as healthy and environmentally sustainable alternatives to car travel.
Brisbane residents who embrace active travel alternatives are not only reducing cong estion, they are also
helping Brisbane to become a healthy, sustainable and accessible city.
Where we are now
As a result of the record $100 million investment in new bikeway infrastructure between 2008 and 2012 and
the current $120 million investment between 2012 and 2016, Council has provided missing links and
expanded Brisbane's shared pathway network to ensure Brisbane residents have access to a world -class
and connected network to enable commuter and recreational active travel.
In addition, Council is working with schools and with the community to provide them with the information they
need to adopt sustainable travel solutions in order to reduce traffic congestion and improve the sustainability
of our city.
Council also launched the Cycling Brisbane program in March 2014 which aims to encourage people of all
ages and abilities to cycle more often and utilise the extensive bikeway network which Council has
developed.
Provision and take up of active transport alternatives contribute to achieving the Brisbane Vision.
Where we want to be
The Brisbane Active Transport Strategy 2012-2026 sets out Council's vision for supporting active transport in
Brisbane. The strategy provides a targeted approach to promoting cycling and walking as an attractive
means of transport and recreation. It includes provision of an interconnected network of bikeways and
shared paths to ensure that everyone has access to safe and convenient cycling and walking facilities.
Strategy 2.1.1 Promote Sustainable Transport
Encourage people to travel actively in order to reduce congestion and support a sustainable city.
Service 2.1.1.1 Promote Sustainable Travel Choices
This service will continue to promote the uptake of active travel and provide schools and the community with
the information needed to change travel behaviours and help reduce traffic congestion.
- 52 -
Program 2 – Moving Brisbane
The majority of family car trips to school are less than three kilometres. The Active School Travel program
(AST) encourages a shift towards walking, riding, public transport and car-pooling as ways for children to
travel to and from school. The benefits are twofold. Firstly, the program relieves traffic congestion around
schools making the road environment around schools safer for both commuters and students. Second ly, the
program encourages healthier and more active school communities as well as increasing the amenity of
neighbourhoods around schools.
In addition to the 12 new schools participating in the AST program in 2014, the program will continue to
support 37 schools that have previously participated in the program by assisting them to embed active travel
behaviour.
Both the Brisbane Active Transport Strategy and Brisbane Bikeway Network Plan were updated in 2011 -12.
The Network Plan is currently being further updated to support the Brisbane City Plan 2014. The Brisbane
Active Transport Strategy 2012-2026 provides the strategic framework for encouraging increased community
uptake of active transport options.
Cycling Brisbane, Council’s new travel behaviour change program is designed to increase the number of
people who cycle, by providing them with information, support and incentives.
Cycling Brisbane will continue to provide a membership-based initiative designed to promote cycling
facilities, infrastructure and encourage people of all ages and abilities to cycle more often.
To complement the online element, the Active Communities program will provide a localised approach to
encourage walking and cycling. Following community engagement, improvements are being made in ten
suburbs to make walking and cycling easier and safer. The focus is on improving and then promoting access
to schools, public transport, shops and community facilities.
Across Brisbane, the Bike Skills Training program is providing courses to give people the confidence to get
back on their bike or to cycle in traffic. This program will be expanded in 2014 - 15 to provide combined bike
skills training courses for parents and their children.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
531
-
531
3
Projects
Active School Travel Program
Active Transport in the Community
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
718
265
-
720
275
-
722
278
-
720
277
-
Strategy 2.1.2 Design the Network
Developing plans to connect and expand Brisbane's bikeway and shared path network.
Service 2.1.2.1 Designing the Network
This service undertakes strategy development and ongoing evaluation of the Brisbane Active Transport
Strategy 2012-2026. It also provides strategic planning for bikeways and pedestrian connections throughout
Brisbane.
A key component of promoting the uptake of active transport options is the provision of a safe,
interconnected and enjoyable network of bikeways and shared pathways along with the associated
infrastructure such as lighting, way finding and bike racks.
Council will actively work with the Queensland and Federal governments to ensure a collaborative approach
to the planning and provision of new bikeway facilities.
- 53 -
Program 2 – Moving Brisbane
Council is investing $120 million, across the Council term, to link the commuter cycling network to service
Brisbane's top employment areas, and local suburban bikeway improvements including lighting, signage,
bicycle racks, mid-trip facilities and safety improvements.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
609
-
640
-
Strategy 2.1.3 Provide Cycling Infrastructure
Building a connected, expanded and safe bikeway network for Brisbane.
Service 2.1.3.1 Providing Cycling Infrastructure
Delivery of the $120 million Better Bikeways 4 Brisbane program is underway. Over the next two years,
Council will continue to create a commuter network of bikeways servicing Brisbane's top employment areas
in conjunction with a focus on improving bikeways linking to suburban shopping strips, schools and public
transport hubs.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,055
2,162
3,473
2,465
Projects
Constructing Key Bikeway Links in Brisbane Suburbs Capital
(Refer Appendix of Schedules)
Expense
Revenue
Enhancing Safety and Cyclist Facilities
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
25,960
102
1,725
2,384
234
-
29,913
94
5,950
2,015
361
-
15,039
100
5,000
1,504
273
-
15,013
100
5,000
1,468
271
-
Service 2.1.3.2 Riverwalk
The key activity under this service is the rehabilitation and maintenance of Riverwalk along the Brisbane
River from Mariner's Reach at Newstead to William Jolly Bridge in the city.
This includes the section demolished and removed following the 2011 Brisbane flood.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
370
-
349
-
Projects
Jan 2011 Flood Damage - New Farm to Howard
Smith Wharves Riverwalk
Riverwalk Maintenance and Rehabilitation
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
- 54 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
7,833
1,186
2,832
-
4,047
-
-
-
Program 2 – Moving Brisbane
Outcome 2.2 Public Transport
Outcome description
Providing high quality public transport services through the provision of a modern bus and ferry fleet,
accessible public transport infrastructure and a focus on customer service. Contribute to the reduction of
road congestion, increase options for sustainable and environmentally friendly transport and increase ease
of travelling around Brisbane.
Where we are now
Brisbane City Council maintains its unique position as the only Aus tralian council to provide funding for and
operate its own public transport fleet. Having built more than 500 new air -conditioned and wheelchair
accessible buses in the previous four year term, Council operates a fleet of more than 1200 buses, the
second largest bus fleet in Australia, along with the iconic CityCat and CityFerry fleets.
Although the planning and funding of public transport is a Queensland Government responsibility,
undertaken by the TransLink Division of the Department of Transport and Mai n Roads, Council continues to
work collaboratively with the Queensland Government to plan, fund and operate Brisbane's bus and ferry
services and will continue to make significant investments in our bus and ferry networks in order to maintain
an efficient and effective network.
As well as delivering new buses, Council will continue to work with TransLink to plan an integrated network,
promote public transport initiatives such as the high frequency BUZ and CityGlider routes and facilitate the
development of key public transport infrastructure.
The 2011 Brisbane floods caused significant damage to ferry infrastructure. The terminal upgrade program
will replace temporary structures installed after the flood. This program will be progressively rolled out over
the Council term.
This outcome contributes to the achievement of the following goals of the Brisbane Vision :
•
Our accessible, connected city
•
Our clean, green city
•
Our well-designed, subtropical city.
Where we want to be
Public transport is frequent, convenient, reliable, safe and easy to use while providing a high level of access
to facilities and services in Brisbane, reducing the need to use a car and maintaining accessibility and
liveability. Brisbane bus, rail and ferry public transport services are integrated and provide a high level of
service to the community.
Services meet the needs of the community, encourage increased use of public transport and are capable of
accommodating patronage growth.
Council is committed to upgrading the city's bus and ferry network to provide improved access for people
with disabilities. All future upgrades and delivery of new public transport assets are to comply with the
requirements for public transport in the Disability Discrimination Act 1992 (DDA), Disability Standards for
Accessible Transport 2002 (DSAPT) and the Disability Standards 2010 (Premises Standards).
Strategy 2.2.1 Providing a High Quality Ferry Service
Providing river travel along the Brisbane River including the iconic CityCat service and CityHopper,
Brisbane's first free inner-city ferry service. The CityHopper is designed to make Brisbane a tourist friendly
destination and complements the free City Loop bus service.
Council's passenger ferries and CityCats are a city icon. They provide an enjoyable and unique service for
commuter, tourist and recreational travel. They assist in reducing car travel and congestion and are an
important part of the city's public transport network.
- 55 -
Program 2 – Moving Brisbane
Service 2.2.1.1 Enhancing the Network through New Infrastructure
Council maintains a fleet of monohull City Ferries. These ferries provide cross river services at selected
locations as well as the CityHopper inner-city ferry service.
The 2011 flood caused significant damage to infrastructure across the ferry network. Temporary structures
were installed at seven terminals and the upgrade of the West End ferry terminal was fast tracked so
services could recommence as quickly as possible. Council continues to work towards the upgrade of all
ferry terminals damaged during the 2011 floods. The University of Queensland St Lucia, QUT Gardens
Point, Sydney Street, Holman Street, Regatta, North Quay and Maritime Museum ferry terminals will be
upgraded with permanent structures featuring greater flood resilience, DDA com pliance and improve the
efficiency of the terminals.
Having delivered new terminals at Northshore Hamilton and Teneriffe, Council will construct a new ferry
terminal at Milton and complete a full upgrade of the Bulimba, Hawthorne and Bretts Wharf ferry te rminals.
To improve safety and security, Council is progressively installing CCTV at ferry terminals. The activities in
this service are funded by projects.
Projects
CityCat Stop - Milton
DDA Compliant Ferry Terminals
Ferry Terminal Upgrade - Bulimba
Generation 1 CityCats
Jan 2011 Flood Damage - Ferry Terminals
New CityCats
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
4,743
18,979
6,408
1,061
69,502
1,000
2,156
-
21,226
650
-
-
-
-
Service 2.2.1.2 Provide Ferry Services
Ferry services are an important part of the transport network in providing access along and across the
Brisbane River.
Council continues to provide significant funding for infrastructure and the operation of ferry services.
Council will ensure their investment is delivering the most efficient network possible for Brisbane ratepayers.
Contract payments to the CityCat and CityFerry operator, covering working and maintenance costs, are
included in this service.
This service includes the funding of Brisbane's first free inner-city ferry service, the CityHopper.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
36,404
17,000
40,532
16,500
- 56 -
Program 2 – Moving Brisbane
Strategy 2.2.2 Providing High Quality Bus Services
Ensure that Brisbane residents continue to have access to a high quality and modern public transport
network.
Service 2.2.2.1 Modern and High Quality Bus Infrastructure
This service covers the provision of buses and bus depots and other measures to support an efficient public
transport network for Brisbane.
Funding has been provided to purchase 60 rigid equivalent new air-conditioned and wheelchair accessible
buses each year to meet the requirements of the network.
The service will also continue to ensure that Brisbane ratepayers receive an efficient, strategic and
optimised bus network for their investment.
The activities in this service are funded by the following projects.
Projects
A Strategically Located Bus Network
An Efficient and Optimised Bus Network
Bus Build
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
-360
-4,000
33,932
-
31,778
-
34,602
-
34,975
-
Service 2.2.2.2 Support Bus Services
Brisbane City Council is the major provider of bus services in Brisbane. Due to the investment made by
Council, Brisbane Transport now operates the second largest fleet in Australia, with more than 1200 buses.
A key objective is to continue to provide services to enable more Brisbane residents to utilise public
transport thereby reducing congestion. To achieve this, Council will continue to provide a significant financial
contribution through a Community Service Obligation towards the operating costs of Brisbane Transport.
This funding is in addition to, and distinct from, the funding Brisbane Transport receives from TransLink for
operating services.
Council will also continue to operate the very successful free CBD Loop and Spring Hill Loop services. In
addition, Council, in conjunction with the Queensland Government, will continue to fund the operating cost of
the Blue CityGlider, Brisbane's Bus Rapid Transit Service between West End and Newstead. Council will
also fully fund the successful Maroon CityGlider which serves Brisbane's popular sports, entertainment and
food precincts including Caxton Street, Suncorp Stadium, South Bank and The Gabba, with a service
between Ashgrove and Stones Corner.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
74,886
-38
80,450
-200
- 57 -
Program 2 – Moving Brisbane
Projects
Blue CityGlider
Capital
Expense
Revenue
Capital
Expense
Revenue
Maroon CityGlider
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
6,551
5,100
5,022
-
7,020
5,125
5,250
-
7,414
5,140
5,413
-
7,577
5,150
5,542
-
Strategy 2.2.3 Develop Public Transport Strategies and Plans
Develop public transport strategies and network plans.
Service 2.2.3.1 Plan for Public Transport
Public transport is vital to support the growth of Brisbane as a New World City.
Council will work with strategic stakeholders to assist in the development and optimisation of the public
transport network to ensure Council's investment is appropriately targeted to Brisbane's requirements. This
will be supported by developing, updating, monitoring and communicating public transport initiatives and
network plans.
Planning of the public transport network will include developing bus stop and ferry terminal i nfrastructure to
support high quality services and prioritised opportunities to reduce congestion as outlined in the Transport
Plan for Brisbane.
Council will continue to negotiate with TransLink and the Queensland Government to achieve the best
outcomes for our public transport customers and ratepayers.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
469
-
515
-
Expense
Revenue
Strategy 2.2.4 Provide Intermodal Facilities
The provision of bus stop infrastructure facilities increases the attractiveness of public transport.
Service 2.2.4.1 Integrate the Various Modes
The continued development and upgrade of infrastructure to support Council’s public transport services
contributes significantly to Council’s objective to encourage residents to use public transport more often and
to reduce traffic congestion.
Council’s bus infrastructure network consists of:
•
9 bus interchanges
•
approximately 6700 actively serviced bus stops
•
10 Park ‘n Ride facilities (7 Bus and 3 Ferry).
Activities within this service include:
•
provision of new bus stops
•
service upgrades and improvements to existing bus interchanges and bus stops
•
upgrading of bus stops to improve accessibility to people with a disability to achieve the outcomes of the
Disability Discrimination Act 1992 (DDA).
These activities include working closely with TransLink to provide equitable access across the whole of the
Brisbane public transport network.
- 58 -
Program 2 – Moving Brisbane
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
4,802
6,312
Projects
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
Delivering an Accessible Public Transport Network in Capital
Brisbane's Suburbs
Expense
Revenue
7,405
650
650
7,000
666
650
5,940
683
650
6,000
700
650
Outcome 2.3 Transport Network
Outcome description
Brisbane is developing a quality transport network that supports safe and efficient movement of people and
freight.
Where we are now
Brisbane's road transport network is extensive and Council is responsible for the vast majority of this
network. Council controls more than 5600 kilometres of road within the Brisbane Local Government Area,
compared to the Queensland Government’s control of 170 kilometres.
The strong and continuous economic and population growth of Brisbane places pres sure on the need for
Council to maintain and upgrade the transport network to meet community needs.
Furthermore, as a capital city with a growing economy, Brisbane's road and transport network is used daily
by residents of other local government areas who do not contribute financially to the cost of maintaining and
upgrading the network.
This growth means the current transport system is under increasing pressure. The community has concerns
about levels of congestion on the network and the impacts of futur e population on traffic growth. Failure to
invest in the road network has severe economic and accessibility impacts.
Whilst funding contributions are received from the Federal and Queensland governments for some transport
projects, Council funds the major components of upgrading our city’s road network. This means that our
road and transport networks are substantially funded from general rates revenue.
Where we want to be
Continued investment in Brisbane's road and transport network is made through co -operation and
partnerships, both with other levels of government and the private sector, to ensure that our city's key
infrastructure meets future challenges.
The road network provides for safe and efficient movement of people and goods on the road network by the
most appropriate modes and routes. The network has sufficient capacity to cope with the transport demands
of the city, provides access to destinations and enhances the liveability of the city. The network is well
managed and quickly adapts to traffic incidents. This keeps Brisbane moving. Projects and services are
highly integrated and deliver best value for the city.
Strategy 2.3.1 Plan and Design the Network
Plan and design the transport network using principles of transport planning and asset and financial
management.
- 59 -
Program 2 – Moving Brisbane
Service 2.3.1.1 Plan and Design the Network
The objective of this service is to plan and design a quality transport network using principles of transport
planning, value for money and sound asset and financial management.
In delivering a quality transport network, the key activities under this service include:
•
monitoring and updating the road and freight network plans
•
integrated transport network planning and city development activity
•
prioritisation and detailed planning and design of transport projects
•
developing plans for designated transport corridors
•
reviewing and updating traffic and transport models
•
undertaking concept planning and design for future network upgrades.
Planning and design of the city's transport network will also include consideration of land use, economic,
environmental and community lifestyle issues. The program will also integrate Brisbane's transport network
with Queensland and Federal transport networks.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
8,311
-
11,695
6
Projects
Corridor Planning
Network Investigations
Road Network Design
(Refer Appendix of Schedules)
Transport and Traffic ICP Revenue Project
Transport Planning Studies
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
270
392
1,513
32,739
668
-
286
400
2,109
36,844
671
-
310
436
2,414
39,061
543
-
304
403
2,463
40,695
536
-
Strategy 2.3.2 Build the Transport Network
Build a transport network that is safe, enhances accessibility and reduces congestion.
Service 2.3.2.1 Build the Transport Network
This service aims to build an improved road and transport network across the city through a range of key
projects, including:
•
TransApex
•
open level crossing replacements
•
major road construction
•
major intersection upgrades.
A quality transport network relies on the delivery of key physical transport assets in accordance with the
needs of a capital city in a fast growing region.
TransApex includes a number of significant transport projects, which together, are delivering the biggest
boost to Brisbane's accessibility in many decades. CLEM7 has delivered significant travel time savings and
reduced congestion on surface routes such as the Story Bridge. The Go Between Bridge has reduced inner
city traffic congestion and will cater for expected growth in West End and South Brisbane. It has also
become an important inner city pedestrian, cyclist and public transport link.
- 60 -
Program 2 – Moving Brisbane
Legacy Way is the 4.6km tolled road tunnel connecting the Centenary Motorway at Toowong with the Inner
City Bypass (ICB) at Kelvin Grove. Opening in 2015, the tunnel will relieve congestion on Brisbane's arterial
roads and improve cross city connectivity. The tunnel will cut travel times from the Centenary Motorway to
the ICB by up to twenty minutes and reduce congestion on Milton Road and Coronation Drive and benefit
local streets.
Another key component of this service is the replacement of two open level crossings with overpasses in
partnership with the Queensland Government. These major projects are being delivered on an accelerated
timeframe and are funded on an equal cost sharing basis between Council and the Queensland
Government. Council is also providing support and technical expertise for the Queensland Government’s
BaT Tunnel project and will also upgrade the Melbourne Street Bus Portal to cope with future public
transport demand.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
15,594
6,483
1,273
2014-15
$000
Projects
BaT Tunnel
Capital
Expense
Revenue
Blunder Rd Stage 6 - Blunder Creek to Stapylton Rd Capital
Expense
Revenue
Kangaroo Point Pedestrian Bridge
Capital
Expense
Revenue
Kingsford Smith Drive - Future Upgrade
Capital
Expense
Revenue
Major Traffic Improvements – Intersections
Capital
(Refer Appendix of Schedules)
Expense
Revenue
Melbourne Street Portal Safety Improvements
Capital
Expense
Revenue
Progress Road Stage 4
Capital
Expense
Revenue
Railway Crossing - Robinson Rd Geebung
Capital
Expense
Revenue
Railway Crossing - Telegraph Rd Bald Hills –
Capital
Bracken Ridge
Expense
Revenue
Roads To Recovery Project
Capital
Expense
Revenue
TransApex - Legacy Way
Capital
Expense
Revenue
TransApex - Legacy Way Capitalised Interest
Capital
Expense
Revenue
- 61 -
250
250
849
15,101
11,119
4,522
374
4,240
643
41,726
18,630
21,297
9,760
8,100
255,020
42,961
452,090
41,955
-
2015-16
$000
2016-17
$000
2017-18
$000
250
250
250
250
250
250
2,347 29,930
93,594 193,354 247,685
11,731 11,976 14,422
3,000
3,000
3,000
10,674 24,357
3,462
609
246
807
295
8,100
8,100
8,100
4,889
465
-
Program 2 – Moving Brisbane
Wynnum Rd Corridor - Stage 1
Capital
Expense
Revenue
662
-
1,118
-
38,333
-
24,876
-
Service 2.3.2.2 Improve Local Transport Networks
To improve access to major transport networks throughout Brisbane, minimise traffic congestion, and to
improve safety in local areas, a quality transport network requires construction of local transport assets.
To achieve this objective, the key activities of this service include construction of:
•
footpaths
•
intersections
•
corridor upgrades
•
minor road projects
•
school safety projects
•
local area traffic management (LATM) projects.
Funding for footpaths will be distributed evenly between each ward through the Ward Footpath and Parks
Trust Fund. Priorities for footpath construction will be determined by the local Councillor following
consultation with property owners.
Provision of new footpaths will be enhanced by funding sourced from infringement notices and parking meter
revenue.
The performance of the network will be enhanced through a project to modernise, improve the reliability and
safety of the ageing traffic signals network hardware and communication equipment.
Corridor upgrades, such as Telegraph Road Corridor, will support growth particularly in the outer suburbs of
our city, improving access, reducing congestion and travel times for road users, and enhancing pedestrian
and cycle facilities.
The activities of this service are funded by projects.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
-
312
-
Projects
Bridge and Culvert Construction – New
(Refer Appendix of Schedules)
Developer Contributions - Council Contributions to
Developer Constructed Works
District Projects
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 62 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
431
2,638
3,412
2,596
1,500
1,500
1,963
-
9,074
2,140
3,737
2,253
1,500
1,500
200
-
8,227
2,171
2,493
1,500
1,500
2,804
-
2,221
2,554
1,500
1,500
-
Program 2 – Moving Brisbane
Kerb and Channel Contributed Assets
Local Access Network Improvements
(Refer Appendix of Schedules)
Local Area Traffic Management - Traffic Calming
(Refer Appendix of Schedules)
Modernise Traffic Signal Communications
New Kerb and Channel and Kerb Ramps
Construction
(Refer Appendix of Schedules)
Paradise Rd Upgrade
Retaining Walls and Embankments
(Refer Appendix of Schedules)
Road Construction Minor Traffic Density
(Refer Appendix of Schedules)
Roads and Bikeways Contributed Assets
Safe School Travel
(Refer Appendix of Schedules)
Safer Routes to School
(Refer Appendix of Schedules)
Stapylton Rd Pallara
Telegraph Rd Corridor
Traffic Signals Hardware Equipment
Ward Footpath and Parks Trust Fund
(Refer Appendix of Schedules)
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 63 -
5,000
5,000
230
1,301
1,773
1,180
98
382
1,649
1,650
1,084
131
11,000
11,000
700
350
483
1,369
5,087
5,000
10,422
8,280
3,012
-
5,000
5,000
419
2,494
1,790
1,416
416
3,516
792
1,477
11,000
11,000
700
350
332
3,024
5
11,354
8,444
3,129
-
5,000
5,000
450
2,448
1,870
1,493
430
10,097
1,129
1,488
11,000
11,000
700
350
357
67
559
12,185
8,901
2,845
-
5,000
5,000
653
2,492
1,913
1,526
268
499
1,111
1,531
11,000
11,000
700
350
352
12,459
8,816
3,144
-
Program 2 – Moving Brisbane
Strategy 2.3.3 Maintain and Improve the Network
Maintain and improve the network using strategic asset management principles.
Service 2.3.3.1 Maintain and Improve the Network
The Moving Brisbane program is responsible for a large portfolio of transport network assets. Strategic asset
management principles are applied to ensure these assets are managed appropriately and that maintenance
and renewal activities are prioritised utilising the most optimised approach. A best value approach is used to
ensure the most cost effective delivery of the program.
The key activities under this service include:
•
renewal, maintenance and improvements to roads, kerb and channel, bridges, culverts, footpaths,
linemarkings, signs, bikeways and public lighting
•
strategic management of assets
•
systematic condition and risk assessment of assets.
This budget will build upon the previous increases in road resurfacing and footpath and bikeway
reconstruction so that our transport network continues to deliver a high quality experience for users.
Rehabilitation of footpaths will continue to benefit from infringement notices and parking meter revenue.
Enhanced expenditure continues to improve the appearance of Brisbane's roadsides with:
•
additional grass cutting on major arterial and minor roads
•
additional roadside and Brisbane Improvement Projects and Suburban Centre Improvement Projects
landscaping.
2014-15 funding will maintain the Lord Mayor's commitment to $60 million of road resurfacing per annum
through continuing investment in the road network across the city and suburbs to help deliver smoother,
safer roads.
Council is committed to innovation in management of its asset base and works with peak Australian and
international bodies in researching and trialling cost effective and high -performance products, materials and
construction methodologies.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
283,557
-127,697
298,600
-15,597
Projects
Bikeway Reconstruction
(Refer Appendix of Schedules)
Bridges and Culverts Reconstruction and
Rehabilitation
(Refer Appendix of Schedules)
Data Tools to Manage Duct Fibre Infrastructure
Information
Duct and Fibre Telecommunications Infrastructure
Project Management
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 64 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
4,480
2,421
1,000
246
10,772
137
35
234
200
4,533
2,506
1,000
252
11,195
151
34
201
200
4,646
1,426
1,001
284
12,133
148
34
229
200
4,747
1,248
1,001
290
12,949
147
34
201
200
Program 2 – Moving Brisbane
Field Data Collectors for RSI
Footpath Reconstruction
(Refer Appendix of Schedules)
ITS - Wireless Infrastructure
Kerb and Channel
(Refer Appendix of Schedules)
Major Assets Project Management
Modular Infrastructure POD
Pavement Design and Construction
Roads Network Resurfacing
(Refer Appendix of Schedules)
Safe Paths CBD
(Refer Appendix of Schedules)
Safety Fences and Guard Rails
(Refer Appendix of Schedules)
Story Bridge Safety Measures
Uniform Management of BCC Duct Fibre for
Broadband Traffic Control Security and WAN
Upgrade of the Road Surface Inventory System
VMS Safety Refurbishment
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 65 -
19
5,316
12,084
278
7,716
178
257
225
1,022
3,666
56,194
3,868
1,115
1,072
850
6,986
375
84
117
535
-
17
5,334
12,311
449
8,585
21
278
225
678
4,280
56,581
3,939
1,102
1,070
841
175
97
135
-
17
6,521
11,547
449
8,671
21
249
225
768
4,557
56,548
3,932
1,157
1,157
884
101
119
-
17
6,606
11,594
426
9,043
21
261
225
786
4,668
56,380
3,912
1,058
1,020
881
96
134
-
Program 2 – Moving Brisbane
Strategy 2.3.4 Manage the Transport Network
Manage the transport network to operate efficiently for the benefit of all users.
Service 2.3.4.1 Manage the Network
This service aims to reduce congestion on the Brisbane transport network. It includes the provision of traffic
management, co-ordination and approvals for the safe and efficient operation of the network, and response
to customer enquiries. It also includes the management and monitoring of traffic flows, signal timing and
parking, minimising traffic congestion and ensuring the network operates a s efficiently and safely as
possible.
The key activities under this service include:
•
managing clearways
•
continuing the rollout of Pedestrian Countdown Timers
•
expanding Council’s Left Turn on Red Project
•
conducting Emergency Vehicle Priority (EVP) trials
•
corridor operation optimisation
•
traffic management systems
•
traffic management projects
•
traffic signals operational support.
Key drivers for parking and clearway management include:
•
optimise arterial routes both in and out of the city at peak demand times
•
population growth creating additional road use demand
•
number of complaints or intelligence initiating road use/demand investigations/improvements
•
community awareness of parking regulations to reduce the need of enforcement and improve vehicle
movements at peak demand times.
This budget funds Council's Congestion Reduction Unit, including funding for Closed Circuit Television
(CCTV) and variable message signs (VMS).
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
40,689
37,503
52,301
38,971
Projects
Congestion Reduction Unit Initiatives
(Refer Appendix of Schedules)
Etoll Management
Events Parking
Left Turn on Red Rollout
Network Modernisation
(Refer Appendix of Schedules)
PDA Replacement Program
Pedestrian Countdown Timers
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 66 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
4,160
1,661
39,579
41,646
196
513
1,101
2,179
164
280
-
2,682
3,254
46,673
49,987
209
526
48
2,522
420
286
-
2,626
3,218
48,529
51,947
214
539
2,613
179
-
2,618
3,207
50,422
53,984
214
552
2,686
192
-
Program 2 – Moving Brisbane
Residential Parking Permits Scheme
Signs and Lines - Roadmarkings
Suburban Amenity Improvements
Traffic Management Systems Security Improvement
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
557
237
3,216
3,315
1,275
-
590
251
4,033
2,559
882
-
598
260
4,042
2,822
925
-
622
269
3,135
2,870
757
-
Service 2.3.4.2 City Parking
This service provides funding to manage, operate and maintain car parking services both on and off street.
Council manages the large undercover car parks at King George Square and Wickham Terrace, as well as
temporary and event parking.
This car parking service will:
•
provide competitive car parking services to all customers
•
ensure customer focused service
•
act to ensure the security of all Council monies and assets
•
maintain best practice infrastructure.
Council is also responsible for all services related to on street parking meters a cross the city including:
•
coin collection
•
asset management
•
parking meter maintenance.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
12,945
29,257
13,918
29,888
Projects
Smart Meter Technology
Parking Review
Capital
Expense
Revenue
Capital
Expense
Revenue
- 67 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,392
100
-
-
-
-
Program 2 – Moving Brisbane
Total Project Expenditure Combined with Rolling Projects
Project
A Strategically Located Bus Network
Active School Travel Program
Active Transport in the Community
Additional Cuts - Streets Grass
An Efficient and Optimised Bus Network
BaT Tunnel
Bikeway Reconstruction
2014-15
$000
-360
718
265
4,480
-4,000
250
2,421
2015-16
$000
720
275
4,533
250
2,506
2016-17
$000
722
278
4,646
250
1,426
2017-18
$000
720
277
4,747
250
1,248
1,246
6,551
849
1,252
7,020
-
1,285
7,414
-
1,291
7,577
-
431
9,074
8,227
-
2,638
2,140
2,171
2,221
10,909
11,346
12,281
13,096
33,932
4,743
5,821
31,778
5,936
34,602
5,844
34,975
5,825
26,062
30,007
15,139
15,113
270
35
286
34
310
34
304
34
18,979
8,055
21,226
7,666
6,623
6,700
3,412
3,737
2,493
2,554
2,596
2,253
-
-
234
201
229
201
2,618
39,579
196
6,408
19
1,500
17,400
2,376
46,673
209
17
1,500
17,645
1,777
48,529
214
17
1,500
18,068
1,739
50,422
214
17
1,500
18,200
1,963
278
69,502
7,833
650
200
449
-
2,804
449
-
426
-
(Refer Appendix of Schedules)
BIPS and SCIPS Maintenance and Rehabilitation
Blue CityGlider
Blunder Rd Stage 6 - Blunder Creek to Stapylton
Rd
Boundary Rd - Progress Rd to Kelliher Rd
Upgrade
Bridge and Culvert Construction – New
(Refer Appendix of Schedules)
Bridges and Culverts Reconstruction and
Rehabilitation
(Refer Appendix of Schedules)
Bus Build
CityCat Stop - Milton
Congestion Reduction Unit Initiatives
(Refer Appendix of Schedules)
Constructing Key Bikeway Links in Brisbane
Suburbs (Refer Appendix of Schedules)
Corridor Planning
Data Tools to Manage Duct Fibre Infrastructure
Information
DDA Compliant Ferry Terminals
Delivering an Accessible Public Transport
Network in Brisbane's Suburbs
Developer Contributions - Council Contributions
to Developer Constructed Works
District Projects
(Refer Appendix of Schedules)
Duct and Fibre Telecommunications
Infrastructure Project Management
Enhancing Safety and Cyclist Facilities
Etoll Management
Events Parking
Ferry Terminal Upgrade - Bulimba
Field Data Collectors for RSI
Footpath Contributed Assets
Footpath Reconstruction
(Refer Appendix of Schedules)
Generation 1 CityCats
Howard Smith Wharves
ITS - Wireless Infrastructure
Jan 2011 Flood Damage - Ferry Terminals
Jan 2011 Flood Damage - New Farm to Howard
Smith Wharves Riverwalk
- 68 -
Program 2 – Moving Brisbane
Total Project Expenditure Combined with Rolling Projects
Project
Kangaroo Point Pedestrian Bridge
Kerb and Channel
2014-15
$000
7,894
2015-16
$000
8,606
2016-17
$000
2,347
8,692
2017-18
$000
29,930
9,064
5,000
15,101
1,101
1,531
5,000
93,594
48
2,913
5,000
193,354
2,898
5,000
247,685
3,145
1,773
1,790
1,870
1,913
257
11,119
278
11,731
249
11,976
261
14,422
5,022
4,614
1,278
1,022
392
2,179
5,250
1,416
678
400
2,522
5,413
1,493
768
436
2,613
5,542
1,526
786
403
2,686
2,156
382
416
430
268
1,649
100
3,666
164
280
643
41,726
21,297
3,516
4,280
420
286
10,674
609
807
10,097
4,557
179
24,357
-
499
4,668
192
3,462
-
557
1,650
590
792
598
1,129
622
1,111
4,018
4,047
-
-
1,215
1,477
1,488
1,531
1,513
2,109
2,414
2,463
11,000
60,062
11,000
60,520
11,000
60,480
11,000
60,292
1,115
1,102
1,157
1,058
700
700
700
700
483
332
424
352
(Refer Appendix of Schedules)
Kerb and Channel Contributed Assets
Kingsford Smith Drive - Future Upgrade
Left Turn on Red Rollout
Local Access Network Improvements
(Refer Appendix of Schedules)
Local Area Traffic Management - Traffic Calming
(Refer Appendix of Schedules)
Major Assets Project Management
Major Traffic Improvements – Intersections
(Refer Appendix of Schedules)
Maroon CityGlider
Melbourne Street Portal Safety Improvements
Modernise Traffic Signal Communications
Modular Infrastructure POD
Network Investigations
Network Modernisation
(Refer Appendix of Schedules)
New CityCats
New Kerb and Channel and Kerb Ramps
Construction
(Refer Appendix of Schedules)
Paradise Rd Upgrade
Parking Review
Pavement Design and Construction
PDA Replacement Program
Pedestrian Countdown Timers
Progress Road Stage 4
Railway Crossing - Robinson Rd Geebung
Railway Crossing - Telegraph Rd Bald Hills Bracken Ridge
Residential Parking Permits Scheme
Retaining Walls and Embankments
(Refer Appendix of Schedules)
Riverwalk Maintenance and Rehabilitation
(Refer Appendix of Schedules)
Road Construction Minor Traffic Density
(Refer Appendix of Schedules)
Road Network Design
(Refer Appendix of Schedules)
Roads and Bikeways Contributed Assets
Roads Network Resurfacing
(Refer Appendix of Schedules)
Safe Paths CBD
(Refer Appendix of Schedules)
Safe School Travel
(Refer Appendix of Schedules)
Safer Routes to School
(Refer Appendix of Schedules)
- 69 -
Program 2 – Moving Brisbane
Total Project Expenditure Combined with Rolling Projects
Project
Safety Fences and Guard Rails
2014-15
$000
1,922
2015-16
$000
1,911
2016-17
$000
2,041
2017-18
$000
1,901
3,216
1,392
1,369
6,986
3,315
5,087
1,275
4,033
3,024
175
2,559
5
882
4,042
559
2,822
925
3,135
2,870
757
10,422
297,981
41,955
668
459
11,354
4,889
671
97
12,185
465
543
101
12,459
536
96
117
535
11,292
135
11,573
119
11,746
134
11,960
662
1,118
38,333
24,876
879,145
492,288
607,332
638,956
(Refer Appendix of Schedules)
Signs and Lines - Roadmarkings
Smart Meter Technology
Stapylton Rd Pallara
Story Bridge Safety Measures
Suburban Amenity Improvements
Telegraph Rd Corridor
Traffic Management Systems Security
Improvement
Traffic Signals Hardware Equipment
TransApex - Legacy Way
TransApex - Legacy Way Capitalised Interest
Transport Planning Studies
Uniform Management of BCC Duct Fibre for
Broadband Traffic Control Security and WAN
Upgrade of the Road Surface Inventory System
VMS Safety Refurbishment
Ward Footpath and Parks Trust Fund
(Refer Appendix of Schedules)
Wynnum Rd Corridor - Stage 1
TOTAL
- 70 -
Program 3 – Future Brisbane
Future Brisbane
Program Goal
The Future Brisbane program is committed to encouraging the city's continued growth, prosperity and facilitating
quality development. Our goal is to ensure Brisbane, Australia's New World City, is well designed and efficiently
serviced, with a distinctive subtropical character.
Brisbane's expanding economy is at the centre of one of the fastest growing urban regions in Australia. A major
challenge facing the city is to continue to participate in, and respond to, the South East Queensland Regional Plan
2031, and balance the need for employment growth, while protecting our heritage buildings, parks and natural
environment, and enhancing lifestyle opportunities. Through integrated strategies, Council will continue to engage
with the community to proactively plan and manage for our city's future.
Program activities include:
•
providing leadership on the future shape of our city and urban planning
•
providing the land use and development framework for the city
•
preparing for extreme weather events and natural hazards through review of relevant plans and standards
•
implementing the Brisbane City Plan 2014
•
implementing and delivering initiatives and projects, including urban improvement projects identified
through planning and economic development processes
•
co-ordinating Council's input and involvement with activities of the Council of Mayors (SEQ)
•
efficiently and effectively operating a best practice development assessment system, facilitating
development applications, operational works applications, plan sealing, and plumbing applications
•
implementing a range of planning and development assessment reforms to improve development
assessment processes
•
ensuring that road, utility services, drainage and open space assets, donated to Council as part of the
development process, meet Council standards
•
carrying out compliance and enforcement of planning, building and plumbing legislation
•
planning for the development and servicing of infill and greenfield development sites
•
reviewing the Priority Infrastructure Plan (PIP) to co-ordinate the provision and funding of infrastructure in
development areas across the city
•
continuing Neighbourhood Plans in Brisbane to ensure locally specific planning provisions involve the
community in planning the city's future and assist in achieving South East Queensland regional planning
targets
•
delivering urban renewal in inner Brisbane to encourage social and economic vibrancy to meet regional
growth targets and maximise regeneration opportunities
•
continuing to provide independent strategic advice on key planning, design and social policy issues
through the Urban Futures Brisbane Board
•
planning and co-ordinating Brisbane Improvement Projects and Suburban Centre Improvement Projects
(SCIP’s) to deliver site-specific urban design and economic community benefits
•
identifying and conserving the city's heritage places and character housing areas
•
providing a strong subtropical design identity for Brisbane
•
undertaking partnerships with industry and the government sector to deliver on regional, citywide and local
planning initiatives.
Program Outcomes and Financial Summary
Program Outcomes
3.1 - Planning for a Growing City
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
12,774
8,847
Revenue
6,000
3,534
Capital
2,545
773
3.2 - Enhancing Brisbane's Liveability
7,445
7,817
3,472
779
8,156
10,865
3.3 - Approving Quality Development
49,536
50,608
47,458
45,749
154
-
69,755
67,272
56,930
50,062
10,855
11,638
- 71 -
Program 3 – Future Brisbane
Recurrent Operations Contracts
2015-16
$000
2016-17
$000
2017-18
$000
953
885
902
Outcome 3.1 Planning for a Growing City
Outcome description
Council is committed to facilitating economic growth and maintaining prosperity in Brisbane through sustainable
development. Council's planning approach will recognise the knowledge, sophistication and maturity of our
community and will accommodate people's strong desire to have a say and be involved in planning for the future
of Brisbane and the region.
Where we are now
The South East Queensland Regional Plan 2031 and South East Queensland Infrastructure Plan and Program
2031 were released by the Queensland Government to guide long term planning for sustainable growth and
development in SEQ. Council works closely with the Queensland Government and the Council of Mayors (SEQ) to
implement the policies and programs set out in these plans.
The Brisbane City Plan 2014 is a fresh statement of Council's intentions for the future development of Brisbane. It
provides guidance for residents, applicants, builders, developers, solicitors and others and defines the preferred
pattern of growth for the city including residential, commercial, industrial and green space areas. At the local level,
neighbourhood planning will be undertaken in partnership with communities to plan for the future of their local
area.
Council commenced its first Adopted Infrastructure Charges Resolution in June 2011, and its first Priority
Infrastructure Plan (PIP) in January 2012. These documents form the backbone of Council's infrastructure
contributions framework, and consolidate 19 Planning Scheme Policies for Infrastructure Charges into two simpler,
more transparent documents.
Where we want to be
The South East Queensland Regional Plan 2031 will be successfully implemented through strong leadership and
commitment by the Queensland and local governments and ownership by the community. The Queensland
Government and Council will deliver a broad range of infrastructure to serve both existing and new growth areas.
The councils forming the Greater Brisbane Area will continue to work co-operatively to co-ordinate planning and
infrastructure provision across boundaries, through the Council of Mayors (SEQ).
The Brisbane City Plan 2014 provides a foundation for the sustainable economic development of the city.
Infrastructure planning and co-ordination are integral components of the Brisbane City Plan 2014, ensuring that:
•
Brisbane has a formal, long term infrastructure provision and charging regime, matched to forecast growth
that complies with Queensland Government requirements
•
Council infrastructure is well planned and is provided in an efficient, co-ordinated manner
•
new development contributes towards infrastructure delivery.
Infrastructure planning will be undertaken in tandem with the City Plan reviews including the Neighbourhood
Planning process. Infrastructure co-ordination will occur through the facilitation of key projects, and new growth will
be co-ordinated with infrastructure requirements.
Strategy 3.1.1 City and Regional Planning
The Brisbane City Plan 2014 is subject to ongoing review to reflect the requirements of the South East
Queensland Regional Plan 2031, increased understanding of the environment and circumstances impacting upon
the city, and community expectations.
Service 3.1.1.1 Strategic Land Use Planning
The program will aim to deliver improved integration between community expectations and the outcomes sought
by the South East Queensland Regional Plan 2031, as well as integrating planning and delivery across Council's
programs. This will be achieved through implementation of the Brisbane City Plan 2014 to guide the sustainable
growth of the city. Maintaining a project management culture with a strong focus on cost control and project
delivery, particularly for civic improvement projects, remains a key objective.
- 72 -
Program 3 – Future Brisbane
Activities and deliverables include:
•
implementing and monitoring the Brisbane City Plan 2014 strategic framework, planning scheme and
online content including:
•
initiating Brisbane City Plan 2014 amendments arising through planning activities underway across
Council and responding to external factors (including supporting the preparation of Neighbourhood
Plans)
•
communicating initiatives aimed at enhancing the future of the city and engaging with a range of
audiences and interest groups
•
delivering the Brisbane City Plan 2014 while pursuing and facilitating opportunities for the ongoing
economic development of the city
•
implementing the Brisbane City Plan 2014 and maintaining it through a process of ongoing review
•
branch management
•
corporate reporting and communication
•
advocating Council’s position with respect to policy affecting the planning of Brisbane
•
regularly upgrading and improving the Brisbane City Plan 2014 online content and mapping information
•
providing input to planning matters affecting the SEQ region including facilitating and participating in
regular government forums of SEQ planners, the Department of State Development, Infrastructure and
Planning and the Council of Mayors (SEQ) and the Federal Government to exchange information and
seek greater co-ordination of and co-operation in planning and infrastructure
•
co-ordinating Council's planning strategies and associated activities including:
•
undertaking strategic policy and land use investigations for key areas of metropolitan and city
significance
•
co-ordinating strategic land use input to high level development applications
•
facilitating the implementation of land use plans for the Rochedale Urban Community and other key
growth areas through investment in catalyst infrastructure, assessment of development applications and
operational works and partnerships with major landholders such as infrastructure agreements
•
partnerships with key internal and external partners to deliver on growth initiatives
•
advocating that the Queensland and Federal governments meet their commitments to the development
of infrastructure in Brisbane
•
undertaking research, database development and maintenance including:
•
implementing the use of the urban growth models to support strategic and neighbourhood level
infrastructure planning
•
maintaining population, employment and related information as the single database for Council to inform
infrastructure cost analysis and charges revenue forecasting
•
developing planning amendments to reflect changing circumstances on the local, regional and national
scale
•
providing advice and support for the incoming new planning legislation.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,002
-
1,713
-
Expense
Revenue
Projects
Rochedale Infrastructure Design and Delivery
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
624
730
-
651
736
-
655
761
-
724
764
-
Strategy 3.1.2 Co-ordinate Infrastructure Planning
Co-ordinate the planning of key infrastructure, including waterways and drainage, parks, transport, community
facilities, to underpin the growth needs of Brisbane and to support the aims of Queensland Government planning
legislation.
- 73 -
Program 3 – Future Brisbane
Service 3.1.2.1 Priority Infrastructure Plans and Infrastructure Charges Policy
The key activities under this service include:
•
ensuring that the long term planning, co-ordination, financing and construction of infrastructure for
transport, waterways, parks and community facilities supports development needs now and into the future
•
working with Queensland Urban Utilities to ensure that water and sewerage infrastructure is planned,
financed and constructed to support present and future development
•
facilitating partnerships with the private sector and government to deliver infrastructure in a cost effective
manner
•
participating in partnerships with Australia TradeCoast, Port of Brisbane Corporation and Brisbane Airport
Corporation to deliver complementary infrastructure in a co-ordinated manner
•
providing an efficient system for collecting, tracking, accounting for and monitoring of infrastructure
charges and preparation and implementation of infrastructure agreements
•
providing expert advice on the calculation and levying of infrastructure contributions
•
monitoring and forecasting residential and non-residential development to support effective infrastructure
planning
•
maintaining an infrastructure charging framework that addresses the Queensland Government's
requirements for infrastructure planning and charging.
This service will also improve the implementation of infrastructure agreements and develop mechanisms to
expedite payments for less complex agreements.
Council will be continuing its Infrastructure Charges Reduction Program for eligible community organisations to
provide financial relief for organisations delivering new or expanded community service, sporting or recreational
facilities.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,761
-
4,044
-
Projects
BCC Managed Water Supply and Sewerage ICP
PSP
Hotels Development Infrastructure Subsidy
Infrastructure Charges Reduction for Eligible
Community Organisations
Infrastructure Revenue Information System (IRIS)
Enhancements
Material Change of Use Investigations
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 74 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
3,534
1,500
542
149
317
-
1,500
567
113
329
-
562
112
328
-
561
112
328
-
Program 3 – Future Brisbane
Outcome 3.2 Enhancing Brisbane's Liveability
Outcome description
Council continues to implement the successful Neighbourhood Planning and Urban Renewal activity program
which involves planning and delivering development and land use plans at a neighbourhood level, in collaboration
with the community and other stakeholders, to enhance lifestyles, the environment and economy.
Where we are now
Neighbourhood Planning enables communities to participate in urban planning activities to protect and enhance
valued local environments, ensure infrastructure alignment and maximise development and economic
opportunities. Through an extensive, tailored and quality community engagement program, involving up to
100,000 stakeholders annually, residents, property owners and business operators can:
•
better understand planning provisions that guide growth across Brisbane
•
participate in shaping the future of their neighbourhoods.
Furthermore, there is a focus on ensuring that strategic objectives are successfully implemented on a local scale
and that plans become a reality through:
•
quality strategic and technical advice for special projects and major development applications
•
liaison related to new development
•
facilitating public and private investment by catalyst projects
•
stimulating interest in local communities through projects such as heritage trails
•
collaboratively facilitating commercial and residential revitalisation, particularly in the inner city through
Urban Renewal Brisbane activity and with independent Urban Futures Brisbane Board assistance to
deliver quality built and natural environment outcomes.
Where we want to be
The Neighbourhood Planning and Urban Renewal activity program will deliver and implement strategies and plans
to ensure a viable mix of employment and commercial opportunities, protection or enhancement of local character
and the natural environment, facilitation of innovative design and integrated land use infrastructure outcomes in
accordance with local needs and strategic objectives. In 2014-15 this activity program will:
•
continue to progress or finalise neighbourhood plans for Albion, Taringa, Lower Oxley Creek North,
Hemmant / Lytton, Spring Hill and the City Centre
•
continue to deliver heritage trails
•
demonstrate transparent decision making
•
continue to undertake technical planning work to identify opportunities and issues and ensure
development viability, community benefits, market/industry support, positive environmental outcomes and
refining plans and practices accordingly
•
promote development and economic growth potential
•
continue to foster collaborative relationships to deliver community and plan intents.
Strategy 3.2.1 Local Identity
Strengthen the identity and character of local areas.
Service 3.2.1.1 Plans for Suburbs and Other Development Areas
Neighbourhood Planning includes extensive community engagement to enhance planning including the coordination of infrastructure planning and provision.
The Neighbourhood Planning process delivers:
•
a draft strategy that develops planning concepts with the greater community, based on technical studies
and community engagement
•
an infrastructure plan that ensures transport, parks, waterways and other trunk infrastructure meet future
demands
•
a performance-based statutory plan which is a legal document that establishes land use and design
criteria against which development will be assessed.
Completed Neighbourhood Plans include development intents, character housing precincts, levels of assessment
for new development, employment opportunities, public access and open space improvements. These plans
comply with the requirements of the Queensland Government planning legislation.
- 75 -
Program 3 – Future Brisbane
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,596
-
3,067
-
Projects
Neighbourhood Planning
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,295
-
2,068
-
2,108
-
2,125
-
Strategy 3.2.2 Urban Futures Brisbane Board
The Urban Futures Brisbane Board will continue to offer independent, real world advice to help inform Council's
decisions about the city's future planning direction.
Service 3.2.2.1 Urban Futures Brisbane
Urban Futures Brisbane Board will provide independent advice to Council on planning, design and social inclusion.
The Board will contribute to fostering partnerships between Council, government, industry and the community, and
will advocate Council's plans and policies across a range of relevant networks and key forums. In addition, the
Urban Futures Brisbane Board will provide guidance and stewardship to several Council projects.
The following services will be provided to the Urban Futures Brisbane Board:
•
high quality support to the Urban Futures Brisbane Board and its Portfolios, namely the Independent
Design Advisory Panel (IDAP), the Inclusive Brisbane Board (IBB), Urban Renewal Brisbane and the Lord
Mayor's Oxley Creek Catchment Taskforce (LMOCCTF), their meetings and background research
•
guidance, advancement and implementation of Urban Futures Brisbane Board initiatives and projects
•
implementation of innovations, systems improvements and strategies for improving the operations of the
Urban Futures Brisbane Board Secretariat.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
565
158
460
176
Projects
Urban Futures Brisbane Board
Vibrant Laneways
Virtual Brisbane
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
216
1,229
443
39
-
218
1,003
441
125
-
230
1,247
447
39
-
232
1,000
445
48
-
Strategy 3.2.3 Brisbane Improvement Projects
Undertake city improvement projects and facilitate quality urban design through policy development, capital works
projects, partnerships and advice to other Council programs.
Service 3.2.3.1 Brisbane Improvement Projects Incorporating SCIPs
Brisbane's reputation as Australia's New World City is being enhanced through the delivery of excellent examples
of subtropical urban design. This service promotes, facilitates and delivers civic improvements across the city at a
range of scales and across a wide variety of project types. This includes providing a strategic design vision to
improve our civic environment and help provide new and increased levels of amenity in areas experiencing higher
- 76 -
Program 3 – Future Brisbane
densities, transport infrastructure development and urban renewal. The aim is to continuously improve the urban
environment and stimulate economic activity through key projects and consistent advice.
SCIPs undertake streetscape improvements to enhance amenity, identity, safety and accessibility. It delivers
projects to stimulate economic activity and attract investment in key locations in consultation with a range of
stakeholders.
In addition, this service develops urban design strategy and policy, and provides urban design advice and input to
other Council projects.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
900
814
941
603
Expense
Revenue
Projects
Brisbane Improvement Projects Incorporating SCIPs Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
9,197
4,783
-
-
826
-
855
-
Service 3.2.3.2 Public Artworks
Public art is an expression of our city's culture and creativity, playing an integral role in describing and interpreting
aspects of our city, people and places.
This service assists Council, business, community groups and individuals to install permanent and temporary
public art projects across the city. It also provides ongoing management of Council's extensive and growing public
art portfolio and this year Council will focus on expanding its collection of landmark artworks.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
294
-
294
-
Expense
Revenue
Projects
City Artworks Project
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
400
100
-
400
100
-
400
100
-
400
100
-
Outcome 3.3 Approving Quality Development
Outcome description
The Brisbane City Plan 2014 is Council's plan for the future development of Brisbane. It guides how land in
Brisbane can be used and developed and is a significant tool to guide and foster economic development. Building
and development in Brisbane is approved in accordance with the Brisbane City Plan 2014 and will seek to retain
and enhance Brisbane's subtropical lifestyle, maintaining its unique heritage, character, safety and prosperity.
Where we are now
This outcome incorporates, through complementary and collaborative processes, both development assessment
and regulatory functions, as well as focusing on and protecting the city's valuable character and heritage.
Council provides a best practice, efficient, effective and user friendly development facilitation framework based on
the Queensland Government planning legislation, Brisbane City Plan 2014 and other regulatory policies.
- 77 -
Program 3 – Future Brisbane
Council's assessment functions include advocacy for and facilitation of quality and exemplary development,
assessment of development applications and operational works applications, plan sealing and managing appeals
against Council decisions.
Council's regulatory functions include signage, plumbing regulation and development compliance checks.
Promotion of sustainable subtropical design continues to influence public perception about the need for
development that is suited to our climate and location.
Council has responded to community expectations that Brisbane's unique built form is valued and maintained by
identifying Brisbane's heritage and character through survey, mapping and referrals, and by protection through
appropriate codes.
Where we want to be
Council will continue to implement service and process improvements that maintain Brisbane's status as an
exemplary development assessment manager. In regulating development, the emphasis is on achieving quality
outcomes in a timely manner. Council will promote the use of our Express Services which provide high quality
outcomes for applicants for low risk, non-complex applications, while allowing Council to allocate appropriate
resources to more complex development projects. Providing certainty for plan sealing decision times will also
feature through SealSMART. Council will also continue PlumbSMART to improve timeliness and process on
plumbing applications. Turnaround times on development decisions are significantly reduced for applications that
are well made, meet planning requirements and provide sufficient supporting information. The ongoing
simplification of regulation and processes will ensure that Council delivers timely and high quality development
outcomes.
Council will continue to be a strong advocate for sustainable subtropical building design to be practised by
professionals and widely adopted. Council's assessment of major projects is informed through independent,
professional peer review.
City character protection is widely embraced and the Brisbane City Plan 2014 Heritage Register is comprehensive.
Council strongly supports the retention of character houses and the conservation of heritage places. Heritage
conservation will continue to be encouraged by a simplified development assessment process and through
heritage grants and the availability of technical assistance from Council, including free architectural advice.
Strategy 3.3.1 Development Regulation
High quality decision making processes and the prompt approval of appropriate development solutions which
respond to our climate result in smart development solutions.
Service 3.3.1.1 Guiding Brisbane’s Development
This service will provide efficient and effective development assessment and regulation activities including:
•
provision of pre-lodgement and pre-investment planning advice
•
development facilitation
•
fast-tracked development assessment for low risk applications through RiskSMART
•
operational works approvals
•
plan sealing including fast-tracked plan sealing for low risk applications through SealSMART
•
timely processing of low risk plumbing applications through PlumbSMART
•
development assessment appeals
•
approvals to construct driveways and connect stormwater to trunk infrastructure
•
checking development compliance
•
approvals and inspections for plumbing and drainage work
•
ensuring that assets donated to Council including roads, drains, open space, and utilities comply with
Council standards
•
approval to use and occupy footways
•
collection of unpaid developer contributions
•
planning and building compliance activities including:
•
investigating unlawful uses of land
•
ensuring conditions of development approvals are met
•
responding to complaints about development, student accommodation and overcrowding issues
•
approving the relaxation of siting requirements for houses, carports, retaining walls and fences
•
licencing of advertising signage.
- 78 -
Program 3 – Future Brisbane
Council is committed to the continual improvement of its development assessment process. The major directions
for development regulation in 2014-15 are:
•
implementing the Brisbane City Plan 2014 and its associated processes
•
continuing to implement a risk-based approach to the assessment of development applications
•
improving our electronic development assessment process
•
utilising new technologies to improve our interaction with customers
•
improving the plan sealing process
•
improving the Plumbing Service through the promotion of PlumbSMART
•
responding to regulatory changes brought about by Queensland Government reforms including a new
Planning Act due to be implemented in this financial year.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
47,491
47,329
49,610
45,749
Strategy 3.3.2 Promote and Protect City Character
Brisbane is made up of a diverse array of character and heritage assets which are important to the character of
Brisbane. The Brisbane City Plan 2014 delivers Council’s commitment to protect heritage places and buildings in
Brisbane through balancing the need to protect cultural heritage significance, while at the same time creating new
places to live and do business.
Service 3.3.2.1 Preserving the City`s Heritage
The Brisbane City Plan 2014 Heritage Register list includes assets identified for their heritage significance,
including buildings, sites and natural features. These assets are identified by the City Architecture and Heritage
team and are included in the Brisbane City Plan 2014. The Register is subject to ongoing review and refinement
as Council undertakes planning processes across the city. Future development of assets included in the Brisbane
City Plan 2014 Heritage Register list is subject to a planning application against the Heritage Overlay Code.
The service continues to document and promote aspects of the city's heritage and traditional building character for
the benefit of the city, its residents and visitors through such initiatives as input to neighbourhood planning
projects, the delivery of a publicly accessible heritage database and establishment of local heritage walks.
This service also provides technical input to Council and external projects from a heritage perspective, provides
advice to heritage property owners and administers Heritage Incentive Scheme grants.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
523
-
593
-
Projects
Heritage Incentive Scheme
Capital
Expense
Revenue
- 79 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
405
-
367
-
385
-
391
-
Program 3 – Future Brisbane
Total Project Expenditure Combined with Rolling Projects
Project
Brisbane Improvement Projects Incorporating
SCIPs
City Artworks Project
Heritage Incentive Scheme
Hotels Development Infrastructure Subsidy
Infrastructure Charges Reduction for Eligible
Community Organisations
Infrastructure Revenue Information System
(IRIS) Enhancements
Material Change of Use Investigations
Neighbourhood Planning
Rochedale Infrastructure Design and Delivery
Urban Futures Brisbane Board
Vibrant Laneways
Virtual Brisbane
TOTAL
2014-15
$000
9,197
2015-16
$000
4,783
2016-17
$000
826
2017-18
$000
855
500
405
1,500
542
500
367
1,500
567
500
385
562
500
391
561
149
113
112
112
317
2,295
1,354
216
1,672
39
329
2,068
1,387
218
1,444
125
328
2,108
1,416
230
1,694
39
328
2,125
1,488
232
1,445
48
18,186
13,401
8,200
8,085
- 80 -
Program 4 – Your Brisbane
Your Brisbane
Program Goal
Brisbane is a vibrant 24 hour, seven day New World City with opportunities for all residents, workers and
visitors to participate in cultural and recreational activities which foster inclusion and stronger communities.
Program Description
The social, cultural, environmental and economic wellbeing of our diverse community is critical to maintaining our
current high standard of living.
The Your Brisbane Program ensures that everyone in Brisbane can access relevant community resources,
services and facilities. Opportunities are created for residents to be active, informed and involved in the
community.
The Your Brisbane Program includes provision of:
•
citywide and locally focused festivals, events and activities which celebrate and strengthen our quality of
life and community spirit
•
opportunities for residents to access information and learning, recreation and sport and cultural pursuits
•
co-ordinated activities and services for high need communities.
The Your Brisbane Program is implemented in partnership with other spheres of government, the community,
and the business sector.
Program Outcomes and Financial Summary
Program Outcomes
4.1 - Thriving Arts and Culture
4.2 - Libraries for an Informed
Community
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
17,754
18,280
Revenue
944
1,070
Capital
-
-
53,065
52,271
5,161
4,666
3,232
4,075
7,127
7,284
140
-
-
-
4.4 - Social Inclusion
12,821
13,831
307
307
4,286
2,271
4.5 - Community Sport and Recreation
Facilities
37,267
39,285
10,280
9,438
11,535
22,098
4.6 - City Icons
17,892
20,302
3,274
2,426
717
490
145,926
151,253
20,106
17,907
19,770
28,934
4.3 - Active and Healthy Community
2015-16
$000
2016-17
$000
2017-18
$000
7,984
8,203
8,270
Recurrent Operations Contracts
- 81 -
Program 4 – Your Brisbane
Outcome 4.1 Thriving Arts and Culture
Outcome description
A community that is innovative, creative and provided with opportunities to actively participate in the cultural life
of our diverse and vibrant city.
Where we are now
Brisbane is a creative city with diverse and accessible arts and cultural programs, Signature City Festivals and
local celebrations.
Council recognises that our cultural life reflects the changing nature of the city. Council provides support to foster
local festivals and participatory activities through programs and partnerships with local artists, community
organisations, arts organisations and creative industries.
The Brisbane Powerhouse and the Museum of Brisbane ( M o B )
opportunities for diverse community participation in cultural activities.
are major facilities that provide
Where we want to be
Brisbane will be recognised as a New World City with a diverse and vibrant cultural life. Young and
emerging, as well as established creative workers, will choose to live and work in Brisbane.
A wide range of exciting opportunities will be available in the arts and creative sectors which will attract
visitors, new residents and creative entrepreneurs. The Creative Brisbane: Creative Economy 2013-22
s t r a t e g y is tasked to ensure Brisbane will be the premier location for talent to live and to thrive, to raise
families, develop their careers and their economic potential.
The city will integrate public and private spaces, places and cultural activities across the Central Business
District (CBD) and suburbs to create an engaged and liveable city.
Council will be a leader, partner and advocate, working with a range of businesses within the cultural and
arts sectors across Brisbane.
Strategy 4.1.1 Festivals and Events
Support for high quality and accessible CBD and suburban festivals celebrating Brisbane's diverse culture, arts
and creativity.
Service 4.1.1.1 Festivals and Events
Festivals across Brisbane contribute to social, cultural and economic wellbeing, to benefit the whole community.
Festivals form an integral part of the city's cultural, community and creative life and are significant to our
social fabric.
They:
•
•
•
•
•
•
animate and enliven the city and suburbs
stimulate local economies
celebrate and consolidate identity and a sense of community
showcase local creativity and diversity
generate employment for artists and arts workers
contribute to the city's profile.
To deliver certainty for our major festivals, funding arrangements will be entered into with a variety of Signature
City Festivals, Suburban Community Festivals, Multicultural Festivals and the Arts and Cultural Support
recipients listed below.
- 82 -
Program 4 – Your Brisbane
Signature City Festivals offer world class entertainment right across the city. More than ever before, Council has
worked to ensure that these festivals will appeal to residents in the suburbs. They include:
•
Major Brisbane Festival
•
Queensland Music Festival (biennial festival)
•
Brisbane International Film Festival
•
Valley Fiesta
•
Brisbane Writers' Festival.
Total $2,145,874
Suburban Community Festivals help the people of Brisbane celebrate and share their local communities.
These festivals will illustrate the community spirit of Brisbane that is famous around the world. They include:
•
2 High Festival
•
4MBS Festival of Classics
•
Acacia Ridge Party in the Park
•
Ashgrove Carols by Candlelight
•
BABI Wave Youth Festival
•
Backyard Bonanza
•
Bardon Community Carols
•
Brisbane Billycart Championships
•
Brisbane Cabaret Festival
•
Brisbane Cheese Festival
•
Brisbane International Festival
•
Brisbane Kite Festival
•
Brisbane Organic Growers Fair
•
Brookfield Christmas
•
Bulimba Festival
•
Calamvale Carnival
•
Carols on the Range
•
Caxton Street Seafood Festival
•
Centenary Community Christmas Carols
•
Centenary Rocks Festival
•
Christmas in Keperra
•
Christmas in Sandgate
•
Christmas in The Grove
•
Colourise Festival
•
Darra Street Festival
•
Einbunpin
•
Fair on the Green
•
Ferny Grove Festival
•
Goldicott Under the Stars
•
Grass Roots Music Festival
•
Hands of Hope
•
History Alive – A Journey Through Time
•
Indigo Fair
•
Jacaranda Festival
•
Karawatha Family Fun Day
•
Kelvin Grove Creative Festival
•
Lanham Park May Fair
•
Moorooka Laneway Festival
•
Morningside Festival
•
Music by the Sea
•
Manly Harbour Village Halloween Street Party
•
National Archaeology Week – Toowong Cemetery
•
Nundah Village Festival
•
Opera in the Gardens
•
Out of the Box (biennial festival)
•
Park Road Festival
•
Parkinson Neighbourhood Festival
•
Peaks to Points (biennial festival)
•
Pride Festival
•
Queensland Deaf Festival
•
Queensland Poetry Festival
•
Racecourse Road Winter Lights Festival (formally Hamilton Festival)
•
Rainbow Carnival
- 83 -
Program 4 – Your Brisbane
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Rotary Christmas
Sandgate Bluewater Festival
SandCliffe Writers Festivall
Sherwood Community Festival
Spring Hill Fair
Teneriffe Festival
Three Saints Festival
Toowong Hands and Hearts Fair
Wakerley Rotary Christmas Carols
Wilston Winter Magic Fair
Wynnum Manly Jazz Festival
Wynnum Illuminations Festival
West End Block Festival
West End Film Festival
Xmas Twilight Market & Movie Night.
Total $795,657
Multicultural Festivals give voice to the wonderfully diverse community that is Brisbane. W ith communities from
all corners of the globe, the Multicultural Festivals give Brisbane residents the opportunity to truly experience
other cultures and come together as a city. These festivals include:
•
Africa Day Festival
•
Brisbane Chinese Cultural Festival
•
Brisbane Chinese Festival
•
Brisbane Lunar New Year Multicultural Festival
•
Brisbane French Festival
•
Buddha's Birthday
•
Carole Park Multicultural Day
•
Chanukah in the City
•
Diwali Festival of Lights
•
Eidfest
•
Eritrean Community Multicultural Festival
•
Fieritalia (formally New Farm Italian Festival)
•
Indian Bazaar
•
Indooroopilly State High School United Nations Day
•
International Tartan Day
•
Italian Week
•
Korean Festival Day
•
Many Stories, One Australia
•
Milton Community Festival (Polish Festival)
•
Moorooka Family Fun Day (formally Moorooka Festival)
•
Multicultural Taste of the World
•
Nowruz Persian New Year Festival (Iranian New Year Festival)
•
Paniyiri
•
Parkinson Multicultural and Dragon Boat Festival
•
Scandinavian Festival
•
Serbian Cultural Festival
•
South Pacific Islander Christmas Celebrations
•
St Patrick’s Day Parade
•
Sunnybank Hills State School Multi-Festival
•
Taiwanese Festival
•
Taiwanese Moon Festival
•
Taiwanese Mother’s Day Celebration
•
Vesak: A Sri Lankan Experience
•
Vietnamese Children's Moon Festival
•
Vietnamese Tet New Year Festival
•
Zillmere Festival – One Place Many Cultures.
Total $409,869
Arts and Cultural Support will provide Brisbane's cultural community the opportunity to entertain Brisbane
residents with a series of events including concerts and performances. They include:
•
Brisbane Eisteddfod
•
Brisbane Philharmonic Orchestra
•
Queensland Ballet
- 84 -
Program 4 – Your Brisbane
•
•
•
•
•
•
•
•
Queensland Choir
Queensland Symphony Orchestra
Brisbane Symphony Orchestra
Queensland Opera
Matilda Awards
Metro Arts
Queensland Youth Orchestra
4MBS Shakespeare Festival.
Total $249,600
Grand Total $3,601,000
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,303
-
3,601
-
Projects
Christmas Tree and City Hall Light Show
Indigenous Cultural Events - King George Square
RSL ANZAC Day
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
233
150
535
240
33
-
244
150
284
17
-
243
150
282
17
-
243
150
282
17
-
Strategy 4.1.2 Cultural Activities
Delivery of citywide arts, cultural and entertainment programs that contribute to a vibrant, creative city.
Service 4.1.2.1 City Entertainment
The objective of this service is to co-ordinate and deliver cultural, arts and entertainment programs in the city and
suburbs. In doing so it contributes to the Brisbane Vision and the Creative Brisbane: Creative Economy 2013-22
strategy, enhancing the city’s liveability as a vibrant and creative hub.
This service co-ordinates and delivers high quality cultural, arts and entertainment programs across Brisbane city
and suburbs.
Concerts and other events are used to promote activation of alternative venues across the city and suburbs of
Brisbane (such as small spaces and pivotal public spaces) and to showcase Brisbane's professional and emerging
artists by providing public performance opportunities. The Bands in the Parks program adds to the alternative
venues by delivering weekend performances in our parks enlivening our outdoor spaces. Council will also continue
to support the successful Lord Mayor’s Seniors Christmas Parties.
Stylin’ UP is a nationally renowned Indigenous creative arts development program delivered by Council in
partnership with young people and the Indigenous community. The focus is on workshop in music, dance and song
writing with positive outcomes for participants.
Through inclusive, free activities for all ages, the City Entertainment Program:
•
brings people together through high quality cultural and entertainment events in the city and suburbs
•
maintains and develops partnerships and projects that create a culturally vibrant city
•
supports emerging and established artists and fosters creative productions
•
supports the Lord Mayor’s Christmas Carols at Riverstage.
- 85 -
Program 4 – Your Brisbane
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,839
-
2,879
-
Expense
Revenue
Projects
Lord Mayor's Seniors Christmas Parties
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
196
-
204
-
203
-
203
-
Strategy 4.1.3 City History
To deliver and support a program of activities within the community and at the Museum of Brisbane ( M o B )
that celebrates the history and culture of Brisbane.
Service 4.1.3.1 Museum of Brisbane
As the owner of the MoB, Council provides funding to ensure the development and promotion of exhibition
programs that explore aspects of Brisbane's history and culture through social history, visual arts, craft and
design.
The objective of this service is to present a challenging, entertaining and informative museum program focusing
on Brisbane. MoB is also custodian of the City of Brisbane Art Collection.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,868
-
4,072
-
Expense
Revenue
Service 4.1.3.2 Social History
Celebrating and acknowledging Brisbane's history is integral to understanding where we have come from and
where we are heading.
This service:
•
supports Brisbane's Living Heritage Network to promote and connect over 80 museums and cultural
heritage places to encourage people to connect and participate in the Brisbane region’s rich cultural
heritage
•
includes funding for the Brisbane History Grants.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
457
7
378
-
Expense
Revenue
Strategy 4.1.4 Creative and Cultural Development
Creating cultural and arts opportunities across the city and suburbs for Brisbane’s creative workforce and
economy to develop our creative city.
Service 4.1.4.1 Cultural Advocacy
This service allocates funding for the Lord Mayor's Young and Emerging Artists' Fellowships, Creative
Sparks grants and professional development opportunities for the arts and cultural sectors.
Lord Mayor's Young and Emerging Artists' Fellowships and Creative Sparks grants enrich the creative life of
Brisbane through developing the professional practice of local artists and cultural workers across the diverse
community of Brisbane.
- 86 -
Program 4 – Your Brisbane
The projects supported are required to:
•
develop new cultural and business practices
•
provide professional development
•
support and develop partnerships and networks
•
deliver the Creative Brisbane: Creative Economy Strategy 2013-22.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
301
100
395
80
Service 4.1.4.2 Creative City
This service aims to build the city’s creative capacity by co-ordinating resources across the program to realise
the Creative Brisbane Creative Economy 2013-22 objectives of:
•
talent retention to the city
•
job creation and new enterprise in the creative economy
•
stronger relationships and partnerships with and between the corporate, not-for-profit and public sector
•
higher resident and visitor spend arising from cultural activity.
It will achieve these objectives through:
•
engagement to support accessible and sustainable opportunities for creative production and participation
•
leadership by collaborating with arts and cultural sector peers to develop and support exemplary practice
•
facilitation of cultural and industry support to local artists, organisations, business and government
•
research, strategic planning, analysis and feedback.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
714
-
812
-
Service 4.1.4.3 Brisbane Powerhouse
As the owner of the Brisbane Powerhouse, Council provides funding to ensure that the development and
promotion of leading arts performances are accessible to a variety of Brisbane audiences.
The Brisbane Powerhouse will continue to be a primary centre for live arts and contemporary performing arts
and will continue to focus on encouraging broader community participation in these events. Council will provide
ongoing support for the Australian Performing Arts Market.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
4,130
597
4,164
600
Projects
Australian Performing Arts Market
Brisbane Powerhouse Maintenance
Capital
Expense
Revenue
Capital
Expense
Revenue
- 87 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
273
708
-
284
738
-
282
755
-
282
709
-
Program 4 – Your Brisbane
Outcome 4.2 Libraries for an Informed Community
Outcome description
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 W orld City.
Where we are now
The Brisbane community is informed and opportunities for learning are provided through an extensive public
library network.
Lifelong learning activities, delivered in our libraries, enhance individuals' abilities to use the libraries to
access services and participate fully in community life.
Where we want to be
Council's objective is that Brisbane residents will be eager, lifelong learners who make the most of the many
pathways to learning and enjoy sharing their knowledge with each other.
Libraries will be vibrant hubs where people and local communities easily learn in a rich exchange of experience
and ideas, connect with each other and the world in discussion and debate, relax on their own with a book,
use technologies to informally create and distribute their own material and share information and activities.
Visitors to libraries will be able to connect to their local community while engaging with the world through digital
technologies.
Residents have the ability to participate from home or through our world class library network.
Strategy 4.2.1 Brisbane's Libraries
Libraries are local knowledge centres and great community centres. They are places to connect and access
information, learning, recreation and culture.
Service 4.2.1.1 Lending and Reference Services
The City of Brisbane library service operates and delivers services from 33 libraries and one mobile library.
Information resources and services that are appropriate to the preferences, requirements and abilities of the
community are provided through:
•
loan access to books, magazines, CDs, DVDs, talking books and digital media including ebooks and
downloadable content
•
onsite and online access to reference and learning materials
•
provision of reference, research and study assistance
•
loan access to materials in languages other than English
•
interlibrary loan services to enable Brisbane residents to access the collections of other libraries in
Australia
•
internet training and other online training for the community and groups
•
outreach and activity programs to support lifelong learning and broaden and extend relevance of the
library services to youth, families and new residents.
Six libraries (Indooroopilly, Carindale, Garden City, Mt Coot-tha, Brisbane Square and Chermside) are open on
Sundays across the city.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
24,749
963
24,498
727
Projects
Sunday Opening of Suburban Libraries
Capital
Expense
Revenue
- 88 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
288
-
311
-
333
-
341
-
Program 4 – Your Brisbane
Service 4.2.1.2 Maintain and Enhance Libraries
This service positions our libraries as community hubs to create multi-purpose community centres developing an
environment that provides social, cultural, recreational and educational services reflecting community needs.
This service includes maintenance of the 33 library branches and the mobile library to ensure they are
vibrant, welcoming, comfortable and safe.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
14,116
-
15,055
-
Projects
Libraries Self Checkout Facilities
Library Enhancements
Library Refurbishment
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
345
1,529
2,202
-
256
1,448
3,519
-
254
452
2,825
-
254
477
2,891
-
Service 4.2.1.3 Preservation of City’s Historical Record
This service will:
•
collect, manage, maintain and provide public access to the permanent records of Council in accordance
with the requirements of the Public Records Act 2002
•
partner with the MoB to enhance the accessibility and relevance of the history of Brisbane to the broader
community and act as a repository for history groups' records, information and data
•
work with local history groups to assist with their collections and ensure that Council libraries remain a
focal point for community groups interested in the city's history.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
245
-
229
-
Service 4.2.1.4 Outreach Programs
Ensuring community access to library services is the key objective of this service.
This service includes the delivery of library services to those unable to visit a library branch (the Home
Library Service and Postage Service to the Blind). It also includes programs to increase effective use of the
library by customers as well as community focused events, literacy and other reading and learning activities.
Production of hard copy customer communications, such as membership information and translations into
languages other than English is included.
The Lord Mayor's commitment to the Writers in Residence program gives library users the opportunity to
meet authors and experience their works within the comfort of Brisbane's libraries. This will also s u p p o r t the
development of new audiences and increase the appreciation of literature and Brisbane's library services.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
499
-
468
-
- 89 -
Program 4 – Your Brisbane
Projects
Lord Mayor’s Writers in Residence
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
109
-
114
-
113
-
113
-
Capital
Expense
Revenue
Service 4.2.1.5 Information and Communications Technology Infrastructure
This service supports maintenance and development of the library management system. This system enables
the provision of all member services to customers in the libraries, remote users at home or work and
Council's library staff. These services include lending, access to online collections, receipting of revenue,
information about services and the library catalogue.
This service supports the Brisbane Vision goals of a smart, prosperous city and a vibrant, creative city, the
Digital Brisbane Strategy and the Brisbane Economic Development Plan 2012-2031 through the provision of
network infrastructure and hardware that connects 33 library branches across the city to Council infrastructure. It
provides ongoing public internet services, Council Wi-Fi, customer self-service technology and customer booking
and notification systems. A rolling program to upgrade information and communications technology equipment for
libraries will be continued.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,871
143
1,649
59
Projects
Library Database for Students
Library Management System Upgrade
Wi-Fi and Faster Internet in Every Council Library
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
120
556
-
129
190
545
-
139
568
-
142
571
-
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Service 4.2.1.6 Purchase and Management of Library Collections
This service will continue managing the library collection to a size, age and condition which is fit for purpose and
meets customers' information, learning and recreational needs.
Library print and digital collections (including local history material and online information and recreational
reading resources) are reviewed and purchased using best practice procurement methods and managed to
ensure access to the materials sought by the diverse Brisbane community.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
9,175
3,953
8,611
3,778
Projects
FastBacks Service
Capital
Expense
Revenue
- 90 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
111
102
116
102
115
102
115
113
Program 4 – Your Brisbane
Service 4.2.1.7 Library Futures
This service:
•
plans and provides advice on future directions for libraries
•
develops, co-ordinates and maintains partnerships (internal and external) to deliver future directions for
libraries
•
develops library customer satisfaction and usage surveys as inputs to strategic planning for libraries and
other Council purposes
•
develops budget initiatives in line with planning for future use and location of libraries
•
monitors initiatives including capital works projects for future library development and co-location of
Council facilities and services
•
contributes to researching trends and issues that may impact and affect use of Council libraries.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
247
-
248
-
Expense
Revenue
Strategy 4.2.2 Wi-Fi connection for a smart-thinking, digital and connected New World City
Provision of internet connection in public places to enhance information and knowledge sharing and our Brisbane
l ifestyle.
Service 4.2.2.1 Wi-Fi for an Informed Community
The Brisbane Vision goal for a smart and prosperous city, the Brisbane Economic Development Plan 2012-2031
and the Digital Strategy encourage the delivery of Wi-Fi services in public places. The provision of Wi-Fi in parks
supports these initiatives and provides access to information displays, maps and events, enhanced security
and broader access to online content.
Residents and visitors can now enjoy Brisbane's numerous parks to catch up with friends or work online.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
253
-
328
-
Expense
Revenue
Projects
Wi-Fi in Parks – Maintenance for a Reliable Service
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
-
-
169
-
-
Outcome 4.3 Active and Healthy Community
Outcome description
Brisbane is an active and healthy city with high quality facilities and programs providing a range of sport,
leisure and recreation opportunities.
Where we are now
Physical inactivity and poor nutrition are linked with adverse health outcomes and evidence confirms that
physical inactivity is the fourth ranked contributor.
Brisbane offers an increasing range of events, programs and facilities that encourage residents to become
active and healthy. The city also offers a range of sport, recreation and leisure opportunities that meet residents'
changing living, working and leisure patterns.
- 91 -
Program 4 – Your Brisbane
Where we want to be
The Brisbane Vision identifies that participation in Council’s ‘Active and Healthy’ activities will increase and
Brisbane residents, visitors and workers will walk, cycle or undertake daily physical activity for fitness and fun.
Brisbane will be internationally renowned as the ‘active, healthy lifestyle city’.
All Brisbane residents, regardless of age, gender and ability, will be encouraged and supported in their
choices of physical activity, recreation or sport. Brisbane's great public spaces and sporting facilities and
clubs will provide safe, diverse opportunities for all ages.
Strategy 4.3.1 Community Health and Wellbeing
Widespread community appreciation and uptake of regular physical activity and healthy eating are key elements
in achieving personal health and wellbeing.
Service 4.3.1.1 Community Participation Opportunities
The objective of this service is to inspire Brisbane residents to remain active by encouraging long-term
participation in healthy lifestyle activities through:
•
promoting participation in a broad range of free or low cost activities in accessible parks and venues
across the city
•
promoting and linking residents to opportunities that exist in the wider community.
This service includes funding for a suite of Active and Healthy Parks program activities.
Particular support will be given to clubs to help cut costs through the Lord Mayor's grants to Cut Club Costs.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
878
-
1,140
-
Projects
Active and Healthy Parks Program
Grants to Cut Clubs Costs
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
804
2,500
-
867
2,500
-
854
-
860
-
Strategy 4.3.2 Sport and Recreation Capacity Building
A citywide network of sporting clubs and organisations offers affordable community-based sport and recreation
opportunities.
Service 4.3.2.1 Sport and Recreation Organisational Development
This service provides support to Brisbane's community-based sport and recreation clubs and organisations with
the objective of ensuring resilience, long-term viability and optimal use of sport and recreation facilities and
sports fields. Key areas of support include asset management, volunteer support, administration, funding and
development. This includes working in partnership with other spheres of government and the private sector.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,302
-
2,534
-
- 92 -
Program 4 – Your Brisbane
Projects
Sport and Recreation Capacity Building
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
307
-
321
-
330
-
329
-
Outcome 4.4 Social Inclusion
Outcome description
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.
Where we are now
Brisbane is known for its relaxed lifestyle, community feel, friendly atmosphere and diverse communities. 21%
of Brisbane residents are aged between 12 and 25 years; 11.5% are aged over 65 years; 1.4% are Aboriginal
and Torres Strait Islander; 28.3% were born overseas and 3.6% have a disability that requires assistance with
core activities.
Brisbane faces a range of challenges in maintaining a sense of community including an ageing population,
rapid growth, economic conditions, access to services and facilities and meeting the needs of a diverse
community. Council shares the responsibility of social inclusion initiatives with partners including other
spheres of government, the community and the business sector. Partnerships with these agencies strengthen
Council's ability to respond to emerging needs as well as providing means for Council to negotiate for
improved services and programs.
By targeting services, building community capacity and resilience and supporting community groups and
networks, this outcome contributes to the Brisbane Vision goals of an accessible, connected city and a friendly,
safe city as well as to the larger goal of building an accessible and inclusive Brisbane.
Where we want to be
Brisbane's community will retain and express social values of friendship and compassion by helping others,
welcoming new residents and visitors, addressing issues such as homelessness, supporting our young
people, seniors and people with a disability, welcoming multicultural diversity and holding high regard for our
Aboriginal and Torres Strait Islander communities. Council will be noted for its ability to broker partnerships
between community, business and government to respond to economic challenges and high need and vulnerable
communities.
Brisbane will possess strong community networks and resilient community groups that support those in
need. Council will also have achieved a high degree of integration of its social inclusion strategies and initiatives,
ensuring that its strategies, plans and programs facilitate access and inclusion. It will implement strategies and
plans including Council's Access and Inclusion Plan, Seniors Strategy and Youth Strategy.
Strategy 4.4.1 Diverse and Inclusive Communities
Implement a range of strategies that promote diversity, strengthen communities and reduce social exclusion.
Service 4.4.1.1 Indigenous Aspirations
The objective of this service is to strengthen relationships and connections with Brisbane's Aboriginal and
Torres Strait Islander communities and provide opportunities for them to engage in shaping the life of the city.
Key activities include:
•
engaging Aboriginal and Torres Strait Islander people in a culturally appropriate manner to build
sustainable and successful relationships
•
facilitating partnerships and networks and identifying collaborative resources for shared delivery of
services
•
building community skills by sharing knowledge and building capacity
•
facilitating sustainability through innovation and best practice in community development that helps
maintain and preserve Aboriginal cultural heritage
•
increasing Aboriginal and Torres Strait Islander residents access to Council's programs and services.
- 93 -
Program 4 – Your Brisbane
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
549
-
537
-
Expense
Revenue
Projects
Indigenous Aspirations Strategy
Reflecting Aboriginal Culture in Public Space –
Sorry Site Upgrade
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
273
60
-
284
-
282
-
282
-
Service 4.4.1.2 Multicultural and Refugee Initiatives
The objective of this service is to strengthen the relationships and connections with Culturally and Linguistically
Diverse (CALD) communities and to provide opportunities for them to engage in, and shape, the life of the city.
Key activities include:
•
supporting CALD organisations to access facilities and grants that strengthen their programs and services
•
engaging with CALD communities across Brisbane to build leadership, promote Council services and
create opportunities to engage with Council and the wider community
•
facilitating the provision of culturally appropriate services to the community in partnership with other
internal and external services
•
promoting multiculturalism in Brisbane through supporting community projects that bring communities
together
•
providing community facilities and programs that respond to the needs of refugees, migrants and
international students.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
175
-
177
-
Projects
Multicultural Communities
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
544
40
585
41
568
41
568
41
Service 4.4.1.3 Ageing and Disability Support
The objective of this service is to support inclusion of seniors and people with a disability.
Key activities include:
•
delivering the Brisbane Access and Inclusion Plan 2012-2017
•
ensuring that by 2031, all Council-managed facilities will be accessible and functional
•
delivering the Seniors’ Strategy 2012-2017 enabling seniors to benefit from, and contribute to, the
Brisbane Vision
•
ensuring Council meets its obligations under the Disability Discrimination Act 1992 while providing
advice, education and guidance within Council and to external partners
•
negotiating with the Federal and Queensland governments for services that support Brisbane seniors and
residents with access and inclusion concerns
•
facilitating partnerships with community organisations, Federal and Queensland governments to make
Brisbane more inclusive for seniors and people who face access and inclusion challenges.
Council will also continue the highly popular Personalised Public Transport (PPT) program. The PPT program has
been designed to fill gaps in the current public transport network by providing access to public transport for
residents in areas of Brisbane that do not meet the requirements for full TransLink services. PPT uses maxi
cabs to take local residents to key local destinations including bus interchanges or railway stations on a regular
- 94 -
Program 4 – Your Brisbane
cycle during specified time periods. The service is operated on a hail and ride basis for a flat fee. Council also
funds Council Cabs from this service, which provides flat fee taxi services for pensioners to promote inclusion.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
875
-
756
-
Expense
Revenue
Projects
Brisbane Access and Inclusion Plan Implementation
Personalised Public Transport Service
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,271
4,112
240
601
-
2,271
3,765
240
625
-
1,356
2,162
240
621
-
1,113
1,929
240
620
-
Service 4.4.1.4 Homelessness and Affordable Housing
The objective of this service is to respond to homelessness and social housing issues.
The key activities include:
•
supporting homelessness services and organisations to better meet the needs of homeless people
through initiatives such as Homeless Connect
•
addressing homelessness in public space by providing crisis and transitional housing options through the
Community Housing Partnership Project (CHPP)
•
responding to homeless people and rough sleepers through engagement and referral to appropriate
support and housing services
•
demonstrating civic leadership through facilitating practical and holistic responses to homelessness that
involves all spheres of government, business and the community
•
providing grant funding to support community organisations to assist homeless people transitioning into
social housing in the inner northern suburbs through the Housing Support Program.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
179
-
156
-
Projects
Homeless Connect
Homelessness and Affordable Housing
Housing Support Program
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
131
670
29
27
216
715
33
29
136
793
36
32
267
798
36
32
Service 4.4.1.5 Youth Initiatives
The objective of this service is to support young people of Brisbane to participate in community life. Key
activities include:
•
delivering the Youth Strategy 2014-2019 that articulates Council’s role in supporting, resourcing and
celebrating Brisbane’s young people aged 12 to 25
•
providing opportunities for young people to engage in, and design, youth activities
•
connecting young people and community organisations to information, networks and opportunities to
develop skills, experiences and initiatives
- 95 -
Program 4 – Your Brisbane
•
•
working with the community to respond to emerging youth issues and provide accessible and inclusive
services and programs for young people
operating accessible and inclusive youth spaces.
Initiatives include the Valley Visible Ink space, Mt Gravatt PCYC, W ynnum Youth Hub, Chill Out, Youth Week
and Lord Mayor's Youth Advisory Council.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,387
-
1,403
-
Strategy 4.4.2 Community Support
Strengthen community engagement at the neighbourhood level and build capacity and resilience within
communities across Brisbane.
Service 4.4.2.1 Community Capacity Building
The objective of this service is to support communities to expand their existing skills and networks and develop
their organisations, leaders and groups to identify and respond to community priorities in making Brisbane
more accessible and inclusive. This also includes partnerships with the community, business and other spheres
of government to ensure broad participation in Council's planning for social inclusion. A key activity is
developing social inclusion strategies that respond to identified priorities and leading their implementation
across Council, supporting a 'One Council' approach.
Key activities include:
•
supporting communities to respond to the impacts of rapid growth, disaster response and recovery, and
emerging community priorities identified through Council's engagement and planning processes
•
supporting community organisations and groups to implement inclusive and accessible community
development activities in their local areas
•
supporting social enterprises to access Council contracts and adhere to Council's Social Procurement
policies
•
providing community grant funding to support community capacity building amongst community groups
and Men’s Sheds
•
assisting communities to share resources and community facilities to achieve more sustainable
community outcomes
•
engaging with communities across Brisbane to build leadership, promote Council services and create
opportunities to engage with Council and the wider community
•
supporting a partnership to respond to complex hoarding and squalor cases.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,249
-
2,109
-
Projects
Men's Sheds
Hoarding and Squalor Reduction Initiative
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
87
146
-
91
166
-
90
-
90
-
Strategy 4.4.3 Program Management
Effective and efficient management and co-ordination of the Your Brisbane program.
- 96 -
Program 4 – Your Brisbane
Service 4.4.3.1 Program Support and Grants Administration
This service provides the financial management and administrative support that enables the delivery of this
program including:
•
program planning, research and policy development
•
service evaluation to ensure effectiveness of program delivery
•
partnership development with government and non-government organisations to deliver on program
priorities and commitment to the social infrastructure requirements of Brisbane
•
corporate reporting and communication
•
negotiating external funding support for the program.
This service also administers and markets Council's community grants and funding programs. These are
delivered across a range of Council branches. Council's grants programs provide funding to help local non-profit
community groups to develop and improve services in Brisbane.
This service also maintains Council's grants management database.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,144
-
553
-
Projects
Lord Mayor's Suburban Initiative Fund
(Refer Appendix of Schedules)
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,485
-
1,485
-
1,485
-
1,485
-
Outcome 4.5 Community Sport and Recreation Facilities
Outcome description
Brisbane residents have access to a broad range of well-managed quality community facilities providing
sporting, recreational, social and cultural opportunities.
Where we are now
Council has over 500 community leases and licences for a range of community purposes such as sports and
recreation clubs, community arts groups and social services i n c l u d i n g Meals on Wheels and seniors'
centres. These assets have a range of maintenance requirements.
Brisbane's expanding population is placing increasing pressure on the existing supply of community facilities.
Council faces the challenge of ensuring optimum use of existing community facilities while exploring ways to
increase the provision of new and improved facilities to meet the needs of a diverse community.
Where we want to be
Planning for new and improved community facilities as an integral component of the city's infrastructure
development will be crucial as localities undergo redevelopment and change.
A sound understanding of the needs of potential user groups that wish to access community facilities will
ensure that groups are matched to facilities that meet their needs.
Facilities are both flexible in design and fit for purpose. These facilities will have good asset and risk management plans
and programs to maintain public safety while responding to changing demands.
Developing partnerships with other groups provide the opportunity of extending Council's investment in community
facility development. This may include other spheres of government, not-for-profit sectors and community-based
enterprises.
- 97 -
Program 4 – Your Brisbane
Strategy 4.5.1 Community Facilities Operations
Plan, manage and maintain access to a network of community facilities to foster enriched communities.
Service 4.5.1.1 Community Facilities Development and Maintenance
This service plans, develops, manages and maintains Council's network of community facilities for sport and
recreation, cultural and community services purposes.
This service will foster partnerships with not-for-profit groups, businesses and other spheres of government to
improve access to and supply of community facilities for the general public.
Council will partner with local netball and tennis clubs and lessees to upgrade netball and tennis facilities as
required by stakeholders.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,381
51
7,653
53
Projects
Community Facility Improvement Program
Dragon Boat Storage Racks
Facility Development Partnerships with Schools
Mt Gravatt Youth and Recreation Club
Partnering for Public Netball Courts
Richlands Site Development
Schools Tennis Partnership Program
Skate Facilities
South West Sporting Complex
Souths United Soccer Facilities Upgrade
Sports Precinct Planning and Development
St Paul's United Soccer Club
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 98 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,426
443
163
219
100
437
300
656
219
150
1,009
54
109
110
970
436
164
252
273
-
227
100
300
150
780
681
114
268
284
-
226
100
300
150
565
273
-
226
100
300
150
282
279
-
Program 4 – Your Brisbane
Service 4.5.1.2 Community Facilities Management
This service provides efficient and effective administrative processes for Council's community leases across its
portfolio of sport and recreation and community facilities.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,010
892
1,424
987
Expense
Revenue
Strategy 4.5.2 Cultural Facilities
Plan and manage Council's cultural facilities, including suburban halls, Planetarium and Riverstage outdoor venue.
Service 4.5.2.1 Community Halls
This service enhances community access to facilities that support suburban cultural events and community
participation. Community halls will continue to provide an affordable and accessible location for a variety of
community-generated activities and events.
The key activities of this service include:
•
management of Council's community halls portfolio
•
provision of asset management and maintenance
•
an upgrade of audio visual technology across the community halls portfolio
•
enhancement of community hall facilities.
The continual improvements to our facilities will provide wider access to our community halls.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,469
177
3,514
190
Expense
Revenue
Projects
Clubs and Community Centres Asbestos
Management
Clubs and Community Centres Compliance Works
Clubs and Community Structural Repairs
Community Hall AV Improvement Program
Community Halls Maintenance and Rehabilitation
Forest Lake Community Hall
Multicultural Performing Arts Centre
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 99 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
771
738
698
282
1,085
47
2,023
3,710
147
-
714
694
651
280
680
49
1,249
150
-
720
701
658
314
49
-
738
718
675
321
49
-
Program 4 – Your Brisbane
Service 4.5.2.2 Riverstage
The service manages Council's City Botanic Gardens Riverstage - an outdoor venue for events and
celebrations. Council will deliver the upgrade of the goods lift to enhance the capacity of this facility.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,634
1,958
2,571
2,212
Projects
Riverstage Backstage and Change Rooms
Riverstage Goods Lift
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
127
218
-
132
-
132
-
132
-
Service 4.5.2.3 Planetarium
This service manages Council's Planetarium, located at the Mt Coot-tha Botanic Gardens, for community
learning, environmental and cultural purposes. This recently refurbished facility offers shows and displays for
students, families and other residents and visitors.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,488
651
1,481
731
Projects
Planetarium External Painting
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
69
-
-
-
-
Capital
Expense
Revenue
Strategy 4.5.3 Sport and Recreation Facilities
Plan, manage, develop and support local, district and regional sport and recreation facilities.
Service 4.5.3.1 Sports Complexes
This service includes:
•
administration of Council's venues (City Venues), including golf courses, city pools and sports complexes
•
management of Council's sports complexes, including Hibiscus Centre, Acacia Ridge and Calamvale
College Community Indoor Recreation Centre.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
3,670
1,338
3,781
1,371
Service 4.5.3.2 Sports Fields and Hard Courts
This service manages and maintains Council’s sports fields and hard court outdoor recreation surfaces.
- 100 -
Program 4 – Your Brisbane
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
663
-
650
-
Expense
Revenue
Projects
Sports Field and Hard Court Condition Rehabilitation Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
2,598
542
-
2,347
557
-
938
550
-
910
741
-
Service 4.5.3.3 Pools
This service manages and develops Council's network of public pools, including associated leases. Council will
continue delivery of two new pools in Bracken Ridge and Parkinson Wards.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,628
615
7,777
635
Expense
Revenue
Projects
Extend Aquatic Playgrounds
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
New Public Pools
Pool Refurbishment
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
383
6,463
826
109
-
397
9,085
1,987
114
-
1,412
113
-
1,410
113
-
Service 4.5.3.4 Golf
This service manages Council's golf facilities - Victoria Park and St Lucia - for the benefit of all residents and
visitors.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
4,402
3,083
4,248
3,160
Expense
Revenue
Projects
Golf Course Maintenance Depot St Lucia Golf Links
St Lucia Golf Links - Greens and Fairway
Rehabilitation
Capital
Expense
Revenue
Capital
Expense
Revenue
- 101 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
58
-
681
66
61
-
678
199
58
-
59
-
Program 4 – Your Brisbane
Outcome 4.6 City Icons
Outcome description
Council's iconic City Hall is fundamental to the city's identity, government, cultural and community life. City Hall
is a heritage building Council has preserved for current and future generations.
Where we are now
The first foundation stone for City Hall was laid in 1917. City Hall was officially opened on 8 April, 1930 and is a
significant heritage building listed on the local, state and national heritage registers.
For the past 84 years, City Hall has been the backdrop to many of Brisbane's cultural, social and civic
events. After an extensive $215 million program of works, City Hall has been restored as the 'People's
Place' and a focal point of social and civic life in Brisbane.
Where we want to be
City Hall remains a symbol and focus for Brisbane the capital city of Queensland. It is used daily for
community activities, concerts, social events, conferences and citizenship ceremonies.
Strategy 4.6.1 Preserve and Maintain City Hall and King George Square Precinct
Ensure the City Hall facility continues to adhere to building standards and requirements for current and
future users.
Service 4.6.1.1 The People's Place Precinct
City Hall is an iconic facility that enhances the social and civic life in Brisbane.
City Hall augments and enriches residents' and visitors' experience by featuring the MoB, Shingle Inn and Red
Cross Café within the facility.
The facility, including plant and equipment, will be maintained to ensure all users and commercial operators are
able to conduct business and maintain services. This will include the Lord Mayor's office, Council Chambers,
public gallery and committee rooms, community spaces, clock tower and King George Square.
Council contributes to the hiring costs of City Hall and surrounding precinct through a Community Service
Obligation to eligible community groups. Over coming years, Council will continue to invest in City Hall
maintenance and upgrades including the pianos for use by entertainers and community groups.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
17,892
1,783
12,294
2,426
Projects
City Hall Depreciation
City Hall Precinct Maintenance and Enhancement
Capital
Expense
Revenue
Capital
Expense
Revenue
- 102 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
7,042
490
965
-
7,190
698
519
-
7,190
644
-
7,369
654
-
Program 4 – Your Brisbane
Total Project Expenditure combined with Rolling Projects
Project
Active and Healthy Parks Program
Australian Performing Arts Market
Brisbane Access and Inclusion Plan
Implementation
Brisbane Powerhouse Maintenance
Christmas Tree and City Hall Light Show
City Hall Depreciation
City Hall Precinct Maintenance and Enhancement
Clubs and Community Centres Asbestos
Management
Clubs and Community Centres Compliance
Works
Clubs and Community Structural Repairs
Community Facility Improvement Program
Community Hall AV Improvement Program
Community Halls Maintenance and Rehabilitation
Dragon Boat Storage Racks
Extend Aquatic Playgrounds
Facility Development Partnerships with Schools
FastBacks Service
Forest Lake Community Hall
Golf Course Maintenance Depot St Lucia Golf
Links
Grants to Cut Clubs Costs
Hoarding and Squalor Reduction Initiative
Homeless Connect
Homelessness and Affordable Housing
Housing Support Program
Indigenous Aspirations Strategy
Indigenous Cultural Events - King George Square
Libraries Self Checkout Facilities
Library Database for Students
Library Enhancements
Library Management System Upgrade
Library Refurbishment
Lord Mayor's Seniors Christmas Parties
Lord Mayor's Suburban Initiative Fund
2014–15
$000
2015–16
$000
2016–17
$000
2017–18
$000
804
273
6,383
867
284
6,036
854
282
3,518
860
282
3,042
708
233
7,042
1,455
771
738
244
7,190
1,217
714
755
243
7,190
644
720
709
243
7,369
654
738
738
694
701
718
698
1,869
282
1,132
163
383
219
111
2,023
-
651
280
729
397
227
116
747
658
363
226
115
877
675
370
226
115
-
2,500
146
131
670
29
273
535
345
120
1,529
2,202
196
1,485
2,500
166
216
715
33
284
284
256
129
1,448
190
3,519
204
1,485
136
793
36
282
282
254
139
452
2,825
203
1,485
267
798
36
282
282
254
142
477
2,891
203
1,485
109
87
437
544
3,857
6,463
300
601
69
935
60
114
91
585
1,399
9,085
300
625
2,101
-
113
90
568
300
621
1,525
-
113
90
568
300
620
1,523
-
875
-
-
-
(Refer Appendix of Schedules)
Lord Mayor’s Writers in Residence
Men's Sheds
Mt Gravatt Youth and Recreation Club
Multicultural Communities
Multicultural Performing Arts Centre
New Public Pools
Partnering for Public Netball Courts
Personalised Public Transport Service
Planetarium External Painting
Pool Refurbishment
Reflecting Aboriginal Culture in Public Space Sorry Site Upgrade
Richlands Site Development
- 103 -
Program 4 – Your Brisbane
Total Project Expenditure combined with Rolling Projects
Project
Riverstage Backstage and Change Rooms
Riverstage Goods Lift
RSL ANZAC Day
Schools Tennis Partnership Program
Skate Facilities
South West Sporting Complex
Souths United Soccer Facilities Upgrade
Sport and Recreation Capacity Building
Sports Field and Hard Court Condition
Rehabilitation
Sports Precinct Planning and Development
St Lucia Golf Links - Greens and Fairway
Rehabilitation
St Paul's United Soccer Club
Sunday Opening of Suburban Libraries
Wi-Fi and Faster Internet in Every Council Library
Wi-Fi in Parks - Maintenance for a Reliable
Service
TOTAL
2014–15
$000
2015–16
$000
2016–17
$000
2017–18
$000
127
218
33
150
1,063
219
1,406
307
3,140
132
17
150
780
681
114
321
2,904
132
17
150
565
330
1,488
132
17
150
282
329
1,651
416
58
268
61
273
58
279
59
273
288
556
-
284
311
545
-
333
568
169
341
571
-
58,039
53,428
31,333
30,143
- 104 -
Program 5 – Public Health and Safety
Public Health and Safety
Program Goal
To protect and enhance the health and safety of Brisbane's community.
Program Description
The health of our residents is vital to Brisbane. While recognising the lead role of the Queensland Government in
providing public health services, Council provides a free immunisation service to protect our infants, children and
seniors. Council will continue to deliver a school-based vaccination program to all secondary schools.
In a subtropical climate, it is important to provide an effective program to control mosquitoes and other pests which can
carry human diseases. Council continues to deliver pest management services with consideration to the impact that
nuisance pests have on the community's enjoyment of Brisbane's outdoor lifestyle.
The Public Health and Safety Program will implement and enforce food safety requirements aimed at protecting public
health. Council will also continue to actively review, propose and advocate for changes to laws and regulations to
enhance Brisbane's liveability and residents' health and safety.
The Public Health and Safety Program will continue to administer animal management legislation and strategies that
promote responsible pet ownership.
The security of our citizens is a key consideration for Council. Council will:
•
provide a 24/7 response to high risk public safety risks including disaster events
•
support Brisbane's State Emergency Service
•
support and promote high levels of personal and property safety for residents, businesses and visitors.
Council will also continue to provide quality and affordable venues for funeral services, burials, cremations and ash
memorials.
Program Outcomes and Financial Summary
Program Outcomes
5.1 - Public Health
5.2 - Citizens' Security
5.3 - Brisbane City Cemeteries
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
28,199
28,973
Revenue
17,488
17,629
Capital
305
7,056
8,276
678
495
2,777
1,713
10,408
10,573
7,396
7,762
178
269
45,663
47,822
25,562
25,886
2,955
2,287
2015-16
$000
2016-17
$000
2017-18
$000
1,774
1,795
1,817
Recurrent Operations Contracts
- 105 -
Program 5 – Public Health and Safety
Outcome 5.1 Public Health
Outcome description
Protect and enhance the health of Brisbane's residents.
Where we are now
This outcome contributes to the Brisbane Vision. Key drivers impacting on delivery include:
•
legislative responsibility to control public health risks
•
legislative responsibility to maintain food safety standards
•
threats of mosquito-borne illness and an increase in the midge population
•
population growth
•
mitigation of the impacts of climate change
•
an ageing population
•
increasing risks of epidemics becoming pandemics
•
an increasing pet population across the city.
To enable Council to fulfil its current commitments and develop innovative responses to new public health threats,
integrated planning and targeted resources are required.
To maximise outcomes from its programs, Council has established partnerships across the public health field as well as
informing the community.
Where we want to be
Council will continue to deliver core public health services. Council will continue to:
•
develop and monitor reliable and effective public health key performance indicators to assist with strategy
development
•
monitor and enhance the Eat Safe Brisbane food safety rating scheme and enforce food standards under
food legislation
•
provide effective health licensing services that ensure public health standards are maintained
•
provide immunisation services
•
provide mosquito and rodent control services
•
administer animal management legislation and strategies.
Brisbane will be the benchmark for best practice in public health protection within South East Queensland. Council will
continue to enhance the grading model for food businesses that encourages higher standards and provides incentives
for high performing operators. High public health standards will be maintained and Council will ensure that resources are
directed to addressing major community risks. Council will improve the flexibility and responsiveness of its regulatory
approach and work in partnership with the community and industry.
Strategy 5.1.1 Effective Community Health Services
Provide effective community health services.
Service 5.1.1.1 Immunisation Services
This service contributes to the Brisbane Vision by reducing Brisbane's exposure to vaccine-preventable diseases.
Council provides free immunisation services for infants, children, parents of newborns and seniors. Diseases covered
are those defined as life threatening by the National Health and Medical Research Council. A mobile team offers this
immunisation service at community hubs and health centres. In partnership with the Queensland and Federal
governments, Council also provides disease specific immunisation programs at secondary schools. Seniors and those
medically at risk qualifying under the Federal Government scheme receive free vaccination against influenza.
Key activities under this service include:
•
school-based vaccination program
•
free infant clinics
•
flu vaccination program.
- 106 -
Program 5 – Public Health and Safety
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,716
1,349
2,512
1,241
Service 5.1.1.2 Public Health Strategies and Services
This service includes support for public health strategies, campaigns, public education and engagement regarding
animals and public health programs.
This includes:
•
strategic planning of public health services to ensure alignment with Brisbane Vision and Corporate Plan
priorities
•
providing direction and tools of trade for:
•
overseeing delivery of health licensing and compliance services
•
mosquito and pest services
•
local law enforcement
•
animal management services
•
immunisation services.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,341
-
2,043
285
Projects
Form Integration
Improving Water Safety Outcomes
Local Laws Review
Mobile Dispatch Scheduling and Response
Suburban Safety Mobile Technology
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
55
380
441
6
136
235
83
15
371
200
30
469
6
84
261
76
77
240
30
512
6
87
333
103
76
240
30
514
6
91
105
76
240
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Service 5.1.1.3 Mosquito and Pest Services
Council controls mosquitoes by monitoring and treating breeding habitats through aerial and land based treatments.
Prevention measures, such as public education to reduce backyard mosquito breeding and minimise personal exposure
to bites, are integral to the program's aim of reducing the incidence of mosquito-borne diseases. As the only Council with
a full-time entomologist, Council makes informed decisions and provides leadership in regional and scientific
collaborations aimed at developing and maintaining best practice.
In addition to mosquito control, Council provides a rodent control program.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
4,362
77
4,359
79
- 107 -
Program 5 – Public Health and Safety
Projects
Mosquito and Pest Services Boost
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
139
-
144
-
146
-
149
-
Strategy 5.1.2 Health Licensing and Enforcement
Provide licensing and regulatory enforcement services for public health and animal management.
Service 5.1.2.1 Law Enforcement and Animal Management Services
This service supports responsible pet ownership and enforces animal laws and regulation.
Council provides the following animal management services:
•
capture and impounding of animals found in public places
•
declaration and monitoring of regulated dogs
•
compulsory dog registration
•
provision of animal shelter services
•
response to public complaints
•
management of dogs not under effective control
•
provision of education campaigns to deliver responsible pet ownership.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
6,245
5,433
5,157
5,480
Projects
FIDO - Find Irresponsible Dog Owners Campaign
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
71
185
76
185
81
195
83
200
Service 5.1.2.2 City Amenity and Food Safety
This service administers a health licensing system, provides regulatory services and a public complaints system for
health-related activities and amenity issues. Council's aim is to provide a safe, clean and attractive environment by
protecting community health, safety and amenity standards. This service assists industry to achieve permitted safe
operational standards and compliance through education, training and incentives.
This includes:
•
a 24/7 rapid response capacity for matters of public health and safety risk (including disaster events)
•
processing of health licence applications in accordance with legislation and standards (including food and
personal appearance services)
•
inspecting and auditing licensed premises to ensure compliance with regulatory standards
•
effective enforcement actions that focus on improving poor performance, and prosecuting serious public
health and amenity risks
•
response for amenity, litter and safety issues across Brisbane’s suburbs.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
11,386
8,659
11,313
10,153
- 108 -
Program 5 – Public Health and Safety
Projects
Suburban Amenity and Litter Team
Suburban Safety Team
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
848
1,119
-
911
1,192
-
949
1,217
-
953
1,228
-
Outcome 5.2 Citizens' Security
Outcome description
Personal security of citizens and their property, security of the city and community safety services.
Where we are now
Securing citizens' safety and that of their property is essential to maintain liveability. Effective urban planning will improve
safety and reduce opportunities for crime.
This outcome contributes to the Brisbane Vision.
Key drivers include:
•
reducing disparity between perceived safety and the incidence of crime
•
minimising safety risks and other harms associated with alcohol and other drug misuse in public spaces and
commercial and community licensed places
•
supporting residents and businesses in graffiti reduction
•
working closely with other agencies to improve amenity, perceptions of safety and the incidence of crime.
Council has established partnerships, formal and informal, with stakeholders including Queensland and Federal
government agencies, Council of Mayors (SEQ) and Council of Capital City Lord Mayors to improve personal and
property safety in Brisbane.
Where we want to be
Brisbane will be a safe place to live and visit. Brisbane residents and visitors will have improved levels of personal and
property safety. The Brisbane State Emergency Service (SES) will have the personnel and equipment needed to assist
Brisbane residents in the event of a disaster.
Strategy 5.2.1 Support Disaster Response
Support the Brisbane SES Unit to deliver an effective disaster response.
Service 5.2.1.1 Brisbane State Emergency Service Unit
This service ensures that Council:
•
maintains and enhances the functions of the Brisbane SES unit to enable effective response
•
ensures the SES has trained resources with the available equipment to prepare for, respond to and recover
from an event or a disaster
•
continues to maintain relationships and partnerships with external agencies to strengthen the role of SES in
co-ordinated responses to disaster events.
The key drivers for this service include:
•
community expectations for Council's response to disaster events
•
inclusiveness in Brisbane's community to assist in response to disaster events.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,183
-
2,935
-
- 109 -
Program 5 – Public Health and Safety
Projects
SES Accommodation - New Depot Construction
Capital
Expense
Revenue
Capital
Expense
Revenue
SES Logistics Fundraising and Services Program
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,713
532
-
370
539
-
408
542
-
115
554
-
Strategy 5.2.2 Assist and Promote Safer Communities
Assist and promote safer communities.
Service 5.2.2.1 Crime Prevention Planning and Services
This service supports Council to make Brisbane a city that is, and feels, safe for residents, businesses and visitors.
Initiatives in this service include:
•
maintaining a 24/7 City Safe CCTV operations room to improve public safety in the inner city
•
developing best practice community safety strategies, and embedding Crime Prevention Through
Environmental Design (CPTED) into all planning and development assessment processes
•
reducing alcohol-related harms by working across Council, with both the Federal and Queensland
government agencies and with licensed venue operators to implement actions and strategies within the
CBD, Fortitude Valley, Caxton Street and other entertainment precincts
•
providing support for community, residential and business safety and security (including grants)
•
undertaking CPTED audits in identified locations and co-ordinate responses to priority safety issues and
actions
•
maintaining graffiti units to remove graffiti on Council-controlled property
•
working in partnership with Queensland Rail to remove and mitigate graffiti in the rail corridor and on
Queensland Rail assets
•
empowering residents and businesses to remove graffiti by providing technical advice, graffiti removal kits
and paint vouchers
•
continuing to provide and service sharps bins to reduce the risk of needle stick injuries in public spaces.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
344
-
311
-
Expense
Revenue
Projects
B-SAFE - Promoting Community Safety in Brisbane
City Safe
GraffitiSTOP
Suburban Crime Prevention Grants
Taskforce Against Graffiti
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 110 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
268
210
115
105
273
3,631
390
285
224
119
105
284
3,791
396
286
233
36
3,784
402
288
238
3,846
410
Program 5 – Public Health and Safety
Outcome 5.3 Brisbane City Cemeteries
Outcome description
Operate cemeteries, crematoria, non-denominational chapels and ash memorials.
Where we are now
We deliver cemetery and crematorium services that reflect the diversity of Brisbane residents.
Where we want to be
Brisbane City Cemeteries will provide quality and affordable venues for funeral services, burials, cremations and ash
memorials.
Strategy 5.3.1 City Cemeteries
Brisbane City Cemeteries operates and maintains Council's cemeteries, crematoria, non-denominational chapels and
ash memorials.
Service 5.3.1.1 City Cemeteries
This service provides funeral service venues, including interment.
Brisbane City Cemeteries will:
•
ensure cemeteries are well maintained
•
support community groups involved in promoting the heritage value of its cemeteries
•
expand and diversify its products and service range
•
continue to provide choice of venues to the community
•
provide maintenance on historic cemeteries
•
enhance and maintain the appearance of lawn cemeteries.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
10,368
7,356
10,573
7,667
Projects
AWG Site Restoration - Grant
Cemetery Extensions
Capital
Expense
Revenue
Capital
Expense
Revenue
- 111 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
105
95
164
-
170
-
169
-
169
-
Program 5 – Public Health and Safety
Total Project Expenditure Combined with Rolling Projects
Project
AWG Site Restoration - Grant
B-SAFE - Promoting Community Safety in
Brisbane
Brisbane Extensions
BrisbaneBrisbane
Cemetery
City Safe
FIDO - Find Irresponsible Dog Owners Campaign
Form Integration
GraffitiSTOP
Improving Water Safety Outcomes
Local Laws Review
Mobile Dispatch Scheduling and Response
Mosquito and Pest Services Boost
SES Accommodation - New Depot Construction
SES Logistics Fundraising and Services Program
Suburban Amenity and Litter Team
Suburban Crime Prevention Grants
Suburban Safety Mobile Technology
Suburban Safety Team
Taskforce Against Graffiti
TOTAL
2014-15
$000
105
268
2015-16
$000
285
2016-17
$000
286
2017-18
$000
288
164
210
71
435
115
441
136
318
139
1,713
532
848
273
386
1,119
3,631
170
224
76
30
119
469
84
337
144
370
539
911
284
77
1,192
3,791
169
233
81
30
36
512
87
436
146
408
542
949
76
1,217
3,784
169
238
83
30
514
91
105
149
115
554
953
76
1,228
3,846
10,904
9,102
8,992
8,439
- 112 -
Program 6 – Economic Development
Economic Development
Program Goal
To drive the economic development of Brisbane by capturing our city's unique window of opportunity.
Program Description
The goal of the Economic Development Program is to implement the Brisbane Economic Development Plan 201231 to ensure Brisbane is prepared for future growth in our economy and infrastructure.
The Brisbane Economic Development Plan 2012-31 implements the priorities expressed by Brisbane businesses
in the Lord Mayor's Economic Development Steering Committee report 'Brisbane's Unique Window of Opportunity'.
The Brisbane Economic Development Plan addresses five key priorities:

Building Brisbane's global reputation as Australia's New World City

Productive Brisbane

Talent attraction and global connections

Lifestyle city

Leadership, engagement and implementation.
As part of the delivery of ‘Brisbane’s Unique Window of Opportunity’ report, Council has:

appointed only the second Chief Digital Officer in the world

delivered the continued rollout of the Digital Strategy

delivered the Asia Pacific Screen Awards

grown the Brissie Greeters Volunteer greeting program

attracted hotel development to meet market demand.
To ensure Brisbane meets its full potential for economic growth and employment generation, this program will
continue this journey and will have a strong focus on investment attraction and jobs growth through showcasing
Brisbane's economic strengths and unique lifestyle benefits.
As one of the fastest growing cities in the world, Brisbane will continue to leverage growth from the global resource
sector. A continued focus by Council on planning for and supporting Brisbane's growth, generating investment and
bringing skilled workers, international students and visitors are key roles to ensure that Brisbane can continue to
respond to the opportunities generated from the resource sector and build long term economic prosperity.
Brisbane's growth also depends on delivery of the infrastructure required to meet the demand. To ensure a coordinated and timely approach to infrastructure delivery, the program includes a co-ordinating planning role for the
Brisbane Long Term Infrastructure Plan 2012-31.
This program will support Brisbane's long term economic growth by assisting and actively participating in the
implementation of a range of strategic economic capacity building projects, informed by ongoing research and
analysis. It will also strengthen alignment across Council to ensure that all Council strategies and program plans
support Brisbane's potential for achieving long term economic prosperity.
Brisbane Marketing is the city's economic development board and the custodian of the 'Australia's New World City'
brand campaign. Brisbane Marketing successfully uses funds from Council and other partners to leverage
additional industry partnerships when promoting Brisbane to the rest of Australia and the world as a place for
business to invest and skilled workers to live and raise a family.
- 113 -
Program 6 – Economic Development
Program Outcomes and Financial Summary
Program Outcomes
6.1 - Growing Brisbane's Economy
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
1,390
1,808
Revenue
50
300
Capital
-
-
6.2 - Removing Barriers to Growth
382
423
-
-
-
-
6.3 - A City of Many Skills
404
433
-
-
-
-
6.4 - Delivering World Class Economic
Precincts
14,080
13,667
14,495
14,173
5,444
-
6.5 - Capturing Brisbane's Unique
Window of Opportunity
17,384
17,950
-
500
200
-
6.6 - Export Market Development
273
147
-
-
-
-
33,913
34,429
14,545
14,973
5,644
-
2015-16
$000
2016-17
$000
2017-18
$000
821
828
747
Recurrent Operations Contracts
Outcome 6.1 Growing Brisbane's Economy
Outcome description
Facilitating strategies and activities to attract new business investment and generate employment growth for
Brisbane.
Where we are now
Brisbane continues to enhance its status as Australia's New World City at the heart of one of the fastest growing
regions in Australia. Brisbane is Australia's fastest growing metropolitan city and is projected to continue rapid
employment growth over the next two decades.
Brisbane is also the main engine of growth for South East Queensland and the most significant economy in
Queensland.
Employment, population and economic growth in Brisbane and across South East Queensland are expected to be
strong over the next 20 years.
Supporting these forecasts requires a strong focus on industries where Brisbane demonstrates a locational
advantage including appropriately skilled workers, suitable and affordable business accommodation, market
access and infrastructure. Effort is directed to ensuring that the city provides the best possible environment to
support new and existing business growth and investment.
Where we want to be
To deliver the strong growth forecast for Brisbane, we need to be globally recognised as a world class location for
business. Brisbane will be home to more regional and global head offices of multinational companies and will have
secured the strong employment growth projected.
Key attributes of the city, which will support growth among existing businesses and attract new investment into the
city, include an efficient regulatory system, seamless customer service to investors, world class infrastructure and
the provision of services which are responsive to business requirements.
- 114 -
Program 6 – Economic Development
Strong profiling of the city will ensure that Brisbane is recognised as a profitable business location, both nationally
and internationally. The development of strong links with other economies and the identification of investment
opportunities will ensure that Brisbane continues to generate the employment and economic outcomes that will
sustain a strong and prosperous economy.
Strategy 6.1.1 Strategic Capacity Building
Assess and address gaps and enhance Brisbane's capacity to sustain growth in jobs, exports and investment.
Service 6.1.1.1 Supporting Key Industries
The objective of this service is to undertake targeted activities including identification of new investment
opportunities in Brisbane and developing information materials such as newsletters and factsheets that will be
distributed widely to existing and prospective investors.
This will be driven from ongoing dialogue with local business to evaluate the performance of the Brisbane economy
and identify emerging opportunities.
This service will:

conduct quarterly Lord Mayor's Business Round Table meetings

continue Lord Mayor’s Business Forums and Business Leaders Workshops

co-ordinate, manage and stage events and activities that highlight Brisbane's multicultural community
and international relationships.
In addition, the service will continue to pursue opportunities to support Brisbane businesses as identified in the
Unique Window of Opportunity Report.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
422
50
346
-
Projects
Unique Window of Opportunity - Enhancing
Brisbane's Economic Growth
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
917
-
927
-
922
-
921
-
Service 6.1.1.2 Recognition of Brisbane`s Small Businesses
The purpose of this service is to undertake projects in partnership with key stakeholders to recognise Brisbane's
small businesses.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
76
-
54
-
Projects
Commercial Opportunities Team
Capital
Expense
Revenue
- 115 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
490
300
500
500
500
500
500
500
Program 6 – Economic Development
Outcome 6.2 Removing Barriers to Growth
Outcome description
Ensure that appropriate infrastructure projects are identified and sequenced to support projected employment
growth, population growth, exports and investment.
Where we are now
Under the South East Queensland Regional Plan 2031, Brisbane is required to deliver an additional 156,000
dwellings between 2011 and 2031 to accommodate our growing population.
In addition, National Institute of Economic and Industry Research employment forecasts suggest that by 2031, the
net figure for the number of people travelling into Brisbane each day to access their employment will increase to
more than 300,000. This means substantially increased pressures on intra-regional transport networks across
South East Queensland to bring workers into Brisbane.
Rapid technological change in the global economy requires the delivery of new infrastructure solutions to meet
changing demand. At the same time, Brisbane's infrastructure must be resilient and serviceable in the face of
severe weather and other unexpected events.
Where we want to be
Brisbane's infrastructure will continue to improve its current levels of service assisting the city to attract investment
and sustain the export growth required to achieve the forecast employment growth and associated wealth potential.
Strong alignment with both Queensland and Federal governments ensures that effective transport infrastructure is
fully funded and implemented in a timely fashion. Journey to work and journey to shop and school times remain
within acceptable limits to maintain a well-functioning city which is attractive to highly skilled workers.
Strategy 6.2.1 Whole-of-government Infrastructure Co-ordination
Ensure the timely delivery of infrastructure necessary to support the efficiency and competitiveness of the city's
economic activities by contributing to infrastructure, and supporting local, Queensland and Federal government
policy alignment across the South East Queensland region.
Service 6.2.1.1 Improving Infrastructure to Reduce Congestion and Promote Growth
The objective of this service is to assist the planning and co-ordination of infrastructure projects being delivered to
support Brisbane's long term economic growth. This service will:

provide secretariat and support services to the Lord Mayor's Infrastructure Council

promote co-ordination and alignment with the Queensland Government and other Council programs in
applying strategic economic principles and forecasts to evaluate future infrastructure needs articulated in
the Brisbane Long Term Infrastructure Plan 2012-31, the Brisbane City Plan 2014 and Queensland
Government infrastructure plans.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
382
-
423
-
- 116 -
Program 6 – Economic Development
Outcome 6.3 A City of Many Skills
Outcome description
Ensuring Brisbane enterprises have ready access to a workforce of sufficient size that has the necessary
capabilities to support business demand.
Where we are now
Movement of skilled workers to Brisbane is occurring through international and national migration to South East
Queensland. As other cities and regions compete for a pool of skilled workers, it is important that Brisbane
strengthens its national and international profile as an attractive city and dynamic economy offering a diverse range
of employment opportunities.
Where we want to be
Brisbane will have a highly skilled labour force that is a major attractor of new business investment to the city. This
will include recognised excellence in professional, technical and managerial occupations. These highly skilled
workers will have chosen to live in Brisbane because of its exciting employment opportunities, its high amenity and
attractive lifestyle.
Brisbane has a highly effective transport network that enables workers to have choice and flexibility in where they
work and live, thereby attracting appropriate levels and mixes of skilled workers. The increasing presence of
globally successful companies in Brisbane raises the city's profile as a place that offers dynamic high quality
employment opportunities which in turn continues to attract skilled workers to the city and the region.
International students are attracted to Brisbane as they are appropriately supported with infrastructure, transport
accessibility and a high-quality lifestyle.
Strategy 6.3.1 A Desirable Place to Work and Study
Identify opportunities for Brisbane to increase its attractiveness as a place which provides excellent employment
choices, educational opportunities and the appropriate infrastructure to ensure ease of access to jobs and study
locations.
Service 6.3.1.1 Enhancing Brisbane's Skilled Workforce
The objective of this service is to investigate and promote opportunities to enhance Brisbane as a desirable place
to work and study.
To assist Brisbane employers to access a skilled workforce, activities in this service include:

investigations of key issues affecting skilled workers and students in Brisbane

drawing on evidence-based research, the development of policies, advices and briefings on issues
affecting the capacity of the city to attract and retain skilled workers

Council's annual Civic Reception for International Students.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
404
-
433
-
- 117 -
Program 6 – Economic Development
Outcome 6.4 Delivering World Class Economic Precincts
Outcome description
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.
Where we are now
The City Centre, comprising the Central Business District (CBD) and fringe (including Fortitude Valley, Spring Hill,
Milton, South Brisbane and Woolloongabba) is an economic asset.
It covers less than 1% of the surface area of Brisbane Local Government Area (LGA), contains 3% of Brisbane's
population and yet accounts for 30% of Brisbane's economic output, 32% of employment and 15% of all
businesses.
A significant focus has been placed on renewing and activating Brisbane's key retail and entertainment precincts.
The Queen Street Mall is Queensland's premier retail destination and activation of the space has increased to over
1000 events across the financial year attracting 26 million visitors a year. The Queen Street revitalisation project
will create more pedestrian space and improve amenity prior to the G20 Leaders Summit.
The previously redeveloped Chinatown Mall has been reinvigorated as a more pedestrian and retail friendly space
while the enhanced Brunswick Street Mall will remain a mecca for live music and artistic expression, but also grow
its daytime economic offering.
Australia TradeCoast is one of Australia's fastest growing port precincts. Australia TradeCoast's capacity to
expand, in close proximity to both air and sea port facilities and serving one of the fastest growing regions in
Australia, makes it an attractive location for establishing and growing significant export industries.
Where we want to be
Brisbane's future success relies on our city being a vibrant, activated and cultural New World City. Business and
economic growth will be optimised if our precincts continue to be vibrant and attract significant visitor numbers and
promotion. Precincts such as Fortitude Valley and the Queen Street Mall will continue to grow as vibrant centres of
activity, increasing cultural opportunities and attracting both visitors and residents.
Precincts such as the CBD will become global centres of commerce with increasing international and multinational
company representation attracted by good transport and communication networks, skilled workers and high
amenity local services.
Strategy 6.4.1 World Class City Centre
Deliver a city centre that is clean, safe, well maintained and fit for purpose for a 24 hour economy.
Service 6.4.1.1 City Centre Place Management
The objective is to facilitate Council’s delivery of a world class city centre for business, visitors and community
through integrated place management of the 24 hour economy.
This service provides for a City Centre Place Manager to be a single point of responsibility for the co-ordination,
integration and facilitation of the delivery of Council services, initiatives and major projects in Brisbane City Centre
(including the CBD and Fortitude Valley).
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
169
-
161
-
- 118 -
Program 6 – Economic Development
Projects
Living Villages Development Levy
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
55
50
57
50
56
50
56
50
Strategy 6.4.2 Queen Street and Valley Malls
Provide support for the Queen Street and Valley Malls, including marketing, promotion, operational Expense and
capital improvements.
Service 6.4.2.1 Queen Street Mall Operations
The objective of this service is to operate and manage the Queen Street Mall with the goal of increasing the
economic vitality and amenity of the Mall.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
6,183
11,207
5,805
11,188
Projects
Queen Street Mall Vision
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,244
870
311
-
-
-
Service 6.4.2.2 Queen Street Mall Activation and Marketing
This service comprises Queen Street Mall promotions delivered by Brisbane Marketing. It includes brand and
tactical advertising to position and promote the Brisbane CBD and Queen Street Mall, Australia's most successful
pedestrian mall, as the main shopping and entertainment destinations in Brisbane. Colourful, vibrant entertainment
daily such as emerging music of all genres will continue to support our brand as an Australia's New World City and
provide a shopping and entertainment experience not found anywhere else.
Events will be rolled out in 2014-15 to activate the precinct and attract residents and visitors. Previous successful
campaigns including Christmas celebrations and the Farmers’ Markets in Reddacliff Place will be continued.
Activities include the following:

Queen Street Mall branding

CBD marketing

Activation of the Mall

Christmas celebrations.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
5,193
-
4,834
-
Service 6.4.2.3 Valley Malls Operations
The object of this service is to promote, operate and manage the Valley Malls with the goal of increasing the
economic vitality and amenity of this key economic precinct. Council will continue to provide a clean, safe and
accessible mall to support over $1 billion in new development taking place in the local area.
- 119 -
Program 6 – Economic Development
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,083
1,822
961
2,065
Service 6.4.2.4 Valley Malls Activation and Marketing
The objective of this service is to support marketing of the Valley Malls, including the 12-month program of
multicultural festivals. The centrepiece of the marketing program is the Valley Fiesta which will continue to provide
a platform for emerging live music artists and generate business for Valley traders.
In recognition of the strong connection the Chinese people have with the Valley, Chinese New Year and Autumn
Moon celebrations will continue to be funded from this service. These festivals will utilise the redeveloped
Chinatown Mall which provides significantly more area for activation than was previously available.
Malls Management will also oversee a regular entertainment program of live performances for the recently
refurbished Brunswick Street and Chinatown Malls. To support the redevelopment of the Brunswick Street Mall,
Council will focus on activation, especially of the daytime economic offering.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
495
236
607
-
Outcome 6.5 Capturing Brisbane's Unique Window of Opportunity
Outcome description
Continue to capture Brisbane's unique window of opportunity for economic growth by promoting Brisbane locally,
nationally and internationally as a place for business, investment and tourism.
Where we are now
Brisbane Marketing is implementing a marketing strategy to consolidate recognition of Brisbane as Australia's New
World City and empower Brisbane businesses and residents to live and breathe this motto in everything they do.
This serves to enhance the positioning of Brisbane as both a tourism and business destination.
Brisbane businesses and residents also have access to free content about our city and its brand at
www.brisbanemarketing.com.au. The site contains approximately 3000 images and videos to download for free to
ensure that everyone in Brisbane has ownership of our city's image.
In the meeting and conventions sector, Brisbane continues to face strong competition from other national and
international venues but is exceeding expectations and is well positioned to continue to take advantage of
opportunities with City Hall, the Brisbane Convention and Exhibition Centre (BCEC) and Royal International
Convention Centre at the RNA Showgrounds all recognised as Brisbane’s leading convention venues.
The Central Business District (CBD) is a dynamic and rapidly developing business and retail centre for the whole
South East Queensland region, and is home to significant companies providing world class technology and
business services to mining and resources companies operating nationally and globally.
Where we want to be
The effective integration of marketing and business development activity brands Brisbane nationally and
internationally as the place to invest and grow by harnessing the benefits of the resource sector. Brisbane will
expand its economic, social, cultural and intellectual achievement and be recognised as a diverse and attractive
city to visit for both recreational and business purposes.
Brisbane Marketing will continue to leverage the G20 through high profile activities, thought leadership forums and
international campaigns and media activities.
Students, businesses, researchers, innovators and entrepreneurs from all over the world will want to live, study and
work here. Progress towards achieving this outcome is evidenced by strong commitment to the city by its
businesses and residents and a strengthening of Brisbane's profile nationally and internationally.
- 120 -
Program 6 – Economic Development
Strategy 6.5.1 Brisbane's Unique Window of Opportunity
Encouraging economic growth by supporting local business and promoting Brisbane.
Service 6.5.1.1 Implementing the Window of Opportunity Report
Brisbane Marketing will continue to implement local, interstate and international campaigns to promote Brisbane as
a place to do business and invest. The campaigns will be consistent with Brisbane's increasing global importance
as an economic centre for resources and showcase the benefits of doing business in the city.
By successfully harnessing Brisbane's unique window of economic opportunity Brisbane Marketing helps to create
a sustainable and vibrant Brisbane economy. Brisbane Marketing will continue to attract, encourage, retain and
facilitate business investment and create an investment friendly environment for organisations looking to establish
a presence in the region. In particular, Brisbane Marketing will look to consolidate Brisbane's presence in Asia and
promote Brisbane as the 2014 G20 city.
Brisbane Marketing's Chief Digital Officer will lead the delivery of Digital Strategy projects and will continue to work
with small and medium businesses to drive business use of digital technology and grow our economy.
Brisbane Marketing will also continue to drive economic benefits for Brisbane businesses by leveraging major
events and researching and bidding for new ones. Brisbane Marketing will position, package and promote major
events as a core product offer for the city, attracting revenue from partners. This service also includes Brisbane
Marketing's Convention Bureau.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,576
-
2,657
-
Expense
Revenue
Projects
Asia Pacific Screen Awards
G20 Leveraging
Unique Window of Opportunity - BNE Ambassadors
Program
Unique Window of Opportunity - Brisbane as Events
Destination
Unique Window of Opportunity - Brisbane in Asia
Strategy
Unique Window of Opportunity - Brissie Greeters
Unique Window of Opportunity - Championing
Brisbane
Unique Window of Opportunity - Digital Strategy,
Innovation and Entrepreneurship
Unique Window of Opportunity - Enhancing
Business Visitation
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 121 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,884
500
752
1,171
2,306
151
203
3,667
1,001
833
-
1,983
600
1,337
2,401
281
214
3,480
1,133
884
-
1,968
600
1,327
2,443
354
213
3,456
1,125
897
-
1,964
600
1,325
2,439
354
212
3,449
1,123
896
-
Program 6 – Economic Development
Unique Window of Opportunity - Facilitating
Economic Growth
Unique Window of Opportunity - Investment
Attraction, Hotel Development and Global
Resources Hub
Capital
Expense
Revenue
Capital
Expense
Revenue
1,001
1,920
-
1,133
2,189
-
1,125
2,145
-
1,123
2,141
-
Service 6.5.1.2 City Marketing Support
The objective of this service is to identify and assist the formulation of strategies which will contribute to Brisbane's
growing international and national reputation as Australia's New World City.
Activities in this service include policy development and strategic input to Brisbane Marketing, oversight of Brisbane
Marketing activities, research and investigations into marketing opportunities and priorities, and measurement and
monitoring of relevant performance indicators.
An ongoing success is the delivery of census-based profiles of Brisbane suburbs. This online tool provides detailed
and comprehensive information about who we are, how the city is changing and where we are going. It can be
accessed through the Council's corporate website.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
371
-
405
-
Expense
Revenue
Outcome 6.6 Export Market Development
Outcome description
Grow Brisbane's out-of-region exports to maintain living standards, incomes and employment growth.
Where we are now
Brisbane is a strong exporting economy and its future success as a prosperous city depends on continued export
growth which generates the wealth and employment creation in the Brisbane economy. Brisbane's strongest
exporting industries are in education, manufacturing, specialist business services and tourism. Manufacturing and
specialist business services are particularly reliant for their continued competitiveness on the capacity of the local
economy and infrastructure to keep business costs down. These include transport, land and regulatory imposts.
Tourism and education services also derive significant benefit from effective promotion and profiling and assistance
in connecting with external markets.
Growing Brisbane's out-of-region exports is essential to maintain the high living standards, incomes and
employment growth which have been projected for Brisbane to 2031.
This Outcome contributes directly to the Brisbane Vision.
Where we want to be
By 2031, Brisbane will have strong export and investment links in high value knowledge industries across the AsiaPacific region. Brisbane will be recognised for its capabilities in mining technologies, advanced manufacturing,
world class education and digital innovation.
Strategy 6.6.1 Increasing High-value Exports
Develop export industry clusters whose success is based on locational advantages (such as business costs and
regulations, transport infrastructure and skilled workers) which secure their long term competitive advantage.
- 122 -
Program 6 – Economic Development
Service 6.6.1.1 Facilitating the Growth of Export Industries
The objective of this service is to research, investigate and implement strategic projects to support existing and
new exporting industries in Brisbane. The service will have links with export-ready organisations in targeted
sectors.
Activities in this service include:

researching and identifying strategic opportunities

aligning Council strategies to ensure exporting businesses are supported

working with external partners to deliver outcomes which will drive the growth of Brisbane's exporting
industries.
A key strategy in supporting Brisbane's exporting industries is Council's active participation in its Sister City
relationships and in the Asia Pacific Cities Summit.
Achieving this outcome will support Brisbane jobs, support significant investment in Brisbane by international
students, their friends and families and support the efforts of Brisbane's tertiary institutions.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
161
-
147
-
- 123 -
Program 6 – Economic Development
Total Project Expenditure Combined with Rolling Projects
Project
Asia Pacific Screen Awards
Commercial Opportunities Team
G20 Leveraging
Living Villages Development Levy
Queen Street Mall Vision
Unique Window of Opportunity - BNE
Ambassadors Program
Unique Window of Opportunity - Brisbane as
Events Destination
Unique Window of Opportunity - Brisbane in Asia
Strategy
Unique Window of Opportunity - Brissie Greeters
Unique Window of Opportunity - Championing
Brisbane
Unique Window of Opportunity - Digital Strategy,
Innovation and Entrepreneurship
Unique Window of Opportunity - Enhancing
Brisbane's Economic Growth
Unique Window of Opportunity - Enhancing
Business Visitation
Unique Window of Opportunity - Facilitating
Economic Growth
Unique Window of Opportunity - Investment
Attraction, Hotel Development and Global
Resources Hub
TOTAL
2014-15
$000
1,884
490
752
55
1,244
1,171
2015-16
$000
1,983
500
57
311
1,337
2016-17
$000
1,968
500
56
1,327
2017-18
$000
1,964
500
56
1,325
2,306
2,401
2,443
2,439
151
281
354
354
203
3,667
214
3,480
213
3,456
212
3,449
1,001
1,133
1,125
1,123
917
927
922
921
833
884
897
896
1,001
1,133
1,125
1,123
1,920
2,189
2,145
2,141
17,595
16,830
16,531
16,503
- 124 -
Program 7 – Customer Focus
Customer Focus
Program Goal
Council will be a customer focused organisation that is "Dedicated to Customers: Everyone. Everywhere. Every
time".
Program Description
As an enabling program, Customer Focus contributes to the achievement of the Brisbane Vision. The outcomes and
services in this program enable and support Council to deliver services across all customer service channels.
Growth in South East Queensland combined with rapidly changing technologies and increasing service standards
have put pressures on Council to continue to deliver services in a cost effective way whilst remaining customer
focused.
The Customer Focus program is aligned to the Brisbane Vision goal of a smart and prosperous city and Council's
Customer Focus Vision 2016. The Vision recognises the need to provide responsive, accessible and convenient
customer service. As a result, customers' perspectives are considered in strategy design and implementation, and in
product and service development and delivery.
The program's objective is to support the development of the organisation’s values that are:
•
Getting things done: taking responsibility, resolving requests promptly and delivering on our promises
•
Value for money: delivering the right mix of customer service products and services
•
Passion for Brisbane: employees in every role and at every level of the organisation are energised and
proud to serve customers
•
Respect for People: valuing customers equally and taking individual circumstances and preferences into
account
•
Responsive customer service: being transparent to drive improved services and stronger customer
confidence
•
Working together: one Council working together to provide seamless service to our customers
•
Courage to make a difference: recognising customers have strong voices and are key partners in the
planning and decision making of the work we do.
The program will continue to monitor and better understand customer satisfaction and actively address customer
dissatisfaction by identifying persistent service problems and helping work units to address these.
The program has corporate responsibility for:
•
achieving the Customer Focus Vision 2016
•
setting customer service standards
•
commitments made in the Customer Charter
•
managing and providing guidance to the organisation on how to best meet customers' needs via Council's
contact channels
•
guiding community engagement.
Program Outcomes and Financial Summary
Program Outcomes
7.1 - Engagement
7.2 - Service Delivery
7.3 - A Council Easy To Do Business
With
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
591
608
Revenue
-
-
Capital
-
-
26,379
28,059
665
903
12,128
2,459
1,265
1,459
-
-
-
-
28,235
30,125
665
903
12,128
2,459
- 125 -
Program 7 – Customer Focus
2015-16
$000
2016-17
$000
2017-18
$000
489
539
568
Recurrent Operations Contracts
Outcome 7.1 Engagement
Outcome description
Council will engage with its customers to better understand their needs. Council recognises the importance of
engaging with both customers and the community to understand who they are, what they want and how they value
Council's products and services.
Where we are now
Council regularly engages with the community to understand its needs. Through this program, Brisbane residents
have access to opportunities to be informed, consulted and engaged on future directions for the city. Both targeted
and general information is provided through a range of channels.
Council provides various consultation opportunities for residents through Council's corporate website, digital
mediums such as Facebook and Twitter, the Your City Your Say community reference panel and project-specific
engagement. Through the Council website, consultation opportunities are provided via discussion forums, open
surveys, blogs and short videos.
Council has adopted a Community Engagement Policy that commits the organisation to meaningful engagement
with the community on issues affecting the future of the city and on local issues that significantly impact the
community.
Where we want to be
Engaging the community and customers will be an integral part of how Council does business. We will be a
customer Council where all areas recognise that our customers are key partners in the planning, decision making
and work we do.
Information collected through community consultation and research will inform program planning, strategy
development, product and service development and customer service delivery across the organisation.
Brisbane residents will be informed, consulted and actively involved in issues facing the city. Council will provide
more targeted information and community engagement opportunities for residents. More residents will choose to
take up the range of opportunities provided by Council for them to be informed and to participate in setting directions
for Brisbane's future. Council will provide clear and timely feedback to participants and the community on how their
input influences its decision making.
Engaging with the community will help them understand resource limits, the tough decisions that may need to be
made and the mutual obligations of Council and the community. Customer research will provide an understanding of
customers' needs in the design and delivery of projects, products and services. The program will assess both
satisfaction with and the importance placed on services. This will assist Council to understand what is most critical to
its customers across all segments.
Strategy 7.1.1 Listen and Understand
Maximise opportunities and choices for people to interact with Council, be informed about issues and engage in
directions for the city.
Service 7.1.1.1 Engagement in City Directions and Decisions
The objective of this service is to provide residents with opportunities for engagement on issues affecting the city. To
achieve this we will provide opportunities through Neighbourhood Planning and other projects and decisions that
impact our customers. We will undertake engagement through both online and face-to-face forums as well as other
activities to target groups.
Residents will be engaged with Council and the direction of the city through Neighbourhood Planning, public
meetings, Your City Your Say and Your Say Online initiatives, discrete projects that impact on community or where
community input will add value to the outcome of the project. These provide opportunities for individuals and groups
to have their say.
- 126 -
Program 7 – Customer Focus
The key activities under this service include:
•
supporting Neighbourhood Planning with community engagement expertise
•
supporting engagement on the implementation of the Brisbane City Plan 2014, Brisbane Vision, other
Council plans and strategies and major projects
•
co-ordinating organisational direction and strategy for community engagement
•
designing and developing additional initiatives and methods for obtaining and understanding community
and customer perspectives
•
maintaining and enhancing Council's corporate engagement policy and guidelines.
Ongoing training will continue to provide Council with staff skilled in community engagement planning and practices.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
591
-
608
-
Outcome 7.2 Service Delivery
Outcome description
Provide multiple access points to Council to meet customer requirements and manage these contact points for the
benefit of business and resident customers and Council.
Where we are now
Council currently provides multiple contact channels for customers with the primary contact being through mail, face
to face, telephone and online, and an increasing number of customers contacting Council through social media. The
phone and online channels provide a 24/7 service. Council offers a wide range of payment options, including
through third-party providers. Customers report that Council responds well to their needs.
The Contact Centre combines the operations of the Call Centre, the Regional Business Centre counters (as well as
the Brisbane Square Customer Service Centre), searches and certificates, the correspondence team which
manages mail, email and social media enquiries, and the Business Hotline team.
Extensive research into customer contact preferences has found Council is doing well in providing appropriate ways
for customers to make contact with Council. Furthermore, research shows that Council's Call Centre is highly
praised and directly contributes to Council's brand and reputation.
Our research tells us that customers are increasingly moving to self-service options. Online use is increasing as
customers become more familiar with this channel and as the range of transactions and available information grows.
Council provides a range of tailored online information packages through customer and product gateways on the
corporate website. Council will continue to engage with residents in places and methods of convenience to them,
this includes expanding of services to allow video calling.
Following a number of years of high growth in volumes, online email response processes have been reviewed.
Improvements, such as an automatic acknowledgement and changes to better manage both simple and complex
online contacts, continue to be implemented.
Customer research continues to show that the telephone is still a preferred method of contacting Council and
identifies the increasing complexity of enquiries by telephone. Online usage research has been completed to
understand how Council's residential and business customers want to interact online with Council. This will be used
to help inform and shape Council's online service offerings.
The Business Hotline, 133 BNE, provides Brisbane businesses with a 24/7 priority hotline as part of Council’s Call
Centre to receive and manage all business-related enquiries to minimise response time and ensure high-level client
management to Council's business customers.
- 127 -
Program 7 – Customer Focus
Where we want to be
As the external face of Council, the Contact Centre will continue to provide world class service. The recently
completed implementation of the Customer Experience Transformation (CET) program capability will see the
Contact Centre continue to be recognised as a leader in customer service excellence.
Customers will find it easy and convenient to do business with Council. The organisation will deliver the right
products and services, to the right customers, through the most appropriate channels. To do this, Council will involve
customers in product development, packaging and review wherever possible.
The program's research will continue to assess customers' channel preferences to better understand customer
behaviour and how to best manage channel offers including investigation of a choice of channels for consistent
information, services and facilities.
Products and services provided to customers will be consistent, reliable and accurate across all channels, and will
be provided in a cost-effective way that balances the needs of customers and the city. We will also maximize the
benefits from this solution to improve customer service delivery consistently across channels.
We will explore new opportunities across new channels and provide better targeted customer services through a
greater understanding of our customers.
Where appropriate, Council will partner with other spheres of government, South East Queensland councils and
industry advocates to identify and implement initiatives to provide greater customer convenience.
Strategy 7.2.1 Develop and Deliver
Optimise the design, development and delivery of services to customers through multiple channels.
Service 7.2.1.1 Customer Service Delivery
The objective of this service is to support the Contact Centre, which includes the Call Centre, Regional Business
Centre counters (as well as Brisbane Square Customer Service Centre), searches and certificates, the
correspondence team which manages mail, email and social media enquiries; and the Business Hotline team.
To achieve this we will provide the systems, people, processes and technology to support a world-class 24/7 call
centre that meets the needs of residents, businesses and visitors. This will also support external customer
correspondence, report problems SMS and MMS responses, as well as after-hours emergency calls from other local
authorities and utilities. The Contact Centre will also respond to customer contact initiated via social media.
Regional Business Centre counters (as well as the Brisbane Square Customer Service Centre) will continue to
provide a broad range of face-to-face transactions and services for businesses and residents. Council will continue
to provide a range of ways for customer to pay their Council bills including self-service options and through external
agencies such as Australia Post. This service will uphold the service delivery promises made in Brisbane's
Customer Charter.
Active citizen awards will offer monthly prizes to residents who report maintenance issues in the suburbs. These
residents help Council to deliver better suburban amenity by being our 'eyes in the suburbs'.
The Business Hotline, 133 BNE, provides Brisbane businesses with a 24/7 priority hotline as part of Council's Call
Centre to receive and manage all business-related enquiries to minimise response time and ensure high-level client
management to Brisbane business.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
17,437
665
21,251
903
Projects
Eyes in the Suburbs
Capital
Expense
Revenue
- 128 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
157
-
178
-
182
-
193
-
Program 7 – Customer Focus
Unique Window of Opportunity - Business Hotline
Capital
Expense
Revenue
1,267
-
1,296
-
1,327
-
1,398
-
Service 7.2.1.2 Customer Service Solutions
The Customer Relationship Management (CRM) system will provide more information about Council's customer
segments and will provide the basis for further understanding the products or services that could be developed to
address customers' needs. The CET program has enabled more responsive services to be developed at a lower
cost and will provide Council work units with more flexible solutions to meet their needs.
The Customer Integration Project is a people, process and technology program which builds on the CRM platform,
extending use through business units outside the Contact Centre. The project will support the Customer Contact
Principles by taking an end-to-end approach to the operation of Council’s customer service.
The objective of this service is to maintain and develop cost effective solutions for the delivery of Council products
and services delivered to customers.
To achieve this, we will continue to manage growth in customer contacts to provide a cost effective service whilst
offering choice in communication channels and providing consistent, timely and easy-to-understand information
across all channels.
The volume of email traffic continues to rise. The program will continue to respond to customer demand and
increase the number of online transactions that can be actioned through the corporate website and online channels.
Provision of simple information and service requests via the internet is more cost effective for customer service.
This service will continue to work across Council to deliver customer focused and innovative online solutions to help
programs meet their customer and community needs. This service will continue to scrutinise the information,
products and services Council offers through its channels to ensure customer needs are reflected, and it will
continue to make recommendations for improvements where required.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
7,043
-
5,384
-
Projects
Customer Integration Project
Maintain SDE Environment
Online Customer Webchat
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,999
120
340
-
1,380
309
-
2,029
254
-
254
-
Outcome 7.3 A Council Easy To Do Business With
Outcome description
To achieve our Customer Focus Vision by developing across Council customer focused processes and a customer
focus culture aligned to customer needs and expectations.
Where we are now
This program helps build a customer focused culture across Council to support the achievement of the Brisbane
Vision and the Customer Focus Vision.
- 129 -
Program 7 – Customer Focus
Research is conducted to better understand customers' needs, to identify how to deliver services more effectively
and efficiently, and to determine how well Council has delivered services and information. Council works towards a
clearer understanding of product and service delivery requirements by identifying key customer groups, evaluating
the needs of these customers and balancing those needs with Council's own business requirements and
capabilities.
As an outcome of this customer consultation, the program develops strategies, guidelines, tools and methodologies
to support the organisation. These include learning and development workshops, which build customer focus
capability within the organisation.
The program also provides specialist support to other areas of Council to:
•
assist their understanding of customers
•
address sources of customer dissatisfaction
•
tailor services to achieve a balance between customer needs and best value for Council
•
empower staff to proactively manage customer expectations
•
manage the complexity of our organisation and streamline the underlying processes.
The Brisbane Customer Charter documents Council's commitments, values and service standards and
communicates clearly what customers can expect from Council.
Where we want to be
Our Customer Focus Vision for the organisation is to be "Dedicated to Customers: Everyone. Everywhere. Every
time". There will be no wrong door to Council. As One Council, all employees will understand that their role is to
resolve the issue or refer the customer to someone who can. We will have strong partnerships, communication and
co-ordination within and between divisions and business units to provide better outcomes for customers.
Strategy 7.3.1 Understand and Improve
Develop customer focused processes and a customer focus culture within the organisation aligned to customer
needs and expectations.
Service 7.3.1.1 Understand Customers
The objective of this service is to better understand customer needs, preferences and expectations, including drivers
of satisfaction and dissatisfaction. We will be a Council that values customers equally and takes individual
circumstances and preferences into account. Our customer research will inform planning, design and delivery of
services.
Key activities of this service include:
•
undertaking corporate customer research to measure customer satisfaction with service provision and
channels and other indicators of program performance
•
analysing results to recommend priorities for improvement
•
using results to inform other work within the program
•
undertaking research to support specific customer focus improvement initiatives
•
collecting and analysing data to determine customer service trends
•
measuring performance to ensure service delivery targets are met
•
reporting results to the organisation.
Key initiatives include undertaking targeted research across channels and services to expand our understanding of
customer experience, expectations and needs.
The program will continue to work to develop partnerships to identify, research and address issues impacting
customer satisfaction.
Anticipated
Proposed
Operating
Expense
Revenue
2013-14
$000
2014-15
$000
255
-
262
-
Service 7.3.1.2 Customer Focus Culture
The objective of this service is to provide assistance to the organisation to be a Council dedicated to serving
customers. Employees in every role and at every level of the organisation are energised and proud to serve
customers.
- 130 -
Program 7 – Customer Focus
To achieve this, we will promote proactive customer focused behaviours and build capability within Council. This
service:
•
will educate and provide tools and methodologies to all of Council to develop a customer focus culture
•
will work with areas of Council to develop strategies that balance Council needs with those of our
customers
•
works to review services offered by work units to streamline processes to provide seamless service to our
customers
•
assists work units to enhance satisfaction with both internal and external customers
•
is responsible for developing strategies to achieve the Customer Focus Vision.
Key activities under this service include:
•
•
•
•
•
•
delivering the customer focused learning and development program
identifying, analysing and prioritising areas of customer dissatisfaction and customer focus issues for action
and engaging stakeholder groups for improvement
facilitating options for improved customer and business solutions
facilitating the implementation of customer focus initiatives throughout Council
developing, reviewing and refreshing Channel Management strategies
delivering initiatives to support channel migration.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,011
-
1,196
-
- 131 -
Program 7 – Customer Focus
Total Project Expenditure Combined with Rolling Projects
Project
Customer Integration Project
Eyes in the Suburbs
Maintain SDE Environment
Online Customer Webchat
Unique Window of Opportunity - Business Hotline
TOTAL
2014-15
$000
1,999
157
120
340
1,267
2015-16
$000
1,380
178
309
1,296
2016-17
$000
2,029
182
254
1,327
2017-18
$000
193
254
1,398
3,883
3,163
3,792
1,845
- 132 -
Program 8 – City Governance
City Governance
Program Goal
City Governance is open, transparent and delivers value for money community outcomes through strategic
planning, risk management, information services and sound financial management. The community is engaged
in, and all of Council's plans are directed at, achieving the Brisbane Vision.
Council is an employer of choice. Council's people are enthusiastic, well trained, appropriately resourced and
dedicated to a better Brisbane.
Program Description
Consistent with legislative requirements, Council's governance practices deliver transparency and accountability
to ensure responsible management of public resources, efficient delivery of services and sustainable
development and administration. Council's Annual Plan and Budget is directed at achieving Corporate Plan
objectives and through these, contributing to the achievement of the Brisbane Vision.
The program will maintain and improve the capabilities of Council's people, its processes, systems and
communication. Since last year’s budget restatement, this program has changed because of Council’s best
practice reporting model and shared costs are now distributed through to programs and services.
The City Governance program provides for effective city governance by:

providing transparent, accountable and responsive city management

enabling community involvement in city governance

communicating widely and accessibly

partnering with local, Queensland, Australian and international governments and businesses

ensuring Council's plans contribute to achieving the Brisbane Vision targets and aspirations, deliver the
Corporate Plan objectives for the community and address emerging issues for the city

providing information and communication technology solutions that support improved business functions

developing a flexible, adaptive and future focused organisation whose people have the commitment and
the capability necessary to deliver cost effective community and customer services

planning, organising, co-ordinating and implementing measures to mitigate, prevent, prepare for, respond
to and recover from disasters in the Brisbane area

supporting efficient operations and enhanced standards of service by all areas of Council.
Brisbane City Council demonstrates best governance practice in local government through its:

emphasis on increasing the effectiveness and efficiency of operations

effective local laws

election processes

community research

planning and performance reporting

community participation in decision making through public access to Council meetings, committee
meetings, Lord Mayor and Civic Cabinet Listens forums as well as the Lord Mayor's Youth Advisory
Council meetings

value for money procurement processes

cost effective management of legal matters

strong budget and financial management

centre led management of information and communication technology

responsible stewardship of community assets and effective asset management

centre led communication of Council's initiatives, priorities and plans

effective risk management and continuity planning.
- 133 -
Program 8 – City Governance
Program Outcomes and Financial Summary
Program Outcomes
8.1 - Civic Administration and Support
8.2 - Regional and International
Activities
Anticipated
Proposed
Anticipated
Proposed
Anticipated
Proposed
2013-14
2014-15
2013-14
2014-15
2013-14
2014-15
$000
$000
$000
$000
$000
$000
Expense
28,857
28,657
Revenue
109
112
Capital
-
-
426
494
-
-
133,217 1,129,639 1,021,742
2,014
8,937
4,420
4,330
8.3 - Strong and Responsible
Financial Management
226,921
8.4 - Value for Money Support
Services
21,455
10,507
10,027
5,486
128,393
24,268
3,830
2,006
-
-
-
100
8.6 – ICT – Information and
Communications Technology
11,040
9,604
1,145
656
8,765
6,438
8.7 – Disaster Response and
Recovery
3,741
3,858
-
-
-
-
192,179 1,141,346 1,028,490
139,172
39,743
8.5 – Corporate Communication
300,264
2015-16
$000
2016-17
$000
2017-18
$000
22,768
23,337
23,921
Recurrent Operations Contracts
Outcome 8.1 Civic Administration and Support
Outcome description
Deliver effective and open government through legislation, support for elected representatives and community
participation in transparent, fair and accessible elections.
Where we are now
Council's elected members comprise of the Lord Mayor and 26 Councillors (including Committee Chairmen).
Under the City of Brisbane Act 2010, the Lord Mayor has the power to formulate general policies concerning the
governance of the city. The Lord Mayor shall also be responsible to Council for the control of the workings and
business of Council and for implementing policies adopted by Council. Each year in June, the Lord Mayor
presents a budget to Council for adoption.
Council ensures the statutory processes of local government and public administration are carried out efficiently
and transparently.
Where we want to be
Council provides open, effective, accountable, democratic governance policies, processes and practices as well
as effective legislative frameworks. Information and governance processes are open and accessible. Council
ensures community participation and optimum value for money in its governance and decision making
processes. Council continually updates legislation so that it remains relevant and reflects community concerns,
and works to make Council rules and procedures easy for everyone to understand.
- 134 -
Program 8 – City Governance
Strategy 8.1.1 Support for Elected Representatives
Facilitate good government in the interest of the people of Brisbane through Councillor representation
Service 8.1.1.1 Support for Elected Representatives
This service:

ensures operation of 26 Ward Offices and seven Chairmen's Offices with accountability structures that
ensure public money is used to benefit the community

provides administrative support and salaries for elected representatives

ensures a high level of accountability in the expenditure of funds by elected representatives

provides administrative and event support to the Lord Mayor's Community Trust

operates a public register of paid expenses for the Lord Mayor, Committee Chairmen and the Leader of
the Opposition

ensures that the salaries and allowances of the Lord Mayor, all Committee Chairmen and the Leader of
the Opposition are published in the Annual Report

reports costs (including travel costs) associated with the Lord Mayor's Office and Civic Cabinet

actions Lord Mayoral correspondence

provides administrative support to Council and Standing Committee meetings and ensures all decisions
comply with relevant legislation, policies and conventions

provides accurate advice and assistance on procedural matters to Councillors, staff and members of the
public

ensures open and transparent government by coordinating the production of Hansard style reporting for
Council meetings.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
25,477
-
25,240
-
Projects
ACT Upgrade - Ward Office Rollout
Administer Elections
Electronic Meeting Paper Distribution
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
96
30
-
141
5,783
-
108
-
109
-
Service 8.1.1.2 Community Involvement
This service:

co-ordinates and manages community involvement initiatives such as the Lord Mayor and Civic Cabinet
Listens forums held across Brisbane

conducts Lord Mayor's Youth Advisory Council meetings to advise the Lord Mayor on youth issues in
Brisbane

responds to correspondence generated through various community meetings and prepares responses
and briefs to issues raised

manages the Lord Mayor's Multicultural Round Table program of projects and events with emphasis on
initiatives that deliver economic outcomes from multicultural businesses and to promote Brisbane as a
multicultural, inclusive and safe city locally, nationally and internationally

conducts one welcome function for refugees each year

co-ordinates and stages civic functions, events and receptions including hospitality for major ceremonial
and community events and activities (such as Freedom of Entry to the City ceremonies, Keys to the City
presentations, Official Dignitaries Visits Program, citizenship ceremonies and other major community
events).
- 135 -
Program 8 – City Governance
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,700
-
1,490
-
Strategy 8.1.2 Local Laws Maintenance
Facilitate the interests of Brisbane by developing responsive local laws and lobbying for effective legislation.
Service 8.1.2.1 Legislative and Regulatory Initiatives
This service develops and maintains Council's local laws and influences new legislation proposed by the
Queensland and Federal governments to meet community and Council needs.
Activities include:

co-ordinating and preparing new legislation for improved effectiveness

providing advice to Council on potential impacts of legislation

writing and co-ordinating Council's submissions to the Queensland and Federal governments on
legislation, policy or discussion papers

monitoring and reviewing local laws and supporting policies and processes

maintaining and reviewing Council's register of administrative arrangements (delegations, appointments
and authorisations)

monitoring and aligning Council's regulatory documentation for improved effectiveness

operating the Office of Disputes Commissioner

facilitating open governance and compliance with the City of Brisbane Act 2010 and the City of Brisbane
Regulation 2012, the Right To Information Act 2009 and the Information Privacy Act 2009

operating a statutory complaints process to resolve complaints by affected persons about administrative
actions of Council or alleged misconduct or inappropriate conduct by Councillors

preparing submissions to the Queensland Government for necessary changes to legislation to reflect the
changing nature of the governance and the environment in Brisbane.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
1,556
109
1,800
112
Outcome 8.2 Regional and International Activities
Outcome description
Advance the community's interests by developing and maintaining strong regional and international relationships
that offer economic development opportunities.
Where we are now
Council works with other government bodies and maintains an active and prominent role in a large number of
regional, statewide and national working groups such as Council of Mayors (SEQ), the Regional Planning
Committee for South East Queensland, the Council of Capital City Lord Mayors (CCCLM) and represents the
interests of the City of Brisbane in decisions made by these organisations and by the Queensland and Australian
governments.
As part of this advocacy work, Council assists with the identification of priorities, issues and processes to resolve
issues faced by South East Queensland councils and other Australian capital cities. These issues fall under the
priorities of strategic planning, economic development, infrastructure, transport and environment. Council also
contributes to regional programs to continually improve services such as development assessment. In the
international arena, Brisbane has formal Sister City relationships in the Asia Pacific region and the Middle East,
partnerships with other cities and affiliations with organisations around the world. These relationships support
regional economic growth and capacity building through mutually beneficial business, cultural and exchange
programs and activities. Council manages the Asia Pacific Cities Summit (APCS) Secretariat and alternates with
other Asia Pacific cities as host of the biennial Asia Pacific Cities Summit series.
- 136 -
Program 8 – City Governance
Where we want to be
Council will continue to build alliances that maximise opportunities to influence policies and decisions important
to the future of Brisbane and the region.
Council will advance the community's interests by developing and maintaining strong regional and international
relationships that offer economic development opportunities.
Council believes in the economic and cultural benefits of Sister City relationships. Council will achieve these
benefits with the support and assistance of our locally based international communities and through improved coordination and co-operation with key stakeholders including Brisbane Marketing, Austrade and the Queensland
Government.
Council will continue to support international staff exchanges that contribute to innovation within Council,
Brisbane's economic development and the development of a global workforce.
Strategy 8.2.1 Building Networks and Alliances
Develop international networks and build alliances that influence government business decisions and support the
interests of the Brisbane business community.
Service 8.2.1.1 Regional and International Initiatives
This service supports Council's involvement in networks and alliances such as the Council of Capital City Lord
Mayors (CCCLM), Regional Planning Committee, Local Government Association of Queensland, Australian
Local Government Association, Council of Mayors (SEQ) and SEQ Councils CEOs' Forum. The service will
implement a program to improve the profile and standing of the City of Brisbane locally, nationally and
internationally. The program will incorporate quantitative measures of success.
Activities within this service include:

developing and maintaining relationships with Sister Cities and liaising closely with Brisbane Marketing
and relevant Council divisions to identify business opportunities for Brisbane companies

providing the secretariat function for the Asia Pacific Cities Summit (APCS) and preparing for the 2015
event in Brisbane

co-ordinating international activities with stakeholders including staff exchanges and secondments and
arrangements for visiting international dignitaries

co-ordinating and implementing regional initiatives in collaboration with the Council of Mayors (SEQ) and
the SEQ Councils' CEOs' Forum

observing Sister City links.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,326
-
2,774
-
Projects
Asia Pacific Cities Biennial Summit
CCCLM Executive Directorate Canberra
Council of Mayors SEQ Executive Directorate
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 137 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
427
494
494
635
-
720
516
516
680
-
330
512
512
715
-
470
513
513
717
-
Program 8 – City Governance
Outcome 8.3 Strong and Responsible Financial Management
Outcome description
Provide sound financial management and planning to deliver community services, infrastructure and leadership
that will support Council to achieve the Brisbane Vision.
Where we are now
Brisbane City Council has a responsibility to manage its finances effectively in the best interests of its ratepayers.
It also has the responsibility to ensure its financial management, planning and reporting practices meet the
requirements of legislation, including the City of Brisbane Act 2010 and City of Brisbane Regulation 2012.
Council has adopted the Brisbane Vision as its long term plan for the city. It has adopted a medium term
Corporate Plan and a Long Term Asset Management Plan. The aspirations and targets of the Brisbane Vision,
and the medium term objectives of the Corporate Plan, are integrated in Council's planning and performance
reporting and financial management.
Council delivers value for money for ratepayers by keeping average net rates bills among the lowest in the
region. This is despite the fact that Council provides funding for services, such as buses and ferries, that are not
provided by other Councils.
Council continues to strengthen its financial management and planning. Responsible and effective financial
management and planning will ensure that Council can continue to deliver best community value from its
investments in community services and infrastructure assets.
Where we want to be
Council will continue to improve its financial management and planning capabilities, structures, processes and
systems to ensure Council achieves optimum performance and provides the best possible funding solutions.
This outcome will ensure:

best practice management and performance of our assets

Council receives value for money and optimises return on investment

our properties and facilities are managed to best practice standards

aligned plans deliver community services efficiently and effectively.
Council will continue to work to obtain efficiency savings through ongoing review of Council's processes,
practices and procedures. Council will also continue to identify and deliver efficiencies and savings in the
management and delivery of Council operations and services to ensure more frontline services are delivered for
ratepayers.
Strategy 8.3.1 Planning and Managing Finances
Ensure Council has the capability to plan and manage its finances effectively.
Service 8.3.1.1 Financial Management and Planning
The objective of this service is to provide strategic advice and deliver financial, planning and reporting services to
the Lord Mayor, Civic Cabinet and Council.
Co-ordinating Council's budget processes includes but is not limited to:

annual budget development

in-year budget reviews

fees and charges

co-ordinating development of rates policy

co-ordinating Grants and Subsidies

modelling the short, medium and long term financial position of Council to ensure financial sustainability

developing strategies to address emerging issues with the potential to affect Council's financial stability
Co-ordinating planning and reporting includes but is not limited to:

improving planning capability, processes and systems

maintaining the alignment of the Annual Plan and Budget with the Corporate Plan and the Brisbane Vision

Corporate Plan development
- 138 -
Program 8 – City Governance



Annual Plan development
Annual Report development
statutory reporting to Council on financial and non-financial performance.
Providing treasury, financial risk management, corporate advisory and financial analysis services for the whole of
Council includes but is not limited to:

investment and portfolio management of surplus funds to generate interest earnings

portfolio funding through borrowings and other forms of credit to minimise interest expense

hedging of financial market risk, including exposures to interest rates, foreign exchange and commodity
and energy prices (where applicable) to reduce price volatility

cashflow management to meet Council's financial obligations in a timely manner at least cost

budget and accounting management of treasury services to ensure accurate financial information

management of banking contractual arrangements to ensure effective payment mechanism operations at
competitive rates

credit review processes in order to deliver the most effective statement of Council's future financial
outcome

financial risk management services at a management, policy and operational level

corporate advisory and financial analysis services.
This service also provides financial support to and receives dividends from Council’s controlled entities including
the City of Brisbane Investment Corporation.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
77,764
250,090
87,879
210,660
Strategy 8.3.2 Strong Financial Management
Ensure Council has strong financial and fiscal management.
Service 8.3.2.1 Management of Financial Systems and Processes
The objective of this service is to continuously improve the effectiveness of financial management and support
the Chief Financial Officer by reporting and advising on financial performance.
The key activities under this service include:

providing and developing effective financial management including:
•
financial reports that meet Council's audit standards and legislative requirements
•
financial policies, practices and processes that meet Council's reporting and business requirements
•
effective taxation advice
•
ensuring Council meets taxation compliance requirements
•
identifying opportunities to improve the efficiency of financial processes

providing effective revenue management including:
•
policies, practices and processes for effective revenue management
•
effective processes for the accurate billing and collection of revenue from the rating process
•
providing current advice to Lord Mayor and Civic Cabinet on processes and organisational
improvements for the benefit of the ratepayers
•
financial relief for the struggling ratepayers through the Independent Rates Review Tribunal

supporting National Competition Policy implementation including:
•
public benefit assessment co-ordination and liaison with Queensland Government regarding
legislative development in National Competition Policy (NCP) matters
•
governance structures to ensure that Council complies with NCP.
The average net rate increase (expressed as a percentage) for existing properties between 2013-14 and 201415 is 3.85% (excluding discounts and rebates). Including the growth of new properties in the city, the total value
of the change in the rates and utilities revenue is 5.15%.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
115,220
869,374
12,487
796,489
- 139 -
Program 8 – City Governance
Strategy 8.3.3 Asset Management
Improve management and performance of Council's physical assets and information. Continue to pursue an
integrated approach to asset management across all programs.
Service 8.3.3.1 Property Management
Activity in this service includes:

co-ordination of land management issues relating to Council's land holdings including title, ownership and
management in use

application of Council's asset risk management practices relating to land and buildings

continually reviewing total asset management principles and Council's property holdings, to ensure that
surplus or underutilised property is either disposed of, or put to more effective use, and to maximise
returns for the ratepayers of Brisbane using best practice commercial assessment and feasibility analysis
principles

delivery of corporate accommodation and facilities development projects, including the Annual Corporate
Accommodation Program (CAP)

lease and tenancy management of Council's land, commercial and industrial buildings, telecommunication
sites and residential real estate portfolios

management of Council's real estate portfolio for commercial return

management of the assigned built environment, particularly relating to maintenance and ecologically
sustainable development initiatives

legislative and statutory compliance matters relating to assigned corporate real estate land and facilities
such as environmental and heritage management and workplace health and safety

acquisition of land in accordance with program requirements

management of corporate property service contracts relating to cleaning, security and other building
services

maintenance of the Queen Street and Valley Malls.
Council's aim is to deliver and manage a corporate real estate portfolio which can be benchmarked against
industry standards.
In 2014-15, Council will:

continue the optimisation of underutilised land and assets, as well as consolidating and rationalising the
property portfolio to ensure best use of commercial and industrial space

continue to review and improve service delivery options for property management and maintenance.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
33,052
8,997
31,227
9,825
Projects
Asbestos Removal - Corporate Real Estate
Consolidation of Field Services Group Depots
Corporate Accommodation Schedule
Corporate Real Estate - Priority Repair
Ferries Terminals Wharves Moorings and Bridges
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 140 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
354
2
1,000
516
3,296
43
216
369
4
3,500
800
567
1,535
23
223
297
4
524
2,045
25
230
373
5
534
1,813
24
238
Program 8 – City Governance
New North RBC Design and Fitout
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Old Wynnum State School Development
Security Master Plan - Outcomes
TradeCoast Land JV
500
3,787
463
4,250
297
303
303
1,500
303
303
1,500
303
303
303
303
Outcome 8.4 Value for Money Support Services
Outcome description
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.
Where we are now
Council has implemented a range of strategies to provide cost efficient and effective support services with a
strong focus on project delivery and outcomes.
Where we want to be
Council into the future will continue to:

deliver outcomes cost effectively

support decision making with high quality and timely information

ensure resources are prioritised to delivery of community outcomes and services and to achieving the
objectives of the Corporate Plan

work together to improve the city's economic prosperity and create value for customers and the community

have a highly skilled, capable and effective workforce

realise the benefits of business improvement initiatives.
Strategy 8.4.1 Effective Support Services to Enhance Council Business
Ensure an outcome and delivery led response to providing support services.
Service 8.4.1.1 Enhancing Council Project Delivery
Procurement functions in this service include but are not limited to:

ensuring value for money, the highest standard of probity and accountability in the procurement process
and publishing all tenders and results of tendering on the internet

maintaining Corporate Procurement Arrangements and best practice management of procurement

social procurement initiatives to increase the capacity of local social enterprises to meet demands
sustainably

providing fleet management planning, acquisition, reporting and disposal services.
Best practice risk management functions in this service include but are not limited to:

managing and updating risk profiles at a corporate level

providing financial risk management strategies including control practices

maintaining an insurance program to protect Council from adverse financial consequences of accidents,
damage and loss

delivering, proactive fraud prevention and misconduct investigation functions.
Brisbane City Legal Practice (BCLP) functions in this service include but are not limited to:

a comprehensive range of cost efficient legal services

managing cost effective, external legal services for Council, where required

developing the capability of Council staff in basic legal concepts and issues, where appropriate.
- 141 -
Program 8 – City Governance
Support Services Centre functions provided in this service include but are not limited to:

financial services including accounting, rates and revenue management

employee services including payroll, recruitment and capability development

supplier services including procurement and logistics for goods and services.
Functions within this service to ensure Council remains a responsible and attractive employer include but are not
limited to:

review and the modernisation of industrial awards

improved workforce planning processes to identify and address current and future capacity and capability
requirements to develop a cost effective workforce

implementation of Zero Harm strategy and support for the Equity and Diversity agenda

attracting, developing and retaining talented motivated employees through the implementation of the talent
management strategy.
Organisational management services are also provided for within this service. This includes developing,
implementing and continually reviewing corporate policies to ensure a strong focus on best practice governance,
accountability and performance issues.
This involves fit for purpose and value for money community and employee research, communicating the
organisations strategic direction to maintain an effective culture and transformational change programs including
the currently underway Business and Systems Efficiency (BaSE) Program. BaSE is a business led
transformational change program that seeks to deliver value for money for Brisbane ratepayers by combining 62
outdated and unsupported ICT systems into one.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
17,865
9,648
60
1,896
2014-15
$000
Projects
Business and Systems Efficiency Program
Employment Programs
Fleet Product Group Acquisition
G20 Coordination Unit
G20 Operations
Securing 2026 Capital Sourcing Program
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 142 -
2015-16
$000
2016-17
$000
2017-18
$000
38,198 13,000
2,128
4,258
4,133
2,975
3,049
215
217
40
41
16,070 16,600 17,100 17,447
277
3,375
3,375
-30,000 -30,000 -30,000 -30,000
408
407
406
416
-
Program 8 – City Governance
Outcome 8.5 Corporate Communication
Outcome description
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.
Where we are now
Council's communication has focused on supporting Council's services by providing clear and relevant
information to the community. This has included creating formal standards and centralised management
processes to increase Council's brand consistency and long-term brand equity.
A centre led communication function ensures communication services across the organisation are integrated,
consistent and delivered in a cost effective way.
The outcome:

manages and provides strategic advice on Council's internal communication and CEO communication

provides communications advice, design and editing services, project management and administration
services to programs and divisions

produces and distributes key corporate publications such as the Corporate Plan and Annual Report

manages Council's corporate media relations activity and strategy

delivers internal communication that supports external communication, the organisation's capability
development and employees as they work to achieve corporate objectives

manages and administers Council's digital communication including social media channels, production of
corporate internet presences and intranet

manages and drives Council's focus on creating accessible and Culturally and Linguistically Diverse
(CALD) communications.
Where we want to be
Council will continue to reap the benefits of centre led communication, gaining greater efficiencies and better
return on investment.
Strategy 8.5.1 Effective Communication
Deliver effective community and employee communications.
Service 8.5.1.1 Communicating Effectively to the Community and Employees
Centre led communication ensures communication services across the organisation are integrated and
consistent. The activities of this service include but are not limited to:

development of communication strategies for Council's services, facilities and products

production of creative collateral to support execution of these strategies

management of Council sponsorships and leverage of sponsorships to achieve maximum impact and
return on investment for ratepayers

corporate media relations activity, media strategy, media monitoring and issues based communication

corporate website ownership and incorporation of digital communication strategy into campaigns

evaluation of effectiveness of campaigns and communication activities

production and distribution of Council's "Living in Brisbane" and “Business in Brisbane” publications

corporate website ownership and content production

administration and governance of social media channels (Twitter, Facebook, Pinterest, Instagram,
Foursquare, Tumblr, etc)

intranet administration and governance

administration of open data

ensuring Council meets its online accessibility requirements.
The service also provides support and strategic advice across the organisation in support of communication
regarding projects and initiatives.
- 143 -
Program 8 – City Governance
Projects
Living in Brisbane Publication
Business in Brisbane Publication
EKKA
Enhanced Customer Communication
Online Forms
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
1,167
96
127
100
416
200
-
1,196
63
130
217
204
-
1,223
65
135
50
150
209
-
1,222
67
150
214
-
Outcome 8.6 ICT – Information and Communications Technology
Outcome description
Utilise information and communications technology (ICT) effectively to improve business functions and deliver
benefits to the community.
Where we are now
Council's activities and services are supported and enabled by efficient, flexible and innovative ICT services and
rapid response to the organisation's needs. Council's ICT Strategic Plan recognises the key role ICT plays in
supporting Council's transformational change agenda and supports the focus on upgrading Council's overall ICT
capability. Council is re-engaging with the industry sector through procurement and data sharing.
This outcome contributes to technology solutions that deliver benefits to Council and to the community, including
delivery of:

an upgrade to Council’s eBimap system providing customers with access to geospatial information
maintained by Council to support improved planning and development in the city

modern and reliable technology and tools including: an upgrade to Council’s telephony system to a faster,
more agile solution; up-to-date Information Security tools and an upgrade to Council’s email system, to
provide improved services to Brisbane residents

an integrated project management tool, providing improved financial reporting and resource management
capability for projects in Council

adopting a new technology innovation framework to identify opportunities for Council to deliver smarter
services to Brisbane businesses and ratepayers through technology.
Where we want to be
ICT in Council will continue to focus on ensuring that delivery of information and technology services effectively
support Council’s business requirements and are valued by our colleagues and customers. ICT plays a critical
role in ensuring Council is well placed to deliver the Brisbane Vision.
Council's successful transformation will be enabled by the ICT Strategic Plan's focus on:

customer service - delivering relevant customer focused services, technologies and information to improve
Council's services to customers and meet the demands of a New World City

business efficiency - providing integrated information through redesigned business processes which
maximise the opportunities and efficiencies offered by transformational technologies

ICT leadership and capability - providing ICT leadership to meet Council's information and business needs
through an innovative, customer focused ICT organisation and modern, scalable, agile technology which
can respond to emerging challenges.
There will be an ongoing focus in ensuring Council receives the anticipated benefits from the upgraded ICT
capability, through effective service management and adoption of a more responsive, customer focused
approach.
- 144 -
Program 8 – City Governance
Strategy 8.6.1 Information Driven Organisation
Council utilises its information assets and harnesses technology to deliver business advantage for the benefit of
the city.
Service 8.6.1.1 Optimise Organisational ICT Effectiveness
The ICT service will mature its transformational capability, ensuring Council is continually provided with modern,
reliable technology and tools and information that effectively support the needs of our flexible and mobile
workforce.
A continued focus will also be on utilising ICT service options that are considered to be best value to Council and
the Brisbane community.
Operating
Expense
Revenue
Anticipated
2013-14
$000
Proposed
2014-15
$000
400
630
546
656
Projects
Business Continuity Project
Capacity and Resource Planning
CityDocs - Document Management System
Desktop Strategy Implementation
eBimap Upgrade
End to End Business Reporting ICT Services
FloodWise Information System
Infrastructure Management Program - Network and
Fibre
Infrastructure Management Program - Server and
Storage
Infrastructure Management Program - Software
Messaging Implementation
One Council Workflow
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 145 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
100
115
46
30
250
40
486
105
146
1,154
1,374
4,041
2,472
1,120
1,153
19
-
128
46
1,125
40
40
486
105
144
1,070
916
3,335
2,279
822
1,551
100
20
-
132
46
1,124
40
40
648
105
143
1,839
1,223
2,037
1,857
3,207
1,648
300
1,448
564
63
-
146
51
500
30
190
40
707
105
157
3,338
3,536
1,065
883
1,729
-
Program 8 – City Governance
Open Data
Security Improvement Program
SOA Rollout
Teleworking and Remote Depot Desktop
Performance
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
150
1,039
651
797
29
180
-
700
327
752
-
1,150
609
1,100
300
555
-
1,150
734
1,100
-
Outcome 8.7 Disaster Response and Recovery
Outcome description
Council plans, organises, co-ordinates and implements measures to prepare for, respond to, and recover from,
disasters in the Brisbane area.
It has first-hand knowledge and understanding of social, economic, infrastructure and environmental issues
within the Brisbane community and supports the community when responding to, and recovering from, both
natural and man-made disasters.
This outcome contributes to the Brisbane Vision goal of a friendly, safe city.
Where we are now
This outcome is responsible for developing and maintaining an effective level of capability and capacity within
Council to prevent, prepare, respond and recover from major disaster events.
Council has a disaster response capability and a local disaster management plan compliant with the Queensland
Government's Disaster Management Act 2003.
Council's disaster management arrangements are based on a comprehensive and integrated all hazards, all
risks, multi-agency and community focused approach.
Council's endorsed Brisbane Incident Management System (BIMS) is the strategic framework for incident
management that underpins Council's co-ordinated approach to responding to, and recovering from, a major
disaster or event. Under BIMS, Council maintains a Local Disaster Management Group (LDMG), a Local
Disaster Coordination Centre (LDCC) and Regional Incident Management Teams (RIMTs).
Council is committed to continually improving its emergency management capability and effectiveness.
Where we want to be
Council is dedicated to building a robust and resilient community. It will deliver disaster planning and
preparedness that has a positive effect to reduce the impact of disasters.
Council will maintain the best response capability through continuous business improvement and best practice
audit and review processes while thinking strategically for the future and embracing new ideas to ensure it
remains at the forefront in disaster management.
Strategy 8.7.1 Disaster Response and Recovery
Develop effective disaster management and response and recovery capabilities and systems.
Service 8.7.1.1 Disaster Response and Recovery
Response and recovery are the major service areas.
The response service ensures that Council complies with its legislative requirements under the Disaster
Management Act (2003) by:
- 146 -
Program 8 – City Governance





maintaining a Local Disaster Management Group to ensure effective disaster management in Council
regularly reviewing and exercising Council's Disaster Management Plan and arrangements
maintaining, enhancing and continuously improving an effective response capability to disaster events in
the city
undertaking annual exercises to further identify potential improvement and efficiency opportunities
taking an all hazards approach.
The response service also:

develops, regularly reviews and assesses disaster management in Brisbane and ensures consistency with
Queensland Government requirements

regularly reviews the local Disaster Management Plan

manages disaster operations in Brisbane and identifies and co-ordinates the use of resources

ensures the community is aware of ways of mitigating the adverse effects of an event, and preparing for,
responding to and recovering from a disaster

establishes and reviews communications systems for use during events and disasters

provides timely information, advice, reports and recommendations to the District Disaster Management
Group and other external and internal stakeholders

provides leadership in the development, implementation and evaluation of Council's Disaster Management
workforce plan, Capability Framework, capability projects and annual training calendar to support
Council's disaster response and recovery plans

builds and maintains collaborative relationships with and between stakeholders, service providers and
sector partners to build the disaster response and recovery capability of Council's workforce.
The LDCC is activated as needed by Council or to support the LDMG in accordance with the endorsed Brisbane
Incident Management System (BIMS). The LDCC co-ordinates and prioritises the use of resources and assets to
support Council's response and recovery operations. Its Standard Operating Procedures are reviewed and
updated annually and tested at least once each calendar year using a scenario exercise. The procedures are
also reviewed as part of the debrief process, following activations of the LDCC.
The recovery service ensures planning, co-ordination and implementation of recovery activities and
recommendations from inquiries and reviews. It delivers a portfolio management approach to co-ordinating the
disaster recovery projects and programs for Council.
Operating
Anticipated
2013-14
$000
Proposed
2014-15
$000
2,355
-
2,609
-
Expense
Revenue
Projects
Disaster Management Planning
Disaster Management Training Framework
Flood Information Centre
LDCC Enhanced Disaster Information Management
System
Local Disaster Coordination Centre Refurbishment
SMS Early Warning Alerts
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
Capital
Expense
Revenue
- 147 -
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
83
109
102
269
76
610
-
80
112
118
243
79
591
-
78
114
122
80
604
-
79
115
125
603
-
Program 8 – City Governance
Total Project Expenditure Combined with Rolling Projects
Project
ACT Upgrade - Ward Office Rollout
Administer Elections
Asbestos Removal - Corporate Real Estate
Asia Pacific Cities Biennial Summit
Business and Systems Efficiency Program
Business Continuity Project
Business in Brisbane Publication
Capacity and Resource Planning
CCCLM Executive Directorate Canberra
CityDocs - Document Management System
Consolidation of Fields Services Group Depots
Corporate Accommodation Schedule
Corporate Real Estate - Priority Repair
Council of Mayors SEQ Executive Directorate
Desktop Strategy Implementation
Disaster Management Planning
Disaster Management Training Framework
eBimap Upgrade
EKKA
Electronic Meeting Paper Distribution
Employment Programs
End to End Business Reporting ICT Services
Enhanced Customer Communication
Fleet Product Group Acquisition
Flood Information Centre
FloodWise Information System
G20 Coordination Unit
G20 Operations
Infrastructure Management Program - Network and Fibre
Infrastructure Management Program - Server and
Storage
Infrastructure Management Program - Software
LDCC Enhanced Disaster Information Management
System
Living in Brisbane Publication
Local Disaster Coordination Centre Refurbishment
Messaging Implementation
New North RBC Design and Fitout
Old Wynnum State School Development
One Council Workflow
Online Forms
Open Data
Securing 2026 Capital Sourcing Program
Security Improvement Program
Security Master Plan - Outcomes
SMS Early Warning Alerts
SOA Rollout
Teleworking and Remote Depot Desktop Performance
TradeCoast Land JV
TOTAL
- 148 -
2014-15
$000
96
356
427
40,326
100
96
115
494
46
1,000
516
3,339
635
83
109
280
127
30
4,258
526
516
16,070
102
251
277
3,375
2,528
6,513
2015-16
$000
141
5,783
373
720
13,000
63
128
516
46
4,300
567
1,558
680
1,125
80
112
40
130
4,133
526
217
16,600
118
249
1,986
5,614
2016-17
$000
108
301
330
65
132
512
46
524
2,070
715
1,124
78
114
40
135
2,975
688
200
17,100
122
248
3,062
3,894
2017-18
$000
109
378
470
67
146
513
51
534
1,837
717
500
79
115
220
150
3,049
747
17,447
125
262
3,338
4,601
1,120
269
2,373
243
4,855
-
2,612
-
1,167
76
1,153
500
4,250
19
200
150
-29,592
1,690
297
610
797
209
303
1,196
79
100
1,500
20
204
-29,593
1,027
591
752
303
1,223
80
1,748
1,500
627
209
-29,594
1,759
604
1,100
855
303
1,222
214
-29,584
1,884
603
1,100
303
65,809
37,600
19,852
13,809
Appendix of Schedules
Appendix of Schedules
Conservation Reserves Management Program
Refer to: 1.3.2.1
Description
Suburb
Biodiversity Restoration
Habitat Tree Assessment Methodology Pilot Study
Karawatha Forest Park - Acacia Rd
Leacroft Road Park - Leacroft Rd
Mt Gravatt Outlook Reserve - Mt Gravatt Rd
Site cleansing and rubbish removal for land purchased
Tinchi Tamba Wetlands Reserve - Wyampa Rd
Natural Area Development
Boondall Wetlands - Nudgee Rd
Chermside Hills Reserve - Walker St
Investigation and design of natural areas
Karawatha Forest Park - Acacia Rd
Mt Coot-tha Reserve - Mt Coot-tha Rd
Mt Gravatt Outlook Reserve - Mt Gravatt Rd
Raven Street Reserve - Rode Rd
Tingalpa Creek Reserve - Toronto Rd
Toohey Forest Park - Toohey Rd
Natural Area Fencing
Beaudesert Road Park (No.2911) - Beaudesert Rd
Changing Mountain Bushland - Lake Manchester Rd
Fencing of new acquisitions
Fort Road Bushlands - Cliveden Ave
Karawatha Forest Park - Acacia Rd
Supply and install new powder-coated yellow vehicle gates
Tilley Road Park - Tilley Rd
Natural Area Access
Karawatha Forest Park - Acacia Rd
Mt Coot-tha Reserve - Mt Coot-tha Rd
Nudgee Waterhole Reserve - Nudgee Rd
Track and trail condition audits
Fire Preparedness
Annual monitoring along 29 transects across the city to collect
data pertaining to fuel load
Axis Pl - construction of essential fire management infrastructure
Citywide fire management plan
Construct fire access tracks
Develop a Natural Area Fire Management Atlas
Mt Coot-tha Reserve - Mt Coot-tha Rd
Rectification of eroded tracks for essential fire management
Sergeant Dan Stiller Memorial Reserve - Wadeville St
Tinchi Tamba Wetlands Reserve - Wyampa Rd
Upgrade fire breaks
Upgrade to existing fire access tracks
VHF radio communications
Total
- 149 -
$'000
Various
Karawatha
Burbank
Mt Gravatt
Various
Bald Hills
47
53
24
21
141
118
Nudgee Beach
McDowall
Various
Karawatha
Mt Coot-tha
Mt Gravatt
Chermside West
Chandler
Salisbury, Nathan
54
120
130
24
77
61
35
191
24
Parkinson
Kholo
Various
Oxley
Karawatha
Various
Wakerley
65
188
278
35
71
82
53
Karawatha
Mt Coot-tha
Nudgee
Various
130
306
77
40
Various
200
Various
Various
Various
Various
Mt Coot-tha
Various
Heathwood, Larapinta
Bald Hills
Various
Various
Various
118
41
212
118
363
271
41
12
59
141
47
4,068
Appendix of Schedules
Memorials and Heritage Restoration
Refer to: 1.4.3.1
Description
Suburb
Centenary Suburbs War Memorial Gardens
Mt Ommaney
Hemmant Recreation Reserve - Doughboy Pde
Hemmant
Mowbray Park - Lytton Rd
East Brisbane
Nundah Memorial Park - Buckland Rd
Nundah
Pike Place Park - Brookfield Rd
Kenmore
Upgrade of ANZAC memorials for the Centenary in 2015
Various
Upgrade of Memorials across Central region
Various
Upgrade of Memorials across East region
Various
Upgrade of Memorials across North region
Various
Upgrade of Memorials across South region
Various
Upgrade of Memorials across West region
Various
Yeronga Memorial Park - Park Rd
Yeronga
Total
$'000
60
66
85
30
30
164
91
91
91
91
91
67
957
Dog Off Leash Area Refurbishment
Refer to: 1.4.3.1
Description
Beryl Roberts Park - Baroda St
Bill Lamond Park - Andrew St
Bulimba Riverside Park - Addison Ave
Gilbert Park
Merri Merri Park - Greenford St
Neal Macrossan Playground Park - Caroline St
Perrin Park
Real Park - Heath St
Shand Street Park (No.100) - Shand St
Tigris Street Park
Total
Suburb
Coopers Plains
Lota
Bulimba
Red Hill
Chapel Hill
Paddington
Toowong
East Brisbane
Stafford
Riverhills
$'000
157
90
52
22
60
52
10
30
45
19
537
Park Access Assets Maintenance and Rehabilitation
Refer to: 1.4.3.1
Description
Suburb
Annual audit and inspection program
Bridge/culvert repairs and/or rehabilitation
Bridges and boardwalks forward planning and design
Centenary Place Park - Wickham St
Colmslie Beach Reserve - Colmslie Rd
Crosby Park
Crosby Road Park - Sykes St
Garrett Park - Kalanda St
Huxtable Park
Inverness Street Park - Canvey Rd
Investigation and Design
Jack Kerr Court Park
Kookaburra Park - West
McPherson Park - Denham St
Moora Park - Park Pde
Mt Gravatt Outlook Reserve - Mt Gravatt Rd
Mt Ommaney Bushland Reserve
Northey Street Park - Edgar St
Paten Park - Paten Rd
Various
Various
Various
Fortitude Valley
Murarrie
Albion
Ascot
Runcorn
Chermside West
Upper Kedron
Various
Mt Crosby
Karana Downs
Bracken Ridge
Shorncliffe
Mt Gravatt
Mt Ommaney
Windsor
The Gap
- 150 -
$'000
167
161
66
107
121
237
279
87
36
20
32
91
47
83
71
196
59
178
47
Appendix of Schedules
Park Access Assets Maintenance and Rehabilitation
Refer to: 1.4.3.1
Perrin Park - Josling St
Toowong
Porter's Paddock Park
Tingalpa
Shand Street Park (No.100)
Stafford
Shaw Estate Park - Shaw Rd
Wavell Heights
Warren Ritchie Memorial Complex Park - Boundary Rd
Ellen Grove
Yimbun Park - Padstow Rd
Sunnybank
Total
356
131
47
208
297
214
3,338
Park Infrastructure, Facilities and Landscaping Upgrade
Refer to: 1.4.3.1
Description
Suburb
Alfred and Lucinda Best Park - Payne Rd
Balmoral Park - Wynnum Rd
Bayside Park - The Esp
Boorabbin Picnic Ground - Stackpole St
Bowen Park - Bowen Bridge Rd
Bulimba Memorial Park
Captain Burke Park - Holman St
Colmslie Beach Reserve - Colmslie Rd
Dash Street Park - Duggan St
Greenways Esplanade Park - Greenways Esp
Jindalee Boat Ramp Park - Mt Ommaney Dr
Landscaping and Signs
Mortimer Road Park - Mortimer Rd
Mowbray Park - Lytton Rd
Mt Gravatt Outlook Reserve - Mt Gravatt Rd
Neal Macrossan Playground Park
New Farm Park
Norman Buchan Park - Rainworth Rd
Post Office Square
Power Poles Replacement and Repairs
Rehabilitation works
Sandgate Foreshores Park
Sandgate Foreshores Park - Flinders Pde
Stanley Day Park - Grand St
Sutling Street Park
Upgrade and Standardise Switch Boards
Wally Tate Park - Beenleigh Rd
West End Community Park - Boundary St
Wittonga Park - Hilder Rd
Total
The Gap
Morningside
Manly
Wishart
Bowen Hills
Bulimba
Kangaroo Point
Murarrie
Keperra
Parkinson
Jindalee
Various
Acacia Ridge
East Brisbane
Mt Gravatt
Paddington
New Farm
Bardon
Brisbane
Various
Various
Sandgate
Shorncliffe
Bald Hills
Chapel Hill
Various
Kuraby
West End
The Gap
$'000
130
156
65
212
212
204
313
41
51
94
130
71
118
59
265
22
47
18
47
254
235
118
35
35
14
179
389
260
39
3,813
Play Safe Upgrades
Refer to: 1.4.3.1
Description
Suburb
Boles Street Park
Captain Burke Park
Cubberla Creek Reserve - Fig Tree Pocket Rd
Ewan Place Park
Ferguson Park (Bracken Ridge) - Barrett St
Gibson Place Park - Monaco St
Hancock Park - Pine Village Park - Huon Pl
John Patterson Park
Stafford
Kangaroo Point
Chapel Hill
Bracken Ridge
Bracken Ridge
Holland Park West
Forest Lake
Chermside
- 151 -
$'000
35
58
167
63
134
154
171
58
Appendix of Schedules
Play Safe Upgrades
Refer to: 1.4.3.1
Wynnum West
Windsor
Kedron
The Gap
Kelvin Grove
Mackenzie
Kianawah Road Park - Ropley Rd
Mann Park
Mercer Park
Paten Park
Picot Street Park
Taylor Place Park
Total
76
35
49
23
58
40
1,121
Upgrade Neighbourhood Parks
Refer to: 1.4.3.1
Description
Suburb
7th Brigade Park - Hamilton Rd
Amazon Place Park - Amazons Pl
Arbor Street Park - Tramway St
Avondale Park
Balvenie Street Park
Benelong Park
Blaker Rd Park
Broadwater Picnic Ground Park
Bulimba Riverside Park - Addison Ave
C.B. Mott Park
Col Bennet Park - Triantha St
Coventry Place Park
Crosby Road Park - Crosby Rd
Cubberla Creek Reserve
Desoto Place Park
Dorrington Park - Mirrabooka Rd
Emergent works
Forward planning and design
Fred Francis Park
Frinton St Park
Green Park
Ian Page Park - Cloverbrook Pl
Isaac Best Park
Jack Cook Memorial Park Stage 1
Kangaroo Point Cliffs Park - River Tce
Karella St Park
Mayne Estate Picnic Area (Toohey Forest Park)
Mercer Park
Michael Place Park
Moggill District Sports Park
Newbury Park
Phil Denman Park
Portwine St Park
Purtell Park
Rosecrea Street Park
Sandgate Third Lagoon Reserve - Baskerville St
Scott St Park
Tallana Place Park
Tamarisk Way Park
Teralba Park
Thrush St Park
V.MCN. Peachey Park
Wakerley Park
Chermside
Jindalee
Ferny Grove
Sinnamon Park
Keperra
Kedron
Keperra
Mansfield
Bulimba
Holland Park
Algester
Sunnybank Hills
Ascot
Kenmore
Forest Lake
Ashgrove
Various
Various
Bracken Ridge
Wishart
Wynnum
Carina
Bracken Ridge
Taringa
Kangaroo Point
Fig Tree Pocket
Moorooka
Kedron
Bracken Ridge
Moggill
Carindale
Jamboree Heights
Murarrie
Bardon
Tingalpa
Brighton
Norman Park
Inala
Drewvale
Everton Park
Inala
Oxley
Wakerley
- 152 -
$'000
39
299
179
60
40
60
215
60
48
60
72
60
657
24
30
60
139
113
48
66
60
158
54
167
48
72
96
72
30
597
60
119
48
92
48
155
48
36
30
122
54
60
100
Appendix of Schedules
Upgrade Neighbourhood Parks
Wal Cocking Park - Moggill Rd
Wally Tate Park - Beenleigh Rd
Wembley Park
Westaway Park - Garro St
Williams Park - Elite St
Wishart Community Park
Wittonga Park
Woolloongabba Rotary Park - Camberwell St
Total
Refer to: 1.4.3.1
Kenmore
Kuraby
Coorparoo
Moggill
Runcorn
Wishart
The Gap
East Brisbane
62
155
24
60
382
66
60
107
5,571
Waterways Health Enhancement
Refer to: 1.6.2.1
Description
Allara Pl
Citywide Pre-assessment, Planning, Prioritisation and
Communication
Delavan St
Dixon St
Glenefer St
Investigation, Feasibility and Design of Waterway Enhancement
Projects
Morley St - Coorparoo Park
Queensland Rd
Rehabilitation and Maintenance of recently constructed projects
Shand St - Stage 1
The Blvd
Total
Suburb
Eight Mile Plains
Various
$'000
427
320
289
289
231
580
Wishart
Ashgrove
Runcorn
Various
81
358
457
693
115
3,840
Coorparoo
Darra
Various
Stafford
Chermside
Wharves, Jetties, Pontoons and Fishing Platforms
Refer to: 1.6.3.1
Description
Suburb
Austral St
Baxters Jetty
Design and Investigation
Emergent Rehabilitation Works
Kedron Brook Pontoon
Kendall St
Newstead Pontoon - Breakfast Creek
Oxley Jetty, Rocks Riverside Park
Total
St Lucia
Shorncliffe
Various
Various
Nudgee Beach
Oxley
Newstead
Seventeen Mile Rocks
- 153 -
$'000
40
78
85
103
104
226
155
544
1,335
Appendix of Schedules
Sea and River Walls Rehabilitation
Refer to: 1.6.3.2
Description
Suburb
City Botanic Gardens
Emergent Rehabilitation Works
Higgs St
Investigation, Planning and Design
Lota Esp
West End River wall at steps
Wynnum North Sea Wall
Total
Brisbane City
Various
Hamilton
Various
Lota
West End
Wynnum
$'000
472
257
91
204
70
160
107
1,361
Local Drainage Construction
Refer to: 1.7.1.4
Description
Suburb
Affleck St
Andan St
Coulson St
Doncaster St
Fifteenth Ave
Greenview Cl
Heliopolis Pde
Jenner St
Lanham Ave
Mapleton Cr
Mellor St
Navy St
North Rd
Shaftesbury St
Taylors Rd
Various Locations - Emergent Works
Walker St
Total
Alderley
Murarrie
Wacol
Hendra
Brighton
Mitchelton
Mitchelton
Nundah
Grange
Forest Lake
Kedron
Holland Park
Wynnum West
Tarragindi
Gaythorne
Various Suburbs
Windsor
$'000
557
349
109
197
109
175
328
546
218
360
328
164
328
218
164
573
142
4,865
Major Drainage Construction
Refer to: 1.7.1.5
Description
Suburb
Beck St
Charlotte St / Hayward St
Juliette St
Kadina St
Palm Ave
Trenton St
Total
Paddington
Paddington
Greenslopes
The Gap
Shorncliffe
Kenmore
$'000
747
1,621
2,153
1,593
1,884
2,261
10,259
Stormwater ICP Infrastructure
Refer to: 1.7.1.6
Description
Suburb
Bowen Tce - Stage 3
Developer Contribution - Emergent Works
Hamilton Rd
Ipswich Rd - Stage 1
Kurilpa St
Fortitude Valley
Various
Chermside
Wacol
West End
- 154 -
$'000
1,615
380
814
445
159
Appendix of Schedules
Stormwater ICP Infrastructure
Refer to: 1.7.1.6
Pine Rd
Richlands
Pre-assessment and Design
Various
Sandmere Rd
Pinkenba
Victoria St - Stage 4
West End
Water Resources Studies for Priority Infrastructure Plans
Various
Carryover
Victoria St - Stage 3
West End
Total
136
380
293
1,410
385
1,085
7,102
Lord Mayor's Flood Taskforce Major Waterways Vegetation Management
Refer to: 1.7.2.2
Description
Suburb
Albany Creek Rd - Cabbage Tree Creek
Altandi St - Bulimba Creek
Barr St - Norman Creek
Beckett Rd - Cabbage Tree Creek
Bedivere St - Philips Creek
Blackberry St - Bulimba Creek
Boundary Rd - Bullockhead Creek
Carwoola St - Ithaca Creek
Centenary Memorial Garden - Mt Ommaney Ck
Dawson Pde - Kedron Brook Creek
Depot Rd - Cabbage Tree Creek
Deshon St - Norman Creek
Evans Rd - Rocky Water Holes Creek
Fletcher Pde - Ithaca Creek
Fulcher Rd - Ithaca Creek
Gallipoli St - Philips Creek
Gay St - Stable Swamp Creek
Glenrosa Rd - Ithaca Creek
Greencamp Rd - Lota Creek
Gympie Rd - Cabbage Tree Creek
Hall Ave - Oxley Creek
Harvard St - Cabbage Tree Creek
Hoad St - Mimosa Ck
Jason St - Ithaca Creek
Jubilee Tce - Ithaca Creek
Kirralee Cr - Kedron Brook
Lemke Rd - Cabbage Tree Creek
Logan Rd - Norman Creek
Magenta Cr - Kedron Brook
Milton St - Norman Creek
Monash St - Cabbage Tree Creek
Murphy Rd - Zillman Waterholes Creek
Naldi St - Bulimba Creek
Oaklands Pde - Norman Creek
Padstow Rd - Bulimba Creek
Pratten St - Oxley Creek
Pritchard Rd - Lytton Drain
Queensland Rd - 17 Mile Rocks Creek
Roghan Rd - Cabbage Tree Creek
Sandgate Rd - Zillman Waterholes Creek
Station Ave - Cannery Creek
Tingal Rd - Wynnum Creek
Carseldine
Runcorn
Tarragindi
Bridgeman Downs
Carindale
Mansfield
Richlands
Bardon
Mt Ommaney
Mitchelton
Taigum
Woolloongabba
Salisbury
Bardon
Red Hill
Carina Heights
Coopers Plains
Red Hill
Wakerley
Carseldine
Corinda
Fitzgibbon
Upper Mt Gravatt
Red Hill
Ashgrove
Upper Kedron
Taigum
Greenslopes
Mitchelton
Norman Park
Fitzgibbon
Geebung
Runcorn
East Brisbane
Eight Mile Plains
Corinda
Lytton
Darra
Taigum
Boondall
Northgate
Wynnum
- 155 -
$'000
46
46
24
30
30
24
41
40
62
30
30
12
24
24
24
26
24
24
35
46
24
18
24
18
31
12
24
24
41
18
46
18
24
12
53
41
24
35
47
24
12
18
Appendix of Schedules
Lord Mayor's Flood Taskforce Major Waterways Vegetation Management
Refer to: 1.7.2.2
MacGregor
Enoggera
Chermside
Mansfield
Tingalpa
Carindale
Tingalpa
Morningside
Turnmill St - Mimosa Creek
Wattle St - Enoggera Creek
Webster Rd - Somerset Creek
Wecker Rd - Bulimba Creek
Wondall Rd - Bulimba Creek
Wright St - Bulimba Creek
Wynnum Rd - Bulimba Creek
Wynnum Rd - Perrin Creek
Total
64
18
12
81
18
12
24
12
1,471
Stormwater Drainage Rehabilitation
Refer to: 1.7.2.3
Description
Suburb
Abbotsford Rd
Beatham St
Beatrice Tce
Bulimba Pde
Cordelia St
Emergent Rehabilitation Works
Esplanade
Eva St
Grantham St
Reading St
Rosemary St
Royal Esp
Welsby St
Wickham Gr
Wynnum North Esp
Total
Bowen Hills
Sandgate
Ascot
Bulimba
South Brisbane
Various
Manly
Coorparoo
Dutton Park
Paddington
Inala
Manly
New Farm
Newstead
Wynnum
$'000
384
716
99
949
658
485
130
30
168
143
226
494
358
176
130
5,146
Gully Reconstruction
Refer to: 1.7.2.6
Description
Suburb
Bracken Ridge
Central
Chandler
Deagon
Doboy
Enoggera
Hamilton
Holland Park
Jamboree
Karawatha
MacGregor
Marchant
McDowall
Moorooka
Morningside
Northgate
Parkinson
Pullenvale
Richlands
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
Various
- 156 -
$'000
56
69
56
56
63
63
63
63
70
48
53
53
53
70
76
70
45
45
53
Appendix of Schedules
Gully Reconstruction
Refer to: 1.7.2.6
Various
Various
Various
Various
Various
Various
Various
Tennyson
The Gabba
The Gap
Toowong
Walter Taylor
Wishart
Wynnum Manly
Total
70
63
60
66
56
53
48
1,541
Constructing Key Bikeway Links in Brisbane Suburbs
Refer to: 2.1.3.1
Description
Suburb
Active Communities - Aspley
Active Communities - Carina
Active Communities - Chermside
Active Communities - Deagon
Active Communities - Ferny Grove
Active Communities - Forward Design
Active Communities - Greenslopes
Active Communities - Inala
Active Communities - Mitchelton
Active Communities - Wynnum
Beckett Rd
Bennetts Rd
Bicentennial Bikeway Stage 4 (Land St to Toowong)
Bike Racks and Trip Facilities
Cabbage Tree Creek Stage 4
CBD - Carindale, Logan Rd to Hampton St
CBD - Wynnum, Norman Creek Crossing
Centenary Bikeway - Akuna St
Centenary Bikeway - Darra Railway Station / Bullockhead Rd
Centenary Bikeway - Sinclair Dr
Commuter Bikeway Corridors - Forward Design
Commuter Link Bikeways - Forward Design
Counters and Monitoring
Cycling Brisbane
Dutton Park Bikeway -V1 Bikeway to Eleanor Schonnell Bridge
Eight Mile Plains Bikeway
Enoggera Creek Bikeway, Kelvin Grove (Bancroft to Spencer)
Hoyland St
Kedron Brook Bikeway - Diggers Dr
Kedron Brook Bikeway - Royal Pde
Kedron Brook Bikeway - Uxbridge St to Shaw Rd
Lanita Road Bikelanes
Lighting
Local Bikeway Improvements
Local Bikeways - Forward Design
Minosa Creek Bikeway Klumpp Road - Roly Chapman
Moreton Bay Bikeway - BAC Connection
Northern Bikeway - Price St to Kedron Brook
Northern Bikeway - Rode Rd to Kuran St
Osborne Rd (Prospect Rd to Osborne Rd)
Rail Corridors
- 157 -
Aspley
Carina
Chermside
Deagon
Ferny Grove
Various
Greenslopes
Inala
Mitchelton
Wynnum
McDowall
Camp Hill
Toowong
Various
Aspley
Woolloongabba
East Brisbane
Kenmore
Darra
Carole Park
Various
Various
Various
Various
Dutton Park
Eight Mile Plains
Kelvin Grove
Bald Hills
Wooloowin
Enoggera
Kedron
Ferny Grove
Various
Various
Various
Upper Mt Gravatt
Eagle Farm
Wooloowin
Kedron
Mitchelton
Various
$'000
102
132
102
102
102
102
122
132
203
132
102
315
9,989
56
220
170
1,123
203
203
152
102
254
81
340
102
1,157
406
220
142
203
102
102
217
102
102
762
1,219
102
254
952
20
Appendix of Schedules
Constructing Key Bikeway Links in Brisbane Suburbs
Refer to: 2.1.3.1
Safety Improvement Program
Various
Safety Program - Forward Designs
Various
Salisbury Bikepath
Salisbury
Signage Program
Various
Tones Rd
Mansfield
Carryover
Bicentennial Bikeway Stage 4 (Land St to Toowong)
Toowong
Regatta and Milton Ferry Terminal connections
Toowong
Total
111
102
240
202
1,202
1,468
2,032
26,062
Riverwalk Maintenance and Rehabilitation
Refer to: 2.1.3.2
Description
Suburb
Queen St Admiralty Quays Structural Repair
Queen St City Reach Lease Management
RPEQ Assessment and Design Investigation
Total
Brisbane City
Brisbane City
Various Suburbs
$'000
3,476
241
301
4,018
Road Network Design
Refer to: 2.3.1.1
Description
Boundary Rd
ICB
Investigations and Emergent Design
Moggill Rd/Coonan St Feasibility Investigations
Suburb
Coorparoo
Herston
Various
Toowong, Taringa,
Indooroopilly
East Brisbane
Stanley St
Total
$'000
28
246
283
674
282
1,513
Major Traffic Improvements – Intersections
Refer to: 2.3.2.1
Description
Suburb
Beams Rd and Lacey Rd
Bridge St and Hudson St
Commercial Rd/Skyring Tce
Federal Government Black Spot Program
Fison Ave West and Eagleview Tce
Future Design
Millers Rd and Underwood Rd
Rogan Rd and Muller Rd
Seventeen Mile Rocks Rd
Seventeen Mile Rocks Rd and Duporth Rd
Zillman Rd
Carryover
Future Design
Logan Rd and Deshon St
Millers Rd and Underwood Rd
Total
Carseldine
Wooloowin
Teneriffe
Various
Eagle Farm
Various
Underwood
Boondall
Seventeen Mile Rocks
Seventeen Mile Rocks
Hendra
Various
Woolloongabba
Underwood
- 158 -
$'000
842
650
54
1,947
1,080
568
1,049
150
500
2,660
120
849
350
300
11,119
Appendix of Schedules
Road Construction Minor Traffic Density
Refer to: 2.3.2.2
Description
Suburb
Bowser St
Charolais Crescent
Design for Current and Future Years
Duke St
Emergent Works and Developer Contribution Work
Lavarack Ave
Mackellar St
Norman Ave
Orchard Rd
Royal Pde
Thistle St
Trundle St
Total
Windsor
Upper Kedron
Various Suburbs
Nundah
Various Suburbs
Eagle Farm
Newstead
Lutwyche
Ashgrove
Banyo
Lutwyche
Enoggera
$'000
155
110
50
50
42
340
15
113
151
73
58
58
1,215
Retaining Walls and Embankments
Refer to: 2.3.2.2
Description
Suburb
Emergent Works in Various Streets
Inspection Program
Montrose Rd
Rosecliffe St
Stuartholme Rd
Walker Ave
Total
Various Suburbs
Various Suburbs
Taringa
Highgate Hill
Bardon
Teneriffe
$'000
122
100
90
90
799
449
1,650
Ward Footpath and Parks Trust Fund
Refer to: 2.3.2.2
Description
Suburb
Bracken Ridge Ward
Central Ward
Chandler Ward
Deagon Ward
Doboy Ward
Enoggera Ward
Hamilton Ward
Holland Park Ward
Jamboree Ward
Karawatha Ward
MacGregor Ward
Marchant Ward
McDowall Ward
Moorooka Ward
Morningside Ward
Northgate Ward
Parkinson Ward
Pullenvale Ward
Richlands Ward
Tennyson Ward
The Gabba Ward
The Gap Ward
Toowong Ward
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
- 159 -
$'000
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
434
Appendix of Schedules
Ward Footpath and Parks Trust Fund
Refer to: 2.3.2.2
Various Suburbs
Various Suburbs
Various Suburbs
Walter Taylor Ward
Wishart Ward
Wynnum Manly Ward
Total
434
434
434
11,292
Safer Routes to School
Refer to: 2.3.2.2
Description
Suburb
Calamvale Community College
Coorparoo State School
Forward Design
Kelvin Grove State College (Tank St)
MacGregor High School
Queen of Apostles Catholic Primary School
St James Catholic Primary School
St Patrick's College
Total
Calamvale
Coorparoo
Various
Kelvin Grove
MacGregor
Stafford
Coorparoo
Shorncliffe
$'000
77
56
27
97
58
51
56
61
483
Safe School Travel
Refer to: 2.3.2.2
Description
Suburb
Bardon State Primary School
Bracken Ridge State High School
Brisbane Bayside State College
Coorparoo State Primary School
Ferny Grove State Primary School
Grand Avenue State Primary School
Holy Family School
Jindalee State Primary School
Rochedale State High School
Total
Bardon
Bracken Ridge
Wynnum Manly
Coorparoo
Ferny Grove
Forest Lake
Indooroopilly
Jindalee
Rochedale
$'000
60
55
80
50
50
55
55
200
95
700
Local Access Network Improvements
Refer to: 2.3.2.2
Description
Suburb
Archerfield Rd at Old Progress Rd
Beardsden Ave
Bedivere St
Belmont Rd at Annette St
Belmont Rd between Giordano Pl and Hillcroft Pl
Bowen Tce at Bradfield Highway
Brookfield Rd at Boscombe Rd
Brookfield Rd at Kenmore Shopping Centre
Endiandra St at Algester Rd
Fig Tree Pocket Rd
Fletcher Pde at Empress Tce
Given Tce
Holland Rd at Glindemann Dr and Cavillon St
Kitchener Rd at Cavendish Rd
Lacey Rd at Raynbird Pl
Lanercost St at Newman Rd
Lytton Rd at Colmslie Pool
Inala
Newmarket
Carindale
Tingalpa
Belmont
Fortitude Valley
Brookfield
Kenmore
Calamvale
Fig Tree Pocket
Bardon
Paddington
Holland Park
Coorparoo
Carseldine
Geebung
Colmslie
- 160 -
$'000
82
56
57
57
57
77
32
32
81
57
54
62
53
57
32
57
19
Appendix of Schedules
Local Access Network Improvements
Refer to: 2.3.2.2
Chapel Hill
Ascot
St Lucia
Grange
Everton Park
Hawthorne
The Gap
Geebung
Sandgate
Riverhills
Eight Mile Plains
Marmindie St at Fleming Rd
McGill Ave at Lancaster Rd
Mitre St at Sir Fred Schonell Dr
Montpelier St at Ray St
Mountridge St and Sim St
Orchard St at Hawthorne Rd
Settlement Rd at Kilbowie St
Sollis St at Murphy Rd
Southernden St
Sumners Rd at Wacol Station Rd
Underwood Rd
Total
57
93
57
111
31
54
54
31
54
35
32
1,531
Local Area Traffic Management - Traffic Calming
Refer to: 2.3.2.2
Description
Suburb
Bellicent Rd
Edge St
Fifth Ave
Glenholm St
Lawn St Precinct
Richmond St Precinct
Sackerville St Precinct
St Andrews St
Thynne Ave
Wheeler St
Total
Bracken Ridge
Murarrie
Balmoral
Mitchelton
Holland Park
Stafford/Gordon Park
Milton
Kuraby
Norman Park
Mt Gravatt
$'000
38
189
38
117
44
545
44
402
51
305
1,773
Bridge and Culvert Construction – New
Refer to: 2.3.2.2
Description
Suburb
Beckett Rd
Beckett Road Park
Emerging work
Tennis Ave
Carryover
Tennis Ave
Total
McDowall
Bridgeman Downs
Various
Ashgrove
$'000
785
249
349
748
507
2,638
Ashgrove
District Projects
Refer to: 2.3.2.2
Description
Suburb
Algester Rd
Emerging work
Ewer St at Scrub Rd
Gumdale Area Traffic Plan
Rochedale Rd
Telegraph Rd
Carryover
Emerging Work
Gumdale Area Traffic Plan
Total
Parkinson
Various
Carindale
Gumdale
Rochedale
Bracken Ridge
Various
Gumdale
- 161 -
$'000
290
299
380
200
442
525
50
410
2,596
Appendix of Schedules
New Kerb and Channel and Kerb Ramps Construction
Refer to: 2.3.2.2
Description
Suburb
Blandford St
Formosa Rd
Formosa Rd
Mcalroy Rd
Peel St
Tyne St
Various Kerb Ramps across City
Total
Grange
Belmont
Gumdale
Ferny Grove
Newmarket
Taringa
Various Suburbs
$'000
58
45
50
90
53
44
42
382
Roads Network Resurfacing
Refer to: 2.3.3.1
Description
Suburb
Abelia St
Ada St
Agravain St
Albion Rd
Alcester St
Algester Rd
Alloa St
Amelia St
Andaman St
Annerley Rd
Annerley Rd
Anthony St
Appleby Rd
Appoline St
Arbor St
Arenga St
Arnott St
Athos St
Barrett St
Barwon St
Bateman St
Beams Rd
Beams Rd
Belgrave Rd
Bendell St
Bennetts Rd
Bennetts Rd
Berrima St
Bicentennial Rd
Bilsen Rd
Birdwood Tce
Bolton St
Borgnine St
Boston Rd
Boundary Rd
Boundary Rd
Boundary Rd
Boundary Rd
Bowaga St
Bowman Pde
Inala
Taringa
Carindale
Windsor
Grange
Parkinson
Wynnum West
Coorparoo
Jamboree Heights
Annerley
Woolloongabba
Ascot
Stafford
Oxley
Ferny Grove
Wakerley
Kedron
Riverhills
Bracken Ridge
Morningside
Geebung
Boondall
Bridgeman Downs
Indooroopilly
Sunnybank Hills
Camp Hill
Norman Park
Wynnum
Boondall
Geebung
Bardon
Eight Mile Plains
McDowall
Belmont
Archerfield
Camp Hill
Inala
Richlands
Indooroopilly
Bardon
- 162 -
$'000
156
86
114
440
152
713
44
116
110
827
450
417
1,150
35
195
100
102
95
114
154
58
202
330
100
54
105
263
173
344
225
410
46
43
184
1,232
727
378
1,235
55
310
Appendix of Schedules
Roads Network Resurfacing
Bracken Ridge Rd
Bridge St
Brighton Rd
Brisbane St
Brookland Cl
Brown St
Brownlee St
Butterfield St
Buvelot St
Camelot Pl
Camp St
Campus St
Caradoc St
Carbethon St
Cardwellia St
Carfin St
Cartwright St
Cecil Rd
Cervantes St
College St
Concorde St
Connolly St
Coolmunda St
Coopers Camp Rd
Coulter Cres
Cowie Rd
Crockford St
Crookston Ct
Cubberla St
Darra Station Rd
Darragh St
Days Rd
Denton St
Donkin St
Doorey St
Dorsey St
Doulton St
Dulwich Rd
Dunsford St
Dutton St
Earl St
Edinburgh Castle Rd
Edinburgh Castle Rd
Eighth Ave
Eildon Rd
Elanora St
Elizabeth St
Ellen St
Emergent Works in Various Streets
Ettarre St
Eynsford St
Fairlawn St
Farrow St
Felstead St
Ferntree Ct
Refer to: 2.3.3.1
Bald Hills
Fortitude Valley
Sandgate
Toowong/St Lucia
Bridgeman Downs
Windsor
Pinkenba
Herston
Everton Park
Bridgeman Downs
Toowong
Indooroopilly
Capalaba West
Manly
Algester
Ascot
Windsor
Bardon
MacGregor
Hamilton
Mitchelton
Kedron
Mansfield
Bardon
Northgate
Carseldine
Northgate
Carindale
Fig Tree Pocket
Darra
Bracken Ridge
Grange
Wishart
West End
Keperra
Milton
Stafford Heights
Yeronga
Zillmere
Dutton Park
Greenslopes
Kedron
Wavell Heights
Wilston
Windsor
Oxley
Brisbane City
Albion
Various Suburbs
Bracken Ridge
Carindale
Salisbury
McDowall
Everton Park
Runcorn
- 163 -
132
168
165
1,241
27
46
176
747
27
150
26
31
59
82
108
35
85
320
65
98
36
37
90
535
141
70
194
22
244
139
50
231
122
95
126
43
60
38
248
150
607
473
310
95
100
82
263
47
350
51
20
213
46
208
109
Appendix of Schedules
Roads Network Resurfacing
Fifteenth Ave
Flemington St
Forest Lake Blvd
Forest Lake Blvd
Frodsham St
Gem Rd
Geraldine St
Gilston St
Gladstone Rd
Glen St
Glenaan St
Gosport St
Gowan Rd
Grange Rd
Grange St
Greencamp Rd
Greil St
Hale St
Harbut St
Hawthorne Rd
Hawthorne St
Heflin St
Hellawell Rd
Hooker St
Impala St
Innovative Testing, Trials and Special Designs
Ipswich Rd
Jane St
Jenner St
Jephson St
Jessop St
Jones Rd
Juliette St
Kelvin Grove Rd
Kempsie Rd
Kent Rd
Kholo Rd
Kookabah St
Lake Manchester Rd
Langton St
Lanina St
Large Failure Rehabilitation of Various Streets
Lavarack Ave
Ledbury St
Lloyd St
Logan Rd
Logan Rd
Lombard St
Longden St
Lucan Ave
Lutwyche Rd
Lytton Rd
Maidencombe St
Mains Rd
Malt St
Refer to: 2.3.3.1
Brighton
Hendra
Ellen Grove
Forest Lake
Albion
Kenmore
Wavell Heights
Keperra
Highgate Hill
Kelvin Grove
Ferny Grove
Hemmant
Sunnybank Hills
Grange
Calamvale
Wakerley
Brighton
Brisbane City
Holland Park West
Hawthorne
Woolloongabba
Everton Park
Sunnybank Hills
Windsor
Runcorn
Various Suburbs
Woolloongabba
West End
Nundah
Toowong
Windsor
Carina Heights
Greenslopes
Kelvin Grove
Upper Mt Gravatt
Wooloowin
Kholo
The Gap
Kholo
Banyo
Middle Park
Various Suburbs
Eagle Farm
Aspley
Enoggera
Holland Park West
Upper Mt Gravatt
Carina
Coopers Plains
Aspley
Windsor
Murarrie
Geebung
Sunnybank
Fortitude Valley
- 164 -
38
70
373
181
206
122
45
357
547
24
50
1,530
1,031
755
127
862
42
399
24
968
221
89
1,948
39
164
399
946
1,261
172
200
81
35
190
336
152
718
192
29
213
195
103
3,230
248
54
100
279
687
30
140
68
940
1,546
75
922
100
Appendix of Schedules
Roads Network Resurfacing
Malton St
Maribor St
Marland St
Matheson St
Maud St
Merthyr Rd
Moggill Rd
Moggill Rd
Molesworth St
Montpelier Rd
Nevern St
Northgate Rd
Old Cleveland Rd
Oliver St
Olroy St
Orange Grove Rd
Pacey Rd
Pankina St
Pengana St
Persse Rd
Phillips St
Pineapple St
Pratten St
Price St
Priestdale Rd
Priscilla St
Raeburn St
Rainbow St
Ramsay Rd
Rode Rd
Rostrevor Rd
Rowton St
Runic St
Samford Rd
Sandpebble Ct
Serviceton Ave
Shakespeare St
Sheridan St
Somerset Rd
St Andrews Cres
Station Rd
Stonehenge St
Stradbroke St
Strahan St
Strezlecki Pl
Sugargum St
Sumners Rd
Susannah St
Sutton Ave
Sylvan Ave
Tenth Ave
Thulimbah St
Toombul Rd
Tooth Ave
Towner St
Refer to: 2.3.3.1
The Gap
Westlake
Kenmore
Virginia
Sunnybank
New Farm
Indooroopilly
Kenmore
Seventeen Mile Rocks
Bowen Hills
MacGregor
Northgate
Carina
Wooloowin
Holland Park
Coopers Plains
Upper Brookfield
Sunnybank
Sunnybank
Kuraby
Bracken Ridge
Zillmere
Petrie Terrace
Oxley
Rochedale
Zillmere
Manly West
Sandgate
Hemmant
Chermside West
Boondall
Holland Park
Bardon
Enoggera
Algester
Inala
Coorparoo
Salisbury
Kedron
Carindale
Indooroopilly
Chapel Hill
Heathwood
Belmont
Drewvale
Aspley
Sumner
Oxley
Sandgate
Nundah
Windsor
Coopers Plains
Northgate
Paddington
Sandgate
- 165 -
43
84
173
239
96
104
922
43
50
218
108
633
1,087
65
14
1,245
121
62
86
697
74
309
38
110
347
75
159
140
174
297
103
90
133
420
57
508
141
80
352
130
95
36
202
51
72
42
579
63
154
44
139
43
497
263
127
Appendix of Schedules
Roads Network Resurfacing
Refer to: 2.3.3.1
St Lucia
Brighton
Belmont
Clayfield
Albion
The Gap
Corinda
Taringa
Chermside
Coorparoo
Brookfield
Lota
Drewvale
Toowong
Coorparoo
Ascot
Ashgrove
Aspley
Townley St
Twenty-Fifth Ave
Twynam St
Union Street
Wakefield St
Waterworks Rd
Watt St
Waverley Rd
Webster Rd
Weston St
Westridge St
Whites Rd
Wilkins Pl
Wilmac St
Woodhill Ave
Wren St
Yoku Rd
Zillmere Rd
Total
37
61
29
94
88
434
181
139
347
200
49
391
67
32
96
95
17
141
60,062
Safe Paths CBD
Refer to: 2.3.3.1
Description
Suburb
Adelaide St
Ann St
Design and Emergent Works in Various Streets
Elizabeth St
Total
Brisbane City
Brisbane City
Various Suburbs
Brisbane City
$'000
512
465
38
100
1,115
Kerb and Channel
Refer to: 2.3.3.1
Description
Suburb
Abelia St
Allen St
Amelia St
Azalea St
Brown St
Carbethon St
Cartwright St
Coopers Camp Rd
Coulter Cres
Crocus St
Darra Station Rd
David St
Early Start and Emergent Works
Edinburgh Castle Rd
Edinburgh Castle Rd
Eighth Ave
Flemington St
Glen St
Gresham St
Haddock St
Harbut St
Inala
Wynnum
Coorparoo
Inala
Windsor
Manly
Windsor
Bardon
Northgate
Inala
Darra
Morningside
Various Suburbs
Kedron
Wavell Heights
Wilston
Hendra
Kelvin Grove
East Brisbane
Windsor
Holland Park West
- 166 -
$'000
212
134
105
158
98
104
53
105
180
274
43
39
208
288
142
87
183
169
191
71
27
Appendix of Schedules
Kerb and Channel
Hawthorne St
Hooker St
Ivor St
Jenner St
Jessop St
Lamington Ave
Lang St
Large Failure Repairs in Various Streets
Ledbury St
Lloyd St
Lucan Ave
Milton Rd
Molesworth St
Mount St
Noela St
Norris Rd
Nursery Rd
Oliver St
Petrie St
Pinetree Pl
Price St
Raeburn St
Rostrevor Rd
Royal Ave
Shakespeare St
Shrapnel Rd
Somerset Rd
Sutton Ave
Swain St
Sylvan Ave
Tooth Ave
Townley St
Waring St
Weston St
Widdop St
Woodhill Ave
Total
Refer to: 2.3.3.1
Woolloongabba
Windsor
Geebung
Nundah
Windsor
Lutwyche
Sunnybank Hills
Various Suburbs
Aspley
Enoggera
Aspley
Milton
Seventeen Mile Rocks
Greenslopes
Coorparoo
Bracken Ridge
Holland Park
Wooloowin
Ascot
Runcorn
Oxley
Manly West
Boondall
Spring Hill
Coorparoo
Cannon Hill
Kedron
Sandgate
Holland Park West
Nundah
Paddington
St Lucia
Geebung
Coorparoo
Clayfield
Coorparoo
150
121
31
104
254
210
38
353
162
110
70
150
31
98
164
86
144
47
50
57
154
305
111
46
102
367
426
148
71
133
288
104
38
69
110
121
7,894
Footpath Reconstruction
Refer to: 2.3.3.1
Description
Suburb
Acacia Ave
Ann St
Astor Tce
Bay Tce
Beenleigh Rd
Boundary St
Buranda St
Cannes St
Cartwright St
Caxton St
Centaurus St
Crosby Rd
Dandenong Rd
Northgate
Fortitude Valley
Spring Hill
Wynnum
Sunnybank Hills
West End
Woolloongabba
Holland Park West
Windsor
Petrie Terrace
Inala
Albion
Mt Ommaney
- 167 -
$'000
68
347
399
255
88
210
84
59
20
172
85
70
170
Appendix of Schedules
Footpath Reconstruction
Edith St
Edmondstone Rd
Emergent Works
Endiandra St
Gladstone Rd
Gowan Rd
Hansen St
Henley St
Hope St
Inala Ave
Inglis St
Lakewood Ave
Large Failure Rehabilitation of Various Streets
Lissner St
Logan Rd
Lutwyche Rd
Main St
Mawarra St
Minor Maintenance Various Streets
Moggill Rd
Montrose Rd
Murray St
Nudgee Rd
Orchard St
Osborne Rd
Palatine St
Park Rd
Pritchard St
Pylara St
Rosebery St
Services' Lid Replacement in Various Streets
Serviceton Ave
Settlement Rd
Sherwood Rd
South Pine Rd
Special Footpath Design Various Streets
St Pauls Tce
Stephens Rd
Tingal Rd
Vulture St
Waterworks Rd
Wongaburra St
Wynnum Rd
Total
Refer to: 2.3.3.1
Wynnum
Bowen Hills
Various Suburbs
Algester
Highgate Hill
Runcorn
Moorooka
Coopers Plains
South Brisbane
Inala
Grange
Parkinson
Various Suburbs
Toowong
Greenslopes
Lutwyche
Kangaroo Point
Albion
Various Suburbs
Kenmore
Taringa
Bowen Hills
Banyo
Hawthorne
Mitchelton
Calamvale
Kedron
Lytton
Fig Tree Pocket
Highgate Hill
Various Suburbs
Inala
The Gap
Toowong
Enoggera
Various Suburbs
Fortitude Valley
South Brisbane
Wynnum
West End
Ashgrove
Jindalee
Cannon Hill
- 168 -
38
26
99
19
42
48
34
50
74
61
59
40
442
91
126
25
105
70
11,199
118
51
21
61
104
144
134
111
50
140
23
51
38
70
394
100
48
81
137
122
21
315
74
317
17,400
Appendix of Schedules
Bridges and Culverts Reconstruction and Rehabilitation
Refer to: 2.3.3.1
Description
Suburb
Canterbury Park Rushworth St
Creek Rd #4 Bridge D/SGaffney Stage 2
Creek St over Railway
Cross River Bridge Level 3 inspection and repairs
Culvert Rehabilitation and Emergent Works
Enoggera Creek Bridge (Gresham St)
Finnie Rd
Finsbury Park near Munna St
Gosport St
Greenways Esp Park
Hyacinth St Footbridge
Inville St
Ivory La
King Ave
Mirrabooka Rd Bridge Design
Roland St
RPEQ Assessment and Design Investigation
Story Bridge Maintenance System Implementation
Victoria Bridge Lighting Upgrade
Walter Taylor Bridge Gantry repair and upgrade
Walton Bridge Waterworks Rd
William Jolly Bridge
William Jolly Bridge Piers Repairs
Wynnum Rd
Total
Bald Hills
Carindale
Brisbane City
Various
Various Suburbs
Ashgrove
Deagon
Wilston
Hemmant
Parkinson
Inala
Geebung
Fortitude Valley
Willawong
Ashgrove
Geebung
Various Suburbs
Kangaroo Point
Brisbane City
Indooroopilly
The Gap
Brisbane City
Brisbane City
Wynnum West
$'000
350
1,700
200
345
305
450
300
375
130
175
400
300
200
1,000
350
300
200
130
750
170
2,004
350
300
125
10,909
Safety Fences and Guard Rails
Refer to: 2.3.3.1
Description
Suburb
Aberleigh Rd
Brookfield Rd
Creek Rd
Goodman Pl
Ironside St
Kelvin Grove Rd
Kholo Rd
Lamont Rd
Minor Maintenance Various Streets
Moggill Rd
Old Cleveland Rd
Palmdale La
Rehabilitation of Larger Failures in Various Streets
Stephens Rd
Total
Herston
Kenmore
Murarrie
Murarrie
St Lucia
Kelvin Grove
Kholo
Wilston
Various Suburbs
Pinjarra Hills
Carindale
Upper Mt Gravatt
Various Suburbs
South Brisbane
- 169 -
$'000
32
16
58
16
32
42
119
84
807
32
74
12
568
30
1,922
Appendix of Schedules
Bikeway Reconstruction
Refer to: 2.3.3.1
Description
Suburb
Bike Lighting Maintenance
Bulimba Ck Bikeway Banchory Ct
Cubberla Ck Bikeway U/S Fig Tree Pocket Rd
Enoggera Ck Bikeway D/S Mirrabooka Rd
Esplanade
Flinders Pde
Flinders Pde - Stage 2a
Jim Soorley Bikeway
Klumpp Rd
Moordale St
Nudgee Rd
Redgum Pl
Ridgewood Rd
Seville Rd
Signs, Lines, Loops, Design and Emergent Works
Total
Various Suburbs
Carindale
Indooroopilly
Ashgrove
Manly
Sandgate
Brighton
Nudgee
Upper Mt Gravatt
Chapel Hill
Nudgee
Gaythorne
Algester
Holland Park
Various Suburbs
$'000
20
243
98
327
222
232
152
53
91
105
99
324
116
237
102
2,421
Network Modernisation
Refer to: 2.3.4.1
Description
Suburb
Kirby Rd
Madsen St
Marshall La
Montanus Dr
Muller Rd
Nemies Rd
Norman Ave
Troughton Rd
Widdop St, Zillman St and Gellibrand St
Wirraway Pde
Wishart Rd
Total
Aspley
Keperra
Kenmore
Bellbowrie
Boondall/ Taigum/ Zillmere
Runcorn
Norman Park
Coopers Plains/ Sunnybank
Clayfield
Inala
Wishart/Upper Mt Gravatt
$'000
80
288
57
348
341
56
29
331
138
452
59
2,179
Congestion Reduction Unit Initiatives
Refer to: 2.3.4.1
Description
Suburb
Arterial Roads Program
Abbotsford Rd
Boundary Rd at Orange Grove Rd
Cavendish Rd
Chatsworth Rd - Samuel St - Winstanley St
Chatsworth Rd /Upper Cornwall St
Compton Rd at Calam Rd
Compton Rd/ Persse Rd
Gowan Rd
Gowan Rd
Holland Rd at Logan Rd
Kelvin Grove Rd
Mains Rd
McCullough St
Mortimer Rd
Bowen Hills
Coopers Plains
Coorparoo/Mt Gravatt East
Camp Hill
Coorparoo
Sunnybank Hills
Stretton
Stretton
Sunnybank Hills
Holland Park
Kelvin Grove
Sunnybank
Sunnybank
Acacia Ridge
- 170 -
$'000
61
77
111
110
56
244
183
183
183
61
12
244
85
146
Appendix of Schedules
Congestion Reduction Unit Initiatives
Refer to: 2.3.4.1
Musgrave Rd
Red Hill
Newnham Rd at Creek Rd
Mt Gravatt
Stanley Rd (E Bound) at Creek Rd
Carina
Stanley St to Allen
South Brisbane
Telegraph Rd at Denham St
Bracken Ridge
Various projects
Various
Vulture St
West End
Vulture St
South Brisbane
CCTV
Ann St / James St
Fortitude Valley
Beaudesert Rd / Evans Rd
Various
Creek Rd / Lytton Rd
Murarrie
Forward Designs
Various
General hardware upgrade/ electronic capacity expansion
Various
Kelvin Grove Rd / Lower Clifton Tce / Musk Ave
Kelvin Grove
Lutwyche Rd / Magyar St
Windsor
Newmarket Rd / Cox Rd
Windsor
Wynnum Rd / Norman Ave
Norman Park
VMS
Annerley Rd (inbound before Gladstone Rd)
Dutton Park
Blunder Rd (both directions near Freeman Rd)
Oxley
Creek Rd (northbound before Old Cleveland Rd)
Carindale
Forward Designs
Various
Bluetooth
Bluetooth Projects (QUT)
Brisbane City
Infrastructure Deployment
Various
Total
159
244
183
122
122
821
18
177
122
122
122
122
122
122
37
85
61
366
366
366
60
85
61
5,821
Lord Mayor's Suburban Initiative Fund
Refer to: 4.4.3.1
Description
Suburb
Bracken Ridge Ward
Central Ward
Chandler Ward
Deagon Ward
Doboy Ward
Enoggera Ward
Hamilton Ward
Holland Park Ward
Jamboree Ward
Karawatha Ward
MacGregor Ward
Marchant Ward
McDowall Ward
Moorooka Ward
Morningside Ward
Northgate Ward
Parkinson Ward
Pullenvale Ward
Richlands Ward
Tennyson Ward
The Gabba Ward
The Gap Ward
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
- 171 -
$'000
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
55
Appendix of Schedules
Lord Mayor's Suburban Initiative Fund
Toowong Ward
Various Wards
Walter Taylor Ward
Wishart Ward
Wynnum Manly Ward
Total
Refer to: 4.4.3.1
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
Various Suburbs
55
55
55
55
55
1,485
Note: The proposed amount allocated to individual items within the schedule of projects represents indicative estimates.
- 172 -
Businesses and Council Providers
National Competition Policy
Council Providers and Businesses deliver products and services.
This disclosure in relation to National Competition Policy (NCP) is made to satisfy the City of Brisbane Act
2010.
A Budgeted Income Statement showing the anticipated 2013-14 and proposed budgets for 2014-15 and the
next two financial years and a brief description of the role of the Businesses and Council Providers delivering
the following business activities is provided.
NCP Business Activities











Brisbane Transport1
Civil Construction and Maintenance Operations2
Urban Amenities2
Waste Services2
City Projects Office3
Brisbane City Cemeteries3,5
City Parking1,6
Golf Courses3,4
Sports and Aquatic Centres3,4
City Hall Precinct3
Asset Portfolio Management3,7
Notes:
1. Council has resolved to apply commercialisation to these business activities.
2. Council has resolved to apply full cost pricing to these business activities.
3. Council has resolved to apply the Code of Competitive Conduct to these business activities.
4. Golf Courses and Sports and Aquatic Centres are managed by City Venues.
5. Narrative for Brisbane City Cemeteries can be found on Service 5.3.1.1 City Cemeteries.
6. Narrative for City Parking can be found on Service 2.3.4.2 City Parking.
7. Asset Portfolio Management’s external revenue includes non-contestable work.
- 173 -
Businesses and Council Providers
Business Activities – Summary
2013-14
2014-15
2015-16
2016-17
Anticipated
Proposed
Proposed
Proposed
$000
$000
$000
$000
Field Services Group*
167,526
172,775
181,003
188,668
Brisbane Transport
382,837
390,252
399,720
415,962
City Projects Office
Total Revenue
1,500
551,863
1,674
564,701
1,756
582,480
1,805
606,435
Field Services Group*
483,023
505,186
537,756
522,753
Brisbane Transport
386,535
396,420
402,893
415,862
City Projects Office
Total Expenses
87,017
956,575
99,439
1,001,045
87,034
1,027,683
100,029
1,038,644
Less Costs allocated to internal services
411,861
443,744
461,970
454,826
Total Expenses relating to external
services
544,713
557,302
565,713
583,818
Field Services Group*
11,001
13,568
19,939
22,517
Brisbane Transport
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
Expenses
Increase / (Decrease) in Operating
Capability
-3,698
-6,168
-3,173
99
City Projects Office
Increase in Operating Capability
-154
7,150
0
7,400
0
16,767
0
22,617
Imputed Income Tax
4,078
4,044
5,955
6,759
Increase / (Decrease) in Operating
Capability after Tax
3,072
3,356
10,811
15,858
*Excludes Asset Services
- 174 -
Businesses and Council Providers
Total Project Expenditure with Rolling Projects
Projects
2014-15
$000
2015-16
$000
2016-17
$000
2017-18
$000
Brisbane Transport Tools of Trade
HASTUS Upgrade
Brisbane Transport Total
6,655
424
7,079
7,255
0
7,255
8,037
0
8,037
7,339
0
7,339
City Projects Office Tools of Trade
City Projects Office Total
107
107
109
109
110
110
0
0
4,124
4,082
8,206
4,347
1,795
6,142
4,447
597
5,044
4,208
595
4,803
Field Services Group Tools of Trade
FSG North Depot Relocation Development
Field Services Group Total
- 175 -
Businesses and Council Providers
Brisbane Transport
Objectives
Brisbane Transport is one of the largest bus operators in Australia and Brisbane's major provider of public
transport. Brisbane Transport’s objective is to provide frequent, reliable and safe services with more buses,
more often, and at the most comfortable standard possible for our passengers.
Role
Brisbane Transport has a fleet of over 1200 buses which will travel approximately 71 million kilometres and
carry approximately 78 million passengers in 2013-14. This represents an increase in patronage since 2004 of
over 62%. The average annual increase in passenger numbers for the ten years prior to 2004 was just 0.9%.
The patronage target in the Brisbane City Council’s Corporate Plan is to carry more than 90 million
passengers by 2018.
Brisbane Transport provides scheduled network passenger bus services including high frequency “BUZ” and
City and Maroon Glider services, school services, charter services and special event services. The services
include non-commercial and community bus services and concessional travel for senior citizens, full time
university students, school students and for disadvantaged members of the community. A modern, wellmaintained, clean and carbon neutral bus fleet and strategically positioned depots ensure these services are
delivered.
Brisbane Transport operates public transport services under a TransLink services contract with the
Queensland Government. Under the TransLink services contract, fares are set by Queensland Government
and all fare revenue belongs to it.
Financial and Non-Financial Targets
In 2014-15, achieve:
•
mean customer satisfaction with bus services of not less than 6.5
•
patronage of 80 million
•
take delivery of 60 new rigid equivalent buses.
Community Service Obligations
Brisbane Transport receives partial funding for the services it operates from Council to enable better service to
Brisbane ratepayers.
Cost of Community Service Obligations
Community Service Obligation funding by Council is stated in Brisbane Transport’s Budgeted Income
Statement.
Notional Capital Structure and Surpluses
Brisbane Transport's notional capital structure is via equity funding from Council. Surpluses are treated in
accordance with Council's dividend policy for Business Units after the application of the requirements of the
Tax Equivalents Regime (TER) with any TER income tax remitted to Council.
Proposed Major Investments
There are no proposed major investments.
- 176 -
Businesses and Council Providers
Borrowings
Brisbane Transport has nil outstanding or proposed borrowings.
Service Quality
Brisbane Transport will provide frequent, reliable and safe services at the most comfortable standard possible
for passengers.
Delegations
The position of Divisional Manager, Brisbane Transport has delegations under the Council's Administrative
Arrangements for the general working and business operations of Brisbane Transport, with responsibility to
the Chief Executive Officer of Council.
Reportable Information
Brisbane Transport will report to Council regarding its operations and performance, including financial and
non-financial targets.
- 177 -
Businesses and Council Providers
Brisbane Transport
Budgeted Income Statement
For the Year Ending 30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
288,856
78,257
400
15,324
0
382,837
296,730
80,213
0
13,309
0
390,252
304,148
82,219
0
13,354
0
399,720
317,747
84,274
0
13,941
0
415,962
180,079
203,297
3,155
0
0
5
386,535
187,103
205,698
3,598
0
0
21
396,420
188,851
210,332
3,688
0
0
22
402,893
192,891
219,095
3,853
0
0
23
415,862
0
0
0
0
386,535
396,420
402,893
415,862
-3,698
-6,168
-3,173
99
0
0
0
30
-3,698
-6,168
-3,173
70
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 178 -
Businesses and Council Providers
Field Services Group
Field Services Group is tasked with the delivery of a total civil construction and maintenance service to Council
in conjunction with the high level management of service contracts.
The role of Field Services Group is to be a competitive provider of quality and value for money services to
Brisbane ratepayers as Field Services Group's principal customers.
Key operations include:
 Asphalt and Aggregates Branch
 Construction Branch
 Urban Amenities Branch
 Operational Services Branch
 Asset Services Branch
 Waste Services Branch.
Note the NCP activities carried out under these operations are described in the Businesses and Council
Providers overview.
Field Services Group is primarily funded from Council's Annual Plan and Budget, supplemented by revenue
from services supplied to the Queensland and local government bodies. Surpluses after the application of the
requirements of the TER are returned back to Council's consolidated revenue. Field Services Group has nil
outstanding or proposed borrowings.
As a quality endorsed business, Field Services Group’s objective is to provide civil construction and
maintenance services to Council that will meet customer expectations in productivity, availability and value for
money. This will be achieved by maintaining continuous improvement in all parts of the business and by
fostering an innovative, motivated and dedicated team-based workforce.
The position of Executive Manager, Field Services Group has delegations under the Council's Administrative
Arrangements for the general working and business operations of Field Services Group, with responsibility to
the Chief Executive Officer of Council.
Field Services Group will report on financial and non-financial outcomes, indicators and targets as contained in
the Annual Plan and Budget document.
- 179 -
Businesses and Council Providers
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
4,475
0
0
33,239
0
37,714
6,193
0
0
30,035
0
36,228
6,306
0
0
30,871
0
37,177
5,992
0
0
31,627
0
37,618
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
218,731
139,161
3,755
0
2,202
0
363,850
235,622
139,749
3,805
0
229
0
379,406
263,984
143,170
3,599
0
241
0
410,994
239,826
147,870
3,335
0
239
0
391,270
Less Costs allocated to internal
services
326,190
345,978
376,692
356,602
37,660
33,427
34,302
34,668
55
2,801
2,876
2,951
794
814
836
859
-739
1,987
2,039
2,092
Field Services Group
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 180 -
Businesses and Council Providers
Civil Construction and Maintenance Operations
Civil Construction and Maintenance Operations is part of the Field Services Group (FSG) and provides relevant
services to Council that meet customer expectations in productivity, availability and value for money. This will be
achieved by maintaining continuous improvement in all parts of the business and by fostering an innovative,
motivated and dedicated team-based workforce.
A diverse range of services are delivered across the following operational areas:
Asphalt and Aggregates
 operates state-of-the-art asphalt plants located at Eagle Farm and Riverview
 conducts quarrying operations at Mt Coot-tha and Bracalba quarries, which produce an extensive range of
quarry products
 operates as a recycling facility at Pine Mountain quarry which allows the re-use of some building materials
and reclaimed road base
 conducts major and minor road surfacing, as well as road maintenance, including line marking.
Construction
 road construction and rehabilitation
 construction of bikeways, footpaths and kerbs and channel
 construction, stabilisation and maintenance of steel, timber and concrete bridges
 construction, stabilisation and maintenance of retaining walls and embankments
 manufacture, installation and operation of traffic management systems
 services in local and major drainage, and stormwater and sewerage projects
 trade services and construction management for Council-owned offices, industrial locations, entertainment
facilities and heritage buildings.
Surpluses after the application of the requirements of the TER are returned back to Council's consolidated
revenue.
The position of Executive Manager, Field Services Group has delegations under Council's Administrative
Arrangements for the general working and business operations of Civil Construction and Maintenance activities,
with responsibility to the Chief Executive Officer of Council.
Civil Construction and Maintenance Operations will report on financial and non-financial outcomes, indicators
and targets as contained in the Annual Plan and Budget document.
- 181 -
Businesses and Council Providers
Civil Construction and Maintenance
Operations
Budgeted Income Statement
For the Year Ending 30 June 2015
2013-14
2014-15
2015-16
2016-17
Anticipated
$000
Proposed
$000
Proposed
$000
Proposed
$000
1,969
0
0
33,239
0
35,208
5,382
0
0
29,947
0
35,329
5,475
0
0
30,783
0
36,258
5,124
0
0
31,539
0
36,662
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
192,805
84,991
3,216
0
1,915
0
282,927
187,676
85,527
3,191
0
213
0
276,608
200,888
87,633
3,274
0
225
0
292,020
177,931
90,009
3,289
0
223
0
271,452
Less Costs allocated to internal
services
247,362
243,804
258,350
237,443
35,565
32,804
33,670
34,010
-357
2,525
2,588
2,653
794
758
776
796
-1,151
1,768
1,812
1,857
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 182 -
Businesses and Council Providers
Urban Amenities
Urban Amenities is part of the Field Services Group (FSG) and provides civil maintenance services to Council in
conjunction with high-level management of service contracts that meet customer expectations in productivity,
availability and value for money. This is achieved by maintaining continuous improvement in all parts of the
business and by fostering an innovative, motivated and dedicated team-based workforce.
Urban Amenities delivers a broad range of services including the following NCP related activities:
 cleaning of urban precincts and streets, including bus stops, graffiti removal, road sweeping and
stormwater gully cleaning
 delivery of arboriculture, natural area, parkland and horticultural maintenance services, including street
tree maintenance
 delivery of pest, weeds and vermin control services
 delivery of street and project sign maintenance and installation.
Surpluses after the application of the requirements of the TER are returned back to Council's consolidated
revenue.
The position of Executive Manager, Field Services Group has delegations under the Council's Administrative
Arrangements for the general working and business operations of Urban Amenities activities, with responsibility
to the Chief Executive Officer of Council.
Urban Amenities will report on financial and non-financial outcomes, indicators and targets as contained in the
Annual Plan and Budget document.
- 183 -
Businesses and Council Providers
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
1,029
0
0
0
0
1,029
811
0
0
0
0
811
831
0
0
0
0
831
868
0
0
0
0
868
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
27,958
40,311
44
0
287
0
68,600
23,310
41,065
16
0
16
0
64,407
23,058
42,091
16
0
15
0
65,180
23,806
43,859
17
0
16
0
67,698
Less Costs allocated to internal
services
67,505
63,784
64,548
67,039
1,095
623
632
658
-66
188
199
210
0
56
60
63
-66
132
140
147
Urban Amenities
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 184 -
Businesses and Council Providers
Waste Services
Waste Services provides waste management and recycling services that are competitive, sustainable and
environmentally responsible. These services reflect a commitment to community safety, whole of life cycle waste
management and industry best practice.
Waste Services will:
 undertake the collection and management of domestic waste and recycling materials
 through Brisbane Waste Innovations Alliance (BWIA), ensure the transfer stations at Nudgee, Willawong,
Chandler and Ferny Grove and the Brisbane landfill at Rochedale are effectively managed, with a focus on
innovation in the area of environmental sustainability
 strive to achieve environmental excellence through raising the current operating standards by using new
technology and investigating Towards Zero Waste solutions
 deliver strategies on waste minimisation management in accordance with the Towards Zero Waste
Strategy
 implement and manage the Litter Prevention strategy
 work with industry to develop robust markets for recyclable materials
 develop and deliver education and communication on waste management, waste minimisation and litter to
improve community understanding and influence behaviour change.
Surpluses after the application of the requirements of the TER are returned back to Council's consolidated
revenue.
The position of Executive Manager, Field Services Group has delegations under Council's Administrative
Arrangements for the general working and business operations of Waste Services activities, with responsibility to
the Chief Executive Officer of Council.
Waste Services will report on financial and non-financial outcomes, indicators and targets as contained in the
Annual Plan and Budget document.
- 185 -
Businesses and Council Providers
Waste Services
Budgeted Income Statement
For the Year Ending 30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
125,445
0
0
4,367
0
129,812
132,118
0
0
4,429
0
136,547
139,331
0
0
4,495
0
143,826
146,463
0
0
4,587
0
151,050
111,963
4,370
2,699
0
140
0
119,173
119,090
4,294
2,200
0
196
0
125,780
119,957
4,405
2,200
0
201
0
126,762
124,406
4,698
2,200
0
178
0
131,483
308
0
0
0
118,865
125,780
126,762
131,483
10,947
10,767
17,064
19,567
Imputed Income Tax
3,284
3,230
5,119
5,870
Increase / (Decrease) in Operating
Capability after Tax
7,663
7,537
11,945
13,697
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
- 186 -
Businesses and Council Providers
City Projects Office
The objective of City Projects Office is to provide professional services across project management, built
environment and engineering disciplines. As an in-house project management and design group, emphasis is
placed on value adding, quality, design best practice, innovation, and environmental sustainability. City Projects
Office continues to maintain strong customer and stakeholder relationships to ensure expectations are realised,
all within the wider goal of contributing to a better Brisbane.
In 2014-15, City Projects Office will deliver high quality project management and planning and design outcomes
to meet Council's engineering, built environment, land management and natural environment needs, within the
framework of the Brisbane Vision.
The business will support its customers to deliver across a broad range of programs across Council.
City Projects Office proposed investments in 2014-15 are focused on maintaining industry standard tools of
trade through a planned replacement program for high specification technical workstations and related design
and modelling software, as well as replacing end-of-life laboratory equipment.
City Projects Office is primarily funded from Council's Annual Plan and Budget, supplemented by revenue from
services supplied to Queensland and local government bodies. Surpluses after the application of the
requirements of the TER are returned back to Council's consolidated revenue.
City Projects Office has nil outstanding or proposed borrowings.
The position of Divisional Manager, Brisbane Infrastructure has delegations under Council's Administrative
Arrangements for the general working and business operations of City Projects Office, with responsibility to the
Chief Executive Officer of Council.
City Projects Office will report on financial and non-financial outcomes, indicators and targets as contained in
the Annual Plan and Budget document.
- 187 -
Businesses and Council Providers
City Projects Office
Budgeted Income Statement
2013-14
2014-15
2015-16
2016-17
Anticipated
Proposed
Proposed
Proposed
$000
$000
$000
$000
For the Year Ending 30 June 2015
Revenue
External Revenue
1,500
1,674
1,756
1,805
Community Service Obligations
0
0
0
0
Interest Revenue
0
0
0
0
Other Revenue
0
0
0
0
0
1,500
0
1,674
0
1,756
0
1,805
Materials and Services
38,857
48,692
35,090
45,863
Employee Costs
48,050
50,621
51,816
54,034
76
78
80
82
Gain/(Loss) on Disposal
Total Revenue
Expenses
Depreciation and Amortisation
Finance Costs
0
0
0
0
35
47
48
50
Other Expenses
Total Expenses
0
87,017
0
99,439
0
87,034
0
100,029
Less Costs allocated to internal services
85,363
97,765
85,278
98,224
1,654
1,674
1,756
1,805
-154
0
0
0
0
0
0
0
-154
0
0
0
Competitive Neutrality Costs
Total Expenses in relation to external services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating Capability after
Tax
- 188 -
Businesses and Council Providers
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
8,573
2,600
0
-1,217
0
9,956
8,914
2,665
0
-1,247
0
10,332
9,145
2,732
0
-1,278
0
10,599
9,485
2,800
0
-1,303
0
10,982
4,748
3,354
614
0
0
34
8,749
4,985
3,437
623
0
0
35
9,079
5,499
3,524
643
0
0
36
9,702
5,508
3,681
655
0
0
37
9,881
0
0
0
0
Total Expenses relating to external
services
8,749
9,079
9,702
9,881
Net Surplus / (Loss) before Tax
1,207
1,253
897
1,101
Imputed Income Tax
362
376
269
330
Increase / (Decrease) in Operating
Capability after Tax
845
877
628
771
Brisbane City Cemeteries
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
- 189 -
Businesses and Council Providers
City Parking
Objectives
City Parking’s objective is to meet customer needs and contribute to both liveability and economic outcomes by
delivering accessible and reliable parking services.
Role
City Parking manages parking services in Council’s off street parking stations as well as temporary and event
parking. In this role City Parking:
 provides competitive car parking services to all customers
 ensures customer focused service
 partners with Council Programs to ensure Brisbane’s liveability
 ensures the security of all Council monies and assets
 maintains best practice infrastructure.
Financial and Non-Financial Targets
In 2014-15 achieve:
 net surplus (loss) before tax as stated in Budgeted Financial Statement
 utilisation of King George Square parking spaces of not less than 1.5 vehicles/bay/day
 utilisation of Wickham Terrace parking spaces of not less than 1.2/bay/day.
Community Service Obligations
City Parking has no community service obligations.
Notional Capital Structure and Surpluses
City Parking’s notional capital structure is by way of equity funding from Council. Surpluses are treated in
accordance with Council’s dividend policy for Business Units after the application of the requirements of the
TER with any TER income tax remitted to Council.
Proposed Major Investments
There are no proposed major investments.
Borrowings
City Parking has no outstanding or proposed borrowings.
Service Quality
City Parking will provide accessible, reliable and competitive services.
Delegations
The position of Manager, City Parking has delegations under the Council’s Administrative Arrangements for the
working and business operations of City Parking with responsibility to the Chief Executive Officer of Council.
Reportable Information
City Parking will report to Council regarding its operations and performance including financial and non-financial
targets.
- 190 -
Businesses and Council Providers
City Parking
2013-14
2014-15
2015-16
2016-17
Anticipated
Proposed
Proposed
Proposed
$000
$000
$000
$000
29,253
29,888
30,588
31,315
Community Service Obligations
0
0
0
0
Interest Revenue
0
0
0
0
Other Revenue
5
0
0
0
0
29,257
0
29,888
0
30,588
0
31,315
Materials and Services
9,140
9,805
10,347
10,834
Employee Costs
2,390
2,448
2,509
2,621
Depreciation and Amortisation
1,006
1,181
1,359
1,359
Finance Costs
2
2
2
2
Competitive Neutrality Costs
0
0
0
0
1
12,539
1
13,438
1
14,219
1
14,818
0
0
0
0
Total Expenses relating to external services
12,539
13,438
14,219
14,818
Net Surplus / (Loss) before Tax
16,718
16,450
16,370
16,497
406
481
464
444
16,312
15,970
15,906
16,053
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Other Expenses
Total Expenses
Less Costs Allocated to internal services
Imputed Income Tax
Increase / (Decrease) in Operating Capability after Tax
- 191 -
Businesses and Council Providers
City Venues
Brisbane Lifestyle Division manages community facilities including golf courses, swimming pools, sports
facilities, the Riverstage and the Sir Thomas Brisbane Planetarium. In addition to the venue management
services associated with these facilities, Brisbane Lifestyle also provides event management and community
contract management services to Council and community organisations.
Brisbane Lifestyle will:
 provide a high level of customer service
 provide value for money products and services
 explore innovative and sustainable improvements to the productivity of its facilities
 explore opportunities with private enterprise to improve services
 manage events on behalf of Council and the community in a professional and cost-effective manner
 maintain all venues to a high standard.
Golf Courses
Brisbane Lifestyle Division manages the two Council Golf Courses, St Lucia Golf Links and the Victoria Park
Golf Complex. In addition to the venue maintenance services associated with these two courses, Brisbane
Lifestyle also provides contract management of the leases and licences in place to operate the function centres
and ancillary services at these sites.
Brisbane Lifestyle will:
 provide a high level of customer service
 provide value for money products and services
 explore innovative and sustainable improvements to the productivity of its golf facilities
 explore opportunities with private enterprise to improve services
 maintain both golf courses to a high standard.
Surpluses after the application of the requirements of the TER are returned back to Council's consolidated
revenue.
The position of Divisional Manager, Brisbane Lifestyle has delegations under the Council's Administrative
Arrangements for the general working and business operations of City Venues, with responsibility to the Chief
Executive Officer of Council.
City Venues will report on financial and non-financial outcomes, indicators and targets as contained in the
Annual Plan and Budget document.
- 192 -
Businesses and Council Providers
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
3,083
0
0
45
0
3,128
3,160
0
0
46
0
3,206
3,239
0
0
47
0
3,286
3,399
0
0
48
0
3,448
2,006
988
0
0
0
0
2,994
2,097
1,018
0
0
0
0
3,115
2,260
1,038
0
0
0
0
3,298
2,439
1,084
0
0
0
0
3,524
0
0
0
0
2,994
3,115
3,298
3,524
134
91
-12
-76
Imputed Income Tax
40
27
0
0
Increase / (Decrease) in Operating
Capability after Tax
94
64
-12
-76
Golf Courses
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
- 193 -
Businesses and Council Providers
Sports and Aquatic Centres
Brisbane Lifestyle manages the Hibiscus Sports Complex, Calamvale Community Sports Centre, Acacia Ridge
Leisure Centre and all community pool leases. It provides the operational maintenance and event co-ordination
at the venues. It also directly manages and provides contract management of the leases and licences
associated with these facilities, and for those venues managed totally under lease arrangements.
Brisbane Lifestyle will:
 provide a high level of customer service
 provide value for money products and services
 explore innovative and sustainable improvements to the productivity of its sports and aquatic facilities
 explore opportunities with private enterprise to improve services
 manage events on behalf of Council and the community in a professional and cost-effective manner
 maintain the sports and aquatic facilities to a high standard.
Surpluses after the application of the requirements of the TER are returned back to Council's consolidated
revenue.
The position of Divisional Manager, Brisbane Lifestyle has delegations under the Council's Administrative
Arrangements for the general working and business operations of City Venues, with responsibility to the Chief
Executive Officer of Council.
City Venues will report on financial and non-financial outcomes, indicators and targets as contained in the
Annual Plan and Budget document.
- 194 -
Businesses and Council Providers
Sports and Aquatic Centres
Budgeted Income Statement
For the Year Ending 30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
1,953
1,703
0
0
0
3,656
2,006
1,746
0
0
0
3,751
2,056
1,789
0
0
0
3,846
2,148
1,834
0
0
0
3,982
2,138
1,280
0
0
8
200
3,625
2,222
1,351
0
0
11
136
3,720
2,270
1,378
0
0
11
149
3,808
2,452
1,334
0
0
11
153
3,950
0
0
0
0
3,625
3,720
3,808
3,950
31
31
37
32
9
9
11
10
21
22
26
23
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 195 -
Businesses and Council Providers
City Hall Precinct
Community Facilities and Venues manage City Hall and the surrounding precinct including the function space
operating agreement and leases in the facility. It manages the operations of the venues and co-ordination
between leases and the function space operator. It also directly manages and provides contract management
of the leases and operating agreement associated with these facilities including Epicure, Red Cross, Shingle
Inn and the Museum of Brisbane.
Community Facilities and Venues will:
 provide a high level of customer service
 provide value for money products and services
 maintain the heritage facility to a high standard
 explore innovative and sustainable improvements to the facilities
 explore opportunities with private enterprise to improve services
 facilitate community access to the venue spaces.
The position of Divisional Manager, Brisbane Lifestyle has delegations under the Council's Administrative
Arrangements for the general working and business operations of City Hall, with responsibility to the Chief
Executive Officer of Council.
City Hall will report on financial and non-financial outcomes, indicators and targets as contained in the Annual
Plan and Budget document.
Community Service Obligations
City Hall administers the Lord Mayor’s Community Service Obligation fund that supports community use of the
facility for functions and events. Eligibility criteria and application process is published on Council’s website.
Facility function rooms
Under the operating agreement, Epicure as the function space operator sets the hire rates at market rates to
generate income and attract business. Performance targets are identified in the operating agreement and
reported to Branch Manager, Community Facilities and Venues annually.
People’s Place
The City Hall facility remains accessible to residents and visitors of Brisbane. Public areas in the facility are
open daily. The facility is closed three days per year and open from 8.00am – 5.00pm weekdays and 9.00am –
5.00pm weekends.
- 196 -
Businesses and Council Providers
City Hall Precinct
Budgeted Income Statement
For the Year Ending 30 June 2015
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
1,773
1,823
0
0
0
3,595
1,837
1,869
0
0
0
3,706
1,912
1,917
0
0
0
3,829
1,989
1,966
0
0
0
3,955
3,100
455
0
0
22
0
3,576
3,249
464
0
0
22
0
3,735
3,343
475
0
0
23
0
3,841
3,410
487
0
0
23
0
3,920
0
0
0
0
3,576
3,735
3,841
3,920
19
-29
-12
35
6
0
0
10
13
-29
-12
24
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
Less Costs allocated to internal
services
Total Expenses relating to external
services
Net Surplus / (Loss) before Tax
Imputed Income Tax
Increase / (Decrease) in Operating
Capability after Tax
- 197 -
Businesses and Council Providers
Asset Portfolio Management
Asset Portfolio Management's aim is to deliver and manage a corporate real estate portfolio to Council which
can be benchmarked against industry standards.
Activities undertaken to achieve this aim include:
 providing a ‘Centre of Excellence’ for the management and delivery of property asset management across
the organisation
 managing Council’s real estate portfolio in a manner that optimises the financial return and benefit to the
organisation, while facilitating Council’s urban renewal and development initiatives
 delivering corporate accommodation and facilities development projects, including the Annual Corporate
Accommodation Program, to meet stakeholder needs for ‘business as usual’ and growth requirements
 providing comprehensive property services including management of the assigned built environment
particularly relating to maintenance initiatives, corporate property services contracts, risk management
practices and legislative and statutory compliance matters such as environmental and heritage
management and workplace health and safety.
2013-14
Anticipated
$000
2014-15
Proposed
$000
2015-16
Proposed
$000
2016-17
Proposed
$000
7,599
0
0
0
0
7,599
7,865
0
0
0
0
7,865
8,157
0
0
0
0
8,157
8,463
0
0
0
0
8,463
Materials and Services
Employee Costs
Depreciation and Amortisation
Finance Costs
Competitive Neutrality Costs
Other Expenses
Total Expenses
70,720
501
7,951
8,590
0
0
87,762
71,039
451
8,761
10,164
0
0
90,416
69,311
461
8,980
10,189
0
0
88,941
73,009
471
9,205
10,183
0
0
92,869
Less Costs allocated to internal
services
85,046
88,750
87,227
91,127
Total Expenses relating to external
services
2,716
1,666
1,714
1,742
Net Surplus / (Loss) before Tax
4,883
6,200
6,443
6,722
Imputed Income Tax
1,465
1,860
1,933
2,017
Increase / (Decrease) in Operating
Capability after Tax
3,418
4,340
4,510
4,705
Asset Portfolio Management
Budgeted Income Statement
For the Year Ending 30 June 2015
Revenue
External Revenue
Community Service Obligations
Interest Revenue
Other Revenue
Gain/(Loss) on Disposal
Total Revenue
Expenses
- 198 -
Revenue Policy
Revenue Policy
Brisbane City Council
Revenue Policy 2014 - 2015
Authority:
Section 185 of the City of Brisbane Regulation 2012 requires that Council annually review its revenue policy for
each financial year.
Overview:
The purpose of this revenue policy is to state: (a) the principles that Council intends to apply in the 2014-2015 financial year for –
(i)
levying rates and charges; and
(ii)
granting concessions for rates and charges; and
(iii)
recovering overdue rates and charges; and
(iv)
cost-recovery methods; and
(b) if Council intends to grant concessions for rates and charges—the purpose for the concessions; and
(c) the extent to which physical and social infrastructure costs for a new development are to be funded by
charges for the development.
Applicability:
This revenue policy is effective from the date of Council’s resolution and will apply to the financial year from 1 July
2014 to 30 June 2015.
The revenue policy contains principles to be used in preparing the budget. It will also be used when reviewing,
preparing and applying related policies, procedures and guidelines effective in 2014-2015.
The revenue policy is part of Council’s budget; and the budget will be available for inspection at Council’s public
office and its web site at;
http://www.brisbane.qld.gov.au/about-council/news-publications/.
Policy:
The following principles apply: (a) Revenue Raising Principles
(i)
Levying Rates and Charges
In making and levying rates and charges, Council is required to comply with the requirements of State and
Federal legislation.
Where appropriate, the principle of user pays will be applied in the making of charges so as to minimise
the impact of these charges on the local economy.
Council will also have regard to the principles of:
•
equity by reference to the value or quality of land;
•
transparency in the making and levying of rates and charges;
•
clarity in terms of responsibilities (Council’s and ratepayer's) in regard to the rating process;
•
assisting the smooth running of the local economy by timing the levying of rates to take into account the
financial cycle of local economic activity;
•
National Competition Policy legislation where applicable; and
•
having in place a rating regime that is efficient to administer.
- 199 -
(ii)
Revenue Policy
Granting Concessions for Rates and Charges
In considering the application of concessions, Council will be guided by the principles of:
•
equity by reference to the value or quality of land within the local community;
•
equality by providing the same treatment for ratepayers with similar circumstances;
•
transparency by making clear the requirements necessary to receive concessions;
•
flexibility to allow Council to respond to local economic issues; and
•
responsiveness to community expectations of what activities should attract assistance from Council.
(iii) Recovering Overdue Rates and Charges
Council will exercise its rate recovery powers pursuant to the provisions of Part 12 of Chapter 4 of the City
of Brisbane Regulation 2012 in order to reduce the overall rate burden on ratepayers. It will be guided by
the principles of:
•
transparency by making clear the obligations of ratepayers and the processes used by Council in
assisting them meet their financial obligations;
•
clarity and cost effectiveness in the processes used to recover overdue rates and charges;
•
equity by determining appropriate arrangements for different sectors of the community;
•
equality by providing the same treatment for ratepayers with similar circumstances; and
•
flexibility by responding where necessary to changes in the local economy.
(iv) Cost-Recovery Fees
Pursuant to the provisions of s.99 of the City of Brisbane Act 2010, Council will establish fees to recover
costs associated with the provision of certain activities or services.
Council will be guided by the principles of:
•
clarity in the identification of cost drivers; and
•
neutrality in that the fee will represent no more than the full cost to Council of taking the action for which
the fee is charged.
Council will make publicly available a register of cost-recovery fees.
(b) Purpose of Concessions for Rates and Charges
Council provides rates and charges concessions for;
(i)
pensioners who comply with eligibility criteria set out in the “Partial Remission of Rates & Charges for
Pensioners Policy”; and
(ii)
not-for-profit organisations which comply with eligibility criteria set out in its “Revenue Policy: Partial
Remission of General Rates (Not-for-profit Organisations)”.
These concessions have been made available in accordance with the provisions of Part 10 of Chapter 4 of the
City of Brisbane Regulation 2012.
The purpose of these provisions is to;
(i)
acknowledge that approved pensioners have a limited financial capacity and/or;
(ii)
support the social benefit of the principal activities of qualifying not-for-profit organisations.
(c) Infrastructure Cost Recovery
The Council will levy adopted infrastructure charges for development infrastructure with development
approvals for new development. The amounts of those adopted infrastructure charges are determined by a
Council resolution made under the Sustainable Planning Act 2009.
Policy Owner:
Chief Financial Officer, Organisational Services Division
- 200 -
Revenue Policy
Further Assistance:
For further information, please refer to the “About Council - Publications” page on Council’s website at;
http://www.brisbane.qld.gov.au/about-council/news-publications/
Related Information:
This policy is Council's strategic revenue policy.
There are various administrative policies and arrangements that make up the total Council response to revenue
management.
Review Date:
The revenue policy must be reviewed annually and in sufficient time to allow an annual budget that is consistent
with the revenue policy to be adopted for the next financial year
- 201 -
Revenue Statement
Brisbane City Council
Revenue Statement 2014-15
1.
OVERVIEW
The purpose of this Revenue Statement is:
2.

to provide an explanatory statement outlining and explaining the revenue raising measures
adopted in the budget; and

to comply in all respects with legislative requirements.
APPLICABILITY
This Revenue Statement applies to the financial year from 1 July 2014 to 30 June 2015. It is
approved in conjunction with the Budget as adopted by Council on 26 June 2014.
Council may, by resolution, amend its Revenue Statement for a financial year at any time before the
year ends.
It is not intended that this Revenue Statement reproduce all related policies. Related policies will be
referred to where appropriate and will take precedence should clarification be required.
This document is to be read in conjunction with the 2014-15 budget documents including The Lord
Mayor's Budget Speech, the Budget contained in the Annual Plan and Budget document (including
the Resolution of Rates and Charges), and the Schedule of Fees and Charges.
3.
INTERPRETATION
Pursuant to the provisions of the City of Brisbane Act 2010 and the City of Brisbane Regulation
2012, the following explanation of the revenue raising measures adopted in the 2014-15 Budget is
provided.
4.
RATES & CHARGES
For the financial year ending 30 June 2015, Brisbane City Council will make and levy rates and
charges. These rates and charges are outlined in the Council's Resolution of Rates and Charges
which can be located in the 2014-15 Budget Document. Rates and Charges will include:
(a)
Differential General Rates;
(b)
Special Rates;
(c)
Special Charges;
(d)
Separate Rates;
(e)
Separate Charges; and
(f)
Utility Charges for Waste Management.
4.1.
Differential General Rates
The Brisbane City Council will use a system of differential general rating for 2014-15. A
differential system of rates provides equity through recognising the value or quality of land,
level of services required, use of the property and the final impact on ratepayers. These
factors, along with the rateable value of the land, have been considered in determining the
differential general rate.
The differential general rate will be calculated using the averaging of valuations as provided
for under the City of Brisbane Regulation 2012.
There will be 63 differential general rating categories in 2014-15. The categories and the
relevant criteria are outlined in the Differential General Rating Table in section 4 of the
Resolution of Rates and Charges. A summary follows. An explanation of the land use codes is
contained in the document "Brisbane City Council Land Use Codes 1 July 2014" (the Land
Use Codes) as tabled with the Budget.
- 202 -
Revenue Statement
4.1.1.
Category 1 (Residential – Owner Occupied)
Inclusion in this category is restricted to residential dwelling houses and dwelling units
where the sole use is as the principal place of residence of the owner/s. In this
instance, eligible ownership is limited to individuals only and does not include
premises owned or partially owned by a company, trust, organisation or any entity
other than an individual. This is regardless of whether the premises are occupied by a
shareholder or even the sole shareholder of that company, trust, organisation or entity.
The single exception to this limitation is where a property is held under a ‘special
disability trust’.
Such an instance would be regarded as being a secondary residential purpose and
included in Differential Rating category 7.
Vacant land included in one of the qualifying City Plan areas as listed in the ‘General
Criteria’ of Category 1 in the Resolution of Rates and Charges for 2014-15 may also
be included in this category.
4.1.2.
Category 2a (Commercial/Non-Residential – Group A)
Inclusion in this category is intended for those properties which are being utilised or
have the potential to be utilised by virtue of improvements or activities conducted upon
the property for a commercial/non-residential purpose and are:
(i)
characterised by the ‘Specific Criteria’ for Category 2 of the Differential Rating
table contained in the Resolution of Rates and Charges for 2014-15; and
(ii)
located outside of the boundaries of the Central Business District (CBD) and
the CBD Frame as defined in the above resolution.
This category also includes:
(i)
residential premises that
(a)
exceed the allowable limits of commercial/non-residential activity in
columns ‘2’ and ‘3’ of the table shown at section 15.3 of the
Resolution of Rates and Charges for 2014-15; or
(b)
instances where a commercial/non-residential improvement co-exists
with or within a residential premises regardless of whether that
commercial/non-residential improvement is presently utilised or not.
Such a case establishes a potential commercial/non-residential
purpose.
and
(ii)
4.1.3.
vacant land located outside the boundaries of the CBD or the CBD Frame that
does not comply with the conditions for vacant land inclusion in category 1 as
listed in the ‘General Criteria’ of Category 1 in the Resolution of Rates and
Charges for 2014-15.
Category 2b – 2l (Commercial/Non-Residential – Group B to Group L)
Inclusion in this category is intended for those properties which in all other respects
meet the criteria set out in category 2a above but are also identified and categorised in
the table shown at section 15.7 of the Resolution of Rates and Charges for 2014-15.
4.1.4.
Category 3 (Rural)
Inclusion in this category is intended for those properties which are being utilised or
have the potential to be utilised by virtue of improvements or activities conducted upon
the property for a non-residential (Rural) purpose and are characterised by the
‘Specific Criteria’ for Category 3 of the Differential Rating table contained in the
Resolution of Rates and Charges for 2014-15.
- 203 -
Revenue Statement
4.1.5.
Category 4 (Multi-Residential)
Inclusion in this category is intended for those properties which are being utilised or
have the potential to be utilised by virtue of improvements or activities conducted upon
the property for a multi-residential purpose and are characterised by the ‘Specific
Criteria’ for Category 4 of the Differential Rating table contained in the Resolution of
Rates and Charges for 2014-15.
4.1.6.
Category 5a (Central Business District – Group A)
Inclusion in this category is intended for those properties which are being utilised or
have the potential to be utilised by virtue of improvements or activities conducted upon
the property for a non-residential purpose and are:
(i)
characterised by the ‘Specific Criteria’ for Category 5a of the Differential
Rating table contained in the Resolution of Rates and Charges for 2014-15;
and
(ii)
located within the boundaries of the Central Business District (CBD) as
defined by the map shown at section 15.1 of the above resolution.
This category also includes:
(i)
residential premises that:
(a)
exceed the allowable limits of non-residential activity in columns ‘2’
and ‘3’ of the table shown at section 15.3 of the Resolution of Rates
and Charges for 2014-15; or
(b)
instances where a non-residential improvement co-exists with or
within a residential premises regardless of whether that nonresidential improvement is presently utilised or not. Such a case
establishes a potential non-residential purpose
and
(ii)
4.1.7.
vacant land located within the boundaries of the CBD that does not comply
with the conditions for vacant land inclusion in category 1 as listed in the
‘General Criteria’ of Category 1 in the Resolution of Rates and Charges for
2014-15.
Category 5b – 5v (Central Business District – Group B to Group V)
Inclusion in this category is intended for those properties which in all other respects
meet the criteria set out in category 5a above but are also identified and categorised in
the table shown at section 15.4 of the Resolution of Rates and Charges for 2014-15.
4.1.8.
Category 6 (Other)
Entry into this category will be limited to properties where the land does not conform to
the criteria of any other category.
4.1.9.
Category 7 (Residential – Non-owner Occupied or Mixed Use)
Inclusion in this category is limited to predominantly residential premises where:
(a)
the premises is not the principal place of residence of at least one person who
constitutes the owner of the property; and/or
(b)
the owner or occupier conducts non-residential activities upon the property not
in excess of the limitations set out in columns ‘2’ and ‘3’ of the table shown at
section 15.3 of the Resolution of Rates and Charges for 2014-15.
4.1.10. Category 8a – 8k (Large Regional Shopping Centre – Group A to Group K)
Inclusion in this category is intended for those properties which are identified and
categorised in the table shown at section 15.5 of the Resolution of Rates and Charges
for 2014-15.
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Revenue Statement
4.1.11. Category 9a – 9d (Major Regional Shopping Centre – Group A to Group D)
Inclusion in this category is intended for those properties which are identified and
categorised in the table shown at section 15.6 of the Resolution of Rates and Charges
for 2014-15.
4.1.12. Category 10 (CTS – Residential – Owner Occupied)
Inclusion in this category is restricted to residential dwelling units which form part of a
community titles scheme and where the sole use is as the principal place of residence
of the owner/s. In this instance, eligible ownership is limited to individuals only and
does not include premises owned or partially owned by a company, trust, organisation
or any entity other than an individual. This is regardless of whether the premises are
occupied by an owner or even the sole owner of that company, trust, organisation or
entity.
The single exception to this limitation is where a property is held under a ‘special
disability trust’.
Such an instance would be regarded as being a secondary residential purpose and
included in Differential Rating category 14.
4.1.13. Category 11a (CTS – Commercial/Non-Residential – Group A)
Inclusion in this category is intended for those properties which form part of a
community titles scheme and are being utilised or have the potential to be utilised by
virtue of improvements or activities conducted upon the property for a non-residential
purpose and are:
(i)
characterised by the ‘Specific Criteria’ for Category 11 of the Differential
Rating table contained in the Resolution of Rates and Charges for 2014-15;
and
(ii)
located outside of the boundaries of the Central Business District (CBD) and
the CBD Frame as defined in the above resolution.
This category also includes residential premises that:
(a)
exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of
the table shown at section 15.3 of the Resolution of Rates and Charges for
2014-15; or
(b)
instances where a commercial/non-residential improvement co-exists with or
within a residential premises regardless of whether that commercial/nonresidential improvement is presently utilised or not. Such a case establishes a
potential commercial/non-residential purpose.
4.1.14. Category 11b (CTS – Commercial/Non-Residential – Group B)
Inclusion in this category is intended for those properties which in all other respects
meet the criteria set out in category 2l above at (4.1.3) but are part of a community title
scheme.
4.1.15. Category 12 (CTS – Multi-Residential)
Inclusion in this category is intended for those properties which form part of a
community titles scheme and are being utilised or have the potential to be utilised by
virtue of improvements or activities conducted upon the property for a multi-residential
purpose and are characterised by the ‘Specific Criteria’ for Category 12 of the
Differential Rating table contained in the Resolution of Rates and Charges for 201415.
4.1.16. Category 13 (CTS – Central Business District)
Inclusion in this category is intended for those properties which form part of a
community titles scheme and are being utilised or have the potential to be utilised by
virtue of improvements or activities conducted upon the property for a non-residential
purpose and are:
(i)
characterised by the ‘Specific Criteria’ for Category 13 of the Differential
Rating table contained in the Resolution of Rates and Charges for 2014-15;
and
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Revenue Statement
(ii)
located within the boundaries of the Central Business District (CBD) as
defined in the above resolution.
This category also includes residential premises that:
(a)
exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of
the table shown at section 15.3 of the Resolution of Rates and Charges for
2014-15; or
(b)
instances where a non-residential improvement co-exists with or within a
residential premises regardless of whether that non-residential improvement is
presently utilised or not. Such a case establishes a potential non-residential
purpose.
4.1.17. Category 14 (CTS – Residential – Non-owner Occupied or Mixed Use)
Inclusion in this category is limited to predominantly residential premises which form
part of a community titles scheme and where:
(a)
the premises is not the principal place of residence of at least one person who
constitutes the owner of the property; and/or
(b)
the owner or occupier conducts non-residential activities upon the property not
in excess of the limitations set out in columns ‘2’ and ‘3’ of the table shown at
section 15.3 of the Resolution of Rates and Charges for 2014-15.
4.1.18. Category 15 (CTS – Minor Lot)
Inclusion in this category is limited to predominantly non-residential lots which form
part of a community titles scheme and where the lot is used as a car parking space,
storage cupboard, storage unit, advertising hoarding or purposes of a like nature. The
purpose of the lot is not for use as a habitable area.
4.1.19. Category 16 (CBD Frame Commercial/Non-Residential)
Inclusion in this category is intended for those properties which are being utilised or
have the potential to be utilised by virtue of improvements or activities conducted upon
the property for a non-residential purpose and are:
(i)
characterised by the ‘Specific Criteria’ for Category 16 of the Differential
Rating table contained in the Resolution of Rates and Charges for 2014-15;
and
(ii)
located within the boundaries of the CBD Frame as defined by the map
shown at section 15.2 in the above resolution.
This category also includes:
(i)
residential premises that:
(a)
exceed the allowable limits of non-residential activity in columns ‘2’
and ‘3’ of the table shown at section 15.3 of the Resolution of Rates
and Charges for 2014-15; or
(b)
instances where a non-residential improvement co-exists with or
within a residential premises regardless of whether that nonresidential improvement is presently utilised or not. Such a case
establishes a potential non-residential purpose
and
(ii)
vacant land located within the boundaries of the CBD Frame that does not
comply with the conditions for vacant land inclusion in category 1 as listed in
the ‘General Criteria’ of Category 1 in the Resolution of Rates and Charges for
2014-15.
4.1.20. Category 17 (CTS – CBD Frame Commercial/Non-Residential)
Inclusion in this category is intended for those properties which form part of a
community titles scheme and are being utilised or have the potential to be utilised by
virtue of improvements or activities conducted upon the property for a non-residential
purpose and are:
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Revenue Statement
(i)
characterised by the ‘Specific Criteria’ for Category 17 of the Differential
Rating table contained in the Resolution of Rates and Charges for 2014-15;
and
(ii)
located within the boundaries of the CBD Frame as defined by the map
shown at section 15.2 in the above resolution.
This category also includes residential premises that:
4.2.
(a)
exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of
the table shown at section 15.3 of the Resolution of Rates and Charges for
2014-15; or
(b)
instances where a non-residential improvement co-exists with or within a
residential premises regardless of whether that non-residential improvement is
presently utilised or not. Such a case establishes a potential non-residential
purpose.
Differential Minimum General Rates
Differential minimum general rates will be levied.
This rate takes into account the minimum cost per annum of providing common services which
are provided to every ratepayer as well as basic general administration costs and provides
equity by reference to the value or quality of land between the various categories.
4.3.
Limitation on Rate Increase
Pursuant to section 108 of the City of Brisbane Regulation 2012, Council has determined to
apply an annual limitation on the increase in the differential general rate on all rateable land in
Category 1, Category 10, Category 16 and Category 17.
In the case of Category 1 and 10 ratepayers this reduces the financial impact where valuation
increases significantly exceed the average increase in the valuation of other ratepayers within
those categories.
In the case of Category 16 and 17 ratepayers the limitation is applied to manage the impact of
change brought about by the inclusion in these categories.
The amount which increases in differential general rates are limited to is set within the
Resolution of Rates and Charges for 2014-15.
4.4.
Special Rates
Special Rates will be made and levied for the provision of a service, facility or activity for Malls,
Beautification Schemes, Suburban Centre Improvement Projects and Living Village
Developments. The Resolution of Rates and Charges for 2014-15 specifies the areas to be
levied and the amount of each levy. Maps of each area are tabled at Council's annual budget
meeting with the budget document.
Council is of the opinion that all land within the areas levied, receives a special benefit from
those activities, services or facilities undertaken within that area.
4.5.
Special Charges
Special Charges will be made and levied for Rural Fire Services. The Resolution of Rates and
Charges for 2014-15 specifies the areas to be levied and the amount of each levy. Maps of
each area are tabled at Council's annual budget meeting with the budget document.
Council is of the opinion that all land within the areas levied, receives a special benefit from
those activities, services or facilities undertaken within that area.
4.6.
Separate Rates
Environmental Management and Compliance Levy
A separate rate will be levied on all rateable land for environmental management and
compliance purposes. These purposes and the amount of the levy are outlined in the
Resolution of Rates and Charges for 2014-15.
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Revenue Statement
Council considers it appropriate that the separate rate be made and levied on the average
rateable value of all land in accordance with the differential general rating category. A
minimum amount is payable. Revenue raised from this levy will be used only to fund either all
or part of the costs associated with these purposes.
It is considered to be more appropriate to raise funds by a separate rate rather than from
general funds to ensure the community is aware of the Council’s commitment to protecting
and enhancing the natural environment and to meeting Council's obligations under the
Environmental Protection Act 1994.
4.7.
Separate Charges
Bushland Preservation Levy - Environment Function
A separate charge will be levied equally on all rateable land for bushland preservation
purposes. These purposes and the amount of the levy are outlined in the Resolution of Rates
and Charges for 2014-15.
Revenue raised from this charge will be used only to fund either all or part of the costs
associated with this purpose. This includes the acquisition, protection and maintenance of
bushland.
It is considered to be more appropriate to raise funds by a separate charge rather than from
general funds to ensure the community is aware of the Council’s commitment to acquiring and
protecting natural bushland areas in the City.
4.8.
Utility Charges for Waste Management
Utility Charges are made and levied for the supply of waste management services for
occupied land or a structure.
The waste management charge will be set to recover the costs associated with the provision
of waste management and recycling solutions that are competitive, environmentally
responsible and reflect a commitment to community safety and industry best practice.
The amount of the charge for the supply of a waste management, collection and disposal
service is dependent upon:

the type of service (i.e. mobile bin, bulk bin, or other waste collection and disposal
service); and/or

the type of property (i.e. a community title scheme).
The specific charges and other conditions are listed in the Resolution of Rates and Charges
for 2014-15.
5.
REBATES & CONCESSIONS ON RATES & CHARGES
5.1
Pensioners
It is Council’s policy to provide assistance by way of a partial remission of rates to eligible
pensioners from whom an application has been received.
Generally, an eligible pensioner may be:

a client of Centrelink and/or the Department of Veterans' Affairs, in receipt of a pension;
and

in possession of a Queensland issued Pensioner Concession Card and/or a Queensland
issued Repatriation Health Card for All Conditions (Gold Card); and

a person who is the registered owner of the property in question and resides there
permanently, or an owner of a property held under a ‘special disability trust’; and

a person from whom an application has been received.
The level of the remission is set by a resolution of Council and may be amended from time to
time.
The specific eligibility criteria are outlined in Council's “Partial Remission of Rates and
Charges for Pensioners Policy”.
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Revenue Statement
5.2
Not-for-Profit (Welfare and Community) Organisations
The Brisbane City Council will offer a partial remission of general rates to certain not-for-profit
organisations that provide or support essential welfare or community services to the residents
of Brisbane. This is consistent with the outcomes of Council’s revenue policy which states in
part: “Council will be guided by the principles of: .… responsiveness to community
expectations of what activities should attract assistance from Council”.
The desired outcome of the provision of this partial remission is to free up resources for
eligible organisations that can be directed towards achieving or enhancing their principal
objectives.
To be eligible for this partial remission, an applicant organisation must comply with all of the
criteria set out in the questionnaire. This questionnaire takes the form of a self-assessment
process by which applicants can gauge their eligibility for consideration for a partial
remission.
A remission is limited to not-for-profit organisations that are deemed to be either ‘Welfare’ or
‘Community’ focused and is defined broadly as follows:
5.2.1
‘Welfare’ – means principal objectives which provide:

Disability Support – to provide support, education, therapy, respite or any other
form of assistance to the aged or people with disabilities or chronic illness
and/or their carers; or

Social Support – to provide practical support such as emergency
accommodation, food, clothing, counseling or any other form of assistance to
socially disadvantaged members of the general community.
As a guide, these principal objectives may typically include services such as:
counselling, education, research support, vocational training for the disadvantaged,
advocacy, respite care, family support, substance dependence education, counseling
and rehabilitation, referral, life education, sheltered workshops, guide dog training,
social work, or any other service which supports or enhances the quality of life of its
clients.
5.2.2
‘Community’ - means principal objectives which:

promote and encourage social cohesion through the provision of community
services or activities, the furthering of multiculturalism or the support of
identifiable groups who may require specific support due to age, gender,
religion, ethnicity, health, disability or some other factor that sets a group apart
from the general community; or

provide or support an essential service on a volunteer basis; or

encourage the appreciation and/or protection of the natural environment; or

preserve and promote an appreciation of culture or heritage.
As a guide, these principal objectives may typically include services such as:
non-formal youth education and training, youth activities, personal development,
cultural or ethnic activities supporting a cohesive multi-cultural society, community
education, environmental awareness, social justice, arts and heritage conservation
and promotion, any other activity or service which is provided by a group of
volunteers that enhances the liveability, cultural diversity, environment or social
cohesiveness of the Brisbane community.
5.3
Bushland Preservation Levy Remission
Properties for which the owner has entered into a ‘voluntary conservation agreement’ or a
‘land for wildlife agreement’ with Brisbane City Council over the whole or part of their land may
be remitted the Bushland Preservation Levy in full.
5.4
Owner Occupier Remission
Owner Occupier Remission is provided to Category 1 and 10 ratepayers as a limitation to their
annual general rate increase.
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Revenue Statement
5.5
Rate Capping Remission
Rate Capping Remission is provided to Category 16 and 17 ratepayers as a limitation to their
annual general rate increase.
5.6
Other remissions
Other remission may be considered on a case by case basis.
6.
DISCOUNTS FOR PROMPT PAYMENT
To encourage the prompt payment of rates and charges on certain properties, a discount will be
allowed on general rates, if all rates and charges and arrears are paid within 30 days after the issue
of a rate notice.
The discount rates and conditions are specified in the Resolution of Rates and Charges for 2014-15.
7.
EXEMPTIONS FROM GENERAL RATING
Any land used for public, religious, charitable or educational purposes, and:
(a)
for which an application has been received from the owner; and
(b)
which is approved by Council as eligible for exemption; and
(c)
is identified in Schedule 1 of the Resolution of Rates and Charges for 2014-15
is exempt from general rating, special rating and charging, and separate rating and charging.
Further details are specified in the Resolution of Rates and Charges for 2014-15.
8.
FEES AND CHARGES
Council levies a range of Fees and Charges for:
(a)
Cost-Recovery Fees as defined by s.99 of the City of Brisbane Act 2010; and
(b)
Commercial/Other Fees for the provision of a service or facility not deemed a
cost-recovery fee under the s.242(3)(c) of the City of Brisbane Act 2010.
These are defined in the Schedule of Fees and Charges (the Schedule), adopted by resolution and
published annually as part of Council’s budget.
8.1
Cost-Recovery Fees
Council may fix a Cost-Recovery Fee for any of the following:
(a)
an application for, or the issue of, an approval, consent, licence, permission,
registration or other authority under a local government act;
(b)
recording a change of ownership of land;
(c)
giving information kept under a local government act;
(d)
seizing property or animals under a local government act.
The principles of Full Cost Pricing (National Competition Policy) and User Pays are applied in
calculating all Cost-Recovery Fees of the Council.
Cost-Recovery Fees are listed in Council's Register of Cost-Recovery Fees.
8.2
Concessions for Fees and Charges
Council provides a range of concessions or discounts on certain Fees and Charges.
8.2.1
Type 1 Concessions
These cover a range of different Fees and Charges, and are restricted to charitable
organisations listed in ‘Appendix A’ of the Schedule, or to charitable organisations able
to meet the criteria for listing outlined in the paragraph below. The quantum of
concession varies and is specified in the Schedule.
Inclusion in this list is conditional upon the applicant organisation meeting the following
criteria:
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Revenue Statement
“To be eligible for inclusion in Appendix A of the Schedule of Fees and Charges,
Charitable Organisations must hold registration with the Queensland Government
Office of Fair Trading as a Charitable Purpose (CH type); registration as a Community
Purpose (CP type) is not sufficient. A copy of a complying certificate type must be
lodged with a written application.”
8.2.2
Type 2 Concessions
These concessions are restricted to a 50% partial remission of Public Health Licenses
(except food) – Entertainment Venues and Events Fees and Charges.
Provision of these concessions is restricted to applicant not-for-profit organisations
whose principal objectives meet the definitions of ‘Welfare’ or ‘Community’ as defined
in the eligibility criteria of the Rates and Charges Concessions – “Not-for-Profit
(Welfare and Community) Organisations” listed at 5.2.1 and 5.2.2.
Eligibility in this case is not restricted to organisations which own land or have applied
for or have been granted a rates concession under the same provisions.
Applications for type 1 and type 2 concessions must be made in writing to the Chief Financial
Officer (CFO), Brisbane City Council, who will assess eligibility and approve complying
applications. The submission of a written application to the CFO is essential in order to be
considered for concessions.
The CFO may also rule on the continuing eligibility of an applicant organisation for
concessions.
9.
INFRASTRUCTURE COST RECOVERY
The Council will issue infrastructure charge notices for development infrastructure under an adopted
infrastructure charges resolution made under the Sustainable Planning Act 2009 (“SPA”) when
issuing development approvals or compliance permits under SPA. The resolution (presently
Brisbane Adopted Infrastructure Charges Resolution (No. 2) 2011) details how the infrastructure
charges are calculated.
10. GRANTS AND SUBSIDIES
Council actively pursues opportunities for grants and subsidies offered by higher levels of
government to defray costs that would otherwise have to be borne solely by ratepayers.
11. DEPRECIATION & NON-CASH EXPENSES
It is Council’s intention to fully fund depreciation and other non-cash expenses, so as to maintain
operating capability.
12. OPERATING CAPABILITY
The change in operating capability is disclosed in the Budgeted Financial Statements.
It is intended to increase the operating capability to meet the needs of a growing city.
13. FURTHER INFORMATION
13.1 Authority
It is a requirement of s160(2)(b) of the City of Brisbane Regulation 2012 that for each financial
year Council must include a Revenue Statement as part of its annual budget.
Section 164 of the above regulation specifies the content of the Revenue Statement.
13.2 Guideline Owner
Chief Financial Officer, Corporate Finance, Organisational Services Division.
13.3 Further Assistance
For further assistance, please refer to the City of Brisbane Act 2010, the City of Brisbane
Regulation 2012, or contact the Chief Financial Officer.
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Revenue Statement
13.4 Related Information
The Brisbane City Council Revenue Policy 2014-15 was reviewed by the council delegate and
adopted by Council on 18 June 2014. This Revenue Statement has been prepared using
principles therein.
There are various administrative policies and arrangements that make up the total Council
response to revenue management. Some have been referred to above.
13.5 Review Date
This document will be reviewed annually in conjunction with the development of Council’s
budget.
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Resolution of Rates and Charges
RESOLUTION OF RATES AND CHARGES 2014-15
1.
DEFINITIONS ..................................................................................................................................................................... - 214 -
2.
LAND USE CODES ............................................................................................................................................................ - 214 -
3.
AVERAGING OF LAND VALUES ....................................................................................................................................... - 214 -
4.
DIFFERENTIAL GENERAL RATES .................................................................................................................................... - 214 -
5.
EXEMPTIONS FROM GENERAL RATING ......................................................................................................................... - 230 -
6.
SPECIAL RATES ................................................................................................................................................................ - 231 -
7.
SEPARATE RATES ............................................................................................................................................................ - 233 7.1
8.
SPECIAL CHARGES .......................................................................................................................................................... - 234 8.1
9.
Waste Management Service Charges ........................................................................................................... - 235 -
GENERAL CHARGES ........................................................................................................................................................ - 237 11.1
12.
Bushland Preservation Levy – Environment Function .................................................................................... - 235 -
UTILITY CHARGES ............................................................................................................................................................ - 235 10.1
11.
Rural Fire Services Levy ............................................................................................................................... - 234 -
SEPARATE CHARGES ...................................................................................................................................................... - 235 9.1
10.
Environmental Management and Compliance Levy ....................................................................................... - 233 -
Fees and Charges ......................................................................................................................................... - 237 -
TERMS AND CONDITIONS ................................................................................................................................................ - 237 12.1
Levying of Rates and Utility Charges. ............................................................................................................ - 237 -
12.2
Discount on Differential General Rates. ......................................................................................................... - 237 -
12.3
Interest on Unpaid Rates and Utility Charges. ............................................................................................... - 238 -
12.4
Goods and Services Tax (GST). .................................................................................................................... - 238 -
13.
COMMONWEALTH LANDS ................................................................................................................................................ - 238 -
14.
DICTIONARY OF TERMS................................................................................................................................................... - 238 -
15.
APPENDICES ..................................................................................................................................................................... - 245 15.1
CBD Differential Rating Boundary Map.......................................................................................................... - 245 -
15.2
CBD FRAME Differential Rating Boundary Map ............................................................................................ - 246 -
15.3
Determining residential categorisation for differential rating. .......................................................................... - 247 -
15.4
Criteria for determining categorisation between differential rating categories 5b, 5c, 5d, 5e,
5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u and 5v from 1 July 2014. ........................................ - 250 -
15.5
Criteria for determining categorisation between differential rating categories 8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h,
8i, 8j and 8k from 1 July 2014 ........................................................................................................................ - 256 -
15.6
Criteria for determining categorisation between differential rating categories 9a, 9b, 9c and 9d from 1 July
2014 .............................................................................................................................................................. - 257 -
15.7
Criteria for determining categorisation between differential rating categories 2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i,
2j and 2k from 1 July 2014 .............................................................................................................................. -258-
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Resolution of Rates and Charges
PRESENTATION AND SUBMISSION BY
THE RIGHT HONOURABLE THE LORD MAYOR
FOR THE APPROVAL OF AND ADOPTION BY THE COUNCIL
Pursuant to the provisions of the City of Brisbane Act 2010, the City of Brisbane Regulation 2012,
the Standing Rules and the Local Laws of the Council, I present and submit to the Council
recommendations as to the rates, charges and fees to be fixed for the year ending 30 June 2015 for
the approval of and adoption by the Council.
1. DEFINITIONS
Throughout this resolution, a term appearing in bold italic text is defined in s.14 –
DICTIONARY OF TERMS.
2. LAND USE CODES
Until otherwise decided or amended, the land use codes set out in the document Brisbane
City Council land use codes 1st July 2014 as tabled shall constitute the land use codes for
rating and charging purposes.
3. AVERAGING OF LAND VALUES
Pursuant to section 67(4) of the City of Brisbane Regulation 2012 the Council determines that,
for the purpose of making and levying rates and charges for the financial year on rateable
land:
(a)
the rateable value of land is to be the averaged value under section 67(4)(b) of
the Regulation, and
(b)
the average value will be calculated under section 69 of the Regulation, and
(c)
for the purposes of section 69(2) of the Regulation the ‘3-year averaging number’
for the financial year is 0.98.
Note: For properties with land use code 72, the rateable value will be calculated in
accordance with section 50(2) of the Land Valuation Act 2010.
4. DIFFERENTIAL GENERAL RATES
(a)
For the purpose of making and levying differential general rates for the financial
year on all rateable land in the City, the Council determines that –
(i)
(ii)
the categories into which the rateable land in the City is to be categorised
are –
a)
(subject to Clause 4(b)), 63 in number and
b)
identified by the ‘Category’ of the Differential General Rating Table.
the criteria by which land is to be categorised as being in a particular one
of those categories are specified in the ‘General Criteria’ and ‘Specific
Criteria’ columns of the Differential General Rating Table opposite the
identification of the particular category.
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Resolution of Rates and Charges
DIFFERENTIAL GENERAL RATING TABLE
Category
1.
General Criteria
Specific Criteria
Residential: Owner Occupied
1.This criterion will only apply where:
(a)
Subject to meeting the General Criteria –
the current use, or having regard to any
improvements or activities conducted upon the
land, the potential use of the subject land is solely
principal residential purposes.
Where the land contains a dwelling house and
otherwise meets the general criteria above, then
this category will apply:
(i)
regardless of the City Plan 2014 zone within
which that land is situated and
(ii)
only where the land represents the principal
place of residence of at least one person
who constitutes the owner/s of the land.
1.
Land to which the following land use codes
apply –
01
vacant urban land,
06
outbuilding / amenity block, or
94
vacant rural land, and
which meets the general criteria for this category.
2.
Land to which the following land use codes
applies –
02
or
(b)
the sole purpose for which the subject land is
presently utilised is vacant land and is:
(i)
wholly contained within a zone or
combination of zones defined under Part 6 of
City Plan 2014 as:
Conservation zone, or
Environmental management zone, , or
Rural zone, or
where coexisting with another zone or code
contained within this general criteria, Open
space zone, or
Emerging community zone, or
Low density residential zone, or
Character residential zone, or
Low-medium density residential zone, or
Medium density residential, or
High density residential zone, or a
3.
The following land is specifically included in this
category:
a.
vacant land which meets the general
criteria for this category, or
b.
premises that would otherwise be the
owner’s principal place of residence but
where the owner is incapable of
occupancy due to ill or frail health and is
domicile in a care facility, provided such
premises remain unoccupied by any other
person/s.
c.
premises subject to a special disability
trust, occupied by a deemed vulnerable
pensioner owner.
4.
Land to which the following land use codes
applies –
03
(ii)
Mixed use zone where the predominant
use for which land may be utilised is a
residential purpose, or
(iii)
Land contained within the Moreton Island
settlements neighbourhood plan defined
under Section 7 City Plan 2014 and as
shown on the Moreton Island settlements
neighbourhood plan map in Schedule 2 of
City Plan 2014, other than that contained
within the resort area of the Tangalooma
precinct, or
(iv)
Land that has been purchased by an
individual for solely principal residential
purposes following the re-configuration of
allotments, will be deemed to meet the
criteria of this category regardless of any
current zone under City Plan 2014 and will
continue until such time as the land is
reclassified as residential.
single unit dwelling used for principal
residential purposes.
multiple dwelling/s
provided that the property complies with this
resolution’s definition of owner-occupied multiresidential (single family).
or
(c)
2a.
the property meets this resolution’s definition of
owner-occupied multi-residential (single family)
Commercial/Non-Residential – Group A
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
1.
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the land
- 215 -
Land to which the following land use codes
Resolution of Rates and Charges
Category
General Criteria
Specific Criteria
of non-residential purposes, and
(b)
located outside of the boundaries of the CBD or
CBD Frame, and
01
06
72
(c)
characterised by one of the land use codes in the
adjacent specific criteria attributable to this
category.
94
(d)
does not comply with the specific criteria of
categories 2b, 2c ,2d, 2e, 2g, 2h. 2i, 2j or 2k below.
Vacant land outside of the CBD or CBD Frame falls
within this category where that land does not meet both
the general and specific criteria of category 1 of this table.
or
2.
Land to which the following land use codes
apply –
10
11
13
15
17
18
19
20
21
23
24
25
26
27
28
32
33
34
35
36
38
39
41
42
43
44
45
46
47
48
50
51
52
54
55
56
57
58
59
63
91
92
95
96
97
99
- 216 -
apply –
vacant urban land,
outbuilding/amenity block,
vacant land – valuation discounted
subdivided land, or
vacant rural land, and
a. is not residential purposes land, or
b. meets the general criteria of this
Category.
combined multiple dwelling and shop,
shop (single),
shops – shopping group (2 to 6 shops),
shop (secondary retail),
restaurant/fast food outlet (non drivethrough),
special tourist attraction,
walkway/ramp,
marina,
residential institution,
retail warehouse,
sales area,
office(s),
funeral parlour,
hospital/convalescent home (medical care,
private),
warehouse and bulk store,
wharf,
builder's yard/contractor's yard,
cold store/ice works,
general industry,
light industry,
advertising – hoarding,
harbour industry,
child care centre,
hotel/tavern,
motel,
nursery/garden centre,
theatres/cinemas,
drive-in theatres,
licensed club,
sports club/facilities,
other club (non business),
religious,
cemetery,
art gallery, museum, zoo,
library,
showground/racecourse/airfield,
park and garden/bushland reserve,
educational,
access restriction strip,
boarding kennels / cattery,
utility installation,
defence force establishment,
reservoir, dam, bore,
public hospital,
welfare home/premises, or
community protection centre.
Resolution of Rates and Charges
Category
2b.
General Criteria
Specific Criteria
Commercial/Non-Residential – Group B
This criterion will apply where the land meets;
2c.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group G
This criterion will apply where the land meets;
2h.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Commercial/Non-Residential – Group F
This criterion will apply where the land meets;
2g.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group E
This criterion will apply where the land meets;
2f.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Commercial/Non-Residential – Group D
This criterion will apply where the land meets;
2e.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group C
This criterion will apply where the land meets;
2d.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group H
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
- 217 -
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Resolution of Rates and Charges
Category
2i.
General Criteria
Specific Criteria
Commercial/Non-Residential – Group I
This criterion will apply where the land meets;
2j.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 2a
above, and
(b)
the specific criteria of differential rating category 2a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group L
This criterion will apply where the land is:
(a)
3.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Commercial/Non-Residential – Group K
This criterion will apply where the land meets;
2l.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.7.
Commercial/Non-Residential – Group J
This criterion will apply where the land meets;
2k.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the land
of non-residential purposes, and
(b)
located outside of the boundaries of the CBD or
CBD Frame, and
(c)
characterised by one of the land use codes in the
adjacent specific criteria attributable to this
category.
(d)
does not comply with the specific criteria of
categories 2b to 2k above.
Subject to meeting the General Criteria –
Land to which the following land use codes
apply –
12
16
22
29
30
31
37
40
73
shops – shopping group (more than 6
shops),
drive-in shopping centre,
car park,
transport terminal,
service station,
oil depot,
noxious/offensive industry,
extractive industry,
restaurant/fast food outlet (drive-through)
Rural
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the land
of non-residential purposes, and
Land to which the following land use codes
apply –
characterised by one of the land use codes in the
adjacent specific criteria attributable to this
category.
(b)
- 218 -
62
wholesale production nursery,
64
livestock grazing – breeding,
65
livestock grazing – breeding and fattening,
66
livestock grazing – fattening,
67
goats,
68
dairy cattle – quota milk,
69
dairy cattle – non-quota milk,
74
turf farm,
75
sugar cane,
79
orchard,
80
tropical fruit,
81
pineapple,
82
vineyard,
83
small crops and fodder irrigated,
84
small crops & fodder non-irrigated,
85
pigs,
86
horses,
Resolution of Rates and Charges
Category
4.
General Criteria
Specific Criteria
87
poultry,
88
forestry and logs, or
89
animals (special).
Multi-Residential
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the land
of non-residential purposes, and
Land to which the following land use codes
apply –
characterised by one of the land use codes in the
adjacent specific criteria attributable to this
category.
(b)
03
multiple dwelling/s,
07
guest house / private hotel / hostel,
49
caravan park,
53
re-locatable home park,
60
retirement facilities,
and land used as a multiple dwelling.
This criteria includes 'Bed & Breakfast' or 'Homestay' style accommodation which does not
comply with the Performance outcomes and
Acceptable outcomes of the ‘Home based
business code’ under Part 9 of City Plan 2014.
5a.
Central Business District – Group A
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category 2a
or 2l above, and
(b)
the specific criteria of differential rating category 2a
or 2l, and
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was located
within the boundary line shown on the CBD
Differential Rating Boundary Map at section 15.1.
Vacant land within the CBD falls within this category
where that land does not meet both the general and
specific criteria of category 1 of this table.
5b.
Central Business District – Group B
This criterion will apply where the land meets;
5c.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group C
This criterion will apply where the land meets;
5d.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group D
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
- 219 -
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Resolution of Rates and Charges
Category
5e.
General Criteria
Specific Criteria
Central Business District – Group E
This criterion will apply where the land meets;
5f.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group J
This criterion will apply where the land meets;
5k.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Central Business District – Group I
This criterion will apply where the land meets;
5j.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group H
This criterion will apply where the land meets;
5i.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Central Business District – Group G
This criterion will apply where the land meets;
5h.
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group F
This criterion will apply where the land meets;
5g.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group K
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
- 220 -
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Resolution of Rates and Charges
Category
5l.
General Criteria
Specific Criteria
Central Business District – Group L
This criterion will apply where the land meets;
5m.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group Q
This criterion will apply where the land meets;
5r.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Central Business District – Group P
This criterion will apply where the land meets;
5q.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group O
This criterion will apply where the land meets;
5p.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
Central Business District – Group N
This criterion will apply where the land meets;
5o.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group M
This criterion will apply where the land meets;
5n.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group R
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category 5a
above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
- 221 -
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Resolution of Rates and Charges
Category
5s.
General Criteria
Specific Criteria
Central Business District – Group S
This criterion will apply where the land meets;
5t.
(a)
the general criteria of differential rating category
5a above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
(a)
the general criteria of differential rating category
5a above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
6.
7.
8a.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group U
This criterion will apply where the land meets;
5v.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group T
This criterion will apply where the land meets;
5u.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
(a)
the general criteria of differential rating category
5a above, and
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
Central Business District – Group V
This criterion will apply where the land meets;
Subject to meeting the General Criteria, a
(a)
the general criteria of differential rating category
5a above, and
property will be included in this differential rating
(b)
the specific criteria of differential rating category 5a,
and
(c)
is characterised by the specific criteria opposite.
As at the date of this resolution it was recorded
in Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.4.
category where –
Other
Applies only where land does not fall within categories:
Land not included in Categories -
1,2a,2b,2c,2d,2e,2f,2g,2h,2i,2j,2k,2l,3,4,5a,5b,5c,5d,5e,5f,
5g,5h,5i,5j,5k,5l,5m,5n,5o,5p,5q,5r,5s,5t,5u,5v,7,
8a,8b,8c,8d,8e,8f,8g,8h,8i,8j,8k,9a,9b,9c,9d,10,11a,11b,
12,13, 14,15,16 or 17
1,2a,2b,2c,2d,2e,2f,2g,2h,2i,2j,2k,2l,3,4,5a,5b,5c,
5d,5e,5f,5g,5h,5i,5j,5k,5l,5m,5n,5o,5p,5q,5r,5s,
5t,5u,5v,7,
8a,8b,8c,8d,8e,8f,8g,8h,8i,8j,8k,9a,9b,9c,9d,10,
11a,11b,12,13, 14,15,16 or 17
Residential: Non-owner Occupied or Mixed Use
This criterion will apply where the land is used for mixed
Subject to meeting the General Criteria –
residential purposes or secondary residential
purposes, or has the potential predominant use by virtue
Land to which the following land use codes
apply –
of its improvements or activities conducted upon the land
61
mixed residential purposes,
for these purposes.
70
secondary residential purposes, or
72
Vacant land – valuation discounted for
subdivided land.
Large Regional Shopping Centre – Group A
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
- 222 -
Resolution of Rates and Charges
Category
8b.
General Criteria
Specific Criteria
Large Regional Shopping Centre – Group B
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8c.
Large Regional Shopping Centre – Group C
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8d.
Large Regional Shopping Centre – Group D
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8e.
Large Regional Shopping Centre – Group E
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8f.
Large Regional Shopping Centre – Group F
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8g.
Large Regional Shopping Centre – Group G
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8h.
Large Regional Shopping Centre – Group H
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
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Resolution of Rates and Charges
Category
8i.
General Criteria
Specific Criteria
Large Regional Shopping Centre – Group I
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8j.
Large Regional Shopping Centre – Group J
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
8k.
Large Regional Shopping Centre – Group K
This criterion will apply where the land is used as a large
regional shopping centre and is characterised by the
specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.5.
9a.
Major Regional Shopping Centre – Group A
This criterion will apply where the land is used as a major
shopping centre and is characterised by the specific
criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.6.
9b.
Major Regional Shopping Centre – Group B
This criterion will apply where the land is used as a major
shopping centre and is characterised by the specific
criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.6.
9c.
Major Regional Shopping Centre – Group C
This criterion will apply where the land is used as a major
shopping centre and is characterised by the specific
criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to its common
name, its property location or its real property
description as shown in the table at section 15.6.
9d.
Major Regional Shopping Centre – Group D
This criterion will apply where the land is used as a major
shopping centre and is characterised by the specific
criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was recorded in
Council systems by reference to either its
common name, its property location or its real
property description as shown in the table at
section 15.6.
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Resolution of Rates and Charges
Category
10.
General Criteria
Specific Criteria
CTS – Residential: Owner Occupied
This criterion will only apply where:
Subject to meeting the General Criteria –
the current use, or having regard to any improvements or
activities conducted upon the land, the potential use of
the subject land is solely principal residential purposes.
1.
Where the land contains a dwelling unit contained within
a community titles scheme and otherwise meets the
general criteria above, then this category will apply:
(a)
(b)
11a.
11b.
regardless of the City Plan 2014 zone within
which that land is situated and,
only where the land represents the principal
place of residence of at least one person who
constitutes the owner/s of the land.
13.
Land to which the following land use code
applies –
08
community titles scheme unit used for
principal residential purposes.
2.
The following land is specifically included in this
category:
premises that would otherwise be the owner’s
principal place of residence but where the
owner is incapable of occupancy due to ill or frail
health and is domicile in a care facility, provided
such premises remain unoccupied by any other
person/s
CTS – Commercial/Non-Residential – Group A
* subject to Clause 4(b)
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the
land of non-residential purposes, and
Land to which the following land use code
applies –
(b)
located outside of the boundaries of the CBD or
CBD Frame, and
(c)
characterised by one of the land use codes in
the adjacent specific criteria attributable to this
category.
08
CTS – Commercial/Non-Residential – Group B
This criterion will apply where the land meets;
12.
* subject to Clause 4(b)
(a)
the general criteria of differential rating category
2l above, and
(b)
the specific criteria of differential rating category
2l, and
(c)
is primarily characterised by the specific criteria
opposite.
community titles scheme unit(s), not
used for residential purposes.
* subject to Clause 4(b)
Subject to meeting the General Criteria –
Land to which the following land use code
applies –
08
CTS – Multi-Residential
community titles scheme unit(s), not
used for residential purposes.
* subject to Clause 4(b)
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the
land of non-residential purposes, and
(b)
characterised by one of the land use codes in
the adjacent specific criteria attributable to this
category.
Land to which the following land use codes
applies –
08
community titles scheme unit, and
the property is being used as a multiple
dwelling.
CTS – Central Business District
This criterion will apply where the land is:
(a)
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the
land of non-residential purposes, and
(b)
located within the boundaries of the CBD , and
(c)
characterised by one of the land use codes in
the adjacent specific criteria attributable to this
category.
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* subject to Clause 4(b)
Subject to meeting the General Criteria –
Land located within the CBD to which the
following land use code applies –
08
community titles scheme unit(s), not
used for principal residential purposes,
mixed residential purposes or secondary
residential purposes.
Resolution of Rates and Charges
Category
14.
General Criteria
Specific Criteria
CTS – Residential: Non-owner Occupied or Mixed Use * subject to Clause 4(b)
This criterion will apply where the land is used for
mixed residential purposes or secondary residential
purposes, or has the potential predominant use by
virtue of its improvements or activities conducted upon
the land for these purposes.
15.
08
community titles scheme unit.
* subject to Clause 4(b)
This criterion will apply where the land is:
Subject to meeting the General Criteria –
(a)
Land to which the following land use codes
applies –
used for non-residential purposes, or has the
potential predominant use by virtue of its
improvements or activities conducted upon the
land of non-residential purposes, and
characterised by one of the land use codes in
the adjacent specific criteria attributable to this
category.
08
community titles scheme unit,
and the property is being used for a car parking
space, storage cupboard, storage unit,
advertising hoarding or purposes of a like nature.
CBD Frame Commercial/Non-Residential
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category
2a or 2l above, and
(b)
the specific criteria of differential rating category
2a or 2l, and
(c)
is characterised by the specific criteria opposite.
Vacant land within the CBD Frame falls within this
category where that land does not meet both the general
and specific criteria of category 1 of this table.
17.
Land to which the following land use code
applies –
CTS – Minor Lot
(b)
16.
Subject to meeting the General Criteria –
CTS – CBD Frame Commercial/Non-Residential
This criterion will apply where the land meets;
(a)
the general criteria of differential rating category
11a or 11b above, and
(b)
the specific criteria of differential rating category
11a or 11b, and
(c)
is characterised by the specific criteria opposite.
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was located
completely within the boundary line shown on the
CBD FRAME Differential Rating Boundary Map at
section 15.2.
* subject to Clause 4(b)
Subject to meeting the General Criteria, a
property will be included in this differential rating
category where –
As at the date of this resolution it was located
completely within the boundary line shown on the
CBD FRAME Differential Rating Boundary Map
at section 15.2 and to which the following land
use code applies –
08
community titles scheme unit(s), not
used for principal residential purposes, mixed
residential purposes or secondary residential
purposes.
(b)
A property that is contained within one of the above categories (the "Original Category")
that has a Parity Factor assigned to it by this resolution is automatically placed into a
separate differential rating category referable to the Original Category and that Parity
Factor. The criteria for this new category are the same as the Original Category with
the addition of the Parity Factor.
(c)
The Parity Factor applicable to a property is calculated by reference to Table "A".
(d)
The Council, using the criteria specified in the Differential General Rating Table
identifies the category in which each parcel of rateable land in the City is included.
(e)
For the financial year the differential general rate is first calculated as set out opposite
a category determined under (a) and (b) and specified in Table ‘B’ and made equally on
the rateable value of all rateable land in the City included in that category.
(f)
The result of (e) shall then be multiplied by the Parity Factor corresponding to the
differential category determined under (a) and (b) and specified in Table ‘B’ to derive
the differential general rates levied on an individual property.
(g)
The Parity Factor referred to in (a) and (b) and specified in Table ‘B’ and which forms
part of the calculation of differential general rates shall be determined by reference to
the following basis shown in table ‘A’,
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Resolution of Rates and Charges
TABLE ‘A’
Band
factor 1
factor 2
A
for each dollar of rateable value of the land upon which a community titles
scheme is constructed up to and including $2,250,000
0.00000
0.0000
plus,
B
for each dollar of rateable value of the land upon which a community titles
scheme is constructed from $2,250,001 up to and including $6,000,000
0.00760
0.0000
plus,
C
for each dollar of rateable value of the land upon which a community titles
scheme is constructed from $6,000,001 up to and including $10,000,000
0.00970
0.0000
plus,
D
for each dollar of rateable value of the land upon which a community titles
scheme is constructed in excess of $10,000,000
0.00225
0.0000
plus,
for each dollar of rateable value apportioned to each lot within a community
titles scheme by reference to its interest schedule lot entitlement under a
community management statement
1.0000
1.0000
i. The parity factor referred to in Table ‘B’ is calculated to be the sum of factor 1 divided by the sum of factor 2
ii. Where the parity factor determined above exceeds 5, the parity factor is deemed to be 5.
Category
TABLE ‘B’
Description
1
Residential – Owner-occupied
0.3103
2a
Commercial/Non-Residential – Group A
2b
Commercial/Non-Residential – Group B
Differential
General Rate
(cents in the
dollar)
Differential Minimum
General Rate
Parity Factor
$522.80
1.0000
0.8922
$1,327.48
1.0000
0.8922
$61,353.24
1.0000
2c
Commercial/Non-Residential – Group C
0.8922
$106,079.80
1.0000
2d
Commercial/Non-Residential – Group D
0.4004
$1,327.48
1.0000
2e
Commercial/Non-Residential – Group E
0.8922
$127,118.80
1.0000
2f
Commercial/Non-Residential – Group F
0.8922
$63,163.24
1.0000
2g
Commercial/Non-Residential – Group G
0.8922
$124,669.64
1.0000
2h
Commercial/Non-Residential – Group H
0.8922
$162,071.76
1.0000
2i
Commercial/Non-Residential – Group I
0.8110
$22,313.84
1.0000
2j
Commercial/Non-Residential – Group J
0.8922
$92,004.16
1.0000
2k
Commercial/Non-Residential – Group K
0.8922
$7,340.96
1.0000
2l
Commercial/Non-Residential – Group L
0.9044
$1,327.48
1.0000
3
Rural
0.3346
$559.56
1.0000
4
Multi-Residential
0.5508
$808.88
1.0000
5a
Central Business District – Group A
1.3925
$1,712.40
1.0000
5b
Central Business District – Group B
1.3456
$202,443.12
1.0000
5c
Central Business District – Group C
1.3709
$220,846.96
1.0000
5d
Central Business District – Group D
1.3458
$276,058.68
1.0000
5e
Central Business District – Group E
1.3220
$331,270.44
1.0000
5f
Central Business District – Group F
1.3069
$386,482.16
1.0000
5g
Central Business District – Group G
1.3988
$441,693.92
1.0000
5h
Central Business District – Group H
1.3933
$496,905.64
1.0000
5i
Central Business District – Group I
1.6741
$552,117.40
1.0000
5j
Central Business District – Group J
1.3390
$662,540.88
1.0000
5k
Central Business District – Group K
2.0997
$717,752.60
1.0000
5l
Central Business District – Group L
1.8496
$1,089,400.00
1.0000
5m
Central Business District – Group M
1.2467
$1,049,022.52
1.0000
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Category
Resolution of Rates and Charges
Description
5n
Central Business District – Group N
1.1543
$246,000.00
1.0000
5o
Central Business District – Group O
1.3761
$1,214,658.24
1.0000
5p
Central Business District – Group P
1.5599
$1,545,928.68
1.0000
5q
Central Business District – Group Q
2.0693
$1,766,775.64
1.0000
Differential
General Rate
(cents in the
dollar)
Differential Minimum
General Rate
Parity Factor
5r
Central Business District – Group R
1.7250
$1,877,199.12
1.0000
5s
Central Business District – Group S
1.7508
$565,000.00
1.0000
5t
Central Business District – Group T
1.7201
$688,000.00
1.0000
5u
Central Business District – Group U
1.2747
$235,875.00
1.0000
5v
Central Business District – Group V
1.2968
$458,700.00
1.0000
6
Other
0.8922
$1,327.48
1.0000
7
Residential – Non-owner Occupied or Mixed Use
0.3984
$652.92
1.0000
8a
Large Regional Shopping Centre – Group A
1.1024
$176,575.00
1.0000
8b
Large Regional Shopping Centre – Group B
1.1454
$165,790.00
1.0000
8c
Large Regional Shopping Centre – Group C
1.4336
$161,280.00
1.0000
8d
Large Regional Shopping Centre – Group D
1.1462
$183,480.00
1.0000
8e
Large Regional Shopping Centre – Group E
1.1340
$206,415.00
1.0000
8f
Large Regional Shopping Centre – Group F
1.1643
$314,361.00
1.0000
8g
Large Regional Shopping Centre – Group G
1.5745
$393,625.00
1.0000
8h
Large Regional Shopping Centre – Group H
1.2287
$344,024.36
1.0000
8i
Large Regional Shopping Centre – Group I
1.2939
$430,030.40
1.0000
8j
Large Regional Shopping Centre – Group J
1.3649
$458,699.12
1.0000
8k
Large Regional Shopping Centre – Group K
1.9877
$596,308.88
1.0000
9a
Major Regional Shopping Centre – Group A
1.5572
$1,012,150.00
1.0000
9b
Major Regional Shopping Centre – Group B
1.2983
$1,146,747.84
1.0000
9c
Major Regional Shopping Centre – Group C
1.6043
$1,419,500.00
1.0000
9d
Major Regional Shopping Centre – Group D
1.4140
$1,433,434.24
1.0000
10
CTS - Residential – Owner-occupied
0.3440
$522.80
Refer TABLE ‘A’
11a
CTS - Commercial/Non-Residential – Group A
0.8987
$1,327.48
Refer TABLE ‘A’
11b
CTS - Commercial/Non-Residential – Group B
0.9090
$1,327.48
Refer TABLE ‘A’
12
CTS - Multi-Residential
0.5988
$808.88
Refer TABLE ‘A’
13
CTS - Central Business District
1.3632
$1,712.40
Refer TABLE ‘A’
14
CTS - Residential – Non-owner Occupied or Mixed
Use
CTS – Minor Lot
0.4570
$652.92
Refer TABLE ‘A’
15
0.9832
$652.92
Refer TABLE ‘A’
16
CBD Frame Commercial/Non-Residential
0.9350
$1,423.76
1.0000
17
CTS - CBD Frame Commercial/Non-Residential
0.9124
$1,423.76
Refer TABLE ‘A’
(h)
Despite (e) and (f), the minimum differential general rate payable in respect of all
rateable land in each category determined under (a) and (b) is that shown
against its corresponding category in table ‘B’ above with the exception of any
land to which Land use code 72 applies or which is otherwise exempt from
minimum general rating under section 70(3) of the City of Brisbane Regulation
2012.
(i)
Limitation of general rate increases.
A.
In the case of property included in categories 1 or 10 determined under
the Differential General Rating Table (a);
(i)
Despite (e) and (f) the amount to be levied by way of differential
general rates for the financial year in respect of any property to
which this subparagraph applies is not to be more than the amount
of the differential rates (net of any partial rates remission granted
under the Community Title Scheme Remission Policy) levied in
respect of that property for the previous financial year increased by
7.50 per centum.
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Resolution of Rates and Charges
(ii)
Subject to (iii) and (iv), subparagraph (i) applies to any land that at
the commencement of the financial year is in category 1 or 10
determined under (a), and which is the principal place of
residence of the person/s who are the owner of the land, or if more
than one person is the owner of the land, at least one of those
persons.
(iii)
To avoid any doubt, subparagraph (i) does not apply to any land
held either wholly or partially in the name of a trust (with the
exception of a special disability trust), corporation, organisation,
association or any other incorporated body other than an individual
or individuals.
(iv)
If ownership of any land is transferred on or after the
commencement of the financial year, subparagraph (i) is to cease
to apply on and from the date such transfer takes effect except in the
following instances:
(a) change of name on title as a result of marriage or change of
name by deed poll, or;
(b) transfer to, or inclusion of a spouse/de facto/partner as a result
of an amalgamation or separation of assets, or on the death of
a spouse on the principal place of residence, or;
(c) transmissions to surviving joint tenant or tenants on death of
other joint tenant.
(v)
B.
(j)
In the case of land that becomes the principal place of residence of
at least one person who is an owner, after the commencement of
the financial year, (i) applies from the first rating quarter of the
next financial year following the approved application of the owner.
In the case of property included in categories 16 or 17 determined under
the Differential General Rating Table (a);
(i)
Despite (e) and (f) the amount to be levied by way of differential
general rates for the financial year in respect of any property to
which this subparagraph applies is not to be more than the amount
of the differential rates (net of any partial rates remission granted
under the Community Title Scheme Remission Policy) levied in
respect of that property for the previous financial year increased by
5.00 per centum.
(ii)
Subject to (iii), subparagraph (i) applies to any land that at the
commencement of the financial year is in Category 16 or 17
determined under (a).
(iii)
If ownership of any land is transferred on or after the
commencement of the financial year, subparagraph (i) is to cease
to apply on and from the date such transfer takes effect.
(iv)
In the case of property that is included in category 16 or 17
determined under (a) after the commencement of the financial year,
(i) applies from the first rating quarter of the next financial year
following the approved application of the owner.
In the case of properties included in categories 2b to 2k, 5b to 5v, 8a to 8k and 9a
to 9d, a change in either the common name or the rateable property address of
the property will not affect the categorisation for differential general rating
purposes.
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Resolution of Rates and Charges
5. EXEMPTIONS FROM GENERAL RATING
Any property used for public, religious, charitable or educational purposes, and:
(a)
for which an application has been received from the owner, and
(b)
which is approved by Council as eligible for exemption, and
(c)
is identified in Schedule 1 of this Resolution
is exempt from general rating and separate/special rating and charging.
Where a property is currently exempt from General rating under Schedule 1 of this Resolution
undergoes redevelopment or refurbishment and the activities conducted on such a property
are temporarily suspended, exemption may, at the discretion of the Chief Financial Officer,
continue to be granted provided that:
(a)
there is an uninterrupted cycle from cessation of operations, to construction and
finally recommencement, of a duration not exceeding 18 months, and
(b)
the predominant use of the property after redevelopment remains unaltered, or
if it does change, it complies with the criterion of another category of exemption,
and
(c)
the ownership of the property does not change during the course of the
redevelopment.
Where completion has not been achieved within the above time frame but there is evidence of
a continuing process of redevelopment, the Chief Financial Officer may allow an extension for
a period not exceeding a further 6 months.
SCHEDULE 1
(a)
Exemption Criteria
Public Purposes –
Any property that is vested in, or for the time being placed under the
management or control of any person under or in pursuance of any statute, for
the purpose of, and being presently utilised as, a showground or an area
presently utilised as public recreation or athletic sports or games as evidenced by
the provision and existence of facilities for such purpose if that is, in the opinion of
the Chief Financial Officer open to the public at all reasonable hours, free of
charge.
For the purpose of this paragraph, any property vested in the ownership of a
local authority other than the Brisbane City Council, and used for local
government purposes shall be deemed to be used for public purposes.
(b)
Religious Purposes –
Any property that is:
(c)
(i)
owned by a religious institution, and
(ii)
does not exceed eight hectares in area, and
(iii)
the predominant use of which is public worship and having a building
thereon used entirely for public worship or for public worship and
educational purposes whether or not that land has other buildings on it that
are utilised in conjunction with the place of worship.
Charitable Purposes –
Any property that is owned by a public charity and the predominant use of such
land is the giving of a gift of food, drink, clothing, temporary emergency
accommodation or money to the destitute and/or the homeless.
(d)
Educational Purposes –
Any property that is owned by a religious institution and used entirely as a
school, as evidenced by the presence of completed buildings from which classes
are being provided to an enrolled student population, which may be conducted by
or on behalf of such religious institution whether or not that property has other
buildings on it that are utilised in conjunction with the school.
For the purposes of this subparagraph, a property shall not be taken to be used
entirely for a school unless the property has building/s constructed upon it or
sporting fields as evidenced by the provision of purpose-built facilities, e.g.
football fields, running tracks, athletics facilities etc., which are being actively
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Resolution of Rates and Charges
used for the educational purposes of the school. Any such sporting facilities must
represent a majority usage of the property if buildings do not exist upon the site.
To be eligible for exemption under this subparagraph, the property must have a
predominant use of, and be presently utilised in conducting educational
activities. Properties which incorporate a mixture of educational and commercial
activity may not be eligible for exemption. In determining eligibility, consideration
may be given to the visual, spatial and economic aspects of the property.
(e)
Any property exceeding eight hectares in area which –
(i)
otherwise meets the criteria of paragraph 5(b) (apart from the area
restriction), and
(ii)
there is a Higher Voluntary Conservation Agreement with the Council in
respect of part of that property, and
(iii) the area of that property which is not subject to the Higher Voluntary
Conservation Agreement does not exceed eight hectares in area.
(f)
Any property that –
(i) prior to 13 May 1992 was non-rateable for the purpose of levying of rates under
the City of Brisbane Act 1924, and:
(ii)
since 13 May 1992 has –
a)
been continuously used for the same purpose for which it was used
immediately prior to 13 May 1992, and
b)
been in the same ownership as it was immediately prior to 13 May
1992, and
(iii)
does not meet any of the criteria for exemption set out in paragraphs (a) to
(e) above, and
(iv)
is used for public, religious, charitable or educational purposes, and
(v)
is deemed worthy by Council of being exempted from rating despite its
inability to comply with paragraphs (a) to (e) above.
In establishing the predominant use for the purpose of clauses (b), (c) and (d), consideration
may be given to the visual, spatial and economic aspects of the property.
The Chief Financial Officer may rule as to whether or not a particular property falls within any
of the categories of exemption under this resolution as to exemptions from rating.
6. SPECIAL RATES
It is determined that a special rate shall be made and levied for the financial year on the
rateable value of rateable land identified in table ‘C’ below, for or towards meeting the cost of
the Benefitted Areas.
In the opinion of the Council, properties in these Benefitted Areas have, or will specifically
benefit from, or have, or will have, special access to the services, facilities or activities
supplied or provided by the Benefitted Area undertaken [or proposed to be undertaken] by or
on behalf of the Council.
The overall plans (O.P.) for the supply or provision of services, facilities or activities and the
annual implementation plans (A.I.P.) setting out the actions or processes that are to be carried
out and referred to below for each Benefitted Area are tabled and adopted.
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TABLE ‘C’
Benefitted Area
Criteria
Queen Street Mall
All rateable land in the regions of
the City coloured pink, orange and
green on the map tabled SR-1
Chinatown and Valley
Malls
All rateable land in the regions of
the City coloured pink, orange and
green on the map tabled SR-2
O.P.
A.I.P.
Region
Residential
Rate (cents in
the dollar)
NonResidential
Rate (cents in
the dollar)
0.0912
0.4542
Intermediate (Orange)
0.0384
0.1910
Outer
(Green)
0.0120
0.0588
Central
(Pink)
0.2224
1.1119
Intermediate (Orange)
0.0644
0.3215
Outer
0.0148
0.0737
Central
OP-1
OP-2
AIP-1
AIP-2
(Pink)
(Green)
Manly Living Village
Development Levy
All non-residential purposes,
rateable land, in the region of the
City coloured pink on the map
tabled SR-14
OP-14
AIP-14
All
n/a
0.2161
Holland Park Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-19
OP-19
AIP-19
All
0.0916
0.4579
Keperra Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-20
OP-20
AIP-20
All
0.2684
1.3414
Grange Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-21
OP-21
AIP-21
All
0.1188
0.5922
Zillmere Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-22
OP-22
AIP-22
All
0.1396
0.6960
Acacia Ridge Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-23
OP-23
AIP-23
All
0.0416
0.2076
Caxton Street
Improvement Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-24
OP-24
AIP-24
All
0.0456
0.2266
Taringa Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-25
OP-25
AIP-25
All
0.0756
0.3775
Bracken Ridge
Suburban Centre
Improvement Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-26
OP-26
AIP-26
All
0.1368
0.6823
Clayfield Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-27
OP-27
AIP-27
All
0.0924
0.4603
Banyo Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-28
OP-28
AIP-28
All
0.0960
0.4790
Greenslopes Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-29
OP-29
AIP-29
All
0.1276
0.6363
St Lucia Suburban
Centre Improvement
Project
All rateable land in the region of
the City coloured pink on the map
tabled SR-30
OP-30
AIP-30
All
0.1015
0.5074
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7. SEPARATE RATES
7.1
Environmental Management and Compliance Levy
(i)
In the opinion of the Council, all rateable land in the City has benefited or will
benefit from:(a)
(b)
the protection and enhancement of the natural environment by activities
undertaken by Council including:

monitoring and enforcement of compliance
environmental and planning legislation

managing of environmental programs and initiatives

remediation of environmental problems e.g.: protection of air quality,
waterways, sediment control, landfill issues and effluent discharge.
by
others
with
the meeting of Council's obligations under the Environmental Protection
Act 1994
(ii)
A separate rate be made and levied for the financial year on all land in the City
for or towards meeting the costs of the activities and facilities.
(iii)
Council considers that, it is appropriate that the separate rate shown in table ‘D’,
be made on the rateable value of all land in accordance with the differential
general rating categories
(iv)
The result of (iii) shall then be multiplied by the parity factor corresponding to the
differential category specified in 4(a), 4(b) and Table 'B' to derive the separate
rates levied on an individual property.
TABLE ‘D’
Category
Description
Differential
Separate Rate
(cents in the dollar)
Differential Minimum
Separate Rate
1
Residential – Owner-occupied
0.0155
2a
Commercial/Non-Residential – Group A
0.0446
$66.36
2b
Commercial/Non-Residential – Group B
0.0446
$3,067.68
2c
Commercial/Non-Residential – Group C
0.0446
$5,304.00
2d
Commercial/Non-Residential – Group D
0.0200
$66.36
2e
Commercial/Non-Residential – Group E
0.0446
$6,355.96
$26.16
2f
Commercial/Non-Residential – Group F
0.0446
$3,158.16
2g
Commercial/Non-Residential – Group G
0.0446
$6,233.48
2h
Commercial/Non-Residential – Group H
0.0446
$8,103.60
2i
Commercial/Non-Residential – Group I
0.0406
$1,115.68
2j
Commercial/Non-Residential – Group J
0.0446
$4,600.20
2k
Commercial/Non-Residential – Group K
0.0446
$367.04
2l
Commercial/Non-Residential – Group L
0.0452
$66.36
3
Rural
0.0167
$27.96
4
Multi-Residential
0.0275
$40.44
5a
Central Business District – Group A
0.0696
$85.64
5b
Central Business District – Group B
0.0673
$10,122.16
5c
Central Business District – Group C
0.0685
$11,042.36
5d
Central Business District – Group D
0.0673
$13,802.92
5e
Central Business District – Group E
0.0661
$16,563.52
5f
Central Business District – Group F
0.0653
$19,324.12
5g
Central Business District – Group G
0.0699
$22,084.68
5h
Central Business District – Group H
0.0697
$24,845.28
5i
Central Business District – Group I
0.0837
$27,605.88
5j
Central Business District – Group J
0.0670
$33,127.04
5k
Central Business District – Group K
0.1050
$35,887.64
5l
Central Business District – Group L
0.0925
$54,470.00
5m
Central Business District – Group M
0.0623
$52,451.12
5n
Central Business District – Group N
0.0577
$12,300.00
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Category
Description
Differential
Separate Rate
(cents in the dollar)
Differential Minimum
Separate Rate
5o
Central Business District – Group O
0.0688
$60,732.92
5p
Central Business District – Group P
0.0780
$77,296.44
5q
Central Business District – Group Q
0.1035
$88,338.80
5r
Central Business District – Group R
0.0863
$93,859.96
5s
Central Business District – Group S
0.0875
$28,250.00
5t
Central Business District – Group T
0.0860
$34,400.00
5u
Central Business District – Group U
0.0637
$11,793.76
5v
Central Business District – Group V
0.0648
$22,935.00
6
Other
0.0446
$66.36
7
Residential – Non-owner Occupied or Mixed Use
0.0199
$32.64
8a
Large Regional Shopping Centre – Group A
0.0551
$8,828.76
8b
Large Regional Shopping Centre – Group B
0.0573
$8,289.52
8c
Large Regional Shopping Centre – Group C
0.0717
$8,064.00
8d
Large Regional Shopping Centre – Group D
0.0573
$9,174.00
8e
Large Regional Shopping Centre – Group E
0.0567
$10,320.76
8f
Large Regional Shopping Centre – Group F
0.0582
$15,718.04
8g
Large Regional Shopping Centre – Group G
0.0787
$19,681.24
8h
Large Regional Shopping Centre – Group H
0.0614
$17,201.20
8i
Large Regional Shopping Centre – Group I
0.0647
$21,501.52
8j
Large Regional Shopping Centre – Group J
0.0682
$22,934.96
8k
Large Regional Shopping Centre – Group K
0.0994
$29,815.44
9a
Major Regional Shopping Centre – Group A
0.0779
$50,607.52
9b
Major Regional Shopping Centre – Group B
0.0649
$57,337.40
9c
Major Regional Shopping Centre – Group C
0.0802
$70,975.00
9d
Major Regional Shopping Centre – Group D
0.0707
$71,671.72
10
CTS - Residential – Owner-occupied
0.0172
$26.16
11a
CTS - Commercial/Non-Residential – Group A
0.0449
$66.36
11b
CTS - Commercial/Non-Residential – Group B
0.0455
$66.36
12
CTS - Multi-Residential
0.0299
$40.44
13
CTS - Central Business District
0.0682
$85.64
14
0.0229
$32.64
15
CTS - Residential – Non-owner Occupied or Mixed
Use
CTS - Minor Lot
0.0492
$32.64
16
CBD Frame Commercial/Non-Residential
0.0468
$71.20
17
CTS - CBD Frame Commercial/Non-Residential
0.0456
$71.20
Despite (iv), the minimum differential separate rate payable in respect of all benefited
land as determined under (i) is that shown against its corresponding category in table
‘D’ above with the exception of any land to which Land use code 72 applies or which is
otherwise exempt from minimum general rating under section 70(3) of the City of
Brisbane Regulation 2012.
8. SPECIAL CHARGES
8.1 Rural Fire Services Levy
(i)
All rateable land in the part of the City coloured pink on the maps tabled "SC1.1", "SC-1.2" and "SC-1.3" in the opinion of the Council, has or will specifically
benefit from, or has, or will have, special access to the service, facility or activity
supplied or provided by the Rural Fire Services Levy undertaken [or proposed to
be undertaken] by the respective rural fire brigades.
(ii)
The overall plans for the supply or provision of service facility or activity by the
Rural Fire Services Levy are tabled "OPC-1.1", "OPC-1.2" and "OPC-1.3" and
are adopted.
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Resolution of Rates and Charges
(iii)
The annual implementation plans setting out the actions or processes that are to
be carried out by the Rural Fire Brigade districts are tabled "AIPC-1.1", "AIPC1.2", "AIPC-1.3" and are adopted.
(iv)
It is determined that a special charge shall be made and levied for the financial
year on rateable land identified above for or towards meeting the costs of the
development of fire services in rural areas to provide adequate protection.
(v)
The special charge on all such rateable land shown on map “SC-1.1” shall be
$35.00.
(vi)
The special charge on all such rateable land shown on map “SC-1.2” shall be
$30.00.
(vii)
The special charge on all such rateable land shown on map “SC-1.3” shall be
$20.00.
9. SEPARATE CHARGES
9.1
Bushland Preservation Levy – Environment Function
(i)
In the opinion of the Council all rateable land in the City has benefited or will
benefit from –

the acquisition and protection of natural bushland or other areas in the City
and the provision of facilities for public access to those areas and

the protection of other natural bushland areas in the City whether privately
owned or otherwise and

the
preservation,
restoration,
rehabilitation,
enhancement of the City’s environment
management
and
undertaken or proposed to be undertaken by the Council ("activities and
facilities").
10.
(ii)
A separate charge be made and levied for the financial year on all rateable land
in the City for or towards meeting the costs of the activities and facilities.
(iii)
The Council considers that, as in general the benefit to any particular rateable
land from the activities and facilities cannot be distinguished from the benefit to
any other particular rateable land from the activities and facilities, it is
appropriate that the separate charge be made and levied equally on all rateable
land in the City and accordingly determines that the separate charge on all
rateable land in the City be $57.08.
UTILITY CHARGES
10.1 Waste Management Service Charges
Council may designate an area in which Council may conduct waste collection (a “waste
collection area”). Council designates the City of Brisbane as defined by the City of
Brisbane Act 2010 as a waste collection area.
Waste Management Service Charges are made and to be levied for the financial year on
all improved premises in a waste collection area in accordance with the Waste
Management Service Charge table.
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WASTE MANAGEMENT SERVICE CHARGE TABLE
Charge per
Service
Waste Management Service Category
$289.44
Collection and disposal of an MGB refuse service.
Collection and disposal of an MGB green waste recycling service.
Collection and disposal of a bulk bin refuse service at a community titles scheme.
Collection and disposal of a bulk bin refuse service at other than a community titles scheme.
Moreton Island waste collection and disposal service.
$74.52
$289.44
* $332.68
$367.00
**
Extra collection of a MGB refuse service, MGB green waste recycling service or bulk bin.
Service Establishment Fees
Establishment Fee for an MGB green waste recycling service.
$30.00
Establishment Fee for either a;

340 litre capacity recycling MGB or

an extra 240 litre capacity recycling MGB.
*
$30.00
for the purpose of calculation of the service charges for bulk bin refuse services
at other than a community titles scheme, the term service is deemed to mean
the number of weekly services for each bulk bin multiplied by the deemed
capacity of each bulk bin.
The deemed capacity for each bulk bin at other than a community titles
scheme property shall be calculated by dividing the actual capacity of each bulk
bin by 0.25. If the deemed capacity is less than a whole number it shall be
rounded up to the next highest whole number.
**
the charge for each extra collection (waste) will be the same as for the original
service.
except for;
(i)
improved premises occupied by any State or Commonwealth
Government Department, all improved premises within a waste
collection area shall be charged and pay for at least one waste
management service
(ii)
instances where a request for an alteration to the number of additional or
extra services represents a permanent change, the minimum period for
which an alteration to the number of additional or extra services will be
effective is 90 days. Where an alteration to the number of additional or
extra services is further amended or reversed within 90 days from the
waste management service charges effective date, those amendments
will overide the previous amendment and commence from the previous
effective date
(iii)
instances where the waste management service is altered for reasons
such as improved premises being erected, destroyed, removed or
demolished during the financial year, waste management charges shall
be effective from the waste management service charges effective date
(iv)
improved premises existing at the commencement of the financial year,
and which has not been previously assessed, the estimated number of
services shall for all purposes be deemed to be a number determined by
the Manager and the Waste Management Service Charges shall be
payable in respect of the whole of the year unless the Manager otherwise
determines
(v)
instances where it may be shown that the number of services recorded in
respect of any improved premises is erroneous or ceased to be correct,
the correct number shall be substituted and the Waste Management
Service Charges shall be adjusted accordingly for a period not exceeding
12 months or from a date to be determined by the Manager.
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Withdrawal of charges for unoccupied premises
Council may temporarily withdraw the charging of the Waste Management Service for
any unoccupied improved premises provided:
(a) the improved premises is completely unoccupied for a period of not less than two
consecutive rating quarters, and
(b) the owner of the improved premises provides written and signed notification to
Council that the premises are or shall be unoccupied not less than thirty days
before the commencement of a rating quarter, and
(c) where the improved premises is anticipated to remain unoccupied for a
subsequent period of not less than two rating quarters, a fresh written and signed
notification must be provided not less than thirty days before the expiration of the
prior period, and
(d) the owner shall notify Council in writing immediately upon the occupation of the
improved premises, providing the date on which occupancy recommenced, and
(e) waste management charges will continue to be applied to the quarterly rate
accounts until the owner notifies Council that the property is again occupied.
Upon this notification a retrospective credit of waste management charges for the
period the improved premises were unoccupied will be raised against the rate
account and be offset against charges for the rating quarter following such
notification, and
(f)
calculation of any credit of waste management charges will only commence from
the rating quarter following receipt of the owner’s notification or the
commencement date of vacancy, whichever is the later, and
(g) waste management charges will be automatically reinstated at the end of two
rating quarters unless written and signed notification has been provided by the
owner seeking a continuation of the suspension within the time specified in (b)
above. Notifications not received within the thirty days prior to the commencement
of a rating quarter may not be processed from the ensuing rating quarter. In
these cases, suspension may commence from the subsequent rating quarter
(h) despite (e) above and at the discretion of the Business Manager – Rates
Processing, charges may be retrospectively credited at the end of each rating
quarter, (or such other interval as deemed appropriate) that the premises
continue to be unoccupied beyond the initial two consecutive rating quarter
period.
11. GENERAL CHARGES
11.1 Fees and Charges
That pursuant to the powers of the Council conferred by Acts, By-laws and Local Laws
the fees, dues and general charges as set forth in the budget documents entitled
"Schedule of Fees and Charges 2014-15" and “Register of Cost-Recovery Fees” are
determined and adopted as such for the financial year. The fees and charges in this
budget document represent the fees and charges set by Council at the date of the
Budget Resolution. Council may alter any of the fees and charges in this booklet by
resolution at any time prior to the next Budget Resolution.
12. TERMS AND CONDITIONS
12.1 Levying of Rates and Utility Charges.
That all Differential General Rates, Separate Rates, Separate Charges, Special Rates,
Special Charges and Utility Charges are to be levied upon a rate account issued in
relation to a quarter of the financial year. Adjustments in respect of Rates and
Charges appearing on the Rate Account may be made from the date of effect of any
such change.
12.2 Discount on Differential General Rates.
That Differential General Rates, whether a quarterly instalment or otherwise for the
financial year, be reduced by a discount equal to the amount specified below per
annum, or in the case where Differential General Rates are less than the applicable
discount amount per annum, the whole of the Differential General Rates, to any person
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Resolution of Rates and Charges
who pays the entire amount due on the rate account inclusive of all arrears of rates,
utility charges, separate charges, separate rates, special charges, special rates and all
interest which shall be accrued on such arrears to the date of payment, but with the
exception of general charges, within 30 days after the date of issue of the notice to that
person to pay such sum.
a.
For properties included in categories 1 or 10 determined under 4(a); $60 per
annum.
b.
For all other properties: nil
12.3 Interest on Unpaid Rates and Utility Charges.
If the full amount of a rate or charge is not paid to the Council within 30 days after the
date of issue of the notice by which the rate or charge is levied, the unpaid amount
bears interest at 11 per centum per annum (compounding daily).
12.4 Goods and Services Tax (GST).
Where GST is applicable, all rates, charges and/or fees that are subject to GST are
deemed to be increased by the amount of any such GST.
13. COMMONWEALTH LANDS
Charges to be made as per agreement from time to time with the Commonwealth
Government.
14. DICTIONARY OF TERMS
bulk bin:
a refuse container other than an MGB supplied by a contractor of the Council.
bulk bin refuse service:
a waste management service that specifically includes a regular single weekly service
offered for the removal of approved refuse from a bulk bin. The term does not include
an extra collection.
CBD:
property contained within the boundary line shown on the CBD DIFFERENTIAL
RATING BOUNDARY MAP at section 15.1.
CBD Frame:
property contained wholly within the boundary lines shown on the CBD FRAME
DIFFERENTIAL RATING BOUNDARY MAP at section 15.2.
community titles scheme:
premises situated on land in respect of which a Community Titles Scheme or Layered
Community Titles Scheme has been and remains registered pursuant to the Body
Corporate and Community Management Act 1997.
dwelling house:
a building that is used or is adapted to be used for principal residential purposes,
mixed residential purposes or secondary residential purposes.
dwelling unit:
a room or group of rooms that is used or is adapted to be used for principal residential
purposes, mixed residential purposes or secondary residential purposes.
extra collection:
the collection of a waste management service, performed at least weekly, for not less
than four weeks, on a day other than that on which the normal service is performed at
the same premises.
financial year:
the financial year commencing on 1 July 2014 and ending on 30 June 2015.
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improved premises:
premises that comprise, or upon which is constructed a building, buildings or other
improvement. It does not include land upon which the sole improvement is an
outbuilding or other minor structure not designed or used for human habitation or
occupation.
land use codes:
those land use codes approved by the Brisbane City Council effective from 1 July 2014.
local government purposes:
activities conducted by a local authority for the provision of services, administration,
management, development, welfare, benefit or enjoyment to its residents.
manager:
the Divisional Manager, Executive Manager or Manager of the relevant Unit or Sub-unit
of Administration of the Brisbane City Council which is responsible for the transaction or
activity governed by the Budget.
MGB or mobile garbage bin:
a wheeled kerbside container for the collection of waste or other approved materials
and supplied by a contractor of the Council provided to an owner.
MGB green waste recycling service:
in relation to any premises an MGB green waste recycling service consists of the
collection of an MGB of 240 litre capacity designated for the collection and disposal of
approved green waste on an alternate fortnightly basis to the collection of any MGB
refuse service referred to in (b) of the definition of that service
This charge only applies where the owner has elected to accept and the Council is
prepared to provide this service.
MGB refuse service:
(a)
the weekly collection of an MGB of either 240 litre, 140 litre or 120 litre capacity
(based on an election of the owner) designated for the collection and disposal of
approved general waste, and;
(b)
the collection of an MGB of either 240 litre or 340 litre capacity (based on an
election of the owner) designated for the collection and disposal of approved
recyclable items collected on a fortnightly basis where the Council is prepared to
supply such service.
For the purposes of this definition where an MGB under (a) above has a capacity
exceeding 240 litres, each 240 litres or part thereof shall be deemed to constitute one
additional MGB refuse service.
mixed residential purposes:
residential premises from which a resident owner or an occupier conducts a nonresidential or commercial activity, and that activity conforms to but does not exceed the
conditions set out in ‘Column 3’ of the table shown at section 15.3.
This specifically does not include:
(a)
owners or occupiers who may work from home and are either self-employed or
working from home for their employer either permanently or temporarily, unless
any such activity:
(i)
involves the sale, manufacture or provision of goods or services on site, or
(ii)
is the place of employment of any other person/s other than the owner or
occupier, or
(iii)
involves the reception of customers to view, purchase or consult on any
such goods or services on site,
and
the activity does not exceed the conditions set out in ‘Column 2’ of the table
shown at section 15.3.
or
(b)
owners or occupiers who are engaged in a hobby or past-time that does involve
the sale, manufacture or provision of goods or services and/or the reception of
customers to view, purchase or consult on any such goods or services on site,
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Resolution of Rates and Charges
including low-key, kerb-side sales and stalls, provided any such activity does not
exceed the conditions set out in ‘Column 2’ of the table shown at section 15.3.
Any residential premises that exceeds the conditions set out in ‘Column 2’ but does not
exceed the conditions set out in ‘Column 3’ of the table shown at section 15.3 will be
deemed to be mixed residential purposes.
multiple dwelling:
a property which:
(a)
contains more than one self-contained dwelling house/unit, either detached,
semi-detached or integrated, whether for use by the same family or by unrelated
occupants with the exception of;
(i)
self-contained accommodation, either detached, semi-detached or
integrated, for the care and shelter of an aged or infirm family member of
the occupant/s and which has a gross floor area not exceeding the
limitation for a secondary dwelling as set out in the City Plan 2014 (Part 9
‘Dwelling house code’ and/or ‘Dwelling house (small lot) code’ acceptable
outcomes AO1.1 and AO1.2), or
(ii)
a Hotel, Motel / Motor Inn / Motor Lodge, or Residential Aged Care Facility,
or
(iii)
'Bed & Breakfast' or 'Home-stay' type accommodation which meets the
Performance Outcomes and Acceptable Outcomes of the ‘Home based
business code’ under Part 9 of City Plan 2014, or
(iv)
a property that otherwise meets the definition of principal residential
purposes, mixed residential purposes, secondary residential
purposes or owner-occupied multi-residential (single family).
or
(b)
comprises a single self-contained dwelling house/unit that exceeds the
occupancy standards set under Acceptable outcome AO1.1 of the ‘Dwelling
house code’ and/or the ‘Dwelling house (small lot) code’ Part 9, of City Plan 2014
as at the date of adoption of this resolution.
In determining whether a property meets this definition, consideration may be given,
but not restricted to:
(a)
the existence of separate or multiple:

kitchens/food preparation areas (identified by the presence of a stove
and/or oven), or

metered water, electricity or gas supplies, or

waste collection services, or

mail boxes, or

displayed house/unit numbers, or

pedestrian or vehicular entrances,
or
(b)
the existence of dividing walls that prohibit free internal access from one living
unit to another,
or
(c)
the number of occupants resident at the property.
non-residential purpose(s):
all land that does not conform to the definition of principal residential purposes,
mixed residential purposes or secondary residential purposes.
owner:
for purposes of the differential general rating table and associated provisions means:
(a)
the ‘registered proprietor’, or;
(b)
a resident Life Tenant, nominated as such by the terms of a will or
Family/Supreme Court Order, and having been specifically given responsibility for
payment of all Rates and Charges, or;
(c)
a resident lessee of an Auction Perpetual Lease, the terms of any such lease
must provide for the lessee to be responsible for the payment of rates and
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Resolution of Rates and Charges
charges and the lessee must be granted title to the land in fee simple at the
conclusion of the lease, or;
(d)
a resident under a special disability trust.
owner-occupied multi-residential (single family):
a property which by its physical attributes would otherwise constitute a multiple
dwelling but;
(a)
is held in private ownership, and;
(b)
lawfully comprises no more than two single unit dwellings, one of which is the
principal place of residence of the owner and the other is occupied by a family
member/s of the owner, and;
(c)
is not subject to a residential tenancy agreement between the owner and the
family member/s occupying any secondary dwelling house/unit.
(d)
in the case of multiple owners, each dwelling may be occupied by an owner of
the property.
For the purpose of this definition a family member is limited to a child, grandchild,
parent, grandparent, sibling or spouse of the owner.
A property will meet this definition only by written application to and approval by
Council that it complies with the criteria above.
predominant use:
the single use, or in the case of multiple usages the main use, for which in the opinion of
the Council the property is being used or could potentially be used by virtue of
improvements or activities conducted upon the property. Council may form this opinion
by examination of the visual, spatial and economic aspects of the use, these terms
being defined herein, and/or where appropriate, the assessment criteria contained
within the table shown at section 15.3.
premises:
includes:
(a)
the whole or any part of any building, structure, or land, and
(b)
any construction works whether on private land, Crown land, Council land or any
public place.
principal place of residence:
a single dwelling house or dwelling unit that is the place of residence at which at least
one person who constitutes the owner/s of the land predominantly resides. In
establishing principal place of residence, Council may consider, but not be limited to
the owner’s declared address for electoral, taxation, government social security or
national health registration purposes, or any other form of evidence deemed acceptable
by the Council.
Residential premises which have not, in the opinion of the Council met these criteria
will be deemed a secondary residence.
The following cases specifically do not comply with the definition of a principal place of
residence, namely a single dwelling house or dwelling unit that is;
(a)
not occupied by at least one person/s who constitute the owner/s, but occupied
by any other person/s, whether in return for rent or remuneration or not, including
members of the owner’s family, or;
(b)
vacant, whether permanently or temporarily (for more than 120 days of the
financial year), including for the purposes of renovation or redevelopment,
except in the case where;
(i)
a premises being renovated remains the registered principal place of
residence for the purposes specified above and that the owner/s do not
own any other property which they claim to be their principal place of
residence, and;
(ii)
a property is vacant for a period longer than 120 contiguous days of the
financial year due to the owner/s absence on an extended holiday,
provided that the property remains completely vacant for the entire period
of their absence.
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Resolution of Rates and Charges
(c)
premises fully or partially held in other than private ownership.
Such instances will be regarded as being secondary residential purposes.
principal residential purpose(s):
means the purpose of a use of a dwelling house or dwelling unit where that purpose
is solely for a principal place of residence not containing any improvements of a nonresidential nature nor comprising any non-residential or commercial activity unless such
improvements or activity is limited to:
(a)
self-contained accommodation, either detached, semi-detached or integrated, for
the care and shelter of an aged or infirm family member of the occupant/s. The
gross floor area of any such self-contained accommodation is not to exceed the
limitation for a secondary dwelling as set out in the City Plan 2014 (Part 9
‘Dwelling house code’ and/or ‘Dwelling house (small lot) code’, Acceptable
outcomes AO1.1 and AO1.2), and/or
(b)
the owner/s working from home being either self-employed or working for their
employer either permanently or temporarily, unless any such activity conforms
with and does not exceed the conditions set out in ‘Column 2’ of the table shown
at section 15.3.
(c)
engaging in a hobby or past-time that involves the sale, manufacture or provision
of goods or services and/or the reception of customers to view, purchase or
consult on any such goods or services on site, including low-key, kerb-side sales
and stalls, provided any such activity conforms with and does not exceed the
conditions set out in ‘Column 2’ of the table shown at section 15.3.
Land meeting the definition and requirements of owner-occupied multi-residential
(single family) shall be deemed to be used for principal residential purpose(s).
private ownership:
means land, the certificate of title of which is in the name of an individual or more than
one individual and excludes land owned or partially owned by companies, trusts,
organisations or any other entity other than an individual. This is regardless of whether
the land is occupied as a residence by a shareholder or even the sole shareholder of
that company, trust, organisation or entity.
property:
a parcel or parcels of land recorded together within Council’s systems for rating and
charging purposes.
public worship:
for the purposes of this resolution and to avoid misunderstanding, public worship is
defined as follows;
(i)
worship which is conducted within the concept of “open doors” so that members
of the public who are not regular congregation members of the particular
religious institution may, without impediment or condition, gain access to and
participate in such worship alongside the regular congregation members, and;
(ii)
worship to which members of the public are actively invited to attend by means of
signage located at each of the public entrances to the land. Such signage must
include an unambiguous and open invitation to members of the public to worship
as well as a statement as to relevant worship times (referrals to obtain worship
times are not acceptable in lieu of advertised times) and such signage to be
printed in a style that is clearly legible from outside of the boundaries of the land,
and;
(iii)
worship which is not pre-conditioned upon advance notice of any description and
which is not pre-conditioned upon the recommendation or approval of another
congregation member or by the completion of any precursory instruction or
induction.
rateable land:
has the meaning given by Section 95 of the City of Brisbane Act 2010.
rateable value:
pursuant to section 3 of this resolution, the land value upon which general, separate and
special rates are based.
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Resolution of Rates and Charges
rating quarter:
in relation to a financial year, means a part of the year of a period of three months
commencing on 1 July, 1 October, 1 January or 1 April in that year.
religious institution is an institution that is;
(a)
a recognised denomination by the Commonwealth under the terms of Section 26
of the Marriage Act 1961, being proclaimed by the Governor-General as a
religious body or a religious organisation for the purposes of the Act, or
(b)
an exempt institution (of a religious nature, or a religious body) under section
545(1) of the Duties Act 2001; or
(c)
registered as a charity under the Australian Charities and Not-for-profits
Commission Act 2012 as the subtype of entity mentioned in column 2 of item 3 of
the table in subsection 25-5(5) of that Act.
This institution would be established in accordance with the Australian Taxation Office’s
definition of a ‘religious institution’ as stated in the Taxation Ruling ‘92/17’ or any
subsequent ruling or legislation that amends or further articulates this definition for
Federal taxation purposes.
residential purpose(s):
land that is in, or if it were categorised would be in, Differential Rating Category 1, 7, 10
or 14 determined under Section 4(a) of this Resolution.
Any residential premises that exceeds the ‘Assessment Criteria’ for both Differential
Rating Category 1, 7, 10 and 14 (Columns ‘2’ and ‘3’) of the table shown at section 15.3
is deemed to be non-residential purposes.
retirement facility:
has the same meaning as given to ‘retirement facility’ under Schedule 1 of City Plan
2014, and unless owned and operated by a religious institution, is registered as such
with the Department of Justice and Attorney General.
secondary residence/secondary residential purposes:
a single dwelling house or dwelling unit that:
(a)
is used solely for the purposes of a place of residence of one family, and
(b)
is not the principal place of residence of at least one person who constitutes
the owner, and
(c)
does not contain any improvements of a non-residential nature or comprising any
non-residential or commercial activity unless such improvements or activity is
limited to:
(i)
self-contained accommodation, either detached, semi-detached or
integrated, for the care and shelter of an aged or infirm family member of
the occupant/s.
The gross floor area of any such self-contained
accommodation is not to exceed the limitation for a secondary dwelling as
set out in the City Plan 2014 (Part 9 ‘Dwelling house code’ and/or ‘Dwelling
house (small lot) code’, Acceptable outcomes AO1.1 and AO1.2), and/or
(ii)
the occupier/s working from home being either self-employed or working
for their employer either permanently or temporarily, unless any such
activity conforms with and does not exceed the conditions set out in
'Column 2' of the table shown at section 15.3.
(iii)
engaging in a hobby or past-time that involves the sale, manufacture or
provision of goods or services and/or the reception of customers to view,
purchase or consult on any such goods or services on site, including lowkey, kerb-side sales and stalls, provided any such activity conforms with
and does not exceed the conditions set out in 'Column 2' of the table
shown at section 15.3.
The definition includes:
(a)
vacant display homes, providing they are not being utilised as a sales or site
office, and
(b)
those instances deemed to be a secondary residence by the definition of
principal place of residence and those instances set out in the second
paragraph of the definition of a principal place of residence.
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Resolution of Rates and Charges
special disability trust:
means a trust approved by the courts to protect the interests of a deemed vulnerable
pensioner owner. These are established by consent with the pensioner’s attorney,
guardian, primary carer or even the state Office of the Adult Guardian. These trusts
must comply with the Social Security Act 1991 (Commonwealth) part 3.18A – financial
provision for certain people with disabilities (Special Disability Trust).
vacant land:
land devoid of buildings or structures with the exception of outbuildings or other minor
structures not designed or used for human habitation or occupation. It does not apply to
land that is used for car parking or in conjunction with any commercial activity, e.g.
heavy vehicle or machinery parking, outdoor storage areas, assembly areas or rural
activities such as cultivation, grazing or agistment.
visual, spatial and economic:
attributes defined separately below pertaining to the usage of land and used in
determining the level of non-residential activity being conducted on the premises for
differential rating categorisation purposes, or the nature of any activity conducted on the
premises for General rate exemption determination. These attributes may be
considered in conjunction with the assessment criteria described in the table shown at
section 15.3.
Each attribute is defined as follows:
(a)
Visual:
The visual impact any non-residential activity may have on the
amenity and/or character of the neighbouring area.
In measuring this
characteristic, consideration would be given, but not restricted, to attributes
such as signage, provision of car parking, increased traffic volume and the
degree to which the premises differs visually from its neighbouring properties
because of its non-residential activity.
(b)
Spatial:
The proportion of the total land or building area which is dedicated
to the carrying out of a non-residential activity.
(c)
Economic: The actual or potential economic benefit of an activity conducted on
the land in terms of the financial gain or saving to the owner or occupant.
For Differential Rating categorisation purposes, a property is determined to be used for
non-residential purposes where, in the opinion of the Council, one or more of the
preceding attributes indicate a level of non-residential activity which distinguishes the
property from a solely residential purpose.
For determination of General Rate exemption qualification, these attributes may be
used to evaluate whether the predominant use for which the applicant property is
being utilised conforms to the exemption criteria.
waste collection area:
an area defined at section 10.1 of this resolution and serviced by the Council or its
contractor for the collection and disposal of waste.
waste management service charges effective date:
the date of a change request, order or adjustment of the waste management service.
waste management service:
the provision of a comprehensive range of compulsory and optional collection and
disposal services offered for the removal of waste from properties, roadways and parks
in Brisbane that ensures wastes are collected and disposed of in an environmentally
responsible manner including approved general refuse, recyclable material or green
waste.
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Resolution of Rates and Charges
15. APPENDICES
15.1
CBD Differential Rating Boundary Map
Central Business District (CBD) Rating Category Area
for Differential Rating Purposes 2014-15
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Resolution of Rates and Charges
15.2
CBD FRAME Differential Rating Boundary Map
CBD Frame Rating Category Area
for Differential Rating Purposes 2014-15
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Resolution of Rates and Charges
15.3
Determining residential categorisation for differential rating.
These criteria are used to determine whether a non-residential activity conducted on or within
premises also used for residential purposes is;
a.
allowable within the definition of Differential Rating Category 1 (Residential Owneroccupied), or
b.
of such a scale or nature as to categorise the property as being of a mixed residential
nature and therefore to be included in Differential Rating Category 7 (Mixed Residential
and Secondary Residential Purposes), or
c.
of such a scale or nature that it is not allowable in either Differential Rating Category 1 or
7. In this case the property shall be deemed to be for non-residential purposes and
categorised according to its non-residential activity.
Column 1
Column 2
Column 3
Assessment Criteria
Allowable level of non-residential
activity within Differential Rating
Category 1 or 10.
Allowable level of non-residential
activity within Differential Rating
Category 7 or 14.
1.1. An activity must be
conducted on or within a
property, the predominant
use is for residential
purposes by the operators
of the activity.
1.2.1. The activity is conducted within a
dwelling, where the predominant
use is for residential purposes;
or
1.3.1. The activity is conducted within a
residential dwelling; enclosed
structure such as a shed or a
garage, or dedicated area on or
within a property, the
predominant use is for
residential purposes.
1.2.2. The activity is conducted within a
dwelling house or another
enclosed structure such as a
shed or garage, or dedicated area
on or within a property containing
a dwelling house, where the
predominant use is for
residential purposes.
1.3.2. The activity is carried out by one
or more of the permanent
residents of the residential
dwelling.
1.2.3. The activity is carried out by one
or more of the permanent
residents of the dwelling.
2.1. An activity must be
subordinate in size and
function and is an
inconspicuous component of
the primary use of the
dwelling as a permanent
residence.
2.2.1. The activity involves no more than
1 non-resident employee on site
at any one time, where the activity
is conducted within a dwelling
house; or
2.2.2. The activity involves no nonresident employees on site at any
time, where the activity is
conducted within a dwelling of a
dual-occupancy or multiple
dwelling.
2.2.3. The activity does not use more
than a total of 50m2 or 30% of the
total floor area of the dwelling
(except if home-based child care,
bed and breakfast or dog/cat day
care facility).
2.2.4. The activity does not involve
display of goods visible from
outside the dwelling.
2.2.5. The activity does not involve
hiring out materials, goods,
appliances or vehicles.
2.2.6. The mixed-residential activity
does not involve display of any
signs, except where required by
law, located within the residential
lot and no larger than the
minimum size identified in a local
law, or if no minimum size
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2.3.1. The activity involves no more than
2 non-resident employees on site
at any one time.
2.3.2. The activity does not use more
than a total of 100m2 of floor area
(except if a commercial guest
accommodation, child care facility
or dog/cat day care facility).
2.3.3. The activity does not involve
display of goods visible from
outside the dwelling, with the
exception of low-key kerbside
sales and stalls.
2.3.4. The activity does not involve
hiring out materials, goods,
appliances or vehicles.
2.3.5. The activity does not involve
display of any signs, except
where within the residential lot
and no larger than 0.6m2 in area.
Resolution of Rates and Charges
Column 1
Column 2
Column 3
identified in a local law, no larger
than 0.6m2 in area.
3.1. An activity:
(a)
Generates vehicular
and pedestrian traffic
of a volume no greater
than reasonably
expected in the
surrounding residential
area;
(b)
Exclusively uses or is
visited by, vehicle
types reasonably
expected in the
surrounding residential
area.
3.2.1. The activity does not involve more
than 1 person waiting at or near
the premises at any time
(excluding the permanent
resident/s and one non-resident
employee), (except where bed
and breakfast, farm stay, homebased child care or a dog daycare facility).
3.2.2. The activity does not involve more
than 1 customer related motor
vehicle being parked on the site
or in the street/s the site has
frontage to, at any time (excluding
business related vehicle/s of the
permanent resident/s and one
non-resident employee's vehicle)
and (except where bed and
breakfast, farm stay, home-based
child care or a dog day-care
facility).
3.3.1. The activity does not involve more
than 3 persons or a group of not
more than 15 persons for a single
appointment, waiting at or near
the premises at any time
(excluding the permanent
resident/s and two non-resident
employees).
3.3.2. The activity does not involve more
than 3 business related motor
vehicles being parked on the site
or in the street/s the site has
frontage to, at any time (excluding
a business related vehicle/s of the
permanent resident/s and two
non-resident employees’
vehicle/s).
3.3.3. The activity involves no more than
2 visits per day of delivery
vehicles with a capacity of less
than 2.5 tonnes.
3.2.3. The activity involves no more than
1 visit per day of a delivery
vehicle with a capacity of up to
2.5 tonnes.
4.1. Use of motor vehicles
associated with the activity
must not impact adversely
on residential amenity.
4.2.1. The activity does not involve use
of or visits by vehicles with a
capacity of 2.5 tonnes or greater.
4.3.1. The activity does not involve use
of or visits by vehicles with a
capacity of 2.5 tonnes or greater.
4.2.2. The activity does not involve the
repair, servicing, cleaning or
accessorising of motor vehicles
on site.
4.3.2. The activity does not involve the
repair, servicing, cleaning or
accessorising of motor vehicles
on site.
5.1. Hours of operation must be
suited to a residential
environment.
5.2.1. Hours of operation of any nonresidential activity are limited to
8am to 6pm Monday to Saturday
(except where such activity is
restricted to office activities within
the dwelling, such as bookkeeping or computer work).
5.3.1. Hours of operation are limited to
8am to 6pm Monday to Saturday
except for paid guest
accommodation business.
5.2.2. Bed and breakfast, farm stay,
home-based child care or a dog
day-care facility may operate
outside these hours
6.1. An activity providing bed and
breakfast or farm stay
provides acceptable levels
of privacy and amenity for
residents in adjoining or
nearby dwellings.
Not permitted in Category 1 or 10.
 No more than 6 paying guests
accommodated at any one time;
 The total number of residents and
paying guests does not exceed
10 persons at any one time;
Notes –

6.3.1. An activity providing bed and
breakfast or farm stay involves:
Bed and breakfast is the ancillary
use of a dwelling providing tourist
and visitor short-term
accommodation on a commercial
basis. Bed and breakfast facilities
are operated and maintained by
the resident host and guests are
generally provided with breakfast.
A bed and breakfast does not
include short-term
accommodation or a hostel.
 Serving of meals only to paying
overnight guests;
 Maximum stay of any guest does
not exceed 7 days.
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Resolution of Rates and Charges
Column 1

Column 2
Column 3
Farm stay is the use of a working
farm to provide short-term
accommodation for tourists and
visitors to enable them to
experience farm living. It is a
secondary business to primary
production and is ancillary to the
primary residential dwelling on the
site. Farm stay does not include
short-term accommodation or
rooming accommodation.
7.1. An activity for a Homebased child care facility must
not impact adversely on
residential amenity.
Notes –
7.2.1. If the activity is a Home-based
child care facility, the maximum
number of children on the
premises does not exceed 7 at
any time.
7.3.1. If the activity is a Home-based
child care facility, the maximum
number of children on the
premises does not exceed 7 at
any time.
8.2.1. If the activity is a dog/cat day care
facility, the maximum number of
dogs and/or cats on the premises
does not exceed 4 at any time.
8.3.1. If the activity is a dog/cat day care
facility, the maximum number of
dogs and/or cats on the premises
does not exceed 4 at any time.
Home-based child care is a homebased care service providing care for
a small group of children within a
private dwelling. Home-based child
care does not include care in the
child’s own home or care by relatives.
The Education and Care Services Act
2013 has legislative requirements for
home-based child care services
8.1. An activity for a dog/cat daycare facility must not impact
adversely on residential
amenity.
Notes –
Dog/Cat day-care facility is the
ancillary use of residential premises
for the care, feeding and exercising of
pets other than overnight boarding
and does not include animal keeping.
Brisbane City Council Animals Local
Law 2003 and Animals Subordinate
Local Law 2003 contain requirements
for keeping of animals.
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Resolution of Rates and Charges
15.4
Criteria for determining categorisation between differential rating categories 5b,
5c, 5d, 5e, 5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u and 5v from 1
July 2014.
Rateable Property Address
Real Property Description
151A Roma Street, Brisbane
L.2 SP.100562 Par Nth Brisbane
RIMS Act# 500000005001403
260 Queen Street, Brisbane
L.1 RP.119919 Par Nth Brisbane
RIMS Act# 500000002181624
120 Edward Street, Brisbane
L.5 SP.135597 Par Nth Brisbane
RIMS Act# 500000003896732
100 Creek Street, Brisbane
L.30 RP.145982 Par Nth Brisbane
RIMS Act# 500000002202024
201 Charlotte Street, Brisbane
L.8 RP.178809 Par Nth Brisbane
RIMS Act# 500000002187571
50 Ann Street, Brisbane
L.3&10 RP.128822 & L.23 RP.146830 Par
Nth Brisbane
RIMS Act# 500000002195616
545 Queen Street, Brisbane
L.10 RP.185905 Par Nth Brisbane
RIMS Act# 500000002182564
240 Margaret Street, Brisbane
L.2 RP.182958 Par Nth Brisbane
RIMS Act# 500000002192274
410 Ann Street, Brisbane
L.4 RP.213466 Par Nth Brisbane
RIMS Act# 500000002204095
160 Mary Street, Brisbane
L.506 B.118215 & L.1 RP.626 Par Nth
Brisbane
RIMS Act# 500000002188546
26 Charlotte Street, Brisbane
L.1/2 RP.615 & L.1 RP.616 Par Nth
Brisbane
RIMS Act# 500000002187498
31 Tank Street, Brisbane
L.3 SP.172708 Par Nth Brisbane
RIMS Act# 500000004293086
300 Elizabeth Street, Brisbane
L.31 RP.173814 Par Nth Brisbane
RIMS Act# 500000002187084
49 Wharf Street, Brisbane
L.25 RP.216272 Par Nth Brisbane
RIMS Act# 500000002216016
369 Ann Street, Brisbane
L.24 RP.216272 Par Nth Brisbane
RIMS Act# 500000002216008
161 Queen Street, Brisbane
L.1/2 RP.45660 & L.2 RP.49279 Par Nth
Brisbane
RIMS Act# 500000002186821
136 Queen Street, Brisbane
L.1 RP.114640 Par Nth Brisbane
RIMS Act# 500000002181939
163 Charlotte Street, Brisbane
L.1/3 RP.182759 Par Nth Brisbane
RIMS Act# 500000002187589
60 Edward Street, Brisbane
L.50 RP.200074 Par Nth Brisbane
RIMS Act# 500000002200119
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Differential Rating
Category
5b.
Central Business District –
Group B
5c.
Central Business District –
Group C
Resolution of Rates and Charges
Rateable Property Address
Real Property Description
147 Ann Street, Brisbane
L.35/36 B.123422 Par Nth Brisbane
RIMS Act# 500000004961187
444 Queen Street, Brisbane
L.23 RP.223377 Par Nth Brisbane
RIMS Act# 500000002182325
144 Edward Street, Brisbane
L.3 RP.209571 Par Nth Brisbane
RIMS Act# 500000002200176
144A George Street, Brisbane
L.11 CP.866932 & L.303 CP.866933 &
L.304 CP.866934 Par Nth Brisbane
RIMS Act# 500000002195301
52 Queen Street, Brisbane
L.26 B.3149 & L.1/2 22 B.3153 Par Nth
Brisbane
RIMS Act# 500000002181830
127 Creek Street, Brisbane
L.1 RP.142803 Par Nth Brisbane
RIMS Act# 500000002201208
102 Adelaide Street, Brisbane
L.1 RP.122123 Par Nth Brisbane
RIMS Act# 500000002201570
160 Ann Street, Brisbane
L.12 RP.128676 Par Nth Brisbane
RIMS Act# 500000002203998
63 George Street, Brisbane
L.23 SP.180748 Par Nth Brisbane
RIMS Act# 500000004454399
205 North Quay, Brisbane
L.14 B.32372 & L.1 RP.55922 Par Nth
Brisbane
RIMS Act# 500000002218780
97 Elizabeth Street, Brisbane
L.1 RP.613 & L.22/23 RP.214366 Par Nth
Brisbane
RIMS Act#500000002187308
36 Wickham Terrace, Spring Hill
L.2 RP.124155 & RL.06/215327 Par Nth
Brisbane
RIMS Act# 500000004051070
35 Charlotte Street, Brisbane
L.3 SP.102562 Par Nth Brisbane
RIMS Act# 500000003979710
288 Edward Street, Brisbane
L.1 RP.132189 Par Nth Brisbane
RIMS Act# 500000002200366
40 Tank Street, Brisbane
L.6 RP.813314 Par Nth Brisbane
RIMS Act# 500000002216263
60 Albert Street, Brisbane
L.1 SP.226353 Par Nth Brisbane
RIMS Act# 500000004775868
53 Albert Street, Brisbane
L.1 RP.140881 Par Nth Brisbane
RIMS Act# 500000002198149
89 Adelaide Street, Brisbane
L.1 RP.110131 Par Nth Brisbane
RIMS Act# 500000002202115
270 Queen Street, Brisbane
L.1 RP.127671 Par Nth Brisbane
RIMS Act# 500000002181632
307 Queen Street, Brisbane
L.34 RP.146754 Par Nth Brisbane
RIMS Act# 500000002186169
21 Queen Street, Brisbane
Reserve.785 - L.492 CP.855445 & L.300
CP.866930 & L.301 CP.866931 Par Nth
Brisbane
RIMS Act# 500000002186938
- 251 -
Differential Rating
Category
5d.
Central Business District –
Group D
Resolution of Rates and Charges
Rateable Property Address
Real Property Description
145 Eagle Street, Brisbane
L.1 RP.905881 Par Nth Brisbane
RIMS Act# 500000002187019
200 Turbot Street, Brisbane
L.89 SP.264798 Par Nth Brisbane
RIMS Act# 500000005103126
324 Queen Street, Brisbane
L.1/2 RP.887 Par Nth Brisbane
RIMS Act# 500000002181673
167 Eagle Street, Brisbane
L.2 RP.905881 Par Nth Brisbane
RIMS Act# 500000002187001
343 Albert Street, Brisbane
L.343 SP.262727 Par Nth Brisbane
RIMS Act# 500000005091206
300 Queen Street, Brisbane
L.32 RP.178652 & SL.06/51430 - L.21
SL.10753 & TL.06/234812 - L.22
SP.243732 Par Nth Brisbane
RIMS Act# 500000005014638
255 Queen Street, Brisbane
L.1 SP.148916 Par Nth Brisbane
RIMS Act# 500000004162323
76 Queen Street, Brisbane
L.4 RP.45632 & L.3 RP.45762 Par Nth
Brisbane
RIMS Act# 500000002181855
400 George Street, Brisbane
L.2 SP.172708 Par Nth Brisbane
RIMS Act# 500000004293078
179 Turbot Street, Brisbane
L.179 SP.262727 Par Nth Brisbane
RIMS Act# 500000005091198
62 Ann Street, Brisbane
L.14/15 SL.11335 & L.76/77 B.118224 &
L.22 RP.133027 Par Nth Brisbane
RIMS Act# 500000002203956
130 Queen Street, Brisbane
TL.06/206671 - L.11 CP.892144 & L.1
RP.125108 Par Nth Brisbane
RIMS Act# 500000002181921
221 Adelaide Street, Brisbane
L.31 RP.178577 Par Nth Brisbane
RIMS Act# 500000002202057
320 Adelaide Street, Brisbane
L.9 RP.92926 Par Nth Brisbane
RIMS Act# 500000002201752
357 Turbot Street, Brisbane
L.6 RP.221165 Par Nth Brisbane
RIMS Act# 500000002204103
140 Elizabeth Street, Brisbane
L.100 SP.228870 & TL.06/233996 - L.6/9
SP.228871 PAR NTH BRISBANE
RIMS Act# 500000004817389
133 Mary Street, Brisbane
L.1 RP.182958 Par Nth Brisbane
RIMS Act# 500000002200127
363 Adelaide Street, Brisbane
L.27 RP.204754 Par Nth Brisbane
RIMS Act# 500000002201976
175 Eagle Street, Brisbane
L.10 SP.151098 Par Nth Brisbane
RIMS Act# 500000004118796
21 Saul Street, Brisbane
L.30 RP.169792 Par Nth Brisbane
RIMS Act# 500000002216347
239 George Street, Brisbane
L.28 RP.170279 Par Nth Brisbane
RIMS Act# 500000002195632
- 252 -
Differential Rating
Category
5e.
Central Business District –
Group E
Resolution of Rates and Charges
Rateable Property Address
Real Property Description
59 George Street, Brisbane
L.1 RP.159900 Par Nth Brisbane
RIMS Act# 500000002195806
140 Alice Street, Brisbane
L.1 RP.40587 & L.12 SP.231766 Par Nth
Brisbane
RIMS Act# 500000005052141
119 George Street, Brisbane
L.1/4 RP.43986 & L.2 RP.640 & L.1 RP.641
Par Nth Brisbane
RIMS Act# 500000003979777
2 Roma Street, Brisbane
L.1 RP.172274 Par Nth Brisbane
RIMS Act# 500000002218988
66 Eagle Street, Brisbane
L.16 RP.229111 Par Nth Brisbane
RIMS Act# 500000002187092
16 Ann Street, Brisbane
L.1 RP.123283 Par Nth Brisbane
RIMS Act# 500000002203949
249 Turbot Street, Brisbane
L.2 SP.140773 Par Nth Brisbane
RIMS Act# 500000004553612
61 Mary Street, Brisbane
L.22 RP.178621 Par Nth Brisbane
RIMS Act# 500000002188660
54 Mary Street, Brisbane
L.14 SL.12186 Par Nth Brisbane
RIMS Act# 500000002188447
123 Albert Street, Brisbane
L.51 RP.890812 Par Nth Brisbane
RIMS Act# 500000002198040
259 Queen Street, Brisbane
L.2 SP.148916 Par Nth Brisbane
RIMS Act# 500000004319055
73 Eagle Street, Brisbane
L.5 SP.140665 Par Nth Brisbane
RIMS Act# 500000004423055
480 Queen Street, Brisbane
L.2 RP.1102 & L.2 RP.1103 & L.25/26
RP.137725 & L.1/2 RP.67151 Par Nth
Brisbane
RIMS Act# 500000005088202
110 Queen Street, Brisbane
L.1 RP.886307 & L.2 RP.886308 &
TL.06/214694 - L.1 SP.128099 Par Nth
Brisbane
RIMS Act# 500000004621294
12 Creek Street, Brisbane
L.4 RP.173778 Par Nth Brisbane
RIMS Act# 500000002187100
345 Queen Street, Brisbane
L.5 RP.200298 Par Nth Brisbane
RIMS Act# 500000002186151
166 Creek Street, Brisbane
L.1 RP.122127 & TL.06/216281 - L.53
SP.121394 Par Nth Brisbane
RIMS Act# 500000004067910
170 Queen Street, Brisbane
L.4 RP.221710 Par Nth Brisbane
RIMS Act# 500000002181566
240 Queen Street, Brisbane
L.5 RP.200175 Par Nth Brisbane
RIMS Act# 500000002181616
131 Mary Street, Brisbane
L.1/6 RP.123433 Par Nth Brisbane
RIMS Act# 500000002188629
- 253 -
Differential Rating
Category
5f.
Central Business District –
Group F
5g.
Central Business District –
Group G
5h.
Central Business District –
Group H
5i.
Central Business District –
Group I
Resolution of Rates and Charges
Rateable Property Address
Real Property Description
45 Eagle Street, Brisbane
L.50 RP.817615 & SL.06/51313 - L.9
SL.12596 Par Nth Brisbane
RIMS Act# 500000003639264
39 Edward Street, Brisbane
L.2 SL.12006 Par Nth Brisbane
RIMS Act# 500000002201174
275 George Street, Brisbane
L.20 SP.198665 Par Nth Brisbane
RIMS Act# 500000004687709
152 Alice Street, Brisbane
L.22/23 36/37 B.118243 & L.1/3 RP.1068 &
L.1 RP.110657 & L.2 RP.111828 Par Nth
Brisbane
RIMS Act# 500000002195046
197 Mary Street, Brisbane
L.40 RP.817615 Par Nth Brisbane
RIMS Act# 500000003639736
192 Ann Street, Brisbane
L.5 SP.115364 Par Nth Brisbane
RIMS Act# 500000003799019
266 George Street, Brisbane
L.12 SP.192709 Par Nth Brisbane
RIMS Act# 500000004637969
111 Eagle Street, Brisbane
2 George Street, Brisbane
167 Queen Street, Brisbane
L.111 SP.259700 Par Nth Brisbane
RIMS Act# 500000005132323
L.654 & RESERVE.636 - L.651 SP.241925
PAR NTH BRISBANE RESERVE FOR
TECHNICAL COLLEGE (L.651)
RIMS Act# 500000004931925
L.217 B.11826 & L.1 RP.574 & L.1 RP.575
& L.2 RP.49018 & L.1 RP.65292 Par Nth
Brisbane
RIMS Act# 500000002186813
Differential Rating
Category
5j.
Central Business District –
Group J
5k.
Central Business District –
Group K
5l.
Central Business District –
Group L
5m.
Central Business District –
Group M
5n.
Central Business District –
Group N
185 Queen Street, Brisbane
L.1/2 SP.134044 Par Nth Brisbane
RIMS Act# 500000003963805
5o.
Central Business District –
Group O
226 Queen Street, Brisbane
L.32 SP.156458 & TL.06/234860 - L.33
SP.182841 & L.1/3 SP.182858 Par Nth
Brisbane
RIMS Act# 500000005062777
5p.
Central Business District –
Group P
123 Eagle Street, Brisbane
L.122 SP.259700 & L.123 SP.208982 Par
Nth Brisbane
RIMS Act# 500000005141670
5q.
Central Business District –
Group Q
91 Queen Street, Brisbane
L.41 RP.218420 & SL.06/52311 - L.711
SL.802985 & SL.06/52309 - L.712
SL.837761 & SL.06/52310 - L.710
SL.12438 & PO.06/217663 - L.42
SP.145288 (L.42 - Volumetric Lot (Closed
Road - Strata) Par Nth Brisbane
RIMS Act# 500000004130163
5r.
Central Business District –
Group R
159 Roma Street, Brisbane
L.34 SP.100560 & L.1 SP.207220 Par Nth
Brisbane
RIMS Act# 500000005029487
5s.
Central Business District –
Group S
141 Queen Street, Brisbane
L.1/4 RP.113488 & TL.06/233650 - L.5
SP.228408 Par Nth Brisbane
RIMS Act# 500000002186839
5t.
Central Business District –
Group T
200 Mary Street, Brisbane
L.9 RP.196746 Par Nth Brisbane
RIMS Act# 500000002188553
313 Adelaide Street, Brisbane
L.5 RP.195923 Par Nth Brisbane
RIMS Act# 500000002201992
375 Turbot Street, Spring Hill
L.50 SP.134928 Par Nth Brisbane
RIMS Act# 500000004041311
- 254 -
5u.
Central Business District –
Group U
Resolution of Rates and Charges
Rateable Property Address
Real Property Description
57 Elizabeth Street, Brisbane
L.30/31 SP.254940 Par Nth Brisbane
RIMS Act# 500000005063478
280 Elizabeth Street, Brisbane
L.1/2 RP.979 & L.26 SL.11452 Par Nth
Brisbane
RIMS Act# 500000002187076
69 Ann Street, Brisbane
L.21 SP.198665 Par Nth Brisbane
RIMS Act# 500000004687717
245 Charlotte Street, Brisbane
L.2 RP.157971 Par Nth Brisbane
RIMS Act# 500000002187563
- 255 -
Differential Rating
Category
5v.
Central Business District –
Group V
Resolution of Rates and Charges
15.5
Criteria for determining categorisation between differential rating categories
8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h, 8i, 8j and 8k from 1 July 2014
Commonly
Known As
Rateable Property
Address
Real Property
Description
Kenmore Village
9 Brookfield Road,
Kenmore
L.1 SL.12534 Par
Indooroopilly
RIMS Act# 500000004372963
Home Zone Windsor
142 Newmarket Road,
Windsor
L.1 SP.146479 Par Enoggera
RIMS Act# 500000004036352
Mt Gravatt Plaza
55 Creek Road, Mt
Gravatt East
L.1 RP.180967 PAR
BULIMBA
RIMS Act# 500000000250837
Centro Lutwyche
112 Chalk Street,
Lutwyche
L.9/10 RP.19093 & L.5
RP.842880 & L.1 SP.242892
Par Enoggera
RIMS Act# 500000005012590
Amazons Central
11 Pavilions Close,
Jindalee
L.10 SP.160043 Par Oxley
RIMS Act# 500000004213332
Cannon Hill Kmart
Plaza
1909 Creek Road,
Cannon Hill
L.5 RP.121447 Par Bulimba
RIMS Act# 500000000111948
Homemaker City
Aspley
815 Zillmere Road,
Aspley
L.1 RP.805963 Par Nundah
RIMS Act# 500000001532687
Centro Taigum
215 Church Road,
Taigum
L.4 SP.145646 Par Kedron
RIMS Act# 500000004057325
Homemaker City
Jindalee
180 Sinnamon Road,
Jindalee
L.2 SP.140553 Par Oxley
RIMS Act# 500000003970693
Sunnybank Hills
Shoppingtown
661 Compton Road,
Sunnybank Hills
L.1 RP.214796 & L.1
RP.214797 Par Yeerongpilly
RIMS Act# 500000003304877
Stafford City
400 Stafford Road,
Stafford
L.1 RP.853658 Par Kedron
RIMS Act# 500000001264638
8f.
Large Regional Shopping Centre
– Group F
Toowong Village
9 Sherwood Road,
Toowong
L.3 RP.211016 & L.1
RP.844743 Par Enoggera
RIMS Act# 500000002165684
8g.
Large Regional Shopping Centre
– Group G
Aspley Hypermarket
59 Albany Creek Road,
Aspley
L.4 RP.164286 & L.1
RP.198020 Par Kedron
RIMS Act# 500000001492114
Sunnybank Plaza
358 Mains Road,
Sunnybank
L.20 RP.813380 Par
Yeerongpilly
RIMS Act# 500000003144604
Mt Ommaney Centre
171 Dandenong Road,
Mt Ommaney
L.3 SP.108533 Par Oxley
RIMS Act# 500000003781587
8i.
Large Regional Shopping Centre
– Group I
Brookside
159 Osborne Road,
Mitchelton
L.1 RP.131006 & L.5
RP.842671 Par Enoggera
RIMS Act# 500000004024028
8j.
Large Regional Shopping Centre
– Group J
Centro Toombul
1015 Sandgate Road,
Nundah
L.1 RP.202924 Par Toombul
RIMS Act# 500000001941466
8k.
Large Regional Shopping Centre
– Group K
- 256 -
Differential Rating Category
8a.
Large Regional Shopping Centre
– Group A
8b.
Large Regional Shopping Centre
– Group B
8c.
Large Regional Shopping Centre
– Group C
8d.
Large Regional Shopping Centre
– Group D
8e.
Large Regional Shopping Centre
– Group E
8h.
Large Regional Shopping Centre
– Group H
Resolution of Rates and Charges
15.6
Criteria for determining categorisation between differential rating categories
9a, 9b, 9c and 9d from 1 July 2014
Commonly
Known As
Rateable
Property Address
Real Property
Description
Indooroopilly Shopping
Centre
322 Moggill Road,
Indooroopilly
L.3 RP.908839 & L.4
RP.121450 & L.6 RP.178626 9a.
& TL.06/211040 - L.7
Major Regional Shopping Centre
SP.112975 Par Indooroopilly
– Group A
RIMS Act# 500000003762561
Westfield Carindale
1151 Creek Road,
Carindale
9b.
L.2 RP.909241 Par Bulimba
Major Regional Shopping Centre
RIMS Act# 500000004096067
– Group B
Westfield Garden City
2049 Logan Road,
Upper Mt Gravatt
L.1 SP.258311Par
9c.
Yeerongpilly
Major Regional Shopping Centre
RIMS Act# 500000005066885 – Group C
Westfield Chermside
395 Hamilton Road,
Chermside
9d.
L.1 SP.192393 Par Kedron
Major Regional Shopping Centre
RIMS Act# 500000004535361
– Group D
- 257 -
Differential Rating
Category
Resolution of Rates and Charges
15.7
Criteria for determining categorisation between differential rating categories
2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i, 2j and 2k from 1 July 2014
Commonly
Known As
Rateable Property
Address
Real Property
Description
Differential
Rating Category
Toowong Village Car
Park
603 Coronation Drive, Toowong
L.10 RP.209688 Par Enoggera
RIMS Act# 500000002165726
2b.
Commercial/NonResidential – Group B
Valley Metro Shopping
Centre
52 Alfred Street, Fortitude Valley
L.1 SP.196979 & L.40 (BAL)
SP.196964 Par Nth Brisbane
RIMS Act# 500000004733644
2c.
Commercial/NonResidential – Group C
L.112/115 SP.219238 &
L.116&704 SP.219239 & L.703
SP.238193 Par North Brisbane
RIMS Act# 500000004951352
and;
L.702 SP.219237 Par North
Brisbane
RIMS Act# 500000004875411
and;
L.108 SP.219237 Par North
Brisbane
RIMS Act# 500000004875387
and;
L.109 SP.219237 Par North
Brisbane
RIMS Act# 500000004875395
and;
L.110 SP.219237 Par North
Brisbane
RIMS Act# 500000004875403
and;
L.111 SP.219237 Par North
Brisbane
RIMS Act# 500000004875429
and;
600 Gregory Tce, Bowen Hills
651 Gregory Tce, Bowen Hills
492 St Pauls Tce, Bowen Hills
RNA Showgrounds
498 St Pauls Tce, Bowen Hills
25 Exhibition St, Bowen Hills
665 Gregory Tce, Bowen Hills
2d.
Commercial/NonResidential – Group D
631 Gregory Tce, Bowen Hills
L101/107, 701 SP219236 Par
North Brisbane
RIMS Act# 500000004889412
Queensland Sport &
Athletic Centre
590 Mains Rd, Nathan
L.4 SP.150579 Par
Yeerongpilly
RIMS Act# 500000004082232
2e.
Commercial/NonResidential – Group E
Sleeman Sports
Complex
1699 Old Cleveland Rd,
Chandler
L.1(BAL) SP.150590 Par
Tingalpa
RIMS Act# 500000004129793
2f.
Commercial/NonResidential – Group F
Brisbane
Entertainment Centre
222 Stanworth Rd, Boondall
L.45/46 SP.151260 & L.48/49
SP.151264 Par Kedron
RIMS Act# 500000004604886
2g.
Commercial/NonResidential – Group G
Suncorp Stadium
40 Castlemaine St, Milton
L.581 RP.227070 & L.354
RP.898660 & L.41 RP.904552
& L.471 SP.144611 & L.42
SP.161089 & L.357 SP.161706
Par Nth Brisbane
RIMS Act# 500000005129071
2h.
Commercial/NonResidential – Group H
Queensland Tennis
Centre
190 King Arthur Tce, Tennyson
L.7 SP.214201 Par
Yeerongpilly
RIMS Act# 500000004714784
2i.
Commercial/NonResidential – Group I
The Brisbane Cricket
Ground
(Part thereof)
411 Vulture St, Woollooongabba
L.2 RP.803783 & TL.06/208598
- L.100 CP.900152 & L.101
SP.120175 & TL.06/218434 L.103 SP.134698 & L.104
SP.179933 Par Sth Brisbane
RIMS Act# 500000004774481
2j.
Commercial/NonResidential – Group J
The Brisbane Cricket
Ground
(Part thereof)
401 Vulture St, Woollooongabba
L.3/4 SP.182798 Par Sth
Brisbane
RIMS Act# 500000004859746
2k.
Commercial/NonResidential – Group K
- 258 -
Glossary
Glossary
Accumulated Surplus/
(Deficit)
That part of the total Council equity (net wealth) that is not required to meet
specific future needs. It arises as a result of the outcome for a year being
more or less favourable than anticipated in a balanced budget.
Amortisation
Process of allocating the costs of assets obtained under finance leases and
computer software purchases over the expected life of the asset.
Annual (Operational) Plan
A statement of the outcomes Council seeks to achieve and the services and
projects budgeted for to achieve those outcomes and progress the
achievement of the Corporate Plan.
Anticipated 2013-14 Budget
The likely end of year result for 2013-14 used as a comparison for the 201415 budget figures.
Appropriations
Funds allocated from revenues to fund capital acquisitions and to make
repayments of the principal portion of loan borrowings.
Asset Acquisition and
Replacement Reserve
An allocation of the net wealth of Council to provide for anticipated future
acquisitions of non-current assets.
Budget
The financial plan to allocate the city’s resources.
Budget Period
The current financial year.
Businesses
Major operations or activities that function as commercialised entities – Field
Services Group, Brisbane Transport, City Projects Office and other
businesses.
Capital and Capital
Reserves
That part of the wealth of the Council which must be retained in order to
maintain its operations in the future without eroding the Council’s ability to
provide goods and services to its constituents.
Capital Schedule
Refer to the “Project Expenditure List”.
Capital Work in Progress
Council builds or otherwise physically creates a number of assets during a
period. These include roads, bridges, etc. as detailed under property, plant
and equipment. At any given time, however, some of these assets will not
have been completed and will not be ready for use. These are classified as
capital work in progress.
Capitalised Expenses
Capitalisation of expenses is the process of including those expenses
incurred in the creation of assets in the value of the asset. Capitalised
expenses are deducted from the income statement and are included in the
cost of property, plant and equipment or capital work in progress.
Cash and Cash Equivalents
The value of cash on hand, at bank and all liquid investments that are readily
convertible to cash on hand.
Contributions
Transfers made to Council by external parties. These are predominantly
contributions from developers of headworks and other assets arising from
property developments.
Corporate Plan
A statement of Council’s strategic direction and objectives for the medium
term.
Council Providers
Businesses within Council that deliver products and services at a best value
price.
Current Financial Year
1 July 2014 up to and including 30 June 2015.
Debt Funding
The amount necessary to repay the principal on outstanding debt (interest
payments are an expense).
Defined Benefit Plan Asset/
Liability
The net surplus or deficit of defined benefit funds where Council contributes
to the defined benefit plan.
- 259 -
Glossary
Depreciation Description of
Service Donated Assets
The process of allocating a systematic charge against revenue for the
purpose of allocating the cost of an asset over its estimated useful life.
Equity
Equal to the net assets employed in the operations of Council. It is the
surplus of assets over liabilities and represents the net wealth of Council.
Description of Service
A brief description that highlights key aspects of the service being delivered.
Donated Assets
Generally, those assets such as roads, footpaths, drains and open space or
parkland which a developer is required to provide and are passed to Council.
Expenses
Operating expenditure net of internal recoveries.
Fees
Charges levied for services provided by Council.
Fees and Charges
Document
A separate budget document detailing the fees and charges to apply to the
various products and services provided by Council.
Finance Costs
Includes bank charges, interest on borrowings and interest on leases.
Financing Activities
Those activities that relate to changing the size and/or financial structure of
Council. They include inflows and outflows associated with loan borrowings
and finance leases.
Forward Estimates
Estimates of expenses, capital and revenue for the three financial years
following the budget period. These estimates are indicative for planning
purposes and signify an intention to allocate resources. They imply neither a
commitment nor an obligation. Similarly, any item, which subsequently may
be allotted a higher priority, may be funded even though currently not
included.
Gain/ Loss on Disposal of
Assets
When assets of Council are sold or otherwise disposed of, a gain or loss on
disposal may eventuate. This gain or loss is calculated as the difference
between the proceeds received and the written down value of the asset at
the time of disposal.
Increase in Operating
Capability
The difference between total revenues and total expenses, as disclosed in
the income statement, giving rise to either an increase (surplus) or decrease
(deficit) in operating capability.
Investing Activities
Those activities that relate to the acquisition and disposal of non-current
assets, including property, plant and equipment and investments.
Loan Borrowings
Monies borrowed for the funding of asset acquisition or construction, within
the global limit of borrowing authorised by the Queensland Treasury.
Lord Mayor's Budget Speech
One of the documents presented as part of the budget package. This is
effectively the transcript of the Lord Mayor's budget speech delivered in
Council.
Non-current Assets
Classified As Held For Sale
Includes the carrying amount of non-current assets that will be recovered
principally through a sale transaction rather than through continuing use.
Other Financial Liabilities
Includes finance lease liabilities, loan borrowings and bank overdrafts (if in
existence).
Outcome
A broad statement of the desired results for the community of a particular
strategy (or group of strategies).
Operating Budget
Expenditure and revenue in a service for "business as usual" activities. This
excludes expense and revenue allocated for projects.
Operations
Provision of services and activities that are part of the programs undertaken
by Council.
- 260 -
Glossary
Other Assets
Includes amounts paid in advance by Council, usually insurance premiums
or registrations paid annually.
Other Liabilities
Includes amounts received in advance by Council, such as unearned
revenue and lease premiums being progressively recognised as revenue
over the term of the lease agreements.
Other Reserves
Representing wealth which is accumulated within Council to meet specific
anticipated future needs. Examples include the Infrastructure Reserve and
the Insurance Reserve.
Other Revenue
Refers to general sundry revenues that are not of such individual
significance as to warrant separate disclosure.
Program
A group of related activities performed by one or more organisational units
for the purpose of accomplishing a function for which Council is responsible.
The budget of Council organises financial estimates into program categories.
The legal level at which budgeted disbursements are controlled is the
program level.
Program Budgeting
The system used by Brisbane City Council. It focuses attention on program
outcomes rather than inputs.
Project
An activity within a service that builds, enhances and maintains Council
assets or enhances Council services in order to achieve a desired outcome.
Project Expenditure List
Projects proposed for 2014-15 and forward estimates for 2015-16 to 201718. Expenditure represents the total of capital and operating expenses for
each project.
Project Estimate
The project estimate is based on the scope of the project. Standard item
prices are used for the routine type of rehabilitation undertaken on Council's
infrastructure and resource based estimates are used for the major and oneoff type works such as major road works, new bridges, major drainage, etc.
At the time of budget planning, project estimates may be based on either
concept estimates, design estimates or construction estimates depending on
the project development stage.
Property, Plant and
Equipment
Council's physical assets base, including parkland, vacant land, roads,
bridges, buildings, vehicles, computer equipment and infrastructure assets.
Provisions
Includes amounts owing to employees of Council in relation to employee
benefits (including sick leave and long service leave) calculated in
accordance with current award rates and known leave entitlements.
Rates Revenue
Includes the general rate, separate rates, separate charges, and waste
management charges. Rates represent a charge on land. By resolution, the
general and separate rates are based on a three-year average of the
Unimproved Capital Value of the land as valued on an annual basis by the
Valuer-General of Queensland. Rate revenue also includes the Bushland
Preservation Levy.
Recurrent Operations
Contracts
Any contract for the purchase by Council of goods and services which are
necessary to meet the day-to-day operational requirements of Council,
including the following:
 operational materials eg. chemicals, soils, landscape materials and
plants
 minor consumables eg. stationery
 maintenance
 spares and consumables.
Revenue
An increase in assets and/ or a decrease in liabilities during the budget
period from providing services and other activities constituting Council's
ongoing operations.
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Glossary
Revenue Policy
Council’s strategic policy used as the basis for the development of rates and
charges. It specifically outlines Council’s principles in the making of rates
and charges, the granting of rebates and concessions for rates and charges
and the recovery of unpaid rates and charges. The policy is included in the
Annual Plan and Budget document.
Revenue Statement
The Revenue Statement has been prepared using the principles approved in
Council's Revenue Policy. It provides broader information on the categories
of rates and charges, rebates and concessions and the recovery of unpaid
rates and charges. The Statement is included in the Annual Plan and Budget
document.
Reserves
Amounts set aside out of accumulated surpluses to provide for future
contingencies. Council reserves include:
 Bushland Preservation Reserve
 Insurance Reserve
 Emergent Expenditure and Inflation Provision Reserve
 Malls Reserves
 Infrastructure Reserve
 TransApex Reserve
 Other Reserves.
Resolution of Rates and
Charges
A formal resolution that sets out the various rates levied by Council and any
associated charges. This is contained in the budget document and has
been prepared using the principles approved in Council's Revenue Policy.
Separate Charge
Levied for Bushland Preservation and Rural Fire Services.
Separate Rates
Levied for Queen Street and Valley Malls, various beautification schemes,
town, business and suburban centre schemes, improvement projects and
the Environmental Management and Compliance Levy and Living Village
Developments Levy.
Service
A readily identifiable service or product delivered by Council to the
community in order to achieve a particular outcome.
Subsidies and Grants
Grants and subsidies received, or receivable, from the Queensland and
Commonwealth governments to assist in the conduct of certain Council
activities. Included, but not limited to, are Financial Assistance Grants,
Roads to Recovery and Blackspot funding, Natural Disaster Relief and
Recovery Arrangements and Library subsidies.
Strategies
A level at which resources are allocated to deliver the outcomes of the
program.
Trade and Other Payables
Includes trade creditors and accrued employee benefits (including annual
leave and leave in lieu).
Utility Charges
A charge for the supply by Council of cleansing services to any land, building
or structure in the city.
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Index of Outcomes
Program 1 – Clean, Green and WaterSmart City
1.1
Sustainability Leadership......................................................................................................... . 16
1.2
Sustainable Brisbane ............................................................................................................... 19
1.3
Biodiverse Brisbane ................................................................................................................. 20
1.4
Parks, Gardens and Recreation ............................................................................................... 23
1.5
Sustainable Water Management .............................................................................................. 28
1.6
Focus on the River, Bay and Waterways ................................................................................. 31
1.7
Flood Management ................................................................................................................. 35
1.8
Pollution Free City ................................................................................................................... 43
1.9
Managing and Reducing Brisbane’s W aste and Litter .............................................................. 45
Program 2 – Moving Brisbane
2.1
Promoting Active Transport ...................................................................................................... 52
2.2
Public Transport ....................................................................................................................... 55
2.3
Transport Network .................................................................................................................... 59
Program 3 – Future Brisbane
3.1
Planning for a Growing City ..................................................................................................... 72
3.2
Enhancing Brisbane’s Liveability .............................................................................................. 75
3.3
Approving Quality Development ............................................................................................... 77
Program 4 – Your Brisbane
4.1
Thriving Arts and Culture ........................................................................................................ . 82
4.2
Libraries for an Informed Community ....................................................................................... 88
4.3
Active and Healthy Community ................................................................................................ 91
4.4
Social Inclusion ....................................................................................................................... 93
4.5
Community Sport and Recreation Facilities.......................................................................... 97
4.6
City Icons .............................................................................................................................. 102
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Index of Outcomes
Program 5 – Public Health and Safety
5.1
Public Health ......................................................................................................................... 106
5.2
Citizens’ Security ................................................................................................................... 109
5.3
Brisbane City Cemeteries ..................................................................................................... . 111
Program 6 – Economic Development
6.1
Growing Brisbane’s Economy ................................................................................................ 114
6.2
Removing Barriers to Growth ................................................................................................. 116
6.3
A City of Many Skills .............................................................................................................. 117
6.4
Delivering World Class Economic Precincts ........................................................................... 118
6.5
Capturing Brisbane’s Unique Window of Opportunity ............................................................. 120
6.6
Export Market Development .................................................................................................. 122
Program 7 – Customer Focus
7.1
Engagement .......................................................................................................................... 126
7.2
Service Delivery .................................................................................................................... 127
7.3
A Council Easy To Do Business With .................................................................................... 129
Program 8 – City Governance
8.1
Civic Administration and Support ........................................................................................... 134
8.2
Regional and International Activities ...................................................................................... 136
8.3
Strong and Responsible Financial Management .................................................................... 138
8.4
Value for Money Support Services.................................................................................................. 141
8.5
Corporate Communication ................................................................................................. .... 143
8.6
ICT - Information and Communications Technology ................................................................ 144
8.7
Disaster Response and Recovery .......................................................................................... 146
Businesses and Council Providers .................................................................................................... 173
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