Brisbane City Council
Annual Report
2013-14
Brisbane City Council is the largest local government in Australia. Our responsibility is to provide leadership
and good governance for the people of Brisbane, and to manage our resources to create a prosperous and
vibrant New World City.
How to read our Annual Report
This report is divided into a number of main sections beginning with an introduction containing information
on Brisbane, our Corporate Plan scorecard and strategic planning. The report then provides an overview of
Council and the organisation, progress and performance for programs and businesses, our community
financial report, corporate governance, disclosures and audited financial statements.
This Annual Report references the Corporate Plan 2012/13-2016/17.
© 2014 Brisbane City Council
This work is copyright. Permission to reproduce information contained in this report must be obtained from:
Brisbane City Council
GPO Box 1434, Brisbane Qld 4001
Phone: +61 7 3403 8888
Web: www.brisbane.qld.gov.au
On the cover
Brisbane City Hall.
Design and typesetting
Brio Group.
2
Contents
Brisbane City Council Annual Report 2013-14
Brisbane at a glance .......................................................................................................... 6
Brisbane in Profile ............................................................................................................. 7
Our Council ....................................................................................................................... 8
Our goals ....................................................................................................................... 8
Our values ..................................................................................................................... 8
Corporate Plan scorecard .................................................................................................. 9
Strategic planning ............................................................................................................ 15
Our Council ..................................................................................................................... 22
Lord Mayor’s Report .................................................................................................... 23
Chief Executive Officer’s Report .................................................................................. 24
Our elected representatives ......................................................................................... 27
Civic Cabinet ................................................................................................................ 33
Executive Management Team...................................................................................... 36
Organisational structure ............................................................................................... 41
Our people ................................................................................................................... 41
Awards and recognition................................................................................................ 45
Progress and performance – programs ........................................................................... 47
Program 1: Clean Green and Water Smart City ........................................................... 48
Program 2: Moving Brisbane ........................................................................................ 57
Program 3: Future Brisbane ......................................................................................... 66
Program 4: Your Brisbane ............................................................................................ 72
Program 5: Public Health and Safety ........................................................................... 79
Program 6: Economic Development ............................................................................. 84
Program 7: Customer Focus ........................................................................................ 92
Program 8: City Governance ........................................................................................ 98
Progress and performance – businesses...................................................................
107
3
Brisbane Transport .................................................................................................... 108
Field Services Group ................................................................................................. 112
City Parking ............................................................................................................... 116
Community financial report ............................................................................................ 118
Financial Summary 2013-14 ...................................................................................... 119
Revenue: Where did the money come from? ............................................................. 119
Expenses: Where was the money spent? .................................................................. 119
Assets: What do we own? .......................................................................................... 120
Liabilities: What do we owe? ...................................................................................... 120
Community Equity ...................................................................................................... 120
Measures of financial sustainability ............................................................................ 122
Queensland Urban Utilities: Water distribution retailer ............................................... 122
Rates: Fair and equitable rates and rates concessions .............................................. 122
Corporate governance ................................................................................................... 124
Risk management ...................................................................................................... 126
Assurance services and ethical standards ................................................................. 126
Brisbane City Council Audit Committee ...................................................................... 128
The Queensland Audit Office ..................................................................................... 129
Complaints management ........................................................................................... 129
Right to Information and Information Privacy access requests ................................... 130
National Competition Policy ....................................................................................... 130
Code of Conduct ........................................................................................................ 132
Disclosures .................................................................................................................... 133
Councillor remuneration ............................................................................................. 134
Councillor expenses reimbursement .......................................................................... 135
Councillor attendance at 2013-14 Council meetings .................................................. 138
Orders made about Councillors’ conduct during Council or Committee meetings....... 138
Complaints relating to councillor conduct ................................................................... 139
4
Executive remuneration as at 30 June 2014 .............................................................. 139
Overseas travel .......................................................................................................... 140
Registers kept by Council .......................................................................................... 142
Land, reserves and controlled roads .......................................................................... 143
Grants to community organisations ............................................................................ 144
Councillors’ discretionary funds.................................................................................. 145
Annual Financial Statements ......................................................................................... 166
Glossary ........................................................................................................................ 167
Index ............................................................................................................................. 175
Contact details............................................................................................................... 180
5
Brisbane at a glance
A snapshot of the Brisbane local government area in figures as at 30 June 2014.
Brisbane’s Local Government Area (LGA)
Residential population
Population by age
0-4
5-19
20-64
65-100+
Population demographics
Indigenous
Australian born
Overseas born
International students (including tertiary, TAFE, technical and
English language institutions)
Number of people employed in the Brisbane Local Government
area
What’s Brisbane like
Geographical area
Length of the Brisbane River within the Brisbane City boundary
Average daily high temperature
Average daily low temperature
Council facilities and infrastructure
Libraries (including mobile library)
Community halls (with hireable rooms)
Sites leased to community organisations and sports clubs
Swimming pools
Cemeteries and crematoria
Parks (natural areas and urban parks)
Playgrounds
Picnic grounds
Dog off-leash areas in parks
Cross river bridges (excludes CLEM7 Tunnel)
Cross River Ferries
CityCats
Buses
Bus stops
Wharves, jetties, pontoons and boat ramps
Natural areas managed by Council
Urban parks managed by Council
Area of sports parks owned and managed by Council
Length of constructed and formed roads
Length of bikeways
Length of paths and walkways
1,131,191
6%
18%
64%
12%
1.4%
66.6%
28.3%
72,000
818,000
1338.1 km²
114 km
24.9 °C
14.9 °C
34
17
589
20
12
2084
1016
548
123
8
9
19
1234
6590
76
8888.2 ha
6334.5 ha
1194 ha
5709.4 km
1157 km
4459 km
6
Brisbane in Profile
Our history
Brisbane’s history can be traced back more than 40,000 years, when Aboriginal clans lived in the area we now
call Moreton Bay.
In 1823 Lieutenant John Oxley entered and explored the Brisbane River, finding fertile riverside land and a
secure site for a penal colony. A camp was first established at Redcliffe before moving to the vicinity of what is
now William Street in 1825.
The area was declared open for free settlement in 1842 and the region grew due to the agricultural industry and
the discovery of gold. In 1859 Queensland separated from New South Wales and Brisbane was proclaimed a
municipality.
Over time Brisbane has matured into a thriving, multicultural city; host to world class events including the
Commonwealth Games in 1982, World Expo ’88, the Goodwill Games in 2001 and the upcoming G20 Leaders
Summit in November 2014.
Our city
Brisbane is named after Sir Thomas Brisbane, a noted astronomer and the sixth Governor of New South Wales
from 1821-1825.
Today, Brisbane is a diverse and progressive city, steadily building its reputation as Australia’s New World City.
It is one of the fastest growing regions in Australia1, with a metropolitan economy of $135 billion2 accounting for
almost half (48 per cent) of Queensland’s economic output and nine per cent of Australia’s as a whole3.
1
Queensland Treasury and Trade, 2012 sourced from Brisbane Marketing, Brisbane Facts – Economy viewed 4 June 2014,
http://www.brisbanemarketing.com.au/Brisbane-Facts/Economy
2
Brisbane City Council & Queensland Treasury and Trade, sourced from Brisbane Marketing, Brisbane Facts – Economy viewed 4 June 2014,
http://www.brisbanemarketing.com.au/Brisbane¬Facts/Economy
3
Ibid sourced from Brisbane Marketing, Brisbane Facts – Economy viewed 4 June 2014, http://www.brisbanemarketing.com.au/ Brisbane-Facts/Economy
7
Brisbane is the largest city council of Australia’s capital cities by geographical area, occupying some 1338.1
km². Located on the eastern seaboard of Australia, Brisbane residents enjoy a subtropical climate, varied
business and study opportunities, vibrant shopping and dining precincts, extensive parklands and a wide range
of festivals, arts and entertainment offerings.
At the heart of the city is the winding Brisbane River, the longest river in South East Queensland. It provides a
scenic backdrop to our bustling CBD, hilly suburban pockets and beautiful sport and leisure spaces.
Our people
Brisbane city is a diverse and energised global city with a proudly multicultural population. Almost 30% of
Brisbane residents were born overseas and more than 20% of households speak two or more languages at
home.
Apart from English, the languages most commonly spoken at home in Brisbane are Mandarin, Vietnamese,
Cantonese, Italian, Spanish and Korean.
Brisbane’s thriving economy is driving continued population growth in the city, and by 2031, the city’s population
is projected to reach 1.44 million.
Our Council
The origins of the present day Brisbane City Council lie in 1924 when, almost 100 years after Brisbane was
founded, State Parliament passed the City of Brisbane Act, setting up a single, citywide local government for the
whole of Brisbane. Before this, the area had been divided into 20 local authorities and joint boards.
Brisbane’s first Lord Mayor, William Jolly, took office on 1 October 1925 and served until 1931. Since then
Brisbane has elected 15 lord mayors including the incumbent Lord Mayor Graham Quirk.
Today, Brisbane City Council is Australia’s largest local government in both population and budget. We are
dedicated to ensuring that Brisbane is a great place to live. We have the vision and capacity to continually grow
and improve our city, while remaining grounded enough to hold local knowledge and preserve the parts of
Brisbane that residents and visitors love.
Our goals
Brisbane City Council aims to:

enhance the quality of life of the people of Brisbane, build vibrant communities, and improve the quality
and value of services

support the sustainable development of the regional economy and improve the city’s infrastructure

protect and enhance the city’s natural and built environments

ensure the financial success of Council.
Our values
Council undertakes business with the following values in mind:

passion for Brisbane

responsive customer service

respect for people

courage to make a difference
8

working together

getting things done

value for money.
Corporate Plan scorecard
About our scorecard
This scorecard summarises progress towards achieving the medium-term objectives of the Corporate Plan
2012/13-2016/17. Progressing these is central to achieving Council's long-term community plan, Brisbane Vision.
Overall performance is determined by measuring our achievements against key performance indicators and
the progress of major initiatives.
We use the ratings:
Delivered: objective is achieved or completed
On track: work is continuing as planned and budgeted
Monitor closely: progress is being made but does not match what was planned and budgeted, or progress is
difficult to measure
Action required: work has stopped or progress is insufficient to achieve the objective
Program 1: Clean, Green and WaterSmart City
Our medium-term objectives
1.1 Sustainability leadership
Reduce Council’s greenhouse gas emissions.
Implement a continual improvement program in the area of energy efficiency and carbon abatement,
to minimise the required purchase of GreenPower and offsets.
Reduce the environmental risks of Council’s activities and operations.
Status
Delivered
On track
On track
1.2 Sustainable Brisbane
Reduce greenhouse emissions and the environmental footprint of Brisbane homes.
Reduce the greenhouse emissions of Brisbane businesses.
On track 
On track
1.3 Biodiverse city
Recognise and promote the wealth of Brisbane’s biodiversity.
On track
1.4 Parks, gardens and recreation
Extend and improve capacity of the city’s street and park tree assets to deliver attractive and shaded
pathways and public spaces.
Develop subtropical boulevards along main arterial roads.
Ensure an accessible, diverse and connected network of public and private open space.
Continue to plan, design and deliver a range of park types and facilities that reflect the needs of our
growing city.
Provide a hierarchy of parks and park facility maintenance consistent with the parks asset
management plan.
On track
On track
On track
On track
On track
1.5 Sustainable water management
Develop a framework that guides development within our catchments to ensure our built environment
minimises adverse impacts and maximises the benefits the community receives from our local water
resources.
On track
Maintain or improve the community’s awareness of water smart concepts and water smart behaviour.
On track
Council’s asset policy and planning, natural resource management and development assessment staff
will progress water smart initiatives in their daily responsibilities including asset planning and
management.
On track
9
1.6 Focus on the river, bay and waterways
Maintain performance against local waterway health indicators of riparian cover and in-stream habitat
diversity.
Develop a sustainable framework of funding and action to maintain and improve the health of regional
waterways and the bay.
85% of Brisbane’s community will recognise and value the contribution Brisbane’s waterways make to
the liveability of the city.
On track
On track
On track
1.7 Flood management
Council will develop and implement a risk-based approach to plan for, manage and build capacity to
respond to flooding across the city.
Brisbane’s residents will better understand their risk of flooding and will be better prepared and more
resilient to flooding.
Council will continue to reduce the likelihood and consequences of flooding to ensure Brisbane can
continue to effectively function before, during and after a flood.
On track 
On track 
On track
1.8 Pollution free city
Improve Brisbane’s air quality.
Lower the environmental risks associated with Brisbane’s 150 closed landfill sites.
Improve the air quality performance of Council’s activities and operations.
On track
On track
On track
1.9 Managing and reducing Brisbane’s waste and litter
Reduce waste disposal to landfill by 25% by 2014 (against 2008 baseline).
Increase recycling of municipal solid waste by 50% by 2014 (against 2008 baseline).
Reduce waste generation by 5% by 2014
Reduce on-ground litter levels to less than 60 pieces of litter per litter count area by 2017. This
equates to a minimum 37% reduction in on-ground litter compared to July 2009 baseline.
Improve the Clean Communities Assessment Tool (CCAT) cleanliness range in the CBD and Fortitude
Valley from 3.7 (average cleanliness) to 4.0 (very clean).
Achieve a rating of 3.0 or above, 95% of the time (service delivery standards – CBD/ Fortitude Valley).
Monitor
closely
Monitor
closely
Monitor
closely
Delivered
Delivered
Delivered
Program 2: Moving Brisbane

Our medium-term objectives
Status
2.1 Promoting active transport
Active transport to achieve more than 16% share of all journeys in Brisbane by 2018.
Provide a well connected network of safe and continuous bikeway routes.
On track 
On track
2.2 Public transport
By 2018, bus patronage will increase to more than 90 million trips per year.
By 2018, ferry patronage will increase to seven million trips per year.
Bus and ferry services will be more accessible to people with a disability.
On track
On track
On track
2.3 Transport network
Continue delivery of the Road Action Program and continue to implement the TransApex plan and
Local Road Network program.
Reduce traffic congestion by ensuring the best performance of the transport network.
Improve road safety for all road users and reduce trip times.
Maintain and improve the condition of transport network assets.
On track
On track
On track
On track
10
Program 3: Future Brisbane

Our medium-term objectives
Status
3.1 Planning for a growing city
Continue to implement planning that integrates built and natural environment, social, economic and
infrastructure priorities.
Recognise and plan for areas where citywide regulations may be altered to better suit local
circumstances.
By 2017, the Priority Infrastructure Plan will align Council’s infrastructure plans with the growth
forecasts for the city.
Work collaboratively to benefit Brisbane and the South East Queensland region by contributing to the
revision of the South East Queensland Regional Plan 2009-2031.
Enhance provisions for a range of housing options to respond to changes in Brisbane’s population.
On track
On track
On track
On track
On track
3.2 Enhancing the city’s liveability
Continue to provide opportunities for communities to have a say in how their neighbourhoods are
planned and developed.
Integrate commercial and residential development and renewal projects to deliver high-quality places
that help Brisbane compete regionally and internationally as Australia’s New World City.
On track
On track
3.3 Approving quality development
Maintain assessment times and standards at high levels.
Maintain and enhance Brisbane’s heritage in balance with growth and new development through
more effective design mechanisms.
On track
On track
Program 4: Your Brisbane

Our medium-term objectives
Status
4.1 Thriving arts and culture
Achieve 75% resident satisfaction with Council’s provision of arts and cultural facilities and events.
Achieve 75% resident satisfaction with significant festivals such as Brisbane Festival and the
Queensland Music Festival.
The Brisbane Powerhouse will attract more than 300,000 visitors per year.
Signature festivals like Brisbane Festival and Queensland Music Festival will attract increased
patronage.
On track
On track
On track
On track
4.2 Libraries for an informed community
Council’s libraries will have 400,000 members.
Maintain a 90% customer satisfaction rate with Council’s library services.
Brisbane libraries will hold 17,000 Council archival records.
Council’s libraries will have 100,000 parents and children attending children’s reading and literacy
programs each year.
Council’s libraries will have six million visits each year.
More than 150,000 people will attend learning and cultural events at libraries each year.
On track
On track
Delivered
On track
On track
On track
4.3 Active and healthy communities
Achieve 75% resident satisfaction with Council’s provision of fitness activities in which residents can
participate.
Achieve 70% resident awareness of Council’s active and healthy lifestyle programs.
80% of sporting and recreation clubs leasing Council properties are positive about Council’s
engagement with them.
On track
On track
On track
4.4 Social inclusion
Achieve 60% resident satisfaction with Council’s provision for assisting people in need.
70% of community organisations (customers) will rate Council positively for its provision of services to
Aboriginal and Torres Strait Islander communities, young people, seniors, people with a disability, the
homeless, multicultural communities and refugees.
Implement social inclusion initiatives.
On track
On track
On track
4.5 Community sport and recreation facilities
80% resident satisfaction with Council’s provision of sporting and recreational facilities such as pools,
golf courses, halls and sports grounds.
80% of customers are satisfied with Council’s management of major venues, such as the Sir Thomas
Delivered
Delivered
11
Brisbane Planetarium, Riverstage, Council pools and golf courses.
Achieve patronage target of two million people for Council pools.
Implement the disability access program across Council pools.
80% of leased Council facilities achieve a Council ‘C’ rating and are fit for purpose.
Condition audits are completed on 20% of leased Council facilities annually.
Condition audits are completed on 25% of leased Council sports fields annually.
Undertake an annual review of 95% of all sporting, recreational and community lessees of Council
facilities.
75% of lessees are satisfied with Council’s management of its community facilities.
Delivered
On track
On track
On track
On track
On track
On track
4.6 City icons
City Hall will be restored as the ‘People’s Place’.
Delivered
Program 5: Public Health and Safety

Our medium-term objectives
Status
5.1 Public health
Reduce cases of vaccine-preventable and mosquito-borne diseases in the community.
Maintain and enhance Brisbane’s amenity.
Improve community health and safety outcomes through public health licensing and regulatory
services.
Protect the community from public-health risks and disease outbreaks.
On track
On track
On track
On track
5.2 Citizens' security
Maintain a high-level of actual safety in the community.
Achieve a high-level of perceived safety in the community.
Improve safety by engaging, educating and involving the community.
On track
On track
On track
5.3 Brisbane City Cemeteries
Deliver quality and cost-effective cemeteries and crematoria to reflect the diversity of Brisbane
residents.
On track
Program 6: Economic Development

Our medium-term objectives
Status
6.1 Growing Brisbane’s economy
Regional offices of international companies will increasingly establish in Brisbane.
Brisbane will be a city where it is easy to do business, with world-class infrastructure and services
responsive to business needs.
Brisbane will continue to create jobs that satisfy its growing business sector.
On track
On track
On track
6.2 Removing barriers to growth
Public sector capital investment will support Brisbane’s projected employment and population growth.
The community will be able to access free wi-fi on public transport networks and in public places.
Brisbane will have an efficient private, public and active transport network that supports the needs of
the community and workers.
On track
Delivered
On track
6.3 A city of many skills
Highly skilled workers will choose to live in Brisbane because of its exciting employment opportunities,
its high amenity and attractive lifestyle.
Continue to support Brisbane’s intake of international students.
Brisbane businesses can access the skills they require.
On track
On track
On track
6.4 Delivering world class economic precincts
Office floor space in Brisbane’s inner city will keep pace with demand.
Brisbane’s industrial businesses are able to grow and expand in locations such as Australia TradeCoast
and in the southwest industrial gateway.
Ensure that the city’s land assets support business demand in employment growth locations.
On track
On track
On track
6.5 Capturing Brisbane’s unique window of opportunity
Brisbane will be rated as Australia’s New World City of economic, social, cultural and lifestyle
achievement.
Brisbane will attract a growing number of domestic and international visitors, and international visitors
On track
On track
12
will increase their length of stay.
Grow the number of high-yield, visitor-attracting events to bring increased delegate visitor days and
spend to the city.
On track
6.6 Export market development
Brisbane will maintain strong export growth.
Brisbane businesses grow their business linkages and export opportunities in Asia.
On track
On track
Program 7: Customer Focus

Our medium-term objectives
Status
7.1 Engagement
54% of residents rate Council as being good or excellent in providing residents with opportunities to
participate in consultation about issues affecting Brisbane.
75% of residents rate Council as being good or excellent in reporting back to residents following
consultation.
60% of residents are aware of the Your City Your Say initiative.
Delivered
Delivered
On track
7.2 Service delivery
Council will make it easier for customers to interact with us through a range of channels. We will
improve the experience of all customers who interact with Council.
Meet the service standards of Council’s Customer Charter.
Maintain high levels of overall satisfaction with Council’s service delivery channels for both residents
and businesses.
On track
On track
On track
7.3 A council easy to do business with
Customers will be satisfied that Council understands their needs.
Promote a customer-focused culture within Council.
On track
On track
Program 8: City Governance

Our medium-term objectives
Status
8.1 Civic administration and support
Council is committed to being an effective and transparent government.
Council will consult widely and openly with the community.
On track
On track
8.2 Regional and international activities
Foster international relationships that offer economic development opportunities.
Work with other governments and organisations for the benefit of the local community, city and region.
On track
On track
8.3 Strong and responsible financial management
Remain a financially sustainable organisation.
Ensure Council’s programs and services meet the current and future needs of the community.
Delivered
Delivered
8.4 Value for money
Reduce procurement costs while maintaining value.
On track
8.5 Risk management
Provide effective risk management.
Protect Council assets, people and the environment.
Delivered
Delivered
8.6 Managing Council’s business
Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to
deliver the long-term community plan Brisbane Vision and Council’s Corporate Plan.
On track
8.7 Employer of choice
Council will have a cost-effective, adaptable and capable workforce to implement the vision for the city.
Council will be an employer of choice.
On track
On track
8.8 Corporate communication
Align corporate communication with Council’s plans.
Maintain or increase Brisbane residents’ awareness that Council has a vision for the future of the city.
Maintain and improve employee satisfaction via consistent internal communication.
On track
On track
On track
8.9 Information and communications technology
13
Council’s business performance will be supported and improved through information and
communication technologies (ICT).
Increase organisational satisfaction with ICT service delivery.
The benefits delivered by ICT projects are identified and delivery of these is monitored.
On track
On track
Delivered
8.10 Disaster response and recovery
Ensure Council remains compliant with Queensland’s Disaster Management Act 2003.
Deliver disaster planning and preparedness to reduce the impact of future disasters.
Build a more robust and resilient community.
On track
On track
On track
Brisbane Transport

Our medium-term objectives
Continue to meet customer needs and contribute to congestion reduction and accessibility by delivering
frequent, reliable and safe services.
Status
On track
Field Services Group

Our medium-term objectives
Provide high-quality and value for money services to Council.
Deliver programmed services on time and within scope and budget.
Field Services Group’s workforce will be highly skilled and motivated and will have a uniform focus on
safety as a critical business enabler.
Status
On track
On track
On track
City Parking

Our medium-term objectives
Continue to meet customer needs and contribute to both liveability and economic outcomes by
delivering accessible and reliable parking services.
Status
On track
City Projects Office

Our medium-term objectives
Provide leadership, advice and professional services to create innovative solutions for the delivery of
community assets and economic infrastructure for Brisbane.
Status
On track
14
Strategic planning
Council’s strategic and corporate plans set the goals and direction for the city’s future.
Council’s strategic planning framework
The key elements of Council’s strategic planning framework and associated reporting are
outlined below:
Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane
Regulation 2012.
The strategic planning framework integrates annual, medium, and long-term plans and strategies.
Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the
achievement of outcomes together with effective and efficient delivery of community services.
All of Council’s forward planning is guided by its long-term community plan, Brisbane Vision. Brisbane
Vision was developed in consultation with the community and was adopted by Council in August 2013.
Our Vision
Brisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by
all for its friendly, energetic and optimistic character and subtropical outdoor lifestyle.
Brisbane will be respected for its strong international relationships, particularly with its Asian
neighbours, for its boundless innovation and growing economic prosperity.
Everyone living and working in Brisbane has a role to play in achieving Brisbane Vision.
Council will continue to plan and deliver services and projects that help make Brisbane a
great place to live and do business. However, there are challenges and goals that need
effort and cooperation on more than just a local government level.
15
Council will partner with various levels of government, other organisations and international
partners to work towards the aspirations and targets in the vision. Brisbane Vision also lists
actions that members of the Brisbane community can take to help achieve this vision for our
city.

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
Long-Term Asset Management Plan
Council provides, owns and manages much of Brisbane’s infrastructure. Council has asset management plans
covering major infrastructure classes including transport, stormwater, bridges, buildings and park assets.
Council’s adopted Long-Term Asset Management Plan acknowledges these.
Corporate Plan
Council has adopted the Corporate Plan 2012/132016/17. It sets Council’s medium-term priorities and objectives.
These serve as targets and milestones on a path to achieving the Brisbane Vision. The Corporate Plan provides
a bridge between Council’s long-term plans and our Annual Plan and Budget.
Annual Plan and Budget
In June each year, the Lord Mayor presents and Council adopts the Annual Plan and Budget. The Annual Plan
and Budget delivers to Corporate Plan objectives across annual horizons. It allocates budget to program
outcomes and to the services, activities and projects that contribute to it.
Financial management
Council’s Annual Plan and Budget includes long-term financial forecasts and a number of measures of financial
sustainability.
Included are the three measures of financial sustainability mandated under the City of Brisbane Regulation 2012:

asset sustainability ratio

net financial liabilities ratio

operating surplus ratio.
Council’s current year and long-term financial sustainability statements are included with Council’s annual
financial statement later in this report.
16
Reporting
Each year an Annual Report is prepared and adopted by Council. The Annual Report is the principal mechanism
by which Council reports to the community and other stakeholders. It charts our achievements and challenges for
the past financial year and reports against the Annual Plan and Budget and the Corporate Plan. The report also
provides Council’s longer term and detailed annual financial reporting, governance information and disclosures
required by legislation.
17
Financial Ratios

Ratio formula and
explanation
Revenue Ratio Net
Rates and Utility
Charges
Revenue/Total
Revenue (Council’s
dependence on rate
income)
Debt Servicing
Cover (Operating
Capability Increase +
Debt Servicing
Costs)/Debt Servicing
Costs (Extent to
which debt servicing
cost requirements are
covered by the
increase in Operating
Capability)
Debt Servicing Ratio
Debt Servicing and
Redemption
Cost/Total Revenue
(The capacity of the
Council to service its
outstanding debt)
Net Debt/Revenue
Ratio Net Debt/Total
Revenue (Council’s
borrowing ability)
Debt Exposure
Ratio Total
Assets/Total
Liabilities (Council’s
exposure to debt)
2013-14
Actuals
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
38.1%
37.3%
48.2%
47.5%
50.8%
50.1%
50.4%
51.6%
51.8%
5.8 times
4.8 times
1.9 times
3.5 times
2.5 times
2.8 times
2.8 times
2.3 times
2.5 times
6.0%
30.3%
31.5%
10.1%
6.2%
6.8%
7.2%
7.2%
6.9%
6.6%
6.3%
95.7%
67.1%
72.9%
52.9%
55.3%
64.5%
63.1%
59.3%
53.9%
47.2%
38.8%
7.0 to 1
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
52.0%
2.8 times
2023 -24
Proposed
52.2%
3.3 times

Ratio formula and
explanation
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)
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
2013-14
Actuals
2014-15
Proposed
2015-16
Proposed
2016-17
Proposed
2017-18
Proposed
2018-19
Proposed
2019- 20
Proposed
15.8%
81.2%
65.4%
21.3%
12.3%
13.6%
14.2%
14.0%
13.4%
12.7%
$1885
$1411
$1237
$952
$972
$1175
$1170
$1099
$1019
$912
$766
0.9
0.5
0.4
0.9
0.9
0.8
0.8
0.9
0.9
1.0
1.1
-4.6%
-0.4%
0.4%
7.4%
2.0%
4.0%
4.0%
1.5%
2.2%
2.8%
4.8%
148.6%
113.2%
97.6%
74.9%
83.7%
78.2%
70.9%
79.1%
88.8 %
87.2%
2020-21
Proposed
2021- 22
Proposed
2022-23
Proposed
2023 -24
Proposed
12.1%
61.9%
19

Ratio formula and
explanation
2013-14
Actuals
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
3.4%
4.0%
4.5%
3.9%
4.1%
4.3%
4.5%
4.4%
4.1%
3.7%
3.2%
76.5%
84.0%
68.7%
66.6%
74.4%
75.8%
75.1%
76.4%
78.0%
79.5%
78.0%
77.5%
73.8%
73.8%
73.8%
73.6%
73.4%
73.2%
73.1%
72.9%
73.1%
73.1%
operating revenues)
Interest Coverage
Ratio Net Interest
Expense on Debt
Service/Total
Operating Revenue
(Extent to which
Council’s operating
revenues are
committed to interest
expenses)
Asset Sustainability
Ratio * Capital
Expenditure on the
Replacement of
Assets
(renewals)/Depreciati
on Expense
(Approximation of the
extent to which the
infrastructure assets
managed by Council
are being replaced as
these reach the end
of their useful lives)
Asset Consumption
Ratio Written Down
Value of
Infrastructure
Assets/Gross Current
Replacement Cost of
Infrastructure Assets
(The aged condition
20

Ratio formula and
explanation
2013-14
Actuals
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
of a Council’s stock of
physical assets)
* The Asset Sustainability ratio above includes depreciation for infrastructure assets whereas the ratio of the same name included in the current year Financial Sustainability Statement includes depreciation for all assets
21
Our Council
In this section
Lord Mayor’s Report
Chief Executive Officer’s Report
Our elected representatives
Civic Cabinet
Executive Management Team
Organisational structure
Our people
Awards and recognition
Lord Mayor’s Report
In 2013-14, Council remained focused on growing our city’s economy while continuing to deliver the
day-to-day services that are important to the residents and businesses of Brisbane.
Over the past 12 months, Brisbane continued to face many challenges posed by natural disasters
and financial instability. Despite this, Council was still able to deliver vital infrastructure and services
as well as promote Brisbane’s unique opportunities to new international markets.
Cities are the economic powerhouses of nations and it’s imperative that Council plays its role in
securing a sustainable future for Brisbane.
In addition to this targeted investment in economic development, Council embarked on an
important program of asset maintenance and rehabilitation. At the same time, we continued to
deliver value for money to ratepayers with ongoing investment in roads, bikeways, community
facilities, festivals and public transport. This year Council also accelerated the delivery of three
years’ worth of backflow devices to flood affected areas into just one year.
Planning for the future
One of the most exciting things you can do in Council is to help shape the future of the city.
On 30 June 2014, the Brisbane City Plan 2014 came into affect after much public consultation and
official sign-off from the Queensland Government. This important planning document demonstrates
Council’s vision for the future development of our city over the next 20 years. Our commitment to
Brisbane City Plan 2014 and our neighbourhood plans ensures that we manage growth in a
sensible way and in consultation with the wider Brisbane community.
This year, Council continued to invest in major infrastructure and suburban road projects including
the Riverwalk replacement project, Legacy Way, Robinson Road and Telegraph Road open level
crossing replacement projects, pedestrian countdown timers and the six-month trial of the Left Turn
on Red program.
Economic development
Brisbane’s economic development remained a top priority for Council in 2013-14. By generating
strong economic activity and fostering a climate for job creation, we are helping to secure a more
sustainable financial future for Brisbane and a better quality of life for the city’s residents and
businesses.
The success of initiatives such as the Brisbane Business Hotline 133 BNE has surpassed
expectations with the hotline receiving more than 43,900 calls this year. The Digital Brisbane
strategy continues to gain momentum with local businesses embracing digital technology to help
build their online presence and attract new customers. In addition to creating economic
opportunities locally, we continue to sell Brisbane to the world. In particular our Asia focused
strategy sees us actively pursuing opportunities in this region around key areas of international
education, conventions and investment attraction.
As of this year, Brisbane is now positioned to deliver an Asia Pacific business event trifecta – Asia
Pacific Cities Summit (APCS), Australia Performing Arts Market (APAM) and the prestigious Asia
Pacific Screen Awards (APSA).
23
In November 2014, all eyes will turn to Brisbane when delegates from around the globe visit our city
for the G20 Leaders Summit. This event provides a once-in-a-generation opportunity for Brisbane
to showcase its credentials to the world. With that in mind, we have been busy implementing a
range of initiatives to ensure G20 leaves a valuable and lasting legacy for the city.
Maintaining our city’s assets
Following on from the refurbishment of City Hall, Council remains committed to investing in, and
ensuring the longevity of our city’s assets.
This year, Council commenced restoration works on Shorncliffe Pier and completed stage one of
the Anzac Square Memorial Refurbishment project. Moving forward, it is my intention to increase
the focus Council puts on asset maintenance across the city. This program of works will require a
long term and significant financial commitment, however this is an investment in Brisbane’s future
and for our generations to come.
Public and active transport
Council’s ongoing commitment to make our city easier to get around has not wavered. In terms of
public transport, this year we delivered 90 rigid equivalent new buses and allocated funding for
the construction of two new CityCats, the new Milton ferry terminal and an upgrade of the Bulimba
ferry terminal.
At the request of the Queensland Government, a review of the city’s bus network also took place,
with extensive community consultation on proposed bus network changes.
In line with Brisbane’s vision for an accessible and inclusive city, Council remains committed to
making 90% of Brisbane’s bus and ferry stops compliant with the Disability Discrimination Act
1992 by 2017.
Maintaining Brisbane’s lifestyle
This year Council continued to ensure Brisbane’s enviable lifestyle was retained through
increased funding for parks, festivals, new community facilities and support for community and
sporting groups.
Brisbane’s parks and open spaces are an important part of our daily lives and my aim has always
been to ensure they are available for all to enjoy. In early 2014, Council was proud to open two all
abilities playgrounds; one at Whites Hill Reserve in Camp Hill and the other at the City Botanic
Gardens in Brisbane’s CBD. Both playgrounds offer quality play facilities where children of all
abilities can play together in a well-maintained and safe environment.
Graham Quirk
Lord Mayor
Chief Executive Officer’s Report
During the last 12 months, Council remained committed to operating as a cost-effective and
efficient administration, focused on delivering good customer service and value for the residents
and businesses of Brisbane.
The Lord Mayor’s report highlights Council’s success in delivering projects that contributed to
building a better Brisbane and growing the city’s economy. Alongside these achievements was the
24
consistent improvement and streamlining of Council’s business systems and processes to ensure it
is operating at its full potential.
As we move into the 2014-15 financial year, Council will continue to concentrate on maintaining the
prosperity of our city, with a focus on simplifying processes, streamlining customer service offerings
and delivering on core services.
The Corporate Plan 2012/13-2016/17 outlines the objectives of each Council program area and
business unit over a five year period, explaining how the work will contribute to the goals outlined in
Brisbane Vision, our long-term community plan. Council continued to make progress in the
implementation of the Corporate Plan over the course of the 2013-14 financial year, as reported in
the Corporate Plan scorecard section of this report.
Council also successfully delivered the Annual Plan and Budget 2014-15, the outcomes of which
are outlined in the progress and performance section.
Better value and greater efficiencies
This year, Council continued to refine the way it conducts its day-to-day business by delivering
innovative, efficient and cost-effective workplace procedures. I am particularly pleased by the
efforts of those employees who continually identified and implemented improved processes to allow
Council to become more financially sustainable and value-driven for the residents of Brisbane.
On 30 September 2013, Council launched the Business and System Efficiency (BaSE) Program –
Release 1. This significant transformational project initiated a change towards simpler, more
efficient and integrated business processes and systems. The program will also provide Council
with more accurate data to enable better decision making, improved planning and reporting tools
and, as a result, more responsive customer service for the people of Brisbane.
Customer service and community consultation
Great customer service and regular community consultation is vital to the successful delivery of
projects and the day-to-day work conducted by Council. The Customer Focus 2016 program
guides Council towards consistent customer service across all customer channels. Customers are
important to Council and it is paramount that Council continues to achieve excellence in the way it
interacts with residents, visitors and businesses in Brisbane.
This year, Council achieved various milestones in the successful implementation of customer
service and community consultation projects.

Council adopted a refreshed long-term community plan, Brisbane Vision, in August 2013.

In June 2014, Council completed the Customer Experience Transformation program,
providing better understanding of customers’ needs. This translates to stronger evidencebased decision making and planning for work units and the organisation.

Brisbane City Plan 2014 came into effect on 30 June 2014 incorporating feedback from the
largest community consultation process in a decade. This plan provides the blueprint for
development in Brisbane over the next 20 years.

The dedicated 24-hour Brisbane Business Hotline 133 BNE continued to be a success with
more than 43,900 business calls handled.

Council’s corporate website accessibility project was completed, with 34,789 errors
resolved, bringing compliance with the Web Content Accessibility Guidelines (WCAG) 2.0
AA level of total online accessibility to 97%.
25

A number of key plans were adopted and implemented following extensive community
consultation including the River's Edge Strategy, the City Centre Master Plan and the Youth
Strategy 2014-2019.
Essential service delivery
Delivering frontline services and maintaining Brisbane’s liveability and subtropical lifestyle remained
a key focus for Council in 2013-14, with the planting of more than 22,300 shade way trees across
footpaths and park pathways throughout the suburbs.
Considerable effort was made to ensure both Council and the City of Brisbane is better prepared
for natural disasters, with initiatives including:
• installation of 18 backflow prevention devices to directly benefit 1374 properties affected
by backflow flooding during the 2011 floods
• plans announced for the new Milton ferry terminal and upgrade of Bulimba ferry terminal,
using a design created to survive a one-in-500-year flood event
• a new State Emergency Services (SES) depot opened at Anstead
• the continued roll-out of the summer storm awareness campaign and the Brisbane Early
Warning Alert Service.
Keeping Brisbane moving
Public transport, roads and infrastructure continued to be key investment areas for Brisbane to
accommodate our growing population. This year, Council achieved various milestones across a
number of projects aimed at keeping Brisbane moving.
• By 30 June, Legacy Way was 75% complete, moving Brisbane motorists one step closer to
travelling from Toowong to Kelvin Grove in just four minutes.
• On 13 October, Council opened a new bus depot at Eagle Farm providing a new base for
220 bus operators and 120 buses, delivering services to central and northern areas of
Brisbane.
• More than 200 roads were resurfaced and 65,200 m² of footpaths repaired or replaced.
• 6.2 million passengers were carried on the ferry network.
• Consultation commenced on the new Milton ferry terminal and upgrade of Bulimba ferry
terminal.
• A six-month trial was conducted for the Left Turn on Red program at five intersections
across Brisbane.
• Full resurfacing works of the Story Bridge were completed over the course of a single
weekend.
Council has experienced great achievements this year, particularly in the areas of delivering
improved customer service for the residents and businesses of Brisbane.
I would like to thank Lord Mayor Graham Quirk, members of Civic Cabinet, Councillors and Council
employees for their significant contribution towards a successful vision for the future. I would also
like to acknowledge and thank the Executive Management Team for its support in delivering value
to the city in times of economic and organisational change. I look forward to the year ahead as
Council continues to strive to make Brisbane an even better place to live, work and do business.
Colin Jensen
Chief Executive Officer
26
Our elected representatives
Councillors as at 30 June 2014
Lord Mayor
Cr Graham Quirk (LNP)
Office of the Lord Mayor
GPO Box 2287
Brisbane Qld 4001
(07) 3403 4400
lord.mayor@brisbane.qld.gov.au
Elected as Councillor 1985
Appointed as Lord Mayor 2011
Elected as Lord Mayor 2012
Bracken Ridge
Cr Amanda Cooper (LNP)
Bracken Ridge Ward Office
Cnr Bracken and Barrett Streets
Bracken Ridge Qld 4017
(07) 3667 6000
brackenridge.ward@ecn.net.au
Appointed to Council 2007
Elected 2008
Number of voters 26,612
27
Central
Cr Vicki Howard (LNP)
Central Ward Office
Shop 11, 31 Duncan Street
Fortitude Valley Qld 4006
(07) 3403 0254
central.ward@ecn.net.au
Elected 2012
Number of voters 27,518
Chandler
Cr Adrian Schrinner (LNP)
Chandler Ward Office
Shop 8, Millennium Centre
14 Millennium Boulevard
Carindale Qld 4152
(07) 3407 1400
chandler.ward@ecn.net.au
Elected 2005
Number of voters 26,210
Deagon
Cr Victoria Newton (ALP)
Deagon Ward Office
Cliff Street,
Sandgate Qld 4017
(07) 3667 6011
deagon.ward@ecn.net.au
Elected 2000
Number of voters 25,609
Doboy
Cr Ryan Murphy (LNP)
Doboy Ward Office
Shop 5, 1181 Wynnum Road
Cannon Hill Qld 4170
(07) 3407 8800
doboy.ward@ecn.net.au
Elected 2012
Number of voters 26,795
Enoggera
Cr Andrew Wines (LNP)
Enoggera Ward Office
102 Samford Road (Cnr Cole Street)
Alderley Qld 4051
(07) 3407 2510
enoggera.ward@ecn.net.au
28
Elected 2008
Number of voters 26,746
Hamilton
Cr David McLachlan (LNP)
Hamilton Ward Office
42 Racecourse Road
Hamilton Qld 4007
(07) 3403 1095
hamilton.ward@ecn.net.au
Elected 2006
Number of voters 27,279
Holland Park
Cr Ian McKenzie (LNP)
Holland Park Ward Office
Suite 6, 737 Logan Road
Greenslopes Qld 4120
(07) 3403 2101
hollandpark.ward@ecn.net.au
Elected 2008
Number of voters 26,279
Jamboree
Cr Matthew Bourke (LNP)
Jamboree Ward Office
Shop 146A, Mt Ommaney Shopping Centre
171 Dandenong Road,
Mt Ommaney Qld 4074
(07) 3407 7000
jamboree.ward@ecn.net.au
Elected 2008
Number of voters 23,863
Karawatha
Cr Kim Marx (LNP)
Karawatha Ward Office
Shop 53, Level 2 Sunnybank Hills Shoppingtown,
Cnr Compton and Calam Roads,
Sunnybank Hills Qld 4109
(07) 3407 0566
karawatha.ward@ecn.net.au
Elected 2012
Number of voters 26,496
MacGregor
Cr Steven Huang (LNP)
MacGregor Ward Office
Sunnybank Centre,
121 Lister Street
29
Sunnybank Qld 4109
(07) 3407 8500
macgregor.ward@ecn.net.au
Appointed to Council 2011
Elected 2012
Number of voters 23,893
Marchant
Cr Fiona King (LNP)
Marchant Ward Office
North Regional Business Centre
960 Gympie Road,
Chermside Qld 4032
(07) 3407 0707
marchant.ward@ecn.net.au
Elected 2008
Number of voters 27,285
McDowall
Cr Norm Wyndham (LNP)
McDowall Ward Office
Shops 5 and 6, Rode Shopping Centre
271 Appleby Road,
Stafford Heights Qld 4053
(07) 3403 7690
mcdowall.ward@ecn.net.au
Elected 2004
Number of voters 25,974
Moorooka
Cr Steve Griffiths (ALP)
Moorooka Ward Office
Shop 2, 122 Beaudesert Road
Moorooka Qld 4105
(07) 3403 1730
moorooka.ward@ecn.net.au
Appointed to Council 2003
Elected 2004
Number of voters 26,188
Morningside
Cr Shayne Sutton (ALP)
Morningside Ward Office
Ground floor, 63 Oxford Street
Bulimba Qld 4171
(07) 3407 8200
morningside.ward@ecn.net.au
Elected 2004
30
Number of voters 26,509
Northgate
Cr Kim Flesser (ALP)
Northgate Ward Office
Banyo Library,
284 St Vincents Road
Banyo Qld 4014
(07) 3403 2210
northgate.ward@ecn.net.au
Elected 1997
Number of voters 26,142
Parkinson
Cr Angela Owen-Taylor (LNP)
Parkinson Ward Office
Shop 10 Central Park Medical Centre
168 Algester Road,
Algester Qld 4115
(07) 3131 7022
parkinson.ward@ecn.net.au
Elected 2008
Number of voters 26,846
Pullenvale
Cr Margaret de Wit (LNP)
Pullenvale Ward Office
Kenmore Library Building
9 Brookfield Road,
Kenmore Qld 4069
(07) 3407 0220
pullenvale.ward@ecn.net.au
Elected 1997
Number of voters 26,792
Richlands
Cr Milton Dick (ALP) Leader of the Opposition
Richlands Ward Office
Inala Library Building
Cnr Wirraway Parade and Corsair Avenue
Inala, Qld 4077
(07) 3407 1211
richlands.ward@ecn.net.au
Elected 2008
Number of voters 24,595
Tennyson
Cr Nicole Johnston (IND)
31
Tennyson Ward Office
Fairfield Gardens,
180 Fairfield Road
Fairfield Qld 4103
(07) 3403 8605
tennyson.ward@ecn.net.au
Elected 2008
Number of voters 25,229
The Gabba
Cr Helen Abrahams (ALP)
The Gabba Ward Office
2/63 Annerley Road (Cnr Crown Street)
Woolloongabba Qld 4102
(07) 3403 2165
thegabba.ward@ecn.net.au
Elected 1991-1994
Appointed to Council 2003
Elected 2004
Number of voters 25,944
The Gap
Cr Geraldine Knapp (LNP)
The Gap Ward Office
477 Waterworks Road
Ashgrove Qld 4060
(07) 3407 1900
thegap.ward@ecn.net.au
Elected 1997
Number of voters 25,804
Toowong
Cr Peter Matic (LNP)
Toowong Ward Office
50 High Street,
Toowong Qld 4066
(07) 3403 2520
toowong.ward@ecn.net.au
Appointed to Council 2007
Elected 2008
Number of voters 24,443
Walter Taylor
Cr Julian Simmonds (LNP)
Walter Taylor Ward Office
70 Station Road,
Indooroopilly Qld 4068
(07) 3407 0005
waltertaylor.ward@ecn.net.au
Elected 2010
Number of voters 24,499
32
Wishart
Cr Krista Adams (LNP)
Wishart Ward Office
Ground floor,
2072 Logan Road
Upper Mt Gravatt Qld 4122
(07) 3403 7791
wishart.ward@ecn.net.au
Elected 2008
Number of voters 24,918
Wynnum Manly
Cr Peter Cumming (ALP)
Wynnum Manly Ward Office
3a/212 Bay Terrace (Cnr of Pine Street)
Wynnum Qld 4178
(07) 3403 2180
wynnummanly.ward@ecn.net.au
Elected 1994
Number of voters 25,359
Civic Cabinet
As at 30 June 2014
Civic Cabinet is also known as the Establishment and Coordination Committee.
Council has eight standing committees, including Civic Cabinet, which are made up of and chaired
by elected representatives.
The members of Civic Cabinet are the Lord Mayor (Chairman) and all seven committee chairmen.
The Chief Executive Officer acts as secretary of Civic Cabinet, provides executive advice and
reports back to Council as an organisation.
At its highest level, Civic Cabinet sets the strategic direction for Brisbane as a city and Council as
an organisation. Civic Cabinet acts with Council’s authority in a range of matters including
procurement, reporting and policy development. Civic Cabinet also reviews and makes
recommendations to full Council on major plans, corporate documents and city finances.
Each committee considers Council policy, provides advice to Council and delivers results for the
people of Brisbane across a wide range of areas such as infrastructure, public transport and the
environment.
Brisbane City Council committees include:
•
Establishment and Coordination Committee (Civic Cabinet)
•
Brisbane Lifestyle Committee
•
Environment, parks and Sustainability Committee
•
Field Services Committee
•
Finance, Economic Development and Administration Committee
•
Infrastructure Committee
•
Neighbourhood Planning and Development Assessment Committee
33
•
Public and active Transport Committee
Civic Cabinet meets each Monday morning
Councillor Graham Quirk
Lord Mayor
Elected in 1985.
Member of Civic Cabinet 1988-1991, 2004-present
Lord Mayor 2011-present.
Areas of responsibility
• Elected leader of Brisbane City Council
• Chairman of Civic Cabinet and an ex officio member of all Council committees
• Spokesperson for the Council to the media or at community events
• Carrying out ceremonial duties such as citizenship ceremonies and opening new facilities
• Working with the Chief Executive Officer on Council business
• Delivering Brisbane City Council’s Annual Plan and Budget
Councillor Adrian Schrinner
Deputy Mayor Chairman, Infrastructure Committee
Elected in 2005
Member of Civic Cabinet since 2008
Areas of responsibility
• Infrastructure asset management and optimisation
• City projects
• Transport infrastructure
• Transport strategy and planning
• Road upgrades
• Road-use management
• Congestion reduction
Councillor Krista Adams
Chairman, Brisbane Lifestyle Committee
Elected in 2008.
Chairman of Council 2010-2012.
Member of Civic Cabinet since 2012.
Areas of responsibility
• Vibrant and caring local communities
• Customer services
• Promoting an active and healthy lifestyle
• Libraries
• Cultural activities for Brisbane residents
• Community partnerships
• Community safety
• Environmental health risks and minimising safety hazards
• Brisbane State Emergency Service
• Local laws and regulation
34
Councillor Matthew Bourke
Chairman, Environment, Parks and Sustainability Committee
Elected in 2008.
Member of Civic Cabinet since 2012.
Areas of responsibility
• Parks
• Brisbane’s environment including the Brisbane River, waterways, biodiversity, air quality
and natural areas
• Energy efficiency
• Integrated water management
• Minimising environmental risks
Councillor Amanda Cooper
Chairman, Neighbourhood Planning and Development Assessment Committee
Appointed to Council in 2007.
Elected in 2008.
Member of Civic Cabinet since 2008.
Areas of responsibility
• Planning for sustainable development
• Protection of Brisbane’s unique character and heritage
• Development assessment processes
• Neighbourhood plans, urban renewal projects and strategic planning across Brisbane
• Infrastructure planning to support development
• Vibrant Laneways and Brisbane Improvement Projects including Suburban Centre
Improvement Projects
• Public Art
• Planning for resilience to natural hazards such as flooding
Councillor Peter Matic
Chairman, Public and Active Transport Committee
Appointed to Council in 2007.
Elected in 2008.
Member of Civic Cabinet since 2008.
Areas of responsibility
• Public transport
• Active transport
• Public transport planning and strategy
Councillor David McLachlan
Chairman, Field Services Group Committee
Elected in 2006.
Member of Civic Cabinet since 2008.
35
Areas of responsibility
• Civil construction
• Quarry products
• Asphalt manufacture and laying
• Waste management
• Park maintenance
• City cleansing activities
Councillor Julian Simmonds
Chairman, Finance, Economic Development and Administration Committee
Elected in 2010.
Member of Civic Cabinet since 2011.
Areas of responsibility
• Financial management of Australia’s largest Council
• Economic development to ensure business and jobs growth
• Corporate services including procurement, risk management, legal services, human
resources, communication, information and technology
• Disaster management and preparedness
Councillor Margaret de Wit
Chairman of Council
Elected in 1997.
Chairman of Public and Active Transport Committee 2010-2011
Chairman of Infrastructure Committee 2011-2012
Chairman of Council 2008-2010, 2012-present.
Member of Civic Cabinet 2010-2012.
Chairman of Council 2008-2010, 2012-present
Areas of responsibility
• Control of the Council Chamber and surroundings
• Presiding officer at all meetings of Brisbane City Council
Executive Management Team
As at 30 June 2014
The Chief Executive Officer (CEO), divisional and executive managers form Brisbane City Council’s
Executive Management Team. The CEO reports to the Lord Mayor.
Colin Jensen
Chief Executive Officer
Joined Council in 2010.
Significant achievements
• Extensive public sector career in Queensland Government including Director-General of the
Department of Infrastructure and Planning, and Coordinator-General for Queensland.
• Named one of Australia’s top 100 most influential engineers by Civil Engineers Australia
magazine for the last six years.
36
•
Received the Queensland University of Technology Chancellor’s Outstanding Alumnus
Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for
2011.
Qualifications
Bachelor of Civil Engineering (Honours).
Vicki Toms (nee Pethybridge)
Divisional Manager, City Planning and Sustainability
Joined Council in 2010.
Significant achievements
• Executive career spanning more than 20 years across several areas of Australian
Government including General Manager Defence Service Homes Insurance Scheme, and
Assistant Commissioner GST Policy for the Australian Taxation Office.
• Participated in the Australian Government’s LAFIA program undertaking a study of Pacific
Island nations.
• Current Directorships: International River Foundation; City Parklands Transition Services
Pty Ltd; Australia TradeCoast.
• Divisional Manager, Brisbane Lifestyle in Brisbane City Council 2010-12.
Qualifications
Bachelor of Laws
Member of the Australian Institute of Company Directors.
Paul Salvati
Divisional Manager, Brisbane Lifestyle
Joined Council in 2009.
Significant achievements
• Work experience spanning the private sector and all tiers of government in Australia.
• Consulted both domestically and abroad on service delivery transformation.
• Director of Channel Management at Smart Service Queensland, winning several awards at
both the state and national levels.
• Manager, Customer Services in Brisbane City Council 2009-2012.
Qualifications
Bachelor of Business Management
Master of Business Administration.
Alan Warren
Divisional Manager, Brisbane Transport
Joined Council in 1996.
Significant achievements
• Experience in Australian and Queensland government.
• Manager, Financial Planning in Brisbane City Council 1996-2000.
• After working in the role of Chief Finance Officer in Brisbane Transport for five years, was
appointed as Brisbane Transport Divisional Manager in July 2005.
37
•
Manages an annual budget of more than $370 million and a fleet of more than 1200 buses.
Qualifications
Bachelor of Arts (Accounting).
Scott Stewart
Divisional Manager, Brisbane Infrastructure
Joined Council in 2005.
Significant achievements
• More than 24 years of infrastructure and executive experience, across local and
international roles in the private and public sectors.
• Experience includes major road, rail and urban infrastructure projects in Hong Kong, the
United Kingdom, Singapore and Australia.
• Responsible for the development and delivery of major projects including Council’s
TransApex program, the Go Between Bridge, Legacy Way,and flood recovery from
Brisbane’s 2011 and 2013 events.
• Responsible for delivery of Council’s infrastructure portfolio which includes transport
planning and operations, asset management, congestion reduction, project development
and delivery, and field services including construction, maintenance and waste
Qualifications
Bachelor of Engineering (First Class Honours)
Master of Engineering Science (Project Management)
Graduate of the Australian Institute of Company Directors
INSEAD Advanced Management Program (France).
Greg Evans
Divisional Manager, Organisational Services
Joined Council in 2009.
Significant achievements
• Responsible for the finance and strategic services functions of the Ergon Energy.
• Refinanced Ergon Energy’s debt during the global financial crisis and led several process
improvements which achieved efficiencies.
•
Led Council’s negotiations with unions to implement a new Enterprise Bargaining
Agreement (EBA8).
•
Project leader for Council’s Business and System Efficiency (BaSE) Program.
Qualifications
Bachelor of Business (Accountancy), Master of Business (Finance and Accounting).
Neil Padley
Acting Divisional Manager, Organisational Services (April-June 2014)
Joined Council in 2013
38
Significant achievements
• Current membership: Australian Institute of Company Directors.
• Reporting and Finance process owner (Release 2) for Council’s Business and System
Efficiency (BaSE) Program.
Qualifications
Bachelor of Arts (Accountancy)
Certified Practicing Accountant
Master of Business Administration (HR Strategy and Change)
Geoffrey Beck
Executive Manager, Field Services Group
Joined Council in 2009.
Significant achievements
• Significant public sector experience in Australian Government including Defence – DirectorGeneral Capital Infrastructure and Head of Defence Infrastructure.
• Private sector roles with Raytheon and GHD.
• Extensive military career including operational roles in Namibia.
Qualifications
Bachelor of Engineering (Civil)
Master of Applied Science
Graduate Diploma of Management
Graduate Diploma of Strategic Studies
graduate of Army Command and Staff College
Joint Services Staff College and Centre for Defence and Strategic Studies.
Pip Hold
Executive Manager, Office of the Lord Mayor and CEO
Joined Council in 2009
Significant achievements
• Extensive career in the public sector including local, Queensland and Australian
government.
• Appointed to the position of Executive Manager, Office of the Lord Mayor and Chief
Executive Officer in 2014 following five years as Manager, Lord Mayor’s Administration
Office.
Qualifications
Bachelor of Arts
(Politics and German)
Peter Rule AM
Executive Manager, Office of the Lord Mayor and CEO
Joined Council in 2004.
Significant achievements
• Extensive executive career in the public sector including child and family welfare, juvenile
justice and corrective services and local government
39
•
•
Awarded the Reserve Forces Decoration for part-time service in the Australian Defence
Force.
Appointed a Member of the Order of Australia (AM) in 1989.
Qualifications
Bachelor of Social Work
Master of Administration
Fellow of the Australian Institute of Management (Qld branch)
Graduate of the Australian Institute of Company Directors.
40
Organisational structure
Our people
Brisbane City Council is committed to being an employer of choice and offers many different types
of jobs.
41
Highlights
More than 7500 full-time equivalent employees
More than 200 different occupations
Responsible and attractive employer
Brisbane City Council is an attractive employer, offering a wide variety of jobs and careers in
morethan 200 occupations.
Our people are enthusiastic, well trained, appropriately resourced and dedicated to a better
Brisbane. In 2013-14, Council received more than 16,514 applications for vacancies.
In recognition of our high standards in workforce management, Council has received awards for
programs in health and safety, career development, diversity, work and family, and learning and
development.
Council was the winner of the Best Graduate Development Program category of the Association of
Graduate Employers survey, an annual survey of the top 100 graduate employers as voted by
graduates. It also placed third in the Best Employer of Graduates category of the Australian
Association of Graduate Employers Awards for the quality of its graduate program.
‘Dedicated to a better Brisbane’ is more than just a line in Council’s logo. It is our commitment to
the people of Brisbane that we will ensure our city will always be a great place to live. With this in
mind we continue to develop a workforce that provides value for-money services to the community
through being adaptable, capable, cost effective and productive.
Positive culture with flexible work options
Council provides a positive and supportive working environment to employees and appreciates the
importance of a healthy work life balance.
Contemporary workplace arrangements are encouraged and a variety of flexible work options
offered to meet business and workforce needs. These include flex-time and flexible working hours
and, where applicable, part-time and job share arrangements and telecommuting.
Council also offers a variety of employee support services including referral services for childcare
and aged care, provision of carers’ rooms and leave entitlements such as mid-career breaks, study
leave, parental leave and cultural and ceremonial leave.
Responsible and supportive working environment
Council provides a positive and supportive working environment to employees and works closely
with staff to assist with workplace transitions.
Key activities for 2013-14
• Created new procedures and system specifications for the implementation of BaSE Release
2, based on the key principles and goals of the 10-year Talent Management Strategy.
• Developed new Performance Leadership skills development programs to:
- foster cohesive working relationships between
- employees, team leaders and managers
- support career development opportunities
- enhance skills needed to support the Future
- Council Organisational Strategy
- build productivity and engagement.
42
•
•
Launched a new performance leadership conversation feedback survey with over 90% of
respondents agreeing or strongly agreeing performance leadership conversations are
valuable.
Continued to support change initiatives by delivering 60 workshops and 202 one-on-one
coaching sessions to 984 employees.
Developing a skilled workforce
Council continues to build a workforce that reflects the community it serves and delivers learning
outcomes that maximise workforce productivity and customer service. Career paths are an
important part of life at Council and we invest in employee training and career development.
Council has a number of learning programs and career development options that allow employees
to gain more skills and knowledge, move around the organisation, change jobs or fields, or
undertake formal study.
Key activities for 2013-14
• Increased online training participation to support the BaSE Program resulting in more than
58,000 registrations for online learning programs. The completion rate was 84%.
• Delivered 90% of all training through online channels.
• Delivered blended learning solutions to address business needs. This included 55% of
structured programs delivered face-to-face, and 45% delivered through online learning
(excluding BaSE).
• Developed a range of online learning programs including canine behaviour management,
leading change, and managing employee attendance and absenteeism.
• Piloted the delivery of an online learning course, Code of Conduct Refresher Training for
Brisbane Transport bus drivers, using PC (android) tablets, with more than 300 drivers
completing the course.
• Delivered a new suite of advanced management development programs for middle
managers and team leaders using group coaching. The emphasis was on change
leadership, accountability and a ‘One Council’ approach.
• Facilitated four engineer professional development forums, attended by 380 engineers, with
a 98% satisfaction rating achieved. The forums addressed the core competencies engineers
must demonstrate to work without supervision, and are recognised by Engineers Australia
as part of continuing professional development.
• Delivered the 2013 CEO Development Program to 19 participants.
•
Piloted a new selection process for the 2014 CEO Development Program. Following
external assessment of potential participants, 20 new participants commenced the
program.pe
• Recruited 24 new apprentices bringing the total number of trade apprentices in Council to
150.
• Supported and provided training and development for 136 apprentices, in the fields of
engineering, automotives and horticulture.
• Placed 23 people in Talent Pipeline roles across Council. The roles in engineering,
geographic information system (GIS) and project management will provide key personnel
with the skills to meet future business and workforce needs.
Valuing a diverse workforce
Council is an equal opportunity employer that values diversity in its workforce. Council’s Workforce
Equity and Diversity Framework 2011-15 outlines these commitments and guides the organisation
in achieving its objectives. It also assists Council to comply with anti-discrimination and equal
employment opportunity legislation.
43
Key activities for 2013-14
•
•
•
•
Expanded the Aboriginal and Torres Strait Islander Recruitment Talent Pool to more than
200 registrations.
Expanded a Recruitment Talent Pool for people with a disability to more than 100
registrations.
Delivered online educational videos for staff and managers on workplace harassment
(bullying), sexual harassment and discrimination, with both office and field based versions
now available.
In a survey, 15.99% of employees identify as being from culturally and linguistically diverse
backgrounds, while 0.64% identified as having come from a refugee background.
Safe and healthy work environment
Council takes workplace health and safety very seriously. It is committed to being a Zero Harm
organisation and to the creation of a workplace that is injury, illness and incident free.
Zero Harm is not just about preventing accidents, it is about promoting and helping to deliver a
healthy and active way of life for all staff, thereby reducing the risk of accidents and workplace
incidents.
Council protects safety and promotes health by:
• striving for Zero Harm, both mentally and physically
• being committed to providing a workplace that has zero tolerance for any unwelcome or
harassing behaviour of a sexual, discriminatory or offensive nature
• promoting the health and wellbeing of employees through a wellness program
• providing access to free counselling assistance and opportunities to participate in personal
development workshops and training.
Key activities for 2013-14
• Continued to deliver improvements to meet the Organisational Zero Harm Strategy 2013-16.
• Developed and implemented the Organisational Zero Harm Management Plan 2014-15.
• Completed the initial development and implementation of the Organisational Zero Harm
Management System.
• Promoted and increased awareness of Zero Harm as being wellness and health as well as
safety through internal communication channels. This included bi-monthly information and
awareness campaigns delivered through CEO announcements, What’s News organisational
emails, posters and toolbox sessions.
• Achieved Council’s lowest recorded Lost Time Injury Frequency Rate of 7.76 injuries per
million hours worked.
• Completed internal audits of Council divisions to ensure compliance with the Organisational
Zero Harm Management System and self-insurer requirements.
• Successfully undertook an external audit of Zero Harm/Work Health and Safety systems as
part of Council’s Workers’ Compensation Self Insurer status.
• Developed and delivered targeted wellness programs and initiatives such as:
- active engagement programs across Council including Regional Business
Centres and libraries
- Brisbane Transport Construction and Transport area programs, with $50,000
funding received from Workplace Health and Safety Queensland.
44
Awards and recognition
from July 2013-June 2014
Council employs staff with diverse skills in providing the wide range of services required by the
Brisbane community. Brisbane City Council continues to develop a culture that recognises,
encourages and celebrates excellence to achieve the best possible outcomes for the city.
Awardee
Active School Travel
All Abilities Play Equipment in
Parks project
Bellbowrie Pool new entry
building and amenities block
Brisbane City Council
Brisbane City Council Annual
Report 2012-13
Brisbane City Council Braille
and Tactile Street Signs
Project
Brisbane City Hall Restoration
Project
Brisbane City Hall Restoration
Project
City Hall Restoration Project
and Wynnum Wading Pool
Changing Places Facility
Project
Calamvale District Park
Carindale Library
Centenary Pool
Refurbishment
City Hall
City Hall
City Hall
City Hall
Community History Project for
the Shorncliffe Pier Renewal
Project
Corporate Communication
Corporate Communication
Corporate Communication
Creek Filtration System Trials
Award
Commendation – excellence in
road safety
Winner – Open Space
Development Award
Winner – Housing and
Construction Awards –Sporting
and Community Facilities Section
under $5 million.
Awarding Body
National Awards for Local
Government
Parks and Leisure Australia
Master Builders Queensland
Winner – Dame Phyllis Frost Litter
Prevention award, Australian
Sustainable Cities Awards 2013
Keep Australia Beautiful
Winner – Silver Award
Australasian Reporting Awards
Winner – Best Government
Department
Spinal Injuries Australia
Winner – Premier’s Award
Winner – Sustainable Heritage
Award
Winner – Inclusive Community
Champions Awards – Champion
among Champions
Regional winner – Playspace
Winner – Queensland’s Favourite
Library
Winner – 2013 Queensland
Heritage Awards – David Eades
Award for Sustainability Principles
in a Heritage Place
Winner – Gold Queensland
Heritage Council Award 2013
Winner – John Herbert Memorial
Award 2013
Winner – Queensland Architecture
Award – Brisbane Region
Commendation Heritage
Winner – Spinal Injuries Champion
Best Government Department
Silver commendation – Community
Award
2013 Finalist – Crisis
Communication,
Severe Weather Event
Queensland Winner – Social
Marketing – Crisis Communication,
Severe Weather Event
Winner Gold Award – Shade
Cinema
Winner – Healthy Waterways
2014 Premier’s Sustainability
Awards
2014 Premier’s Sustainability
Awards
Spinal Injuries Australia
Parks and Leisure Australia
Australian Library and Information
Association
National Trust of Queensland
National Trust of Queensland
National Trust of Queensland
Australian Institute of Architects
Queensland Chapter
Spinal Injuries Australia
National Trust Heritage Awards
Government Communication
Australia (GCA)
Australian Marketing Institute
Awards
WPPED Cream 2013 International
Awards
Healthy Waterways
45
Awardee
Award
Program
Urban Renewal Award
Development Assessment
Winner – 2013 Wildcard Award
Eagle Farm Bus Depot
Flood Damaged Terminals
project
Graduate Development
Program
Graduate Development
Program
Ken Fletcher Park
Ken Fletcher Park All Abilities
Play Facility
Legacy Way Tunnel
Mitchelton Library upgrade
project
Organisational Wellness
Safety and Health
Urban Renewal
Urban Renewal
Urban Renewal
West End Ferry Terminal
Winner – Environmental
Innovation Award 2014
Winner – Future Infrastructure
Category
Third – Best Employer of
Graduates
Winner – Best Graduate
Development program
Winner – Play Space Award of
Excellence
Awarding Body
Urban Development Institute of
Australia
Queensland Bus Industry Council
World Architecture Festival in
Singapore
Australian Association of
Graduate Employers (AAGE)
Australian Association of
Graduate Employers (AAGE)
Parks and Leisure Australia
Winner – Best Recreation Venue
Spinal Injuries Australia
Winner – Major Tunnelling Project
of the Year (over $500 million)
Highly Commended – Government
Department Award
Workplaces for Wellness – Gold
Standard
Commendation – Public
Engagement and Community
Planning for Ideas Fiesta
Winner 2013 – Award for
Excellence – Promotion of
Planning Award for Ideas Fiesta
Commendation – Promotion of
Planning Award for Ideas Fiesta
Winner – Small project
architecture state award
New Civil Engineer – International
Tunnelling Awards in London
Spinal Injuries Australia
Queensland Health
Planning Institute of Australia
(Queensland)
Planning Institute of Australia
(Queensland)
Planning Institute of Australia
(National Congress)
Australian Institute of Architects
Individual Recognition
Awardee
Award
Awarding Body
96 Brisbane City Council
employees
Winner – National Emergency
Medal
The Australian Honours and
Awards Secretariat
Andrea Kenafake, Manager
Development Assessment
Finalist – Queensland
Professional Manager 2013
Australian Institute of
Management
Carley Commens, Creative
Communities Branch
Winner – Grantmaker of the Year
Australian Institute of Grants
Management
Jess Crane, Student Planner
Development Assessment
Winner – Planning Student of the
Year 2014
Planning Institute of Australia
46
Progress and performance – programs
In this section
Program 1: Clean, Green and WaterSmart City
Program 2: Moving Brisbane
Program 3: Future Brisbane
Program 4: Your Brisbane
Program 5: Public Health and Safety
Program 6: Economic Development
Program 7: Customer Focus
Program 8: City Governance
47
Program 1: Clean Green and Water Smart City
Brisbane will be a clean, green and water smart city; a city that protects and supports our
subtropical environment by sustainably managing and caring for our natural surroundings and
resources. We will ensure Brisbane’s open spaces and waterways are accessible and valued, now
and for future generations.
What we do
•
Protect, enhance and restore Brisbane’s natural assets
•
Parks planning, policy and maintenance
•
Maintain the health of Brisbane’s waterways, river and bay
•
Sustainably manage Brisbane’s water resources
•
Prevent and reduce pollution
•
Manage and reduce Brisbane’s waste
•
Deliver environmental regulatory services
•
Reduce Council’s greenhouse gas emissions
•
Promote sustainability programs developed for residents and businesses
•
Improve Council’s environmental practices
Key Highlights
97.7 ha purchased under the Bushland Acquisition program
4.4 ha acquired for new parks
>10 million visitors to South Bank and Roma Street parklands
>407,900 visitors to Brisbane Botanic Gardens
$12 million investment in waterways protection
96 industries audited to ensure pollution prevention standards are being maintained
Opened the new Willawong Resource Recovery Centre
>60,000 residents now using the green Waste Recycling Service
>50,000 views of the Online Weed Identification Tool since its launch in September 2013
Overview
Brisbane, Australia’s New World City, is renowned for its successful blending of urban and natural
environments. The Clean, Green and WaterSmart program works to protect and maintain
Brisbane’s liveability and the ongoing wellbeing of its community.
The city’s natural environment, open spaces, parklands and waterways help define the subtropical
lifestyle and growth opportunities that continue to contribute to our city’s success. These assets are
48
not only important to the distinct lifestyle we enjoy but are also integral to the continued economic
and social wellbeing of Brisbane.
Council recognises that as our city grows and develops, our built environment will need to continue
to support natural areas and provide green assets that maintain Brisbane’s liveability and lifestyle.
By focusing on managing the sustainable development of our city in a way that provides for the
future prosperity of Brisbane, the program will preserve and protect our natural assets, now and for
the future, and ensure the city is safe, confident and prepared for natural hazards.
Brisbane is built on a floodplain and flooding is a natural occurrence for the city. The Clean, Green
and WaterSmart program enables Council to manage the risk of flooding in a way that creates a
more resilient city, confident in its preparedness for future floods.
The Clean, Green and WaterSmart program supports inclusive, well-connected and engaged
communities through the delivery of all abilities playgrounds, accessible parks and gardens and
community activities which encourage residents and visitors to adopt behaviours to further enhance
their wellbeing.
Through the program, Council continues to take action to reduce pollution, maintain a clean
environment, protect our waterways, encourage waste diversion and manage the city’s waste and
recycling.
Performance – key results and achievements
1.1 Sustainability leadership
Council will focus on the performance of our activities and operations to ensure we are a
sustainable and low carbon organisation that:
•
responds effectively and appropriately to maximise sustainability outcomes, reduce
greenhouse emissions and support the achievement of a carbon neutral city
•
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.
Key results for 2013-14
•
Purchased 117,000 tonnes of accredited carbon offsets to neutralise diesel, petrol and gas
carbon emissions from Council’s bus, ferry and vehicular fleets, and stationary gas use.
•
Reduced Council’s greenhouse gas emissions by approximately 86,100 tonnes a year by
purchasing 100% GreenPower.
•
Continued to retrofit Brisbane’s street lights, with 14,100 more energy efficient lamps fitted
between July 2013 and June 2014. The lamps will reduce electricity use by 40% over the
next two years.
1.2 Sustainable Brisbane
Council engages and works in partnership with residents to guide and empower changes to
lifestyles and practices that contribute to achieving sustainability targets and environmental
outcomes.
49
Key results for 2013-14
•
Assisted more than 900 students and 117 schools to contribute to a more sustainable
Brisbane through the Green Heart Schools program. This program supports students and
schools to become more ecologically sustainable through events, competitions and
initiatives.
•
Commenced delivery of the Green Heart Wisdom program which helps 2000 low income
seniors to reduce their energy consumption and stay more comfortable in their homes.
•
Engaged an estimated 28,500 residents by delivering eight community events and festivals
across Brisbane through the Green Heart Events program.
•
Engaged with 33,200 residents through two Green Heart Fairs and distributed monthly
Green Heart e-newsletters to 45,000 subscribed residents.
•
Provided more than 40,000 free plants to residents, schools, body corporates and new
citizens through the Free Native Plants program.
1.3 Biodiverse Brisbane
Brisbane will value, protect and sustain its diversity of habitat, animal and plant life.
Key results for 2013-14
•
Acquired 97.7 ha of bushland and received the
•
125.1 ha Glider Forest Conservation Area from the Queensland Government as a natural
area in the Karawatha-Greenbank Corridor.
•
Launched the Online Weed Identification Tool in September 2013, receiving over 50,000
views.
•
Simplified processes for the management of protected vegetation through amendments to
the Natural Assets Local Law 2003 (NALL).
•
Delivered a total of $348,442 in grant funding for 77 projects including environmental
projects, sustainability initiatives, community gardens and native wildlife carer activities.
•
Achieved an estimated 40,000 volunteer hours for Habitat Brisbane.
•
Welcomed 32,000 visitors to the Boondall Wetlands Environment Centre and 40,000 visitors
to the Downfall Creek Bushland Centre for environmental education, community activities
and events.
•
Deployed a cane toad detection dog on Moreton Island during the Easter holiday period to
monitor for cane toads and to help educate residents and visitors about the importance of
keeping cane toads off Moreton Island.
1.4 Parks, gardens and recreation
Brisbane’s parks and public open spaces reflect our subtropical lifestyle and are available to all.
Our parks, open spaces and streetscapes are attractive and the shady spaces provide valued
visual, recreational, heritage and cultural amenity to a diverse Brisbane.
50
Key results for 2013-14
•
Planted 22,331 shade way trees along footpaths and park pathways. This included 2700
trees planted by the community at 15 Neighbourhood Shadeways events and 1500 new
shade trees planted in northern suburbs to offset trees removed for the Airport Link
construction.
•
Delivered 4.4 ha of new park through the Parks Infrastructure Charges program, including
an additional 3000 m² of new park to Karella Street Park, Fig Tree Pocket.
•
Continued to develop Frew Park, Milton, with construction works including:

site earthworks and remediation

underground services and drainage

tennis court slabs and fencing

building foundations

carpark subbase

some pathways
•
Released the Karawatha Forest Discovery Centre Plan in July 2013.
•
Completed construction works and opened new accessible and inclusive playgrounds
including Whites Hill Reserve and the City Botanic Gardens.
•
Delivered the Chairs2Share program at Post Office Square, Roma Street Parklands and the
City Botanic Gardens, with patronage of up to 100% at peak times.
•
Completed the Park Bites pilot program at four inner city park locations, achieving park
activation and economic development outcomes.
•
Completed 165 park asset management rehabilitation projects including upgrades to lighting
and playground shade cover.
•
Completed stage one of the Anzac Square Memorial Refurbishment Project including:

establishment of Lord Mayor’s Anzac Square Committee

preliminary structural repair investigation and enhancement works

audit of heritage items

commencement of early works.
•
Completed 53 neighbourhood park upgrades including 11 new playgrounds, nine park
upgrades, seven lighting projects and one new carpark.
•
Welcomed more than 3550 visitors through the Volunteer Guides program. The program
celebrated 25 years of guiding in November 2013.
51
•
Transitioned South Bank Parklands and Roma Street Parklands operations from the
Queensland Government and South Bank Corporation to City Parklands Transition Services
(a Council wholly owned subsidiary) on 1 July 2013.
•
Developed and implemented comprehensive asset management plans for South Bank
Parklands and Roma Street Parklands.
•
More than 10 million visitors attended South Bank Parklands and more than 850,000 visitors
attended Roma Street Parklands.
•
356 events were delivered in South Bank Parklands including the visit of Their Royal
Highnesses, The Duke and Duchess of Cambridge.
•
183 events were delivered in Roma Street Parklands. In addition, 694 guided walks and 49
group walks were undertaken and 6053 volunteers contributed their time.
•
Delivered $4.2 million in capital and operational improvement projects at South Bank
Parklands including pool and lighting upgrades and significant landscaping works.
1.5 Sustainable water management
In partnership with the Brisbane community, Council will sustainably manage the city'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
liveability and economic prosperity for our city and the South East Queensland region.
Key results for 2013-14
•
Endorsed the Norman Creek Master Plan 2012-31.
•
Designed and approved seven stormwater harvesting systems at:

C.B. Mott Park, Holland Park

Sexton Street Park, Tarragindi

Ekibin Park East, Greenslopes

Langlands Park, Coorparoo

Norman Park Sports Precinct, Norman Park

Whites Hill Sports and Recreation Reserve, Camp Hill

Downey Park, Windsor
•
Developed a new Waterway corridors overlay code for the Brisbane City Plan 2014 to
provide clear guidance for development in waterway corridors.
•
Acquired two properties for the Coorparoo Creek Park project, reaching 90% of the total
land required. This will support the redevelopment of the Coorparoo Junction precinct by
managing local flood impacts and creating new active transport links in the area.
52
1.6 Focus on the river, bay and waterways
The river, bay and waterways of the city support the liveability of Brisbane. They are widely used,
enjoyed and appreciated by the community as recreational, economic and environmental
resources.
Key results for 2013-14
•
Completed detailed designs for the Shorncliffe Pier Renewal Project.
•
Assessed 48 sites as part of the local waterway health assessment program. This included
water quality monitoring and investigations, with 117 samples collected by the Recreational
Waters Public Health monitoring program. A citywide sediment source study was also
conducted.
•
Invested $571,000 in the Healthy Waterways partnership to protect waterways and improve
urban amenity, including $30,000 funding for the River’s Clean Up program which uses
boats to physically collect litter.
•
Continued a four year trial of creek filtration systems to enhance waterway health in four of
Brisbane’s waterway systems:

Oxley Creek

Norman Creek

Kedron Brook

Toowong Creek.
•
Constructed waterway health enhancement projects at seven locations across the city:

Alpinia Crescent, Albany Creek

Church Road, Taigum

Dandenong Road, Mt Ommaney

Freesia Street, MacGregor

Pamela Crescent, Karawatha

Thrush Street, Inala

Stringybark Drive, Chermside West.
These included bio-retention systems, vegetated swales, trash rack, scour protection, and erosion
control works and revegetation.
1.7 Flood management
This service aims to manage the continual risk of flooding through minimising, accepting and
controlling flood risks to people and property. Brisbane will be prepared for flooding and will
respond and recover effectively from flood events.
53
Key results for 2013-14
•
Launched Flood Awareness Maps online to help residents understand their property’s flood
risk.
•
Completed the development of a new flood overlay code for the Brisbane City Plan 2014 to
guide development in flood affected areas. This reflects the existing online FloodWise
Property Reports.
•
Continued to progress the Brisbane River Flood Study, an agreed outcome of the
Queensland Flood Commission of Inquiry recommendations and the Flood Action Plan.
•
Installed 18 backflow prevention devices to directly benefit 1374 properties affected by
backflow flooding during the 2011 flood.
•
Constructed seven major drainage systems and 24 local drainage systems which will benefit
residential properties and road intersections during floods.
•
Undertook $21 million worth of maintenance and rehabilitation works on the enclosed
stormwater drainage and open drainage networks, including waterways. Works included
enclosed drainage maintenance using a jet rodder at Charlotte Street in the CBD and
desilting culvert inlets at Lake Manchester Road, Mt Crosby.
1.8 Pollution free city
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.
Key results for 2013-14
•
Responded to 2132 noise, odour, air and light pollution enquiries from the community.
•
Reviewed the pollution risks posed by businesses and industries that store and use
chemicals to identify ways of minimising impacts to the community and the environment in
the event of a flood. This included a focus on pollution prevention, particularly the
management of hazardous chemicals in flood affected areas.
•
Responded to 33 environmental incidents including industrial fires, spills and accidents to
prevent contamination of waterways.
•
Undertook noise and air quality modelling for neighbourhood planning and developed
provisions for the Brisbane City Plan 2014 to protect the community and the environment
from pollution and industrial hazards.
1.9 Managing and reducing Brisbane’s waste and litter
•
Council manages Brisbane’s waste streams and infrastructure to:
•
maximise resource recovery
•
reduce waste to landfill
•
promote waste minimisation initiatives
•
keep the streets, roadways and footpaths of our city clean and litter free.
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Key results for 2013-14
•
Opened the Willawong Resource Recovery Centre in November 2013, increasing the
recovery of resources at the site by 30%.
•
Collected and processed over 15,000 tonnes of green waste through the Green Waste
Recycling service.
•
Managed 549,000 tonnes of waste through transfer stations to landfills.
•
Reached a milestone of more than 16,500 residents now using a larger recycling bin.
•
Collected 1396 tonnes of e-waste at transfer stations.
•
Collected more than 11,000 tonnes of large items in the annual kerbside collection service.
Challenges
Building regional partnerships
The Brisbane River catchment covers 15,000 km² and five local government areas. This makes it
important for all South East Queensland (SEQ) councils to work together to sustainably manage
natural waterways and water resources.
Council relies on, and works with its partners including neighbouring councils and the Queensland
Government to develop effective integrated strategies to protect and enhance water quality in our
creeks, the Brisbane River and Moreton Bay.
This includes:
•
Council of Mayors (SEQ) initiatives such as the SEQ Bay, Beaches and Waterways
committee
•
Brisbane River Catchment Flood Study
•
promotion of best practice stormwater planning and management, infrastructure design and
management of recreational waterways by the Healthy Waterways Partnership.
Balancing form and function in the built environment
Brisbane is largely a developed urban centre interspersed with natural environments, open space
and waterways that help define its attractive subtropical lifestyle and contribute to its success as a
New World City.
As the city grows, the need to balance development with natural area assets becomes more
challenging. This requires Council to be innovative, adaptive and responsive in the planning,
management and maintenance of Brisbane’s natural areas and green assets.
One way Council is addressing this challenge is through the application of cost effective and low
maintenance Water Sensitive Urban Design to reduce pollutants, erosion and water flow while
minimising any burden to infill development and renewal.
Like many cities around the world, Brisbane is built on a floodplain. This presents ongoing
challenges to reduce flood risk and ensure the city is prepared, safe and ready.
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Building on the release of Brisbane’s FloodSmart Future Strategy 2012-2031, Council continues to
raise flood awareness and preparedness through the provision of flood awareness maps and
associated tools that help residents and businesses prepare for flooding and minimise the impact to
Brisbane homes and businesses.
Real-time information
As Brisbane grows, so does the need for more all abilities, accessible public parks (with more
diverse facilities) and the availability of real-time park information.
This is being addressed through a comprehensive program of works to upgrade existing park
facilities with all abilities play equipment and facilities. Council also regularly publishes information
and online updates about facilities including play areas, barbecues, sporting facilities, park
activation and events, dog areas, exercise equipment, guided walks and free wi-fi sites.
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Play for all
Creating fun, interactive and inclusive outdoor play environments for children of all abilities is a
continued priority for Council, with two major all abilities playgrounds completed in 2014.
The playgrounds at City Botanic Gardens and Whites Hill Reserve in Camp Hill break down
physical and social barriers by enabling children of all abilities to play together.
CBD all abilities playground
The play for all playgrounds at City Botanic Gardens opened in April 2014, providing a mix of
stimulating and interesting play equipment along with a wheelchair-accessible design. A number of
park improvements were also undertaken to complement the playground, including wider pathways
to allow a carer to walk beside a wheelchair and upgraded toilet facilities featuring a ceiling hoist to
help people with high care needs. These have been well received by the community.
“I just wanted to write and express my thanks to you all for providing such excellent facilities for all
children...”
Bmag reader, April 2014
Whites Hill Reserve
In May 2014, stage two of the Whites Hill Reserve playground in Camp Hill was completed,
providing specialist play equipment for children of different ages and abilities, as well as a series of
park upgrades and enhancements.
To extend the theme of exploration introduced in stage one, a wheelchair-accessible ride called a
‘Sway Fun’ was introduced along with embankment slides, a double flying fox and a fitness station.
Council also built new picnic shelters, a carpark and a toilet block with a ceiling hoist.
Whites Hill Reserve is an important and popular recreation area for the residents of Camp Hill,
Carina Heights, Holland Park and surrounding suburbs.
All abilities playgrounds contribute to the delivery of Council’s Brisbane Access and Inclusion Plan
2012¬2017 and form part of a long-term commitment to provide inclusive and accessible facilities in
Brisbane parks by building new playgrounds and improving those already in place.
Program 2: Moving Brisbane
Brisbane’s transport network enables efficient and sustainable movement of people and freight.
The city’s accessibility and liveability is maintained by ensuring all people have access to a high
quality road network, high-quality public transport (bus and ferry) services and active travel
alternatives, with an understanding that investment in each transport mode is required to cater for
the differing needs of users.
What we do
•
Active transport
•
Bikeway and shared path network
•
Cycling and walking infrastructure
•
Ferry services and infrastructure
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•
Bus infrastructure
•
Strategic transport planning
•
Transport network management
•
Congestion management
•
Local roads
Key Highlights
94% of the bus fleet is now wheelchair accessible
100% Disability Discrimination Act 1992 (DDA) compliance an all 19 City Cats
6.2 million passengers carried on the ferry network
>200 free inner-city motor cycle parking spaces delivered
75% completion of Legacy Way
91 pedestrian countdown timers installed in key locations
Overview
The planning, development and operation of Brisbane’s transport network is guided by the
Transport Plan for Brisbane 2008-2026 and implemented by the Moving Brisbane program.
The program is responsible for delivering on Council’s ongoing commitment to plan, develop and
operate Brisbane’s transport network and make it easier for residents and visitors to move around
our city.
It supports the safe, efficient and sustainable movement of people and freight through a high-quality
road network, a public transport (bus and ferry) network and walking and cycling facilities. Moving
Brisbane also works to reduce traffic congestion on the city’s road network and promote active and
healthy transport by:
•
engaging with the community on active transport alternatives
•
improving our public transport network
•
investing in our roads and bikeways.
Performance – key results and achievements
2.1 Promoting active transport
Council is reducing congestion and encouraging sustainable travel through the promotion of cycling
and walking as healthy and environmentally sustainable alternatives to car travel.
Residents who embrace active travel alternatives are not only reducing congestion, they are also
helping Brisbane to become a healthier, sustainable and accessible city.
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Key results for 2013-14
•
Continued improvement of Council’s bikeway infrastructure including works to improve black
spot locations and provide supporting infrastructure at key destinations and public transport
interchanges. This included commencing or completing connecting bikeway links to key
destinations and public transport interchanges at:

Bicentennial Bikeway Stage 3 (Park Road to Lang Parade), Milton

Gateway North – Schulz Canal, Nundah

Cabbage Tree Creek Stage 3, Aspley

Moggill Creek Bikeway Stage 2, Brookfield

Bulimba Creek Bikeway Stage 3, Wishart

Zillman Waterholes extension, Geebung

Nicholson Street Bikeway, Greenslopes

Crossing improvements at Cornwall Street and Annerley Road, Dutton Park

Kedron Brook Bikeway Uxbridge Street, Grange to Fifth Avenue, Kedron.
•
Commenced the upgrade of:

Bicentennial Bikeway Stage 4 from Land Street to the Regatta Ferry Terminal, Toowong

Kedron Brook Bikeway at Diggers Drive in Kalinga Park, Clayfield

Klumpp Road link to Roley Chapman Reserve, Upper Mt Gravatt.
•
Repaired or replaced 65,200 m² of constructed footpath surfaces and 4300 m² of
constructed bikeway surfaces (these figures exclude 202 new footpaths which add an
additional 36 km to the existing footpath network).
•
Improved bikeway safety with the installation of wayfinding devices, safety signage and
lighting at key locations on the network including:

Bracken Ridge Bikeway, Virginia

Downfall Creek Bikeway, Virginia

Cabbage Tree Creek Bikeway, Carseldine

Carole Park/Wacol Bikeway, Carole Park

Nicholson Street Bikeway, Greenslopes

Birdwood Road South East Freeway Bikeway, Holland Park

Gaddes Park Bikeway, Sunnybank

Les Atkinson Park Bikeway, Sunnybank
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
Windermere Bikeway, Sinnamon Park

Ekibin Park Bikeway, Greenslopes

Kangaroo Point Cliffs Bikeway, Kangaroo Point.
•
Delivered Active Communities projects in Aspley, Ferny Grove and Mitchelton including:

Maundrell Terrace pedestrian refuge near Aspley State School, Aspley

Blaker Road pedestrian crossing improvements near Faucett Street and Oxford Park
Station, Mitchelton

Glenholm Street pedestrian refuge near Scanlan Road, Mitchelton

Glen Retreat Road shared pathway between the existing pathway and Samford Road near
Mitchelton Primary School, Mitchelton

Turnbull Street splitter island to reduce crossing distance and improve safety for pedestrians
near Mitchelton High School and Mitchelton Primary School, Mitchelton

Tel-El-Kebir Street kerb build outs and splitter island near library and RSL Club, Mitchelton

McAlroy Road pedestrian refuge, Ferny Grove.
•
Delivered cycling safety improvement projects including:

a new crossing on the Cabbage Tree Creek Bikeway at Beckett Road, McDowall

bike lane improvements at Stanley Street/ Annerley Road, Woolloongabba

bike route improvements at Ryans Road and Sandford Street, St Lucia.
•
Delivered the Active School Travel program with the following highlights:

students walking to school increased from 18% to 29%

car trips to school decreased by 17%, averaged across the 20 participating schools in 2013

cycling trips increased from 2% to 3%

scooter trips increased from 2% to 4%

carpooling trips increased from 4% to 6%.
•
Registered 264,411 trips on CityCycle, contributing to a total of 703,405 registered trips
since the program commenced in October 2010. This included:

35,198 subscriptions, an increase of 25% on the previous financial year and a total of
87,434 subscriptions since the program began in October 2010

24 hour access to CityCycle introduced in December 2013. Within the first three months of
the trial, 6.3% of all trips taken were between the hours of 10pm and 5am.
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•
Launched a new Cycling Brisbane membership program in March 2014 to encourage
cycling and an active lifestyle. The program encourages bike riding by promoting Brisbane’s
cycling infrastructure and bike-related events through the Cycling Brisbane website,
eNewsletters and special offers. To date the program has:

more than 2500 members

more than 40 sponsors providing discounts and incentives

more than 15 supporter organisations.
2.2 Public transport
Council provides high-quality public transport services through the provision of a modern bus and
ferry fleet, accessible public transport infrastructure and a focus on customer service. This
contributes to the reduction of road congestion, increases options for sustainable and
environmentally friendly transport and increases ease of travelling around Brisbane.
Key results for 2013-14
•
Achieved 100% Disability Discrimination Act 1992 (DDA) compliance on all 19 CityCats by
December 2013.
•
Commenced the build of two new Generation 3 CityCats.
•
Carried in excess of six million passengers on the ferry network.
•
Increased the proportion of wheelchair accessible buses in the fleet to 94%.
•
Removed an average of 21 cars from Brisbane roads for each bus trip, an approximate
reduction of 126,000 tonnes of carbon dioxide produced per year, reducing Brisbane’s
carbon footprint.
2.3 Transport network
Council continues to develop a quality transport network that supports safe and efficient movement
of people and freight.
Key results for 2013-14
•
Reached the 75% completion mark of construction on the Legacy Way tunnel in April 2014.
This involved:

completion of all underground excavation

completion of activities in the Mt Coot-tha quarry.
•
Progressed works on the Robinson Road Open Level Crossing Replacement Project,
Geebung with the road bridge opened to traffic in March 2014.
•
Progressed works on the Telegraph Road Open Level Crossing Replacement Project,
Bracken Ridge with the southern lanes of the road bridge opened to traffic in May 2014.
•
Completed major intersection upgrades at:

Ann Street and Wharf Street, Brisbane
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
Sir Fred Schonell Drive and Munro Street, St Lucia

Gowan Road and Palatine Street, Calamvale

Stafford Road and Shand Street, Stafford

Payne Road and Kays Road, The Gap

Lutwyche Road and Constitution Road, Windsor.
•
Resurfaced the Story Bridge for the first time in 20 years. Several other maintenance
activities were undertaken at the same time between Fortitude Valley and Shafston Avenue.
These works included street lighting, streetscaping, vegetation works, line marking and
roadworks. Coordination of these works reduced disruption to the network and ensured cost
effective delivery.
•
Installed and relocated 26 portable flashing speed warning signs across 120 Brisbane
roads, effectively reducing speeds in city hotspots.
•
Installed more than 200 free inner-city motorcycle parking spaces in the city centre, Dutton
Park, Fortitude Valley, Kangaroo Point and South Brisbane.
•
Continued to manage traffic and reduce congestion by delivering CCTV, variable message
signs, Bluetooth sites and 26 arterial road infrastructure improvements.
•
Continued to partner with the Queensland Government to operate the Brisbane Metropolitan
Transport Management Centre (BMTMC). The BMTMC has operational management of
Brisbane City Council and Queensland Government owned roads in the greater Brisbane
metropolitan region, Brisbane Transport buses and Translink’s Busways network. It
manages around 6000 transport related incidents per month.
•
Continued the roll out of pedestrian countdown timers following a successful trial in 2012-13,
with a total of 91 timers now installed at key locations.
•
Continued to use the Modular Infrastructure Pod to increase operational efficiency for
Intelligent Transport Systems (ITS) equipment and improve the reliability of Council’s ITS
infrastructure. This reduces maintenance requirements and associated costs.
•
Continued to manage congestion through effective refurbishment and maintenance of traffic
signal hardware and signal ITS.
•
Commenced a Left Turn on Red trial at five intersections across Brisbane to reduce delays
without compromising the safety of road users. The trial was conducted at the following
intersections:

Bowen Street into Lutwyche Road, Windsor

Maud Street into Breakfast Creek Road, Newstead

Hellawell Road into Gowan Road, Sunnybank Hills

Edge Street into Creek Road, Murarrie

Spence Street into Broadwater Road, Mt Gravatt East.
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Congestion report
The Congestion Reduction Unit continued to implement a program of initiatives to monitor traffic
flow, as well as manage and mitigate congestion on the transport network. This included the
introduction of:
•
10 additional CCTV
•
three additional variable message signs
•
216 additional Bluetooth sites.
Council’s ability to monitor and report on the performance of the road network continued to improve
with the implementation of bluetooth technology. Bluetooth monitoring on 18 critical corridors during
2013-14 showed a 4.5% increase in traffic volumes.
The corridors include:
•
Inner City Bypass Eastbound, Milton to Hamilton
•
Inner City Bypass Westbound, Hamilton to Milton
•
Kingsford Smith Drive, Eagle Farm to Breakfast Creek Road, Newstead
•
Lutwyche Road, Lutwyche to Bowen Bridge Road, Spring Hill
•
Sandgate Road, Clayfield to Abbotsford Road, Bowen Hills
•
Kelvin Grove Road, Alderley to Kelvin Grove
•
Waterworks Road, The Gap to Musgrave Road, Red Hill
•
Coronation Drive, Toowong to Milton
•
Milton Road, Toowong to Petrie Terrace
•
Moggill Road, Indooroopilly to Toowong
•
Oxley Road, Oxley to Coonan Street, Indooroopilly
•
Fairfield Road, Rocklea to Annerley Road, South Brisbane
•
Ipswich Road, Moorooka to Main Street, Kangaroo Point to Bradfield Highway, Fortitude
Valley
•
Logan Road, Upper Mount Gravatt to Greenslopes
•
Old Cleveland Road, Carina to Greenslopes
•
Stanley Street Inbound, Coorparoo to South Brisbane
•
Vulture Street Outbound, South Brisbane to Coorparoo
•
Wynnum Road, Tingalpa to Kangaroo Point.
Council continues to refine the Sydney Coordinated Adaptive Traffic System (SCATS) to support
congestion management, with 918 intersections now incorporated into SCATS.
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The Left Turn on Red trial is also part of Council’s ongoing commitment to reduce traffic
congestion. It permits a vehicle in the left-hand lane, which is facing a red traffic light, to turn left
after coming to a complete stop and giving way to other vehicles, pedestrians and cyclists on the
intersection.
These projects facilitate the management of Brisbane’s transport network, with the information
gathered used to reduce congestion throughout the city.
Challenges
Improving ferry terminal accessibility
Council owns and maintains an extensive network of public transport infrastructure. This must be
upgraded to improve accessibility for all residents.
The Disability Discrimination Act 1992 (DDA) mandates 100% compliance of public transport
infrastructure by December 2022 and significant investment is being made to meet this
requirement.
In 2013-14, upgrade work commenced on the Bulimba Ferry Terminal in addition to DDA upgrades
at the Bretts Wharf and Hawthorne ferry terminals. These upgrades will provide improved
accessibility for all users as well as greater flood resilience. They will also support a more efficient
public transport network to cater for the increasing number of passengers.
The Bulimba and Bretts Wharf ferry terminals are expected to be complete by late 2014. The
Hawthorne Ferry Ferminal is expected to be complete by mid 2015.
Increasing loads on bridges
Council owns and maintains an extensive range of road bridges to support the city’s commuter and
freight networks. As the volume and load capacity of vehicles increases, the stress on the city’s
bridge network continues to grow. The standard design life for a road bridge is currently 100 years.
Over the past 90 years the standard load limit for freight vehicles has almost tripled, from 15 tonnes
to 44 tonnes. With the increasing cost of fuel, freight companies are continuing to deploy longer and
heavier vehicles to generate transport efficiencies. These increasing loads exceed the intended
design load for bridges built prior to 1980. Due to the increased loads, continual investment and
progressive upgrading of the bridge network is required.
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Smoother roads ahead
Council made significant progress on the open level crossing replacement projects at Telegraph
Road in Bracken Ridge and Robinson Road in Geebung during 2013-14.
Construction began on the $82 million Telegraph Road Open Level Crossing Replacement Project
in August 2013 and completion is scheduled for September 2014, two months ahead of schedule.
The project is jointly funded by Council and the Queensland Government and aims to improve
safety and reduce road congestion in the area.
Major activities in 2013-14 involved vegetation clearing and service relocations, piling activities and
the upgrade of the Linkfield Road and Lacey Road intersection. The road overpass bridge across
the North Coast Railway Line was also constructed, including the placement of bridge girders
during a critical Queensland Rail corridor shutdown.
65
The $199 million Robinson Road Open Level Crossing Replacement Project is due for completion
in September 2014, three months ahead of schedule. The project is jointly funded by Council and
the Queensland Government and will improve safety, connectivity and travel times and reduce road
congestion in the area.
Significant construction achievements during late 2013 included the completion of piling activities
and the placement of girders for the road overpass bridge during a critical Queensland Rail corridor
shutdown. The realignment of existing major intersections to meet the new bridge was also
completed.
In March 2014, a key project milestone was achieved with the early opening of the new road
overpass bridge.
The bridge permanently connects Robinson Road East and Robinson Road West, reducing traffic
congestion for motorists. The completion of the road overpass bridge was expedited to allow the
permanent closure of the open level crossing to vehicles.
Council has continued to facilitate a two-way flow of communication via a Community Reference
Group, established in May 2013. The group includes residential, industrial and retail stakeholders
who have shown strong support for this vital safety upgrade. To celebrate the completion of the
road bridges, two community ‘walk over’ events were held. More than 600 people attended the
Telegraph Road event and 500 people joined the Robinson Road celebration.
Program 3: Future Brisbane
The Future Brisbane program is committed to encouraging the city’s continued growth and
prosperity, and facilitating quality development. Our goal is to ensure Brisbane, Australia’s New
World City, is well designed and efficiently serviced, with a distinctive subtropical character.
What we do
•
City and regional planning
•
Urban planning
•
Neighbourhood planning
•
Urban renewal
•
Brisbane improvement projects
•
Public art management and activation, and suburban centre improvement projects
•
Development assessment
•
Private plumbing and assessment certificates
•
Development regulation and compliance
•
Coordination of infrastructure planning
•
Priority Infrastructure Plan (PIP) and infrastructure agreements
•
Strategic land use planning
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•
Conservation of heritage places and character housing
Key Highlights
Adopted the Brisbane City Plan 2014, completing the largest citywide consultation in a decade
>30,000 Neighbourhood Plan newsletters distributed
>90,000 views of the Neighbourhood Planning webpages
Completed the River’s Edge Strategy and the City Centre Master Plan
534 new lots and 750 new units approved as part of the Rochdale Urban Community Local Plan
3 Suburban Centre Improvement Projects commenced and 1 completed
68 Artforce traffic signal boxes painted
>4425 development assessment applications lodged
37,858 plumbing services approvals completed
Overview
Council’s goal is to ensure Brisbane, Australia’s New World City, has a distinct subtropical
character, is well designed, economically prosperous and efficiently serviced.
Through the Future Brisbane program, Council plans for economic, employment and population
growth while enhancing lifestyle opportunities by protecting heritage and character buildings, parks
and natural environment.
Council engages with the community to plan for the future, to ensure our lifestyle is enhanced,
valuable features are protected and employment opportunities are created.
The Future Brisbane program contributes to effective growth management and a well-designed and
responsive built environment.
Performance – key results and achievements
3.1 Planning for a growing city
Council is committed to facilitating economic growth and maintaining prosperity in Brisbane through
sustainable development. Council’s planning approach will recognise the knowledge, sophistication
and maturity of our community and will accommodate people’s strong desire to have a say and be
involved in planning for the future of Brisbane and the region.
Key results for 2013-14
•
Finalised community consultation on the draft Brisbane City Plan 2014. This included
responding to more than 2700 submissions.
•
Delivered the Brisbane City Plan 2014, which came into effect on 30 June 2014. The plan
provides capacity for the delivery of 156,000 new dwellings, sets out a priority infrastructure
network, and contributes to the achievement of 40% natural habitat cover for mainland
Brisbane by 2031.
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•
Held Industry Week in June 2014 to provide training and prepare industry professionals for
the commencement of the Brisbane City Plan 2014.
•
Finalised eight Brisbane City Plan 2000 planning scheme amendment packages, completing
the final version of Brisbane City Plan 2000 in May 2014 (now the superseded planning
scheme).
•
Implemented the Hotel Development Infrastructure Charges Subsidy for 4 and 5 star hotels.
•
Introduced and implemented an Infrastructure Charges Subsidy for not-for-profit
organisations. Under the policy Council has committed to subsidise more than $250,000 in
infrastructure charges.
•
Completed major infrastructure agreements for Metroplex at Wacol, Aveo Stages 2 and 3
(Rochedale), Transpacific (Willawong) and Heran Building Group (Seven Hills).
•
Expanded Virtual Brisbane as an information and analysis model linked with Council’s
broader spatial databases and completed 3D animations for key projects including the City
Centre Master Plan.
•
Established the Inclusive Brisbane Professional Advice Alliance as a 12-month pilot to
provide pro-bono high-level advice on development, infrastructure and organisational
sustainability issues to not-for-profit organisations and community groups. The alliance
provided advice to nine organisations.
•
Held six meetings of the Urban Futures Board providing strategic advice across a range of
projects including the draft Brisbane City Plan 2014 and neighbourhood plans.
3.2 Enhancing Brisbane’s liveability
Council is committed to enhancing Brisbane’s character and liveability through an ongoing program
of neighbourhood planning and urban renewal undertaken in partnership with the community.
Key results for 2013-14
•
Commenced two new neighbourhood plans:

Hemmant Lytton Neighbourhood Plan

Spring Hill Neighbourhood Plan.
•
Progressed four Neighbourhood Plans for:

Albion

the City Centre

Taringa

Lower Oxley Creek North.
•
Adopted five neighbourhood plans into the Brisbane City Plan 2000:

Chermside Centre
68

Pinkenba/Eagle Farm

Darra Oxley District

Lower Oxley Creek South

Howard Smith Wharves (New Farm Teneriffe Local Plan amendment).
•
Undertook heritage and character study field survey work as part of the Hemmant-Lytton
and Spring Hill neighbourhood planning processes.
•
Delivered the River Edge’s Strategy and City Centre Master Plan.
•
Developed and delivered heritage trails for Albion, Ascot/Hamilton and Indooroopilly.
•
Commenced the Kurilpa Riverfront Renewal Master Plan.
•
Undertook development facilitation for major sites including the Newstead Riverpark
(including Gasworks Park) and the Rochedale Infrastructure Design and Delivery project.
•
Continued to deliver upgrades to inner-city spaces and pedestrian ways through the Vibrant
Laneway program including:

upgrades to Mooney Fountain and Lucky’s Lane

new artworks installed in the outdoor galleries at Hutton, Eagle, Edison and Burnett Lanes

installed a new outdoor gallery in Fish Lane.
•
Completed a Suburban Centre Improvement Project (SCIP) at Hawken Drive, St Lucia.
•
Completed design development for three SCIPs in Kenmore, Cannon Hill and Alderley,
which will be delivered in 2014-15.
•
Completed Park Road, Milton and Rosalie Village upgrade works which included
improvements to street lighting, new community signage, flood level markers (Rosalie) and
new street furniture and landscaping (Park Road). These upgrades included the
development of heritage trails featuring plaques at historical locations in the shopping centre
and through the suburb, and an online brochure.
•
Continued to deliver the Artforce project across the city, with 68 traffic signal boxes painted.
3.3 Approving quality development
The Brisbane City Plan 2014 is Council’s plan for the future development of Brisbane. It guides how
land in Brisbane can be used and developed and is a significant tool to guide and foster economic
development. Building and development in Brisbane is approved in accordance with the Brisbane
City Plan 2014 and will seek to retain and enhance Brisbane’s subtropical lifestyle, maintaining its
unique heritage, character, safety and prosperity.
Key results for 2013-14
•
Continued to deliver service and process improvements that place Council’s development
assessment process at the forefront of local government delivery. This included continual
69
updating of the heritage database. The database provides access to information required to
lodge applications over heritage places
•
Processed 45% of high-level applications through fast-track processes.
•
Continued to refine SealSMART (a fast-track program for plan sealing, processing and
approval), with 326 applications processed in 2013-14.
•
Implemented a system for property owners to voluntarily register their rooming
accommodation property within a single detached dwelling.
•
Facilitated the contribution of four public art installations valued at $700,000 in the city
centre, Newstead, South Brisbane and West End.
•
Continued to protect Brisbane’s heritage buildings through the Brisbane City Plan 2014,
which includes:

character and heritage building overlay maps that show property or building development
requirements

planning provisions to protect pre-1911 buildings including a new pre-1911 building overlay
code, that contains planning protection requirements and building locations

changes to existing traditional building character provisions, to include the traditional
building character overlay (mapping and an overlay code).
•
Provided pre-lodgement advice to the development industry and consultants to encourage
the redevelopment and restoration of heritage places and buildings.
•
Provided $182,962 through Council’s Heritage Incentives Grant program to enable
restoration works to be undertaken on 33 heritage buildings across Brisbane.
•
4144 commercial plumbing approvals completed.
•
6413 domestic plumbing approvals completed.
•
2807 plumbing on-site approvals.
•
24,494 plumbing licences and compliance permits awarded.
Challenges
Addressing the challenge of population growth
Brisbane has changed greatly since Brisbane City Plan 2000 was released 14 years ago. The city
is now at the centre of the fastest growing region in Australia. By 2031, 4.6 million people will live in
South East Queensland and 1.27 million will call Brisbane home.
Brisbane City Plan 2014 is Council’s plan for the future development of Brisbane. It addresses
current and future population growth requirements, and guides how land in Brisbane can be used
and developed. It also helps plan for infrastructure to support growth and create a more diverse
economy while continuing to protect our city’s enviable way of life.
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The plan was developed in collaboration with the Brisbane community and was the largest citywide
consultation program in more than a decade.
Brisbane City Plan 2014 focuses the majority of growth around:
•
Brisbane’s CBD
•
eight major centres including Chermside, Mt Gravatt and Indooroopilly
•
key transport hubs and corridors
•
key employment precincts.
By identifying defined growth locations, Brisbane City Plan 2014 aims to balance population and
economic growth requirements and protect Brisbane’s much loved character.
Brisbane City Plan 2014
The Brisbane City Plan 2014 was adopted on 30 June 2014, giving Brisbane a strategic framework
to guide future development until 2031.
The plan provides clear advice about land use and infrastructure, giving a long-term framework for
the city to manage investment and growth, while maintaining its distinct character.
It provides up-front access to information to help address potential planning issues relevant to a
street, site or suburb through interactive online mapping, offering a user-friendly experience for
residents, businesses and investors looking to develop or invest.
The online functionality is complemented by a series of factsheets covering subject areas such as
subdivision, industrial development, residential information including character housing and homebased business requirements.
The plan helps cut red tape for prospective business owners by removing unnecessary
development application steps and the need for some specialist scientific reports.
Opportunities for future industrial development will be facilitated without impacting residential areas
through zoning changes. With the industrial sector’s local workforce projected to grow by more than
40,000 workers by 2031, this approach will be essential in helping to meet local demand for land
while protecting our enviable way of life.
The development of the Brisbane City Plan 2014 was a collaborative effort involving Council,
residents, community, environment, heritage groups and industry over the last three years.
It involved Brisbane’s largest citywide planning program in more than a decade, with the online plan
receiving more than 50,000 views and more than 20,000 factsheets downloaded.
The submission form was also translated into Korean, Traditional Chinese, Arabic and Vietnamese
to ensure culturally and linguistically diverse residents had the chance to have a say.
More than 3000 members of the community attended information events and 2700 community
members made submissions during the development of the plan.
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Program 4: Your Brisbane
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 that foster inclusion and
stronger communities.
What we do
•
Develop vibrant and caring local communities
•
Promote active and healthy lifestyles
•
Libraries and City Archives
•
Wi-fi in libraries and parks
•
Museums and exhibitions
•
Cultural activities, festivals and events
•
Community grants, partnerships and development
•
Access and inclusion initiatives
•
Indigenous and multicultural initiatives
•
Youth development
•
Community capacity building
•
Homelessness initiatives
•
Facilities planning, development and lease management
•
Sport and recreation capacity building
•
Golf courses
•
Community pools
•
Community halls
•
City Hall, Planetarium and Riverstage
Key Highlights
186 sport field remediations completed including installing irrigation, water tanks, fertilisation and
aeration
1.9 million residents and visitors attended 113 festivals and events that received Council funding
6,295,103 visits to libraries
80% increase in attendance at Lord Mayor’s Writers in Residence Program with 83 national and
international author events attended by 7111 people
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1.2 million wi-fi sessions in libraries and parks
$5 million refurbishment of Centenary Pool completed
>$3 million in sport and recreation grants awarded
Launched Youth Strategy 2014-19
>$600,000 in access and inclusion grants
Overview
The Your Brisbane program aims to ensure Brisbane is a vibrant 24 hour, seven day New World
City with opportunities for all residents, workers and visitors to participate in cultural and
recreational activities, which foster inclusive and stronger communities. It ensures that everyone in
Brisbane can access relevant community resources, services and facilities.
Throughout 2013-14, the Your Brisbane program worked in partnership with the community, other
levels of government and the private sector to deliver a range of activities, programs and events,
which celebrate and strengthen our quality of life and community spirit.
Community and cultural grants were provided to foster local talent, artists and performers, build the
capacity of local not-for-profit organisations and develop and maintain sport and recreation
facilities.
Our libraries continued to transition to the digital age while retaining their purpose as local hubs for
reading, learning, information, culture and social interaction. The outreach activities, learning
programs and meeting facilities at libraries remained popular.
Our resources, services and facilities continued to be accessible and well patronised, particularly
those aimed at assisting the disadvantaged in the community. High-quality sporting and
recreational services were provided and our venues remained popular.
The program contributes to inclusive and caring communities, learning and informed communities
and active and healthy communities.
Performance – key results and achievements
4.1 Thriving arts and culture
Brisbane is innovative, creative and residents are provided with opportunities to actively participate
in the cultural life of our diverse and vibrant city.
Key results for 2013-14
•
Launched the Creative Brisbane Creative Economy 2013-22 strategy.
•
Provided funding for 113 festivals and events across Brisbane, which were attended by
more than 1.9 million residents and visitors.
•
Provided 500 free and accessible community events across Brisbane.
•
Delivered five Friday Night Laneway events, attended by more than 12,000 attendees.
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•
Hosted the inaugural Lord Mayor’s Seniors Cabaret Showcase Gala event at City Hall
during Seniors Week in August 2013.
•
Hosted the return of the Lord Mayor’s Seniors Christmas Parties to City Hall in December
2013, with more than 10,000 residents attending the 10 events.
•
Continued to fund the Brisbane Powerhouse, which successfully hosted the Australian
Performing Arts Market and World Theatre Festival.
•
Hosted the BrisAsia Festival, celebrating Asian culture, music, arts, food and performance.
•
Recognised and celebrated the recipients of Council’s cultural grants and awards programs
through the inaugural Brisbane Arts and Culture Innovation Awards.
4.2 Libraries for an informed community
Brisbane’s libraries provide access to information and opportunities for learning, recreational
reading and cultural activities. They are integral to a smart thinking, easy living, New World City.
Key results for 2013-14
•
Achieved a 94% customer satisfaction rating for libraries.
•
470,593 current library members.
•
Continued to deliver the Lord Mayor’s Writers in Residence Program featuring Australian
and international authors. There were 83 author events held with 7111 attendees. This
represents an increase of 80% from 2012-13.
•
Welcomed 154,408 visitors to the refurbished Mitchelton Library in its first year of reopening,
an increase of 56.05% on 2012-13 figures.
•
364,454 people attended library programs, representing a 20.29% increase on the previous
year.
•
More than doubled wi-fi usage in libraries to 696,644 sessions, with eight out of 10
customers reporting they are satisfied or very satisfied with the standard of library wi-fi
facilities.
•
Provided 517,446 free wi-fi sessions in parks across Brisbane.
•
Delivered children’s literacy programs at libraries to 209,537 children and parents.
•
Completed the $1.3 million refurbishment of Grange Library.
•
Completed the $1.7 million refurbishment and extension of Coopers Plains Library.
•
Introduced downloadable magazines for library customers. Since the Zinio service
commenced in October, 58,310 magazines have been downloaded.
•
Launched the Freegal download music service in December, later extending the service to
include music streaming. To date 72,256 songs have been downloaded and 125,051
streamed.
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•
Opened the Brisbane Digital Hub in July at the Sunnybank Hills Library, showcasing the
benefits of high-speed internet access and providing group and individual training to 2224
people.
•
Delivered learning workshops on computer coding, electronics and robotics to 632 young
people aged nine to 17 years.
•
Increased usage of library meeting rooms to 51,957 individual hour bookings.
4.3 Active and healthy community
Brisbane is an active and healthy city with high-quality facilities and programs providing a range of
sport, leisure and recreation opportunities.
Key results for 2013-14
•
Offered more than 3600 free or low-cost health and fitness activities for all ages across
more than 50 Brisbane parks reaching in excess of 50,000 participants.
•
Continued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD n’ Kids
programs to more than 15,000 participants.
•
Delivered the Chill Out program during school holidays to 3690 children aged 10 to 17
years.
•
Continued to partner with The Heart Foundation to offer the Gonewalking Program, with
more than 9900 residents participating in scheduled walks.
•
Provided facilities and services for more than 585 local clubs to ensure Brisbane residents
can participate in sporting and recreation activities.
4.4 Social inclusion
Brisbane is an inclusive city in which diversity is valued and all Brisbane residents regardless of
physical ability, background or circumstance are able to fully enjoy living, working or visiting.
Key results for 2013-14
•
Hosted two Homeless Connect events providing more than 2100 guests with access to
food, personal items and medical and support services.
•
More than 30,000 passenger trips were booked through Council Cabs.
•
Installed 59 tactile street signs in the CBD and Fortitude Valley.
•
Worked in partnership with 23 community organisations to coordinate and deliver 24
activities as part of National Aborigines and Islander Day Observance Committee (NAIDOC
Week) and the Black History Month program, with more than 43,000 attendees.
•
Partnered with 11 community organisations to facilitate Black Diamonds – a sport,
recreation, arts and cultural-based program for Aboriginal and Torres Strait Islander people,
which delivered 13 activities to more than 1780 participants.
•
Worked with Brisbane’s Pacific Island communities to launch Pasifika House at Runcorn
and deliver the 2014 Pasifika Women’s Forum, which was attended by 160 women.
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•
Continued sponsorship of Radio 4EB, providing community education to more than 50,000
listeners in 50 languages.
•
Launched Council’s Youth Strategy 2014-19 in January 2014, and held a successful
Brisbane Youth Week where more than 5000 young people celebrated youth engagement
and culture through a week-long activity program.
•
Adopted Council’s long-term community plan, the Brisbane Vision, in August.
•
Welcomed more than 15,000 young people to Council’s Visible Ink Valley facility.
•
Provided Access and Inclusion Community Partnership Program grant funding of $622,000
to 18 community organisations to improve physical access to their facilities and services.
•
Improved physical access to 12 community facilities including libraries, halls, pools and
community leased facilities. Access upgrades included accessible ramps, accessible toilet
facilities and accessible public computer facilities.
•
The My Community Directory, a web-based directory of community groups and services in
Brisbane, received a total of 410,194 visits from the Greater Brisbane area.
4.5 Community sport and recreation facilities
Brisbane residents have access to a broad range of well managed community facilities providing
sporting, recreational, social and cultural opportunities.
Key results for 2013-14
•
Completed remediation works and upgrades to 186 sport fields. This included installing
irrigation, water tanks, fertilisation and aeration.
•
Continued management of Council’s community lease portfolio which includes more than
585 leases with sport and recreation, arts and cultural and community service organisations.
•
Completed over 500 annual review meetings with community lessees and licensees.
•
Provided organisation development grants to 24 clubs totalling $278,000 under the
Community Sport Club Grant Program.
•
Continued to provide grants to cut club costs.
•
Approved 72 applications for the Community Sport Club Grant Program totalling
$2,304,895.
•
Approved 11 applications to the School Sport and Recreation Upgrade Grant Program
totalling $201,492.
•
Approved seven Tennis and Netball Partnership Program grant applications totalling
$246,644.
•
Completed the $5 million Centenary Pool refurbishment. This included a new access ramp
into the pool and accessible change rooms.
•
Installed new aquatic slides at Hibiscus and Newmarket pools.
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•
Achieved 2 million visits across Council's 20 city pools.
•
Hosted 44,200 players at St Lucia Golf Links, the highest number achieved since 2005-06.
•
Received more than 11,500 individual bookings for 17 community halls across the city.
•
Welcomed 111,400 patrons over the year to the Sir Thomas Brisbane Planetarium, the
highest number ever.
4.6 City icons
Council’s iconic City Hall is fundamental to the Attendance at library programs city’s identity,
government, cultural and community 2007-14 life. City Hall is a heritage building Council has
400,000 preserved for current and future generations.
Key results for 2013-14
•
Welcomed more than 750,000 visitors to City Hall.
•
Hosted more than 320 civic and community events in City Hall and King George Square.
•
Completed the restoration of the Henry Willis organ, regarded as one of the best pipe
organs in
•
Australia. The organ was removed from City Hall in 2009 as part of the restoration project.
Each of 50,000 the organ’s 4391 pipes was dismantled, removed, cleaned and repaired as
necessary, before storage.
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Challenges
Meeting the increasing demands for community support
An increase in demand for community facilities and space has led Council to better plan and utilise
our facilities and spaces.
The capability and capacity of many new and emerging groups and communities has also led to
increasing demands on Council to assist them in establishing themselves. As the number of
organisations requesting support continues to grow, Council officers work directly with community
organisations to strengthen their capacity and ability to deliver services and activities to their local
communities. Where possible, Council encourages co-location and sub-lease arrangements of
community leased facilities, to enable access for new and emerging groups to low cost facilities.
500,000 Additionally, Council provides direct funding to community organisations through 16
community grants programs.
Managing ageing assets
Managing and maintaining ageing community assets is an ongoing priority and challenge for
Council. Continued improvements to strategic asset management leads to lower maintenance costs
over time and ensures better activation of these popular assets. Council has implemented a rolling
program of regular condition audits linked to a maintenance program to ensure these assets remain
fit for purpose. This includes Disability Discrimination Act 1992 (DDA) audits which identify
necessary accessibility upgrade works.
Opening of Pasifika House, April 2014
Pasifika House, a dedicated Council-owned facility, was officially launched on 5 April 2014.
In a Brisbane first, three Pacific Islands organisations are co-located at the facility, using it as a
place to come together to make decisions that benefit the wider Pacific Island community as well as
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their individual communities. The organisations sharing Pasifika House are the Cook Islands
Council of Queensland, Pacific Islands Reference Group and the Pasifika Women’s Alliance.
Since opening, the community hub has improved the Pasifika community’s access to information
and services through a range of engagement opportunities with service providers, government and
non-government organisations and educational institutions. These have included the ‘Living Well
Multicultural’ healthy lifestyle program for Pacific Islanders delivered by the Ethnic Communities
Council of Queensland, Food Handling workshops delivered by Council and the Pasifika
Connections Day delivered by the Pacific Islands Reference Group.
Council worked in collaboration with the three organisations to arrange a celebration to officially
launch Pasifika House, with close to 180 guests attending from a wide range of communities.
Guests witnessed a Welcome to Country by Songwoman Maroochy Barambah, a Turo Ritual
(traditional Cook Islands Welcome) and specially choreographed dance performed by dancers from
across the Cook Islands. Students of the Pacific Islands backgrounds from Runcorn State High
School also performed the Hakka.
The Lord Mayor joined Elders in a Kava Ceremony before guests enjoyed traditional foods
prepared by the Cook Islands Council.
Program 5: Public Health and Safety
To protect and enhance the health and safety of Brisbane’s community.
What we do

Graffiti management and reduction

Free infant immunisation clinics

School-based vaccinations

Mosquito and rodent control services

Food licensing and compliance

Safety and general amenity enhancement

Community safety and crime prevention planning and services

Support Brisbane’s State Emergency Service (SES)

Water safety and swimming pool inspections

Cemetery and crematorium services

Local law enforcement and animal management
Key Highlights
142,023 m2 of graffiti removed from across Brisbane
8 murals delivered through the Walls and Colour project
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97,518 dogs registered
576 free community immunisation clinics delivered
15,157 vaccinations provided to infants, parents and grandparents
84,662 free vaccinations provided to students through the School-based Immunisation Program
60 breaches of the Food Act 2006 successfully prosecuted
>$240,000 in Suburban Crime Prevention grants awarded
Overview
The goal of the Public Health and Safety program is to protect and enhance the health and safety
of the Brisbane community.
The health of our residents is vital to Brisbane. While recognising the lead role of the Queensland
Government in providing public health services, Council’s Public Health and Safety program
provides health services including free immunisation clinics. It also enforces food safety standards
through the Eat Safe Brisbane program.
Council’s Rapid Response Group delivers a 24-hour frontline response to residents across a
varied range of safety and amenity issues. Support is also provided to Brisbane’s State Emergency
Service (SES) to ensure around-the-clock support to the community.
By administering animal management legislation, and through providing animal shelters, the Public
Health and Safety program helps to maintain community safety and protect domestic animals. Pest
management services are also delivered to mitigate mosquito and rodent-borne diseases.
Council implements graffiti mitigation management and strategies as well as a range of crime
prevention services to help make Brisbane a city that is safe for residents, businesses and visitors.
The Public Health and Safety program provides quality and affordable venues for funeral services,
burials, cremations and ash memorials.
This range of responsibilities helps make Brisbane an active, healthy and safe city.
Performance – key results and achievements
5.1 Public health
Council protects and enhances the health of Brisbane’s residents.
Key results for 2013-14

Delivered 576 free community clinics, with 15,157 people vaccinated.

Delivered 84,662 free vaccinations for students through the School-based Immunisation
Program.

Monitored and managed more than 78,747 mosquito breeding sites

13,739 ground-based sites required treatment

15,065 hectares treated through the aerial treatment program.
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
Monitored and managed all 1168 rodent baiting stations across Brisbane.

Conducted 6117 food safety audits as part of the Eat Safe Brisbane program with 90% of
premises meeting standards.

Responded to 922 food related public health and safety complaints, with 60 successful
prosecutions of Food Act 2006 breaches and six food business licences cancelled.

Registered 97,518 dogs.

Reunited 2311 lost dogs with owners and facilitated the adoption of 487 dogs through
animal shelters.

Delivered four low-cost microchipping events across Brisbane in partnership with the
National Pet Register, with 139 dogs and 67 cats microchipped.

Responded to 99.5% of dog attack complaints within 24 hours.

Delivered 46 Pets and People Education Program (PetPEP) sessions in partnership with the
Australian Veterinary Association to 3463 students at 42 Brisbane schools.

Introduced the Advertisements Local Law 2013 on 1 October.
Provided frontline response to 24,361 high-priority community complaints and incidents through the
Rapid Response Group, with an average response time of 22 minutes.
5.2 Citizens’ security
Council is committed to the security of citizens, their property and security of the city through
community safety services.
Key results for 2013-14

Removed 142,023 m2 of illegal graffiti and charged 76 graffiti offenders with 4407 graffiti
offences.

Expanded Council’s graffiti partnership with Queensland Rail, with an amendment to the
existing Memorandum of Understanding, resulting in the removal of more than 13,703 m2 of
graffiti from the city’s rail corridors.

Delivered eight murals in the Walls and Colour Project to prevent graffiti.

Delivered an additional three murals in the City Colours Project.

Delivered the Don’t be a Fool, Tags Aren’t Cool anti-graffiti school-based education program
in partnership with Warner Education to 6756 students across 62 Brisbane schools.

Continued to operate the Taskforce Against Graffiti (TAG) program through the provision of
intelligence to the Queensland Police Service (QPS).

Continued to work in partnership with Queensland Government GraffitiSTOP to deliver a
Youth Community Service Order program.

Continued to roll out the TAG Them Back community education campaign as a joint
initiative with Crime Stoppers Queensland.
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
Supported 948 SES members and facilitated weekly training for 616 members.

Installed CCTV cameras in the Creek Street and Elizabeth Street taxi ranks in conjunction
with the Attorney-General’s Safer Suburbs Secure Taxi Scheme.

Provided 40 Suburban Crime Prevention grants amounting to $241,105 to help businesses,
community groups and sporting clubs to improve safety.

Collected 26,860 sharps (needles) from public spaces and facilities.
5.3 Brisbane City Cemeteries
Council operates cemeteries, crematoria, nondenominational chapels and ash memorials.
Key results for 2013-14

Managed and maintained 12 cemeteries, providing burial and crematoria services.

Created a new ashes memorial gardens at Pinnaroo and Hemmant cemeteries.

Commenced installation of state-of-the-art audio visual equipment at Hemmant and Mt
Gravatt chapels.

Commenced major upgrades to the Anzac lawns at Lutwyche Cemetery.
Challenges
Monitoring pool safety standards
Council will continue to work with pool owners to ensure this standard is met through a program of
pool inspection and compliance activities.
Delivering responsive customer service
Due to population growth and a greater density of population in urban centres, there is a growing
demand on compliance services. This has resulted in increased complaints regarding domestic
animals, residential building noise, unsightly properties and other safety or amenity issues. These
matters can have a significant impact on liveability for local residents and often take significant time
to resolve.
As Council becomes more accessible to residents through its social media channels, the
requirements for swift and responsive action becomes more important. Through efficient
prioritisation and scheduling and despatch of requests for the Rapid response Group, Council
delivers a timely regulatory response to the community.
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Eat Safe program
Brisbane City Council’s Eat Safe program continued to improve culinary health and safety
standards across the city in 2013-14, with 90.26% of Brisbane food businesses achieving
compliance with acceptable food safety and good management practices.
The Eat Safe program assesses food businesses against specific legislative and best management
requirements such as cleanliness of their premises, food storage and handling, temperature control
and pest control. The program gives food businesses a star rating out of five, with businesses
scoring three stars and above achieving compliance.
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The system allows Council to prioritise its resources towards improving poor performers who fail to
meet acceptable standards.
Council delivered 6117 audits over the financial year, responded to 922 food related public health
and safety complaints and pursued 60 successful prosecutions of Food Act 2006 breaches with
fines totalling $710,600.
Acceptable three star or higher safety standards were achieved by 6030 businesses, with 650
outlets failing to comply.
Council supported these non-compliant businesses with a strategy to improve standards and
ensure safe and suitable food was being served. On six occasions during 2013-14, Council
cancelled food licenses which reinforced its commitment to protecting the health and safety of the
community.
Eat Safe saw a decrease in the number of yearly audits required, which indicated its effectiveness.
Part of this success was attributed to the program’s rewards-based incentives for compliant
businesses, including fee discounts, reduced audits and opportunities to publicly display their star
rating in store and on Council’s website.
Council is undertaking a number of measures to increase the effectiveness of the Eat Safe
Program beyond 2013-14, including a marketing and communication strategy to increase the
number of food businesses opting to display their star rating.
The strategy will engage with businesses, including those in culturally and linguistically diverse
communities, about the benefits of Eat Safe. It will ensure information is available to businesses to
support them in implementing good management practices to achieve a compliant star rating.
Program 6: Economic Development
To drive the economic development of Brisbane by capturing our city’s unique window of
opportunity.
What we do

Promote the city as a place to do business

Attract investment and jobs

Build infrastructure capacity to support future growth

Support productive precincts and small to medium business activities

Support workforce availability and capability

Establish and maintain markets, partnership and facilitation opportunities

Implement the Brisbane Economic Development Plan 2012-2031
Key Highlights
8 Lord Mayor's Business Forums across Brisbane, with 954 registrations
4 Business Excellence Workshops with more than 140 attendees
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14 foreign language wayfinding signs installed in the inner city
2000 students attended six Lord Mayor’s International Student Friendship ceremonies
$60 million worth of conventions attracted to Brisbane
36 international student ambassadors appointed to share their experiences as students on social
media platforms
>1300 events held to activate the CBD, Queen Street Mall and Valley Mall precincts
Published the 2014 Guide to Hotel Investment in Brisbane
Overview
The Economic Development program drives the economic development of Brisbane by capturing
our city’s unique window of opportunity. Its objective is to implement the Brisbane Economic
Development Plan 2012-31 to ensure Brisbane is prepared for future growth in our economy and
has the infrastructure to support it.
The Brisbane Economic Development Plan addresses five key priorities.
1. Building Brisbane’s global reputation as Australia’s New World City
2. Productive Brisbane
3. Talent attraction and global connections
4. Lifestyle city
5. Leadership, engagement and implementation.
The key goals of the program are to grow business investment and exports, attract new business,
establish strong economic precincts, encourage digital uptake among businesses, attract and retain
skilled workers and expand Brisbane’s global reputation as an attractive and economically
successful city.
The Economic Development program is responsible for driving a business-focused organisation.
This is achieved through regular engagement with Brisbane businesses, through Council’s
Business Hotline 133 BNE, a dedicated business section on Council’s corporate website and
promoting online business forms with electronic payment options.
To ensure Brisbane meets its full potential, the program showcases our city’s economic strengths
and lifestyle benefits through initiatives such as the Study Brisbane campaign, which is aimed at
facilitating the growth of Brisbane’s international student market.
The Economic Development program also actively targets, promotes and enhances key industry
sectors including professional services, education, mining services and tourism through targeted
marketing and investment attraction campaigns and encourages the investment and development
of four and five star hotels in Brisbane.
The program provides high-quality economic advice to the community, all tiers of government and
private sector partners, and continually updates demographic and economic data to drive business
decisions and monitor Brisbane’s economic performance.
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Performance – key results and achievements
6.1 Growing Brisbane’s economy
Council facilitates strategies and activities to attract new business investment and generate
employment growth for Brisbane.
Key results for 2013-14

Employment and economic forecasts for the South East Queensland (SEQ) region
completed in 2013-14 form a basis for Council to work with other SEQ councils and the
Queensland Government in identifying and coordinating economic and infrastructure plans
to deliver greater overall economic growth in coming decades.

Supported the recognition of small businesses through:

Moreton Bay and Islands Tourism Awards

Lord Mayor’s Multicultural Business Awards

Lord Mayor’s Multicultural Round Table

Lord Mayor’s Multicultural Entrepreneur Awards.

Continued to deliver Brisbane Community Profiles to provide residents and business owners
with access to detailed statistical information (demographic and economic) for the Greater
Brisbane area and Brisbane city.

Delivered eight Lord Mayor's Business Forums, with 954 registrations and four Business
Excellence Workshops, with 140 attendees.

91% of attendees said they were satisfied or very satisfied with the Business Forums
overall.

Completed a Brisbane Business Survey of the TradeCoast North area to advise the
Australia TradeCoast Board on future industry growth prospects, changing land uses and
emerging issues affecting business growth and investment in the precinct. More than 200
businesses participated in the survey, which will also be used to inform Council planning
and economic development actions.

Improved services and communications to businesses by delivering 31 online SmartForms
and associated information, with 24 additional forms underway for the 2014-15 financial
year. SmartForms can be accessed using desktop and mobile computing devices and
facilitate rapid payment and processing of various applications submitted across a range of
Council services.

Installed 14 foreign language signs in the inner city.

Produced a range of business publications and articles including:

quarterly Key Economic Factsheet that provides updates about the Brisbane economy

Business in Brisbane, a new quarterly newsletter and monthly e-newsletter for Brisbane
businesses that includes a business events calendar
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
four Economic Snapshots

the Business Investment Prospectus.

Contributed to Brisbane’s Digital Strategy by delivering free public wi-fi to the Queen Street
Mall, Victoria Bridge, Reddacliff Place and South Bank.
6.2 Removing barriers to growth
Ensure appropriate infrastructure projects are identified and sequenced to support projected
employment growth, population growth, exports and investment.
Key results for 2013-14

Provided technical advice, data and other assistance on Brisbane’s growth and on
economic development matters to:

the Australian Government

the Queensland Government

internal and external groups such as the Brisbane Infrastructure Council.

Provided input and managed the delivery of the SEQ employment forecasts for the
Queensland Government and Council of Mayors (SEQ).

Provided input to the Economic Development Stakeholder Reference Group facilitated by
the Queensland Government to inform the review of the SEQ Regional Plan. Input included
advice on how to understand and plan for employment growth in order to maximise the
economic benefit to the region.
6.3 A city of many skills
Ensuring Brisbane enterprises have ready access to a workforce of sufficient size that has the
necessary capabilities to support business demand.
Key results for 2013-14

Coordinated Council’s work experience program for students, with 510 applications
received.

Coordinated formal participation of Council officers in university mentoring programs. More
than 80 Council staff were nominated as student mentors.

Commenced investigations into the future skill requirements of Brisbane businesses and
provided feedback to the former Department of Immigration and Citizenship during their
annual consultation on the family reunion and skills migration programs.

Facilitated the growth of Brisbane’s international student market.

Delivered the Study Brisbane program, including social media channels, with more than
200,000 student followers across the world.

Hosted the annual City Welcomes Festival at South Bank attended by 7500 people.
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
Held six Lord Mayor’s International Student Friendship Ceremonies attended by 2000
students.

Appointed 36 international student ambassadors who share their experiences as students
on social media platforms.
6.4 Delivering world class economic precincts
Council supports Brisbane’s key high economic growth locations by facilitating the strategic
planning and activation of key precincts to maximise their potential for economic success.
Key results for 2013-14

Commenced upgrades to Brunswick Street Mall in Fortitude Valley, including essential
service and pavement upgrade works and public art.

Commenced upgrade works to the Queen Street Mall to deliver a more spacious and
enhanced pedestrian experience by relocating one restaurant and the Visitor Information
Centre.

Upgraded Queen Street Mall’s City Safe amplification speakers and converted the CCTV
system to digital.

Delivered more than 1300 events in the CBD, Queen Street Mall and Valley Mall precincts
including the Gold Lotto City Hall Light Spectacular.

Delivered Valley Fiesta in the Fortitude Valley entertainment precinct in partnership with
more than 40 local venues.

Provided support to the Fortitude Valley Economic Development Board.

More than 500 cleaning audits were undertaken by City Malls Customer Liaison Officers in
Queen Street, Fortitude Valley and Chinatown malls.

Engaged with more than 2000 visitors to the Queen Street Mall about non-smoking laws.

Installed nine new CCTV cameras to monitor CBD and Fortitude Valley hotspots.

Secured a mobile hotspot CCTV camera that can be installed at any location in Brisbane
and monitored by the City Safe CCTV system for up to 48 hours.

Provided 10 iPads integrated with the City Safe Public Safety CCTV system to Council
officers to enhance safety and security.
6.5 Capturing Brisbane’s unique window of opportunity
Council will 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.
Key results for 2013-14

Attracted more than $60 million worth of conventions to Brisbane including 2014 AsiaPacific Model United Nations Conference (700 delegates), Austmine International
Conference and Exhibition 2015 (600 delegates) and 2018 World Congress of Political
Science (1500 delegates).
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
Worked with partners to leverage and promote major Brisbane events in Queensland,
interstate, New Zealand and China. These events included the Brisbane Festival, which
delivered $73 million in economic value to the city.

Launched the 2014 Guide to Hotel Investment in Brisbane and the fourth Brisbane
Innovation Scorecard that included selected innovation case studies.

Delivered the Brisbane Greeters Program with more than:

170 greeters

600 tours

9000 participants.

Facilitated investment and attraction activities with a number of businesses to localise their
operations in Brisbane.

Continued to roll out the Brisbane, Australia’s New World City positioning program. This
incorporated the Choose Brisbane campaign in China and Europe.

Introduced the Brisbane Weekends marketing program, a 12-month regional Queensland
advertising and online strategy to lift weekend hotel occupancy in the city.

Launched the new Give me Brisbane Any Day tourism campaign.

Delivered winter and summer leisure tourism campaigns to residents in Queensland,
northern New South Wales and New Zealand.

Provided services to more than 1400 visitors per day at the CBD Visitor Information Centre.

Continued to implement the Digital Brisbane Strategy by:

launching the Budding Entrepreneurs program

continuing the Visiting Entrepreneurs program

engaging with 4529 people through two trade fairs, seven small business training sessions,
11 digital workshops, as well as tutorials and matchmaking events

delivering 33 case studies, 22 videos and 18 newsletters.
6.6 Export market development
Grow Brisbane’s out-of-region exports to maintain living standards, incomes and employment
growth.
Key results for 2013-14

Facilitated the growth of key export industries.

Monitored and analysed the performance of key export sectors, achieved by studying the
size and growth of the international education sector. Monitored Brisbane’s performance as
a tourism destination and surveyed businesses in key export precincts.
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
Used Australia TradeCoast business survey results and analysis to update Council’s
understanding of how the industrial economy is changing in Brisbane’s key industrial
precincts. Analysis indicated that growth and demand for large holdings is a key factor in
business location decisions.

Completed economic forecasts for Brisbane which provided critical insights into Brisbane’s
most important exporting industries and precincts, including the inner city and the Australia
TradeCoast precinct. This provided information on the potential for future growth and where
it can be accommodated.

Promoted innovation in Brisbane and recognised the achievements of the businesses which
are already exporting and that were targeted by the 2013-14 Innovation Survey. The
businesses recognised through the Innovation Survey have subsequently been able to gain
new export markets as a result of this recognition of their achievements.
Challenges
Sustaining a strong economy
Brisbane’s economic prosperity depends on its capacity to sustain and grow high-value exporting
businesses capable of competing in global markets. These businesses generate high incomes for
Brisbane-based employees which flow through to local purchases of goods and services, thereby
increasing business activity across all sectors.
Maintaining global competitiveness is a key issue for these businesses and can be achieved
through increased operational efficiency, lower costs of doing business and growing the critical
mass necessary to supply increasing market demand.
To address these issues, Brisbane will continue to work with its high-value exporting sectors to
ensure the city provides them with a competitive, cost-effective environment, excellent
infrastructure, access to highly-skilled labour and business services and increased profile in
international markets.
Maintaining and improving liveability
The Brisbane Economic Development Plan 2012-2031 forecasts that metropolitan Brisbane will
grow by 343,000 jobs by 2021 and a further 100,000 jobs by 2031, with many of these in high
skilled occupations.
To meet high-quality labour demands and ensure Brisbane-based businesses sustain their global
competitiveness, the city must continue to nurture and attract a skilled workforce.
Brisbane will need to grow its skilled workforce through international and interstate migration as
well as local training and education. It must also retain its attractiveness as a city where high-value
skilled workers want to live and raise their families.
Addressing this challenge cuts across a broad range of measures, including:

promoting Brisbane to the world to ensure that the city is well known and international
workers understand the benefits of Brisbane

monitoring Brisbane’s global performance on a range of relevant indicators
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
improving the city in areas where it is lagging behind other attractive cities

maintaining a strong commitment to increasing business, student and tourist visitation to the
city so potential migrants can experience Brisbane. Program 6: Economic Development
Supporting small businesses
Brisbane LGA has more than 100,000 small businesses employing fewer than 20 people. These
businesses account for 97% of all businesses in Brisbane. Apart from generating jobs around the
city, most of these small businesses supply goods and services within their local communities and
make a significant contribution to the liveability of our neighbourhoods and communities.
Council understands a healthy small business sector is an important factor in a city’s liveability and
economic viability.
Council’s priorities are to ensure the built environment and transport infrastructure supporting these
small businesses delivers a vibrant and growing marketplace. It is also important to ensure these
businesses are aware of opportunities to improve and strengthen their performance through
innovation and digital business applications.
Key deliverables to support the small business community include:

investment in transport and community infrastructure to create strong and accessible
precincts

improving Council services to business through online forms, better web content and selfservice tools

conducting regular business forums

encouraging take-up of digital technology

providing economic snapshots, newsletters and other advice to ensure businesses are kept
up to date with new opportunities.
Supporting local businesses
Small and medium businesses were supported in 2013-14 with the continuation of free Lord
Mayor’s Business Forums and Business Excellence Workshops.
Eight Business Forums were held in locations across Brisbane between September and May, with
more than 950 registrations. Each forum featured different guest speakers who shared their
knowledge and expertise on a range of topics.
The forums were introduced in 2012 and provide an opportunity for attendees to gain insights and
tips from successful business people. They were also designed to allow Council to engage with the
local business community and assist with operating or growing businesses and to provide an
opportunity to share experiences with other business owners.
Of the attendees who provided feedback 91% said they were either satisfied or very satisfied with
the business forums overall.
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Following on from the success of the Lord Mayor’s Business Forums, Council partnered with
Queensland business leaders to deliver the Lord Mayor’s Business Excellence Workshops,
following the pilot of two workshops in 2012-13.
Four half-day workshops were held with a total of 140 attendees. The workshops provided the
opportunity to get advice from Queensland business leaders in a small group (up to 50 people) and
network with speakers and other local business owners. Speakers covered topics such as
developing leadership and creating a performance culture, legal and risk considerations,
developing and communicating your brand and purpose, and funding your business.
Attendees were small business owners from a range of industry sectors, with around half of
attendees saying they had been in business for less than five years. The top two reasons people
attended the workshops were they were looking to grow their business and they wanted to expand
their knowledge.
Program 7: Customer Focus
Council will be a customer-focused organisation that is
dedicated to customers: everyone, everywhere, every time.
What we do

Listen to and understand customers’ needs

Meet commitments made in the Customer Charter

Deliver on customer expectations

Set and deliver on customer service standards

Guide community engagement
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Key Highlights
>7.3 million customer contacts with Council
92% of resident customers are satisfied with the level of service provided through Council’s phone,
online, and face-to-face channels
82% of customer calls are answered within 20 seconds
92% satisfaction rating for Council’s dedicated Business Hotline 133 BNE from business customers
43,972 calls answered by Council's Business Hotline 133 BNE
78,422 incident reports through the Eyes in the Suburbs initiative
Overview
Council recognises the importance of customer service and encourages and supports all
employees to provide responsive, accessible and convenient service to customers.
The Customer Focus program delivers on the commitments made in Council’s Customer Service
Strategy and has a corporate responsibility for driving a customer-focused culture, setting customer
service standards and guiding community engagement. The program ensures customers’
perspectives are considered in the development and delivery of strategies and services.
The Customer Focus program aims to:

provide seamless service to our customers across the whole of Council

recognise customers have strong voices and are key partners in planning, decision making
and the work we do

ensure employees in every role and at every level of the organisation are proud to serve
customers

value all customers equally and take their individual circumstances and preferences into
account

provide a transparent service, resolve requests promptly and deliver on our promises

drive improved services and stronger customer confidence.
The program will continue to monitor and better understand customer satisfaction. It will actively
address customer dissatisfaction by identifying persistent service problems and helping Council
work units to address them.
Performance – key results and achievements
7.1 Engagement
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.
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Key results for 2013-14

Presented community engagement opportunities for the development of Brisbane City Plan
2014 at 23 events.

Delivered face-to-face engagement with the community on Brisbane City Plan 2014 during
Industry Week events in June.

Developed community engagement activities to inform future planning for the City Botanic
Gardens.

Delivered five community workshops, as well as three Talk to a Planner sessions for
neighbourhood planning activities.
7.2 Service delivery
Council provides multiple access points to Council to meet customer requirements and manage
these contact points for the benefit of business, resident customers and Council.
Key results for 2013-14

Implemented improvements to Council’s Contact Centre channels including mail, face-toface, telephone and social media.

Completed and implemented Council’s new customer relationship management solution to
provide an even higher level of service to residents and business customers.

Handled over 1.2 million customer enquiries through the Contact Centre.

Received high satisfaction ratings from customers surveyed:

92% of businesses and 94% of residents found it was easy to contact Council through the
channels provided

92% of businesses and 94% of residents were satisfied with Council’s ability to respond to
requests for service

89% of businesses and 91% of residents found Council employees competent

92% of business customers were satisfied with Council’s dedicated client management
Business Hotline 133 BNE.

Answered 43,972 calls via Council's Business Hotline 133 BNE.

Managed 1440 social media service requests from business and resident customers.

Issued more than 418 film, festival and event permits through Council’s Filming and Events
Approvals Liaison Office.

Received 78,422 incidents reports through the Eyes in the Suburbs initiative. This initiative
rewards residents for being proactive in reporting maintenance issues.

Resolved 75% of business enquiries at the first point of contact.
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
Implemented a customer reference guide on lodging a tender application through Council’s
new Supplier Portal.

Implemented the Light up Brisbane and Hang a Bridge Banner on selected Council assets,
providing business and community groups the opportunity to promote their events.
Processed 33 applications to light up the Story Bridge and displayed 100 bridge banners in
the city.
7.3 A Council easy to do business with
The Customer Focus Vision is achieved by developing across Council customer focused processes
and a customer focus culture aligned to customer needs and expectations.
Key results for 2013-14

Received high satisfaction ratings from customers surveyed:

84% of businesses and 79% of residents believed Council is dedicated to its customers

91% of businesses and 92% of residents were satisfied Council understands their needs.

Delivered refreshed customer focus training to 784 Council employees.

Developed and adopted Customer Contact Principles across the organisation.

Implemented a lost property reduction trial at Toowong and Carina bus depots (the depots
with the highest amount of lost property received).
Challenges
Technology advances
Advances in digital technology continue to raise customers’ expectations regarding their contact
with Council. This, coupled with a growing population and customer base, presents an ongoing
challenge for Council to keep up-to-date while remaining customer focused and cost effective.
Council’s Customer Focus program meets this challenge by continually improving processes and
systems and ensuring consistency in customer service across all Council channels and work units.
During 2013-14, the Food Business Assist project addressed a number of concerns including
increasing industry compliance and identifying ways to help reduce application assessment
timeframes. The team also conducted a lost property reduction trial aiming to reduce lost property
in both Brisbane Transport and Council's Contact Centre.
The program helps enable system integration across Council to provide a ‘one customer view’. This
allows officers in Council work units and the Contact Centre to see all requests from a customer in
one place.
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Food Licensing
Brisbane’s culinary culture continued to boom in 2013-14, with 40% of calls to Council’s dedicated
Business Hotline 133 BNE related to food business enquiries.
Council received 450 applications for new temporary food stalls, 626 new design assessment
applications and 1325 new food business licence applications.
From these calls the Customer Focus team undertook targeted market research aimed at
understanding the specific needs of food industry customers, which led to the launch of the Food
Business Assist project.
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The project helped prospective food business owners find helpful information online when applying
for a licence. It also increased understanding of the application process and improved
communication from Council about the status of applications.
New online resources are now available for customers to use when undertaking the planning,
design and fit-out of their new fixed location food business including information about preparing
an application, avoiding common application problems, a final inspection checklist and technical
diagrams.
The new process helped decrease application assessment timeframes from an average of eight
business days to five, providing customers with an opportunity to commence trading sooner.
All resources are in the process of being translated into Korean, Simplified Chinese and Traditional
Chinese to ensure they are accessible to culturally and linguistically diverse communities and
further increase customer understanding.
The improvements made have so far proved a great success, with first contact with the customer
now made in an average of two business days, down from five business days. This is supported by
a week-on-week reduction in application follow-up phone calls to the business hotline, freeing up
valuable resources.
Council will continue to send email acknowledgements and application progress updates at
designated intervals to applicants in 2014-15.
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Program 8: City Governance
City Governance is open, transparent and delivers value for money community outcomes through
strategic planning, risk management, information services and sound financial management. The
community is engaged in, and all of Council’s plans are directed at, achieving the Brisbane Vision.
What we do

Councillor, committee and executive support

Listen to the community

Intergovernmental relations

International activities and multicultural affairs

Disaster preparedness, response and recovery

Financial management and planning

Property management

Procurement

Risk management

Support services

Strategic planning

Legal services

Human resources

Corporate communication and advertising

Information and communications technology

Internal audit services, ethical standards and corporate security

Complaints and disputes resolution

Right to Information
Key Highlights
10,204 new registrations to the Early Warning Alert Service taking the total to over 87,000
subscribers
84% of residents say the Living in Brisbane newsletter helps them to be better informed
Completed roll out of BaSE Release 1
2000 delegates from over 104 international cities attended the Asia Pacific Cities Summit
6000 customers responded to through Lord Mayoral correspondence
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Launched the Business in Brisbane newsletter to support local businesses
Overview
The City Governance program aims to ensure Council is an accountable, effective and transparent
local government that practises strong financial management to deliver outcomes that serve
Brisbane’s community.
The program provides effective city governance by developing an organisation that is flexible,
adaptive and future focused, in which employees have the commitment and capability to deliver
cost-effective community and customer services.
Performance – key results and achievements
8.1 Civic administration and support
Council delivers effective and open government through legislation, support for elected
representatives and community participation in transparent, fair and accessible elections.
Key activities for 2013-14

Adopted a new Information Privacy Policy to support the implementation of the Information
Privacy Act 2009 requirements.

Engaged with the community by responding to more than 6000 pieces of Lord Mayoral
correspondence.

Provided 32 business scholarships through the Lord Mayor’s Multicultural Round Table to
assist those from a migrant background obtain business qualifications in Brisbane.

Hosted 148 civic events including seven citizenship ceremonies and a Keys to the City
event for the Queensland Police Service for 150 years of service. Other events included a
victory parade for the Brisbane Roar and a Sorry Day ceremony.

Provided ongoing administrative support to ward offices.

Provided ongoing administration support to 32 Council and 177 committee meetings.
8.2 Regional and international activities
Council advances the community’s interests by developing and maintaining strong regional and
international relationships that offer economic development opportunities.
Key activities for 2013-14

Delivered the 2013 Asia Pacific Cities Summit (APCS) in Kaohsiung in September,
attracting more than 2000 delegates from more than 104 international cities across
Australasia, the Middle East, Africa, Europe, North and South America. Highlights of the
summit included:

an opening ceremony with 1200 attendees including senior government representation from
85 international cities in the Asia Pacific region and beyond these included the Middle East,
Africa, Europe, North and South America
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
the attendance and participation of Brisbane and Queensland delegates in more than 150
pre-scheduled business matching appointments

the attendance of Brisbane businesses at keynote speeches delivered by Cher Wang,
founder of HTC technologies and Ken Livingstone, former Mayor of London

the largest representation of South East Queensland mayors at an APCS, with nine in
attendance

more than 100 international participants attended the Young Professionals Forum

an official handover of the Summit’s return to Brisbane.

Hosted a Lord Mayoral Business Mission to Hong Kong, Shenzhen, Chongqing, Chengdu
and Kaohsiung in September 2013, which was attended by Brisbane businesses.

As a result of the business mission and APCS, more than $200 million in business deals
have been delivered for Brisbane.

Marked the 20th anniversary of Council’s sister city relationship with Semarang in 2013.
Brisbane and Semarang’s relationship involves business and civic exchange including
health and medical practices, education, journalism and strong collaboration with Griffith
University.

Enhanced Brisbane’s profile locally, nationally and internationally, including the
implementation and coordination of regional initiatives such as regional planning,
infrastructure, housing affordability and water reform in collaboration with the Council of
Mayors South East Queensland and the South East Queensland Councils’ CEOs’ Forum.

Delivered support to councillors attending the:

Local Government Association Queensland conference

Australia Local Government Association conference

Council of Mayors (South East Queensland) board and committee meetings

Council of Capital City Lord Mayors.
8.3 Strong and responsible financial management
Provide sound financial management and planning to deliver community services, infrastructure
and leadership that will support Council to achieve Brisbane Vision.
Key activities for 2013-14

Council retained its ‘strong’ Queensland Treasury Corporation credit rating with an outlook
of ‘neutral’.

Managed more than $30 million in Queensland Reconstruction Authority flood recovery
claims submissions arising from the Australia Day 2013 storms, and progressed restoration
claims for Riverwalk and Ferry Terminals that were damaged in the January 2011 floods.

Delivered a balanced budget for annual budget development and budget reviews.
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
Successfully implemented Release 1 of Business and System Efficiency (BaSE) Program
(Finance and Procurement stream), including the transition from a purchaser/provider model
to a new cost allocation business model.
8.4 Value for money
Council responsibly manages ratepayers’ money expended in its businesses and in the delivery of
its services through a centre-led, value for money procurement process.
Key activities for 2013-14

Reviewed and re-negotiated 84 existing contracts to ensure continued value for money.

Negotiated 83 new contracts for goods and services including bus parts, passenger and
light commercial vehicles, printing services, trucks, landscaping supplies, turf services,
arboriculture and tree planting.

Hosted an industry briefing day on the new Buyer Portal, which is part of the SAP Solution
and is being delivered by the BaSE Program.

Attended eight Lord Mayor's Business Forums to support Council’s objective in nurturing
local business growth and in attracting new businesses to Brisbane.

Rolled out the Procurement module of the BaSE project to improve procurement processes
and systems across Council. The system is being used by internal and external suppliers.
8.5 Risk management
Service delivery is assured through management of risk.
Key activities for 2013-14

Completed the bi-annual Corporate Risk Profile, reviewing risk ratings and controls across
the organisation.

Simplified and refreshed risk management and compliance frameworks.

Renewed corporate commercial insurance and liability programs for 2014-15 achieving
below expected costs.

Reviewed Council’s Compliance Framework.

Optimised the value of the insurance program, which includes purchasing commercial
insurance, membership of Local Government Mutual Queensland and self-insurance of
specific risks, through reducing the total cost of insurable risk to less than 0.8% of total
Council revenue.
8.6 Managing Council’s business
Council is efficient, effective and transparently managed.
Key activities for 2013-14

Implemented BaSE Release 1 to deliver an integrated system for finance and procurement,
while maintaining service targets in the Support Services Centre.
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
Commenced work on BaSE Release 2, which is on schedule for deployment in the core
business areas of human resources, payroll, assets and works management in early August
and September 2014.

Continued to implement the Future Council Organisational Strategy, which is the framework
that guides how Council operates to deliver value for the city.

Launched a Solution Centre to provide advice and support to Council employees on
business processes. This includes an intranet-based self-service solution HelpZone and an
internal call centre HelpPhone.

Increased efficiency for revenue management through the launch of new initiatives
including:

Using SMS to collect unpaid animal registrations. Currently up to 40% of unpaid animal
registrations are resolved using this quick and efficient service

The License and Fee Inspection Project which uses an innovative map-based tool called
Council’s Geographical Use of Land Locator (CGULL) to analyse various Council data to
pinpoint possible unlicensed businesses.
8.7 Employer of choice
Council’s workforce will be affordable, capable, productive, adaptable and effective to deliver the
vision for the city and to provide good value to the community.
We will:

attract, develop and retain skilled, motivated employees

plan and manage human resources cost effectively

develop industrial frameworks to deliver a scalable, affordable and agile workforce.
Key activities for 2013-14

Launched a new performance leadership conversation feedback survey, with more than
90% of respondents valuing performance leadership conversations with their team leaders
and managers.

Recruited 24 new apprentices bringing the total number of fulltime apprentices in Council to

150. The apprentices are working toward trade qualifications in fields including engineering,
automotive and horticulture.

Placed 23 people in Talent Pipeline roles across the organisation to meet future business
needs by planning for succession. Disciplines include engineering, geographic information
system (GIS) and project management.

Continued to grow staff participation in online training with more than 58,000 registrations
for online learning programs in 2013-14, with a completion rate of 84%.

Continued to support change initiatives by delivering 60 workshops and 202 one-on-one
coaching sessions to 984 employees.
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8.8 Corporate communication
Council’s communication is strategically aligned with its organisational goals, objectives and
priorities and delivers maximum impact and value for both the community and Council.
Key activities for 2013-14

Achieved more than 140 million impressions on Council’s social media channels, an
increase of 47% on the previous year.

Worked with the Economic Development program to develop and launch the quarterly
Business in Brisbane newsletter for local businesses in both print and online formats.

Continued to refine the layout and content of the Living in Brisbane newsletter. This has
yielded sustained positive results, with 87% of readers saying the layout was easy to read
and 84% reporting it helps them be better informed – the highest results ever received.

Completed an accessibility audit of Council’s corporate website, with 34,789 errors
resolved, bringing compliance with the Web Content Accessibility Guidelines (WCAG) 2.0
AA level of total online accessibility to 97%.

Completed the migration of Council’s corporate website content management system to
Drupal (an open source platform) and developed a new website design.

Established a dedicated Cultural and Linguistically Diverse (CaLD) Communication and
Awareness team, primarily targeting Brisbane’s Chinese and Korean communities.

Introduced dedicated in-language content and webpages on Council’s corporate website in:


Korean

Simplified Chinese

Traditional Chinese

Vietnamese

Arabic.
Established social media channels in Korean, Simplified and Traditional Chinese, achieving
more than 100,000 impressions in six months and a 98% positive sentiment rating among
audiences.
8.9 Information and communications technology
Council utilises information and communications technology (ICT) effectively to improve business
functions and deliver benefits to the community and Council.
Key activities for 2013-14

Trialled a customer service pod at Indooroopilly Shopping Centre to provide increased
customer engagement channels to the community.

Conducted security audits of Council’s ICT infrastructure to assess its resilience.

Enhanced Council's ability to view and download footage from CCTV systems.
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

Assisted other Council program areas to develop and deliver new ICT systems including:

Flood Information Online

Road Surface Inventory (RSI) System Project

Local Disaster Coordination Centre (LDCC) Enhanced Disaster Management System
(Stage 1).
Hosted an ICT industry event in December to promote a new approach to ICT and the
digital economy. It was attended by 250 people.
8.10 Disaster response and recovery
Council plans, organises, coordinates 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 natural and man-made disasters.
This outcome contributes to making Brisbane a friendly, safe city.
Key activities for 2013-14

Delivered Council’s All Hazards Brisbane Ready for Summer campaign with the campaign
expanded to include targeted Culturally and Linguistically Diverse (CaLD) communities and
business audiences.

Continued to deliver the Early Warning Alert service, with 10,204 new registrations. This
takes the total number of subscribers to more than 87,000.

Completed 154 of 177 (87%) of the recommendations under the Flood Action Plan, with all
remaining work on track to meet agreed timeframes.

Conducted internal and external disaster management training exercises, with multi-agency
partners, to test Council’s Local Disaster Management arrangements and proficiency at
operating with multiple agencies.

Delivered training to more than 10% of Council’s permanent workforce in Queensland
Disaster Management Arrangements, the Brisbane Incident Management System and Local
Disaster Coordination Centre functional group requirements.

Increased Council’s disaster management volunteer workforce from 500 to more than 700
trained staff.

Conducted more than 80 disaster management training sessions with 1504 participants,
including Council staff and external stakeholders.
Challenges
A sustainable city and Council
South East Queensland is one of the fastest growing regions in Australia. With Brisbane at the
centre of the region, Council faces an ongoing demand for asset creation and maintenance and the
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delivery of community services. These demands put pressure on Council’s budget. Council is
addressing this through transformational productivity improvements such as the Business and
System Efficiency (BaSE) Program, as well as by supporting the growth of Brisbane’s economy
through its Unique Window of Opportunity initiatives.
G20 Leaders Summit
In November 2014, Brisbane will host the Group of Twenty (G20) Leaders Summit, the principal
forum for international economic cooperation and decision-making.
The economic benefits to Brisbane are expected to run in excess of $100 million, with ongoing
tourism benefits and international business interest generating long-term investment and fostering
more international business relationships.
Council will work closely with residents and businesses to ensure the city remains open and
accessible throughout the event. Services such as waste collection, public transport and street
maintenance will continue with as few disruptions as possible.
Council’s aim throughout the event is to balance the needs of Brisbane’s businesses and residents
with the safety and security requirements of the Australian and Queensland governments.
All Hazards – Brisbane Ready for Summer Campaign
Each year Council delivers an All Hazards Brisbane Ready for Summer Campaign. The campaign
aims to raise the awareness of Brisbane residents to South East Queensland’s unpredictable
summer weather; encouraging our community to be resilient and better prepared. In 2013-14, the
campaign took an all-hazards approach to reduce the impact of risks associated with living in a
subtropical climate. That meant focusing on severe weather, storms, heatwaves, bushfires, king
tides and creek and river flooding.
Residents and businesses were encouraged to take simple, low cost steps to reduce their risk, by
preparing their home and family and having an up to-date emergency plan and kit.
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Outreach was also widened, with campaign communication tools and content expanded to reach
Culturally and Linguistically Diverse (CaLD) community members and business audiences.
As part of Council’s ongoing commitment to prepare Brisbane for severe weather, it conducts
regular research to ensure the All Hazards – Brisbane Ready for Summer Campaign is effective.
The overall results indicate residents are happy with the provision of information, tools and services
that were promoted through the campaign.
Research conducted during and after the campaign showed an increased awareness among
residents to the risk of severe weather.
Registration for the free Severe Weather Early Warning Alert Service grew by 13.4%, with more
than 87,000 residents now registered to receive a real-time alert if their property is at risk. An
optional survey is offered to residents immediately after signing up to the Severe Weather Early
Warning Alert Service. The number of people choosing to take part in the campaign survey rose to
47%, an increase of 14% on the previous year.
Resident engagement on Council’s social media channels also increased, resulting in almost
670,000 views of social media pages.
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Progress and performance – businesses
In this section
Brisbane Transport
Field Services Group
City Parking
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Brisbane Transport
Brisbane Transport is one of the largest bus operators in Australia and Brisbane’s major provider of
public transport. Brisbane Transport’s objective is to provide frequent, reliable and safe services
with more buses, more often, and at the most comfortable standard possible for our passengers.
What we do
Brisbane Transport has a bus fleet of more than 1200 modern, well maintained, clean and carbon
neutral buses, and strategically positioned depots to ensure services are delivered reliably,
efficiently and safely.
Brisbane Transport’s bus services include:
• public transport network bus services
• school services
• charter and special event services
• City Sights tours.
Highlights
77.8 million passengers carried on Council’s bus fleet
3.09 million passenger trips
1234 buses in the fleet
90 new rigid equivalent buses added to the fleet
94% of buses are wheelchair accessible
100% air-conditioned fleet
67% of buses are enhanced, environmentally friendly vehicles
Overview
Brisbane Transport is responsible for providing frequent, reliable and safe transport to
approximately 77.8 million resident and visitor passengers.
In 2013-14 the fleet of 1234 buses travelled approximately 71 million kilometers, delivering
scheduled network passenger bus services including high frequency BUZ and Blue and Maroon
Glider services; school services; charter and special event services; and City Sights tours to
Brisbane’s residents and visitors.
The services include non-commercial and community bus services and concessional travel for
senior citizens, full-time university students, school students and disadvantaged members of the
community.
The demand from people choosing Council bus services as their preferred mode of travel,
especially during peak periods, continues to be strong despite economic and financial constraints.
Brisbane Transport’s bus services help Council meet social and environmental objectives and
facilitate economic growth. More people catching buses and leaving their cars at home means less
traffic congestion and less impact on the environment from private vehicle emissions. Brisbane
residents and visitors are encouraged to ‘think public transport first’.
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Brisbane Transport continues to meet the demand for public transport with new, environmentally
friendly buses, strategically located depots, effective operational management systems and
improved integrated services.
Annual performance plan report
Customer satisfaction with bus services was maintained over the year as reported by Translink in
its customer satisfaction survey data.
Brisbane Transport receives partial funding from Council for the services it operates. Community
Service Obligation funding by Council is reported in Brisbane Transport’s Budgeted Income
Statement.
Performance – key results and achievements
Key results for 2013-14
• Added 90 rigid equivalent, low-floor, low-emission, air-conditioned buses to the fleet. These
new buses provide comfort and accessibility for passengers.
• Worked with Moving Brisbane to increase the proportion of wheelchair accessible buses in
the
• fleet to 94%.
• Reduced the average age of the buses to 6.78 years – one of the lowest fleet ages in
Australia.
• Introduced 15 additional high capacity, 14.5 metre buses with 25% more passenger
capacity than
• the standard 12.5 metre buses, bringing the total number of these vehicles to 157.
• Contributed to a more sustainable bus fleet by replacing retired vehicles with buses that
meet
• Enhanced Environmentally Friendly Vehicle standards, produce 85% less nitrogen oxide
and
• 90% less particulate matter pollutants than the retiring buses.
Bus Services
• Delivered 3.09 million trips.
• Opened a new depot at Eagle Farm in October.
• Travelled 71 million kilometres.
Patronage
• Carried 77.8 million passengers. This figure means patronage has grown by 66% since
2002-03.
• Improved network scheduling and efficiency
• Implemented the South East Queensland Bus Network Review in two stages in July and
October.
• The review was initiated by TransLink.
• Carried more than 20,000 passengers daily to the City via the Captain Cook and Victoria
bridges during the morning peak period. To achieve the same result using private cars, the
Captain Cook Bridge would need an extra 7.5 inbound lanes.
• Carried more than 30,000 passengers daily to the University of Queensland.
Safety and Security
• Installed an additional 57 CCTV cameras in Council buses, bringing the total number of
CCTV
• equipped buses to 683.
• Continued to implement Council’s Zero Harm policies to reduce the risk of passenger
injuries.
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•
•
This is demonstrated by continuing decreases in passenger injury claims per kilometre
travelled, as
well as public accident and injury claims per bus.
Employees
• Conducted 37 Bus Operator Safety Refresher training programs, attended by 648 bus
operators.
• This program updates operators on workplace health and safety, driving skills, operational
practice, and supports Council’s Zero Harm strategy. Feedback from operators was strongly
positive.
• 176 bus operators attended corporate Customer Focus workshops with 100% satisfaction
rating.
Challenges
Standard of public transport and improving accessibility
Council owns and maintains an extensive network of public transport infrastructure. This must be
upgraded to improve accessibility for all residents.
The Disability Discrimination Act 1992 (DDA) mandates 100% compliance of public transport
infrastructure by December 2022 and significant investment is being made to meet this
requirement.
Increased demand for service enhancements and improving accessibility continue to be key issues
for public transport users.
Brisbane Transport continually reviews the operation of its network services to drive efficiencies in
delivering public transport.
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The Maroon CityGlider
The Maroon CityGlider marked its first year of operation in February and had carried more than
1.05 million passengers by the end of financial year.
The high frequency, pre-paid service provides access to many of the city’s iconic entertainment and
sporting locations, including the Cultural Centre, South Bank Parklands, Suncorp Stadium and The
Gabba.
A month after launching in February 2013, the Maroon CityGlider was averaging more than 14,300
passengers a week. By end of financial year, the service recorded an impressive average of 23,700
passengers per week.
In response to public feedback an additional bus stop was added to the Maroon CityGlider route in
October as part of the Brisbane Network Review, which has further enhanced the service’s
popularity.
The new stop at the Bardon shops on MacGregor Terrace has provided residents with a more
effective peak hour service to the city, as well as direct access to southern locations such as the
Mater Hospital.
The new Maroon CityGlider stop was one of the highlights in an impressive financial year for
Brisbane Transport, which operates one of the largest and youngest 100% air-conditioned bus
fleets in Australia.
Brisbane Transport carried approximately 77.8 million passengers in 2013-14, travelling
approximately 71 million kilometres which equates to 180 trips from earth to the moon.
It also delivered special services for 80 events, ranging from pop concerts to football games and
cricket matches. It is estimated that these services carried in excess of 900,000 passengers.
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Field Services Group
Field Services Group is tasked with the delivery of civil construction and maintenance service to
Council in conjunction with the high-level management of service contracts.
The role of the Field Services Group is to be a competitive provider of quality and value for money
services to Brisbane ratepayers as principal customers.
What we do
Field Services Group delivers a broad range of products and services.
• Civil construction
• Quarry products
• Asphalt manufacture and laying
• Waste management
• Park maintenance
• City cleansing
The group contains six branches.
• Asphalt and Aggregates
• Construction
• Urban Amenities
• Operational Services
• Asset Services
• Waste Services
Key Highlights
Resurfaced the Story Bridge, Hawthorne Road, Coronation Drive and Stanley Street
103,528km of road swept
>30 million wheelie bins collected
>40km of concrete kerb and channel works completed
80,436 ha of at risk areas treated through ground-based mosquito program
147,163 stormwater gullies serviced
>300 tonnes of reusable items sold at Tip Shops
Cut 79,115 ha of grass in parks and along roads
Overview
Field Services Group is tasked with the delivery of civil construction and maintenance service to
Council in conjunction with the high-level management of service contracts.
Since formation in July 2011, Field Services Group has pursued initiatives to deliver savings to
Council and productivity and value to customers.
Field Services Group works across Council’s programs: Clean, Green and WaterSmart City;
Moving Brisbane; Future Brisbane; Your Brisbane; and Public Health and Safety.
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Performance – key results and achievements
Quality civil construction and maintenance services to Council
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.
Key results for 2013-14
Delivered a $70 million road resurfacing and maintenance program to improve the city’s road
network, including:
-
218 roads resurfaced ranging from suburban streets to major arterial roads
243,000 tonnes of asphalt laid as part of the road resurfacing capital program
more than 120,000 tonnes of asphalt and granular pavement recycled from
road resurfacing projects
repair of more than 72,000 individual potholes.
•
Delivered 13,514 m2 of concrete for new bikeways and 3685 m2 of concrete to replace
existing bikeways.
• Delivered new or upgraded footpaths for almost 200 streets with more than 31,532 m2 of
concrete delivered for new footpaths.
• Completed and installed 40.4 km of concrete kerb and channel works.
• Completed the Story Bridge Lighting Project, replacing 496 traditional sodium vapour lights
with LED lights, resulting in a 30% reduction in energy consumption. The project which
commenced in 2012-13 and was completed in 2013-14, reduced maintenance costs and
improved safety for workers, while allowing for a wider range of colour and dynamic lighting
options.
• Completed upgrade works to shared path bridges (pedestrian and cyclists) on Royal
Parade, Ashgrove and Bishop Street, Kelvin Grove, after both bridges were destroyed in the
Australia Day Storm Event 2013.
• Installed 5.1 km of new stormwater drainage across the city to minimise the impact of storm
events on the drainage network.
• Streamlined the delivery of the ground-based mosquito program which treated 80,436 ha of
at-risk areas across the city, through reconfiguring the process for treatment runs and
aerial-based support.
• Pressure washed 614,868 m2 of public space.
• Removed 2800 tonnes of waste from Brisbane’s roads and streets, in addition to normal
waste collections.
• Collected more than 91,000 tonnes of recyclable materials from kerbside wheelie bins.
• Collected more than 30 million wheelie bins across the city.
• Serviced more than 2000 parks including:
- 72,700 barbecue cleaning services performed on more than 1000 barbecues
- 63,388 toilet cleaning services performed on more than 200 public toilets
- responded to more than 45,000 requests for service.
Field Services Group
• Delivered 50 playground upgrades, 18 new playgrounds, 28 picnic facility upgrades and 16
dog off-leash areas in parks across the city.
• Cut 79,115 ha of grass in parks and along roads (57,648 ha in parks and 21,467 ha along
roads).
• Performed maintenance works on 64,831 street trees and 17,642 park trees.
• Swept more than 103,528 km of road.
• Responded to 25 wildfires.
• Opened a new State Emergency Service depot at Anstead.
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Challenges
Business and System Efficiency and Improvement
Continuing to improve efficiency and productivity remains the key challenge for the Field Services
Group.
The new Business and System Efficiency (BaSE) Program provides an ICT system to manage and
improve the services delivered by the Field Services Group.
The new system will allow for an integrated approach to the planning and scheduling of work via
mobile devices. This will soon be deployed to field workers, delivering a new method for job
allocation and data capturing. The streamlined solution is aligned with a self-service model which
will drive efficiency and improve internal processes while enhancing the capability of employees.
This will be a significant advance for the Field Services Group and will provide benefits in service
delivery for both employees and customers.
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Story Bridge resurfacing
Brisbane City Council’s $1 million resurfacing of the Story Bridge in January ensured one of the
city’s most iconic structures will remain safe and durable for decades to come.
The works involved replacing the bridge’s entire existing asphalt surface, which was laid in 1994, to
eliminate the need for small ongoing repairs which would disrupt one of Brisbane’s busiest travel
routes.
More than 530 tonnes of asphalt were laid as part of the three-day project, covering a surface area
of 8000 m² and involving the work of more than 250 Council staff, contractors, traffic controllers and
police.
Construction was carried out over the first weekend of January to minimise disruption to the
bridge’s many commuters, which currently numbers approximately 30,000 motorists per day.
The Story Bridge resurfacing was carried out on top of Council’s major citywide 2013-14 road
network resurfacing program, where $70 million was spent on projects involving resurfacing and
maintaining suburban streets.
A major highlight of the program was the $2.47 million restoration of Coronation Drive in March and
April, which involved laying 10,920 tonnes of asphalt covering 34,100 m².
The project greatly improved safety for motorists travelling in both inbound and outbound directions
between Patrick Lane and Cribb Street by reconstructing road underlays and resurfacing
the area.
Council’s resurfacing schedule was complemented by a robust pothole and pavement repair
program, which was supported by Council’s Eyes on the Streets initiative where residents could
phone in local repair jobs to a dedicated hotline.
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More than 1000 pavement repair jobs and 72,000 individual pothole repairs were carried out by
Council, greatly improving the safety and amenity of local streets.
City Parking
City Parking provides management services for large undercover car parks, on-street metered
parking and temporary and event parking.
What we do
•
•
•
•
Management of on-street metered parking
Temporary and event parking
Management of King George Square and Wickham Terrace car parks
Implementation of advanced parking management systems
Key Highlights
93% rating for off-street car parks
5.4 million parking metre transactions
Commenced upgrade to 1100 parking meter facilities enabling tap’n’go credit card payment
Trialled a tyre fitting and vehicle servicing valet service in the King George Square Car Park
Overview
City Parking’s objective is to meet customer needs and contribute to both liveability and economic
outcomes by delivering accessible and reliable parking services.
In this role City Parking:
• provides competitive car parking services to all customers
• ensures customer focused service
• acts to ensure the security of Council monies and assets
• maintains best practice infrastructure.
The effective management of parking bays within the CBD and inner-city suburbs helps to provide
an accessible, connected city for all users. The provision of paid parking spaces supports the
economic viability of the city by managing equitable access to surrounding land uses.
Annual Performance Plan Report
A customer satisfaction survey conducted in February 2014 revealed an overall satisfaction level
of 93% in our off-street car parks.
While there has been an industry wide drop in demand for CBD off-street parking, the turnover of
on-street parking spaces improved substantially.
Performance – key results and achievements
Key results for 2013-14
• Undertook preparation works for the roll-out of upgrades to all parking payment facilities in
Brisbane in accordance with industry standard credit card security requirements. The
upgrade, which will be deployed in 2014, will further enhance card security for residents and
provide a tap ‘n’ go payment option.
• Continued to work with event organisers across Brisbane on the development and
deployment of traffic management plans for event days. These plans minimise congestion
and enhance public safety around events.
• Achieved a 93% customer satisfaction rating in a survey of the King George Square and
Wickham Terrace car parks.
• Trialled a tyre fitting and vehicle servicing valet service in the King George Square car park.
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•
•
Relocated the parking meter maintenance depot to Council’s Green Square building
enabling faster response and access to meters with operating issues.
Introduced earlybird pricing at King George Square car park, offering all day parking at a
rate of $20 per day for vehicles entering the car park before 7am weekdays.
Challenges
Creating awareness of Council’s underground car parks
Increasing awareness of Council’s underground car parks and its competitive weekend pricing
structure is an ongoing challenge.
In 2013-14 Council commenced developing a website to promote reasonably priced parking in
the city and has introduced signage and internal facility upgrades. This complements the
competitive earlybird pricing introduced at King George Square car park in June 2014.
Changing technology and credit card industry requirements
Council continues to invest in technology upgrades and improvements including the replacement of
control boards in parking meter facilities. Early indications show a marked improvement in
performance of keyboards which will lead to improved customer satisfaction.
Flexible parking solutions
Council has continued the development of a range of initiatives designed to make parking in
Brisbane more convenient and affordable for the community.
As part of Council’s investment in parking this year, the city’s electronic meters were upgraded to
have their mainboards, modems and internal card readers replaced to meet new industry standards
that allow for greater credit card security and contactless payment.
Council also initiated the rollout of tap ‘n’ go credit card readers across its electronic parking meter
network to make the payment process easier and more convenient for residents and visitors to
Brisbane. External contactless card readers have already been installed on 215 meters and will be
fully operational in mid to late 2014 following commissioning.
The upgrade will allow customers to use either MasterCard PayPass or Visa payWave for parking
meter payments across the city, offering increased flexibility and a faster processing time.
Customers will have the option of inserting their card into the reader for payment or simply tapping
their card against the external card reader.
Drivers of full electric and hybrid vehicles can access discounted parking at Wickham Terrace car
park in Fortitude Valley, with 624 car spaces available, and King George Square car park in the
CBD, with 550 car spaces available. Motorists driving these vehicles pay only half the casual day
parking fee from 5.30am to midnight Monday to Friday, from 7am to midnight on Saturday and from
7am to 11pm on Sunday.
Customers can also use free electric car recharging facilities at King George Square car park.
There are two specially marked parking bays on Level B offering this free service as part of
Council’s commitment to making Brisbane a cleaner, greener city.
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Community financial report
In this section
Financial summary
Revenue
Expenses
Assets
Liabilities
Community equity
Measures of financial sustainability
Rates: Fair and equitable rates and rates
concessions
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This report summarises Council’s financial position at 30 June 2014 in simple terms.
Council continues to maintain best value for money for ratepayers and customers. We maximise
resources available for essential initiatives such as roads, public transport, parks and libraries.
Financial Summary 2013-14
$2.26 billion revenue
$2.9 billion expenditure
$22.2 billion assets
$3.19 billion liabilities
Strong credit rating
$19.0 billion community equity
Revenue: Where did the money come from?
Council received $2.26 billion in revenue and other income. The largest contribution was due to
rates and utility charges, which totalled $861 million (after discount and pensioner remissions).
Total revenue increased by $385 million (21%) on the previous year. Principal movements
included:
• rates and utility charges increased by $49 million mainly due to an increase in the number of
rateable properties and increases in general rates
• donations, contributions, subsidies and grants increased by $384 million mainly due to a
$300 million grant received from the Federal Government for the Legacy Way project
• interest revenue decreased by $27 million mainly due to a lower interest rate on Council’s
loan to Queensland Urban Utilities
• other revenue decreased by $26 million mainly due to the closure of the Water and Waste
Water Group and the end of a transition arrangement for the supply of materials to
Queensland Urban Utilities.
Expenses: Where was the money spent?
Council spent more than $2.9 billion during the year between operations ($1.8 billion) and capital
projects ($1.1 billion).
Spending on major projects included:
• Major infrastructure
- Legacy Way $364 million
• Moving Brisbane program projects
- open level crossing replacement projects $102 million
- road network resurfacing and maintenance program $70 million
- bus build $42 million
- constructing key bikeway links $22 million
• Flood recovery works
- New Farm Riverwalk $59 million
•
Other major initiatives
- Land acquisition (including Bushland Levy funded) $16 million
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The primary expense components of each program include:
• employee costs
• materials and services
• depreciation
• finance costs
• loss on disposal of property, plant and equipment
• other expenses.
Assets: What do we own?
At 30 June 2014, Council’s assets were valued at $22.2 billion.
The value of property, plant and equipment assets increased mainly due to the revaluation of:
• land $263 million
• roads $800 million
• drainage assets $300 million.
Cash and cash equivalents increased due to a $300 million grant received from the Australian
Government for the Legacy Way project in June 2014.
Liabilities: What do we owe?
Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the
community. The most recent credit review issued by Queensland Treasury Corporation in
September 2013 provided Council with a “strong” rating and “neutral outlook”.
At 30 June 2014, Council’s liabilities totalled $3.19 billion. This was made up principally of:
• loans owing to Queensland Treasury Corporation
• amounts owed to suppliers
• employee leave entitlements.
A significant part of Council’s total liabilities are borrowings associated with funding the construction
of the Legacy Way project. On completion of the project, which is expected to occur in 2015, a
$100 million grant will be provided by the Australian Government. Total project funding from the
Australian Government, including this amount, will be $500 million.
Community Equity
Council’s community equity is defined as its net worth – what we own, less what we owe. At 30
June 2014, Council’s community equity was $19 billion.
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Measures of financial sustainability
The City of Brisbane Regulation 2012 requires that Council reports its results for the financial year
against selected financial sustainability ratios. The ratios, definitions and Council’s results at 30
June 2014 are stated below.
The asset sustainability ratio above includes depreciation for infrastructure assets only, whereas the ratio of the same name included in the
current year Financial Sustainability Statement includes depreciation for all assets.
Council’s current year financial sustainability statement, the related Auditor-General’s report and
Council’s long-term financial sustainability statement are located at the end of the Council’s Annual
Financial Statements in this report.
Queensland Urban Utilities: Water distribution retailer
Council’s Annual Financial Statements show transactions between Queensland Urban Utilities
(QUU) and Council.
Rates: Fair and equitable rates and rates concessions
Council ensures fair and equitable rates to all Brisbane ratepayers. This is achieved by:
• complying with the requirements of Australian and Queensland legislation when making and
levying rates, including National Competition Policy legislation where applicable
• applying the principle of ‘user pays’ where appropriate when making charges so as to
• minimise the impact of these charges on the efficiency of the local economy
• equity by reference to the value or quality of land
• being transparent in the making and levying of rates and charges
• clearly communicating the responsibilities of Council and ratepayers in regard to rates and
charges
• timing the levy of rates to take into account the financial cycle of local economic activity, in
order to assist smooth running of the local economy
• having a rating regime that is efficient to administer.
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In 2013-14 the average rates price increase for owner-occupied residential properties was 3.80%.
Council offers a range of rates concessions in support of a fair and equitable rates system. Council
is guided by the following principles when applying rates concessions:
•
•
•
•
•
equity by reference to the value or quality of land
the same treatment for ratepayers with similar circumstances
transparency by making clear the requirements necessary to receive concessions
flexibility to allow Council to respond to local economic issues
responsiveness to community expectations of what activities should attract assistance from
Council.
In 2013-14, Council offered various rates concessions.
•
•
•
•
•
•
A discount of $60 per year for owner-occupied residential properties and $30 per year for
non owner-occupied residential properties is granted where the full payment of all rates and
charges, including arrears and interest, was made within 30 days of issue of rates notices.
Remissions on pensioner-owned land (in addition to the Queensland Government’s 20%
subsidy). On application to Council:
- pensioners receiving the maximum pension were eligible to receive 40% remission
on rates and charges up to $868 per year
- pensioners receiving a partial pension were eligible to receive 20% remission on
rates and charges up to $404 per year.
Remissions for environmentally sensitive land – owners of properties who have signed
either a Voluntary Conservation Agreement or Land for Wildlife Agreement with Council
were remitted the Bushland Preservation Levy in full
Rate capping was granted on general rates for residential owner-occupied properties at
7.5% and for commercial/non-residential properties in the newly created ‘CBD Frame’ rating
categories at 5.0%. Any increase in general rates was limited to a maximum of the
respective percentages on the previous year’s general rates. Where an increase in general
rates would otherwise have exceeded the relevant percentage, Council granted the amount
in excess as a remission. Rate capping for residential owner-occupiers is known as an
‘owner-occupier remission'.
General rates exemptions – granted to properties used for public, religious, charitable or
educational purposes that conformed to the criteria set out in the annual resolution of rates
and charges.
Council also provided remissions on pensioner water and waste water utility charges
through QUU. Pensioners receiving the maximum pension were eligible for a remission of
$472 per year. Pensioners receiving a part pension were eligible for a remission of $236 per
year
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Corporate governance
In this section
Risk management
Assurance services and ethical standards
Brisbane City Council Audit Committee
The Queensland Audit Office
Complaints management
Right to Information and Information Privacy
access requests
National Competition Policy
Code of Conduct
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Brisbane City Council demonstrates best governance practice in local government.
Effective corporate governance helps ensure Brisbane’s sustainability and liveability. For Council,
this involves open and transparent adherence to legislation, policies, processes and practices to
ensure effective direction setting and decision making, efficient delivery of services and sustainable
development and management.
Brisbane City Council demonstrates good governance through:
• support for elected representatives
• compliance with legislation
• engagement with the community
• planning and reporting
• financial management
• management of risk
• procurement practices
• internal controls
• human resource management practices.
Council recognises transparent, accessible and timely reporting as a key element of good
governance. The City of Brisbane Act 2010 and the City of Brisbane Regulation 2012 also place
obligations on Council to disclose particular matters and to report on Council’s
performance through its Annual Report.
This Annual Report incorporates reporting and disclosures including:
• an assessment of Council’s performance in implementing its Corporate Plan (see Corporate
Plan scorecard)
• an overview of Council’s strategic planning framework
• an overview of Council’s long-term planning and strategy to ensure financial sustainability
• Council’s annual financial, current year and long-term financial sustainability statements and
associated Auditor General’s reports (in Annual Financial Statements)
• reporting on Council’s performance in implementing its Annual Plan across core program
areas and business units (in Progress and performance sections)
• a community financial report including a summary of concessions for rates and charges
granted (in Community financial report)
• information about Council’s risk management practices (in this section)
• Council’s expenditure on grants to community organisations (in Disclosures)
• details regarding application of councillors’ discretionary funds (in Disclosures)
• a summary of Council’s internal audit report (in this section)
• information about Council’s management of complaints (in this section)
• information regarding:
- councillors’ remuneration, expenses and attendance at meetings (in
Disclosures)
- overseas travel by councillors or Council officers (in Disclosures)
- the remuneration of senior contract employees (in Disclosures)
• information regarding competitive neutrality complaints, investigation notices and any
related decisions by Council (in this section)
• a list of registers maintained by Council (in Disclosures)
• a statement of actions taken to implement the Public Sector Ethics Act 1994 (in this
section).
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Risk management
Council’s risk management practices contribute to the city’s liveability and sustainability by
avoiding, minimising and managing risks that may affect the community and visitors. Effective risk
management practices also contribute to the city’s economic growth by aiding the successful
delivery of major infrastructure projects.
Council has developed a set of risk management tools to assess business risks as well as the risks
associated with particular activities such as community events or environmentally sensitive works.
Council’s risk management framework is based on International Standard ISO 31000:2009. Council
continually updates its risk management plans. These include plans for operations and new
business ventures and for major initiatives such as infrastructure and ICT projects.
Each Council division has a business risk profile with strategies to minimise and manage identified
issues. These profiles inform twice-yearly reviews of Council’s corporate risk profile. The corporate
risk profile provides the foundation for effective risk management.
In high risk matters, Council maintains programs with measures in place to ensure compliance with
Queensland and Australian government legislation and standards, as well as with internal policies,
procedures and guidelines. These compliance programs are measured against the elements of the
Australian Standard for Compliance AS3806
and results are reported to the Corporate Risk Management Committee.
Council’s Corporate Risk Management Committee consists of the CEO, senior Council executives
and an independent member. The committee regularly reviews strategic risks, compliance
programs and internal processes, and provides high-level advice to
ensure Council achieves its risk management goals.
Assurance services and ethical standards
The Chief Internal Auditor heads the Assurance Services and Ethical Standards branch, which
brings together the Assurance Services and Ethical Standards units to optimise Council’s internal
audit and control functions. This helps to ensure Council continues to maintain the highest
standards of transparency, openness and accountability. The
Chief Internal Auditor is directly responsible to the Chief Executive Officer and Council’s Audit
Committee, and is professionally independent of any other officers or divisions of Council.
Assurance Services
The Assurance Services unit delivers Council’s internal audit function. It provides independent
assurance that Council’s policies, operations, systems and procedures meet appropriate standards
of effectiveness, efficiency, propriety, regulatory requirements and good business practice, while
adequately recognising and managing risk, and complying with internal policies.
Assurance Services operates in accordance with the Brisbane City Council Assurance Services
Charter, which is reviewed and endorsed by the Audit Committee each year. The Charter
authorises appropriate access to all functions, records, property and personnel within Council, as
well as direct access to the Chair and independent members of the Audit Committee.
Assurance Services provide a broad range of functions in line with International Standards for the
Professional Practice of Internal Auditing and best practice, including:
• operational reviews
• financial reviews
• compliance reviews
• change management reviews
• information systems and security reviews
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•
•
data analysis
a comprehensive program of continuous assurance.
Assurance Services applies a risk management approach to strategic planning, assignment
planning, fieldwork and reporting and works closely with the corporate risk management function to
ensure appropriate coverage across Council.
During 2013-14, Assurance Services completed 35 reviews across all divisions and provided ad
hoc advice to managers on a range of issues.
For 2013-14, the Chief Internal Auditor provided the CEO with an opinion on the effectiveness of
Council’s system of internal control stating:
“The reviews undertaken by Assurance Services in 2013-14 did not indicate any systemic
breakdown of internal controls that would preclude management or the Audit Committee from
relying on Council’s key internal controls.
Of the 35 reviews undertaken by Assurance Services, two reviews resulted in unsatisfactory overall
ratings. Management took immediate action to correct the issues raised. In addition, the
Queensland Audit Office has not raised any significant control issues.
Accordingly, based on the work performed by Assurance Services and other information available
to me, I conclude that there is an effective system of internal control across Council’s operations.”
In accordance with International Standards for the Professional Practice of Internal Auditing, a
Quality Assessment Review of Assurance Services is carried out on a five-yearly basis by the
Institute of Internal Auditors Australia. The most recent review, reported in June 2013, found that:
“Assurance Services at Brisbane City Council is operating effectively. There
was general conformance to the Standards and the IIA Code of Ethics. This is the top rating that
can be given.” Assurance Services achieved the highest available rating against each of the quality
assessment objectives.
Ethical Standards
The Ethical Standards unit provides advice and assistance to Council management on the control
of fraud and corruption via Council’s Fraud and Corruption Control Plan. The unit investigates
reported or suspected instances of fraud and other serious crime and misconduct in Council and
maintains a focus on raising awareness of Council values and encouraging ethical behaviour.
Ethical Standards received a total of 308 individual matters during 2013-14. Following assessment,
87 complaints – which included a total of 106 individual allegations – were deemed to be Crime and
Misconduct Commission (CMC) related, requiring formal notification to the CMC and investigation.
Ethical Standards assessed 148 matters as not coming under their jurisdiction or the CMC,
however these matters were dealt with by the unit in conjunction with Support Services staff and
individual branches.
Ethical Standards also provided investigative assistance to several regional councils as well as to
the Queensland Police Service and the CMC.
Ethical Standards continued to deliver organisation-wide training in Council’s Code of Conduct, as
well as other ethics related and investigation training programs together with briefs to international
visitors. In 2013-14, the unit conducted 23 employee training/
awareness sessions.
127
Corporate Security
The Corporate Security unit is Council’s centre-led security office and asset owner of Council’s
physical security asset portfolio. It provides security risk management advice, governance and
support to all areas of Council, covering security strategies, planning,
project delivery and staff security awareness.
Corporate Security is responsible for advising management on Council’s preparedness to meet
changes in technology and local and global threats related to the security of the organisation’s
physical assets and personnel. Among its network of private and public sector agencies, Corporate
Security works closely with the Queensland Police Service and
Queensland and Australian government departments.
Corporate Security is also responsible for the design and implementation of security solutions for
new facilities and significant facility refits, and for managing Council’s security-related contracts and
physical security inspections.
Corporate Security completed 46 security risk reviews in the 2013-14 financial year and continues
to implement strategies defined within Council’s Security Master Plan, including the consolidation of
asset ownership for our security portfolio and enhancements to the Security Operations Centre’s
capabilities. Corporate Security also continued to implement the citywide CCTV utilisation strategy
involving the public and private sectors, which will
benefit event and disaster management for the city.
Brisbane City Council Audit Committee
Council’s Audit Committee oversees the organisation’s audit, control and risk management
functions. The main responsibilities of the Audit Committee are to help the organisation to ensure:
• management maintains adequate internal controls to achieve operational and strategic
goals and to ensure compliance with laws, regulations, internal policies and financial
reporting obligations
• Council entities, business systems and processes are operating with economy, efficiency
and effectiveness
• key business risks are effectively managed
• the annual Assurance Services Plan is sufficiently comprehensive to assess major risks and
internal controls
• internal and external audit processes are effective.
The Chairman of the Audit Committee is independent of Council. As at 30 June 2014, Audit
Committee membership comprised:
• Len Scanlan, independent chairman
• Mitchell Petrie, independent member
• Carolyn Barker, representative of Brisbane Transport Advisory Board
• Neil Hatherly, representative of Field Services Group Advisory Board
• Colin Jensen, CEO, observing member
• Pip Hold, Executive Manager, Office of the Lord Mayor and CEO, observing member
• Vicki Toms, Divisional Manager, City Planning and Sustainability, observing member
• Greg Evans, Divisional Manager, Organisational Services, observing member
• Paul Oberle, Chief Financial Officer, observing member.
Andrew MacLeod, Chief Internal Auditor, and representatives of the Queensland Audit Office
(QAO) also attend committee meetings as observers.
Ordinary meetings of the Audit Committee are held quarterly and additional meetings are convened
at appropriate times each year to focus on risk management and draft Annual Financial
128
Statements. The committee maintains close communication with the audit committees of Council’s
subsidiary entities, including the City of Brisbane Investment
Corporation and Brisbane Marketing.
The Brisbane City Council Audit Committee undergoes an annual structured self-assessment as
part of its strategy for maintaining the highest standards of professional practice.
The Queensland Audit Office
The QAO continued to provide independent audit services to Council during 2013-14. The QAO
supports Queensland Government’s Auditor-General in providing parliament with an independent
assessment of the financial management of public sector entities. The Auditor-General certifies
Council’s Annual Financial Statements and, in order to do so, continuously
reviews and assesses the internal control environment surrounding Council’s financial practices.
The QAO liaises closely with Council’s Assurance Services unit and provides advice to the
Brisbane City Council Audit Committee.
QAO testing for the 2013-14 Brisbane City Council Annual Financial Statements did not identify any
high risk issues or exposures and confirmed that reliance on key controls over the revenue,
expenditure and payroll cycles was appropriate.
Complaints management
Administrative action complaints
Council is committed to managing customer feedback and ensuring all complaints are dealt
with in the most effective and efficient manner. Council has developed processes for dealing
with complaints in key areas, which form Council’s Complaints Management System. Council will
deal with complaints at the local level where possible and, in some cases, provide an avenue of
independent review.
Council’s Complaints Management Policy does not preclude a customer approaching any of
Council’s political representatives directly with a complaint or with any other kind of feedback.
Council’s customers may, at any time, refer their matter of concern to an external agency, e.g.
Queensland Ombudsman or the Crime and Misconduct Commission.
Council’s performance in resolving administrative action complaints has been significant. A total of
1,204,225 contacts were made with Council over 2013-14. Of these, only 1.4 % were administrative
action complaints and 95.1% of the administrative action complaints received were resolved. Of the
administrative action complaints not resolved, none were made in a previous financial year.
Section 179 of the City of Brisbane Regulation 2012requires Council to report on the following:
Action
Administrative action complaints
made to Council
Administrative action complaints
resolved by Council under the
complaints management process
Administrative action complaints
not resolved by Council under
the complaints management
process
Number of administrative action
Number
17,441
17,283*
712**
0
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complaints not resolved that
were made in a previous financial
year
* Note: Complaints carried forward from 2012-13 were recorded as resolved this financial year and are included in this figure.
**Note: Complaints still under assessment at time of print.
Office of Disputes Commissioner
The Office of the Disputes Commissioner is an independent office within Council that reviews
complaints about infringement notices issued by Council. The office is responsible for ensuring fair
outcomes are delivered without the need for complainants to resort to the court system.
The Office of the Disputes Commissioner also contributes to the improvement of Council services
by identifying systemic issues and making recommendations to the relevant areas of the
organisation.
The Office of the Disputes Commissioner has the ability to waive or uphold infringement notices
and address complaints related to infringement notices regarding:
• parking
• malls
• animals
• pools
• signage
• environment
• vegetation
• water.
•
During 2013-14, 2160 complaints were raised with the Office of the Disputes Commissioner.
A total of 1761 complaints were processed within the 2013-14 year. This figure includes 196
complaints carried over from the 2012-13 year and 595 complaints to be carried forward to 201415.
Right to Information and Information Privacy access requests
Processing of Right to Information (RTI) and Information Privacy (IP) Access applications is
prescribed by the Right to Information Act 2009, the Right to Information Regulation 2009 and/or
the Information Privacy Act 2009 and the Information Privacy Regulation 2009.
In the 2013-14 financial year, Council received 324 RTI and IP access applications.
The estimated salary cost for processing these applications was $224,439. This includes $203,531
in labour costs for RTI unit employees plus $20,908 (estimated) for other officers throughout
Council who have searched for and provided documents.
National Competition Policy
In April 1995, the Australian Government and all states and territories agreed to the implementation
of a National Competition Policy (NCP). The policy represents a commitment from governments to
reduce restrictions to competition to enhance the overall efficiency of Australia’s economic
performance. At the local government level, the underlying philosophy is to improve service delivery
efficiency and reduce costs to both government and the community through competitive neutrality.
Council’s initial NCP nominated significant business activities were waste management, water and
transport. The commercialisation reform option was applied to City Parking and to Brisbane
130
Transport. Council resolved to apply full cost pricing to City Waste Services and to Field Services
Group.
Business activities to which the code of competitive conduct applied in 2013-14
During 2013-14, the Code of Competitive Conduct continued to be applied to smaller business
activities in accordance with Council’s 2013 review. A list of these business activities is presented
in the Annual Financial Statements.
Competitive neutrality complaints
Complaints may be made only about business activities to which competitive neutrality reforms
apply, such as where business activities have been subjected to corporatisation, commercialisation,
full cost pricing or the Code of Competitive Conduct. Only competitors
or prospective competitors may make complaints.
Under the City of Brisbane Regulation 2012, complaints may be made in writing to Council or to the
Queensland Competition Authority (QCA). If Council receives a complaint it must pass the
complaint on to the QCA. The QCA must investigate and report on the complaint. The report must
be given to Council which must decide by resolution whether to implement the recommendations in
the QCA report.
Council is not aware of any competitive neutrality complaints received in 2013-14.
Annual review of business activities
Each year, Council is required to identify significant activities which may be subject to NCP,
undertake public benefit assessments and consider the application of reform options.
As required under the City of Brisbane Act 2010, an annual review of Council’s larger business
activities was conducted. No new significant business activities were identified.
Annual resolution
After its review, Council resolved to continue to apply:
Commercialisation to:
• Brisbane Transport
• City Parking.
• Full cost pricing to:
• City Waste Services
• Field Services Group (comprising Civil Construction and Maintenance Operations and
Urban Amenities).
Code of Competitive Conduct to:
• Brisbane City Cemeteries
• City Projects Office
• Golf courses
• Sports and aquatic centres
• Asset Portfolio Management
• City Hall Precinct.
Significant business activities and application of competitive neutrality principle
Brisbane City Council’s Annual Financial Statements for 2013-14 contain details in relation to
Council’s significant business activities and the application of the competitive neutrality principle as
follows:
• Note 28 lists all the business activities that Council conducted during the financial year:
- Brisbane Transport
- City Waste Services
- Field Services Group (comprising Civil Construction and Maintenance
Operations and Urban Amenities).
131
•
•
•
•
- City Parking
- City Projects Office
- Asset Portfolio Management
- Brisbane City Cemeteries
- Golf courses
- Sports and aquatic centres
- City Hall Precinct.
Note 28 identifies the business activities that are significant business activities:
- Brisbane Transport
- City Waste Services
- Field Services Group (comprising Civil Construction and Maintenance
Operations and Urban Amenities)
- City Parking.
The competitive neutrality principle was applied to all significant business activities.
There were no significant business activities in financial year ending 30 June 2014 that were
not conducted in the preceding financial year.
Spatial Information Services no longer comes under the definition of a business activity for
NCP reporting purposes.
Tax equivalents
Brisbane Transport and City Parking completed returns under the State Tax Equivalents regime as
commercialised business activities of Council.
Code of Conduct
In accordance with the Public Sector Ethics Act 1994 (Queensland) a Code of Conduct has been
prepared for Council.
The Code of Conduct includes the Queensland Public Sector ethics principles and values for public
sector entities and public officials. It is available to all employees on Council’s intranet and in
hardcopy, on request.
Council employees are supplied with a copy of the Code of Conduct with their letter of offer and
terms and conditions of employment. As part of the induction process, employees receive initial
training and education in the ethics principles and values for public officials, as well as their
obligations under the Code of Conduct. Ongoing training is provided via an online Code of Conduct
training module and face-to-face sessions are provided on request by work areas or in response to
an identified need.
Council’s Code of Conduct is available for inspection and printing by members of the public on
Council’s public website www.brisbane.qld.gov.au.
Council’s administration procedures and management practices are prepared by officers having
proper regard to the Public Sector Ethics Act 1994 (Queensland), the ethics obligations of public
officials, and the Code of Conduct.
132
Disclosures
In this section
Councillor remuneration
Councillor expenses reimbursement
Councillor attendance
Councillor suspensions
Councillor conduct
Complaints regarding councillor conduct
Executive remuneration
Overseas travel
Registers kept by Council
Grants to community organisations
Councillors’ discretionary funds
133
Council is committed to transparency, openness and accessibility. The City of Brisbane Act 2010
and City of Brisbane Regulation 2012 reinforce Council’s commitment requiring disclosure of
matters regarding councillors, remuneration of councillors and executives, overseas travel, grants
to community organisations and application of councillors’ discretionary funds.
Councillor remuneration
On 30 July 2013, Council rescinded the previous framework and endorsed the Councillor
Remuneration Policy (Council Resolution 17/2013-14).
In line with this approved policy, the Councillor Remuneration Tribunal was formed and met for the
first time in 2013.
The Councillor Remuneration Tribunal will meet every five years to review and reset councillor
remuneration. In the intervening years councillor remuneration (comprising salary and allowances)
will be adjusted in accordance with the percentage increases applied by the Queensland
Independent Remuneration Tribunal for MPs.
The salaries and allowances paid to councillors, including the Lord Mayor, are in accordance with
the binding recommendations put forward by the Councillor Remuneration Tribunal in their report of
8 November 2013.
The base rate of a councillor, as set by the Councillor Remuneration Tribunal, is $147,581. This
base rate is used to calculate the differential rates of salary as awarded to the different classes of
office.
Councillor remuneration as at 30 June 2014
Position
Councillor
Leader of the
Opposition
Chairman of
Council
Committee
Chairman
Deputy Mayor
Lord Mayor
•
•
•
•
•
•
•
•
Relativity to
base rate
Salary
17
1
100%
110%
$147,581
$162,339
Other benefits
Total fixed
(includes
remuneration
superannuation) (salary plus
superannuation)
$29,516
$177,097
$32,468
$194,807
1
125%
$184,476
$36,895
$221,371
6
125%
$184,476
$36,895
$221,371
1
1
130%
165%
$191,855
$243,509
$38,371
$48,702
$230,226
$292,211
Superannuation contributions for councillors must at least meet prevailing federal
superannuation guarantee legislation, set at 9.25% in 2013-14.
Councillors received an additional 10.75% superannuation.
The Lord Mayor receives an Expense of Office allowance of $91,486.86.
The Leader of the Opposition and Chairmen receive an Expense of Office allowance of
$18,633.52.
Councillors are entitled to the use of a Council vehicle with a recommended retail price of up
to and including $40,000.
The Leader of the Opposition and Chairmen are entitled to the use of a Council vehicle with
a recommended retail price of up to and including $46,000.
The Lord Mayor is entitled to the use of a Council vehicle with a recommended retail price of
up to and including $72,000.
134
Information on Council’s committees, including committee membership and key responsibilities, is
available by visiting www.brisbane.qld.gov.au
Councillor expenses reimbursement
Section 178 of the City of Brisbane Regulation 2012 requires that the Annual Report contain
information concerning Councillors’ expenses and facilities. Council’s Councillor Expenses
Reimbursement Policy below describes these.
AP032 Councillor Expenses
Reimbursement Policy
Overview
This document outlines Council’s policy concerning:
(a) payment of reasonable expenses incurred, or to be incurred, by councillors for discharging
their duties and responsibilities as councillors; and
(b) provision of facilities to the councillors for that purpose.
Applicability
This policy applies to all Brisbane City Council councillors.
This policy is supported by Authorised Ward Budget Guidelines.
Principles
This policy is consistent with the local government principles of:
•
Transparent and effective processes and decision making in the public interest.
•
Good governance of, and by, local government.
•
Ethical and legal behaviour of councillors and local government employees.
Policy
General
Councillors should be equipped with adequate and appropriate facilities to enable them to
represent their ward and the City of Brisbane.
Additionally, councillors should not be financially disadvantaged when carrying out the
requirements of their role, and should be fairly and reasonably reimbursed in accordance with
statutory requirements and community expectations.
Any party political activities undertaken by councillors or their staff will not be reimbursed. AP176
Councillors Publicity Material Policy and MC026 Marketing, Communication and Advertising Policy
provide definitions and guidance on this topic.
135
Failure to comply with this policy, and with the policies, guidelines, and procedures referred to in
this policy, may constitute inappropriate conduct, misconduct or official misconduct.
Payment of expenses
The payment and/or reimbursement of expenses shall be for the actual cost of items or services
required for legitimate Council business use only.
Spouses, partners and family members of councillors are not entitled to reimbursement of
expenses, or to the use of facilities, allocated to councillors.
Responsibility and accountability for all Council business-related expenditure rests with the
councillor who incurred the expense. It is the responsibility of councillors to ensure that all proposed
expenditure meets the following Council policies, guidelines, and procedures:
•
AP061 Travel
•
•
AP181 Entertainment and
Hospitality Policy
•
•
AP176 Councillors Publicity
Material Policy
•
•
AP043 Councillors Business
Card Procedure
•
MC026 Marketing, Communication and Advertising Policy.
Councillors shall immediately provide information on their expenditure upon request from:
(a) The Lord Mayor, or
(b) Chairperson of Finance, Economic Development & Administration Committee, or
(c) Councillor Support.
Facilities
Councillors will be provided with an appropriately equipped ward office distinct from their residence,
in which to conduct their work on behalf of Council and their constituents. Standard equipment will
be provided for each office.
All councillors will be provided with a fully maintained Council vehicle. Additionally, the Lord Mayor
will be provided with a chauffeur driven vehicle.
Office facilities – Councillors
(a) Council will provide a ward office in every Council ward.
(b) Council will provide an area or areas external to, and close to, the Council Chamber for use by
all councillors.
Office facilities – committee chairpersons
In addition to a ward office, Council will provide a committee chairperson’s office.
136
Office facilities – Leader of the Opposition
In addition to a ward office, Council will provide a Leader of the Opposition’s Office.
Office facilities – Deputy
Mayor
If the Deputy Mayor is not a committee chairperson, then, in addition to a ward office, Council will
provide a Deputy Mayor’s Office.
If the Deputy Mayor is a committee chairperson, then he or she will occupy the committee
chairperson’s Office.
Office facilities – Lord Mayor
Council will provide an appropriate suite of rooms for the Lord Mayor.
A committee chairperson’s office, the Leader of the Opposition’s Office, the Deputy Mayor’s Office
(in the case where the Deputy Mayor is not a committee chairperson), and rooms for the Lord
Mayor will be located either in the public office of Council, or in City Hall, or in such other building
as may be occupied by the Council Chamber.
137
Councillor attendance at 2013-14 Council meetings
Ward
Councillor
Lord Mayor
Bracken Ridge
Central
Chandler
Deagon
Doboy
Enoggera
Hamilton
Holland Park
Jamboree
Karawatha
MacGregor
Marchant
McDowall
Moorooka
Morningside
Northgate
Parkinson
Pullenvale
Richlands
Tennyson
The Gabba
The Gap
Toowong
Walter Taylor
Wishart
Wynnum Manly
Cr Graham Quirk
Cr Amanda Cooper
Cr Vicki Howard
Cr Adrian Schrinner
Cr Victoria Newton
Cr Ryan Murphy
Cr Andrew Wines
Cr David McLachlan
Cr Ian McKenzie
Cr Matthew Bourke
Cr Kim Marx
Cr Steven Huang
Cr Fiona King
Cr Norm Wyndham
Cr Steve Griffiths
Cr Shayne Sutton*
Cr Kim Flesser
Cr Angela Owen-Taylor
Cr Margaret de Wit**
Cr Milton Dick
Cr Nicole Johnston
Cr Helen Abrahams
Cr Geraldine Knapp
Cr Peter Matic
Cr Julian Simmonds
Cr Krista Adams
Cr Peter Cumming
Number of meetings
attended out of the number
of meetings held
32/32
32/32
32/32
31/32
30/32
32/32
32/32
32/32
31/32
30/32
30/32
31/32
29/32
31/32
31/32
26/32
32/32
30/32
29/32
32/32
32/32
31/32
32/32
30/32
32/32
32/32
31/32
* Note:
Councillor Shayne Sutton was absent from Council with the consent of the Council Chamber while on
extended personal leave after the birth of her child.
** Note: Councillor Margaret de Wit was absent from Council with the consent of the Council Chamber while
undertaking Australian Local Government Association and Local Government Association of Queensland
duties.
Orders made about Councillors’ conduct during Council or Committee
meetings
Councillor
Date
Suspension period
Reason
Cr Nicole Johnston
Cr Nicole Johnston
Cr Shayne Sutton
Cr Nicole Johnston
Cr Nicole Johnston
Cr Steve Griffiths
Cr Nicole Johnston
Cr Nicole Johnston
Cr Nicole Johnston
5 November 2013
3 December 2013
25 February 2014
25 February 2014
4 March 2014
1 April 2014
20 May 2014
3 June 2014
26 June 2014
Remainder of the meeting
Noted in the Minutes
Remainder of the meeting
Remainder of the meeting
Remainder of the meeting
Noted in the Minutes
2 hours
Remainder of the meeting
Noted in the Minutes
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
138
Councillor conduct
The City of Brisbane Act 2010 sets out the process to be followed if Council receives a complaint
about the conduct or performance of a councillor in carrying out their official duties. This process
assists in providing transparency and accountability through good governance. It holds councillors
accountable for upholding standards of behaviour.
Section 178 of the City of Brisbane Regulation 2012 requires Council to report on the following
each financial year:
Number of orders and recommendations made under section 183(2) of the CoBA 2010
7
Number of orders made under section 186A of the CoBA 2010
9
Complaints relating to councillor conduct
Number of complaints where no further action was taken as the complaint was assessed by
the CEO as being frivolous or vexatious or lacking in substance under section 180(2) of the
CoBA 2010
Number of complaints assessed by the CEO as being about misconduct or inappropriate
conduct and referred to the Brisbane City Council Councillor Conduct Review Panel under
section 180(3) of the CoBA 2010
Number of complaints assessed by the CEO as being about possible official misconduct
6
Number of complaints heard by the Brisbane City Council Councillor Conduct Review Panel
5
Number of complaints assessed by the CEO as being about another matter under section
180(5) of the CoBA 2010
8
5
0
Councillors for whom an order or recommendation was made under section 183 of the CoBA 2010
were:
Councillor
Description of the misconduct or
inappropriate conduct or disorderly
conduct
Summary of the order or
recommendation
Cr Nicole Johnston
Refusal to comply with the Chairman’s
direction to leave the Council Chamber for
disorderly conduct
Noncompliance with the Brisbane City
Council Councillor Conduct Review
Panel’s order*
Improper comments made during a public
meeting
Apology
Payment of $5500
Cr Nicole Johnston
Cr Nicole Johnston
Apology
Payment of $1540
Apology
Payment of $1100
Counselling
*Subject to judicial review.
Executive remuneration as at 30 June 2014
The associated data indicates the total fixed remuneration being paid to senior officer and
executive service employees as at 30 June 2014.
139
Total Fixed Remuneration
Range ($)
•
100,000-199,999
102
200,000-299,999
60
300,000-499,999
9
500,000+
1
Total fixed remuneration for these employees represents the sum of salary and
superannuation.
Overseas travel
In 2013-14, the overseas travel below was made by councillors or Council employees.
Name
Cr Krista Adams
Destination
Taiwan
Purpose
Attendance at the Lantern
Festival Kaoshiung.
Joe Bannan
Position
Chairman of the
Brisbane Lifestyle
Committee
Branch Manager
Malaysia
Krysten Booth
Manager
Taiwan
Greg Bowden
Director of Strategy,
Communication and
Economic
Development
Director of Strategy,
Communication and
Economic
Development
Chief Procurement
Officer
New
Zealand
City Maintenance
$4911.80
(Strategic Road
Infrastructure Maintenance
Conference), Kuala
Lumpar
Attendance at the 2013
$1100.44
Asia Pacific Cities Summit
Lord Mayor’s Business
$2481.87
Mission
Taiwan and
China
2013 Asia Pacific Cities
Summit
$7810.23
Singapore
$2306.31
Manager, Disaster
Response
and Recovery Office
Principal Business
Coordinator,
Tolling Operations
Divisional Manager
Canada
The Council of Supply
Chain Professionals
Conference - travel to
Singapore for the
conference which focused
on effective strategies for
managing supply chain
risk and viability of supply.
Emergency Management
Accreditation Program
Sweden
Testing of the Legacy Way
roadside system
$641.21
Singapore
Best Run Cities
Conference
$3617.32
Greg Bowden
Michael Byrne
Jason Cameron
Christine Evans
Greg Evans
Cost
$3906.73
$9996.32
140
Name
Amanda Ferris
Position
Executive Officer
Destination
Taiwan
Barry Hancock
John Hatchman
International
Relations Manager
Fleet Engineer
Taiwan and
China
Germany
William James
Hefferan
Garth
Henderson
Pip Hold
A/Manager Major
Projects
Senior International
Project Leader
Manager
United
Kingdom
New
Zealand
Taiwan
Patty Hsiao
Senior International
Project Officer
Urban Planner
Taiwan and
China
Taiwan
Head of International
Projects
Client Strategy and
Relationship Officer
Chief Internal Auditor
Taiwan
Andrew
MacLeod
Chief Internal Auditor
United
States
Cr Graham
Quirk
Lord Mayor
Cr Graham
Quirk
Paul Rishman
Lord Mayor
Mitchell King
Trish Levey
Judy Liu
Andrew
MacLeod
Paul Salvati
Corporate Security
Manager
Divisional Manager
Purpose
2013 Asia Pacific Cities
Summit
2013 Asia Pacific Cities
Summit
Mercedes Benz
educational
tour of manufacturing and
design plant
International Tunneling
Awards 2013, London
Lord Mayor’s Business
Mission, Auckland
2013 Asia Pacific Cities
Summit
2013 Asia Pacific Cities
Summit
2013 Asia Pacific Cities
Summit
2013 Asia Pacific Cities
Summit
2013 Asia Pacific Cities
Summit
Institute of Internal
Auditors International
Conference/Institute of
Internal Auditors Global
Ethics Committee
Meeting/ISO Risk
Management Coordination
Group meeting
Institute of Internal
Auditors Global Ethics
Committee Meeting
Cost
$2024.31
New
Zealand
Lord Mayor’s Business
Mission, Auckland
$2605.38
Taiwan and
China
Singapore
2013 Asia Pacific Cities
Summit
Executive Briefing Forum
$7765.28
Singapore
Cisco Video Summit 2013
$3496.54
2014 World Cities Summit
Mayors Forum – Council
of
Capital City Lord Mayors
2013 Asia Pacific Cities
Summit
$5317.19
2013 Asia Pacific Cities
Summit
$2240.38
Taiwan
United
States
Cr Adrian
Schinner
Deputy Mayor
Singapore
Cr Julian
Simmonds
Chairman, Finance,
Economic
Development and
Administration
Committee
International Project
Officer
Taiwan
Sara Smart
Taiwan
$9378.98
$395.36
$392.00
$3481.76
$3180.13
$13,204.36
$1100.44
$7549.90
$3455.54
$6727.60
$677.08
$1722.40
$1775.36
141
Name
Julia Stirton
Position
Executive Officer
Destination
Taiwan
Mark Taylor
Branch Manager
New
Zealand
Alan Warren
Divisional Manager
Hong Kong
Alan Warren
Divisional Manager
Scott White
Manager,
Engineering and
Assets
South
America
and Europe
Germany
Young Beamish
International Strategy
and Business
Development
Manager
Taiwan
Purpose
2013 Asia Pacific Cities
Summit
2013 Joint New Zealand
Contractors and Civil
Contractors Federation
Conference to represent
Council as part of his Dial
Before you Dig Board
Membership
Hong Kong customer
event with Volvo Bus
Corporation (Asia Pacific
Region) Travel to Hong
Kong to visit and tour
facilities at Volvo and
Kowloon Motor Bus
Company
Volgren Study Tour
Cost
$1100.44
Mercedes Benz
educational
tour of manufacturing and
design plant
2013 Asia Pacific Cities
Summit
$622.80
$Nil
$405.52
$1059.75
$3200.48
Registers kept by Council
Council maintains the following registers.
Legislative requirement
Animal Management (Cats and Dogs) Act 2008
• Register of regulated dogs
• Register of dogs
Building Act 1975
• Register of budget accommodation buildings for which development approval has been
given and a random inspection conducted every three years
• Register of exemptions granted from fencing outdoor swimming pools
• Register of enforcement notices given
City of Brisbane Act 2010 and City of Brisbane Regulation 2012
• Register of cost-recovery fees
• Asset register
• Local laws register
• Roads map and register
• Delegations register
• Register of business activities to which the competitive neutrality principle applies
• Register of interests (maintained by the CEO) of (a) councillors, (b) senior contract
employees, and (c) a person who is related to a councillor or senior contract employee
142
•
Register of interests(maintained by the Lord Mayor) of the (a) the chief executive officer,
and (b) a person who is related to the CEO
Commercial Character Building Register Planning Scheme Policy (City Plan 2000)
• Register of commercial character buildings
Environmental Protection Act 1994
• S540 Register
• Register of environmental authorities
• Register of registration certificates
• Register of environmental reports
• Register of monitoring program results
• Register of environmental protection orders
• Register of authorised persons
• Register of transitional environmental programs
• Register of licenses related to environmentally relevant activities
Heritage Register Planning Scheme Policy (City Plan 2000)
• Register of heritage places and heritage precincts of cultural heritage significance
Land Protection (Pest and Stock Route Management) Act 2002
• Register of pest control and entry control notices issued
•
Plumbing and Drainage Act 2002
• Register of installed on-site sewerage and greywater use facilities
• Register of backflow devices
• Register of onsite domestic sewerage treatment systems
Queensland Heritage Act 1992
• Register of local heritage
Standard Plumbing and Drainage Regulation 2003
• Register of testable backflow prevention devices
Statutory Bodies Financial Arrangements Act
• Register of treasurer approvals
Sustainable Planning Act 2009
• Register of development applications made to Council
• Register of show cause and enforcement notices issued for offences under the Sustainable
Planning Act 2009 and the Building Act 1975
• Adopted Infrastructure Charges register
Local Laws
Meetings (Rules of Procedure) Subordinate Local Law
• Register of attendance at Council meetings
Natural Assets Local Law 2003
• Register of protected vegetation
To view any of the above listed registers, contact Council on (07) 3403 8888.
Land, reserves and controlled roads
Reserve land
During 2013-14 Council held in trust the following land:
• State owned land – 51,837,710 m2
• Land under Deed of Grant – 1,365,085 m2
Roads
Council’s Road Surface Inventory System reported the following details as at 30 June 2014:
• Length of constructed and formed roads in the Brisbane City Council area – 5709.4 km.
This includes 23.8 km of private constructed roads
• Unconstructed and unformed roads – 18.1 km.
143
Total length – 5727.5 km
Council has agreements with Queensland Department of Transport and Main Roads to maintain
some footpath areas along state controlled roads.
There are roads that Council does not ‘own’ but does control – private roads and the footpaths as
described above. Typically, the non-Council roads are maintained by their respective owner(s).
Grants to community organisations
Council’s grants program supports a range of community organisations and activities. Included are:
• citywide multicultural, community and signature festivals
• sports and recreation grants
• artist and history grants
• access and inclusion grants
• community development grants
• housing support grants
• men’s shed grants
• crime prevention grants
• grants directed at particular community groups including seniors and youth.
In 2013-14 community grants totalled more than $7.6 million.
The Lord Mayor’s Suburban Initiative Fund is an allocation of funding for each councillor to apply to
eligible activities.
144
Councillors’ discretionary funds
Lord Mayor
Organisation
Access Outreach Australia – Access
Street Vans
AMPARO Advocacy Inc.
Anywhere Theatre Festival Ltd
Bicycle Queensland
Birds Queensland (Queensland
Ornithological Society Inc.)
Boxing Queensland Inc.
Brisbane Super Kings Cricket Club Inc.
Cancer Council Queensland
Carers Queensland Inc.
Chapel Hill Community Preschool and
Kindergarten Association Inc.
Chermside Historical Precinct
Management Committee
Chinese Precinct Chamber of Commerce
Drug Arm
Ethnic Broadcasting Association of
Queensland Ltd
Footprints in Brisbane Inc.
Kedron-Wavell Sub Branch RSL
National Seniors Australia Ltd
Nundah District Development Association
Inc.
Pedal Brisbane
Penina O Asuisui Inc.
Queensland African Football Association
Inc.
Queensland Band Association Inc.
Queensland Bluelight Association Inc.
Rotary Club of Brisbane Centenary Inc.
Rotary Club of Sunnybank Hills
Rotary Club of Toowong Inc.
Sculptors Queensland
South East Region Little Athletics
Queensland
Sri Lanka Society of Queensland Inc.
Stephens Sub Branch RSL
Sunnybank Branch Australian Red Cross
Society
Sunnybank Lions Club
Sunnybank RSL Sub-Branch Inc.
Sunnybank Physical Culture Club Inc.
Thai-Australia Association Queensland
The Salvation Army the Cairns Aged
Care Centre
University of Queensland Thai Student
Association
University of Queensland Union
Voices of Birralee
YMCA of Brisbane
Project summary
Amount approved
Adopt-a-Pensioner
$2000.00
Replacement of computers for office staff
Anywhere Theatre Festival 2014
Promotion of women’s cycling program
Queensland Ornithological Conference 2014
$1000.00
$1000.00
$454.55
$1000.00
National Youth Selection Trials and Queensland
State Titles
Inter Community Cricket Tournament 2013
Brisbane Relay for Life 2014
Wynnum & Bayside – Carer & Family Expo
Bush Kindy
$2049.96
Voyager Centre mural
$1170.00
Brisbane Chinese New Year Festival
(Sunnybank) 2014
Matter of Substance ‘Drug Awareness Manual’
Community outside broadcasts
$1000.00
Footprints Art Project
Ageing Expo 2014
National Seniors Zone 101 Conference 2014
Maintenance and upgrade of website and
community touchscreen
Pedal Brisbane Exhibition
Acapella song competition and 5 year service
celebration for Samoan community
$909.10
$2000.00
$1000.00
$2000.00
African Athletics Carnival
$1100.00
Australian National Band Championships –
Parade of Bands
Disadvantaged Children's Movie Day 2013-14
Rotary Fun Run
Rotary Fun Run
Underprivileged Children's Movie Day 2014
Sculptors Queensland Mt Coot-tha indoor and
outdoor sculpture exhibition and Shillam
competition 2014
Little Athletics South East Regional
Competitions 2013-14
Sinhala and Tamil New Year Cultural Festival
Update of PA system
$1318.00
Centenary Cookbook
$500.00
$1000.00
$1185.00
$1000.00
$500.00
$3274.00
$800.00
$1100.00
$1000.00
$1000.00
$1300.00
$1000.00
$1892.00
$1500.00
$1100.00
$1638.30
$909.09
201Q1 District Convention 2013
Sunnybank District Community ANZAC Day
Parade and Service 2014
Feel the Beat: Music for Sunnybank Physie
Brisbane Thai Festival 2014
Resident Christmas Light Tours
$1500.00
$1000.00
The 43rd Samarnmittra Interstate Games
$1000.00
Springflare 2013
Equipment fit out
YMCA Swimathon
$1000.00
$1500.00
$1500.00
$1000.00
$2000.00
$800.00
145
Bracken Ridge Ward
Organisation
Project summary
Amount approved
Bracken Ridge Ward
Aspley Memorial Bowls Club Inc.
Aspley Memorial Bowls Club Inc.
Bald Hills West Bracken Ridge Scout
Group
Bracken Ridge Baptist Church
Bracken Ridge Baptist Church
Bracken Ridge Baptist Church
Bracken Ridge Central Lions Inc.
Bracken Ridge Central Lions Inc.
Bracken Ridge District Cricket Club
Bracken Ridge Kindergarten Association
Inc.
Bracken Ridge Scout Group
Bracken Ridge State School P&C
Bracken Ridge Ward Office
Brisbane Bulldogs Tug of War Team
Carseldine 4 Neighbourhood Watch
group
Geebung Bowls Club Inc.
Guide Dogs Queensland
Ridge Hills United Football Club
Ridgettes Netball Club
Sandgate Neighbourhood Watch Area 7
St Dympnas School P&F
St Paul’s School Supporters’ Association
Ladies Division – fund raising day
Roadway drainage rectification
Improvement of facilities – replaster and paint
scout den
Christmas Festival and community carols
School discos and kids clubs
Movie in the park
Backyard Bonanza – entertainment permit
Citizenship Ceremony 2014
Cricket wicket covers
$400.00
$4895.33
$6000.00
Website development and window blinds
$1500.00
Marquee
Drive-in family movie night
Backyard Bonanza
Purchase of training equipment and team
uniforms
$275.00
$2215.00
$10,000.00
$1013.54
$1500.00
$1998.18
$2000.00
$896.00
$1174.85
$3000.00
Neighbour Day Picnic
$2040.00
50th Jubilee Community and Family Day
Queensland Open Day
Trophy Day
New season equipment
Community launch
Jubilee Fair
Imagen8 Festival
$2144.00
$1856.80
$1650.00
$699.80
$1171.50
$2070.00
$1500.00
Central Ward
Organisation
Project summary
Amount approved
Central Ward
139 Club Inc.
139 Club Inc.
Associazione Lucania del Queensland
Inc.
Backbone Youth Arts
Brisbane Central State School P&C
Celtic Council of Australia Queensland
Central Ward Office
Central Ward Office
Central Ward Office
ChaplainWatch Inc.
Corporation of the Order of the
Canossian Sisters
Dress for Success
Footprints in Brisbane Inc.
Haemophilia Foundation Australia
Hare Krishna Food for Life Inc.
Holy Spirit School New Farm P&F
Jvala Charitable and Cultural Society Inc.
Kedron Brook Business Group – Windsor
Rotary Club
Kelvin Grove State College P&C
Multicultural Community Centre
New Farm Neighbourhood Centre Inc.
Noosa Institute for Socio-economic &
Repairs to freezer room
Repairs to dishwasher
$2933.00
$856.90
Italian Migration Monument celebration
$1000.00
Performance – Begin As You Wish To Continue
Spring Hill Fair
Function – Celtic Community honours
Community Notice – Wilson State School Fete
Community Leaders Morning Tea
Citizenship Ceremony Australia Day 2014
NightSafe – Safety provisions, supplies and
equipment
Playground flooring
$1000.00
$3300.00
$500.00
$250.00
$700.00
$2558.88
$1000.00
Dress for Success Worldwide Powerwalk 2014
Arts Project
Red Ru Classic
Festival of the Chariots
School Fete
Indian Magic and Illusion Extravaganza
Banner for Lanham Fair and other events
$2000.00
$909.10
$1500.00
$1000.00
$2046.00
$500.00
$250.00
Active School Travel – Footprint Friday
Equipment
Technicolour Multicultural Festival
CAN Awards
Fortitude from the Valley – Fundraising concert
$1500.00
$1000.00
$1000.00
$1000.00
$800.00
146
Organisation
Environmental Research (NISER)
Project summary
Queensland Association for Healthy
Communities
Queensland Band Association Inc.
Furniture for clinic
$1000.00
Australian National Band Championships –
Parade of Bands 2014
The Singing Hoosiers
Sculpture for the Senses
Sculpture exhibition
Hockey equipment
School Fete
High visibility protective clothing
$1000.00
Gloria 2014
$2200.00
QUT Kelvin Grove Community Childcare Centre
– technology project
Newmarket Community Childcare Centre –
technology project
$1046.00
Queensland Show Choir
Sculptors Queensland
Sculptors Queensland
St Andrews Ladies Hockey Club Inc.
St Columba’s Primary School P&F
St John Ambulance (Qld)
St Thomas Syrian Jacobite Orthodox
Church
The Creche & Kindergarten Association
Ltd
The Creche & Kindergarten Association
Ltd
The Royal Historical Society of
Queensland
Villa Maria Centre
Wesley Mission Brisbane
Wilston State School P&C
Windsor State School P&C
WWILD Sexual Violence Prevention
Association Inc.
Office equipment
New flag pole
Emergency Relief Service – vouchers and food
parcels
School Fete
Windsor Fair 2014
Roundtable on Issues for People with Intellectual
Disability Inclusiveness Project
Amount approved
$500.00
$475.00
$500.00
$1000.00
$4000.00
$1000.00
$1030.00
$867.37
$1100.00
$1000.00
$1363.64
$3297.80
$500.00
Chandler Ward
Organisation
Belmont Services Bowls Club Inc.
Belmont State School P&C
Brisbane Camp Hill Carindale Lions Club
Brisbane Camp Hill Carindale Lions Club
Brisbane Metropolitan Touch Association
Inc.
Brisbane Seniors Online
Brisbane Southside Masters Swimming
Inc.
Brisbane Southside Masters Swimming
Inc.
Carina Junior Rugby League Football
Club
Carindale PCYC
Chandler Swimming Club Inc.
Chandler Swimming Club Inc.
Chandler Ward Office
Chandler Ward Office
Chatsworth-Carindale Probus Club Inc.
Christian Outreach Centre, Citipointe
Church
Citipointe Christian College P&F
Damini Women’s Association of Qld Inc.
Eastern Group SES Support Unit Inc.
Gainsborough Park Neighbourhood
Watch
Gumdale State School P&C
Holland Park Junior Cricket Club Inc.
Project summary
Publishing a book on the history of Belmont
Services Bowls Club for 50th anniversary
Carols on the Oval and fireworks display
Citizenship Ceremony
Grand opening of Minnippi Outdoor Gym
Timber screen for clubhouse
Promotion of local Q&A session on the benefits
of emerging computer and internet technology
for over 50s
Brisbane Southside Masters Short Course Swim
Meet 2013
Brisbane Southside Masters Short Course Swim
Meet 2014
Infrastructure Upgrade – Ted Johns Oval Phase
3
Youth fitness classes
Chandler Swim Club Championships
2013 Chandler Swim Club A Grade qualifying
meet
Safer Streets project
Movies in the Park
Computer purchase
Amount approved
$1800.00
$1500.00
$275.00
$880.00
$2273.00
$750.00
$500.00
$500.00
$3165.00
$724.55
$500.00
$500.00
$990.00
$4113.12
$500.00
Christmas Hampers 2013
$5000.00
Citipointe Goes Country – fair
International Women’s Day
Purchase of an automatic external defibrillator
$1650.00
$770.00
$1500.00
Mackenzie Day
Family Movie Night
Season break-up
$670.00
$1600.00
$510.00
147
Organisation
Jewish Educational Institute Chabad
House Brisbane Inc.
Living Faith Uniting Church
Mater Foundation ‘Chicks in Pink’ Breast
Cancer Fundraising Group
Queensland Rifle Association Inc.
Queensland Target Sports Inc.
Queensland Target Sports Inc.
Quota International of Carindale Inc.
Redeemer Lutheran College P&F
Rochedale Junior Australian Football
Club Inc.
Rochedale State School P&C
Rotary Club of Carindale Inc.
SpecialCare Central Inc.
The Girls Brigade – Mansfield
Whites Hill Swimming Club
Project summary
Chanukah at Westfield Carindale
Amount approved
$500.00
Kitchen redevelopment project
Carina Curves ‘Chicks in Pink’ Breast Cancer
Fundraiser
Carols on the Range
Membership card printer
Photocopier
Craft and Gift Fair
Fair 2013
$1300.00
$250.00
Rochedale Ravens Auskick to promote inclusion
$1500.00
School Fete
Whites Hill Reserve Playground Stage 2
Opening
Disability Awareness & Opportunity Expo 2014
Replacement of main switchboard
Trophies for recognition of swimmers
performance
$1000.00
$4545.45
$2700.00
$909.09
$2000.00
$1000.00
$750.00
$600.00
$2000.00
$250.00
Deagon Ward
Organisation
Project summary
All About Living
Banyo RSL Sub Branch Inc.
Boondall 18 Neighbourhood Watch
Boondall Synchronized Ice Skating Club
Boondall 20 Neighbourhood Watch
Brighton District Soccer Club
Brisbane Kaiviti Sports & Social Club
Brisbane Seniors Online
Lagoon Street painting project
Ageing Expo 2013
Vehicle security kits
It’s Showtime – Ice Skating Gala
Neighbour Day
Gala Trophy Day
Fiji Day Netball & Volleyball competition
Assist over 50s in becoming more confident with
emerging computer technology
Eat Learn Play Festival Sandgate
Growing a just and harmonious future –
education event
$6655.00
$1818.18
$1650.00
$429.00
$275.00
$2086.36
$1100.00
$1100.00
Community get together
$1100.00
Summer Solstice at Shorncliffe
Carols in the Park
Purchase and installation of an Automated
External Defibrillator
$2200.00
$1650.00
$2100.00
Celebrating 10 Years – Booklet and DVD
$3300.00
Mobile Technology for SEED
$1025.40
Dishwasher for Sandgate Community Centre
$4562.00
Bluewater Festival – Easter Movie Night
$3000.00
Expressions – Exhibition
Centenary Year 2014 club flags
Saints Soccer End of season celebration
Sandgate State School Carnivale and Choir
Clash
Yarrageh Festival
Install stove exhaust
$2200.00
$435.60
$1000.00
$1815.00
South Pacific Islander Christmas Event 2013
$5500.00
Deagon Ward Office
Noonga Reconciliation Group Inc.
North East Community Support Group
Inc.
Pagan Hearth Inc.
Rotary Club of Sandgate Inc.
Sailability Shorncliffe Inc.
Sandgate and Bracken Ridge Action
Group Inc.
Sandgate and Bracken Ridge Action
Group Inc.
Sandgate and Bracken Ridge Action
Group Inc.
Sandgate and District Chamber of
Commerce
Sandgate Art Society
Sandgate Bowls Club Inc.
Sandgate PCYC
Sandgate Primary P&C
Sandgate Theatre Inc.
T S Paluma Unit Committee Inc.
Tongan Wesleyan Methodist Church,
Virginia
Amount approved
$550.00
$1032.00
$1122.00
$2200.00
148
Doboy Ward
Organisation
All Gauge Model Railway Club Inc.
Belmont Services Bowls Club Inc.
Brisbane Camp Hill Carindale Lions Club
Brisbane Camp Hill Carindale Lions Club
Brisbane Camp Hill Carindale Lions Club
Camp Hill Carina Welfare Association
Cannon Hill Anglican College P&F
Cannon Hill Catholic Parish
Carina Junior Rugby League Football
Club
Carina Senior Citizens Club Inc.
Carindale PCYC
Chatsworth-Carindale Probus Club Inc.
Doboy Ward Office
Doboy Ward Office
Eastern Group SES Support Unit Inc.
Friends of Tingalpa Cemetery Heritage
Group Inc.
Malayalee Association of Queensland
Inc.
Mayfield Marlins Swimming Club
Mayfield State School P&C
Meadowlands Church of the Nazarene
Murarrie Progress Association Inc.
Murarrie Progress Association Inc.
Murarrie State School P&C
Quota International of Carindale Inc.
Rotary Club of Port of Brisbane Inc.
SpecialCare Central Inc.
Tingalpa Model Aero Club
Wynnum and District Horse and Pony
Club Inc.
Wynnum Baptist Church
Project summary
All Gauge Model Train Show 2013
50th anniversary – history book
Citizenship Ceremony
Cloverbrook Place Park Renaming Ceremony &
Family Fun Day
Grand opening of Minnippi Outdoor Gym
Nuts & Bolts Mens Health Expo
Wetlands Festival 2014
Jingle Belles in July
Infrastructure upgrade – Ted Johns Oval –
Phase 3
40th Anniversary Celebrations and Seniors Week
Youth fitness classes
Computer purchase
Brandell St Christmas Lights – Temporary No
Standing Signs
Safer Streets project
Purchase of automatic external defibrillator
Cemetery upgrade
Multicultural Cricket Carnival
Solar hot water shower installation
Cinema in the Suburbs
Twilight Market and Carols
Murrarrie Neighbour Day
Funding for telescopic branch lopper
Fundraising calendar raffle
Craft and Gift Fair
Wakerley Rotary Christmas Carols
Disability Awareness & Opportunity Expo
Shade cover replacement
Event ribbons
Shadesail protection for community playground
Amount approved
$1100.00
$600.00
$275.00
$880.00
$1540.00
$1500.00
$500.00
$2327.70
$3165.00
$550.00
$807.80
$250.00
$1252.00
$1015.00
$1000.00
$1100.00
$660.00
$1650.00
$10,000.00
$340.00
$2200.00
$398.00
$1100.00
$2200.00
$5000.00
$660.00
$1650.00
$576.00
$5700.00
Enoggera Ward
Organisation
Brookside Ladies Tuesday Club
Dorrington Neighbourhood Watch
Enoggera District Stamp Club Inc.
Enoggera State School P&C
Enoggera Ward Office
Enoggera Ward Office
Ferny Grove State High School P&C
Ferny Grove State School P&C
Italian Festival Inc.
Mitchelton Pre-Schooling Centre Inc.
Neighbourhood Watch – Ferny Grove 6 –
Kings Park
Newmarket State School P&C
Newmarket State School P&C
Our Lady of Dolours P&F
Our Lady of the Assumption P&F
Rhinos American Football Club Inc.
St Andrews Catholic School Ferny Grove
P&F
St Vincents Health Australia
Project summary
Club activities
25th Anniversary
Northside Stamp Fair
Inaugural Independent Public School Family Fun
Day
Enoggera Ward Mural project
Christmas Movie in the Park
Gala Music Concerts
Memorial garden
Technology upgrade
Operation Compost
Community BBQ and meeting
Amount approved
$330.00
$440.00
$385.00
$4000.00
$1079.21
$2350.00
$3045.45
$5291.21
$2640.00
$361.82
$385.00
Active School Travel Bike Skills
Movie night
Our Lady of Dolours War Memorial
OLA Community Festival 2014
Project RHINO – sport equipment
$375.00
$2662.00
$2200.00
$2200.00
$5000.00
Go MAD (Make A Difference) Fair 2014
$6050.00
Gardening for the Senses – garden development
$2535.36
149
Organisation
Westside Football Club
Youth With A Mission Brisbane
Youth With A Mission Brisbane
Project summary
New junior jerseys
Youth Community Cafe
Community Engagement Project
Amount approved
$5500.00
$1630.95
$1535.00
Project summary
Anywhere Theatre Festival 2014
Ascot Big Day Out
Scandinavian Festival 2013
The Eagle Rock Fair
Computer equipment refurbishment
Australia Day Citizenship Ceremony
Community Christmas party
Family Recovery Program – Shower Project
Saori Loom Creations
Street Numbering
Amount approved
$2000.00
$500.00
$5500.00
$1000.00
$1261.69
$2532.20
$900.00
$2500.00
$4796.90
$1500.00
Hamilton Ward
Organisation
Anywhere Theatre Festival Ltd
Ascot State School P&C
Danish Association Heimdal Inc.
Eagle Junction State School P&C
Hamilton Probus 56018 Inc.
Hamilton Rotary Club
Hamilton Ward Office
Mates4Maters.org Ltd
Mercy Disability Services
Neighbourhood Watch Hendra 1 Division
Hendra/Ascot
Newstead House
Queensland Women’s Historical
Association
Racecourse Road Hamilton Events Inc.
Racecourse Road Hamilton Events Inc.
Racecourse Road Hamilton Events Inc.
St. Margaret’s Anglican Grammar School
St Mark’s Anglican Church – Parish of
Clayfield
Te Waka Dragons
The Creche & Kindergarten Association
Ltd
Windsor Croquet Club Inc.
Wooloowin State School P&C
WWILD Sexual Violence Prevention
Association Inc.
Membership
$1285.00
Miegunyah electrical switchboard upgrade
$3190.00
Breast Cancer Awareness Month on
Racecourse Road
Racecourse Road Community Christmas
Racecourse Road Winter Lights and Brisbane
Cheese Festival
Active Travel
$2200.00
War Memorial Window Project
$3500.00
Te Waka Dragons Corporate and Community
Dragonboat Regatta 2014
$2750.00
$6000.00
$3800.00
$880.00
Ascot Centenary – IT Equipment
$1226.00
Purchase of Honour Board and lawn sprayer
Family Fun Day
WWILD Women’s Group MIFQ Art Exhibition
Workshops
$950.00
$500.00
$1223.63
Holland Park Ward
Organisation
Annerley Recreation Club
Coorparoo State School
Eastern Group SES Support Unit Inc.
Eating Disorders Association
Evolving Community Inc.
GROW QLD
Harty Street Community Kindergarten &
Preschool Association Inc.
Holland Park & Districts Meals on Wheels
Holland Park & Districts Meals on Wheels
Holland Park Kindergarten
Holland Park State School P&C
Kannada Sangha Qld Inc.
Langri Tangpa Centre
Lynndon Ladies Bowls Club
Marshall Road State School P&C
Mott Park Kindergarten Association Inc.
Mt Gravatt Branch Red Cross
Project summary
Switchboard replacement
Improvements to safety of swimming pool
change rooms
Purchase of awning
Event equipment
Sustainability Workshops
Computer equipment for mental health service
Replacing glass sliding access door to Unit 1
Annual volunteer and client lunch
Esky replacement project
Ceiling fans
Easter Event 2014
Diwali celebration and Rajyostsava Day
Electronic whiteboard
Six a side major yearly bowls carnival
Cinema Under the Stars
To update educational resources
Projector and screen
Amount approved
$3000.00
$2884.00
$1250.00
$1328.18
$2000.00
$1446.24
$2500.00
$1500.00
$1600.00
$1531.15
$1500.00
$1100.00
$2380.91
$850.00
$3500.00
$1627.28
$896.00
150
Organisation
Music Broadcasting Society of
Queensland Ltd
National Servicemen’s Association Qld
Inc.
Parkrun Inc.
SKATTLE Ltd
Southside Philatelic Society Inc.
St Agnes Primary School P&F
St Joachim’s P&F
St Stephen’s Anglican Church – Parish of
Coorparoo
The Brisbane Orchid Society Inc.
The Creche & Kindergarten Association
Ltd
Woodturners Society of Queensland Inc.
Project summary
4MBS Festival of Classic ‘Keyboard
Conversations’ Performance
Gutter repair
Greenslopes Parkrun
Airconditioning installation
Open Day 2013
School fete
St Joachim’s at the Movies
Community Christmas Party
Amount approved
$2200.00
$974.76
$2000.00
$1500.00
$968.00
$2816.55
$3000.00
$2500.00
41st Charity Orchid Show
$400.00
Mt Gravatt West Children’s resources project
$898.93
Ceiling fans for auditorium
$1848.00
Jamboree Ward
Organisation
Australia Malaysia Business Council Qld
Inc.
Brisbane Jindalee Lions Club Inc.
Brisbane Multiple Births Association
Centenary and District Environment
Action Inc.
Centenary Christian Kindergarten
Centenary Community Connections
Centenary Community Connections
Good News Lutheran Primary School
P&F
Inner Wheel Club of Brisbane West Inc.
Jamboree Community Kindergarten Inc.
Jindalee District Australian Football Club
Inc.
Jindalee District Netball Club
Jindalee State School P&C
Kiwanis Club of Brisbane
Kiwanis Club of Brisbane
Kiwanis Club of Brisbane
Men’s Shed 100 Inc.
Middle Park State School P&C
MontroseAccess
Mount Ommaney Special School P&C
Centenary State High School P&C
Rocks Riverside Parkrun
Rotaract Club of South-West Brisbane
Rotary Club of Brisbane Centenary Inc.
Rotary Club of Brisbane Centenary Inc.
Rotary Club of Brisbane Centenary Inc.
Rotary Club of Jindalee Inc.
St John Ambulance (Qld)
The Creche & Kindergarten Association
Ltd
Project summary
Amount approved
Carrom Group equipment
$1645.29
Children of Courage Awards
Rowdy Rascals Member's Event
Nature morning beside the Brisbane River at
Westlake
Open Day and Mini Fete
Centenary Rocks! Festival
Santa Sleigh refurbishment
$1203.40
$440.00
$605.00
Billy the Book Bug Book Fair
$2407.90
Computer equipment project
20th Anniversary Celebration
$634.59
$1220.00
Movie on the Field
$1000.00
$7700.00
$1500.00
$639.00
Equipment purchases
School Fete
Camelot Park landscaping furbishment
MS Jindalee Swimathon
Movies in the Park
Equipment and tools
School fete
Walk With Me – 2014
Community markets
Science Showcase Extravaganza
Rocks Riverside Parkrun
First Aid training
IT equipment for organising functions
Establishing a new Rotary Club
Rotary Fun Run
Street numbering project
Printer for training material
$1500.00
$2500.00
$1749.99
$1999.98
$6127.22
$2005.30
$2500.00
$1000.00
$1340.07
$500.00
$1100.00
$737.81
$1449.40
$1500.00
$3300.00
$280.50
$414.55
Yuingi – Mini Fair
$1000.00
Karawatha Ward
Organisation
Acacia Ridge 1 Neighbourhood Watch
Angelflight
Calamvale 9 Stretton Gardens
Project summary
Neighbourhood Watch Fun Day
Angelflight Day
Neighbourhood Watch Family Fun Day
Amount approved
$275.00
$250.00
$2274.00
151
Organisation
Neighbourhood Watch
Project summary
Cazna Gardens Retirement Village
Hands on Care
Indian Senior Citizen Association Inc.
Indian Senior Citizen Association Inc.
Indian Senior Citizen Association Inc.
Islamic College of Brisbane – Parents
Advisory Committee
Karawatha Chaplaincy
Karawatha Chaplaincy
Karawatha Ward Office
Kyabra Community Association Inc.
Kyabra Community Association Inc.
Cazna Gardens Ekka Show Day
Products for residents
Indian Senior Christmas function
Seniors Week celebration
Holi celebration
Family movie night
$500.00
$250.00
$500.00
$500.00
$500.00
$4237.00
End of year function
Trivia night
Karawatha Family Fun Day
Marquee
Christmas lunch for families with children in out
of home care
Child Protection Week free family fun day
Garden Care project
Junior Watcher activity book
Annual fun run
Culturefest 2013 (formerly Multifest 2013)
Trivia night
Awards night
BBQ Fundraising
High visibility protective clothing
Stretton State College Sports awards
Gowan Campus Disco
Mental Health Week – Mystery Bus Tour
$2000.00
$2000.00
$4322.45
$966.00
$640.00
Kyabra Community Organisation
Kyabra Street Community Gardens
Neighbourhood Watch Sunnybank
Rotary Club of Sunnybank Hills
Runcorn Heights State School P&C
Runcorn Heights State School P&C
Runcorn Park Physical Culture
South West Metro Basketball Association
St John Ambulance (Qld)
Stretton State College P&C
Stretton State College P&C
SU Qld – Stretton College Chaplaincy
Sunnybank Branch Australian Red Cross
Society
Sunnybank District Baptist Church
Sunnybank District Community Mens
Shed Inc.
Sunnybank District History Group
Sunnybank Hills Hurricanes Basketball
Club Inc.
Sunnybank Hills State School P&C
Sunnybank RSL Sub-Branch Inc.
Sunnybank Uniting Church
World Arts & Multi-Culture Inc.
Australian Red Cross Centenary Cookbook
Amount approved
$696.00
$250.00
$1456.00
$1500.00
$4696.00
$1800.00
$990.00
$250.00
$947.95
$1000.00
$1886.90
$1660.00
$909.09
Carols Under The Stars
$2500.00
Marquee
$1216.00
Marquee
Uniforms and break up
$905.45
$1078.80
Sunnybank Hills State School Fete
Australian Soldiers of Chinese Heritage Dinner
Christmas Carols
Australian Citizenship Ceremony
$3986.36
$900.00
$1000.00
$1000.00
MacGregor Ward
Organisation
Chinese Precinct Chamber of Commerce
Chinese Precinct Chamber of Commerce
ESA International Beta Omicron Branch
Sunnybank
ESA International Beta Omicron Branch
Sunnybank
Fiji Senior Citizens Association of Qld
Inc.
Hakka Association of Queensland,
Australia Inc.
Karawatha Local Chaplaincy Committee
Kuraby State School P&C
Brisbane Chinese Lions Club
MacGregor State School P&C
Mainland Chinese Society Queensland
Multicap
Multicap
Project summary
Brisbane Moon Lantern and Multicultural
Celebration Festival (Sunnybank) – 2013
Brisbane Chinese New Year Festival
(Sunnybank) – 2014
Australia’s Biggest Morning Tea for Cancer
Council Queensland
Fashion Parade and Afternoon Tea – 'Girl’s
afternoon In' for Breast Cancer
Seniors Multicultural Dinner Night and Annual
Multicultural Soccer Tournament
Lantern Festival and Hakka Day
Mystery Tour
End of year concert and graduation celebrations
Citizenship Ceremony
Mayfest 2014
11th Brisbane Chinese Cultural Festival
Multicap Festival 2013
Carols at Multicap 2013
Amount approved
$2000.00
$500.00
$500.00
$440.00
$2420.00
$500.00
$976.82
$2500.00
$600.00
$3000.00
$2000.00
$1452.00
$2870.00
152
Organisation
Neighbourhood Watch – Upper Mt
Gravatt
Queensland Chinese United Council
Queensland Korean Business
Association Inc.
Robertson State School P&C
Runcorn State School Amateur
Swimming Club
Search Light Inc.
Self Help Queensland Inc.
South West Metro Basketball Association
Southside Dog Obedience Club
Sunnybank and District Pensioners Club
Sunnybank / Acacia Ridge Parish
Friendship Group
Sunnybank Branch Australian Red Cross
Society
Sunnybank Catholic Parish Care and
Concern
Sunnybank Junior Rugby Club Inc.
Sunnybank Lions Club Inc.
Sunnybank Primary School P&C
Sunnybank RSL Sub-Branch Inc.
Sunnybank State School P&C
Sunnybank/Salisbury Meals on Wheels
Inc.
Sunnybank/Salisbury Meals on Wheels
Inc.
Taiwan Women’s League of Queensland
Taiwan Friendship Association of
Queensland Inc.
Warrigal Road State School P&C
Warrigal Road State School P&C
World Arts & Multi-Culture Inc.
World Arts & Multi-Culture Inc.
World Arts & Multi-Culture Inc.
Project summary
Amount approved
Junior Watcher Activity Book
$1456.00
Multicultural Community Fun Sports 2013
$1000.00
E-commerce seminar
$1000.00
Fete Fiesta 2013
$2500.00
Development Swimming Carnival
$576.00
Educational Brochure for young mums
Coming Together, Learning Together, Sewing
Together
Fundraising BBQ
20th Anniversary
Senior’s Event – Multicultural exercises and
entertainment
Australia’s Biggest Morning Tea
$545.55
$783.90
$250.00
$369.00
$385.00
$275.00
Australian Red Cross Centenary cookbook
$1363.64
Volunteers morning tea
$1020.00
Presentation Day
201Q1 District Convention 2013
Fireworks Fiesta
ANZAC Day Parade & Service
P&C Harmony Day
$1200.00
$2000.00
$2100.01
$500.00
$1000.00
Clients and Volunteers Luncheon
$2000.00
Food safety audit
$440.00
Public Art – To be a Magpie
$1100.00
Kaohsiung Park Family Fun Day
$2000.00
School fete
Active School Travel Program
Citizenship Ceremony
Moon Festival Celebration
Citizenship Ceremony
$3992.91
$1000.00
$250.00
$500.00
$500.00
Marchant Ward
Organisation
Boondall 2 Neighbourhood Watch –
Geebung
Brisbane Netball Association Inc.
Burnie Brae
Burul Scout Group – Chermside West
Chermside and Districts Historical
Society Inc.
Chermside Bowls Club Inc.
Fortitude Valley Rugby League Football
Club – Jnr Division Inc.
Geebung Bowls Club Inc.
Gibson Park Committee Inc.
Grange Bowls and Community Club Inc.
Grange Thistle Soccer Club
Grange Thistle Soccer Club
Kedron Heights Pre-School &
Kindergarten
Marchant Park Kindergarten Association
Inc.
Neighbourhood Watch – Stafford 6
Project summary
Amount approved
Vehicle security project
$1100.00
Training aids
Mental Health Community Resource Expo 2013
Movies in the Park
$2031.80
$300.00
$3508.50
Chermside Trams Memorial sign
$1100.00
Members function room renovation
Garden upgrade
$4610.00
$2500.00
50th Jubilee Community and Family Fun Day
Brothers Junior Rugby League Football Club
Trophy Day
New training lawn bowls
Field maintenance
Speed bump
$500.00
$1000.00
50th Year Celebration
$1500.00
$4500.00
$1000.00
$1800.00
Family Fun Day
$500.00
Neighbour Day 2014
$385.00
153
Organisation
North Brisbane Sporting Association
Nundah Wavell All Churches Soccer Club
Resident’s Forum of Wheller on the Park
Retirement Village
Somerset Hills State School P&C
St Clement’s Anglican Parish
St Columba’s Primary School P&F
Stafford Bowls Club Sports and
Community Centre Inc.
Stafford State School P&C
The Probus Club of Chermside Inc.
UnitingCare Community
Wesley Mission Brisbane – Wheller
Gardens Aged Care Community
Wilston-Grange Australian Football Club
Project summary
Playing surface upgrade
Club Fun Day
Computer for recording committee meetings
Amount approved
$4500.00
$275.00
$998.95
Movies in the Park
Eudunda Street Stafford Community Men’s Shed
extension
St Columba’s Great Fete 2014
Stafford Bowls Club Grounds Beautification
Scheme
School Fete
Purchase of two external hard drives for
computers
Crossroads programs
Christmas on the Green – Community Event
$2420.00
$5000.00
A history of the Wilston-Grange AFC
$1000.00
$3300.00
$250.00
$2000.00
$349.80
$1972.18
$1500.00
McDowall Ward
Organisation
Bridgeman Baptist Community Church
Brisbane Bunya Lions Club Inc.
Brisbane Malayalee Association
Carers Queensland Inc.
Everton Park Bowls and Community Club
Inc.
Everton Park Bowls and Community Club
Inc.
Everton Park Scout Group
Everton Park State School P&C
Everton Park State School P&C
Everton Park State School P&C
McDowall Ward Office
McDowall Ward Office
McDowall Ward Office
Neighbourhood Watch Albany Creek 6 –
Bridgeman Downs
Neighbourhood Watch Albany Creek 6 –
Bridgeman Downs
Nexus Care Inc.
Northside Christian Football Club Inc.
Northside Christian Football Club Inc.
Parkrun Inc.
St Clement’s Anglican Parish
St Gerard Majella Catholic Church
Stafford Heights Baptist Church
Stafford Heights Baptist Church
Stafford Scout Group
Project summary
Christmas Festival and Carols
Walk for an Aussie Kid
Multicultural Taste of the World Festival
Carers day out
Amount approved
$5000.00
$550.00
$4000.00
$500.00
Upgrade bowling green mower
$3000.00
Renovation and rejuvenation of top green
$1500.00
New fridge and foldaway tables
World of Fun Fete
Fun Fit Fridays Active Travel launch 2014
Active Travel midyear breakfast
Movie in the Park
Movie in the Park
Movie in the Park
Sausage sizzle for a council movie in the park
$1485.00
$2014.00
$302.50
$275.00
$2465.00
$2465.00
$2490.00
$330.00
Catering for a Council movie in the park
Nexus Care’s Care to Cook Program
Purchase of marquees
Portable Junior Soccer goals with nets and
wheels
Parkrun Mitchelton
Eudunda Street Community Men’s Shed
extension
St Gerard’s Christmas Festival
Christmas Lights Festival
Movie in the Park – BBQ
Replacement of refrigerator
$330.00
$509.00
$4000.00
$2300.00
$300.00
$4400.00
$5000.00
$4000.00
$318.18
$2436.30
Moorooka Ward
Organisation
Aboriginal and Islander Independent
Community Independent School P&F
Acacia 50 & Better
Acacia Ridge AEDI Response Group
Acacia Ridge Community Support Inc.
Project summary
Future Dreams – Junior Careers Expo
Purchase of second hand pool table
Acacia Ridge Early Years Expo 2013
Movies in the Park
Amount approved
$1000.00
$281.82
$550.00
$1355.00
154
Organisation
Acacia Ridge Presbyterian Church
Acacia Ridge Presbyterian Church
Acacia Ridge Presbyterian Church
Acacia Ridge State School P&C
AEIOU Foundation
Brisbane Moorooka Lions Club
Brisbane Visual Arts community
Brothers St Brendans Rugby League
Club
C&K Salisbury Community Kindergarten
Centacare Community Services – Anam
Cara
College Connect P&F
Coopers Plains State School P&C
Eritrean Community Association in
Queensland
Evolving Community Inc – Growing
Communities
Food Alliance Australia Ltd – Eastern
Food Alliance
Food Connect Foundation
Griffith Moorooka Australian Football
Club Inc.
Griffith Moorooka Australian Football
Club Inc.
Griffith University Lions Club
Lower Sunnybank Hills Neighbourhood
Watch
Moorooka Business Network Inc.
Moorooka State School P&C
Moorooka State School P&C
Moorooka Ward Office
Moorooka Ward Office
Moorooka Ward Office
Moorooka Ward Office
Omega International Church
Our Lady of Fatima P&F
Oxley Creek Catchment Association Inc.
Salisbury State School P&C
South East Region Little Athletics
Queensland
St Brendan’s Catholic Primary School
P&F
St Pius X Primary School P&F
Tarragindi War Memorial Preschool and
Kindergarten Inc.
The Creche & Kindergarten Association
Ltd – Moorooka
The Creche & Kindergarten Association
Ltd – Moorooka
Vietnamese Community in Australia
Queensland Chapter Inc.
Village Avenue Community Church
Watson Road State School P&C
Wellers Hill State School P&C
Wellers Hill State School P&C
YMCA of Brisbane – Acacia Ridge
Leisure Centre
YMCA of Brisbane – Acacia Ridge
Leisure Centre
Project summary
Kids Holiday Club
Community Christmas Carols 2013
Community Easter Egg Hunt
Community Christmas and End of Year
Celebration
Nathan Digital Photo Frame Project
Community Awards and Australian Citizenship
Ceremony
Tables and chairs
Amount approved
$365.00
$450.00
$250.00
$990.00
$450.92
$550.00
$503.45
Lawn mower upgrade
$550.00
Family Fun Day
$500.00
Sanity Fair
$500.00
Brisbane Christian College Fete
Coopers Carnival
$990.00
$990.00
Eritrean Multicultural Festival
$500.00
Sustainability Community Workshops
$1800.00
Projector for training videos
$500.00
Food Connect Community Film Night
$359.63
Community movie in the park
$4100.00
Auskick to promote inclusion
$1000.00
Marquee
$2000.00
Neighbour day
Moorooka Pool competition
Harmony Day Community Celebrations
Moorooka Community Christmas Carnivale
Christmas events flyer
Family Fun Day
Movie in the Park
Movie in the Park
Community Carols in the Carpark
Christmas Festival – Winter Wonderland
Resource Centre communications and planning
Purchase of pool cover
$250.00
$400.00
$500.00
$2000.00
$1600.18
$2224.00
$275.00
$2610.00
$2500.00
$1000.00
$500.00
$1000.00
SE Region Athletics Relay Carnival
$275.00
School Fete
$990.00
50th Anniversary School Community celebration
Tarragindi Kindy Fete
$1000.00
$500.00
Kindergarten’s Open Day
$350.00
Upgrade of garden
$500.00
Vietnamese New Year Festival
$500.00
Light Party – Community Festival
Harmony Day celebrations
Biennial Art Show 2013 ‘In the Garden’
Movie Night
YMCA School swimming lessons
$500.00
$990.00
$1000.00
$1500.00
$2500.00
Swim 100 – community learn to swim
$4000.00
155
Morningside Ward
Organisation
Beelarong Community Farm
Brisbane River Dragons – Dragon
Boating and Outrigger Canoe Club Inc.
Bulimba Bulls Hockey Club
Bulimba Child Care Association Inc.
Bulimba Cricket Club
Bulimba Memorial Bowls and Community
Club Inc.
Bulimba Primary P&C Association Inc.
Bulimba Uniting Church
Bulimba Valleys Rugby league Football
Club Inc.
Camp Hill Kindergarten and Preschool
Association Inc.
Camp Hill Kindergarten and Preschool
Association Inc.
Camp Hill State Infants and Primary
School P&C
Cannon Hill Anglican College P&F
Cannon Hill Community Sports Club Inc.
Cannon Hill Community Sports Club Inc.
Cannon Hill Kindergarten and Community
Pre-School Association Inc.
Cannon Hill Stars Netball Club Inc.
Cannon Hill State School P&C
Carina Kindergarten and Pre-School
Association Inc.
Eastern Group SES Support Unit Inc.
Easts Rugby Union Inc.
Gateway Trefoil Guild – Girl Guides
Queensland
Good Sams Foundation
Merthyr Bowls Club – Norman Park Sport
and Community Club
Morningside Australian Football Club Ltd
Morningside School of Arts Inc.
Morningside Ward Office
Morningside Ward Office
Morningside Ward Office
Morningside Ward Office
Morningside Ward Office
Morningside Ward Office
Morningside Ward Office
Norman Park Playgroup
Pagan Hearth Inc.
Parish of Sts Peter and Paul
Playgroup Association of Queensland
Inc.
RSL National Serviceman’s Sub Branch
Inc.
RSL (Queensland Branch)
Southside Eagles Football Club
St Oliver Plunkett P&F
St Oliver Plunkett P&F
St Thomas’ School Camp Hill P&F
Sts Peter and Paul’s School Bulimba
P&F
The Creche & Kindergarten Association
Ltd
Project summary
Picnic table repair
Additional paddles for beginner paddlers
Hockey equipment
Community Family fun day
Cricket equipment
Community Bowls Day
Amount approved
$1000.00
$800.00
$1000.00
$250.00
$500.00
$250.00
Trivia night
Christmas lights
$454.55
$909.09
Equipment
$293.79
Camp Hill Kindergarten Bush Dance
$672.73
Camp Hill Kindergarten Bush Dance Band
$681.70
Community Welcome Day 2014
$272.73
Wetlands Festival 2014
Community Children’s Christmas Tree
Family Fun Day
Halloween themed fund raising evening
$909.09
$250.00
$250.00
$300.00
Trophy presentation day
School Fete
Security mesh screen installation
$500.00
$1000.00
$590.91
Purchase of automatic external defibrillator
Junior Trophy presentation days
Cards, gifts and morning tea for Meals on
Wheels recipients – Bulimba Meals on Wheels
Celebrate Families Festival
Australia Day Community Bowls Day
$1000.00
$1000.00
$300.00
Australia Day Big Aussie BBQ
Tables and chairs
Hocus Pocus Halloween in the Park
Movies in the Park – Perth St Park Camp Hill
Christmas 2013 Movies in the Park – Bulimba
Princesses and Pirates Day
Movies in the Park – Bulimba
Lavarack Park – New Playground Opening
Keralgerie Park Family Fun Day
Christmas activity
Marbon Madness @ Morningside – Festival
Community Christmas Carols
$909.09
$553.88
$4545.45
$3145.00
$3761.36
$1795.00
$2951.36
$995.45
$1044.54
$352.00
$250.00
$909.09
$5454.55
$454.55
Visit from mobile animal farm
$325.00
Equipment for outings
$250.00
Bulimba Festival 2013
Trophy Presentation Day
Active School Travel program
School fete
School fete
$5000.00
$909.09
$250.00
$1000.00
$300.00
School fete
$1000.00
End Of Year Special Activity
$660.00
Northgate Ward
156
Organisation
Banyo Bowls Club Inc.
Banyo Church of England
Banyo Kindergarten Association Inc.
Banyo Rugby League Club Inc.
Banyo Rugby League Club Inc.
Banyo Sporting Association
Boondall 21 Neighbourhood Watch –
Chermside/Wavell Heights
Brisbane Seniors Online Association Inc.
Burnie Brae Centre
Care Connect
Chermside and District Senior Citizens
Chermside and District Senior Citizens
Chermside/Wavell Heights
Neighbourhood Watch Group
Community Friendship Centre
Community Friendship Centre
Community Friendship Group – Banyo
Community Living Association Inc.
Community Living Association Inc.
Community Living Association Inc.
Community Living Association Inc.
Earnshaw State College P&C
Hamilton Pine Rivers Wheelers Cycling
Club
Kedron Football Club Inc.
Kedron Lions Australian Football Club
Kedron Scout Group
Kedron State School P&C
Mary MacKillop College Parent
Committee
North East Baptist Church (Nundah)
Northgate East Neighbourhood Watch
Northgate East Neighbourhood Watch
Northgate State School P&C
Northgate Ward Office
Nudgee Meals on Wheels
Nundah and Districts Historical Society
Inc.
Nundah Community Enterprises
Cooperative Ltd
Nundah Community Enterprises
Cooperative Ltd
Nundah Community Support Group Inc.
Nundah Community Support Group Inc.
Nundah Community Support Group Inc.
Nundah District Development Association
Inc.
RSL (Queensland Branch) Banyo Sub
Branch Inc.
Rotary Club of Nundah Inc.
Sewsmart Charity Quilt Group
St Oswalds Anglican Parish
Swara Mohini Inc.
Toombul Bowls Club Inc.
Wavell Heights Kindergarten Association
Inc.
Wavell Heights Neighbourhood Society
Project summary
Charity Day for Nudgee Meals on Wheels and
Sandgate Blue Care
Trade Waste application fee and table purchase
Upgrade appliances
Kitchen equipment
Field maintenance
Uniform project
Vehicle security project
Amount approved
$350.00
Assist residents over 50 to adapt to new
technology minimising social isolation
Mental Health Community Resource Expo 2013
Christmas function
Project Pantry – T Shirts
Project Pantry – Food and care items
Neighbour Day Fun
$851.96
Seniors bus trips
Seniors bus trips
Jazzin’ The Park
Nundah Festival Pet Photo Competition
Men’s Health Day
Queensland Roundtable on Intellectual Disability
2014
Nundah All Stars 2014 Musical
Closing the Gap Aboriginal Awards Ceremony
Communications enhancement project
Oval repairs
Community day
Greening Kedron Scout Group
Active School Travel program
50th Anniversary community day
Hire of equipment for Carol’s in the Park
Family Fun Day
Family Fun Day
Recycling Centre
Banyo Carols in the Bandstand
Stick blender for kitchen
Office equipment
$540.58
$500.00
$750.00
$1500.00
$550.00
$550.00
$300.00
$300.00
$909.09
$1000.00
$290.00
$1980.00
$1016.40
$3270.00
$2000.00
$575.00
$250.00
$1000.00
$250.00
$982.00
$454.55
$2000.00
$825.00
$500.00
$550.00
$750.00
$1100.00
$500.00
$1650.00
$3103.88
$539.00
$356.50
Mower for use by workers with a disability
$2000.00
Repair Community Café lights
$1985.50
Sewing Classes
Community Food Program
Nundah Festival
Nundah Village Street Festival Art Show
$300.00
$750.00
$500.00
$1000.00
ANZAC Day Commemoration 2014
Movies in the Park
Quilt materials
St Oswalds Fete 2014
Morning Ragas – Indian Classical Music
Australia Day Community Breakfast
$750.00
$6479.00
$550.00
$465.45
$600.00
$1000.00
Family Fun Day
$500.00
New signage for the Wavell Heights Community
Hall
$825.00
157
Parkinson Ward
Organisation
Algester Arrows Softball Club Inc.
Algester Little Athletics
Algester State School P&C
Algester/Calamvale Tumbletots
Playgroup
Australian Breastfeeding Association
Algester Drewvale Group
Australian Hub for Indian Music Inc.
Australian Taiwanese Chamber of
Commerce Queensland Inc.
Calamvale Community College P&C
Elevate Church
Food For Life
Forest Lake Lions Club Inc.
Franco Mauritian Catholic Association
Girl Guides Algester
Grand Avenue State School P&C
Hope Church Brisbane
Lake’s Swimming Club Inc.
Latinos Unidos Inc.
Malayalee Association of Queensland
Inc.
Parkinson Ward Office
Parkinson Ward Office
Penina O Asuisui Inc.
Rotary Club of Forest Lake
Rotary Club of Sunnybank Hills
St John’s Anglican College Leo’s
St John’s Anglican College P&F
St Stephen’s School P&F
Sunnybank District History Group
The Lakes Junior Rugby Union Club Inc.
Project summary
Junior team playing equipment
Replacement of high jump mats
Multifest
Upgrade of playgroup equipment
Baby’s First Christmas
Amount approved
$1133.00
$2547.45
$2272.73
$1718.10
$522.70
Unni Menon & Jyotsna Unplugged – Live
Musical Concert
Taiwan Festival Fireworks
$1000.00
Calamvale Carnival 2013
Christmas Carols
The Golden Moon Festival
Walk With the Lions – Community charity walk
FMCA Community Christmas Dinner Dance
2013
Algester Guide Hut Improvements
School Fete 2013
Christmas 4 Kids Around the World
Membership drive
Chilean Independence Day Festival
$6363.64
$510.00
$1090.00
$525.00
MAQ Brisbane Indian Open 2013
Citizenship Ceremony
Neighbourhood Festival
Choir Competition
BBQ Fundraising
Citizenship Ceremony
Leo Induction Ceremony
Carnival 21st Birthday Celebrations
Marquee
Parkinson Ward History
Crime prevention and assets protection upgrade
$2727.27
$1100.00
$3354.55
$2200.00
$1419.09
$1543.55
$412.50
$550.00
$1180.00
$3670.00
$1370.00
$2668.00
$1540.00
$1348.80
$2497.00
$1489.40
$1100.00
$2000.00
Pullenvale Ward
Organisation
Bellbowrie Community Church Inc.
Brisbane Multiple Births Association
Westside
Brookfield Cricket Club
Cubberla-Witton Catchments Network
Inc.
Kenmore Baptist Church
Kenmore District Churches Together
Kenmore Junior Cricket Club
Moggill Creek Catchment Group
Moggill Historical Society
Pullenvale Progress Association
Pullenvale State School P&C
Pullenvale Ward Office
Pullenvale Ward Office
Pullenvale Ward Office
Rotary Club of Brookfield
Rotary Club of Karana Downs
Rotary Club of Kenmore Inc.
The Claire Ollier Appeal
The Creche & Kindergarten Association
Project summary
Moggill Living Nativity
Expectant Parents Information Night
Amount approved
$2000.00
$800.00
Shell Green Cricket Match
$1100.00
Family Fun Day
$1791.02
Resources for Kids Play Playgroup
Kenmore Community Carols
Movie in the Park Club fundraiser
Kids Day at the Cottage 2014
Oral history interviews
Pullenvale Hall floor resurfacing
Bush Picnic 2013
Brookfield District Museum improvements
Yarawa Pony Club – storage facility and
additional shed purchase
McIntyre Centre – Portable Dressage Arenas
Brookfield Art Show
Karana Carols
Australia Day Citizenship Ceremony
Cinema Under The Stars
Mt Crosby – table and chairs project
$300.00
$2500.00
$1000.00
$1500.00
$1000.00
$4000.00
$3000.00
$6180.00
$7000.00
$4650.00
$1800.00
$2000.00
$700.00
$1000.00
$1500.00
158
Organisation
Ltd
The Hut Environmental and Community
Association Inc.
Upper Brookfield Community Recreation
Club Inc.
Project summary
THECA Forum 2013: Building Resilience in
Biodiversity
Purchase of new tables and chairs for hall
Amount approved
$3256.20
$2500.00
Richlands Ward
Organisation
Australian Breastfeeding Association
Sherwood Group
Brisbane Oxley Sherwood Lions Club Inc.
Brisbane Super Kings Cricket Club Inc.
Community Action in Carole Park Inc.
(Elorac Place)
Community Action in Carole Park Inc.
(Elorac Place)
Durack Inala Bowls Club Inc.
Forest Lake Area Garden Group Inc.
Forest Lake Girl Guides
Forest Lake Junior Rugby League
Football Club Inc.
Forest Lake Lions Club Inc.
Forest Place Durack Gem Club Inc.
Forest Place Residents Club Inc.
Forest Place Residents Club Inc.
Forest Place Residents Club Inc.
Inala and District Darts Association
Inala Community House
Inala PCYC
Inala PCYC
Inala Uniting Church and Samoan
Congregation
Inala Wangarra Inc.
Inala Youth Service
Inala Youth Service
Inala Youth Service
Mission Australia
Neighbourhood Watch Group Durack
Neighbourhood Watch Group Durack
Neighbourhood Watch Group Durack
Our Lady of the Sacred Heart Primary
School P&F
Our Lady of the Sacred Heart Primary
School P&F
Our Lady of the Sacred Heart Primary
School P&F
Our Lady of the Sacred Heart Primary
School P&F
Oxley and District Garden Club Inc.
Oxley Bowls Club Inc.
Oxley Bowls Club Inc.
Oxley District Girl Guides
Oxley Neighbourhood Watch Group
Sherwood 7
Oxley Ridge Neighbourhood Watch
Oxley State School P&C
Papua New Guinea Volunteer Rifles Ex
Members Association Inc.
Quan Am Great Compassion Inc.
Queensland Country Women’s
Project summary
Parenting Library materials
Amount approved
$275.00
Children of Courage Awards
Inter-Community Cricket Tournament 2013
International Women’s Day Breakfast
$275.00
$275.00
$250.00
Community Garden furniture
$250.00
Purchase of Junior Bowls sets
Park and Garden Competition 2013
Camping equipment
Trophy Presentation Day
Information Session Homestead Way NHW
Group
Gem cutting equipment
Spring Fair
Classic Clarinet's Concert
Craft supplies
Sunshine Classic Darts Championship
Resources for toy library
Multicultural Youth Day
Movie Night
Youth barbecue
Hippy Graduation 2013 – literacy program
Equipment for Youth Drop in Centre
The Hut Chill Out – Drop in Centre
National Youth Week
Parent and Child Expo
Clean up Durack Common Parkland
Durack Jazz – Band in the Park
Community Safety Expo
Active School Travel Breakfast
Walk to school day
$1250.00
$275.00
$275.00
$1000.00
$563.00
$1000.00
$275.00
$500.00
$275.00
$275.00
$250.00
$909.10
$318.18
$250.00
$272.73
$400.00
$250.00
$318.18
$250.00
$275.00
$2177.00
$1000.00
$275.00
$275.00
Community Barbecue
$1678.00
Movie in the Park – Darra
$3751.20
Christmas Lunch
Australia Day 2014 and Citizenship Awards
Queensland Day Community Lunch
Garden shed
Oxley Band in the Park 2014
$500.00
$454.54
$250.00
$2513.39
$2883.00
Community Christmas Celebration
Movie in the Park 2013
Centenary Celebration 2014
$306.00
$3897.50
$363.64
Vietnamese Community Support Service
67th Anniversary Birthday Lunch
$275.00
$272.73
159
Organisation
Association Oxley Branch
Project summary
Amount approved
Richlands Ward Office
Richlands Ward Office
Richlands Ward Office
Richlands Ward Office
Richlands, Inala and Suburbs History
Group Inc.
Serviceton South State School P&C
South West Progress Association Inc.
South West Progress Association Inc.
St John’s Oxley Community Mens Shed
St John’s Oxley Community Mens Shed
St Mark’s Primary School P&F
The Creche & Kindergarten Association
Ltd
The Salvation Army Inala
Uniting Church Oxley Darra Parish
Uniting Church Oxley Darra Parish
Vietnamese Community in Australia
Queensland Chapter Inc.
Vietnamese Community in Australia
Queensland Chapter Inc.
Vietnamese Community in Australia
Queensland Chapter Inc.
Wandarrah Preschool and Community
Centre
Young Boys FC Inc.
Young Boys FC Inc.
Community Breakfast
Australia Day Beach Party
Movie in the Park
Dogs’ Brunch – Ellen Grove
$793.19
$1014.54
$3342.72
$572.73
Reprinting of Serviceton History Book
$1000.00
50th Anniversary celebration
Queensland Day Community Awards
Welcoming the Babies 2013
Directional Signage for Oxley Mens Shed
Community Garden opening
Multicultural Fiesta
Durack Community Kindergarten’s Community
Fun Day Project
Community Breakfast program
All About Music Group – equipment
Community Carols 2013
Replacement of memorial plaque
$700.00
$1363.64
$4545.46
$292.00
$275.00
$500.00
$250.00
$454.55
$250.00
$909.09
$702.50
Women’s Support Group – morning tea
$250.00
Children's Moon Festival
$454.55
BBQ purchase
$272.73
Start up soccer equipment
Equipment for training skills
$275.00
$367.00
Tennyson Ward
Organisation
Annerley Church of Christ
Annerley Community Bookshop and
Neighbourhood Centre Inc.
Brisbane Multiple Births Association
Westside
Brisbane Rugby League Referees’
Association Inc.
Chelmer Station Community
Kindergarten Inc.
Christ the King P&F
Corinda Christian Kindergarten and
Preschool Association Inc.
Corinda State School P&C
Eritrean Community Association in
Queensland
Fairfield Christian Family
Fairfield Writers Group
Graceville State School P&C
John Oxley District Orchid Society Inc.
Junction Park State School P&C
Junction Park State School P&C
Kurilpa Scouts Group
Lions Club of Brisbane Moorooka Inc.
Neighbourhood Watch
Oxley Creek Catchment Association Inc.
Queensland African Football Association
Inc.
Riverside Christian Church
Rotary Club of Brisbane Taylor Bridge
Sherwood 1 Neighbourhood Watch
Project summary
Christmas Lunch for Volunteers and Seniors
Junction Christmas Fair
Amount approved
$500.00
$550.00
All Ages Play Group Sherwood – equipment
$550.00
Grass seed spreader
$1000.00
Marquee
$750.00
School fete
Kindergarten facilities improvement – interior
paint
Corinda State School Fete and Open Day
Eritrean Multicultural Festival
$515.00
$772.73
$1100.00
$250.00
Fairfield Community Christmas Carols and Fair
Anthology 2013 – book launch
School fete
Purchase public address system
Safe Travels Ipswich Road beautification
School fete
Fencing around drain
Fairfield Family Picnic
Community BBQ
Computer for Resource Centre
$2035.00
$550.00
$1100.00
$330.00
$550.00
$550.00
$1000.00
$2200.00
$275.00
$500.00
African Nations Cup 2013
Riverside Community Carols
Ken Fletcher Park Family Fun Day
Community Safety Awareness BBQ
$750.00
$2500.00
$1000.00
$561.00
160
Organisation
Sherwood Australian Football Club
Sherwood Community Festival Inc.
Sherwood District Girl Guides
Sherwood Indooroopilly RSL Sub-branch
Inc.
Sherwood Neighbourhood Centre Inc.
Sherwood Respite Service Inc.
Sherwood State School P&C
St David’s Anglican Church
St Joseph’s School Corinda P&F
St Sebastian’s Primary School P&F
St Sebastian’s Primary School P&F
Staverton Kindergarten Association Inc.
Stephens Sub-Branch RSL
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
Tennyson Ward Office
West End Family Care Services Inc. –
Yeronga Community Centre
Western District Netball Association Inc.
Yeronga Meals on Wheels
Yeronga State School P&C
Yeronga Uniting Church
Zonta Brisbane River
Project summary
Purchase timber for change room benches
Sherwood Community Festival
Outdoor equipment, craft materials, and cooking
supplies for activities
Amount approved
$1000.00
$1500.00
$1100.00
Morning teas and bathroom safety
$1000.00
Neighbours in Common program
Sherwood Respite Service Expo
School fete
Christmas Pageant
School fete
Springtime fete
Optiminds State Finals entry
Outdoor umbrella
Anzac Day Service 2014
Graceville State School – Active School Travel
Breakfast
Active School Travel Breakfast
Movies in the Park
Walking Wheeling Breakfast
Croquet Patron’s Cup
Junction Park State School – Active School
Travel Breakfast
Annerley Movies in the Park
Corinda Movies in the Park
Graceville – Active School Travel Breakfast
Term 4
Walking Wheeling Wednesday Breakfast
Active School Travel Breakfasts
Women’s Program events
$1500.00
$1000.00
$1000.00
$1500.00
$1100.00
$1100.00
$250.00
$1000.00
$1100.00
$434.46
Challenge Carnival 2014
Volunteer Christmas Lunch
School fete
Men’s Shed resources
RSPCA Cupcake fundraiser
$1000.00
$700.00
$1000.00
$1000.00
$550.00
$407.62
$2420.00
$250.00
$260.36
$360.00
$2420.00
$2420.00
$500.00
$291.50
$947.00
$1000.00
The Gabba Ward
Organisation
Deaf Children Australia
Dutton Park Primary P&C
iSEE Care Inc.
Kangaroo Point Rovers Football Club
Kurilpa Community Childcare Centre Inc.
Kurilpa Community Childcare Centre Inc.
Multicultural Development Association
Ltd
Music Broadcasting Society of
Queensland Ltd
Pedal Brisbane
Queensland African Football Association
Inc.
RSL (Queensland Branch) Coorparoo
and District Sub-Branch
Serbian Orthodox Church Community
Seventh-day Adventist Church – South
Queensland Conference
Skateboarding Australia
Project summary
Connections BBQ
Dutton Park Multicultural Festival: One World
One Day
Carols on the Green
Office equipment
Active & Healthy – Promoting and Supporting
Cycling
Playground rejuvenation
Luminous – 2014 Lantern Parade
Shakespeare in the West End
Amount approved
$1700.00
$2000.00
$320.00
$500.00
$1087.00
$1413.00
$1000.00
$10,000.00
Pedal Brisbane event
$300.00
African Talent Show
$550.00
Meals on Wheels on Christmas Day 2013
$250.00
Brisbane Serbian Festival
Riverlife Mirrabooka – DreamTrack Cultural
Awareness Program
Skateboarding Australia Hubs Skatepark
Activation Program
$1650.00
$853.37
$2272.73
161
The Gabba Village Association
The Gabba Ward
The Gabba Ward
The Gabba Ward
The Queensland Choir Inc.
Turnstyle Community Hub
West End Community Association
West End Community Association
West End Community Association
West End Family Care Services Inc.
Christmas at the Village
Les and Mavis Dutton Memorial
Les and Mavis Dutton Memorial (Part 2)
The Gabba Clean Up and Kids Fun Day Event
Shakespeare in the West End
Laura Street Festival
6th Kurilpa Derby
The West End Community Arts Archives – Our
Arts, Our Stories
West End Film Festival
Celebrating West End and Embracing Diversity
During Mental Health Week
$990.00
$3300.00
$2000.00
$1793.90
$10,000.00
$770.00
$2750.00
$2200.00
$1100.00
$1200.00
The Gap Ward
Organisation
Ashgrove Baptist Church
Ashgrove Golf Club
Ashgrove Rangers Athletic Club Inc.
Ashgrove State School P&C
Balaangala Community Group
Bardon Anglican Church
Bardon Community Kindy
Bardon State School P&C
Dorrington Neighbourhood Watch
Hands On Art Inc.
Hilder Road State School P&C
Ithaca Creek State School P&C
Mater Dei P&F
Oakleigh State School P&C
Red Hill Community Sports Club Inc.
Rotary Club of Ashgrove/The Gap Inc.
Rotary Club of Ashgrove/The Gap Inc.
Serenata Singers (The Gap Community
Choir Society)
Shed Happens The Gap Inc.
SOWN – Save Our Waterways Now
St Ambrose’s Primary School P&F
St Finbarr’s School Ashgrove P&F
The Creche and Kindergarten
Association Ltd
The Gap Chapter, RSL Queensland
The Gap Garden Club Inc.
The Gap Historical Society Inc.
The Gap Historical Society Inc.
The Gap LOCO (Local Organic
Cooperative) Ltd
The Gap Pastime Club Inc.
The Gap State High School P&C
The Gap State School P&C
The Gap Ward Office
The Gap Ward Office
The Gap Ward Office
The Gap Ward Office
The Gap Ward Office
Valley District Cricket Club Inc.
Yoorala Street Community Garden
Project summary
Christmas at Ashgrove
75th Anniversary Ashgrove Golf Club
Athletics equipment
Ashgrove State Fete 2014
Balaangala Demonstration Garden stage 3
Bardon Community Carols
Bardon Community Kindy Fair
Bardon May Fair
Dorrington NHW 25th Anniversary Celebration
Walton Bridge Art Trail
Hilder Road State School Carnival
Creeky Community Christmas 2013
Music in the Moonlight
Oakleigh State School Fair
Stage One Replacement of Shades on Bowls
Greens
Ashgrove Carols By Candlelight
Australia Day Citizenship Ceremony
Sheet music for community concerts
Amount approved
$2500.00
$909.09
$1000.00
$550.00
$550.00
$2000.00
$450.00
$500.00
$440.00
$3000.00
$550.00
$500.00
$550.00
$500.00
$2000.00
$3300.00
$1100.00
$2200.00
Shed Happens – promotion and equipment
SOWN Nursery Plant Production 2014
St Ambrose’s School Arts and Hearts Fair 2014
St Finbarr’s – Fashions on Parade
$600.00
$5450.00
$550.00
$550.00
Oakleigh Kindergarten Ropes Course Trial
$1000.00
ANZAC Day 2014 ceremonial activities
The Gap Garden Club Open Gardens
Shelving for display purposes
Replacement of library cupboard
Amenities improvement to SOWN Environment
Centre
Junior Presentation Day Trophies
Christmas in July 2013
The Gap State School 2013 Fete
Homes for wildlife
Refurbishment of seat adjacent to The Gap War
Memorial
Beginner Contract Bridge at Ashgrove Library
Sound system for Ashgrove Anzac Day Service
Curious Creatures Of Walton Bridge Art Trail
Promotional Material
New boundary fencing to southern end of Peter
Easton Oval – Ashgrove Sports Ground
Universal access garden beds project
$1641.22
$550.00
$750.00
$1000.00
$1045.00
$1000.00
$500.00
$500.00
$1800.00
$1250.00
$435.00
$1500.00
$1100.00
$5000.00
$1100.00
162
Toowong Ward
Organisation
Bardon Scout Group
Birds Queensland (Queensland
Ornithological Society Inc.)
Brisbane West Senior Citizens Centre
Inc.
Brisbane West Senior Citizens Centre
Inc.
BrizWest Community Ensembles Inc.
Communify Qld
Hands On Art
Lions Club of Bardon
Milton State School P&C
Milton State School P&C
Milton State School P&C
Milton State School P&C
Queensland Association of the Deaf Inc.
Rainworth State School P&C
Rotary Club of Brisbane Planetarium
Search Light Inc.
St Ignatius Toowong P&F
The Creche & Kindergarten Association
Ltd
The Creche & Kindergarten Association
Ltd
Toowong and District Historical Society
Inc.
Toowong Senior Citizens Association
Toowong Senior Citizens Association
Toowong State School P&C
Toowong Ward Office
Toowong Ward Office
Vera Street Community Garden Inc.
Voices of Birralee Inc.
Wesley Mission Brisbane – Toowong
Child Care Centre
West Toowong Bowls and Sporting Club
Wests Juniors Australian Football Club
Inc.
Project summary
Outdoor Walkway – lighting upgrade and white
ant repairs
Queensland Ornithological Conference 2014
Amount approved
$2200.00
$1000.00
Paddington Boutique Fair
$800.00
Christmas activities for seniors
$450.00
Music And Fun In The Park
Access to Public Transport Project
Environmental Art Exhibition and Walton Bridge
Art Trail
Christmas in July
Fair on the Green
Active School Travel
Active School Travel
Environment Day
Queensland Deaf Festival 2013
School Fete – The Rainbow Carnival
Australia Day Citizenship Ceremony
Educational brochure for young mums
Sunset Serenade
$1100.00
$1000.00
$500.00
Rosalie Community Kindergarten Fun Fair
$3000.00
Paddington Community Kindergarten’s ICT
Project
Signage, photograph display and printed
materials for stall at the Toowong International
Festival
Monthly Senior Concerts
Christmas Party
Movie Night
Christmas Extravaganza and Movies in the Park
Christmas Extravaganza and Movies in the Park
Vera Street Community Garden brushcutter
Vibrant Community Arts Hub – furniture and
equipment
Purchase of Red Cat Soundfield System
$1666.00
$2200.00
$5000.00
$1200.00
$1140.00
$500.00
$500.00
$2200.00
$1094.50
$590.91
$2200.00
$539.55
$1100.00
$660.00
$1500.00
$9614.71
$4799.00
$569.00
$500.00
$1376.00
Sound system upgrade
$500.00
New trophy cabinet
$500.00
Walter Taylor Ward
Organisation
Anglican Parish of Indooroopilly
Brisbane Inner West Lions Club
Brisbane Inner West Lions Club
Brisbane Inner West Lions Club
Brisbane Multiple Births Association
Chapel Hill Community Preschool and
Kindergarten Association Inc.
Chapel Hill State School P&C
Chapel Hill State School P&C
CHI.LD Association
Fig Tree Pocket State School P&C
Fig Tree Pocket State School P&C
Hillsdon Kindergarten
Indooroopilly Garden Club
Project summary
Kids’ Fun Fest
New BBQ equipment
Australia Day Citizenship Ceremony 2014
Walter Taylor Ward Dogs Breakfast 2013
Westside Christmas Family Fun Day
Chapel Hill Kindergarten Art Show
Spring Fete 2013
Movie on the Oval
Replacement of historic fig tree
Pocket Opera
School Disco
Hillsdon Kindergarten Fete
Projector and Screen
Amount approved
$1916.71
$695.09
$656.00
$1790.91
$900.00
$2000.00
$2000.00
$1250.00
$2000.00
$2000.00
$250.00
$1000.00
$2200.00
163
Organisation
Indooroopilly Mens Shed Inc.
Indooroopilly Mens Shed Inc.
Indooroopilly Uniting Church
Ironside State School P&C
Kenmore Junior Cricket Club
Kenmore Junior Cricket Club
Lone Pine Koala Sanctuary
Probus Club of Chapel Hill Inc.
Rotary Club of Toowong
Scout Associations of Australia
Queensland Branch – Tyakunda District
St John Ambulance (Qld)
St Lucia Bowling Club Inc.
Unichurch Qld Inc.
University of Queensland Union
Project summary
Indooroopilly Mens Shed Startup
Indooroopilly Mens Shed Thank You Event
Brisbane West Cultural Expo
Ironside Spring Fair 2013
Purchase of cricket training equipment
Movie in the Park – Club Fundraiser
Movie in the Park
Purchase of projector
Children’s movie spectacular
Tyakunda District Abseiling Team equipment
St John Hits the Air Waves – portable radio
Computer equipment
Jump into 2014
Springflare 2013
Amount approved
$3000.00
$1046.60
$2000.00
$3000.00
$1953.60
$3684.50
$3374.54
$738.10
$1136.36
$5107.59
$2000.00
$2000.00
$300.00
$2000.00
Wishart Ward
Organisation
Broadwater Road Uniting Church Parent
Support Group
Christian Outreach Centre – Global Care
Australia
Fiji Senior Citizens Association of Qld
Inc.
Garden City Creative Writers
Greenleaves Retirement Village
Holmead Outlook Neighbourhood Watch
Lions Club of Brisbane Macgregor Inc.
Mansfield State School P&C
Mount Gravatt East State P&C
Mount Gravatt Men’s Shed Inc.
Mt Gravatt Bowls Club Inc.
Mt Gravatt District Horse and Pony Club
Inc.
Mt Gravatt PCYC
Rotary Club of Mt Gravatt
Rotary Club of Wishart Inc.
Rotary Club of Wishart Inc.
South West Metro Basketball Association
Southside Rockets Swim Club
St Catherine’s P&F
St Catherine’s P&F
St Marks Uniting Church
St Marks Uniting Church
Sunnybank Branch Australian Red Cross
Society
The Creche and Kindergarten
Association Ltd
Upper Mt Gravatt Wishart Catholic Parish
Wishart Neighbourhood Watch – UMG22
Wishart School Chaplaincy
Wishart Ward Office
Project summary
Replacement playground equipment
Amount approved
$10,000.00
Christmas Hampers 2013
$3000.00
Senior’s Multicultural Dinner Night and Annual
Multicultural Soccer Tournament
Production of Fantasy, fact and fiction anthology
Village Christmas Party
Christmas Carols
Park seat for Roly Chapman Reserve
Mansfield School Fete
Community Nursing Home and Retirement
Villages Christmas music performances
Purchase a barbeque
Annual Children’s Christmas Tree Event
$2420.00
Mower purchase
$5000.00
Toddler Dance Program – equipment
The Mt Gravatt Challenge 2014
Annual Community Art Show
Australian Day Citizenship Award Ceremony Jan
2014
Hosting Under 14 Girls State Basketball
Championship
End of Season Trophies
Fathers Day Breakfast
Active School Travel
Christmas Carols Event
Easter Community Fun Day
$1477.00
$3000.00
$1400.00
$1460.00
Australian Red Cross Centenary Cookbook
C&K Mt Gravatt East – Foundation Students
Memorial Art Project
Building a Stronger Community – Catholic and
Aboriginal Reconciliation Historical and
Commemorative Booklet
Sausage sizzle
Parenting Seminar – Raising Boy’s
Movie In The Park
$2420.00
$500.00
$1650.00
$1500.00
$1000.00
$550.00
$250.00
$500.00
$2000.00
$600.00
$500.00
$800.00
$1026.00
$1000.00
$909.09
$1818.18
$2000.00
$300.00
$650.00
$2079.00
164
Wynnum Manly Ward
Organisation
Cancer Council Queensland
Coast Guard Brisbane
Eastside Community Church Inc.
Girl Guides Queensland
Moreton Bay Lions Club Inc.
Rotary Club of Port of Brisbane Inc.
St Paul’s Anglican Church, Manly
The Scout Association Of Australia –
Manly Lota Group
The Waterloo Bay Leisure Centre Inc.
Wynnum and Districts Chamber of
Commerce
Wynnum Manly and District Committee
on the Ageing
Wynnum Manly Community Legal
Service Inc.
Wynnum Manly Ward Office
Project summary
Wynnum Relay For Life
Night sight binoculars
Joel Ventnor’s Wheelchair Assistance Vehicle
Fund
New kitchen for guide hut
Citizenship Ceremony
Wynnum Australia Day Breakfast
Here at the Edge of the Sea – A History of the
Parish 1890 – 2014
Floatation devices and camping equipment
Amount approved
$2850.00
$2294.90
$1500.00
$5000.00
$770.00
$7030.00
$2500.00
$3485.10
Split system airconditioning and painting
$8980.00
Twilight Bay Run
$5500.00
Seniors Week Bus Tour to Port of Brisbane
$758.70
Office equipment and computers
$2214.30
Australia Day Celebration
$7117.00
165
Annual Financial Statements
The Annual Financial Statements are available in accessible PDF and Microsoft Excel Format
http://www.brisbane.qld.gov.au/about-council/council-information-and-rates/news-andpublications/annual-report-and-financial-statements/index.htm
166
Glossary
A
Access and Inclusion Plan 2012-2017: places priority on achieving inclusion and equitable access to Council services
for everyone including people with a disability, chronic illness or temporary impairment, parents with young children and
seniors.
Active communities: initiative to encourage cycling and walking in Brisbane suburbs.
Active School Travel program: educates students, parents and teachers to leave the car at home and travel by
walking, cycling or using public transport.
All abilities playground: playgrounds that provide a variety of play experiences for people of all abilities.
Annual Plan (and Budget): each year the Lord Mayor presents and Council adopts an Annual Plan and Budget. The
Annual Plan specifies the outcomes Council seeks to achieve, the services Council provides to the community, and the
projects that Council will undertake. The budget provides authorisation for Council’s expenditures and revenue collection.
Annual Report: Council’s report on its annual performance. The report includes statements about annual performance,
financial statements and disclosures required under legislation.
Asia Pacific Cities Summit (APCS): the Asia Pacific Cities Summit is a leading regional forum for civic and business
leaders, supported by Brisbane City Council.
Asia Pacific Screen Awards (APSA): established in 2008, the awards bring together the region’s most influential film
makers and recognise and promote cinematic excellence.
Audit Committee: the Brisbane City Council Audit Committee oversees the organisation’s audit, control and risk
management functions.
Australia Day Storm Event 2013: in January 2013, ex-tropical cyclone Oswald passed over parts of Queensland
causing severe rains and flooding. In Brisbane, the greatest impact was felt over the Australia Day weekend.
B
Backflow prevention device: a device designed to allow water to flow in only one direction through piped stormwater
systems.
Biodiversity: a healthy diversity of native plants and wildlife.
Bluetooth monitoring: allows the monitoring of traffic flow using bluetooth detectors located along major road corridors.
The detectors record the presence of mobile devices, enabling the determination of travel times between specific points.
Boondall Wetlands Environment Centre: the Boondall Wetlands Environment Centre opened in 1996. It is located at
31 Paperbark Drive, Boondall. Visitors can view environmental and cultural displays, discover facts about wetlands flora
and fauna, and learn about the importance of preserving natural areas.
Brisbane City Plan 2014: Brisbane City Council’s plan for the future development of Brisbane. It guides how land in
Brisbane can be used and developed.
Brisbane Economic Development Plan 2012-2031: sets out the priorities and actions required to support Brisbane’s
economic development to 2031.
Brisbane Greeter Program: a voluntary service in which friendly and well-informed local people show visitors the city.
167
Brisbane Innovation Scorecard: Council collaborates with business, government and higher education to produce
this annual innovation benchmark.
Brisbane Local Government Area (LGA): a defined portion of the metropolitan area of Brisbane, Queensland,
Australia. Unlike LGAs in the other mainland state capitals (Sydney, Melbourne, Perth and Adelaide), which generally
encompass only central business districts and close neighbourhoods, the Brisbane LGA covers a large portion of the
metropolitan area. As a result it has a larger population than any other LGA in Australia.
Brisbane Marketing: a partner in delivering Council’s economic development plan for the city. Brisbane Marketing is
also the Convention Bureau for Brisbane and the Regional Tourism Organisation for the local governments of the
greater Brisbane area.
Brisbane Metropolitan Transport Management Centre (BMTMC): the principal transport management centre for the
greater Brisbane metropolitan area. The BMTMC provides real-time traffic management updates, safe and secure
busway facilities, and public transport continuity that contribute to the optimal operation of South East Queensland’s
road and public transport network.
Brisbane Transport: Council commercialised its transport services arm in the 1990s to form Brisbane Transport, a
council-owned commercialised business.
Brisbane Vision: is Brisbane City Council’s long-term community plan for the city. It details the aspirations for our city’s
future and outlines ideas for achieving this vision.
Budget (and Annual Plan): see Annual Plan.
Bushland Acquisition program: this program uses funds raised from the Bushland Preservation Levy to acquire and
maintain property that supports significant ecosystems, plants and animals.
Bushland Preservation Levy: Brisbane residents and businesses pay a Bushland Preservation Levy as part of their
rates account. The levy goes to the protection and enhancement of the natural environment and creation of a world
class natural area network for Brisbane.
Business and System Efficiency (BaSE) Program: Council’s key business transformation initiative. The project will
replace more than 60 ICT systems with a single integrated system for core business processes including finance,
procurement, asset management and payroll.
Bus Network Review: Council has undertaken a review of its bus network to help deliver an improved and more
efficient service.
Business units: organisational units responsible for best practice delivery of outputs within the commercial framework
set by Council. Council’s Annual Plan and Budget lists business units and their goals and activities. The Annual Report
states their financial and non-financial performance.
C
CaLD: see Culturally and Linguistically Diverse.
Carbon (offsets): Brisbane City Council is committed to being carbon-neutral. Purchases offset the impact of Council’s
fleet and stationary uses of fuel.
CBD: central business district.
CEO: the Chief Executive Officer is Council’s highest ranking executive.
Chairman: each standing committee of Council is chaired by councillor.
CityCats: Council’s fleet of catamaran ferries operating along the Brisbane River from the University of Queensland, St
Lucia to Northshore Hamilton.
City Centre Master Plan: a coordinated strategy to guide future development, transportation, public space
investments over the next 20 years to ensure our city centre is safe, attractive and a continued source of pride.
CityCycle: a bicycle hire service with stations located at key inner-city destinations between the University of
Queensland, St Lucia and Newstead.
CityGlider: buses which provide high frequency transport. The Blue CityGlider travels from West End to the west of the
CBD and to Newstead in the east. The Maroon CityGlider operates from Ashgrove to Stones Corner connecting major
sporting, entertainment, shopping and dining precincts.
City Hall: turned 80 years of age in April 2010. City Hall has been the backdrop to many of Brisbane’s cultural, social,
and civic events. To conserve and restore this iconic building for future generations, City Hall closed in January 2010 for
three years of repair work and upgrades. With the project completed, it was rededicated to the people of Brisbane in
April 2013.
City of Brisbane Act 2010: provides for the way in which Council is constituted and its responsibilities and powers. It is
supported by the City of Brisbane Regulation 2012.
City Plan 2000: The City Plan is a comprehensive statement of Council’s intentions for the future development of
Brisbane. The plan provides guidance for builders, developers, solicitors and others. It has been superseded by the
Brisbane City Plan 2014.
Civic Cabinet (also known as the Establishment & Coordination Committee): Civic Cabinet makes decisions on a
range of matters delegated to it by Council. Civic Cabinet is chaired by the Lord Mayor and includes the chairmen of
Council’s seven other standing committees.
Clem Jones Tunnel (CLEM7): formerly known as the North-South Bypass Tunnel, the Clem Jones Tunnel (CLEM7)
connects Woolloongabba in the south with Bowen Hills in the north. At 6.8 km in length, it is Brisbane’s first major road
tunnel.
CCTV: closed circuit television system in which cameras and receivers are linked by wire.
Community engagement: is the term Council uses for involving residents in Brisbane City Council’s decision making
process. Community engagement has benefits to both the resident and Council because it allows access to wider
sources of information, points of view and potential solutions.
Congestion Reduction Unit: aims to reduce traffic congestion and improve travel times and trip reliability. Its key
target is to improve average travel speeds on the top 20-25 roads in Brisbane.
Corporate Plan: Council’s Corporate Plan specifies the medium term (five year) strategic objectives that Council seeks
to achieve. The Annual Plan and Budget delivers to these objectives. Achievement of Corporate Plan objectives over a
series of Corporate Plans delivers to the long-term community plan.
Councillor: a councillor is an elected member of Brisbane City Council. The role requires a councillor to provide
community leadership and guidance, and to facilitate communication between the community and Council.
Councillor discretionary funding: see Lord Mayor’s Suburban Initiative Fund.
Creative Brisbane Creative Economy 2013-22:
a strategy aimed at strengthening Brisbane’s liveability as a vibrant creative hub and ensuring Brisbane will be the
premier location for talented people to live, work and play.
Culturally and Linguistically Diverse (CaLD): refers to the wide range of cultural groups represented in the
community. Acknowledges differences in religion and spirituality, racial backgrounds and ethnicity as well as language.
Customer Focus Vision 2016: expresses a vision for Council that is dedicated to customers – everyone, everywhere,
anytime.
Cycling Brisbane: a program designed to encourage people of all ages and abilities to cycle.
D
Development approval (DA): Council’s development approval process regulates development in a manner consistent
with the Brisbane City Plan 2014.
Digital Brisbane Strategy: sets a five year target to ensure the city capitalises on the rapidly growing digital economy.
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Disability Discrimination Act 1992 (DDA):
provides specific time frames for infrastructure to comply with standards for disabled access.
Disaster management: Council plays a major role in managing the impacts of disasters within its boundaries.
Disputes Commissioner, Office of: an independent office within Council that investigates complaints about
infringement notices and makes recommendations to either waive or uphold them.
Don’t Be A Fool Tags Aren’t Cool: the catchphrase for Council’s anti-graffiti school education program, which is
delivered to school students across Brisbane.
E
Early Warning Alert Service: the Brisbane Early Warning Service provides residents in the Brisbane City Council LGA
with weather alerts via email, SMS and/or home phone.
Eat Safe Brisbane: a food safety rating scheme, developed in consultation with industry bodies, to help maintain and
improve food safety standards in Brisbane.
Election: Brisbane City Council elections are held every four years. The most recent election was held on 28 April 2012.
Voting is compulsory for all residents who are Australian citizens over 18 years of age.
Establishment & Coordination Committee: see Civic Cabinet.
e-waste: includes electronic waste items such as desktop computers, monitors, mobile phones, printers, televisions,
scanners and video game consoles.
Executive Management Team (EMT): consists of the Chief Executive Officer (CEO), divisional managers and
executive managers from across the organisation.
F
Financial Sustainability Statements, current year and long-term: contain measures of financial sustainability
specified in the City of Brisbane Regulation 2012. Council is required to report its performance and forecasts. These are
located in the Annual Report with Council’s annual financial statements.
Flood: see January 2011 Flood.
Flood Action Plan: Council’s response to the January 2011 Flood and to Council’s and the Queensland
Government’s subsequent reports.
FloodSMART Future Strategy 2012-2031: outlines Council’s approach to flood risk management. The strategy is
based on national and international best practice.
FloodWise Property Report: this free report states the risk of various types of flooding at a specific property. It is
available to download from Council’s website. The information is sourced from Council flood studies and models
developed for the river and our major creeks and waterways.
Full-time equivalent employees (FTE): the statistic stated in this report is calculated as at 30 June 2013. The FTE
statistic states the number of equivalent employees working full-time. For example, two part-time or job share
employees, both working half the standard number of full-time hours, will together be counted as one FTE employee.
The number cited in this report includes all FTEs paid through the Council payroll system. Excluded is overtime, staff on
unpaid leave, workers paid by a third party and supplementary workers not on the payroll system.
G
GraffitiSTOP: a project aimed at delivering graffiti mitigation and prevention activities, in partnership with Queensland
Corrective Services and Youth Justice.
Green Heart: through this program, Council encourages Brisbane residents to make changes to their everyday lives to
help achieve the goal of Brisbane becoming a more sustainable city. The program includes special events and
170
workshops as well as initiatives for residents, business and schools.
GreenPower: accredited, renewable energy generated from sources like wind power, solar farms and biomass,
which do not produce any net greenhouse gas emissions.
Green Waste: Garden waste including cuttings from shrubs and trees, palm fronds, grass clippings, weeds, leaves and
loose bark.
H
Healthy Waterways: Healthy Waterways is a not-for-profit organisation working to protect and improve waterway health
in South East Queensland.
Homeless Connect: brings together business and community groups twice a year to provide free services to people
who are homeless or at risk of homelessness. Brisbane held the first Homeless Connect in Australia in November 2006.
Similar events are now held in Perth, Hobart, Adelaide and on the Gold Coast.
I
Immunisation: Council provides free vaccinations. All children, including international and interstate visitors, can use
Council’s free immunisation service.
J
January 2011 Flood: in January 2011, the Brisbane River peaked at 4.46 metres above sea level, flooding 94 suburbs,
approximately 3700 businesses and 20,000 homes. The flood caused significant damage to the city’s infrastructure,
assets, transport, waterways, parks and community areas.
L
Left Turn on Red (LTOR): Trial program that allows motorists to turn left at a red light after stopping, while giving way to
any vehicles, pedestrians and cyclists.
Legacy Way: Legacy Way (formerly Northern Link) is a major road tunnel project connecting the Western Freeway at
Toowong with the Inner City Bypass (ICB) at Kelvin Grove. Legacy Way is the fourth project in Council’s TransApex
plan, designed to reduce congestion and increase connectivity on Brisbane’s road network.
Local Disaster Coordination Centre (LDCC): The LDCC is an emergency response and coordination centre that is
activated during major events that affect Brisbane.
Lord Mayor’s Multicultural Business Awards: recognises multicultural companies and businesses which have
significantly contributed to Brisbane’s economy and profile.
Lord Mayor’s Business Excellence Workshops:
a series of free workshops held to give businesses an opportunity to meet Council officers so questions can be
answered and areas for service improvements identified.
Lord Mayor’s Business Forums: a series of free workshops held across Brisbane for businesses. Successful
local business entrepreneurs provide valuable insights from their own experience and offer practical tips to help
local businesses grow.
Lord Mayor’s Multicultural Round Table: aims to identify and facilitate opportunities for business and economic
development in Brisbane’s multicultural community.
Lord Mayor’s Suburban Initiative Fund: the Annual Plan and Budget allocates this fund for councillors to employ at
their discretion to support local projects and help build stronger communities in Brisbane. Details on how to apply are
available at www.brisbane.qld.gov.au
Lord Mayor’s Writers in Residence program:
Council libraries host literary events and writing workshops featuring high-profile authors.
171
N
NAIDOC: National Aborigines and Islanders Day Observance Committee. Council’s Indigenous team provides
assistance to community organisations to run events which celebrate the achievements and culture of Aboriginal and
Torres Strait Islander peoples.
National Competition Policy: Brisbane City Council’s organisational arrangements are aligned with Council’s
obligations under National Competition Policy.
Neighbourhood plans: locally specific statutory plans which guide future development, urban design and land
uses.
Neighbourhood Shadeways: community street tree planting program designed to increase and enhance the city’s
shade cover for pedestrians.
P
Performance leadership: a strengthened and improved approach to Planning for Performance (PfP). This approach
encourages a ‘continuous’ process of frequent, quality conversations and two way communication.
PetPEP: a school based education program delivered in partnership with the Australian Veterinary Association that
teaches primary school students responsible pet ownership.
Priority Infrastructure Plan (PIP): aims to ensure coordinated infrastructure delivery across the city.
Programs: the outcomes that Council plans for are grouped together in programs. In 2013-14 Council’s programs
were:
1.
Clean, Green and WaterSmart City
2.
Moving Brisbane
3.
Future Brisbane
4.
Your Brisbane
5.
Public Health and Safety
6.
Economic Development
7.
Customer Focus
8.
City Governance
Council’s Annual Plan and Budget lists programs, their outcomes, associated services and projects and the budgets
allocated to them.
Q
Queensland Police Service (QPS): QPS is the primary law enforcement agency for the State of Queensland. Council
liaises with the QPS on issues including traffic accidents, street closures, special event management, disaster
management and graffiti management.
R
Rapid Response Group (RRG): the response team that provides Council’s frontline key safety and amenity response
across Brisbane 24 hours a day.
River’s Edge Strategy: a non-statutory guide to decision making and a plan of action for enhancing recreational,
tourism and economic development opportunities for the inner-city Brisbane River over the next 10 years.
Resource Recovery Centre: waste minimisation initiative that provides local residents with free disposal for
recycling and reusable materials.
172
S
SealSMART: a process aimed at improving plan-sealing (approval) times through the use of accredited consultants
who liaise with Council engineers to provide self-certification.
Sister Cities: Council builds mutually beneficial relationships with other cities around the world in particular Asia, to
develop economic and cultural ties and promote Brisbane as Australia’s New World City. Council has nine sister cities.
They are:
Kobe
Auckland
Shenzhen
Semarang
Kaohsiung
Daejeon
Chongqing
Abu Dhabi
Hyderabad.
Social media: Council uses social media channels including Facebook, Twitter, YouTube, Instagram, Pinterest and
Flickr to provide information to and interact with residents on community service announcements and information about
events, services, initiatives, community engagement opportunities and disaster/crisis management. Residents must ‘opt
in’ to these communication channels.
SmartForms: allows desktops and mobile computing devices access to online forms.
Standing Committees: Council has eight standing committees made up of and chaired by elected representatives.
The committees are:
Brisbane Lifestyle
Environment, Parks and Sustainability
Establishment and Coordination Committee (Civic Cabinet)
Field Services
Finance Economic Development and Administration
Infrastructure
Neighbourhood Planning and Development Assessment
Public and Active Transport.
State Emergency Service (SES): a volunteer organisation which provides practical support to Queensland
communities during emergencies. Council supports Brisbane’s SES with resources, training and facilities.
Stores Board: Council’s governance mechanism for authorising procurement. Proposals to procure goods and
services are subject to Stores Board’s review and approval.
Sustainable Planning Act 2009: is Queensland’s principal planning legislation. It coordinates planning at local,
regional and state level.
Sydney Coordinated Adaptive Traffic System (SCATS): a traffic signal management system which adjusts signals
automatically according to traffic demand. Every intersection with a traffic signal operated by Brisbane City Council is
controlled by SCATS.
T
Tactile street signs: directional signage enhanced for people with visual impairments.
TAG Them Back: delivered in partnership with Crimestoppers, this initiative provides information on graffiti and an
avenue to report offenders.
Talent Management Strategy: an integrated approach to acquiring and managing Council’s workforce throughout
173
the employment lifecycle.
Taskforce Against Graffiti (TAG): a joint initiative of Council and QPS to combat graffiti and associated crime.
Tip Shop: Council’s two Tip Shops are operated by the Endeavour Foundation and sell good quality second-hand
products which have been salvaged before going to landfill. The Tip Shops are at Acacia Ridge and Geebung.
Transport Plan for Brisbane 2008-2026: provides a strategic framework to address the challenges and issues facing
Brisbane. The plan outlines objectives and actions to achieve an efficient integrated transport system.
U
Urban Renewal Brisbane: a program to revitalise Brisbane’s inner urban areas.
V
Vaccination: see Immunisation.
Vibrant Laneways: a program that rejuvenates ‘forgotten’ city centre spaces and reintroduces them to our community in
an imaginative, fun and engaging way.
W
Ward: Brisbane City Council has 26 wards. Eligible residents in each ward elect a councillor. All elect the Lord Mayor.
Wayfinding devices: Step Hear signs and wrist activators which provide audio messages to inform pedestrians with a
vision impairment where they are.
Web Content Accessibility Guidelines (WCAG) 2.0 Level AA: level of accessibility compliance for websites.
Wi-fi: allows an electronic device to exchange data wirelessly over a computer network. Council’s wi-fi service is
available 24 hours a day in selected locations. Anyone can access it with a wi-fi enabled device
Walls and Colours: a graffiti mitigation project which installs murals in ‘hot spots’ that have been the focus of
previous graffiti vandalism. It is delivered in partnership with local communities.
Workforce Equity and Diversity Framework (2011-2015): provides a focus on building equity and diversity in
Council’s workforce and aims to ensure all employees value and consider others at work.
Y
Your City Your Say: Council’s community reference group is made up of approximately 14,000 Brisbane residents who
are interested in having a say about Brisbane’s future. Members receive information about citywide and local projects
and can contribute to important decisions affecting our city. Your Voice: Council’s employee survey conducted once
each two years.
Youth Strategy 2014-19: an integrated whole-of-Council approach to ensure Council continues to be an organisation
that values and includes young people in the life of Brisbane.
Z
Zero Harm: Council is committed to being a Zero Harm organisation. Council’s goal is to create a workplace that is
injury, illness and incident free.
Zinio: a multi-platform distribution service for digital magazines. Users can access their magazines through a web
browser or on custom apps for smart devices and tablets and download magazines to read offline.
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Index
A
Access and inclusion ….......................................................................57, 72, 73, 76, 144, 167
Active communities ...............................................................................................60, 167, 175
Active and healthy ...........................................................................11, 34, 58, 72, 73, 75, 175
Active School Travel program .................................................60, 69, 146, 153, 156, 157, 167
Active transport .............................................................10, 12, 24, 34, 35, 36, 52, 57, 58, 173
All abilities play equipment .......................................................................................45, 56 175
Annual Financial Statements ..........................................5, 122, 125, 128, 129, 131, 166, 170
Annual Plan and Budget ..............................................16, 17, 25, 34, 167, 168,169, 171, 172
Annual Report .......................................................2, 3, 17, 125, 135, 167, 168, 170, 180, 181
Asia Pacific Cities Summit (APCS) ...........................................23, 98, 99, 140, 141, 142, 167
Asia Pacific Screen Awards (APSA) ………………………………………………………..23, 167
Asphalt ..........................................................................................................36, 112, 113, 115
Assurance .....................................................................................44, 124, 126, 127, 128, 129
Audit Committee………………………………………………......4, 124, 126, 127, 128, 129, 167
Australia Day Storm Event 2013 …………………………………………………………..113, 167
Award(s) ....................................... 3, 22, 23, 37, 42, 45-46, 74, 86, 141, 146, 151, 167, 171
B
Backflow prevention device ………………………………………………......23, 26, 54, 143, 167
Bikeway(s) ...........................................................................6, 10, 23, 57, 58, 59, 60, 113, 119
Biodiversity ........................................................................................................9, 35, 159, 167
Bluetooth monitoring ...............................................................................................62, 63, 167
Boondall Wetlands Environment Centre…………………………………………………...50, 167
Brisbane, about ....................................................................................................................6-8
•Sir Thomas Brisbane ................7, 11, 77
•Brisbane River ...6, 7, 35, 54, 55, 151, 156, 161, 168, 171, 172
•History ............................................7
•Local Government Area (LGA) .........6, 55, 168
Brisbane – Australia’s New World City .....................................2, 7, 11, 12, 16, 48, 55, 66, 67,
72, 73,74, 85, 89, 173
Brisbane City Plan 2000 .................................................................................................68, 70
Brisbane City Plan 2014 .................................23, 25, 52, 54, 67, 68, 69, 70, 71, 94, 167, 169
Brisbane Economic Development Plan 2012-31 ............................84, 85, 90, 167
Brisbane Flood Recovery – see Flood
Brisbane Innovation Scorecard .....................................................................................89, 168
Brisbane Greeters .................................................................................................................89
Brisbane Marketing .................................................................................................7, 129, 168
Brisbane Metropolitan Transport Management Centre..................................................62, 168
Brisbane Transport …….......4, 14, 37, 43, 44, 62, 95, 107, 108-111, 128, 130, 131, 132, 168
Brisbane Vision …………………………………………..........9, 13, 15, 16, 25, 76, 98, 100, 168
Budget (and Annual Plan) – see Annual Plan and Budget
Bus(es) ................................................................6, 10, 24, 26, 38, 43, 46, 49, 57, 58, 61, 62,
108, 109, 110, 111, 119, 142, 152, 157, 165, 168, 169
•CityGlider .................................111, 169
•MaroonGlider ..................................108, 111
Bus Network Review ...................................................................................................109, 168
Bushland acquisition .....................................................................................................48, 168
Bushland Preservation Levy .......................................................................................123, 168
Business and System Efficiency (BaSE) Program ....................25, 38, 39, 101, 105, 114, 168
Business units ..............................................................................................107-117, 125, 168
C
175
Campaign(s) .........................................................................26, 44, 81, 85, 89, 104, 105, 106
Carbon ........................................................................................................9, 49, 61, 108, 168
•emissions ..................49
•offsets...................................49, 168
Cemeteries ..................................................................................................6, 12, 82, 131, 132
Chief Executive Officer ....................................................3, 24, 33, 36, 39, 126, 143, 168, 170
•Report ...................................24-26
CityCat ................................................................................................................6, 24, 61, 168
CityCycle .......................................................................................................................60, 168
City Centre Master Plan ……………………………………………………......26, 67, 68, 69, 168
City Governance ....................................................................................3, 13, 47, 98-106, 172
City Hall..........................................................2, 12, 24, 45, 72, 74, 77, 88, 131, 132, 137, 169
City of Brisbane Act 2010 ……………………………..............15, 125, 131, 134, 139, 142, 169
City Plan – see Brisbane City Plan 2000 and Brisbane City Plan 2014
City Parking .........................................................................4, 14, 107, 116-117, 130,131, 132
Civic administration .........................................................................................................13, 99
Civic Cabinet ..................................................................................3, 22, 33-36, 169, 170, 173
Clean, Green and WaterSmart City ……………………………………….9, 47, 48-57, 112, 172
Code of Conduct .......................................................................................4, 43, 124, 127, 132
Committee(s) ............................................................4, 33, 34, 35, 36, 51, 55, 75, 98, 99, 100,
124, 126, 127, 128, 129, 134, 135, 136, 137, 138, 140, 141, 145, 148, 152, 153, 154, 157,
165, 167, 168, 169, 170, 172, 17
Communication, crisis ...........................................................................................................45
Community engagement ..................................................................92, 93, 94, 150, 169, 173
Community facilities ………………………………………………………….12, 23, 24, 45, 76, 78
Community Financial Report ....................................................................... 2, 4, 118-123, 125
Community hall(s) ...............................................................................................6, 72, 77, 157
Complaint(s) ............................4, 81, 82, 84, 98, 124, 125, 127, 129, 130, 131, 133, 139, 170
Congestion, traffic……………………………………………………….... 10, 58, 64, 66, 108, 169
Congestion Reduction Unit …………………………………………………………........... 63, 169
Contact Centre ................................................................................................................94, 95
Corporate Governance …………………………………………………………........ 2, 4, 124-132
Corporate Plan ………………………………………….........2, 3, 9-14, 15, 16, 17, 25, 125, 169
Corporate security .................................................................................................98, 128, 141
Councillor(s) ................................ 4, 5, 26, 27-33, 34-36, 98, 100, 125, 133, 134, 135, 136,
138, 139, 140, 142, 144, 168, 169, 171, 174
• Attendance .............................4, 133, 1387
• Conduct ..................................4, 133, 139
• Complaints ..............................4, 133 139
• Contact information .................. 27-33
• Expense Reimbursement Policy ...135
• Suspensions ............................133, 138
• Discretionary funding ............. 145-165
Creative Brisbane Creative Economy 2013-22 ............................................................ 73, 169
Customer Focus ......................................................... 3,13, 25, 47, 92-97, 110, 116, 169, 172
Customer Focus Vision 2016 …………………………………………………………........ 95, 169
Cycling Brisbane ...........................................................................................................61, 169
D
Development assessment ……………………………………….... 9, 33, 35, 46, 66, 67, 69, 173
Disability Discrimination Act 1992 (DDA) …………………………. 24, 58, 61, 64, 78, 110, 170
Disaster management ……………………………………………........14, 36, 104, 128, 170, 172
Disclosures ................................................................................... 2, 4, 17, 125, 133-165, 167
Disputes Commissioner, Office of .................................................................................. 130
176
E
Early Warning Alert Service………………………………………….. ...... 26, 98, 104, 106, 170
Eat Safe Brisbane .....................................................................................80, 81, 83, 84, 170
Economic Development …........... 3, 12, 13, 23, 33, 36, 47, 51, 69, 84-92, 99, 103, 136, 140,
167, 168, 171, 172, 173
Elected representatives ..................................................................3, 22, 27-33, 99, 125, 173
Employee(s) .............................................. 13, 25, 26, 42, 43, 44, 46, 90, 93, 94, 95, 99, 102,
110, 114, 120, 125, 127, 130, 132, 135,139, 140, 170, 174
Establishment and Coordination Committee – see Civic Cabinet
Ethical standards .....................................................................................4, 98, 124, 126, 127
Executive Management Team (EMT) .................................................... 3, 22, 26, 36-40, 170
F
Ferry ...................................................................... 10, 24, 26, 46, 49, 57, 58, 59, 61, 64, 100
Field Services Group ………………………….........4, 14, 35, 39, 107, 112-116, 128, 131, 132
Financial management ……………………………………….....13, 16, 36, 98, 99, 100, 125,129
Financial statements – see Annual Financial Statements
Flood ...........................10, 23, 26, 38, 46, 49, 52, 53, 54, 55, 56, 64, 69, 100, 104, 105, 119,
167, 170, 171,175
• Recovery ............................ 38, 100, 119
• Management................................10, 53
• FloodWise Property Report .... 54, 170
• FloodSmart ..............................56, 170
Footpath(s) .................................................................................. 26, 51, 54, 59, 113, 144
Future Brisbane ..........................................................................3, 11, 47, 66-71, 112, 172
G
Graffiti ................................................................................... 79, 80, 81, 170, 172, 173, 174
• GraffitiStop ..............................81, 170
• Don’t Be A Fool Tags Aren’t Cool ...... 81, 170
• TAG Them Back .......................81, 173
Grant(s) ................................................................... 5, 46, 50, 70, 72, 73, 74, 76, 78, 80, 82,
119, 120, 125, 133, 134, 143, 144, 145-165
Green Heart .................................................................................................................50, 170
GreenPower ……………….....................................................................................48, 55, 171
Growth .................................................... 8, 11, 12, 13, 23, 36, 48, 66, 67, 70, 71, 82, 84, 86,
87, 88, 89, 90, 101, 105, 108, 126
H
Healthy Waterways .........................................................................................45, 53, 55, 171
Heritage ................................................11, 35, 45, 50, 51, 67, 69, 70, 71, 77, 143, 149, 152
Homeless Connect ......................................................................................................75, 171
I
Immunisation ................................................................................................. 79, 80, 171, 174
Inclusion – see Access and Inclusion
Information and Communications Technology …………………..............................13, 98, 103
L
Legacy Way............................................................ 23, 26, 38, 46, 58, 61, 119, 120, 140, 171
Libraries ........................................................................6, 11, 34, 44, 72, 73, 74, 76, 119, 171
Lord Mayor ..................................3, 8, 16,26, 27, 33, 34, 36, 39, 51, 79, 85, 98, 99, 100, 128,
134, 136, 137, 138, 140, 141, 143, 145, 167, 169, 174
• Business Excellence Workshops ....91, 92, 171
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• Business Forums ........... 84, 86, 91, 92, 101, 171
• Multicultural Round Table ........ 86, 99, 171
• Report ........................................ 22-24
• Suburban Initiative Fund ...... 144, 169, 171,
• Writers in Residence program .......72, 74, 171
M
Management, Executive – see Executive Management Team (EMT)
Moving Brisbane ...................................................... 3, 10, 26, 47, 57-66, 109, 112, 119, 172
Multicultural .............................................7, 8, 11, 72, 79, 86, 98, 99, 144, 146, 149,152, 153,
154, 155, 159, 160,161, 164, 171
N
National Competition Policy ................................................................... 4, 122, 124, 130, 172
Neighbourhood plans ....................................................................................... 23, 67, 68, 172
O
Organisational structure ........................................................................................... 3, 22, 41
Overseas travel ............................................................................. 5, 125, 133, 134, 140-142
P
Park(s) ............... 6, 8, 9, 16, 24, 26, 33, 35,36, 37, 45, 46, 48, 49, 50, 51, 52, 56, 57, 67, 69,
72, 73, 74, 75, 111, 112, 113,119, 146,147, 148, 149, 150, 151, 152, 153, 154, 155, 156,
157, 158, 159, 160, 161, 163, 164, 171, 173
Patronage ..................................................................................................... 6, 11, 12, 51, 109
• Bus ................................................6, 10
• Ferry .............................................10
Playground(s) ……………………...6, 24, 49, 51, 57, 113, 146, 148, 149, 156, 161, 164, 167
Pollution ............................................................................................................10, 48, 49, 54
Pool(s) .........................6, 11, 12, 44, 45, 52, 72, 73, 76, 77, 79, 82, 130, 142, 150, 154, 155
Population ............................................................6, 8, 11, 12, 26, 67, 70, 71, 82, 87, 95, 168
Priority Infrastructure Plan (PIP) ............................................................................11, 66, 172
Public Health and Safety ………………………………………….......3, 12, 47, 79-84, 112, 172
Public Sector Ethics Act 1994 ……………………………………………………….......125, 132
Public transport ..........................................10, 12, 23, 24, 26, 33, 35, 57, 58, 59, 61, 64, 105,
108, 109, 110, 119, 163, 167, 168
Q
Queen Street Mall .....................................................................................................85, 87, 88
Queensland Urban Utilities (QUU) ........................................................................ 4, 119, 122
R
Rates and charges ..............................................................................................122, 123, 125
Recycling .............................................................................................10, 48, 49, 55, 157, 172
Registers ..................................................................................................5, 125, 133, 142-143
Remuneration: .....................................................................................................125, 134, 140
•Councillor ................4, 133, 134
•Executive .........................5, 133, 139
Right to Information (RTI) ...............................................................................4, 98, 124, 130
Risk management ………….........4, 13, 36, 98, 101, 124, 125, 126, 127, 128, 141, 167, 170
Road Action Program (RAP) ................................................................................................10
Road(s) ........................................... 5, 6, 9, 10, 23, 26, 34, 38, 45, 54, 57, 58, 61, 62, 63, 64,
65, 66, 104, 112, 113, 115, 119, 120, 140, 142, 143, 144, 146, 154, 160, 167, 168, 169, 171
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S
Sister city (cities) ……………………………………………………….............................100, 173
Social inclusion ...............................................................................................................11, 75
Social media ………………………………………………….....82, 85, 87, 88, 94, 103, 106, 173
Standing committee……………………………………………………...............33, 168, 169, 173
State Emergency Service (SES) ………………………….………….......26, 34, 79, 80,113, 173
Stormwater ..................................................................................16, 52, 54, 55, 112, 113, 167
Strategic planning……………………………………………......2, 3, 15-17, 35, 88, 98, 125, 127
Support Services .......................................................................................42, 75, 98, 101, 127
Sustainability ..........................................................4, 9, 16, 20, 21, 33, 35, 37, 45, 48, 49, 50,
68, 118, 122, 125, 126, 128, 150, 155, 170, 173
T
Taskforce Against Graffiti (TAG) …………………………………………………………....81, 174
Tip Shop........................................................................................................................112,174
Transport ...............................................................4, 10, 12, 14, 16, 23, 24, 26, 33, 34, 35,36,
37, 38, 43, 44, 52, 107, 108-111, 121, 132, 168, 174
Trees ...............................................................................................................26, 51, 113, 171
W
Ward(s) ...............................................................27-33, 99, 135, 136, 137, 138, 145-165, 174
Waste management ………………………………………………………..................36, 112, 130
Water ................................4, 9, 35, 52, 53, 55, 72, 76, 79, 100, 119, 122, 123, 130, 149, 167
WaterSmart City ……………………………………………………………………..9, 47, 112, 172
Waterways ....................................................10, 35, 45, 48, 49, 52, 53, 54, 55, 162, 170, 171
Website ...............................................25, 61, 84, 85, 103, 117, 132, 145, 146, 170, 174, 180
Wi-fi .................................................................................................12, 56, 72, 73, 74, 87, 174
Workforce ……………………………............13, 14, 42, 43, 71, 84, 87, 90, 102, 104, 173, 174
Workplace Health and Safety – see Zero Harm
Y
Your Brisbane...................................................................................3, 11, 47, 68-79, 112, 172
Your City Your Say ........................................................................................................13, 174
Z
Zero Harm .............................................................................................44, 109, 110, 174, 179
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Contact details
Council Administration Offices
Brisbane Square
266 George Street, Brisbane Qld 4000
Green Square
505 St Paul’s Terrace, Fortitude Valley Qld 4006
General information
Phone: (07) 3403 8888
Website: www.brisbane.qld.gov.au
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Additional copies
You can download a copy of this report at www.brisbane.qld.gov.au or contact us on
(07) 3403 8888 for more information.
Feedback
Feedback on this document is welcome. You can write to us at:
Brisbane City Council
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Brisbane Qld 4001
or
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Acknowledgements
Council thanks all those who contributed to the development of the Annual Report 2013-14.
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Translation or interpretation
Please contact Council on (07) 3403 8888 if you need to access information in the Brisbane
City Council 2012-13 Annual Report in alternative formats, or if you need help with
translating and/or interpreting parts of the report.
Brisbane City CouncilInformation
GPO Box 1434Brisbane Qld 4001
For more informationvisit
www.brisbane.qld.gov.auor call (07) 3403 8888
CA14-516584-08-479
© Brisbane City Council 2014
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