Brisbane City Council
Annual Report
2014-15
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.
© 2015 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
City Hall, Legacy Way, ferry terminal, Story Bridge, Mt Coot-tha and the Sir Thomas
Brisbane Planetarium, traditional Queenslander homes and park.
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Contents
Brisbane City Council Annual Report 2014-15
Brisbane at a glance .......................................................................................................... 6
Brisbane in Profile ............................................................................................................. 8
Our Council ....................................................................................................................... 9
Our goals......................................................................................................................... 10
Corporate Plan scorecard ................................................................................................ 11
The Queensland Plan ...................................................................................................... 21
Strategic planning ............................................................................................................ 22
Our Council ..................................................................................................................... 28
Lord Mayor’s Report ........................................................................................................ 29
Chief Executive Officer’s Report ...................................................................................... 32
Our elected representatives ............................................................................................. 35
Civic Cabinet ................................................................................................................... 42
Executive Management Team ......................................................................................... 46
Organisational structure .................................................................................................. 50
Our people ...................................................................................................................... 51
Awards and recognition ................................................................................................... 56
Progress and performance – programs ............................................................................... 60
Program 1: Clean Green and Water Smart City ............................................................... 61
Program 2: Moving Brisbane ........................................................................................... 77
Program 3: Future Brisbane ............................................................................................ 87
Program 4: Your Brisbane ............................................................................................... 95
Program 5: Public Health and Safety ............................................................................. 106
Program 6: Economic Development .............................................................................. 115
Program 7: Customer Focus .......................................................................................... 127
Program 8: City Governance ......................................................................................... 134
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Brisbane Transport ........................................................................................................ 146
Field Services Group ..................................................................................................... 152
City Parking ................................................................................................................... 160
Community financial report ............................................................................................ 166
Financial Summary 2014-15 ...................................................................................... 167
Revenue: Where did the money come from? ............................................................. 167
Expenses: Where was the money spent? .................................................................. 168
Assets: What do we own? .......................................................................................... 169
Liabilities: What do we owe? ...................................................................................... 169
Community Equity ...................................................................................................... 170
Measures of financial sustainability ............................................................................ 173
Queensland Urban Utilities: Water distribution retailer ............................................... 173
Rates: Fair and equitable rates and rates concessions .............................................. 173
Corporate governance ................................................................................................... 176
Risk management ...................................................................................................... 178
Brisbane City Council Audit Committee ...................................................................... 181
The Queensland Audit Office ..................................................................................... 182
Complaints management ........................................................................................... 182
Right to Information and Information Privacy access requests ................................... 184
National Competition Policy ....................................................................................... 184
Code of Conduct ........................................................................................................ 186
Disclosures .................................................................................................................... 187
Councillor remuneration ............................................................................................. 188
Councillor expenses reimbursement .......................................................................... 189
Councillor attendance at 2014-15 Council meetings .................................................. 192
Orders made about Councillors’ conduct during Council or Committee meetings....... 193
Complaints relating to councillor conduct ................................................................... 193
Executive remuneration as at 30 June 2015 .............................................................. 194
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Overseas travel .......................................................................................................... 195
Registers kept by Council .......................................................................................... 196
Council maintains the following registers.................................................................... 196
Local Laws ................................................................................................................. 197
Land, reserves and controlled roads .......................................................................... 198
Grants to community organisations ............................................................................ 198
Councillors’ discretionary funds.................................................................................. 199
Annual Financial Statements ......................................................................................... 250
Glossary ........................................................................................................................ 251
Index ............................................................................................................................. 262
Contact details............................................................................................................... 269
Council Administration Offices ............................................................................... 269
General information ................................................................................................. 269
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Brisbane at a glance
A snapshot of the Brisbane Local Government Area in figures as at 30 June 2015.
Brisbane’s Local Government Area (LGA)
Residential population
1,146,787
Population by age
0-14
17.54%
15-24
15.32%
25-44
32.84%
45-64
22.56%
65+
11.74%
Population demographics*
Indigenous
1.4%
Australian born
66.6%
Overseas born
28.3%
International students (including tertiary, TAFE,
technical and English language institutions)
77,193
Number of people employed in the Brisbane Local
Government area
824,200
* Approximately 3.7% of Brisbane residents did not state their country of birth or indigenous
status.
What’s Brisbane like
Geographical area
1338.1 km²
Length of the Brisbane River within the Brisbane
City boundary
114 km
Average daily high temperature
25 °C
6
Average daily low temperature
14.9 °C
Council facilities and infrastructure
Libraries (including mobile library)
34
Community halls (with hireable rooms)
17
Sites leased to community organisations and sports
clubs
610
Swimming pools
20
Cemeteries and crematoria
12
Parks (natural areas and urban parks)
2092
Playgrounds
1023
Picnic grounds
550
Dog off-leash areas in parks
128
Cross river bridges (excludes CLEM7 Tunnel)
8
Cross River Ferries
9
CityCats
21
Buses
1161
Bus stops
6590
Wharves, jetties, pontoons and boat ramps
78
Natural areas managed by Council
9062 ha
Urban parks managed by Council
6340 ha
Area of sports parks owned and managed by
Council
1197 ha
Length of constructed and formed roads
5724.8 km
Length of bikeways
1324.8 km
Length of paths and walkways
4501 km
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Brisbane in Profile
Early history
Brisbane is named after Sir Thomas Brisbane, a noted astronomer and the sixth Governor of
New South Wales from 1821-1825.
The city’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 the Brisbane River, finding fertile riverside land and
a secure site for the penal camp, which was established at Redcliffe in 1824. The following
year the penal camp moved to the vicinity of what is now William Street. However, it wasn’t
until 1842 that the Moreton Bay area was opened for free settlement, with Brisbane Town as
its centre.
From that point Brisbane grew quickly due to the region’s rich agricultural industry and the
discovery of gold.
Today, only the Windmill Tower and the Commissariat Store both built by convict labour still
remain as markers of the penal era. In 1859, the colony of Queensland was separated from
New South Wales and Brisbane, with a population of 6000, was made the capital.
Between 1860 and 1865 more than 35,000 new settlers moved to Brisbane.
Modern Day Brisbane
Today, Brisbane is a thriving multicultural city, steadily building on its reputation as
Australia’s New World City. It is located in one of the fastest growing regions in Australia and
has an economy of $146 billion, accounting for 48% of Queensland’s economic output and
9% of Australia as a whole.
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Brisbane’s thriving economy is driving continued population growth in the region and the
Greater Brisbane population grew an average of 1.9% per year between 2011 and 20141.
Almost 30% of Brisbane residents were born overseas and more than 20% of households
speak two or more languages at home.
Located on the eastern seaboard, Brisbane is the largest of Australia’s capital cities by
geographical area, occupying some 1338.1 km². Often referred to as the River City, it is built
on and around the winding Brisbane River, and is characterised by a warm subtropical
climate, outdoor lifestyle, hilly suburban pockets and unique Queenslander housing.
The river is at the heart of the city and sets the backdrop to the bustling CBD, vibrant retail
and dining precincts as well as extensive parkland spaces for sport and leisure, festivals,
arts and entertainment. Over time, Brisbane has also developed a reputation as a worldclass event venue, hosting the Commonwealth Games in 1982, World Expo ‘88, Goodwill
Games in 2001 and the G20 Leaders’ Summit in 2014. 1
Landmarks and notable buildings
Brisbane City Hall was officially opened on 8 April 1930 by the then Governor of
Queensland, Sir John Goodwin, and took 10 years to build. At the time of construction it was
one of the most expensive Australian buildings ever built with a price tag of almost £1
million.
City Hall closed its doors in January 2010 for restoration and repair, reopening to the public
on 6 April 2013.
In 1925, the Greater Brisbane Council appointed a Cross River Commission to investigate
the need for future bridges. The commission recommended a bridge to address local
industry growth and to connect Kangaroo Point to Fortitude Valley and Brisbane CBD. Built
between 1935 and 1940, the Story Bridge was officially opened on 6 July 1940 and named
after J.D. Story, Public Service Commissioner and Vice Chancellor of The University of
Queensland. The Story Bridge celebrated 75 years of operation on 5 July 2015, and is today
one of Brisbane’s most significant cultural and tourist icons.
As more tourists began to arrive in Brisbane, the demand for public space to rival
international destinations saw the introduction of King George Square at the entrance of City
Hall in 1975 and Brisbane’s first mall along Queen Street in 1982. Today, Queen Street Mall
is Australia’s most successful mall, with 700 retailers and six major shopping centres.
Our Council
The origins of Brisbane City Council were established almost 100 years after Brisbane’s
foundation when, in 1924, Queensland State Parliament passed the City of Brisbane Act,
setting up a single, citywide local government for the whole of the region. Before this, the
area had been divided into 20 local authorities and joint boards.
1
ABS Regional Population Growth CAT3218.0, 2013-14
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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. It is dedicated to ensuring Brisbane is a great place to live and has a fundamental
role to play in making the city the best it can be. Guiding this is the Brisbane Vision 2031
(Brisbane Vision), Council’s long-term community plan for the city. It details the aspirations
for the city’s future and outlines ideas for achieving this vision.
Our goals
The main priorities for Brisbane Vision are to:
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maintain or improve quality of life for the Brisbane community
ensure Brisbane has the services and infrastructure to meet the livability and
sustainability challenges of the future
provide an overarching plan of action for Council, its partners and the people of
Brisbane for the next 16 years (up to 2031).
Council undertakes business with the following values in mind:
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passion for Brisbane
responsive customer service
respect for people
courage to make a difference
working together
getting things done
value for money.
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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 longterm community plan, Brisbane Vision 2031.
Overall performance is determined by measuring our achievements against key performance
indicators and the progress of major initiatives.
We use a four tiered ratings system:
Delivered: objective is achieved or completed
On track: work is continuing as planned and budgeted
Monitor closely: progress is being made but does not match what was planned and
budgeted, or progress is
difficult to measure
Action required: work has stopped or progress is insufficient to achieve the objective.
Program 1: Clean, Green and WaterSmart City
Our medium-term objectives
Status
1.1 Sustainability leadership
Reduce Council’s greenhouse gas emissions.
Delivered
Implement a continual improvement program in the area of energy efficiency and
carbon abatement, to minimise the required purchase of GreenPower and offsets.
On track
Reduce the environmental risks of Council’s activities and operations.
Delivered
1.2 Sustainable Brisbane
Reduce greenhouse emissions and the environmental footprint of Brisbane
homes.
On track 
Reduce the greenhouse emissions of Brisbane businesses.
On track
1.3 Biodiverse city
Recognise and promote the wealth of Brisbane’s biodiversity.
On track
1.4 Parks, gardens and recreation
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Extend and improve capacity of the city’s street and park tree assets to deliver
attractive and shaded pathways and public spaces.
On track
Develop subtropical boulevards along main arterial roads.
On track
Ensure an accessible, diverse and connected network of public and private open
space.
On track
Continue to plan, design and deliver a range of park types and facilities that reflect
the needs of our growing city.
On track
Provide a hierarchy of parks and park facility maintenance consistent with the
parks asset management plan.
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
1.6 Focus on the river, bay and waterways
Maintain performance against local waterway health indicators of riparian cover
and in-stream habitat diversity.
On track
Develop a sustainable framework of funding and action to maintain and improve
the health of regional waterways and the bay.
On track
85% of Brisbane’s community will recognise and value the contribution Brisbane’s
waterways make to the liveability of the city.
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.
On track 
Brisbane’s residents will better understand their risk of flooding and will be better
prepared and more resilient to flooding.
On track 
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
1.8 Pollution free city
Improve Brisbane’s air quality.
On track
12
Lower the environmental risks associated with Brisbane’s 150 closed landfill sites.
On track
Improve the air quality performance of Council’s activities and operations.
On track
1.9 Managing and reducing Brisbane’s waste and litter
Reduce waste disposal to landfill by 25% by 2014 (against 2008 baseline).
Monitor
closely
Increase recycling of municipal solid waste by 50% by 2014 (against 2008
baseline).
Monitor
closely
Reduce waste generation by 5% by 2014
Delivered
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.
Delivered
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).
Delivered
Achieve a rating of 3.0 or above, 95% of the time (service delivery standards –
CBD/ Fortitude Valley).
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.
On track

Provide a well connected network of safe and continuous bikeway routes.
On track
2.2 Public transport
By 2018, bus patronage will increase to more than 90 million trips per year.
Monitor
closely
By 2018, ferry patronage will increase to seven million trips per year.
Monitor
closely
Bus and ferry services will be more accessible to people with a disability.
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.
On track
13
Reduce traffic congestion by ensuring the best performance of the transport
network.
On track
Improve road safety for all road users and reduce trip times.
On track
Maintain and improve the condition of transport network assets.
On track
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.
On track
Recognise and plan for areas where citywide regulations may be altered to better
suit local circumstances.
On track
By 2017, the Priority Infrastructure Plan will align Council’s infrastructure plans with
the growth forecasts for the city.
On track
Work collaboratively to benefit Brisbane and the South East Queensland region by
contributing to the revision of the South East Queensland Regional Plan 20092031.
On track
Enhance provisions for a range of housing options to respond to changes in
Brisbane’s population.
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.
On track
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
3.3 Approving quality development
Maintain assessment times and standards at high levels.
On track
Maintain and enhance Brisbane’s heritage in balance with growth and new
development through more effective design mechanisms.
On track
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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.
On
track
Achieve 75% resident satisfaction with significant festivals such as Brisbane Festival
and the Queensland Music Festival.
On track
The Brisbane Powerhouse will attract more than 300,000 visitors per year.
On track
Signature festivals like Brisbane Festival and Queensland Music Festival will attract
increased patronage.
On track
4.2 Libraries for an informed community
Council’s libraries will have 400,000 members.
On track
Maintain a 90% customer satisfaction rate with Council’s library services.
On track
Brisbane libraries will hold 17,000 Council archival records.
Delivered
Council’s libraries will have 100,000 parents and children attending children’s
reading and literacy programs each year.
On track
Council’s libraries will have six million visits each year.
On track
More than 150,000 people will attend learning and cultural events at libraries each
year.
On track
4.3 Active and healthy communities
Achieve 75% resident satisfaction with Council’s provision of fitness activities in
which residents can participate.
On track
Achieve 70% resident awareness of Council’s active and healthy lifestyle programs.
Monitor
closely
80% of sporting and recreation clubs leasing Council properties are positive about
Council’s engagement with them.
On track
4.4 Social inclusion
Achieve 60% resident satisfaction with Council’s provision for assisting people in
need.
On track
70% of community organisations (customers) will rate Council positively for its
provision of services to Aboriginal and Torres Strait Islander communities, young
On track
15
people, seniors, people with a disability, the homeless, multicultural communities
and refugees.
Implement social inclusion initiatives.
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.
Delivered
80% of customers are satisfied with Council’s management of major venues, such
as the Sir Thomas Brisbane Planetarium, Riverstage, Council pools and golf
courses.
Delivered
Achieve patronage target of two million people for Council pools.
Delivered
Implement the disability access program across Council pools.
On track
80% of leased Council facilities achieve a Council ‘C’ rating and are fit for purpose.
On track
Condition audits are completed on 20% of leased Council facilities annually.
On track
Condition audits are completed on 25% of leased Council sports fields annually.
On track
Undertake an annual review of 95% of all sporting, recreational and community
lessees of Council facilities.
On track
75% of lessees are satisfied with Council’s management of its community facilities.
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.
On track
Maintain and enhance Brisbane’s amenity.
On track
Improve community health and safety outcomes through public health licensing and
regulatory services.
On track
Protect the community from public-health risks and disease outbreaks.
On track
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5.2 Citizens' security
Maintain a high level of actual safety in the community.
On track
Achieve a high level of perceived safety in the community.
On track
Improve safety by engaging, educating and involving the community.
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.
On track
Brisbane will be a city where it is easy to do business, with world-class infrastructure
and services responsive to business needs.
On track
Brisbane will continue to create jobs that satisfy its growing business sector.
On track
6.2 Removing barriers to growth
Public sector capital investment will support Brisbane’s projected employment and
population growth.
On track
The community will be able to access free wi-fi on public transport networks and in
public places.
Delivered
Brisbane will have an efficient private, public and active transport network that
supports the needs of the community and workers.
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.
On track
Continue to support Brisbane’s intake of international students.
On track
Brisbane businesses can access the skills they require.
On track
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6.4 Delivering world class economic precincts
Office floor space in Brisbane’s inner city will keep pace with demand.
On track
Brisbane’s industrial businesses are able to grow and expand in locations such as
Australia TradeCoast and in the southwest industrial gateway.
On track
Ensure that the city’s land assets support business demand in employment growth
locations.
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
On track
lifestyle achievement.
Brisbane will attract a growing number of domestic and international visitors, and
international visitors will increase their length of stay.
On track
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.
On track
Brisbane businesses grow their business linkages and export opportunities in Asia.
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.
Delivered
75% of residents rate Council as being good or excellent in reporting back to
residents following consultation.
Delivered
60% of residents are aware of the Your City Your Say initiative.
Monitor
closely
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.
On track
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Meet the service standards of Council’s Customer Charter.
On track
Maintain high levels of overall satisfaction with Council’s service delivery channels
for both residents and businesses.
On track
7.3 A council easy to do business with
Customers will be satisfied that Council understands their needs.
On track
Promote a customer-focused culture within Council.
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.
On track
Council will consult widely and openly with the community.
On track
8.2 Regional and international activities
Foster international relationships that offer economic development opportunities.
On track
Work with other governments and organisations for the benefit of the local
community, city and region.
On track
8.3 Strong and responsible financial management
Remain a financially sustainable organisation.
Delivered
Ensure Council’s programs and services meet the current and future needs of the
community.
Delivered
8.4 Value for money
Reduce procurement costs while maintaining value.
On track
8.5 Risk management
Provide effective risk management.
Delivered
Protect Council assets, people and the environment.
Delivered
8.6 Managing Council’s business
Ensure that Council’s plans, practices, processes and the capabilities of its people
On track
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are aligned to deliver the long-term community plan Brisbane Vision and Council’s
Corporate Plan.
8.7 Employer of choice
Council will have a cost-effective, adaptable and capable workforce to implement the
On track
vision for the city.
Council will be an employer of choice.
On track
8.8 Corporate communication
Align corporate communication with Council’s plans.
On track
Maintain or increase Brisbane residents’ awareness that Council has a vision for the
future of the city.
On track
Maintain and improve employee satisfaction via consistent internal communication.
On track
8.9 Information and communications technology
Council’s business performance will be supported and improved through information
and communication technologies (ICT).
On track
Increase organisational satisfaction with ICT service delivery.
On track
The benefits delivered by ICT projects are identified and delivery of these is
monitored.
Delivered
8.10 Disaster response and recovery
Ensure Council remains compliant with Queensland’s Disaster Management Act
2003.
On track
Deliver disaster planning and preparedness to reduce the impact of future disasters.
On track
Build a more robust and resilient community.
On track
Brisbane Transport
Our medium-term objectives
Status
Continue to meet customer needs and contribute to congestion reduction and
accessibility by delivering frequent, reliable and safe services.
On track
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Field Services Group
Our medium-term objectives
Status
Provide high-quality and value for money services to Council.
On track
Deliver programmed services on time and within scope and budget.
On track
Field Services Group’s workforce will be highly skilled and motivated and will have a
uniform focus on safety as a critical business enabler.
On track
City Parking
Our medium-term objectives
Status
Continue to meet customer needs and contribute to both liveability and economic
outcomes by delivering accessible and reliable parking services.
On track
City Projects Office
Our medium-term objectives
Status
Provide leadership, advice and professional services to create innovative solutions
for the delivery of community assets and economic infrastructure for Brisbane.
On track
The Queensland Plan
Council meets the reporting requirements of the Queensland Plan by reporting on the
achievements of Council’s program areas and business units work in meeting the Corporate
Plan objectives relevant to many of the goals outlined in the plan.
These include:
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becoming a more efficient organisation
developing a strong and prosperous region where business and communities reach
their full potential
managing the impacts of population growth
ensuring infrastructure is designed and built with longevity in mind
safeguarding the natural environment.
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Strategic planning
Council’s strategic and corporate plans set the goals and direction for the city’s future.
Council’s strategic planning framework
The key elements of Council’s strategic planning framework and associated reporting are
outlined below:
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
2031 (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.
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Everyone living and working in Brisbane has a role to play in achieving Brisbane Vision.
Council will continue to plan and deliver services and projects that help make Brisbane a
great place to live and do business. However, there are challenges and goals that need
effort and cooperation on more than just a local government level.
Council will partner with various levels of government, other organisations and international
partners to work towards the aspirations and targets in the vision. The Brisbane Vision also
lists actions members of the Brisbane community can take to help achieve this vision for our
city.
Brisbane Vision themes
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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.
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
23
term and detailed annual financial reporting, governance information and disclosures
required by legislation.
24
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.
Revenue Ratio
Net Rates and
Utility
Charges
Revenue/Total
Revenue
(Council’s
dependence on
rate income)
2024-25 Proposed
2023-24 Proposed
2022-23 Proposed
2021-22 Proposed
2020-21 Proposed
2019-20 Proposed
2018-19 Proposed
2017-18 Proposed
2016-17 Proposed
2014-15 Actuals
Ratio formula
and explanation
2015-16 Proposed
Financial Ratios
41.2% 46.8% 46.2 49.6 49.7% 49.8 51.2% 51.1 51.1% 51.3% 51.5%
%
%
%
%
Debt Servicing 3.0
1.6
3.0 2.4 2.5
3.6 3.5
4.4 4.9
5.7
6.5
Cover (Operating times times times times times times times times times times times
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
33.5% 35.6% 6.5% 7.0% 7.2% 6.5% 6.4% 5.9% 5.7% 5.4% 5.1%
(The capacity of
the Council to
service its
outstanding debt)
Net
74.2% 63.7% 61.4 69.6 66.8% 65.1 63.8% 60.5 57.9% 54.2% 48.8%
Debt/Revenue
%
%
%
%
Ratio Net
Debt/Total
Revenue
(Council’s
borrowing ability)
Debt Exposure 8.4 to 10.0 to 9.9 to 9.1 to 9.1 to 8.9 to 9.3 to 9.4 to 9.5 to 9.9 to 10.3
Ratio
1
1
1
1
1
1
1
1
1
1
to 1
Total Assets/Total
Liabilities
(Council’s
exposure to debt)
Debt
Commitment
Ratio Debt
Servicing and
Redemption
81.3% 76.0% 14.1 14.0 14.5% 13.0 12.5% 11.6 11.1% 10.5% 9.9%
%
%
%
%
Costs/Net Rate
and Utility
Charges
Revenue
(Identifies Council
debt redemption
strategy)
Net Debt Per
Capita
$1402 $1088 $110 $122 $1222 $121 $1190 $116 $1137 $1085 $1000
8
3
9
0
26
Working Capital 1.3
Ratio Current
Assets/Current
Liabilities
0.8
0.7
0.7
0.7
0.8
0.7
0.7
0.6
0.6
0.6
(Extent to which
Council has liquid
assets available to
meet short-term
financial
obligations)
Operating
-0.4% -2.9% -2.4% 0.2% -1.0% 1.8% 2.8% 5.0% 5.9% 7.0% 8.1%
Surplus Ratio
Net Operating
Surplus/ Total
Operating
Revenue (Extent
to which revenues
raised cover
operational
expenses only or
are available for
capital funding)
* 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
27
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
On behalf of Brisbane City Council I am pleased to present the 2014-15 Annual Report.
When we presented the Budget in June 2014, Council committed to deliver world-class services for
residents and businesses, grow Brisbane’s identity to create a strong and prosperous city, and
manage the city’s finances in a prudent and responsible manner. We have delivered on these
commitments and this Annual Report demonstrates the great work achieved across the
organisation.
Over the last year, Brisbane’s global recognition was enhanced by our staging of the 2014 G20
Leaders’ Summit, the Brisbane Global Cafe and the Asia Pacific Screen Awards. I thank everyone
living and working in Brisbane for their contribution as part of Team Brisbane to the success of
these events.
Capitalising on our heightened international reputation, Brisbane is developing as a vibrant hub,
attracting new industry sectors that are globally scalable and positioning the city well for future
opportunities. The Brisbane 2022 New World City Action Plan was released in May and will build on
the momentum of Brisbane’s Unique Window of Opportunity Report projects, utilising the global
networks generated through the G20 Leaders’ Summit to generate job growth.
Council has focused on sustainable growth in key services such as local roads, bikeways,
footpaths, parks and the city’s festivals and events, with a vigilant focus on delivering value for
money to ratepayers. A balanced budget, strong credit rating, responsible expense growth and
reduction in debt from refinancing Queensland Urban Utilities’ loan all contributed to a sustainable
level of borrowings.
Economic development
A key focus is growing business opportunities and securing a robust economy while maintaining
our enviable quality of life. In addition to leveraging opportunities created by the G20 Leaders’
Summit, Brisbane is rapidly emerging as an influential leader and a destination for business in the
Asia Pacific region.
Our city continues to thrive through strategic positioning and the development of relationships with
key international partners.
Over the year, upgrades in the Queen Street Mall continued Council’s commitment to enhancing
key economic precincts. This upgrade ensures it remains attractive to shoppers and retailers, and
continues to thrive as Australia’s most successful mall. The Brunswick Street Mall refurbishment
was also completed, retaining its position as Brisbane’s premier entertainment and dining venue
precinct.
The Digital Brisbane Strategy continued to drive opportunities for small-to-medium businesses.
Since 2013, more than 4500 businesspeople have engaged with the strategy, opening the door to
greater investment in our city. Council also connected Brisbane through the rollout of free wi-fi in
the Queen Street Mall, on Victoria Bridge, at South Bank, on the Mt Coot-tha Summit as well as in
the Chinatown and Brunswick Street malls.
29
Managing growth
Council delivered a range of targeted programs including asset maintenance, rehabilitation works
and key infrastructure projects to keep Brisbane moving.
Major traffic projects were completed including the $1.5 billion Legacy Way tunnel, which opened in
June, including a 4 ha expansion to the Brisbane Botanic Gardens Mt Coot-tha. The Robinson
Road and Telegraph Road open level crossing replacements were also completed, and Council
began implementing the independent Brisbane Parking Taskforce recommendations to improve
parking in Brisbane. This included the rollout of 15-minute free parking in areas surrounding the city
centre. Forty four additional Left Turn on Red locations were also introduced at signalised
intersections, reducing motorists’ travel time.
Over the coming year, Council will continue to keep Brisbane moving by funding the Inner City
Bypass 4 Laning project, progressing the Kingsford Smith Drive and Wynnum Road upgrades as
well as investing a record $100 million in road resurfacing.
Public and active transport
Brisbane’s public and active transport network has a significant impact on our quality of life.
Council’s continued investment in a modern, comfortable and reliable bus and CityCat fleet was
supplemented by major commitments in cycling infrastructure.
I am pleased to say Council’s bus fleet is now 100% wheelchair accessible. This is in conjunction
with ongoing work to upgrade bus and ferry stops to be Disability Discrimination Act 1992 (DDA)
compliant.
In addition to delivering 60 new low-floor buses, two new Generation 3 CityCats were added to our
fleet and 21 CityCats now transport people up and down the Brisbane River. Eleven ferry terminals
have been upgraded or replaced to be more flood resilient, including new terminals at Bulimba,
Milton and the Regatta. The New Farm Riverwalk replacement also opened to pedestrians and
cyclists in September 2014 reconnecting the city to our suburbs.
Our $120 million commitment to bikeways is on track to be completed over the coming year,
with13,403 m2 of new bike paths installed and significant work undertaken to upgrade the
Bicentennial Bikeway. Cycling Brisbane also celebrated one year of operation, and demonstrates
Brisbane’s growing cycling community with more than 7000 members.
A vibrant, accessible and inclusive city
An important aspect of Brisbane’s lifestyle is access to great public facilities as well as opportunities
for diverse cultural experiences in our city. The latest tourism figures show our city experienced its
fastest visitor growth in the year ending September 2014 with a 3.6% growth rate since 2011.
The One Brisbane Many Cultures e-newsletter was launched in eight languages, and an additional
seven wayfinding signs were installed linking key precincts and landmarks to make getting around
Brisbane easier for new residents.
We continued to create and maintain local parks, open spaces and recreational facilities through
investment in suburban park development. Frew Park opened at Milton, boasting tennis courts,
30
BBQ and playground facilities, and Council’s libraries at Coopers Plains and Mt Ommaney were
also revitalised, attracting thousands of visitors each week.
Maintaining our assets Honouring our heritage and ensuring the longevity of our assets is essential
to maintaining important features and landmarks in our city and suburbs.
This year’s refurbishment of Anzac Square and suburban memorials ahead of the ANZAC
Centenary demonstrated Brisbane’s true community spirit as we paid our respects to all
servicemen and women. Restoration works to revitalise the 1880s Shorncliffe Pier are also
progressing, with the project edging closer to completion in early 2016.
We continued to deliver asset maintenance works to keep the city running. In the face of several
major storm events we delivered flood mitigation works to minimise the impacts of flooding, and
stormwater drain rehabilitation projects to extend the life of pipes and drains.
Looking ahead, it is my intention to continue to invest in value for money projects that secure
Brisbane’s future, deliver essential services and maintain Brisbane, Australia’s New World City, as
an exceptional place to live and work.
Graham Quirk
Lord Mayor
31
Chief Executive Officer’s Report
The 2014-15 financial year was a significant year for Council and the city, with many of the
opportunities, achievements and challenges experienced represented in this year’s Annual Report.
Over the past 12 months, Council continued to deliver projects that pursue an agenda of building a
better Brisbane, while improving the customer experience and providing better value all round for
the residents and businesses of Brisbane.
In November, Brisbane hosted the G20 Leaders’ Summit following two years of preparation and
during the course of the year completed key infrastructure projects, as outlined in the Lord Mayor’s
Report. Council also forged ahead with the Future Council Organisational Strategy completing the
rollout of the Business and System Efficiency Program (BaSE) Release 2 and kick-starting the
Local Government Systems (LGS) Program, which will further streamline our customer service
offerings.
I extend my gratitude to each employee who contributed to these projects and initiatives, and
I am pleased to say our work continues to be well received by residents.
This Annual Report outlines Council’s performance against the commitments made in the 2014-15
Annual Plan and Budget, and shows the community what we have delivered in each area. It
benchmarks Council’s progress in the implementation of the Corporate Plan 2012/13-2016/17 and
how we are meeting the objectives of the Queensland Plan. This progress is demonstrated in the
Progress and Performance and Corporate Plan scorecard sections of this report.
Future Council
In order to provide better value for residents by delivering a more simplified process for employees,
and greater efficiency in the way Council conducts its day-to-day business, Council:


completed the roll-out of BaSE Release 2, marking the final stage of a significant project to
simplify and integrate internal business processes and systems. This included the
implementation of new human resource and payroll processes, aligning with Council’s
Workforce Strategy and Talent Management Strategy
commenced preliminary work on the LGS Program, a key part of Council’s business
improvement and customer focus agenda. The program will deliver core Council services
more efficiently and effectively through standardised processes and a reliable, easy-to-use
integrated information system.
Doing business with Council
Council prides itself on a continued commitment to providing innovative, responsive and
streamlined value for money customer service.
32
This year, Council continued to drive improvements, with the availability of new time saving
solutions to keep pace with a growing service expectation, and provide consistent and friendly
customer service.






Customer service continued to be a priority with 53,578 calls handled through the Brisbane
Business Hotline 133 BNE and 1.3 million enquiries answered through the Customer
Contact Centre.
Launched a new ‘search focused’ corporate website, generating a 64% increase in search
sessions and a 29% increase in unique users.
Commenced the rollout of SmartForms, allowing residents and businesses to report
maintenance issues and apply for some licences and permits via a desktop computer, smart
phone or tablet device.
Launched a new Your City Your Say community consultation online platform, accessible via
mobile, tablet and desktop devices.
Continued to engage with the community face- to-face around the Brisbane City Plan 2014
and neighbourhood plans to provide advice and help residents, business owners and
community groups understand planning and development in Brisbane.
Delivered a new pre-lodgement service and a Level of Assessment Calculator for
development applications. Customers can fast-track approvals and self-assess their
development online to determine what form will suit their needs.
Supporting a vibrant, creative city
In order for Brisbane to remain an attractive place to live, work and visit, Council continued to invest
in public spaces.
Council’s venues hosted a variety of performances and festivals including the G20 Leaders’
Summit civic reception at City Hall for more than 900 guests and over 1100 events to activate the
city. The Brisbane Powerhouse also welcomed more than 196,000 visitors to its new events
program.
Three public artworks were installed in the city centre, local communities were revitalised through
Suburban Centre Improvement Projects (SCIPs) and $7.9 million in grant funding was awarded to
local community groups and business.
Delivering essential services
In addition to the completion of major infrastructure projects including Legacy Way, the New Farm
Riverwalk and ferry terminal rebuilds, Council continued to focus on frontline service delivery to
meet current and future population needs.



Completed the Robinson Road and Telegraph Road open level crossing replacement
projects.
Resurfaced 857,615 m2 of road pavements and swept more than 108,265 km of roads.
Delivered a 100% wheelchair accessible bus fleet including the addition of 60 new low-floor,
low- emission buses, delivered two new Generation 3 CityCats and improved flood
resilience and accessibility requirements at 11 ferry terminals.
33


Responded to two severe weather events, with more than 60,000 m3 of green waste
collected from the November 2014 Severe Weather Event.
Opened the Chandler Waste Recovery Centre.
I thank Lord Mayor Graham Quirk, members of Civic Cabinet, Councillors and Council employees
for an outstanding year of delivering value, responding to challenges and listening to the community
to ensure future generations can enjoy what Brisbane has to offer. Every suburb benefits from
improvements and projects delivered from local parks and roads to suburban shopping precincts.
Council’s aim is to ensure every inch of the city is as attractive as the next and I look forward to
seeing Brisbane grow for everyone.
Colin Jensen
Chief Executive Officer
34
Our elected representatives
Councillors as at 30 June 2015
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@bcc.qld.gov.au
Appointed to Council 2007
Elected 2008
Number of voters 26,612
35
Central
Cr Vicki Howard (LNP)
Central Ward Office
Shop 11, 31 Duncan Street
Fortitude Valley Qld 4006
(07) 3403 0254
central.ward@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.au
Elected 2008
Number of voters 26,746
Hamilton
Cr David McLachlan (LNP)
Hamilton Ward Office
42 Racecourse Road
Hamilton Qld 4007
36
(07) 3403 1095
hamilton.ward@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.au
Elected 2012
Number of voters 26,496
37
MacGregor
Cr Steven Huang (LNP)
MacGregor Ward Office
Sunnybank Centre,
121 Lister Street
Sunnybank Qld 4109
(07) 3407 8500
macgregor.ward@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.au
Appointed to Council 2003
Elected 2004
Number of voters 26,188
38
Morningside
Cr Shayne Sutton (ALP)
Morningside Ward Office
Ground floor, 63 Oxford Street
Bulimba Qld 4171
(07) 3407 8200
morningside.ward@bcc.qld.gov.au
Elected 2004
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@bcc.qld.gov.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@bcc.qld.gov.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@bcc.qld.gov.au
Elected 1997
Number of voters 26,792
39
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@bcc.qld.gov.au
Elected 2008
Number of voters 24,595
Tennyson
Cr Nicole Johnston (IND)
Tennyson Ward Office
Fairfield Gardens,
180 Fairfield Road
Fairfield Qld 4103
(07) 3403 8605
tennyson.ward@bcc.qld.gov.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@bcc.qld.gov.au
Elected 1991-1994
Appointed to Council 2003
Elected 2004
Number of voters 25,944
The Gap
Cr Geraldine Knapp (LNP)
1997-June 2015
The Gap Ward Office
477 Waterworks Road
Ashgrove Qld 4060
(07) 3407 1900
thegap.ward@bcc.qld.gov.au
Elected 1997
Number of voters 25,804
Cr Steve Toomey (LNP)
Appointed to Council June 2015
40
Toowong
Cr Peter Matic (LNP)
Toowong Ward Office
50 High Street,
Toowong Qld 4066
(07) 3403 2520
toowong.ward@bcc.qld.gov.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@bcc.qld.gov.au
Elected 2010
Number of voters 24,499
Wishart
Cr Krista Adams (LNP)
Wishart Ward Office
Ground floor,
2072 Logan Road
Upper Mt Gravatt Qld 4122
(07) 3403 7791
wishart.ward@bcc.qld.gov.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@bcc.qld.gov.au
Elected 1994
Number of voters 25,359
41
Civic Cabinet
As at 30 June 2015
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
Public and active Transport Committee.
Civic Cabinet meets each Monday morning
42
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 and 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, caring and inclusive 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
43
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
44
Councillor David McLachlan
Chairman, Field Services Group Committee
Elected in 2006
Member of Civic Cabinet since 2008
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
45
Executive Management Team
As at 30 June 2015
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
Qualifications
Bachelor of Civil Engineering (Honours)
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 eight years.
 Received the Queensland University of Technology Chancellor’s Outstanding Alumnus
Award and the Faculty of Built Environment and Engineering Outstanding Alumni Award for
2011.
Andrea Kenafake
Divisional Manager, City Planning and Sustainability
Joined Council in 1993
Qualifications
Bachelor of Arts, majoring in Organisational Psychology
Master of Rehabilitation
Member of the Australian Institute of Company Directors
Significant achievements
 Career spanning more than 20 years in leadership and executive roles in Council.
 Instrumental in the implementation of a number of initiatives including the improvement of
the Workers Compensation system through self- insurance and the development and
introduction of Council’s Zero Harm strategy.
 Manager Development Assessment, City Planning and Sustainability Division in Brisbane
City Council 2010-14, leading the implementation of a range of business improvement
processes and products. This initiative was accredited when Development Assessment was
awarded the Australian Business Excellence Award for Innovation in 2013.
 Current directorship: City Parklands Services Pty Ltd.
 Received the Urban Development Institute of Australia (UDIA) Women in Development –
Outstanding Achievement by a Woman – Government Award in 2010.
46
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
Geoffrey Beck
Divisional Manager, Brisbane Transport (from September 2014)
Executive Manager Field Services Group (July 2011-August 2014)
Joined Council in 2009
Qualifications
Bachelor of Engineering (Civil)
Master of Applied Science
Graduate Diploma of Management
Graduate Diploma of Strategic Studies
Graduate of Army Command and Staff College
Joint Services Staff College and Centre for Defence and Strategic Studies
Significant achievements
 Significant public sector experience in Australian Government including Defence – Director
General Capital Infrastructure and Head of Defence Infrastructure.
 Private sector roles with Raytheon and GHD.
 Extensive military career including operational roles in Namibia.
Scott Stewart
Divisional Manager, Brisbane Infrastructure
Joined Council in 2005
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)
47
Significant achievements

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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.
Mica Julien
Executive Manager, Field Services Group
Joined Council in 1991
Qualifications
Bachelor of Business (Tourism)
Associate Diploma in the Neuroscience of Leadership
Certificate IV in Competitive Systems and Processes
Professional Certified Coach
Significant achievements
Significant career spanning more than 24 years in Council, commencing as a Community
Recreation Officer, then being promoted through a variety of roles at all levels of the organisation
up to and including Executive Manager.
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Led the formation of a new branch as Manager of Urban Amenities, with significant results
including reductions in service delivery timeframes and increases in quality outcomes
without corresponding increases in costs.
Led Urban Amenities branch to successive reductions in Lost Time Injury Frequency Rate
(LTIFR) of 20% over three years.
Led Asset and Works Management Deployment for the Business and System Efficiency
(BaSE) Program assisting the successful deployment to business users on time and under
budget.
Instrumental in leading the way for collaborative consultation with users on the design,
installation and management of various outdoor recreation pursuits including skateboarding
and mountain biking.
Greg Evans
Divisional Manager, Organisational Services
Joined Council in 2009
Qualifications
Bachelor of Business (Accountancy), Master of Business (Finance and Accounting).
48
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.
Pip Hold
Executive Manager, Office of the Lord Mayor and CEO
Joined Council in 2009
Qualifications
Bachelor of Arts
(Politics and German)
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.
Peter Rule AM
Executive Manager, Office of the Lord Mayor and CEO
Joined Council in 2004
Qualifications
Bachelor of Social Work
Master of Administration
Fellow of the Australian Institute of Management (Queensland branch)
Graduate of the Australian Institute of Company Directors
Significant achievements
 Extensive executive career in the public sector including child and family welfare, juvenile
justice and corrective services and local government
 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.
49
Organisational structure
50
Our people
Brisbane City Council is committed to being an employer of choice and offers many different types
of jobs.
Highlights
More than 7400 full-time equivalent employees
More than 330 different jobs
Responsible and attractive employer
Council is an attractive employer, offering a wide variety of jobs and careers in more than 60
occupational groups.
Council’s people are enthusiastic, well-trained, appropriately resourced and dedicated to a better
Brisbane. In 2014-15, Council received more than 12,600 applications for 1274 vacancies.
In recognition of our high standards in workforce management, Council received awards for
programs in health and safety, career development, diversity, work and family, and learning and
development.
Positive culture with flexible work options
Council appreciates the importance of a healthy work life balance and provides a range of work life
options and benefits to support employees.
Contemporary workplace arrangements are encouraged and a variety of flexible work options are
offered to meet business and workforce needs. These include flex-time and flexible working hours,
part-time and job share arrangements, and telecommuting.
Council has implemented a wellness model, ensuring each employee has control of their personal
wellbeing both during and outside work, and can readily access assistance to improve their overall
wellness.
A variety of employee support services are offered including counselling services, referral services
for child care and aged care, provision of carers’ rooms and leave options such as mid-career
breaks, study leave, parental leave, and cultural and ceremonial leave. Health and wellness offers,
as well as technology and commercial offers are also available to employees. Council regularly
engages with external health and wellbeing providers to deliver the latest and most cost-effective
offers to all employees.
51
Responsible and supportive working environment
‘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, Council continues to develop a workforce that provides value for money services
to the community through being adaptable, capable, cost-effective and productive, and to create a
city that is accessible and offers opportunities for all.
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 the organisation invests in employee training and career
development.
Council provides a positive and supportive working environment to employees and works closely
with staff to assist with workplace transitions.
Key activities for 2014-15
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
Refreshed the Talent Management Strategy to align with the Future Council Organisational
Strategy and the Workforce Strategy.
Launched the SAP Performance Leadership module, including self-help intranet material,
information, awareness and skills development programs to:
–
–
–
–
–
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assist all employees to understand how they contribute to a better Brisbane
enhance skills needed to support the Future Council Organisational Strategy
build productivity and engagement
foster cohesive working relationships between employees, team leaders and
managers
support career development opportunities.
Identified and created eight Talent Pathways, with a total of 35 participants. These
pathways assist in the delivery of key priority positions and capabilities linked to Future
Council strategies, including the Business and System Efficiency (BaSE) Program, the G20
Leaders’ Summit and the Local Government Systems Program.
Hosted three Lord Mayor’s Awards for Excellence, with five Lord Mayor Certificates of
Excellence awarded and 15 Lord Mayor Commendations awarded.
Hosted three Lord Mayor Recognition of Service Awards for 69 employees who had
attained 35 or more years of service.
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.
52
Key activities for 2014-15

Council is the fifth largest employer of apprentices in the metropolitan Brisbane area:
–
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–
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Received 17,950 employee registrations for training with more than 70% of enrolments for
116 online courses.
Implemented new Human Resources and Payroll processes as part of Council’s business
transformation in BaSE Release 2, in alignment with Council’s Workforce Strategy and
Talent Management Strategy:
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–
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8% of Council’s 105 apprentices are from Aboriginal and Torres Strait Islander or
Culturally and Linguistically Diverse (CaLD) backgrounds
35 apprentices joined Council in 2014-15 with 68% aged 21 years and under
Council’s apprentices achieved an 81% overall completion rate for the four-year
apprenticeship program, compared to the national completion rate of 59%.
introduced job architecture to classify all Council positions into occupational and
capability clusters enhancing Council’s ability to manage an agile workforce and
provide targeted skill development
commenced Capability Framework with foundational capabilities applied to all
Council positions based on their work level, and minimum capability requirements for
Council employees, team leaders, managers and executives
created self-help intranet tools for staff to assess their foundational capabilities and
navigate job architecture to assist in identifying possible career paths
implemented the BaSE SAP Learning Portal Solution, which streamlines course
administration processes and promotes self-service within work areas
developed 15 SAP Employee Self Service (ESS) and Manager Self Service (MSS)
courses to support the implementation of SAP, including ESS Complete Flex
Timesheet, Report a Workplace Health and Safety or Environmental (WHSE)
Incident, MSS Manage Leave Requests and Accessing MSS Reports
provided support and industrial relations advice in translating award and pay rules
into the SAP environment
provided face-to-face training for 661 field staff in pay fundamentals.
Developed and delivered online training modules in the prevention of workplace harassment
(bullying), with 767 team leader and employee participants.
Commenced a refreshed Workforce Planning process and a new ‘business driven
approach’, supported by workforce planning data packs identifying key impacts in the
business areas of Council.
Facilitated two Engineering Development Forums attended by 300 engineers, with a 96%
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.
Upskilled HR Talent and Career Managers to achieve an external talent management
accreditation to administer and debrief assessments and feedback tools. This supports
Council’s Talent Management Strategy.
Launched the first Corporate Succession Group for the Disaster Management Office
involving two key management positions. This initiative identifies and supports potential
successors for critical positions.
Developed an enterprise Change Management Framework with change processes,
strategy, tools and capability building to support Council in its ongoing business
transformation, and support team leaders and employees going through change and
transition.
Piloted the Middle Manager Leading Change program for 30 middle managers focusing on
the application of tools and techniques for successful change in the workplace.
53
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Continued to support change initiatives by delivering 39 workshops and 118 one-on-one
coaching sessions to 539 employees.
Established a Change eXchange Network, as part of the Change Management Framework,
to support change leaders, business managers and employees interested in building
change management capability for themselves, their teams and the organisation.
Continued to embed the Future Council Organisational Strategy and reframe elements to
ensure relevancy in the current organisational environment, and reflect priorities, including:
–
–
–
driving and supporting business transformation
embedding effective performance leadership
embedding new processes and systems in the SAP environment.
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.
Key activities for 2014-15


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Launched the online Disability Awareness Training program at the end of 2014 with 62
participants.
Delivered a pilot Aboriginal and Torres Strait Islander Leadership Course to nine people.
Expanded the Aboriginal and Torres Strait Islander and People with a Disability email
networks to more than 750 people.
Successfully promoted an Aboriginal and Torres Strait Islander bus driver recruitment
campaign to the community.
Delivered paid work experience and career development for 17 people with a disability for
16 weeks, sponsored by Council’s Access and Inclusion Project Implementation team. The
participants worked in various office and field-based roles in areas including City Planning,
City Projects and Brisbane Transport.
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.
54
Key activities for 2014-15


Continued to deliver improvements to meet the Organisational Zero Harm Strategy 2013-16.
Key initiatives supporting the strategy include development of a positive Zero Harm culture,
and building effective monitoring, auditing, review and reporting systems.
Developed and implemented the Organisational Zero Harm Management Plan 2014-15:
–
–
–
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reviewed and developed Council’s Incident Management and Investigation
framework
reviewed and developed workplace health and safety (WHS) and Zero Harm
performance reporting, data analysis, monitoring and reporting processes
developed and implemented divisional wellness action plans.
Promoted Zero Harm as being inclusive of wellness and health as well as safety through
internal communication channels. These channels included bi-monthly information and
awareness campaigns delivered through CEO announcements, What’s News organisational
emails, posters and toolbox sessions.
Reduced Council’s Lost Time Injury Frequency Rate to 6.82 injuries per million hours
worked. This is more than an 8.4% reduction from the previous 12 month period.
Supported the launch of the SAP Environment Safety and Health module with face-to-face
training, toolkits and guides, and alignment of wellness, safety and health system
processes.
Achieved accreditation of Council’s City WorkCover rehabilitation program, through the
Regulatory Authority, Department of Justice and Attorney-General, as part of the selfinsurance licence with a 96% return to work rate.
55
Awards and recognition
from July 2014-June 2015
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
Award
Brisbane City Council, Towards
an Accessible and Inclusive
Brisbane
Highly Commended – Inclusive Spinal Injuries Australia
Community Champion 2014,
Best Government Department
Brisbane City Council, DDA
modifications to CityCat fleet
Highly Commended – Inclusive Spinal Injuries Australia
Community Champion 2014
Brisbane City Council
National Winner – Mobile
Muster Award, largest number
of mobile phones collected
Winner – Australian
Sustainable City Award
Local Government
Association
Winner – Keep Queensland
Beautiful and Sustainable Cities
Awards
Winner – Energy Innovation
Award, Australian Sustainable
Cities Awards
Winner – Dame Phyllis Frost
2014 Prevention Award,
Litter
Australian Sustainable Cities
Silver
Award
Awards
2014 – Annual Report
2013-14
Keep Queensland
Beautiful
Winner – Excellence in Value
Creation 2015
Shared Services and
Outsourcing Network
Brisbane City Council
Brisbane City Council
Brisbane City Council
Brisbane City Council
Brisbane City Council
Brisbane City Council
Awarding Body
Keep Australia Beautiful
Keep Australia Beautiful
Keep Australia Beautiful
Australasian Reporting
Awards
Brisbane City Council, New City Commendation – Awards for
Plan (Brisbane City Plan 2014) Planning Excellence
Planning Institute of
Australia, Queensland
Connected Communities, Access Winner – Brisbane Regional
and Inclusion project team
Inclusive Champion Awards
Spinal Injuries Australia
Connected Communities branch, Highly Commended – Award for Queensland Government
Multicultural team
Premier’s Cultural Diversity
Awards
2014
56
Coopers Plains Library upgrade Highly Commended – Inclusive Spinal Injuries Australia
project
Community Champion
Corporate Communication
branch
National Finalist – 2014 Social
Marketing category
Australian Marketing
Institute Awards
Frew Park
Best Large Playground in
Queensland
Parks and Leisure
Australia
Frew Park – Guymer Bailey
Architects
Regional Winner – Small
Project Architecture – Arena
Play Structure
Australian Institute of
Architects
Frew Park – Guymer Bailey
Architects
State Winner – Small Project
Architecture – Arena Play
Structure
Australian Institute of
Architects
G20 Leaders’ Summit
Coordination
Certificate of Appreciation
Queensland Police
Service
Gateway
North Bikeway team
Unit
Winner – State Project
Management Achievement
Award 2014 for Project
Highly
Commended
Management
within – Inclusive
Community
Champion
Construction/
Engineering (less
than $100 million category)
Australian Institute of
Project Management
(PMAA)
Spinal Injuries Australia
Legacy Way
Winner – Core Values Awards
2014, Australasian Project,
Infrastructure
International Association
for Public Participation
Legacy Way
Winner – Global Road
Achievement Awards 2014,
Environmental Mitigation
Highly Commended – 2014
National Awards, Community
Relations
International Road
Federation
Grange Library upgrade project
Legacy Way
Public Relations Institute
of Australia
Legacy Way
Highly Commended –
Engineers Australia
Queensland Awards 2014,
Project Infrastructure (over $50
million)
Legacy Way
Highly Commended –
Queensland Awards 2014,
Research, Development and
Innovation
Highly Commended –
Queensland Awards 2014,
Community Relations
Bronze Award – Heritage and
Cultural Tourism
Legacy Way
Museum of Brisbane
Engineers Australia
Public Relations Institute
of Australia
Queensland Tourism
Awards
57
Awardee
Award
Awarding Body
Museum of Brisbane, Help us
finish the stories of Brisbane
Highly Commended –
Multimedia Level A
Museums Australia
Multimedia & Publication
Design Awards
Museum of Brisbane, Costumes Winner – Temporary or
from the Golden Age of
travelling exhibition Level 3
Hollywood
MAGNA – The Museums
and Galleries National
Awards
Museum of Brisbane, David
Malouf and friends
Highly Commended –
Temporary or travelling
exhibition Level 2
2015
MAGNA – The Museums
and Galleries National
Awards
Organisational Wellness,
Safety and Health
Awarded – Workplaces for
Wellness Gold Standard by
the Queensland Government
Queensland
State
2015
Government –
Queensland Health
Organisational Wellness,
Safety and Health
Finalist – Queensland Safe
Work Awards 2014 in the
Best Workplace Health and
Wellbeing Initiative category
Queensland State
Government –
Department of Justice
& Attorney- General
Robinson Road Open Level
Crossing Replacement project
team in partnership with BMD
Constructions
SMEC
Robinson Roadand
Open
Level
Australia
Crossing Replacement project
Winner – Gold Target Awards
2014, Queensland Award in
Community Relations
Public Relations Institute
of
Australia
Highly Commended – Gold
Target Awards 2014,
National Award in
Community Relations
Public Relations Institute
of
Australia
Winner – Urban Design Award
Queensland
Chapter of
Australian Institute
of
Landscape
Queensland
Architects
Chapter of
team in partnership with BMD
Constructions and SMEC
Australia
Urban Design Unit
Urban Renewal and Urbis,
Brisbane City Masterplan
Winner – Planning Award
Urban Renewal, Urbis and Lat27 Winner – Planning Award
Urban Renewal Brisbane, Ideas Commendation – Promotion of
Fiesta
Planning Award
Australian Institute
of
Landscape
Queensland
Architects
Chapter of
Australian Institute
of
Landscape
Planning
Institute of
Architects
Australia
National Awards
Whites Hill Reserve and City
Botanic Gardens All Abilities
Playgrounds
Winner – Inclusive Community
Champion 2014
Spinal Injuries Australia
58
Individual Recognition
Awardee
Award
Gloria Gauci
Winner – Procurement Awards Local Buy
Awarding Body
Luke Smith
Winner – QBIC Apprentice of
the Year
Queensland Bus
Industry Council
Tony Wauchope
Queensland Winner – Project
Director of the Year 2014 –
Project Management
Achievement Awards
Australian Institute of
Project Management
59
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
Business Units
Brisbane Transport
Field Services Group
City Parking
60
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

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Protect, enhance and restore Brisbane’s natural assets
Parks planning, delivery 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
Implement flood risk management activities to reduce flood impacts
Key Highlights
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100% GreenPower for direct electricity use
Completed the 25,000 Street Light Retrofit project
$43.9 million investment in stormwater drainage maintenance, rehabilitation and
construction works
$13 million Frew Park opened at Milton
Completed Anzac Square Refurbishment Stage 2
121.2 ha of land purchased under the Bushland Acquisition program
>10 million visitors to South Bank Parklands and Roma Street Parkland
>$11.5 million investment in waterways protection
$2 million Chandler Resource Recovery Centre opened
>69,600 residents now using the Green Waste Recycling Service
61
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 livability 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
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 livability 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.
62
Key results for 2014-15

Purchased 116,000 tonnes of accredited carbon offsets to neutralise diesel, petrol and gas
carbon emissions from Council’s bus, ferry and vehicular fleets, as well as stationary gas
use.

Reduced Council’s greenhouse gas emissions by approximately 85,000 tonnes a year by
purchasing 100% Green Power.

Completed the 25,000 Street Light Retrofit Project in partnership with the Australian
Government, with the installation of 10,900 street lights with more energy efficient
technology, saving Council $500,000 per annum on its electricity costs.
Year
Hectares secured (cumulative)
2001-02
1593
2002-03
1647
2003-04
1883
2004-05
1902
2005-06
2163
2006-07
2380
2007-08
2475
2008-09
2621
2009-10
2823
2010-11
3042
2011-12
3103
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2012-13
3161
2013-14
3259
2014-15
3380
1.2 Sustainable Brisbane
Council engages and works in partnership with the community to guide and empower changes to
lifestyles and practices that contribute to realising Brisbane’s sustainability aspirations.
Key results for 2014-15
Continued to deliver the Green Heart Wisdom program, funded by the Queensland Government, to
approximately 2000 low-income seniors to support them in effectively managing their energy
consumption at home.

The Green Heart Events program, run by CitySmart, delivered 10 community events and
two Green Heart Fairs.

Council’s sustainability messages were delivered to more than 41,800 residents through the
monthly Green Heart Life e-newsletters.

More than 36,500 free plants were provided to residents, schools, body corporates and new
citizens through the Free Native Plants program.

The sixth edition of the Green Gardening Guide was released, providing tips to save time,
money and water, and to encourage native wildlife into Brisbane backyards.
1.3 Biodiverse Brisbane
Brisbane values, protects and works as a community to sustain the diversity of the city’s habitats,
plants and animals.
Key results for 2014-15

Acquired 121.2 ha of land for koala habitat and wildlife corridors through the Bushland
Acquisition program.

Declared six Council-owned natural areas as nature refuges under the Nature Conservation
Act 1992:
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Kuraby Bushlands, Kuraby
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Primley Street Park, Anstead
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Blunder Creek Reserve, Doolandella

Mt Petrie Road Park, Mackenzie

Pooh Corner, Wacol
64
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Wacol Bushlands, Wacol.

Rededicated an Avenue of Honour at Balmoral Park to commemorate the ANZAC
Centenary. This included planting trees to restore the almost 100 year old avenue to its
original state, in memory of First World War troops.

Distributed $222,000 in grant funding to the community for 66 projects, including
sustainability initiatives, community gardens and native wildlife carer activities.

Achieved an estimated 43,000 volunteer hours for Habitat Brisbane.

Welcomed more than 32,000 visitors to the Boondall Wetlands Environment Centre and
over 53,000 visitors to the Downfall Creek Bushland Centre for environmental education,
community activities and events.

Allocated $1.2 million to improve fire preparedness in Council’s natural areas.

Sponsored 15 Green Army projects across the city, providing land and technical support to
enable 17 to 24 year olds to gain practical conservation skills through training and hands-on
experience in rehabilitating Brisbane’s natural areas.

Continued to deliver the Wipe Out Weeds program, managing weeds on more than 1850 ha
across 57 sites within Council’s conservation reserve estate, an increase of 30% from the
area managed in 2013-14 (1429 ha).

Continued to actively manage the number of feral animals in the city, focusing on deer,
foxes, cats and wild dogs as identified within Council’s Brisbane Invasive Species
Management Plan.

Continued to restore Archerfield Wetlands through weeding, tree plantings and creek bank
stabilisation under the Oxley Creek Improvement program.

Partnered with 646 private landholders to protect and reinstate biodiversity on more than
2040 ha of land.

Provided grants to actively support 11 Creek Catchment Groups to protect and improve the
health of Brisbane’s waterways.

Supported community initiated on-ground bushland restoration projects at more than 75
sites under the Community Conservation Assistance program.

Completed the first Bushfire Risk Management Plan for Council-managed natural areas in
consultation with the Disaster Management Office.
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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.
Key results for 2014-15

Completed and opened the $13 million Frew Park at Milton, a new district park on the site of
the former Milton Tennis Centre and Milton Bowl. Features include a new six court tennis
facility with a two-storey administration building, car park, innovative play space, picnic
facilities, large open space, artwork and interpretive signage.

Completed Stage 2 of the Anzac Square Memorial Refurbishment ahead of ANZAC Day
2015, to coincide with the ANZAC Centenary:

replaced structural concrete slabs supporting the memorial

upgraded the drainage system and incorporated new waterproofing technologies

repaired stonework and other heritage fabric

renewed the internal elements of the Eternal Flame.

Invested $767,000 to rehabilitate six of Brisbane’s most prominent war memorials ahead of
ANZAC Day 2015, and undertook minor repairs and maintenance on a further 26 memorials
across the city.

Continued construction of the Karawatha Forest Discovery Centre, expected to open in
early 2016.

Released the City Botanic Gardens Master Plan in consultation with Council’s community
reference group and the Brisbane Community.

Completed approximately 130 park asset rehabilitation projects, including upgrades to
playgrounds, lighting and other visitor facilities.

Completed 45 neighbourhood park upgrades including installing new play equipment in:
–
Coventry Place Park, Sunnybank
–
Karella Street Park, Taigum
–
Phil Denman Park, Jamboree Heights
–
Wittonga Park, The Gap
–
Purtell Park, Bardon
–
Michael Place Park, Bracken Ridge
–
Blaker Road Park, Keperra
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–
Frinton Street Park, Wishart.
Park upgrades also included five lighting projects, six exercise equipment installations and
four picnic facility upgrades.

Delivered 3.8 ha of new parkland through the Parks Infrastructure Charges program and
development contributions and acquisitions, including the new Milton Urban Common Park
on Railway Terrace, Milton.

More than 1.5 million people visited Roma Street Parkland.

Delivered $950,000 in capital improvement projects at Roma Street Parkland in partnership
with the Queensland Government including upgrades to playground facilities, lighting
systems and signage, and the construction of a new information booth for visitors.

Delivered $3.3 million in capital improvement projects at South Bank Parklands in
partnership with the Queensland Government:
–
undertook building works to make the Victoria Bridge Abutment accessible to the
general public
–
converted the Formal Garden into the Epicurious Garden, an edible organic garden
growing seasonal produce
–
undertook works on the Boat Pool, including replacement of the lining, lighting and
irrigation systems, signage and playgrounds
–
commenced construction of a new playground, to be completed in 2016.

Hosted nine events and activities at South Bank Parklands as part of the G20 Leaders’
Summit Cultural Celebration program including opening celebrations, performances and
visual displays.

More than 8.5 million people visited South Bank Parklands attending over 690 events.

Celebrated the New Farm Park centennial with 10 jacarandas planted to represent each
decade since the precinct opened.
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1.5 Sustainable water management
In partnership with the community, Council will sustainably manage Brisbane’s water resources
through the integrated management of our water supply, wastewater, stormwater and waterways.
Through this integrated approach, we maximise community benefit and help ensure the sustained
livability and economic prosperity of Brisbane and the South East Queensland region.
Key results for 2014-15

Commenced construction on Coorparoo Creek Park Stage 1 and the Coorparoo Creek
Corridor following the completion of nine property acquisitions including flood affected
properties. These projects form part of the Norman Creek 2012-2031 Master Plan project.

Completed construction of stormwater collection and storage facilities at six stormwater
harvesting projects at:

C.B. Mott Park, Holland Park

Ekibin Park East, Greenslopes

Sexton Street Park, Tarragindi

Langlands Park, Coorparoo

Norman Park Sports Precinct, Norman Park

Whites Hill, Camp Hill.
Local sporting clubs will be connected to these facilities to use the collected storm water on
their sports fields.


Worked with the Future Brisbane program to advise and include integrated water
management considerations in five draft neighbourhood plans:

Lower Oxley Creek North Neighbourhood Plan

Hemmant-Lytton Neighbourhood Plan

Taringa Neighbourhood Plan

Albion Neighbourhood Plan

Spring Hill Neighbourhood Plan.
Launched the Waterways Activation Map online to encourage residents, families and school
students to connect with Brisbane’s waterways. The map allows users to locate places of
interest such as canoe and boat launches, environment centres and natural areas.
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1.6 Focus on the river, bay and waterways
The river, bay and waterways of the city support the livability and lifestyle of Brisbane. Waterways
support multiple uses and are widely used, enjoyed and appreciated by the community as
recreational, economic and environmental assets. Water is an important factor in the design of
Brisbane’s built form and is managed as an economic asset to deliver value to business, industry,
residents and nature alike.
Key results for 2014-15

Constructed two creek filtration systems at Mayfly Creek, Oxley and Strathmere Place in
Upper Kedron to enhance waterway health.

Constructed 25 water diversion structures under the WaterSmart Street Trees program to
water city trees and divert stormwater run-off at:

Ann Street, Fortitude Valley

Albert Street, City

Ipswich Road, Annerley

Main Street, Kangaroo Point.

Undertook recreational water quality monitoring at 11 sites across the city to educate
residents on the safe use of waterways for human health. This included water quality
monitoring and investigations, with 128 samples collected by the Recreational Waters
Public Health monitoring program.

Assessed 48 sites as part of the Local Waterway Health Assessment program.

Supported the development and continued implementation of a Catchment Action Plan for
Lockyer Creek/mid-Brisbane River as part of the Council of Mayors (South East
Queensland) Resilient Rivers Initiative.

Invested in the Healthy Waterways partnership to protect waterways and improve urban
amenity, including $30,000 in funding for the Brisbane River’s Clean Up program, which
uses boats to collect litter.

Conducted more than 2000 residential building site inspections for compliance with erosion
and sediment controls.

Undertook waterway enhancement at eight locations across the city:

Allara Place, Eight Mile Plains

Delavan Street, Wishart

Dixon Street, Ashgrove
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
Glenefer Street, Runcorn

Morley Street, Coorparoo

Queensland Road, Darra

Shand Street, Stafford

The Boulevard, Chermside.

The works included the construction of vegetated channels, bio-retention systems, erosion
and scour protection, bank stabilisation and revegetation.

Constructed or rehabilitated waterway access facilities at three locations:



canoe ramp at Kendall Street, Oxley

shade structure at Baxters Jetty, Shorncliffe

pontoon at Nudgee Road Boat Ramp.
Constructed and rehabilitated sea and river walls at five locations:

City Botanical Gardens, City

Higgs Street, Hamilton

Lota Esplanade, Lota

Riverside Drive, West End

Wynnum North, Esplanade.
Commenced construction of the renewed Shorncliffe Pier. Of the 350 metres of old deck
removed, 60 metres have been donated to community groups for community projects. The
remaining 290 metres will be reused or sold, with part of the pier’s new shelter and chairs
being made from the recycled timber.
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1.7 Flood management
Council manages the risk of flooding by making Brisbane a city that is safe, confident and prepared
for flooding. This means ensuring flooding is expected, designed and planned for. Brisbane will be
prepared for flooding and will respond and recover effectively from flood events.
Key results for 2014-15

Hosted the second national Floodplain Management Association Conference in May 2015.

Contributed $935,000 to the Brisbane River Catchment Flood Study led by the Queensland
Government.

Completed four Creek Flood Studies under the Maintain and Enhance Flood Studies program of
works.

Installed four new flood telemetry gauges at critical locations on the Brisbane River:

Aitchenson Street, Moggill

Mt Ommaney Drive, Jindalee

The Esplanade, St Lucia

Hardcastle Park, Hawthorne.

Constructed five major drainage systems and 15 local drainage systems benefiting up to 38
residential properties.

Undertook $43.9 million investment in stormwater drainage maintenance, rehabilitation and
construction works.

Purchased 13 properties under the Voluntary Home Purchase Scheme to remove residents
from the risk of frequent flooding.

Carried out vegetation management in major waterways, restoring flood conveyance capacity in
flood hotspot locations.
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 2014-15

Undertook 1671 inspections to address noise, air, odour and light pollution complaints for
residential, business and industrial premises.

Responded to 29 environmental incidents including industrial fires, spills and accidents to
prevent contamination of waterways.
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
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.

Conducted remediation works on the following closed landfills:


Upper Kedron Recreation Reserve, Upper Kedron

Elanora Park, Wynnum

Karawatha Forest Park, Karawatha

Purtell Park, Bardon

Bacton Road, Chandler.
Developed the Gardening in Urban Soils guide, giving people tips on how to minimise the
risk of legacy pollutants (e.g. lead from paint) that may be present in urban soils.
Year
Waste to landfill (per capita)
2005-06
357
2006-07
336
2007-08
352
2008-09
361
2009-10
349
2010-11
321
2011-12
331
2012-13
319
2013-14
307
2014-15
313
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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 the city clean and litter free.
Key results for 2014-15

Collected and processed more than:

91,550 tonnes of recyclables through fortnightly residential collections

18,800 tonnes of green waste through the fortnightly Green Waste Recycling
Service.

Collected and processed 437,449 tonnes of domestic waste.

Removed more than 1569 tonnes of waste from public roads.

Sold more than 395 tonnes of reusable items at the Geebung and Acacia Ridge Tip Shops.

Delivered the third annual Recycling Art Competition (formally the Tip Shop competition),
with 14 entrants and 2183 public votes to decide the winner.

Managed 507,959 tonnes of waste through Transfer Stations to landfills.

More than 22,300 residents using a larger recycling bin.

Collected approximately 11,000 tonnes of large items in the Annual Kerbside Collection
Service.
Challenges
Livability in a maturing city
As Brisbane continues to mature into a New World City, most future development opportunities
exist within urban areas.
Council continues to provide innovative solutions through investing in the acquisition and
development of new and existing parks across the city as part of its park development and planning
program.
Frew Park is an example of Council providing new recreational spaces in existing urban areas.
Frew Park was built upon the former Milton Tennis Centre and Milton Bowl in Milton and
incorporates innovative play experiences, tennis courts, a BBQ area and resilient design.
Council provides significant investment in programs such as the Bushland Acquisition program,
which protect and restore key sites across the city. The program focuses on investment in weed
removal and restoration to ensure the ongoing health of natural areas. It also ensures Brisbane’s
73
natural areas remain viable habitats for flora and fauna while providing additional responsible
recreational use.
Impacts of flooding
Brisbane is a thriving world-class city, enjoyed for its subtropical climate.
Like many cities around the world, Brisbane has been built on a floodplain. Flooding in Brisbane is
natural and part of the city’s environment. This requires Council to ensure flooding is expected,
designed and planned for, and that Brisbane’s built form is adapted to the natural movement of
water. It means developing communities that are resilient to weather extremes.
Council is implementing the FloodSmart Future Strategy 2012-2031 to build a more flood resilient
city. The strategy outlines Council’s approach to flood risk management and is based on six
strategic outcomes:






a risk-based approach to flood management
an integrated and adaptive approach
smart planning and building
an educated and resilient community
world-class response and recovery
well maintained and improved structural assets.
As part of the strategy, residents can download updated interactive flood awareness maps to assist
them in preparing their home for a future weather event, or download a FloodWise Property Report
for flood level data for residents wishing to build or renovate.
In 2014-15, Council has completed $43.9 million in stormwater drainage maintenance and
rehabilitation works, to ensure the impacts of flood waters are minimised.
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A new place to play
In November 2014, the award winning Frew Park opened its gates to the public serving up a new
standard for play in Brisbane.
Set on the grounds of the former Milton Tennis Centre, the $13 million, 3.5 ha parkland pays
homage to the site’s sporting history and offers a futuristic play experience for children and youth of
all ages. Families and sporting enthusiasts can also wile away the hours thanks to a range of
leisure, tennis and active sport facilities.
Honoring the site’s history
While little remains of the former Milton Tennis Centre, there is plenty on offer at Frew Park to pay
tribute to its history.
The park takes its name from Mr Robert Dickson Alison Frew, President of the Queensland Lawn
Tennis Association from 1910 to 1930. The Roy Emerson Tennis Centre is named after Brisbane’s
tennis great and Australian Open legend, Roy Emerson. Grand Slam winning doubles and mixed
doubles player Wendy Turnbull is also acknowledged through the naming of the open space area
‘Wendy Turnbull Green’ where people can play or relax together.
The large tennis racquet which previously adorned the Milton Tennis Centre has also been restored
and is a proud feature within the parkland.
For tennis enthusiasts and spectators, the centre is open seven days a week and features six
tennis courts and a rebound court as well as a variety of tennis-related programs and services
including coaching, interclub fixtures, holiday clinics, social tennis, Cardio Tennis and Hot Shots.
There is also a stocked pro shop with a racquet restringing service and seating with a food and
beverage outlet.
The Arena
Arguably the centrepiece of the park, The Arena, pushes traditional playground boundaries offering
equipment for children and young people from 10 to 15 years of age. It combines architectural and
play components to present a play space based on the former tennis court grandstand.
Play areas for younger children and those with different abilities are incorporated into the ground
level, while more challenging sections for older ages are featured above. This includes a large
climbing wall, five metre curly slide, three metre wide slide allowing a group of children to slide
down together, climbing nets and cages leading to a seven metre high ‘commentary box’.
Aside from tennis and playground facilities, the park also includes the Wendy Turnbull Green for
daytime sport and leisure. Shaded picnic areas and barbecue facilities, exercise equipment, a ping
pong table, interpretive signage and artwork also make Frew Park a ‘must visit’ leisure destination
for residents and visitors to the area.
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76
Program 2: Moving Brisbane
Brisbane’s transport network enables efficient and sustainable movement of people and freight.
The city’s accessibility and livability 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
Bus infrastructure
Strategic transport planning
Transport network management
Congestion management
Local roads
Key Highlights







Increased frequency of CityCat services to Northshore Hamilton
Completed construction of Legacy Way
261 new free inner city motorcycle parking spaces delivered, bringing the total to an extra
542 since 2012
2 new Generation 3 CityCats delivered
7 ferry terminals replaced and upgraded for flood resilience and Disability Discrimination Act
1992 (DDA) compliance
Completed disability upgrades to the Bulimba, Hawthorne and Bretts Wharf ferry terminals
2 open level crossing replacement projects completed at Robinson Road and Telegraph
Road
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
77
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.
Brisbane residents who embrace active travel alternatives are not only reducing congestion, they
are also helping Brisbane to become a healthy, sustainable and accessible city.
Key results for 2014-15

Continued to improve Council’s bikeway infrastructure. This included the expansion of the
network with new bikeways and the upgrade of key facilities to provide a safer and more
convenient network for users. Key projects included:

Bicentennial Bikeway Stage 4 Land Street to Regatta Ferry Terminal, Toowong

Bennetts Road, Norman Park and Camp Hill

Bulimba Riverside Park, Bulimba

Cabbage Tree Creek Stage 4, Aspley
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
Centenary Bikeway, Akuna Street, Kenmore

Eight Mile Plains Bikeway, Eight Mile Plains

Kedron Brook Bikeway, Uxbridge Street, Grange to Shaw Road, Lutwyche

Klumpp Road Bikeway, Klumpp Road to Roly Chapman Reserve, Upper Mount
Gravatt

Northern Bikeway, Rode Road to Kuran Street, Wavell Heights.

Delivered lighting improvements at CT White Park, Kangaroo Point and Ekibin Park,
Holland Park.

Continued to deliver the Active School Travel program with the following highlights:

car trips decreased on average from 68% to 50% at 12 participating schools
throughout 2014

walking trips increased on average from 20% to 35%.

Increased CityCycle subscriptions by 22%.

Registered more than 307,000 trips on CityCycle, contributing to over one million trips since
the program commenced in October 2010.

Cycling Brisbane celebrated its first birthday in March 2015:


the membership program encourages cycling and an active lifestyle while promoting
Brisbane’s bikeways and bike-related events to users of all ages and abilities

to date, Cycling Brisbane has 7163 members.
Monitoring of cyclist activity at 10 sites across the city shows a 6.7% growth in cycling traffic
per annum between 2004 and 2014. The proportion of female cyclists in Brisbane has also
risen from 11% in 2012 to 20% in 2014.
Year
Cycling
growth
2004
7767
2014
14,912
79
Date
Membership growth by
month
April 2014
1914
May 2014
2349
June 2014
2594
July 2014
2864
August 2014
3033
September 2014
3160
October 2014
3723
November 2014
3921
December 2014
4161
January 2015
4354
February 2015
5146
March 2015
5256
April 2015
5912
May 2015
6404
June 2015
7163
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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. These
contribute to the reduction of road congestion, increase options for sustainable and environmentally
friendly transport and increase ease of travelling around Brisbane.
Key results for 2014-15

Completed the build of two new Generation 3 CityCats, which were introduced to the fleet in
November and June, bringing Council’s fleet to 21.

Replaced seven ferry terminals with improved flood resilience at:


Regatta, Toowong

Queensland University of Technology (QUT) Gardens Point, City

Sydney Street, New Farm

University of Queensland (UQ), St Lucia

Holman Street, Kangaroo Point

Maritime Museum, South Brisbane

North Quay, City.
Completed the construction and upgrade of a further four terminals in the ferry network,
resulting in improved accessibility, capacity and flood resilience:
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
constructed the new Milton ferry terminal

delivered disability upgrades to the Bulimba, Hawthorne and Bretts Wharf ferry
terminals.

Delivered more than 217,500 ferry services.

Worked with Brisbane Transport to add 60 rigid equivalent, low-floor, low-emission, airconditioned buses to the fleet. These new buses provide increased comfort and accessibility
for passengers.

100% of Council’s bus fleet is now wheelchair accessible.

Commenced the planning, design and delivery of a major upgrade to the Brisbane bus stop
network to provide a more integrated and accessible network for all users:

undertook community consultation focused on improving accessibility at Council’s
bus stops

developed new accessible designs for Brisbane bus stops to achieve compliance
with the Disability Discrimination Act 1992 (DDA)

planned and designed upgrades to 760 bus stops

completed construction of approximately 250 upgrades to bus stops in highpatronage suburbs, as part of the Brisbane Bus Stop Accessibility Improvement
program.
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 2014-15

The independent Brisbane Parking Taskforce (the Taskforce) was established in June 2014
by the Lord Mayor to advise Council on how to respond to parking issues and best manage
on-street parking in the future. The Taskforce included representatives from RACQ, Parents
and Citizens Queensland, National Retail Association, Multicap, Taxi Council Queensland,
Transport Workers Union, Chamber of Commerce and Industry Queensland, Parking
Australia and Brisbane Transport.
The Taskforce conducted community consultation on parking and received more than 1100
submissions between June and July from residents, schools and businesses. Following the
presentation of the Taskforce report to the Lord Mayor in December, Council began
implementing 55 recommendations and introduced:
82

15 minute free parking at approximately 7550 metered parking bays outside of the
CBD

15 minute free parking at King George Square and Wickham Terrace car parks

new rules for multi-unit developments and student accommodation approved after
31 March 2015

enhanced parking management around schools and in residential areas to improve
safety and access to parking

suburban safety and parking control using highly visible officers and vehicles.

Commenced concept design work on the Wynnum Road Corridor Upgrade Stage 1 along
Lytton Road between Latrobe Street and Canning Bridge, East Brisbane.

Finalised the reference design for the upgrade of Kingsford Smith Drive between Breakfast
Creek and Theodore Street, and commenced the design and construction procurement
process.

Completed 15 safety improvements around schools to provide safe crossing options for
both students and the greater school community. Projects included:
–
Kelvin Grove State College – construction of a new pedestrian refuge on Tank Street
and School Street, and a new supervised Children’s Crossing on Tank Street, Kelvin
Grove
–
Jindalee State Primary School – completed works to improve pedestrian safety,
including the upgrade of the passenger loading facility at Wongburra Street, Jindalee
–
Queen of Apostles Catholic Primary School – construction of a new pedestrian
refuge on Marambir Street at Thuruna Street, Stafford.

Continued the rotation of 26 Portable Speed Warning Signs across the city. A persistent
average speed reduction of 9.6 km/hr for vehicles above the speed limit was shown. More
than 30.1 million vehicles have been monitored since the program started.

Installed 261 free motorcycle spaces within the inner city at:
–
Campbell Street, Bowen Hills
–
East Street at Ann Street, Fortitude Valley
–
East Street at Wickham Street, Fortitude Valley
–
Herston Road, Herston
–
North Quay at Brisbane Square, City
–
North Quay between Turbot Street and Ann Street, City
–
Peel Street footpath corner of Cordelia Street, South Brisbane
–
QUT Gardens Point Road, City
83

–
QUT Gardens Point Road near Goodwill Bridge, City
–
Tribune Street at Colchester Street, South Brisbane
–
Wickham Street at East Street, Fortitude Valley.
Completed Legacy Way and the 4 ha expansion of the Brisbane Botanic Gardens Mt Coottha.
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:



eight additional CCTV cameras
370 additional bluetooth sites
93 additional Pedestrian Countdown Timers.
Council’s ability to monitor and report on the performance of the road network has improved with
the implementation of Bluetooth technology. Council produced its second six-monthly Key Corridors
Performance Report on 18 critical corridors in January 2015. Council continued to refine the
Sydney Coordinated Adaptive Traffic System (SCATS) to support congestion management, with
927 intersections now incorporated into the system.
In partnership with the Queensland Government, Council continued 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
approximately 4000 transport related incidents per month.
Council’s ongoing commitment to reduce traffic congestion saw the successful Left Turn on Red
trial (first introduced in November 2013), rolled out to 44 additional sites, bringing the total number
of sites in Brisbane to 49. One further site is undergoing consultation.
84
Challenges
Ongoing accessibility improvements to the bus stop network
The provision of safe and accessible access to Brisbane’s extensive bus public transport network
for all users is a priority of Council.
Council is responsible for a bus public transport network of more than 6500 bus stops and nine bus
interchange stations, providing access to people of all ages and abilities. The Brisbane Bus Stop
Accessibility Improvement program is aimed at improving community access to the city’s network
and presents a number of challenges for the city.
Brisbane is more than 150 years old with many inner-city streets and infrastructure constructed in
the early 1900’s. Adapting bus stop design to accommodate narrow inner-city streets and existing
heritage design, such as the unique porphyry block kerbs is a challenge.
The program will be progressively rolled out across the city over the next eight years. Early works
will concentrate on upgrading bus stops in areas of greatest need and will include key employment
areas, hospitals, regional and local centres, community facilities, retirement housing and areas with
a large elderly population.
Kerbside allocation
Since the early 1990’s buses accessing the CBD have more than doubled in number, and
increased retail activity has magnified pressure on on-street loading zone spaces. Projected
employment and population growth in the CBD will place even more pressure on limited kerbside
space in the future.
Smart management of existing spaces will be essential to keeping CBD streets open for business.
In addition, the mix of buses, cars, taxis, bicycles and service vehicles need to be balanced with a
high level of pedestrian movement to ensure a vibrant CBD to maximise opportunities for economic
activity.
The Taskforce has developed parking prioritisation lists and trigger points for changing kerbside
space to enable a re-evaluation of kerbside allocation by transport mode for different times of the
day and week. A kerbside audit of the CBD will be conducted in 2015-16 to examine improved
allocation of kerbside space, in consultation with businesses and transport operators.
Going underground to relieve Brisbane’s congestion
On Sunday 31 May, approximately 30,000 people walked through the new $1.5 billion Legacy
Way tunnel ahead of its opening2.
The 4.6 km road tunnel connects the Western Freeway at Toowong with the Inner City Bypass
(ICB) at Kelvin Grove in just four minutes.
2
The Australian Government committed $500 million to Legacy Way which helped Council to fund the
project.
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Legacy Way is a key part of Council’s long-term plan to tackle traffic congestion on Brisbane’s
arterial roads and is an important link in Council’s TransApex ring-road of major infrastructure
projects, improving connectivity across the city. With the opening of Legacy Way, the TransApex
projects are projected to remove more than 120,000 vehicle movements from Brisbane’s surface
roads each day.
As Australia’s New World City and one of the fastest- growing mature cities in the world, it is critical
for Brisbane to provide long-term infrastructure to sustain the city’s future and maintain an enviable
lifestyle for residents. Legacy Way provides an important connection between the Western Growth
Corridor (Ipswich, Springfield and surrounds) and Brisbane Airport and Australia TradeCoast area,
by almost halving peak hour travel times, and allowing motorists to avoid seven sets of lights. The
project has also delivered an economic boost with more than 9000 jobs created and approximately
1000 people working on the project at any one time.
The 4.6 km twin-lane tunnel was delivered by two specially imported tunnel boring machines
removing hard rock up to 45 m beneath the surface. In December 2012, a new world record was
set, tunnelling 49.7 m in one day.
Road safety is also a key priority. A state-of-the-art, 24 hour Traffic Control Centre monitors the
tunnel to respond to, and clear accidents and breakdowns. The tunnels twin-lanes are also joined
by 37 underground cross passages, providing alternative access during emergency events. Before
opening in June, the structure underwent extensive testing of all 88,000 switches and systems,
1800 lights, 338 smoke vents and 700 km of cabling.
The 4 ha expansion of the Brisbane Botanic Gardens Mt Coot-tha is a community benefit of Legacy
Way. Featuring picnic facilities, an amphitheatre, a playground and lagoon, the expansion is built
on the area previously occupied by Legacy Way’s western worksite. During construction,
approximately one million cubic metres of rock and dirt was removed from the tunnel (equivalent to
400 Olympic-sized swimming pools), and used to form the foundations of the gardens’ extension.
The new space is the largest upgrade to the gardens since their opening in 1970.
One cent from every toll collected from vehicles using Legacy Way will be donated towards its
namesake charity, Legacy, to aid Australian Defence Force families.
Over the past 10 years, more than $7 billion worth of major infrastructure has been built in Brisbane
including the Clem7, the Go Between Bridge and the State Government-constructed Airport Link.
This represents the largest combination of infrastructure projects ever initiated by a local council in
Australia.
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Program 3: Future Brisbane
The Future Brisbane program is committed to encouraging the city’s continued growth, prosperity
and facilitating quality development. Our goal is to ensure Brisbane, Australia’s New World City, is
well-designed and efficiently serviced, with a distinctive subtropical character.
What we do











City and regional strategic land use planning in consultation with the community
Urban and neighbourhood planning in consultation with the community
Urban renewal
Brisbane improvement projects
Public artwork collection management and activation
Suburban Centre Improvement Projects (SCIPs)
Development assessment
Development regulation and compliance
Private plumbing assessment certificates
Infrastructure planning coordination and rollout through the Local Government Infrastructure
Plans (LGIP) and infrastructure agreements
Heritage places and character buildings protection
Key Highlights







>4000 development applications lodged
6980 plumbing applications assessed
3 neighbourhood plans commenced and 5 progressed
76 traffic signal boxes painted through the Artforce project
2 new outdoor gallery installations delivered
3 new city centre artworks delivered
2 Suburban Centre Improvement Projects (SCIP) completed and 2 new SCIPs commenced
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.
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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 2014-15

Implemented the Brisbane City Plan 2014, which provides capacity for the Queensland
Government’s South East Queensland Regional Plan 2009-2031 target for the delivery of
an additional 156,000 new dwellings by 2031. Through development assessment, the
Brisbane City Plan 2014 sets out a priority infrastructure network and contributes to the
achievement of 40% natural habitat cover for Brisbane by 2031.

Executed more than 14 infrastructure agreements securing the delivery and funding of
strategic development-delivered infrastructure for the city.

Adapted Council’s Infrastructure Revenue Information System and policies in response to
changes in the Sustainable Planning (Infrastructure Charges) and Other Legislation
Amendments Bill 2014.

Continued to provide an infrastructure charges subsidy for not-for-profit organisations.
Council assisted 19 organisations under the policy.

Extended the eligibility timeframe for the Hotel Developments Infrastructure Charges
Subsidy for four and five star hotel development approvals. Under the policy, Council has
completed infrastructure agreements for The Kingsford Hotel in Hamilton and The Glen
Hotel in Eight Mile Plains.
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
Introduced the Student Accommodation Infrastructure Charges Reduction for medium to
high density developments providing accommodation for tertiary and higher education
students, located on sites within 4 km of the CBD.

Expanded Virtual Brisbane as an analytical and powerful visualisation platform with 3D
animations for key projects including the City Centre Master Plan.

Held bi-monthly meetings for the Urban Futures Brisbane Board and its portfolio board, the
Inclusive Brisbane Board. The boards provide strategic advice across a range of projects,
with particular emphasis on strategic priorities to address sustainability, economic
development and community issues associated with development and planning.

The Inclusive Brisbane Professional Advice Alliance held 10 meetings and provided pro
bono advice to more than 20 community organisations on development, infrastructure and
organisational sustainability. In November, the board hosted nine Capacity Building
workshops, attended by 170 not-for-profit groups representing a broad cross-section of
Brisbane’s community sector.
3.2 Enhancing Brisbane’s liveability
Council continues to implement the award winning Neighbourhood Planning and Urban Renewal
activity program which involves planning and delivering development and land use plans at a
neighbourhood level, in collaboration with the community and other stakeholders, to enhance
lifestyles, the environment and economy.
Key results for 2014-15



Commenced two new neighbourhood plans:

City West Neighbourhood Plan

Dutton Park-Fairfield Neighbourhood Plan.
Progressed six neighbourhood plans:

Albion Neighbourhood Plan

City Centre Neighbourhood Plan

Hemmant-Lytton Neighbourhood Plan

Lower Oxley Creek North Neighbourhood Plan

Taringa Neighbourhood Plan

Spring Hill Neighbourhood Plan.
Progressed a further three urban plans:

Albert Street Vision

Wickham Park Precinct Plan
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



Kurilpa Riverfront Renewal Master Plan.
Undertook extensive community engagement as part of the Neighbourhood Planning and
Urban Renewal program:

distributed more than 22,000 newsletters

liaised with more than 1600 people face to face at events

recorded more than 96,000 website hits on Council’s website.
Progressed the development of two new heritage trails for:

Spring Hill

Wynnum.
Facilitated planning and renewal for major sites across the city:

Albion Mill, Albion

Howard Smith Wharves, Fortitude Valley

Supreme Court site, City

Transport Oriented Development (former Myer site), Coorparoo

111 and 222 Mary Street, City.

Launched the St Lucia SCIP with a street party attended by more than 1500 residents and
visitors.

Completed two SCIPs in:




Kenmore

Cannon Hill.
Commenced design and consultation of two SCIPs in:

Graceville

Alderley.
Commenced three SCIP renewals in:

Mitchelton

Wynnum

Sunnybank.
Continued to deliver a public art program:
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

installed two new galleries in the city centre at Giffin Lane and at King George
Square Car Park

commissioned three new permanent artworks in the city centre at Roma Street,
Gardens Point Road and the junction of Queen and Ann streets

installed four new artworks in the outdoor galleries at Eagle, Hutton, Edison and Fish
lanes.
Continued to implement the Vibrant Laneways program through events facilitation at Burnett
Lane, Eagle Lane and Albert Street, including:

Albert Street Lighter Quicker Cheaper, facilitating event space infrastructure
between Charlotte and Mary streets for use by Council, local traders and external
parties

Beats @ Burnett attended by more than 2600 visitors.
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 Development Assessment (DA) service and process improvements to
make it easier to do business with Council:

upgraded PD Online with a new Level of Assessment Calculator

developed five new fact sheets

developed new DA enquiry SmartForms

launched PlumbSMART

improved DA pre-lodgement process including the option for a fast-track service.
Processed a number of applications including:

more than 4000 development applications assessed

48% of development applications processed through fast-track processes

2810 operational works applications assessed

830 SealSMART applications assessed

1800 commercial plumbing applications approved
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


5180 domestic plumbing approvals assessed

4635 plumbing permits assessed and issued

24,490 plumbing licences and compliance permits issued.
Held seven Talk to a Planner events with 14 sessions across Brisbane, facilitating face-toface discussions with Council officers to more than 1200 community members about
planning in Brisbane at:

Mt Gravatt

CBD

Chermside

Wynnum

The Gap.
Continued to protect Brisbane’s heritage buildings through the Brisbane City Plan 2014,
which includes traditional building character, commercial character building, pre-1911 and
heritage building overlay maps that show property or building development requirements.
The number of local heritage places on the Heritage overlay is 2163.

Provided advice to the development industry and consultants to encourage the development
and restoration of heritage places and buildings, through development applications as well
as applications for grants under the Heritage Incentive Scheme.

Responded to 6786 building complaints, of which 1234 high priority complaints were
responded to within 48 hours.

Responded to 5656 footway complaints within five days of each complaint.

Assessed 3260 building applications within 30 days.
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Challenges
Delivering urban renewal and managing development growth
Council is continuing to roll out locally relevant planning through its award winning neighbourhood
planning process to ensure the community is involved in planning for the city’s future growth.
Another way Council is meeting the growing housing demand is by preparing a procedure to reduce
infrastructure charges for purpose-built student accommodation developments in medium to high
density zones within 4 km of the CBD General Post Office.
Having developed a Priority Infrastructure Plan for Brisbane as part of the Brisbane City Plan 2014,
Council is now commencing the preparation of the Local Government Infrastructure Plan, a detailed
10 year plan for community purposes, transport and waterways trunk infrastructure.
A program of public artwork, SCIPs and Vibrant Laneways projects are also being delivered to
ensure Brisbane continues to grow as a vibrant and cultural city.
A vibrant, creative city
Council’s public art strategy is injecting colour and life into Brisbane’s public realm by contributing
to memorable and engaging spaces in the city and suburbs. Council engages a mix of established
and emerging local and national artists to deliver artworks that are an expression of passion,
culture and creativity.
Public art plays an integral role in making Brisbane a vibrant New World City which attracts people
to visit, live, work and invest.
Future Brisbane leads Council’s public art program by providing advice on the development of
public art initiatives. It manages, maintains and promotes Brisbane’s public art assets, and assists
Council, businesses and individuals to develop and install permanent and temporary art projects
across the city. It also develops public art trails so residents and visitors can enjoy self-guided
creative tours of Brisbane’s art.
In 2014-15, the successful Vibrant Laneways Outdoor Gallery initiative brought temporary twodimensional artworks to public locations across the city. Light boxes in Eagle, Hutton and Fish
lanes, together with wall banners on Edison and Giffin lanes featured changing collections from
local and national artists. For the first time, the new King George Square Car Park gallery
showcased an exhibition from eight of Queensland College of Art’s Fine Arts’ third year students.
The City Artworks program also installed three landmark gateway artworks across the city centre
that symbolise different aspects of Brisbane’s past, present and future.
Reverie I by Charles Robb is located at Gardens Point Road and is derived from an 18th century
sculptural portraiture. Emblem by Geoffrey Ricardo is located at the junction of Roma, George and
Herschel streets and is a humorous and playful re-imagining of the kangaroo from the Australian
Coat of Arms. The last installation, Spinning Top by Jarrad Kennedy, is located at the junction of
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Turbot, Wickham and Boundary streets, referencing former Archbishop of Brisbane James Duhig’s
unfinished Holy Name Cathedral (1927-1965).
Across Brisbane, suburban centres received art injections through Suburban Centre Improvement
Projects (SCIPs). Cannon Hill and Kenmore SCIPs had their history brought to life with the
construction of two major art landmarks and one community artwork installation.
The outstanding talent of local artists of all ages was also recognised through the Artforce program,
which saw volunteers paint 76 urban and suburban traffic signal boxes with their interpretation of
Brisbane to create a ‘drive-through gallery’ for motorists and walkers. Since its launch in 1999,
Artforce has been a huge success because artists of all abilities can express their creative flair and
share their passion for Brisbane.
Creating a vibrant, distinctive and culturally rich city, as advocated in the Brisbane Economic
Development Plan 2012-2031, the City Centre Master Plan and the River’s Edge Strategy, means
public art will continue to play an important role in Brisbane’s future development.
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Program 4: Your Brisbane
Brisbane is a vibrant New World City with opportunities for all residents, workers and visitors to
participate in cultural and recreational activities which 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









113 events and festivals held in Brisbane
>316,000 visitors to Museum of Brisbane exhibitions
>6.2 million visits to Council libraries, with 9.2 million loans
>394,000 people attended Council run library programs
Completed the Mt Ommaney and Coopers Plains libraries refurbishments
Opened the Moorooka Community Centre
Completed planning, design and consultation for the Forest Lake Community Hall
>$3 million in sport and recreation grants awarded to 90 community organisations
>600,000 visitors to Brisbane Powerhouse
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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 everyone in
Brisbane can access relevant community resources, services and facilities.
Throughout 2014-15, 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’s community 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 2014-15

Provided funding for 113 signature, suburban, multicultural and sponsored festivals and
events across Brisbane, with 2.5 million residents and visitors in attendance.

Hosted more than 50,000 people at the BrisAsia Festival, featuring the work of local artists,
communities and businesses.

Launched The QUBE Effect, a new contemporary music initiative. Approximately 4800
people attended the event, featuring 23 local bands at two live music events during Youth
Week. The initiative received 6290 eligible online votes.

Hosted 10 Lord Mayor’s Seniors Christmas Parties at City Hall, which were enjoyed by more
than 9000 residents.
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
Hosted the Lord Mayor’s Seniors Cabaret Showcase, a talent search for Brisbane’s seniors,
with 12 free performances, 10 masterclasses and a concert.

Presented 26 people with Brisbane’s Arts and Culture Innovation awards for their
contribution to Brisbane’s creative sector.

Continued to fund investment of the Brisbane Powerhouse and Museum of Brisbane to
allow ongoing operation of the venues and services provided, in conjunction with venue
sponsors and supporters including:


more than 196,000 people attended 1033 performances and events at the Brisbane
Powerhouse, with over 600,000 visitors to the venue

more than 300,000 visitors attended the Museum of Brisbane.
Continued to deliver the Creative Brisbane Creative Economy 2013-22 strategy, with 90% of
the targets initiated or completed to date.
Year
Attendance
2007-08
166,493
2008-09
164,399
2009-10
183,863
2010-11
185,464
2011-12
234,712
2012-13
302,961
2013-14
364,659
2014-15
394,696
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 95% customer satisfaction rating for libraries from library users surveyed.

Welcomed 113,216 visitors to the refurbished Coopers Plains Library in its first year of
reopening, an increase of 65% on 2013-14 figures.
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
Completed the $855,810 refurbishment of Mt Ommaney Library.

Continued to deliver the Lord Mayor’s Writers in Residence program featuring Australian
and international authors with 7645 attendees at 75 author events. This represented an
increase in participation of 15% from 2013-14.

Delivered 6047 children’s literacy programs to 227,986 children and parents.

More than 394,000 people attended library programs, including Digital Literacy – iskills –
representing an 8% increase on the previous year.

Increased eBook holdings (50%) and loans (43%) to 79,409 and 935,291 respectively,
representing 10% of all collection loans.

Increased usage of library meeting rooms by 4% to 53,944 hours of bookings

Increased attendance in Council’s English conversation groups by 51% to 9068 attendees.

Commenced the BestStart program in January 2015, a four-year initiative supported by the
Queensland Government aimed at improving early childhood literacy and supporting
parents and carers as their child’s first teacher.

Wi-fi usage in libraries continued to grow with 1,081,163 sessions, an increase of 55% on
the previous year.

Provided 503,419 free wi-fi sessions in 22 parks across Brisbane.
Year
Attendance
2007-08
81,035
2008-09
92,483
2009-10
88,219
2010-11
98,895
2011-12
103,142
2012-13
103,263
2013-14
111,400
2014-15
120,125
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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 2014-15

Offered more than 6780 free or low cost health and fitness activities for people of all ages in
more than 50 Brisbane parks, reaching more than

57,000 participants.

Continued to deliver the Growing Older and Living Dangerously (GOLD) and GOLD n’ Kids
programs to more than 18,300 participants.

Delivered 344 fall-prevention activities including Tai Chi classes to build body balance and
stability as part of the GOLD program, an outcome of the Seniors’ Strategy 2012-17.

Delivered the Chill Out program during school holidays to 7796 children aged 10 to 17
years.

Continued to partner with The Heart Foundation to implement the Heart Foundation Walking
program (formally Gone Walking), with more than 6020 residents participating in scheduled
walks.

Continued to deliver the Access and Inclusion Plan 2012-17 with 20 wheelchair skills
sessions delivered in four all abilities play equipment locations.

Delivered skateboard coaching, a new program for residents aged 18 to 25, which is an
outcome in the Youth Strategy 2014-19. The program offered skateboarding lessons for
beginners to intermediate levels run by professional local coaches. More than 810 residents
participated in 54 sessions held in nine Council parks.

Delivered 25 programs, including learn to swim, aqua aerobics for women, Zumba and Tai
Chi to Brisbane’s Culturally and Linguistically Diverse (CaLD) communities to foster equality
through physical activity participation.

Provided facilities and services to local sport, recreation, cultural and not-for-profit
community groups across more than 610 sites. Services included providing advice on
managing, maintaining and developing facilities and fields, maximising facility use and
capacity building.
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4.4 Social inclusion
Brisbane is an inclusive city in which diversity is valued and all Brisbane residents, regardless of
ability, background or circumstance are able to fully enjoy living, working or visiting.
Key results for 2014-15

Contributed more than $6.3 million to improve the accessibility of 45 community facilities,
including community halls, pools, libraries and leased facilities.

Contributed more than $600,000 to 18 Access and Inclusion Community Partnership
programs.

Worked in partnership with 12 Aboriginal and Torres Strait Islander community
organisations to facilitate Black Diamonds, a sport, recreation, arts and cultural-based
program, which delivered eight activities to more than 4900 participants.

Provided 16 weeks of work experience in Council for 18 people with a disability as part of
the organisation’s 2014-15 dis-Ability at Work employment program.

Worked in partnership with six community organisations to coordinate and deliver 24
activities as part of National Aboriginal and Islander Day Observance Committee (NAIDOC)
Week and the Black History Month program, with more than 39,000 participants.

Worked with Pasifika Women’s Alliance to coordinate the Pasifika Women’s Celebration
held in recognition of International Women’s Day. More than 313 women from 15 different
countries participated.

More than 390 people participated in Council’s ongoing Aqua English program.

More than 45,000 one-way passenger trips booked through Council Cabs.

Held two Community Connect events aimed at promoting Council’s services and programs
to CaLD communities, with more than 500 conversations with community members held.

Continued to deliver Council’s Youth Strategy 2014-19 with 94% of the targets completed to
date.

More than 15,000 young people visited Council’s youth space, Visible Ink, to attend over
150 events, showcases and performances.

Continued sponsorship of multicultural radio station Radio 4EB to help provide community
education to more than 50,000 listeners in 50 plus languages.

Assisted 112 people experiencing homelessness, or at risk of homelessness, into one of
Council’s 15 Community Housing Partnership Project properties.

Public space liaison officers performed more than 2000 engagements in Council parks or on
Council assets to link people sleeping outdoors with appropriate services.

More than 750 guests attended the May 2015 Homeless Connect event at the Brisbane
Racing Club in Eagle Farm, where they had access to a range of free services.
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
Provided more than $123,000 to 15 applicants through Community Development and
Capacity Building Grants to help local not-for-profit groups develop projects that respond to
local and citywide community issues.
4.5 Community sport and recreation facilities
Brisbane residents have access to a broad range of well-managed, quality community facilities
providing sporting, recreational, social and cultural opportunities.
Key results for 2014-15

Consulted with the community and designed upgrades to skate facilities in Paddington and
Inala.

Completed 12 major sport field upgrades including returfing, irrigation and drainage works,
as well as aeration and preventative weed control on a further 270 sports fields.

Continued to manage 600 leased sites in conjunction with sports, cultural and community
service organisations.

Awarded more than $2.3 million to 65 applicants through the Community Sport Clubs Grant
program.

Approved nine Tennis and Netball Partnership program grant applications worth more than
$413,000.

Achieved two million visits across Council’s 20 city pools.

Completed a $436,000 aquatic playground at Bellbowrie Pool.

Opened the refurbished Moorooka Community Centre in August.
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
Hosted more than 75,500 players at Victoria Park and St Lucia Golf Links.

Welcomed 120,125 visitors to the Sir Thomas Brisbane Planetarium, the highest recorded
number to date.

Council’s Riverstage hosted five sold-out shows in March, April and May.

Completed audio visual upgrades at eight community halls, including seven accessible
hearing loops.

Received more than 13,000 individual bookings for 17 community halls.

Completed upgrade and accessibility works to the Old Inala and Bracken Ridge halls,
including accessible car parking and toilets.
4.6 City icons
Council’s iconic City Hall is fundamental to the city’s identity, government, cultural and community
life. City Hall is a heritage building Council has preserved for current and future generations.
Key results for 2014-15

Welcomed more than 900,000 visitors to City Hall.

Hosted more than 400 civic and community events in City Hall and King George Square.

Hosted 828 events, including:

Asia Pacific Screen Awards

A Summer Night with the Stars of International Tennis

Brisbane Comedy Festival Gala

IndOZ Festival.

Hosted more than 2300 people at the Brisbane Global Cafe event during the G20 Leaders’
Summit at City Hall.

Hosted the Prime Minister Shri Narendra Modi of India and Prime Minister Professor Ahmet
Davutoglu of Turkey during the G20 Leaders’ Summit.

Upgraded 200 existing lights and installed 160 new LED lights in City Hall, which can be
used to change lighting colours, and reduces external lighting usage costs by 80%.
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Challenges
Managing iconic venues during significant events
Brisbane played host to the G20 Leaders’ Summit (G20) in November 2014, with more than 4000
officials and 3000 media in attendance. To ensure public safety and to facilitate the smooth running
of the event, a heightened security presence was placed in the city in the lead up to and during the
summit. This presented challenges to Council to ensure minimum impact to the city and residents
who use these facilities.
Many Council venues including City Hall and the Victoria Park Golf Complex were used to
accommodate G20 events, and to facilitate the arrival of international delegates including the Prime
Minister of India.
City Hall hosted the Global Cafe event, which included more than 50 presentations and seminars
over two days in the lead up to the summit, and was attended by 2300 people. This required
significant coordination between the City Hall management team, the Queensland Police Service
(QPS), businesses operating within City Hall and the event managers.
Direct cooperation with the QPS and management of on-site security guards was required to
facilitate security searches. This facilitated the safe movement of media and VIPs, including the
Australian Prime Minister, through City Hall and surrounds while maintaining as many business as
usual activities as possible.
Strategic preparation ensured minimal disruption to the service delivery provided by Council
venues.
Retrofitting existing assets to meet legislative compliance
The Access and Inclusion Plan 2012-17 helps Council make mainstream facilities and services
accessible to all residents and visitors, whether they are people with a disability or temporary
impairment, carers, or parents with young children. The plan, along with the Building Code of
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Australia (BCA) and Premises Standards, aims to maximise use of Council assets and ensure all
facilities and buildings are accessible under the Disability Discrimination Act 1992 (DDA).
A proportion of Council assets including heritage buildings are unable to achieve literal compliance.
In these cases Council works with all stakeholders to provide an accessible and inclusive
‘equivalent solution’ and deliver functional accessibility.
Functionally accessible buildings are likely to meet the minimum accessibility requirements and
receive a retrofit upgrade, with accessible features allowing independent access to facilities, such
as toilets, which require a rail or fixture to offer assistance.
When building entry and car parking designs cannot comply with the latest building code, Council
ensures pathways are at the minimum possible grade. This ensures access for parents with prams
is enhanced and nearby drop off bays are provided where possible to maximise accessibility.
Vibrant library and learning hub in Coopers Plains
The much anticipated $1.7 million refurbishment of Coopers Plains Library was completed in 2014,
with library doors reopening on 23 August to almost 2500 people.
Coopers Plains Library is the second of six planned library upgrades, delivering innovation,
accessibility and technology for children, parents and young adults alike. The reconfigured floor
plan was extended by 162 m2 to provide a vibrant and modern community facility with accessible
indoor and outdoor facilities. A new children’s playground has also been added, and noisy and
quiet areas separated efficiently.
The works at Coopers Plains Library included extending the meeting room, which now features
after-hours access to enable community groups to use the space for evening meetings and
seminars. Self-service technology has been updated and increased seating options are available
for visitors who prefer to enjoy the library’s facilities at their own pace.
Accessibility has been prioritised with the addition of a hearing loop, upgraded toilets with new
carers’ facilities, and the installation of an internet desk and a water cooler suitable for wheelchair
users. These facilities were funded by Council’s Access and Inclusion program. The construction of
a new covered deck on two sides of the library provides views over the nearby Beryl Roberts Park.
Visitors can now use the library’s wi-fi service to access online resources, such as an extensive
collection of ebooks, magazines, newspapers and music, or relax in the quiet area with a book from
the refreshed book collection.
As well as the wide range of facilities on offer, the addition of a kids area and outdoor playground
supports creative learning through play, with an upside-down treehouse and an interactive floor.
The Coopers Plains Library can now grow as a vibrant community hub where people can learn,
connect and socialise using a modern community facility. This contributes to Council’s vision for
informed communities.
Other libraries to receive upgrades by mid-2016 are Holland Park, Corinda, Carina and Nundah
libraries.
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105
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








>80,400 free community immunisations delivered
44 breaches of the Food Act 2006 prosecuted
>$260,000 in Suburban Crime Prevention grants awarded
21,150 ha of land aerial treated to mitigate mosquito risk
>6000 safety, litter and amenity complaints responded to
>2000 public health and food safety complaints actioned
>26,500 graffiti incidents responded to
>100 graffiti offenders charged
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.
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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 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 2014-15


Monitored and managed more than 99,100 mosquito breeding sites:

69,454 ha underwent ground based inspection and treatment

21,150 ha of saltmarsh breeding sites aerial treated.
Provided pet management services:

registered 99,068 dogs

reunited 1941 lost dogs and cats with owners, and facilitated the adoption of 908
pets through animal shelters

delivered four low cost microchipping events in partnership with the Animal Welfare
League Queensland and the Pet Address Register, with 70 dogs and 21 cats
microchipped

delivered 28 Pets and People Education Program sessions in partnership with the
Australian Veterinary Association to 2206 students at 23 Brisbane schools.

The RRG provided frontline response to 19,840 community complaints and incidents.

Conducted 6248 Eat Safe food safety audits with 90% of premises meeting safety
standards.
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
Received 1212 food-related public health and safety complaints, with 44 successful
prosecutions of Food Act 2006 breaches and 18 food business licences cancelled.

Provided public health services:


administered 51,264 free vaccinations to 31,838 students in 105 schools through the
school-based immunisation program

delivered 574 free immunisation clinics, with 12,665 people vaccinated

administered 300 free community flu vaccinations through immunisation clinics for
eligible seniors and the medically at risk.
Responded to 2559 amenity complaints such as waste bins, unsightly car shells and
shopping trolleys.
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Graph left hand side: 2010-11
Graph right hand side: 2014-15
0 Star
7%
0 Star
4%
2 Stars
16%
2 Stars
7%
3 Stars
46%
3 Stars
44%
4 Stars
24%
4 Stars
30%
5 Stars
8%
5 Stars
16%
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Year
Number of applications
received
2010-11
1792
2011-12
1849
2012-13
1907
2013-14
2257
2014-15
2476
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 2014-15

Continued to deliver graffiti migitation and removal programs:

delivered the Cost of Crime campaign with Crime Stoppers Queensland to prevent
vandalism of community assets for the second year

delivered the Small Business Assist program to 1478 businesses to provide longterm graffiti mitigation and prevention strategies

responded to 26,538 graffiti incidents

charged 101 graffiti offenders

worked in partnership with the Queensland Government’s GraffitiSTOP program to
deliver an Adult Community Service Order program
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
operated the Taskforce Against Graffiti (TAG) and provided intelligence to
Queensland Police Service (QPS)

delivered the ‘Don’t be a Fool, Tags Aren’t Cool’ anti-graffiti, school-based education
program in partnership with Warner Education to 12,808 students across 107
Brisbane schools

delivered five murals through the City Colours Project to mitigate graffiti.

Awarded 41 Suburban Crime Prevention Grants worth $262,000 to local businesses and
community groups to help improve security installations such as CCTV cameras and safety
lighting.

Installed six CCTV cameras in the City Botanic Gardens.

Facilitated 114 SES education events.

Increased SES volunteer memberships from 948 to 1065 through fundraising, education
programs and engagement with schools and community groups.
5.3 Brisbane City Cemeteries
Council operates cemeteries, crematoria, non-denominational chapels and ash memorials.
Key results for 2014-15

Completed major upgrades to the ANZAC lawns at Lutwyche Cemetery. This included
returfing and the removal and replacement of more than 1200 plaques and beams. Council
also received an Australian Government grant to erect the Billy Sing Memorial and remove
the existing flagpole at Lutwyche Cemetery.

Installed a memorial niche wall at Mt Gravatt Cemetery.

Created a new memorial touchstone garden at Hemmant Cemetery.
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
Installed state-of-the-art audio visual equipment at Hemmant, Mt Gravatt and Pinnaroo
chapels.

Managed and maintained 196 ha of lawns and gardens across 12 cemeteries.
Challenges
Assessments
The number of permit applications Council receives (ranging from food business licenses to
driveway permits) continues to increase in line with population growth. Customers also expect
faster processing times with less red tape, as well as innovative application solutions.
In response, Council has developed intuitive online application processes that deliver multiple
outcomes by combining permit types into one easy-to-use form. Customers can also use a number
of mobile platforms to submit applications.
Neighbourhoods
Domestic pet and air conditioner noise, overhanging trees and unkempt properties are common
concerns that cause tension between neighbours.
Through good communication these issues can often be resolved quickly between neighbours
without intervention or enforcement through local laws.
Council advocates positive neighbourhood relations to foster healthy, cooperative communities by
providing online tools and making information available to residents on Council’s website. For
example, information is available to enable neighbours to engage with dog owners about barking
dog problems.
Disaster and weather events
Council’s RRG has a 24 hour role in delivering responses to high-risk, high-priority compliance
problems. Ensuring the RRG is trained and equipped to provide on-ground intelligence gathering
during a disaster or significant weather event, while at the same time supporting increased demand
for ‘business as usual’ activities is an ongoing challenge for Council. Recruitment of an agile, multiskilled workforce alongside innovative deployment to support training is key to successful
outcomes.
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Fostering a welcoming, friendly and safe city
Brisbane is known for its relaxed lifestyle, community feel and friendly atmosphere. Often the
community’s eyes, the Suburban Amenity and Litter team works to ensure Brisbane remains an
attractive, welcoming vibrant, and secure city for business, residents and visitors.
From maintaining parks and streets to removing graffiti and designing public buildings, Council has
many initiatives in place to cultivate safe and welcoming communities and public spaces, foster
public health and wellbeing, and deter crime.
On the front-line are compliance officers from the Suburban Amenity and Litter team who operate
under state and local legislation to deliver a comprehensive service to monitor and maintain the city
as an attractive and safe place to live, work and visit. This includes tackling issues related to waste,
storage, illegal dumping, and management of unsightly objects and materials.
Suburban Amenity and Litter compliance officers protect the health and security of residents in both
public and private areas across Brisbane, responding to community complaints and concerns. In
2014-15, officers conducted 5850 investigations into breaches of the Health, Safety and Amenity
Local Law 2009.
The breaches ranged from overgrown and hazardous vegetation to vermin and mosquito breeding,
abandoned trolleys, unsightly objects blocking footpaths and rubbish and advertising material not
correctly put in mailboxes.
During investigations, tools such as desk top analysis, site visits and stakeholder interviews were
employed to work with affected parties to resolve issues quickly. This multi-faced approach enabled
officers to work collaboratively with stakeholders and affected parties, taking into consideration the
diversity and needs of different individuals and communities across Brisbane. This resulted in 91%
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of investigations being resolved in 30 business days or less, without infringement notices or legal
action required.
Officers also work cohesively with other Council areas, Queensland Government departments and
support agencies to achieve successful outcomes in challenging compliance areas such as
hoarding and squalor-related offences. This includes liaising with Council’s dedicated Hoarding
Officer to assist people in overcoming domestic squalor and compulsive hoarding issues where
people are faced with Public Health Orders.
Often, the individual circumstances faced by some community members require extra care and
support to achieve broader community safety and public health outcomes. Council works in
partnership with the community on social strategies, including homelessness and illicit drugs
misuse, to reduce the causes and motivations for crime.
Council is dedicated to a safe and friendly city ensuring the health and wellbeing of residents is
maintained and assets are preserved for generations to come.
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Program 6: Economic Development
To drive the economic development of Brisbane by capturing our city’s unique window of
opportunity.
What we do










Promote Brisbane nationally and internationally as Australia’s New World City
Promote the city as a great place to do business
Ensure Council is friendly and efficient to do business with
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
Provide place management for the Brisbane CBD and Fortitude Valley
Establish and maintain markets, partnership and facilitation opportunities both locally and
internationally
Implement the Brisbane Economic Development Plan 2012-2031 and the New World City
Action Plan 2022
Key Highlights









8 Lord Mayor’s Business Forums held across Brisbane with 658 registrations
4 Business Excellence workshops held with 145 attendees
9 foreign language wayfinding signs installed in the inner city, bringing the total to 55
2000 students attended 4 Lord Mayor’s International Student Friendship ceremonies
Launched Creat3d Brisbane, a 3D printer hub in partnership with the Chamber of
Commerce Industry Queensland (CCIQ)
1140 events held to activate the CBD, Queen Street Mall and Valley Mall precincts
Delivered free wi-fi to Queen Street Mall, Victoria Bridge, Chinatown Mall, Brunswick Street
Mall and the Mt Coot-tha Summit
25 new online SmartForms introduced
Hosted the Brisbane Global Cafe leading up to the G20 Leaders’ Summit
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 2012-2031 to ensure Brisbane is prepared for future growth in our economy and
has the infrastructure to support it.
115
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.
During the 2014-15 financial year, Economic Development provided industry research and analysis
to the committee to support the development of the Brisbane 2022 New World City Action Plan.
The plan will build on the momentum of Brisbane’s Unique Window of Opportunity report projects,
utilising the global networks generated through the Brisbane Global Cafe and the G20 Leaders’
Summit.
Throughout the financial year, Economic Development remained focused on ensuring Brisbane
meets its full potential for economic growth and employment generation by showcasing the city’s
investment strengths alongside the lifestyle benefits for workers, international students and visitors.
This was achieved through the G20 Leaders’ Summit activities including the Brisbane Global Cafe,
initiatives such as Study Brisbane and campaigns to encourage digital uptake among businesses
alongside the facilitation of business investment enquiries.
Economic advice was provided to the community, all tiers of government and private sector
partners, and updated demographic and economic data was made available to inform business
decisions, and to monitor Brisbane’s economic performance.
Driving a business-focused organisation remained a key priority. This was achieved through regular
engagement with businesses via Council’s Business Hotline 133 BNE, a dedicated business
section on Council’s corporate website, a program of business forums and masterclasses, and the
development of online business forms with electronic payment options.
Targeted marketing and inward-bound investment campaigns were also delivered to promote
Brisbane to professional services, education, mining services and tourism sectors, and encourage
investment and development in four and five star hotels in the city. Strategic activation programs
were also delivered for Queen Street, Brunswick Street and Chinatown malls promoting them
locally and nationally as destinations for shopping, dining and entertainment.
The Brisbane 2022 New World City Action Plan recommends a renewed approach to economic
development and will be implemented in partnership with industry and the community starting in
2015-16.
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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 2014-15

Finalised employment and economic forecasts for Brisbane and the South East Queensland
(SEQ) region to identify and coordinate economic and infrastructure plans to deliver greater
overall economic growth in the future.

Supported the recognition of small business through the:

Lord Mayor’s Multicultural Award for Business

Lord Mayor’s Multicultural Round Table.

Continued to deliver Brisbane Community Profiles with an improved customer interface
providing residents and business owners with detailed statistical information for the Greater
Brisbane area and city.

Delivered eight Lord Mayor’s Business Forums and four Business Excellence Workshops.

Launched Creat3d, a 3D printer innovation hub located in Spring Hill in partnership with
CCIQ.

Improved services and communications to businesses by delivering more than 20 online
forms and self-assessable checklists as well as additional web content to improve
information and useability.

Installed nine foreign language signs in the inner city, bringing the total number to 55.
117

Supported the relocation of the Wynnum-Manly Visitor Information Centre from Cambridge
Parade to the William Gunn Jetty at the Manly Boat Harbour.

Produced a range of business publications and articles including:

quarterly key economic factsheets providing updates on the Brisbane economy

four Lord Mayor’s Brisbane Economic Snapshots

Brisbane Inner City Investment Prospectus

Business in Brisbane, a quarterly print newsletter and monthly e-newsletter for
businesses that includes a business events calendar.

Contributed to the Digital Brisbane Strategy by delivering free public wi-fi to Queen Street
Mall, Victoria Bridge, Chinatown Mall, Brunswick Street Mall and Mt Coot-tha Summit.

Worked with the Future Brisbane program on three SCIPs at:

Cannon Hill

Graceville

Kenmore.
6.2 Removing barriers to growth
Council ensures appropriate infrastructure projects are identified and sequenced to support
projected employment growth, population growth, exports and investment.
Key results for 2014-15

Provided data to inform infrastructure delivery and supplied three economic cases for
infrastructure projects.

Provided technical advice on Brisbane’s growth and economic development matters to
internal and external groups such as the Brisbane Infrastructure Council, and the
Queensland and Australian governments.

Continued to provide input and embed SEQ employment forecasts for the Queensland
Government and Council of Mayors (SEQ).

Provided research to support neighbourhood planning projects including the:

Kurilpa Neighbourhood Plan

Spring Hill Neighbourhood Plan

Hemmant-Lytton Neighbourhood Plan

Lower Oxley Creek North Neighbourhood Plan.
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6.3 A city of many skills
Council ensures Brisbane enterprises have ready access to a workforce of sufficient size that has
the necessary capabilities to support business demand.
Key results for 2014-15

Coordinated participation of 65 Council officers in student and work experience mentoring
programs.

Provided work experience for 10 students through the Science Without Borders program,
which focuses on science, technology, engineering and maths subjects.

Facilitated the growth of Brisbane’s international student market:

delivered the Study Brisbane program, including social media channels with more
than 216,000 student followers worldwide

hosted the annual City Welcome Festival at South Bank attended by 7500 people

held four Lord Mayor’s International Student Friendship Ceremonies attended by
2000 students

appointed 36 international student ambassadors to 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 these key precincts to maximise their potential for economic success.
Key results for 2014-15

Completed and officially opened the $4 million Brunswick Street Mall refurbishment in
Fortitude Valley, including essential service and pavement upgrade works and public art.

Delivered Valley Fiesta in the Fortitude Valley entertainment precinct in partnership with
local venues.

Launched the Valley Markets in Brunswick Street and Chinatown malls.

Continued to support the Fortitude Valley Economic Development Board and the CBD
Economic Development Board.

Undertook the Queen Street Mall Visioning project to ensure Australia’s most successful
mall continues to thrive.

Progressed upgrade works to the Queen Street Mall and relocated the Visitor Information
Centre to the Regent Theatre.

Delivered 1140 events in the CBD, Queen Street Mall and Valley Mall precincts including
the Gold Lotto City Hall Light Spectacular and monthly multicultural events in Fortitude
Valley.
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
Undertook more than 565 cleaning audits in Queen Street, Brunswick Street and Chinatown
malls.
Month
Number of users
July 2014
33,868
August 2014
33,498
September 2014
33,370
October 2014
35,141
November 2014
34,432
December 2014
37,505
January 2015
33,892
February 2015
32,722
March 2015
33,967
April 2015
33,561
May 2015
29,228
June 2015
32,725
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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 2014-15

Convened the first Brisbane Global Cafe in the lead up to the G20 Leaders’ Summit, which
attracted 80 thought leaders from around the world and 2300 delegates.

Worked with Brisbane Marketing, CCIQ, Council of Mayors (SEQ) and Regional
Development Australia to promote and leverage major Brisbane events such as the G20
Leaders’ Summit, Brisbane Global Cafe and Small Business Expo.

Delivered the Brisbane Greeters program with more than:

200 greeters

1300 tours

5500 participants.

Continued to rollout the Brisbane, Australia’s New World City positioning program.

Continued to rollout the new Give Me Brisbane Any Day tourism campaign.

Provided services to more than 1800 visitors per day at the CBD Visitor Information Centre.

Implemented the Digital Brisbane Strategy by continuing to deliver:


CoderDojo Brisbane

Lord Mayor’s Budding Entrepreneur program.
Developed the Brisbane 2022 New World City Action Plan, the result of consultation with
more than 1000 people including executives, entrepreneurs, students, government
agencies, analysts, academics and leaders from private, public and not-for-profit
organisations.
121
6.6 Export market development
Council will help grow Brisbane’s out-of-region exports to maintain living standards, incomes and
employment growth.
Key results for 2014-15

Analysed and supplied economic and employment data to guide and inform the
development of the Brisbane 2022 New World City Action Plan to target Brisbane’s key
exporting industries including:

education

manufacturing

tourism.

Embedded Australia TradeCoast survey results into the draft Hemmant-Lytton
Neighbourhood Plan to better service the needs of export- servicing businesses.

Promoted innovation in Brisbane and delivered a refreshed Innovative Brisbane publication
to support overseas business missions.
122
Challenges
Leveraging the benefits of G20 Leaders’ Summit
In November 2014, Brisbane became the capital of the world by hosting the annual meeting of the
G20 nations, attracting more than 4000 delegates and 3000 media from around the world over
three days.
Leveraging the global connections accumulated through the G20 Leaders’ Summit to cement
Brisbane’s position as a New World City, presented opportunities and challenges, and required
significant planning and innovation to shape Brisbane’s economic future.
Immediately prior, Brisbane launched and hosted the Brisbane Global Cafe – the first for a G20
Leaders’ Summit host city and a brand new concept setting the standard for future host cities. The
Brisbane Global Cafe attracted thought leaders from around the world who focused on five key
themes.
1. Cities of the Future
2. Improving Human Life
3. Powering Future Economies – Energy
4. The Digital Age – Innovation and Entrepreneurship
5. Tourism’s New Frontiers
During the 2014-15 financial year, Economic Development provided industry research and analysis
to support the development of the Brisbane 2022 New World City Action Plan based around
securing future prosperity by positioning Brisbane as a preferred destination for investment,
business, innovation, study, visitation and lifestyle. The plan will utilise the global networks
generated through the Brisbane Global Cafe and the G20 Leaders’ Summit
Supporting small and medium enterprises
Currently, there are more than 114,000 registered and employing businesses in Brisbane with over
43,000 registered on the Brisbane Community Profiles database, on Council’s corporate website.
According to the Australian Bureau of Statistics’ count of Australian businesses, two-thirds of these
are micro businesses (less than five employees), one-quarter are small (employing five to 19
people) and the remaining one-twelfth are medium and large employers (more than 20 employees).
Small and medium enterprises (SMEs) are the backbone of Brisbane’s economy. Most are located
in and around Brisbane’s CBD fringe, and include main street economies and suburban homebased businesses.
In order for Council to support SMEs in an effective way and to harness the benefits of the
resources sector nationally and internationally, a four pronged approach is employed to:

encourage collaboration and learning among SMEs through the Lord Mayor’s Business
Forum and Lord Mayor Business Excellence Workshop series

make it easier for SMEs to do business with Council, through the dedicated Business
Hotline 133 BNE and the introduction of online SmartForms
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
provide dynamic information and data on Brisbane’s economy and community through
Council’s corporate website, the Lord Mayor’s Quarterly Economic Snapshot publications
and the Business in Brisbane newsletter

encourage digital start-ups and SMEs to take up digital technology through the Digital
Brisbane Strategy.
Month
2013-14 submissions
2014-15 submissions
July
38
191
August
33
217
September
90
261
October
125
337
November
92
492
December
51
426
January
83
773
February
93
735
March
105
769
April
102
1038
May
144
864
June
170
950
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Expanding Brisbane’s digital map
Brisbane is living up to its commitment as a digitally progressive New World City, by offering free
wi-fi in a number of public places including malls, parks and libraries
In today’s connected age free wi-fi is an expected feature in major cities. In 2014-15 Council
extended its digital reach to roll-out free wi-fi in Queen Street and Brunswick Street malls, along
Victoria Bridge to South Bank, and at the Mt Coot-tha Summit. This takes the number of outdoor
hot spot locations across the city to 22, with free wi-fi also available in 33 of Council’s public
libraries and across the entire CityCat fleet.
By capitalising on digital opportunities such as free wi-fi, Brisbane is boosting its social,
professional and economic potential by providing a reliable and free public service for residents,
tourists, entrepreneurs and business.
Free wi-fi forms part of the Digital Brisbane Strategy, a major component of the city’s long-term
future prosperity plan, which aims to snare a slice of the world’s $20 trillion digital economy. The
strategy sets a realistic five-year agenda to speed up the pace of digital change and kick-start a
business revolution that puts Brisbane into the slipstream of digital innovation.
Providing free wi-fi in Queen Street and Brunswick Street malls allows residents, workers and
visitors to stay connected on the go, while benefiting businesses by encouraging foot traffic through
the main thoroughfare and enticing customers into the store to take advantage of promotions.
Businesses offering free wi-fi are also encouraged to add their details to Digital Brisbane’s free wi-fi
map at www.digitalbrisbane.com.au
Over the course of the year more than 389,700 users accessed Council’s wi-fi hotspots in the city’s
malls to stay connected, with the majority of users logging on via iPhone and Android devices
between the hours of 12 noon-6pm.
Providing easily accessible services for visitors is important to maintaining Brisbane’s tourism
credentials. With connectivity demand at an all-time high, local and international travellers
increasingly expect to be able to access free wi-fi on the go, and to easily find their way around
places and cities.
In addition to growing the number of wi-fi hot spots on offer, Council has also invested in 55 yellow
foreign language wayfinding signs throughout the inner city and Fortitude Valley, making it easier
for residents and tourists to navigate the city and find iconic landmarks, shopping and dining
precincts. The multilingual signs have recently been recognised as one of the top 20 wayfinding
projects in the world since the year 2000, receiving an Honour Award at the 2014 Wayfinding
Awards3. Council is also providing an integrated system that connects the signage with online
venue information and maps, allowing users to spend more time enjoying what the city has to offer.
3
Awarded by the Society of Experimental Graphic Design in the United States of America.
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126
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
Key Highlights






>8.4 million customer contacts with Council
81% of customer calls were answered within 20 seconds
>53,000 calls answered by Council’s dedicated Business Hotline 133 BNE
81% of business customers surveyed were satisfied with the service received from
Council’s Business Hotline 133 BNE
59,238 customer requests responded to via social media
83% of residents surveyed were satisfied with the level of service provided through
Council’s Customer Contact Centre
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
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
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.
Key results for 2014-15

Launched a new Your City Your Say community consultation online platform accessible via
mobile, tablet and desktop devices, enabling the community to have its say on issues
across the city.

Engaged with 417 community members on the Paddington and Inala Skate Park upgrade
projects.

Planned and delivered community engagement activities to inform and shape the City
Botanic Gardens Master Plan including tours through the park, kiosks and community
reference group sessions.

Worked with the Future Brisbane program to manage community engagement for seven
Talk to a Planner sessions to help residents, business owners, community groups and
industry professionals understand Brisbane City Plan 2014. More than 1230 people
attended the sessions.
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
Delivered three community planning team sessions to help shape the Spring Hill
Neighbourhood Plan.

Delivered Talk to a Planner sessions for the Hemmant-Lytton Neighbourhood Plan with 144
people in attendance.

Engaged with 286 people on the Dutton Park- Fairfield Neighbourhood Plan.

Provided training to 79 Council staff to improve Council’s capacity to engage with diverse
residents effectively:


deafness awareness training

engaging CaLD and refugee communities

facilitation training skills.
Provided process and facilitation support to a range of internal stakeholder engagements
and workshops.
7.2 Service delivery
Council provides multiple access points to meet customer requirements and manage these contact
points for the benefit of business, resident customers and the organisation.
Key results for 2014-15

Handled more than 1.3 million customer enquiries through Council’s Customer Contact
Centre.

Answered 53,578 calls through the Business Hotline 133 BNE.

Supported 730 CaLD customer contacts through the Translating and Interpreting Service.

Received high satisfaction ratings from customers in the annual Customer Satisfaction
survey:

86% of businesses and 94% of residents agreed it was easy to contact Council
through the channels provided

86% of businesses and 90% of residents were satisfied with Council’s ability to
understand their needs

81% of business customers were satisfied with Council’s dedicated Business Hotline
133 BNE.

More than 425 film, festival and event permits were issued through Council’s Filming,
Festivals and Events Liaison Office.

Managed 59,238 social media requests from business and residents.
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
Processed 100 applications to light up a Council asset and 142 applications to hang a
bridge banner, providing business and community groups the opportunity to promote their
event or cause.

Implemented improvements to Council’s Customer Contact Centre channels including mail,
face-to-face, telephone and social media.

The Customer Integration Project provided a case management system to work units across
Council. This enables Council’s Customer Contact Centre to have a one Council view of the
customer service requests, which improves responsiveness.
Year
Number of filming
permits received
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
159
167
195
230
284
331
130
7.3 A Council easy to do business with
To achieve our Customer Focus Vision, Council has developed customer focused processes and a
culture that is aligned to our customers’ needs and expectations.
Key results for 2014-15

76% of businesses and 83% of residents surveyed say Council is dedicated to its
customers.

86% of businesses and 90% of residents surveyed are satisfied Council understands their
needs.

Delivered customer focus training to 1519 Council officers including bus drivers and front
line employees.

Implemented lost property stickers on all Council buses in response to the Lost Property
Reduction Trial. The trial resulted in a 12% reduction in lost property on Council buses.

Delivered enhancements to online forms including the implementation of SmartForms and
the ability to attach photographs to maintenance request forms. This improves accessibility
and provides value and seamless integration.

Developed the ‘Guide to setting up a Market in Brisbane’ Fact Sheet to support the
establishment of new markets and to make it easier to do business in Brisbane.
Year
Number of
customer contacts
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
2014-15
4,878,174
5,038,421
5,329,234
6,659,045
6,932,234
7,341,226
8,432,823
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Challenges
Responsive technology
Council is dedicated to its customers: everyone, everywhere, every time.
Growth in South East Queensland combined with rapidly changing technologies and increasing
service standards drives Council to continue to deliver services in a cost-effective way while
remaining customer focused.
Digital technology advances continue to raise customers’ expectations of responsive service from
Council.
To meet this challenge, Council is committed to developing responsive customer technology
platforms. Customer Focus has delivered a customer relationship management system, OPTIMISE
that enables system integration across Council to provide a ‘one customer view’.
The OPTIMISE system provides a case management tool across Council to allow officers in
different work units and the Council’s Customer Contact Centre to see the status on a customer
request in one system. This allows Council to answer queries and resolve issues when requests
are received, delivering outcomes to customers at a first point resolution.
The OPTIMISE system provides an enhanced customer experience by giving customers the choice
of receiving their job reference number on mobile devices.
Additionally, Council has digitalised building plans. This enables customers to have electronic, easy
to read and use plans.
Your City Your Say
Council believes it is important to consider the views of the city’s residents when making decisions
about projects that affect a local area or the city as a whole. Since 1998, Council’s membershipbased community reference group, Your City Your Say, has been providing valuable feedback on
projects, programs and plans.
In November 2014, Your City Your Say moved to an online platform offering Brisbane residents a
more interactive and engaging way to stay informed and provide feedback to Council. The website
www.yourcityyoursay.com.au is mobile enabled, meaning residents can access it via their desktop
computer or on the go via any smartphone, tablet or mobile device – making it easier to engage
with Council whenever, and wherever, it is convenient. The site also has multiple language
capabilities with the potential to conduct targeted engagement activities in languages other than
English.
The Your City Your Say online space provides residents with new ways to share their views
through online discussion forums, question and answer sessions, quick polls and engaging
surveys. Members are also provided with updates on projects and feedback on engagement, and
are invited to opt-in to market research panels and test Council’s external communication.
During the first seven months of operation, more than 800 members signed up to the online
community and the response rate for an initial survey sent seeking feedback on quality of life in
Brisbane was 42%, well above the industry average of 25%.
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Email bulletins promoting engagement opportunities for Dutton Park-Fairfield Neighbourhood Plan,
Hemmant-Lytton Neighbourhood Plan, Taringa Neighbourhood Plan, City West Renewal Strategy,
Wickham Park Precinct Plan and the Mitchelton Suburban Centre Improvement Project received an
average open rate of more than 60%.
All Council program areas can submit projects, programs and plans for the Your City Your Say
community to review and provide feedback on, and over the course of the coming year the platform
is expected to host surveys to guide projects from city planning and transport to community
programs.
The new online platform is a smarter, more efficient way for Council to engage with residents. As
well as empowering members to register and control their details online, it allows people to provide
feedback and get involved in projects that interest them. Previously, new memberships or changes
to member details had to be inputed manually by Council officers.
Council will continue to expand its membership of the Your City Your Say community to provide
opportunities for all residents to help Council shape a better Brisbane.
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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







Supported the G20 Leaders’ Summit with eight events for foreign dignitaries and
international media
Maintained Council’s ‘strong’ credit rating as assessed by the Queensland Treasury
Corporation
>6000 pieces of Lord Mayoral correspondence responded to
Delivered the 2014 Local Disaster Management Plan
Completed the roll-out of BaSE Release 2, implementing integrated finance, human
resources, and asset and works management processes across Council
52 delegates attended 193 business meetings at the 2014 Lord Mayors’ Business Mission
to Abu Dhabi, Shanghai, Hyderabad and Singapore
>290 million impressions on Council’s social media channels, an increase of 71% on the
previous year
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Overview
The City Governance program aims to ensure Council is an accountable, effective and transparent
local government that practises strong financial management to deliver outcomes which serve
Brisbane’s community.
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 2014-15

Responded to more than 6000 pieces of Lord Mayoral correspondence.

Provided 41 business scholarships and mentoring places through the Lord Mayor’s
Multicultural Round Table to assist residents from a migrant background to obtain business
qualifications in Brisbane.

Council continued to focus on multicultural affairs and fostering diversity:

hosted more than 200 attendees at The Lord Mayor’s Refugee Welcome Ceremony
in April

launched the One Brisbane Many Cultures e-zine in September in eight languages,
including English.

Hosted 140 civic events including eight citizenship ceremonies and eight events during the
G20 Leaders’ Summit. Other events included an Operation Slipper welcome home parade
for troops from Afghanistan and two events to commemorate the restoration of Anzac
Square.

Provided ongoing administration support to 26 ward offices, 32 Council meetings and 182
committee meetings.
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8.2 Regional and international activities
Council advances the community’s interests by developing and maintaining strong regional and
international relationships that create economic development opportunities.
Key activities for 2014-15


Supported the G20 Leaders’ Summit with eight events for foreign dignitaries and
international media including:

a civic reception at City Hall for the Indian Prime Minister Shri Narendra Modi and
more than 900 guests

a bilateral meeting with Turkish Prime Minister, Professor Ahmet Davutoglu and
senior Turkish ministers and Queenland representatives including Councillor Adrian
Schrinner, Deputy Mayor and the Chairman of Infrastructure Committee and
Councillor for Chandler and Air Commodore Mark Gower OAM, Official Secretary,
Office of the Governor, Queensland

site tours for the Italian Prime Minister, Matteo Renzi and the Spanish Prime
Minister, Mariano Rajoy to Legacy Way, in acknowledgement of Acciona and
Ghella’s contribution to the Transcity Consortium and the tunnel’s construction.
Hosted the Lord Mayor’s Business Mission to Abu Dhabi, Shanghai, Hyderabad and
Singapore in September 2014, attended by 52 delegates participating in more than 193
meetings. The resulting opportunities for Brisbane included:

approximately $100 million dollars of business created for Brisbane businesses

business matching in market, with more than 400 foreign government and industry
representatives

three commercial Memorandums of Understanding in the education and training
sector signed in Hyderabad.
136

Planned and prepared for the Asia Pacific Cities Summit and Mayors’ Forum (2015APCS)
scheduled for July 2015. The event attracted more than 1000 delegates from over 100 cities
across the world, including senior representation from Council’s nine Sister Cities.

More than 13 international delegations visited Council to exchange knowledge and learn
best practice, including delegations from the organisation’s Sister Cities.

Enhanced Brisbane’s profile locally, nationally and internationally by coordinating and
implementing regional initiatives. This included regional planning, infrastructure and
economic development in collaboration with the Council of Mayors (South East
Queensland) and the South East Queensland Councils’ CEOs’ Forum.

Facilitated participation in 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 Meetings.
8.3 Strong and responsible financial management
Provides sound financial management and planning to deliver community services, infrastructure
and leadership that will support Council to achieve the Brisbane Vision.
Key activities for 2014-15

Council retained its ‘strong’ Queensland Treasury Corporation credit rating with a ‘neutral’
outlook.

Funded $842.2 million in capital program works from operations without an increase in
Council debt.

Delivered a balanced budget for the 2014-15 financial year.
137

Continued to manage Queensland Reconstruction Authority disaster recovery claims
submissions with:

five restoration claims progressed for New Farm Riverwalk and ferry terminals
damaged in the January 2011 floods

15 new claims progressed for the November 2014 Severe Weather Event.

Continued to develop the Enterprise Performance Management Framework including the
roll-out of program scorecards and the Investment Prioritisation Framework.

Renegotiated Council’s banking contract to ensure cost-effective banking solutions.

Continued to drive improvement initiatives resulting in more efficient finance processes and
improved cycle times in monthly reporting and budget processes.
8.4 Value for money
Council responsibly manages ratepayers’ money expended in its businesses, and this outcome
provides effective value for money transactional and operational services essential for program
delivery including procurement, organisational risk management, legal and human resources
support.
Key activities for 2014-15

Implemented new Human Resources and Payroll processes as part of Council’s business
transformation in BaSE Release 2, aligning with Council’s Workforce Strategy and Talent
Management Strategy:
–
supported the launch of the SAP Environment, Health and Safety Incident
Management module with face-to-face training for 375 employees, toolkits and
guides
–
launched a new performance leadership module, with self-help material and skills
development programs.

Continued to deliver improvements to meet the Organisational Zero Harm Strategy 2013-16
including the review and development of Council’s incident management and investigation
framework, Workplace Health and Safety and Zero Harm analysis and reporting processes,
and the development and implementation of wellness action plans.

Completed the bi-annual Compliance and Business Continuity Plan status review and
report, ensuring Council’s Business Continuity Plans were ready for the G20 Leaders’
Summit.
138
8.5 Corporate communication
Council’s communication is strategically aligned with its organisational goals, objectives and
priorities and delivers maximum impact and value for both the community and Council.
Key activities for 2014-15

Launched Council’s new ‘search focused’ corporate website, generating a 64% increase in
search sessions, a 29% increase in unique users and a 19% increase in page views to
more than 32,153,100 million in 2014-15.

Achieved more than 290 million impressions on Council’s social media channels, an
increase of 71% on the previous year.

Developed the Team Brisbane campaign and teambne hashtag to encourage residents and
businesses to celebrate and feel proud of Brisbane, its people and its achievements. To
date the project has engaged 38 prominent Brisbane residents and community heroes to
support the campaign and has delivered 32 events for Brisbane residents.

The Living in Brisbane publication continued to engage residents with 89% of readers
surveyed in March 2015 stating Living in Brisbane was clearly recognisable as being from
Council, 76% learning something new from the publication, and 62% stating the newsletter
made them interested in finding out more about specific Council programs and services.

CaLD webpages on the corporate website recorded 55,192 page views across Council’s
five translated web pages (Traditional Chinese, Simplified Chinese, Korean, Arabic and
Vietnamese).

Continued to grow social media channels in Korean, Simplified and Traditional Chinese,
achieving more than 715,900 impressions, an increase of more than 56% on the previous
year.

Worked with the Lord Mayor’s Multicultural Affairs team to develop the quarterly One
Brisbane Many Cultures e-newsletter in eight languages (including English), connecting with
1602 multicultural community group subscribers, a 368% increase since the publication’s
launch in 2014.

During the November 2014 Severe Weather Event, corporate communication played a
critical role in ensuring residents were kept up to date. There were:


65,136 page views on the corporate website for disaster and emergency content,
11,738,867 impressions on Twitter and 2,594,935 million impressions on Facebook

100,000 community newsletters distributed.
Delivered and implemented more than 170 communication campaigns to raise awareness
about how the community can benefit from Council programs and services.
139
Month
July
August
September
October
November
December
January
February
March
April
May
June
2014-15 page views
2,629,751
2,547,276
2,616,415
2,975,308
2,802,531
2,452,784
2,663,817
2,665,498
2,635,616
2,622,856
2,753,524
2,787,798
2013- 14 page views
2,230,595
2,134,294
2,148,129
2,361,430
2,150,191
1,898,852
2,477,223
2,375,455
2,448,080
2,258,445
2,279,359
2,163,065
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8.6 ICT – 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 2014-15


Supported traffic management and CCTV operations for the G20 Leaders’ Summit, with a
new major incident management process developed to support the summit:

deployed enhanced protection and security to Council’s website and external facing
applications

introduced enhanced processes and procedures to improve security

established a new Security Operations Centre at Council’s Green Square facility,
Fortitude Valley

deployed internal and external security monitoring services for traffic management
ICT.
Assisted Council program areas to develop and deliver new ICT Systems including:

Cemeteries Online – an online grave search capability accessible through Council’s
corporate website

PD Online upgrade – an online Level of Assessment Calculator enabling customers
to determine whether a proposed development is self, code or impact assessable.
The calculator can address approximately 80% of customer enquiries, making the
development process simpler to understand

improved the customer experience at waste transfer stations, with waiting times
reduced at the entrance where weight is initially recorded and at the exit where the
charges are calculated

implemented a new weighmaster system for asphalt, aggregate and quarries.

Upgraded Council’s corporate email system to Microsoft Outlook 2013. This was a
precursor to moving to Microsoft’s Office 365 for an email cloud storage service which will
result in a cost saving of $2 million over a four year period.

Upgraded Council’s corporate telephone system to allow improved voice, video and mobility
features.

Implemented software to enable electronic meeting papers for the Lord Mayor, Councillors
and CEO’s Office to be accessed from a variety of mobile and desktop devices.
141
Year
Total Impressions
2011-12
5,500,000
2012-13
96,000,000
2013-14
140,000,000
2014-15
290,000,000
8.7 Disaster response and recovery
Council plans, organises, co-ordinates and implements measures to prepare for, respond to and
recover from disasters in the Brisbane area.
It has first-hand knowledge and understanding of social, economic, infrastructure and
environmental issues within the Brisbane community and supports the community when responding
to, and recovering from, both natural and man-made disasters.
This outcome contributes to the Brisbane Vision goal of a friendly, safe city.
Key activities for 2014-15

Delivered the All Hazards Brisbane Ready for Summer campaign to encourage the
community to take action and be prepared for severe weather. This included more than 50
community engagement activities and events.

Continued to work in partnership with emergency service agencies and non-government
organisations including Queensland Fire and Emergency Services, Queensland Ambulance
Services, State Emergency Services, Red Cross and Bureau of Meteorology to enhance
and maintain consistent messaging, and deliver collaborative community education.

Continued to provide and promote the Early Warning Alert service, with 21,844 new
registrations, taking the total number of subscribers to more than 109,000.

Conducted 75 internal and external training exercises, with multiple-agency partners, to test
Council’s Local Disaster Management arrangements, and actively strengthen collaboration
and coordination across all hazards and all agencies.

Delivered 977 training sessions to increase the competency of Council’s disaster
management workforce.
142

Increased Council’s disaster management workforce to nearly 600 trained staff.

Upgraded the Brisbane Incident Management System (BIMS) Online, an industry standard
disaster management information system. BIMS provides improved information
management and response to emergency events. The system can be accessed remotely
and automates a number of manual processes, providing greater transparency and
improved interoperability with other disaster management agencies.
Challenges
Communicating in a multicultural city
As a city with more than 28% of its population born overseas and over 18% of households speaking
a language other than English, Brisbane is a truly multicultural city.
Effective communication between Council and Brisbane’s diverse communities is an essential
aspect of responsible governance. Council is committed to creating an inclusive Brisbane by
engaging with culturally diverse communities and organisations to provide valuable connections
and information for residents and visitors from CaLD backgrounds.
People from differing backgrounds can access all of Council’s programs as well as specific
initiatives which aim to increase Brisbane’s reputation as a welcoming city. In addition to Council’s
commitment to producing content in multiple languages, Council has initiated the One Brisbane
Many Cultures publication which is translated into eight languages including English and distributed
to multicultural groups and residents.
143
The G20 Leaders’ Summit, opening windows of opportunity
In November 2014, Brisbane played host to the G20 Leaders’ Summit, the principal forum for
international economic cooperation and decision making. The event defined an important moment
in the city’s history and cemented Brisbane’s graduation as an emerging, global city.
The G20 Leaders’ Summit (G20) is the most significant international event to be held in Brisbane
since the Expo ‘88, showcasing Brisbane as a world- class destination for business, tourism,
education and events. More than 4000 delegates including leaders from the world’s most influential
economies and 3000 media representatives gathered in the city over the course of the three day
summit.
Preparations for the summit spanned more than two years, and Council played a key role in
delivering the G20 in partnership with the Australian and Queensland governments. Council worked
cohesively to minimise the impact on residents in a period of heightened security. Council’s
Coordination Centre operated 24 hours a day before, and during the summit to manage traffic and
facilitate arising event requirements, and Rapid Response Units were deployed to modify street
layout and signage, and perform reactive facility cleansing and maintenance.
The G20 presented an opportunity for Brisbane to show it is a serious player and rising star in the
Asia Pacific region and to be recognised as a friendly and safe city as well as a great place to live,
visit, invest, study and meet. International media exposure of Brisbane in relation to the summit
between January and December 2014 saw more than 48,000 online articles published worldwide at
an estimated value of more than US$170 million (AU$219.8 million).
To achieve this, 14 leveraging programs were launched around the G20 opportunity to maximise
media exposure and help promote Brisbane as a destination internationally.
One of the initiatives, the Brisbane Global Cafe, attracted 2300 delegates while 80 international
speakers gave local and international business, media and other thought leaders a unique
opportunity to access state-of-the-art thinking in the week of the summit. Local media coverage for
the cafe was worth more than $2 million and the hashtag (#BNEglobalcafe) was the number one
trending hashtag on twitter nationally.
Brisbane’s exposure in relation to the G20 also led to a surge in delegate numbers and new
conference leads for the city as a business events destination. In the first quarter of 2015, more
than 29 business leads arose, with a potential combined economic impact of more than $30 million
in future conference bookings. Attendance to several post G20 international conferences held in
Brisbane also increased by 30% on previous estimates.
Council is committed to ensuring Brisbane continues to promote and leverage opportunities to visit
the city for work, study and leisure, and to build further on its New World City status. In June 2015,
the Brisbane 2022 New World City Action Plan was presented to the Lord Mayor Graham Quirk,
identifying seven key economic priorities and more than 100 recommended actions, designed to
drive Brisbane’s job growth and sustainable prosperity in what is a rapidly globalising economy.
144
145
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 fleet of modern, well maintained, clean and carbon offset buses, and
strategically positioned depots to ensure services are delivered reliably, efficiently and safely.
Brisbane Transport’s bus services include:
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public transport network bus services
school services
charter and special event services.
Highlights
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75.6 million passengers carried
Average fleet age of 6.21 years
60 new rigid equivalent, air-conditioned, wheelchair accessible, environmentally friendly and
CCTV equipped buses added to the fleet
100% wheelchair accessible fleet
100% air-conditioned fleet
77% of buses are enhanced, environmentally-friendly vehicles
Launched Bruce the Brissie Bus, a Brisbane Transport public transport awareness initiative
Reduced Brisbane Transport’s Lost Time Injury Frequency rate to 8.6
Overview
Council operates one of the largest bus fleets in Australia.
Brisbane Transport is responsible for providing frequent, reliable and safe transport at the most
comfortable standard possible to more than 75.6 million resident and visitor passengers each year.
Council has a fleet of more than 1160 buses, which travelled approximately 70 million kilometres in
2014-15. Brisbane Transport continued to deliver efficient scheduled network passenger bus
services for Brisbane’s residents and visitors, including high frequency Bus Upgrade Zone (BUZ)
and Blue and Maroon CityGlider services, school services, and charter and special event services.
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The services included non-commercial and community bus services for Brisbane residents and
visitors. A modern, well-maintained, clean and carbon neutral bus fleet with seven strategically
positioned depots helped ensure these services were delivered.
Brisbane Transport’s bus services also help Council to meet social and environmental objectives
and facilitate economic growth, as more people catching buses and leaving their cars at home
means less traffic congestion and, in turn, less emissions from private vehicles.
Brisbane Transport operates public transport services under a TransLink services contract with the
Queensland Government. Under the TransLink services contract, fares are set by and revenue
belongs to the Queensland Government.
Annual performance plan report
Brisbane Transport received partial funding from Council for the services it operates.
Community Service Obligation funding by Council is reported in Brisbane Transport’s Budgeted
Income Statement.
Customer satisfaction with bus services continued to be strong over the year as reported by
TransLink in its customer satisfaction survey.
Performance – key results and achievements
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.
Key results for 2014-15
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Added 60 rigid equivalent, low-floor, low- emission, air-conditioned buses to the fleet.
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Worked with the Moving Brisbane program to increase the proportion of wheelchair
accessible buses in the fleet to 100%.
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Installed white on black destination signs on new buses, making them easier to read.
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Contributed to a sustainable bus fleet by replacing 133 retired vehicles with buses that meet
Enhanced Environmentally Friendly Vehicle standards. The new fleet buses produce 85%
less nitrogen oxide and more than 90% less particulate matter pollutants than retiring buses.
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Provided bus services to 97 special events in Brisbane including sporting and cultural
events.
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Provided contracted services to the G20 Leaders’ Summit taskforce including 72 buses,
with 274 staff working out of the recommissioned Bowen Hills Depot. This required:
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
successful amendments to normal scheduled services
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creation of shuttle services to allow for security measures while minimising
disruption to customers.
Year
Bus fleet age in years
2014-15
2013-14
2012-13
2011-12
2010-11
2009-10
2008-09
6.21
6.78
7.06
7.12
7.39
7.83
8.46
Year
Wheelchair accessible
buses
2014-15
2013-14
100%
94%
2012-13
2011-12
2010-11
2009-10
2008-09
90%
86%
81%
75%
69%
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Improved network scheduling and efficiency
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Recorded the highest patronage service in the Council bus network on route 66, which
travels from The University of Queensland (UQ) to the Queensland University of
Technology (QUT) in Kelvin Grove and the Royal Brisbane and Women’s Hospital (RBWH).
The route was created in 2013 as an amalgamation of the pre-existing route 66
(Woolloongabba and RBWH) and the 109 (between the City and UQ Lakes via the Eleanor
Schonell Bridge).
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Carried more than one million passengers on the Maroon CityGlider, Council’s second
CityGlider service, which commenced in February 2013. The service is now one of the most
popular in Council’s bus network and connects major sporting, entertainment, shopping and
dining precincts including the Ashgrove, Paddington, Caxton Street and Stones Corner
shopping areas. It also connects Suncorp Stadium with the ‘Gabba’, the city, South Bank
Parklands and the Cultural precinct. During peak special event times, the service operates
on a frequency of 10-15 minutes.
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Introduced two new services in October on the NightLink network, the N345 (Fortitude
Valley to Aspley) and N154 (city to Browns Plains via Fortitude Valley, Garden City and
Griffith University).
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Other improvements to NightLink services included:
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development of new timetables to improve reliability, which allow outbound services
to pick up passengers outside the CBD
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amendments to some routes to improve coverage for passengers including services
to Richlands station, Wynnum Plaza, Morningside train station, The Gap, Red Hill
and Ashgrove, Jindalee, Mt Ommaney and River Hills.
Safety and Security
 Fitted 194 buses with CCTV cameras, with 76% of the entire bus fleet now having additional
security.
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Continued to implement Council’s Zero Harm policies to reduce the risk of passenger
injuries. This is demonstrated by continuing decreases in passenger injury claims per
kilometre travelled.
Employees
 Delivered more than 142 training courses to over 8100 Brisbane Transport participants.
Training courses included workplace health and safety, developmental training, refresher
courses and technical sessions to ensure staff continually deliver efficient operations to
residents.
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Continued to reduce Brisbane Transport workplace injuries, with a further decrease in the
Lost Time Injury Frequency Rate over the year to 8.6.
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Challenges
Increasing public transport patronage
Providing a reliable and accessible bus network for all residents to enjoy is an ongoing investment
for Council. Council’s target for bus patronage by 2018 is set at more than 90 million trips per year.
Council’s historic investment in new buses, in recent years, was driven by the growth in patronage
between 2004 and 2014, which saw numbers rise from 48 to 80 million.
However, the growth in patronage stalled as a result of the impact from Queensland Government’s
15% annual public transport fare hikes that began in 2009.
Brisbane Transport fares are set by and revenue belongs to the Queensland Government,
however, Council continues to invest in fleet upgrades such as accessible fleets and bus stop
upgrades in order to increase patronage.
100% accessible buses
Council has reached a milestone for accessibility and inclusion with 100% of its bus fleet now
wheelchair accessible.
Passengers of all abilities can enjoy the comfort and ease of bus travel with Council’s fleet
consisting of 100% wheelchair accessible vehicles.
The Disability Standards for Accessible Public Transport 2002 requires bus operators to have 80%
of their fleet low-floor by 31 December 2017 and 100% low-floor by 31 December 2022. In May
2015, Council retired the last high-floor bus, seven years ahead of schedule, complementing the
delivery of 60 new low-floor buses added to the bus fleet throughout the 2014-15 financial year.
Council is the only Australian council to provide funding for and to operate its own public transport
fleet. Its buses cover a wide network of routes around Brisbane, including the free loop bus,
BUZ services and CityGliders.
In 1997, Council began introducing low-floor buses as part of a commitment to providing residents
and visitors with high quality, inclusive public transport services through the provision of a modern,
accessible bus fleet. Features of the new low-floor buses include level access through the front
door instead of steps, a ramp for wheelchair access and dedicated space for two wheelchairs.
An innovative aspect of the design is low suspension at the front of the bus, which enables the front
entry to be lowered or to ‘kneel’ at bus stops. This not only benefits wheelchair users, but makes it
easier for parents with prams and strollers, and people with mobility impairments to board the bus.
Low-floor buses aren’t the only advantage for passengers. A rollout of improvement works as part
of the Brisbane Bus Stop Accessibility Improvement program will see the bus stop network
upgraded over the next seven years to 2022, with works on more than 200 bus stops commencing
in 2014-15. The works, delivered by Brisbane Infrastructure in consultation with Moving Brisbane,
will be completed based on location, access to community and disability services and patronage.
The transition of Brisbane Transport’s bus fleet to low-floor buses and the upgrade of bus stops
across the network is part of Council’s integrated approach to upgrading the city’s public transport
network to ensure improved access for everyone.
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Field Services Group
Field Services Group is tasked with the delivery of a total civil construction and maintenance
service to Council in conjunction with the high level management of service contracts. The role of
Field Services Group is to be a competitive provider of quality and value for money services to
Brisbane ratepayers as its principal customers.
What we do
Field Services Group delivers a broad range of products and services including:
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civil construction
quarry products
asphalt manufacture and laying
road resurfacing, road maintenance and line marking
waste and resource recovery management
open space maintenance including parks
city cleansing
pest and mosquito management
signs maintenance and installation
graffiti removal
fleet servicing
maintenance of 4500 assets across Brisbane
fire management.
The group contains six branches:
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Asphalt and Aggregates
Construction
Urban Amenities
Operational Services
Asset Services
Waste and Resource Recovery Services
Key Highlights
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Repainted the Story Bridge using 7500 litres of paint
857,615 m2 of road pavements resurfaced
>99,000 mosquito breeding sites inspected
46 playgrounds upgraded and 16 new playgrounds installed
>60,000 m3 of green waste collected following the November 2014 Severe Weather Event
>32,500 m3 of mulch created from green waste and distributed back onto the city’s parks
Responded to 17 wildfires on Council bushland across 144 ha
>108,265 km of road swept
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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.
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 2014-15
G20 Leaders’ Summit
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Delivered a range of activities associated with the planning and execution of the G20
Leaders’ Summit. Significant pre-event preparation activities to prepare Brisbane for the
event included:
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coordinated the waste industry team to facilitate event requirements and minimise
the impact to people of Brisbane in the midst of heightened security. All waste
collections were performed successfully during the lock-down period and the
preceding days
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implemented a traffic management plan including the installation and variation of
1600 traffic signs to meet security requirements
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temporarily removed the centre median strip on Melbourne Street, South Brisbane to
facilitate motorcade movements
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established and coordinated reactive cleansing and maintenance teams to ensure a
high level of response capability
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coordinated the installation of secure lockable latches to 920 traffic controllers and
40 communications cabinets within the city
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500 SES staff provided support during the event across various Brisbane locations.
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Road resurfacing and maintenance
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Delivered a $73 million capital road resurfacing and maintenance program to improve the
city’s road network:
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laid more than 217,500 tonnes of asphalt as part of the road resurfacing capital
program and 125,817 tonnes of asphalt and granular pavement recycled from road
resurfacing projects resurfaced sections of the Inner City Bypass, Webster Road,
Moggill Road and Hawthorne Road
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resurfaced Victoria Bridge over two weekends in conjunction with Department of
Transport and Main Roads and Translink, with more than 3800 m² of road surface
replaced using over 590 tonnes of asphalt
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repaired more than 93,000 potholes
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completed and installed 28 km of concrete kerb and channel works
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resurfaced more than 857,615 m2 of road pavement
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swept more than 108,265 km of road.
Asset maintenance
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Repainted Story Bridge using 7500 litres of paint, focusing on areas relating to the Story
Bridge anti-climb strategies.
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Delivered more than 15,300 m2 of concrete to replace existing bikeways.
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Delivered more than 15,000 m2 of concrete to construct new bikeways.
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Delivered new or upgraded footpaths for 186 streets with more than 81,676 m² of concrete
delivered for new footpaths.
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Completed the Kenmore and Cannon Hill SCIPs including upgrades to existing footpaths,
traffic signals, street lighting and furniture, as well as installing artworks and landscaping.
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Refurbished the shelter and caretaker cottage of the Japanese Garden at the Brisbane
Botanic Gardens Mt Coot-tha.
Hazard prevention
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Replaced 2.95 km of drainage works to manage the risk of flooding at 42 locations across
Brisbane.
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Completed 55 stormwater and rehabilitation drainage works and constructed 255
stormwater gullies to reduce the impact of storm events on the drainage network.
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Worked with the Clean, Green and WaterSmart City program to install backflow prevention
devices at:
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Abbotsford Road, Albion Bus Depot, Albion
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Wickham Grove, Newstead
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15th Avenue, Brighton.
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Worked with the Clean, Green and WaterSmart City program to replace a backflow
prevention device at Oxlade Drive, New Farm.
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Responded to 17 wildfires on Council owned bushland across 144 ha to reduce the
potential impact on the community, critical infrastructure, Council assets and the
environment.
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Undertook 11 hazard reduction burns on Council bushland across 252 ha as part of bushfire
risk mitigation on Council land.
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Carried out helicopter spraying of 21,150 ha of saltmarsh mosquito breeding areas in 16
treatments, the highest annual total since 2007-08. This was due to the highly variable and
intense storm and tide events above predicted heights.
Waste and resource recovery
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Serviced more than 30 million wheelie bins across the city.
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Responded to the November 2014 Severe Weather Event across more than 300 parks:
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assisted more than 5410 residents who needed the support of Brisbane’s SES units
with clean-up and waste removal services
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collected more than 60,000 m3 of green waste, with the majority collected from
public spaces such as parks, garden beds, streets and bikeways
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created more than 32,500 m3 of mulch from green waste and distributed it back onto
city parks
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inspected more than 300 parks for storm damage.
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Removed 1569 tonnes of waste from Brisbane roads and streets, in addition to normal
waste collections.
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Collected more than 91,550 tonnes of recyclable materials from kerbside wheelie bins.
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Open space maintenance
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Completed DDA compliance upgrades to access ramps, pathways, toilets and doorways for
all ability access at:
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Nudgee Boat Ramp toilets, Nudgee Cedar Creek Hall, Upper Kedron
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Sunnybank Hall, Sunnybank
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Hamilton Hall, Hamilton.
The changes to ramps and doorways facilitate wheelchair access, while toilet upgrades
cater to both wheelchair and ambulant access.
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Performed maintenance works on 53,982 street and park trees.
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Delivered 46 playground upgrades and installed 16 new playgrounds.
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Conducted more than 3000 inspections of public power and light poles across the city.
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Cut 78,421 ha of grass in parks and along roads (58,568 ha in parks and 19,853 ha along
roads) with the 2014-15 summer period resulting in an increased demand for grass cutting.
This was due to high rainfall periods and high temperatures contributing to higher than
average growth.
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Delivered key services in Council’s 2200 public parks:
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109,564 barbecue cleaning services performed
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more than 21 electric barbecues refurbished
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71,916 toilet cleaning services performed on more than 210 public toilets
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two existing toilet blocks refurbished to meet accessibility requirements.
Challenges
Maintaining Brisbane’s open spaces
Brisbane’s ever changing environment combined with unpredictable weather patterns provides an
ongoing challenge to effectively manage and maintain Brisbane’s trees, parks and gardens.
Multiple storm events, combined with hot and wet weather conditions during the 2014-15 financial
year triggered substantially fast growth of grass and bushes in parks, natural areas and roadside
landscapes.
High rainfall periods and humid temperatures produced ideal growing conditions for many grass
varieties. During the financial year, 78,421 ha of grass in parks and along roads were cut.
The seasonal conditions also presented a number of unexpected challenges, including an increase
in mosquitoes due to the above average rainfall, and a caterpillar infestation on Poinciana street
trees. Field Services Group worked with the Public Health and Safety program to undertake
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additional mosquito spraying exercises and mitigation measures to protect Poinciana street trees
from damage.
When major storm events occur, especially during Brisbane’s summer season, the regular cyclical
maintenance and project delivery schedule is re-prioritised, to respond to and assist with immediate
and longer-term disaster recovery.
Year
Number of bins
2014-15
2013-14
2012-13
2011-12
69,688
60,833
50,474
37,976
Year
Tonnes of Tip Shop
materials
2014-15
2013-14
2012-13
2011-12
2010-11
395.56
301.72
236.46
111.67
136.50
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Keeping Brisbane clean and green
Council continues to be a leader in sustainable operations, receiving a number of awards in 201415 that acknowledge its work to keep Brisbane clean and green, and preserve the city’s natural
assets.
Since 2007, the Australian Sustainable Cities Awards have encouraged, motivated and celebrated
the local sustainability achievements of urban communities across Australia.
In November 2014, Council received the National Keep Australia Beautiful, Australian Sustainable
Cities Award, the Dame Phyllis Frost Litter Prevention Award and Energy Innovation Award. These
recognitions celebrate Council’s successful delivery of environmentally-friendly programs that
minimise waste, promote efficient energy use, and conserve Brisbane’s water, environment and
heritage.
One of Council’s successful initiatives is the Litter Prevention Strategy and Action Plan. The
strategy guides operational litter outcomes, innovation and continuous improvement and is guided
by Council’s Litter Steering Committee. The litter management initiative includes the Cleaner
Communities Brisbane Awards (formerly the Spotless Suburbs Competition) run in partnership with
Keep Queensland Beautiful and SITA Australia. These initiatives promote local pride and create a
cleaner, greener, litter-free city.
Other initiatives include the installation of 220 waste and recycling bins, litter bin upgrades in 80
dog off-leash parks, and the expansion of public place recycling points to divert more than 250
tonnes of recycling from landfill each year. Dedicated Litter Enforcement Officers also ensure the
community is educated about waste in line with local laws. The combined effort has resulted in a
50% litter reduction from July 2009 to May 2015.
Council continues to work closely with the local community to protect and restore the city’s
environment. Under the Community Conservation Partnerships program, which has been running
since 2012, initiatives have been developed to support and encourage ‘green’ volunteers in a range
of areas, contributing to the Brisbane Vision. Habitat Brisbane also supports more than 1600
community volunteers completing approximately 40,000 hours per year of bushland restoration
work on Council land. The volunteers plant more than 39,000 native plants per year, while also
focusing on the treatment and removal of weeds to assist natural regeneration of native plants.
Working to keep energy consumption efficient, Council has been the largest single purchaser of
GreenPower in Australia for four years and a contributor to CitySmart’s Brisbane CBD District
Cooling System project. Other energy initiatives include retrofitting 25,000 street lights with energy
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saving light globes, carbon offsets and fuel reduction targets for Council buses, ferries, plant and
vehicles, and power generation through the Brisbane Landfill Gas to Energy and solar energy
generation projects.
Together, Council programs and initiatives work to provide residents with a clean, green city to be
enjoyed for generations to come.
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City Parking
City Parking provides management services for large undercover car parks, on-street metered
parking and temporary and event parking.
What we do
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Manage on-street metered parking
Temporary and event parking
Management of King George Square and Wickham Terrace car parks
Implement advanced parking management systems
Provide discounted evening and weekend parking
Key Highlights
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5.24 million parking meter transactions
15 minute free parking introduced for approximately 7550 metered parking bays outside
of the CBD
Approximately 55% of all transactions made using credit card and mobile phone
payment systems
Optional receipt printing introduced at parking meters
No tariff changes for on-street parking
Renovated levels A and B in King George Square Car Park
148% increase in evening and weekend use of King George Square and Wickham
Terrace car parks through discounted price promotion on weekends and evenings
$1.7 million upgrade of all parking meters completed to improve reliability and meet new
banking requirements
Overview
City Parking manages parking services in Council’s parking bays within the CBD and inner city
suburbs and off-street parking stations, as well as temporary and event parking. In this role City
Parking:
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provides competitive car parking services to all customers
ensures a customer focused service
partners with Council programs to ensure Brisbane’s livability
ensures the security of City Parking monies and assets
maintains best practice infrastructure
provides management for on-street metered parking
provides discounted evening and weekend parking.
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The effective management of parking within Brisbane helps provide an accessible, connected city
for all users. It supports the city’s economic viability by allowing Council to reinvest revenue into
infrastructure, free-parking periods and improvements to existing parking facilities.
Annual Performance Plan Report
There is a high demand for on-street parking meter spaces, which has influenced the initiative to
provide 15 minute free parking in designated areas.
Performance – key results and achievements
Key results for 2014-15
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As a result of the Brisbane Parking Taskforce, Council:

introduced 15 minute free parking to approximately 7550 metered parking bays
outside of the CBD. Users are required to register using the meter to claim their 15
minutes free parking

introduced free 15 minute parking in Council’s King George Square and Wickham
Terrace car parks to improve access to local shops and promote economic growth

introduced optional receipt printing
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deployed instructional and information stickers to all meters in conjunction with the
15 minute free and credit card upgrade programs.
Completed an upgrade of the entire parking meter fleet to provide contactless credit card
payments, and to adhere to Payment Card Industry Data Security Standards requirements.
The upgrade offers a more secure and reliable credit card facility to users.
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A total of 5.24 million parking meter transactions were made. Of these, approximately 55%
were made using credit card and mobile phone payment systems.

Signed a Memorandum of Understanding with Roma Street Parkland to operate and
maintain on-street meter operations for a five year period.

Increased patronage at King George Square Car Park and Wickham Terrace Car Park
through the introduction of $5 evening and weekend parking.

Continued early bird parking promotions at King George Square Car Park.

Completed maintenance works to the King George Square Car Park upper levels with
painting on Levels A and B. LED lighting conversion on Levels A, B, C, D, E and G and the
installation of a Student Art Gallery to improve the aesthetics of the facility.

Installed a new dynamic electronic sign at the Roma Street entry to the King George Square
Car Park and upgraded internal and external signage.

Upgraded CCTV equipment in both the Wickham Terrace Car Park and the King George
Square Car Park, addressing safety for patrons and staff.

Installed secure, contactless credit card technology at the exits of both King George Square
Car Park and Wickham Terrace Car Park. This allows patrons to swipe payment at exits
increasing the efficiency of car park operations.
Challenges
On-street parking
Managing parking is a challenge for all large cities. Brisbane’s evolution into a thriving city over
recent decades has greatly increased the pressure on parking. The demand for on-street parking
now often exceeds the supply, particularly in inner-city locations and streets surrounding sporting
and entertainment venues, public transport hubs, retail centres, schools, hospitals and locations
with many apartments or workplaces.
According to the IBM Global Parking Survey (2011) up to 30% of inner city congestion in major
cities is a result of drivers searching for available parking4.
To help residents and visitors to find parking spaces, Council in conjunction with Brisbane
Marketing and private operators developed the website www.brisbaneparkingguide.com.au. The
portal allows customers to search online to find the best parking deals available and to reserve a
space before they leave home.
Allocation of kerbside space balances the needs of competing users to ensure everyone has fair
and reasonable access to on-street parking. Safety for all users is the highest priority in parking
management decisions.
4
IBM Global Parking Survey 2011, viewed 17 June 2015, http://www03.ibm.com/press/us/en/pressrelease/35515.wss?_sm_au_=iVVqJFZsnTkTv1nf
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Increasing awareness of underground car parks and parking initiatives
Parking challenges also transition to Council’s two off-street car parks, King George Square Car
Park and Wickham Terrace Car Park. An ongoing challenge for city parking customers is to source
available and affordable CBD parking that is safe, reliable and secure.
As part of Council’s commitment to deliver a competitive pricing structure for car park users, City
Parking benchmarks its off-street facilities against other CBD underground car parks, particularly
those linked to shopping precincts along Queen Street Mall. This is used to develop a pricing
structure, which is in turn communicated to drivers to raise awareness and encourage customer
loyalty.
One initiative is the introduction of $5 evening and weekend parking at King George Square Car
Park and Wickham Terrace Car Park. Over the 2014-15 financial year, the promotion resulted in an
increase of more than 32,350 patrons parking between July 2014 and June 2015, due to customers
being able to park for longer periods of time at a discounted rate, while they shop and dine.
Promotion of Council’s ‘green’ car park initiatives to attract environmentally conscious car park
users is another method of delivering value and reducing the number of cars looking for off-street
parking. Drivers of full electric and hybrid vehicles pay half the casual day parking fee at both King
George Square Car Park and Wickham Terrace Car Park. Drivers of electric cars can also recharge
their vehicle free of charge at King George Square Car Park.
Year
Occupancy
2014-15
77,427
2013-14
48,560
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Parking solutions to benefit everyone
The independent Brisbane Parking Taskforce (the Taskforce) was established in June 2014 to
advise Council on how to respond to emerging parking issues within Brisbane and increase the
attractiveness of the inner city to visit.
Over recent decades, Brisbane has evolved into a thriving city. This has significantly increased the
demand for short stay, weekend and evening parking, signalling a requirement for Council to review
its approach to parking management in order to meet community demands.
The Taskforce was established to address this challenge and to undertake the city’s first
comprehensive review of on-street parking management. Made up of representatives from key
industry bodies1, the Taskforce provides advice to Council on a range of parking issues including
parking meter numbers, charges and time limits, parking around schools, fines and enforcement,
disabled parking and signage.
The Taskforce reviewed more than 1100 submissions from residents, schools and businesses and
announced 55 recommendations with the aim of improving Council’s parking policies and practices
to increase safety and amenity, and reduce traffic congestion.
On 1 January 2015, 15 minute free parking was introduced at more than 7500 on-street metered
parking spaces in areas surrounding the city centre, and in more than 1100 spaces in Council’s
King George Square and Wickham Terrace car parks in response to demand for short stay parking.
This is designed to support local businesses by increasing vehicle turnover and boosting visitor
numbers, particularly for small retailers who benefit from steady on-street parking.
To make the parking transaction experience faster, contactless card readers were upgraded on
more than 1000 electronic parking meters to allow for greater credit card security and ‘Tap n Go’
payments. Council has frozen the cost of on-street parking fees and capped the number of metered
spaces.
As the 55 recommendations continue to be rolled-out, residents can expect to see more changes to
current parking areas. Signage will be improved for traffic areas and loading zones, and parking
around schools and in residential areas will be better managed to improve safety and access. A
mobile parking app will enable both on and off-street parking payments as well as provide a
booking service for off-street parking.
To maintain on-street parking accessibility, new multi-unit developments including student
accommodation, where development applications are lodged after 31 March 2015, will not be
eligible for resident or visitor parking permits.
Parking management is an ongoing challenge for all growing cities, and the establishment of the
Taskforce signals the beginning of a journey of continuous improvement.
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165
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 2015 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 2014-15






$2.2 billion revenue
$2.76 billion expenditure
$21.6 billion assets
$2.57 billion liabilities
Strong credit rating
$19.1 billion community equity
Revenue: Where did the money come from?
Council received $2.2 billion in revenue and other income. The largest contribution was rates and
utility charges, which totalled $906 million (after discount and pensioner remissions).
Total revenue decreased by $62 million (2.7%), on the previous year. Principal movements
included:

rates and utility charges increased by $45 million, mainly due to an increase in the number
of rateable properties and increases in general rates

donations, contributions, subsidies and grants decreased by $206 million, mainly due to a
2013-14 one off grant received from the Australian Government for the Legacy Way project

other revenue increased by $88 million, mainly due to a $57 million reimbursement from the
Queensland Government for state asset works.
167
Expenses: Where was the money spent?
Council spent more than $2.76 billion during the year between operations ($1.92 billion) and capital
projects ($0.84 billion).
Spending on major projects included:

Major infrastructure:



Moving Brisbane projects:

road network resurfacing and maintenance program $73 million

bus build $29 million

constructing key bikeway links $27 million

open level crossing replacement projects $16 million.
Flood recovery works:


ferry terminals $62 million.
Other major initiatives:


Legacy Way $335 million.
land acquisition (including Bushland Levy funding) $14 million.
The primary expense components of each program include:

employee costs

materials and services

depreciation

finance costs

loss on disposal of property and plant equipment

other expenses.
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Assets: What do we own?
At 30 June 2015, Council’s assets were valued at $21.6 billion. This includes $17.8 billion in
property and plant equipment primarily made up of:

infrastructure $12 billion

land $4.1 billion

buildings $731 million

capital works in progress $668 million

plant and equipment $228 million.
The amount owed to Council by Queensland Urban Utilities reduced due to partial repayment of the
shareholder loan made by Council when the entity was established in 2010.
Liabilities: What do we owe?
Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the
community. The most recent credit review issued by Queensland Treasury Corporation in
November 2014 provided Council with a ‘strong’ rating and ‘neutral outlook’.
At 30 June 2015, Council’s liabilities totalled $2.57 billion (down from $3.19 billion in 2013-14). This
was made up principally of:

loans owing to Queensland Treasury Corporation

amounts owed to suppliers

employee leave entitlements.
Council’s debt per capita decreased by 26% between 2013-14 ($1885) and 2014-15 ($1402).
169
Community Equity
Council’s community equity is defined as its net worth – what Council own, less what it owes. At 30
June 2015, Council’s community equity was $19.1 billion.
Income Sources
$ 000
Rates and utility charges
905,640
Donations, contributions,
subsidies and grants
381,957
Fees and charges
227,957
Public transport
304,734
Interest
71,997
Other revenue
303,987
Total
2,195,598
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How the money was
invested
$ 000
Clean, Green and
WaterSmart City
508,154
Moving Brisbane
Future Brisbane
Your Brisbane
Public Health and Safety
Economic Development
Customer Focus
City Governance
External business
Total
1,242,272
74,884
161,317
50,248
36,320
33,077
313,881
342,667
2,762,820
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Community equity 2003-04 to 2014-15
$ million
2003-04
2004-05
10,778
13,352
2005-06
13,696
2006-07
15,249
2007-08
16,747
2008-09
18,543
2009-10
19,804
2010-11
19,227
2011-12
18,741
2012-13
18,224
2013-14
19,017
2014-15
19,079
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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 2015 are stated below.
How the measure is calculated
Operating surplus ratio
Asset sustainability ratio*
Net financial liabilities ratio
Actual Consolidated
Net result (excluding capital items)
divided by total operating revenue
(excluding capital items)
Capital expenditure on the
replacement of infrastructure assets
(renewals) divided by depreciation
expense of infrastructure assets
Total liabilities less current assets
divided by total operating revenue
(excluding capital items)
Actual Council
0.4%
-0.4%
77.3%
77.4%
90.7%
97.9%
* The asset sustainability ratio above includes infrastructure renewal expenditure and depreciation associated
with infrastructure assets. This aligns with the ratio of the same name included in the current year Financial
Sustainability Statement.
Council’s current year financial sustainability statement, the related Auditor-General’s report and
Council’s long-term financial sustainability statement are located at the end of 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
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
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.
In 2014-15, the average rates price increase for owner-occupied residential properties was 3.85%.
Council refunded carbon tax receipts equivalent to a 1.9% rates reduction.
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 2014-15, Council offered various rates concessions.

A discount of $60 per year for 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 $901 per year
-
pensioners receiving a partial pension were eligible to receive 20% remission on
rates and charges up to $420 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 ‘CBD Frame’ rating categories at
5%. Any increase in general rates was limited to a maximum of the respective percentages
on the previous year’s general rates. Where an increase in general rates would otherwise
have exceeded the relevant percentage, Council granted the amount in excess as a
remission. Rate capping for residential owner-occupiers is known as an ‘owner-occupier
remission’.

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.
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
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 livability. 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 statements, current year and long-term financial sustainability
statements and associated Auditor General’s reports (in Annual Financial Statements)

reporting on Council’s performance in implementing its Annual Plan across core program
areas and business units (in Progress and performance 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’
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
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).
Risk management
Council’s risk management practices contribute to the city’s livability 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.
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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

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 2014-15, Assurance Services completed 36 reviews across all divisions and provided ad
hoc advice to managers on a range of issues.
For 2014-15, 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 2014-15 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.”
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“Of the 36 reviews undertaken by Assurance Services, two reviews resulted in unsatisfactory
overall ratings and one review with a poor rating. Management took immediate action to correct the
issues raised. In addition, the Queensland Audit Office has not raised any material control
deficiencies.”
“Accordingly, based on the work performed by Assurance Services and other information available
to me, I conclude that there is an effective system of internal control across Council’s operations.”
In accordance with International Standards for the Professional Practice of Internal Auditing, a
Quality Assessment Review of Assurance Services is carried out on a five-yearly basis by the
Institute of Internal Auditors Australia. The most recent review, reported in 2013, found that:
“Assurance Services at Brisbane City Council is operating effectively. There was general
conformance to the Standards and the IIA Code of Ethics. This is the top rating that can be given.”
Assurance Services achieved the highest available rating against each of the quality assessment
objectives.
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 321 individual matters during the period 1 July 2014 to 30
June 2015. Following assessment, nine complaints were considered to be Crime and Corruption
Commission (CCC) related. A further 58 matters (69 individual allegations) were deemed to require
formal investigation by the Ethical Standards Unit. These matters were reported to the CCC via the
CCC’s case management system ‘Compass’.
Ethical Standards also provided investigative assistance to several regional councils as well as to
the Queensland Police Service and the CCC.
Ethical Standards continued to deliver organisation-wide training in Council’s Code of Conduct, as
well as other ethics related and investigation training programs, together with briefings to
international visitors and presentations to the Corruption Prevention Network of Queensland. In
2014-15, the unit conducted 27 employee training/awareness sessions and three two day team
courses attended by approximately 30 staff.
Corporate Security
Corporate Security is Council’s centre-led security office and asset owner of Council’s physical
security asset portfolio. It provides security risk management advice, governance and support to all
areas of Council, covering security strategies, planning, project delivery and staff security
awareness.
Corporate Security is responsible for advising management on Council’s preparedness to meet
changes in technology and local and global threats related to the security of the organisation’s
180
physical assets and personnel. Among its network of private and public sector agencies, Corporate
Security works closely with the Queensland Police Service and Queensland and Australian
government departments.
Corporate Security is responsible for the design and implementation of security solutions for
Council facilities and significant facility refits, and for managing Council’s security-related contracts
and physical security inspections.
Corporate Security completed 35 security risk reviews in 2014-15 and continued to implement
strategies defined within Council’s Security Master Plan. This included the consolidation of asset
ownership for Council’s security portfolio and enhancements to the Security Operations
Centre’s capabilities, such as monitoring up to 310 open space cameras and emergency call
points. Corporate Security continued to implement the citywide CCTV utilisation strategy involving
public and private sectors, benefiting event and disaster management for the city.
Corporate Security was a key member of the G20 Leaders’ Summit Working Group, delivering
Council’s Concept of Operations Framework. Corporate Security successfully planned and
delivered Council’s Safety and Security Strategy, continuing to deliver its vision of a safe and
secure environment for its assets, staff, visitors and the broader community. Corporate Security
also provided appropriate security arrangements to respond to increased threats during the G20
Leaders’ Summit.
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 operate with economy, efficiency and
effectiveness

key business risks are effectively managed

the annual Assurance Services Plan is sufficiently comprehensive to assess major risks and
internal controls

internal and external audit processes are effective.
The Chairman of the Audit Committee is independent of Council. As at 30 June 2015, the Audit
Committee membership comprised:

Paul Shipperley, independent chairman

Mitchell Petrie, independent member

Carolyn Barker, representative of Brisbane Transport Advisory Board

Neil Hatherly, representative of Field Services Group Advisory Board
181

Colin Jensen, CEO, observing member

Pip Hold, Executive Manager, Office of the Lord Mayor and CEO, observing member

Andrea Kenafake, 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
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 2014-15. The QAO
supports the Queensland Government’s Auditor- General in providing parliament with an
independent assessment of the financial management 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 as well as Corporate Finance and
provides advice to the Brisbane City Council Audit Committee.
QAO testing for the 2014-15 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
In excess of 1.3 million contacts were made with Council over the course of the 2014-15 financial
year. Of these, a small proportion may be classified as complaints – complaints about roads,
footpaths, neighbourhood issues, transport timetables, library hours, infringement notices and
similar, or the performance of Council in addressing such complaints.
Council is committed to managing customer feedback and ensuring all complaints are dealt with in
the most effective and efficient manner. Council has developed processes for dealing with
complaints in key areas which, together with the complaints management policy, form Council’s
complaints management framework. Council deals with complaints at the local level where possible
and, in some cases, provides an avenue of independent review.
Council’s complaints management policy does not preclude customers approaching any of
Council’s political representatives directly with a complaint or with any other kind of feedback.
182
Council’s customers may also, at any time, refer their matter of concern to an external agency, e.g.
Queensland Ombudsman or the Crime and Corruption Commission.
A copy of the complaints management policy is available on Council’s corporate website.
Administrative action complaints
Council has developed a procedure for dealing with and resolving administrative action complaints,
a copy of which is also available on Council’s corporate website. This ensures not only consistency
and fairness of treatment of complaints about administrative actions, but also enhances the
community’s confidence in Council’s complaint handling process.
Section 179 of the City of Brisbane Regulation 2012 requires Council to report on the performance
of Council in resolving administrative action complaints.
At the commencement of the 2014-15 financial year, 113 administrative action complaints were
carried over from the previous year. A total of 5487 administrative actions were received during the
2014-15 financial year. Of this combined figure 5600 (5487+113), the number of administrative
action complaints resolved during the financial year was 5506, leaving only 94 still to be resolved at
the end of the 2014-15 financial year.
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 2014-15, 3003 complaints were raised with the Office of the Disputes Commissioner. A total
of 2811 complaints were processed within the 2014-15 year, including complaints carried over from
2013-14. There are 483 complaints to be carried forward to 2015-16.
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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 2014-15 financial year, Council received 317 RTI and IP access applications.
The estimated salary cost for processing these applications was $229,237. This includes $215,981
in labour costs for RTI unit employees plus $13,256 (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
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 2014-15
During 2014-15, the Code of Competitive Conduct continued to be applied to smaller business
activities in accordance with Council’s 2014 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 2014-15.
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.
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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:

Waste and Resource Recovery Services (formerly 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 2014-15 contain details in relation to
Council’s significant business activities and the application of the competitive neutrality principle.

Note 28 lists all the business activities that Council conducted during the financial year:
-
Brisbane Transport
-
Waste and Resource Recovery Services (formerly City Waste Services)
-
Field Services Group (comprising Civil Construction and Maintenance Operations
and Urban Amenities)
-
City Parking
-
City Projects Office
-
Asset Portfolio Management
-
Brisbane City Cemeteries
185

-
golf courses
-
sports and aquatic centres
-
City Hall precinct.
Note 28 identifies the business activities that are significant business activities:
-
Brisbane Transport
-
Waste and Resource Recovery Services (formerly 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 are no significant business activities in financial year ending 30 June 2015 that were
not conducted in the preceding financial year.
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) Council’s Code of Conduct was
refreshed in 2014.
The Code of Conduct includes the Queensland Public Sector ethics principles and values for public
sector entities and public officials. It is available to all employees on Council’s 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 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 corporate 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.
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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
187
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 2015
Position
Councillor
Leader of
the
Opposition
Chairman of
Council
Committee
Chairman
Deputy
Mayor
Lord Mayor
Relativity
to base
rate
Salary
Other benefits
(includes
superannuation)
Total fixed
Remuneration
(salary plus
superannuation)
17
1
100%
110%
$147,581
$162,339
$29,516
$32,468
$177,097
$194,807
1
125%
$184,476
$36,895
$221,371
6
125%
$184,476
$36,895
$221,371
1
130%
$191,855
$38,371
$230,226
1
165%
$243,509
$48,702
$292,211

Superannuation contributions for Councillors must at least meet prevailing federal
superannuation guarantee legislation, set at 9.5% in 2014-15.

Councillors received an additional 10.5% superannuation.
188

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.
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.
189
Policy
General
Councillors should be equipped with adequate and appropriate facilities to enable them to
represent their ward and the City of Brisbane.
Additionally, Councillors should not be financially disadvantaged when carrying out the
requirements of their role, and should be fairly and reasonably reimbursed in accordance with
statutory requirements and community expectations.
Any party political activities undertaken by Councillors or their staff will not be reimbursed. AP176
Councillors Publicity Material Policy and CC026 Marketing, Communication and Advertising Policy
provide definitions and guidance on this topic.
Failure to comply with this policy, and with the policies, guidelines, and procedures referred to in
this policy, may constitute inappropriate conduct, misconduct or official misconduct.
Payment of expenses
The payment and/or reimbursement of expenses shall be for the actual cost of items or services
required for legitimate Council business use only.
Spouses, partners and family members of Councillors are not entitled to reimbursement of
expenses, or to the use of facilities, allocated to Councillors.
Responsibility and accountability for all Council business-related expenditure rests with the
Councillor who incurred the expense. It is the responsibility of Councillors to ensure that all
proposed expenditure meets the following Council policies, guidelines, and procedures:

AP061 Travel

AP181 Entertainment and Hospitality Policy

AP176 Councillors Publicity

Material Policy

AP043 Councillors Business

Card Procedure

CC026 Marketing, Communication and Advertising Policy.
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.
All Councillor expenses will be published in Council’s Annual Report as per the requirements of
section 178 City of Brisbane Regulation 2012.
190
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.
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.
191
Councillor attendance at 2014-15 Council meetings
Ward
Councillor
Number of meetings
attended out of the
number of meetings
held
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
32/32
32/32
31/32
30/32
30/32
32/32
32/32
32/32
30/32
31/32
31/32
32/32
31/32
29/32
31/32
31/32
31/32
31/32
28/32
31/32
31/32
32/32
30/32
30/32
32/32
31/32
32/32
*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.
192
Orders made about Councillors’ conduct during Council or Committee
meetings
Councillor
Date
Suspension period
Reason
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Nicole Johnston
Shayne Sutton
Nicole Johnston
Steve Griffiths
Nicole Johnston
Nicole Johnston
Nicole Johnston
5 August 2014
5 August 2014
12 August 2014
12 August 2014
19 August 2014
2 September 2014
2 September 2014
2 September 2014
21 October 2014
3 February 2015
17 February 2015
24 February 2015
26 May 2015
26 May 2015
26 May 2015
Remainder of the meeting
Noted in the minutes
Noted in the minutes
Remainder of the meeting
Noted in the minutes
Noted in the minutes
Noted in the minutes
Remainder of the meeting
Eight days
Remainder of the meeting
Eight days
Noted in the minutes
Remainder of the meeting
Noted in the minutes
Noted in the minutes
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Disorderly conduct
Councillor conduct
The City of Brisbane Act 2010 (CoBA) sets out the process to be followed if Council receives a
complaint about the conduct or performance of a councillor in carrying out their official duties. This
process assists in providing transparency and accountability through good governance. It holds
councillors accountable for upholding standards of behaviour.
Section 178 of the City of Brisbane Regulation 2012 requires Council to report on the following
each financial year:
Number of orders and recommendations made under section 183(2) or (4) of the
CoBA 2010
7
Number of orders made under section 186A of the CoBA 2010
13
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
5
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
1
5
0
193
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 Shayne Sutton
Cr Sutton did not appropriately
manage a staff member’s conflict of
interest in relation to a development
Apology Counselling
Cr Shayne Sutton
Cr Sutton did not act appropriately
during a telephone conversation with a
member of the public
Apology Payment of $550
Cr Nicole Johnston
Cr Johnston behaved inappropriately
as the immediate supervisor of the
complainant at the Tennyson Ward
Office
Apology Counselling
Payment of $5692.50
Executive remuneration as at 30 June 2015
The associated data indicates the total fixed remuneration being paid to senior officer and
executive service employees as at 30 June 2015.
Total Fixed Remuneration
Range ($)

100,000-199,999
93
200,000-299,999
56
300,000-499,999
9
500,000+
1
Total fixed remuneration for these employees represents the sum of salary and
superannuation.
194
Overseas travel
In 2014-15, the overseas travel below was made by Councillors or Council employees.
Name
Position
Graham
Quirk
Lord Mayor
Abu Dhabi,
Shanghai,
Hyderabad
and Singapore
2014 Lord Mayors’ Business
Mission
$14,442.95
Greg
Bowden
Director of
Strategy,
Communication
and Economic
Development
Abu Dhabi,
Shanghai,
Hyderabad
and Singapore
2014 Lord Mayors’ Business
Mission
$14,444.86
New Zealand
Institute of Public Works
Engineering
Australasia/International
Federation of Municipal
Engineering World
Congress
Joe Bannan Manager, Asset
Management
Julian
Simmonds
Chairman, Finance, China
Economic
Development and
Administration
Committee
Kerry Doss
Manager, City
Planning and
Economic
Keith Foster Development
Senior
Coordinator
Arboriculture,
Field Services
Patty Hsiao Group
Senior
Glenn
MacRae
Destination
International
Project Officer,
Office of the Lord
Mayor
and
CEO
Principal
Officer,
International
Projects
Purpose
Promoting awareness of the
2015 Asia Pacific Cities
Summit and Mayors’ Forum
(2015APCS)
Kuala Lumpar
6th International Conference
on World Class Sustainable
Cities
London
Present at the
Arboriculture Association
United Kingdom Amenity
Conference
Abu Dhabi,
Shanghai,
Hyderabad
and Singapore
2014 Lord Mayors’ Business
Mission
China
1st Roundtable Conference
for International Department
of Sister Cities and to promote
the 2015 Asia Pacific Cities
Summit and Mayors’ Forum
(2015APCS)
Cost
$4687.98
$10,813.12
$600
$9851.00
$17,095.20
$5726.09
Mayors’ Forum (2015APCS)
195
Roger
Wimsett
Commercial
Manager,
Brisbane
Transport
Singapore
International Association of
Public Transport Australia
and New Zealand training
program
$6006.57
Sara Smart
International
Project Officer,
Office of the Lord
Mayor and CEO
Abu Dhabi,
Shanghai,
Hyderabad
and Singapore
2014 Lord Mayors’ Business
Mission
$15,902.89
Registers kept by Council
Council maintains the following registers.
Legislative requirement
Animal Management (Cats and Dogs) Act 2008

Dog registry
Building Act 1975

Register of buildings for which development approval has been given and a random
inspection conducted every three years

Register of exemptions granted from fencing outdoor swimming pools

Register of section 251 notices given
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

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
196
Environmental Protection Act 1994

S540 Register
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

Adopted Infrastructure Charges register

Register of resolutions about land liable to flooding
Local Laws
Meetings Local Law 2001

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.
197
Land, reserves and controlled roads
Reserve land
During 2014-15 Council held in trust the following land:

State owned land – 51,430,732 m2

Land under Deed of Grant – 1,450,158 m2
Roads
Council’s Road Surface Inventory System reported the following details as at 30 June 2015:

Length of constructed and formed roads in the Brisbane City Council area – 5724.8 km.
This includes 23.8 km of private constructed roads

Unconstructed and unformed roads – 18.3 km.
Total length – 5743.1 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 2014-15 community grants totalled more than $7.9 million.
198
The Lord Mayor’s Suburban Initiative Fund is an allocation of funding for each councillor to apply to
eligible activities.
Councillors’ discretionary funds
Organisation
Project Summary
Amount
approved
Lord Mayor
Active Refugee and Migrant Integration in Purchase of office equipment and works
Australia (ARMIA)
on building
$400.00
Anywhere Theatre Festival Ltd
2015 Anywhere Festival
$1000.00
Australian Flying Corps & Royal
Australian Air
Annual Assembly of Queensland
Delegates
$1500.00
Bayside
South Development
Forum
Inc.
Force Association
Queensland
Division
BWIB Business Expo
$2000.00
Brisbane Ukulele Musicians Society Inc.
Spruke 2015 – Brisbane’s Ukulele Festival
$1738.00
Burnie Brae – Chermside and District
Senior Citizens Centre Inc.
Project Pantry
$2000.00
CCIQ Brisbane Bayside (formerly the
Wynnum & Districts Chamber of
Commerce)
Chermside Parkrun
Mural at Wynnum Central train station
$2000.00
Establishment of Chermside Parkrun
$1000.00
Children @ Bay Terrace
Energy sustainability project
$2000.00
Chinese Film Festival Inc.
2015 Golden Koala Chinese Film Festival
$2000.00
Cycling Queensland
Purchase of timing equipment
$2000.00
Early Childhood Intervention Australia
(ECIA) Queensland Chapter
ECIA 12th Biennial National Conference
$3000.00
Griffith Moorooka Australian Football
Club Inc.
Moorooka Community Carnivale
$2000.00
Hare Krishna Food for Life Group Inc.
Festival of Chariots
$1000.00
199
Latin American Rugby League Inc.
Latin Heat Rugby League 2015 season
National Seniors Australia Zone 101
National Seniors Australia Zone 101
Conference
Northey Street City Farm
Winter Solstice Festival
Pedal
Pedal Brisbane
$1000.00
Queensland Eidfest Association Inc.
Refurbishment of office at Acacia Ridge
$2000.00
Quandamooka Yoolooburrabee
Aboriginal Corporation
Quandamooka Festival Artist Showcase
$2000.00
Queensland Bluelight Association Inc.
2014-15 Disadvantaged Children’s Movie
Day
$1000.00
Rotary Club of Toowong
2015 Underprivileged Children’s Movie
Day
$1320.00
Royal Brisbane Women’s Hospital
Foundation
Children’s 2014 Movie Day
$1000.00
Salisbury RSL Sub Branch Inc.
Support of ANZAC and Remembrance
Day services
Sporting Wheelies and Disabled
Association
Inclusive Schools Sport Program
$1620.00
Sri Lanka Society of Queensland Inc.
Sinhala and Tamil New Year Cultural
Festival
$1100.00
St Ambrose’s Primary School P&F
Association
Comedy Bingo Fundraising Night 2015
St Andrew’s Pipe Band
World Pipe Band Championships
campaign – equipment purchase
$1000.00
St Andrews School P&F Association
St Andrews Make your Footprint Count
Fair 2015
$1000.00
Sunnybank Hills Rotary Club
Charity Fun Run 2015
$1000.00
The Scout Association of Australia
Queensland Branch Inc. – Brisbane
Gang Show
Toombul District Cricket Club Inc.
Improve the Sound
$1000.00
University of the Third Age (U3A)
Network Queensland Inc.
Queensland State and U3A Asia Pacific
International Conference
Grounds maintenance equipment
$500.00
$1000.00
$550.00
$907.00
$763.40
$620.00
$2000.00
200
Valley Hockey Club
Replacement of equipment
$2000.00
Variety Queensland
Children’s Circus Spectacular
$1100.00
Voices of Birralee
ANZAC Commemoration Choir Dedication
Service
$1432.00
Wolston Park Centenary Cricket Inc.
Essential equipment to support club
activities
$1438.00
Wynnum & District Rugby Union Club
Air condition part of the club house
$2000.00
Wynnum Manly Junior Rugby League
Football Club Ltd
Purchase bistro equipment
$2000.00
Aspley State High School P&C
Association
Replacement of school oval rugby
league/soccer posts
$4554.00
Bracken Ridge Baptist Church
Bracken Ridge Christmas Festival
$3000.00
Bracken Ridge Central Lions Club
Backyard Bonanza
$673.00
Bracken Ridge District Cricket Club
Security upgrade
$990.00
Bracken Ridge Kindergarten
Association Inc.
Sports and mini fete day
$667.00
Bracken Ridge Ward Office
Backyard Bonanza 2015
$9090.91
Bracken Ridge Ward Office
Bracken Ridge citizenship ceremony
$1420.45
Bracken Ridge Ward Office
Shed replacement for Bald Hills Bushies
$2760.00
Brisbane & Northern Suburbs
Budgerigar Society Inc.
Purchase of computer equipment
$1970.99
Brisbane & Northern Suburbs
Budgerigar Society Inc.
Purchase of a public address system
$1551.90
Brisbane Malayalee Association
Onam Cultural Celebration 2014
$2500.00
Bracken Ridge Ward
201
Jabiru Community Youth and Children's
Services Association
Wellbeing 3 Ways!
$3000.00
Military Cadets Inc.
Four training projectors and screens
$2156.00
Neighbourhood Watch Carseldine Area
4
Neighbour Day community event – picnic
$2442.00
Norris Road State School P&C
Association
Community markets and movie night on
the oval
$3122.35
North Brisbane Lapidary Club
Gem and Jewellery Festival
$1791.33
Ridge Hills United Football Club
Trophy Day Extravaganza
$1740.00
Sandgate and District Historical Society
and Museum
Guided walks in the Bald Hills Cemetery
$738.21
PCYC Sandgate
Bald Hills Mosque Open Day
$500.00
St Dympnas School P&F Association
Spring Fun Fair
$2200.00
St Joseph's Primary School Bracken
Ridge P&F
Ferris wheel, tea cups and castle for fete
$2770.16
The Society of Women Writers
Queensland Inc.
Sandcliffe Writers Festival
$1650.00
Zillmere State School P&C Association
Active School Travel launch breakfast
$733.70
Zillmere State School P&C Association
Zillmere School Community NAIDOC
Celebration
$2978.00
Central Ward
139 Club Inc.
Purchase of food for Christmas party
$300.00
139 Club Inc.
Purchase of security screen door
$468.00
Aqualicious Masters Swimming Club
Inc.
Purchase of equipment
$800.00
Brisbane Central Toastmasters Club
Purchase of timing lights and lectern
$500.00
Brisbane Hardcourt Bicycle Polo Club
Purchase of four bicycle polo frames
for the Youth Development Program
$500.00
202
Brisbane Softball Association
Repair of storm damaged softball
diamonds
$1000.00
Celtic Council of Australia
Queensland Inc.
Function for awarding honours in the
Celtic community
$800.00
Central Ward Office
Catering and equipment purchases for
$570.28
Community Leader Conversation
Central Ward Office
Citizenship Ceremony Australia Day
2015
$2834.44
Central Ward Office
Community Leaders Conversations
$732.31
Central Ward Office
Neighbour Day 2015
$949.80
Commercial Swimming Club
Decal and promotional banner
Communify Queensland
Catering for Kelvin Grove and
surrounding districts’ community
Christmas Party
$295.20
Communify Queensland
Catering for International Women's
Day
$250.00
Community Information Support
Services
Purchase of fridge
$979.00
Creative Broadcasters Ltd (4ZZZfm)
Ability Radio Project
$495.46
General Douglas MacArthur
Memorial Foundation operating the
MacArthur Museum
Purchase of television set
$1500.00
Growl Theatre
Purchase and installation of a curtain
$2000.00
Hare Krishna Food for Life
Festival of Chariots
$1000.00
Heritage 122nd Queensland
Eisteddford Association Inc.
Printing of programs for 2015
Queensland Eisteddford
Holy Spirit School New Farm P&F
Association
Holy Spirit School New Farm 2014
Fete
$3000.00
Italian Week
Photography, studio setting, research,
development editing and proof reading
for Italian Stories
$1000.00
Kelvin Grove Wind Orchestra
Fund raising gala for the Cancer
Council
$500.00
Lions Club of Brisbane Chinese
Videographer for the 2015 Lions
Medical Research Foundation Charity
Fashion Fundraiser
$500.00
Multicultural Community Centre
Technicolour Multicultural Festival
2014
$1000.00
$600.00
$2000.00
203
National Council of Women of
Queensland Inc.
Bridge of Peace ceremony and
luncheon
$550.00
New Farm Bowls Club
Catering for The Heart of Brisbane
Open Triples Bowls event
Newmarket Bocce Club
Club name on street sign (Foster
Street, Newmarket)
Northey Street City Farm
Winter Solstice Festival
$1000.00
Parkinson's Queensland Inc.
A Walk in the Park 2015
$1500.00
Queensland AIDS Council
World AIDS Day candlelight
vigil/memorial
Queensland Public Interest Law
Clearing House Inc.
Queensland Legal Walk
Queensland Rostrum Voice of Youth
Medallions for Voice of Youth state final
Rotary Club of New Farm
Community Carols
St Andrew's Pipe Band
World Pipe Band Championships
campaign
St Columba's Primary School P&F
Association
St Columba's Great Fete 2014
$2200.00
St Thomas Jacobite Syrian Orthodox
Church
Promotional items for GLORIA 2015
$2750.00
Star Gayzers Inc.
Purchase of observation equipment
$750.00
Submarines Association Australia
Queensland
Install three flag poles energised under
LED lights
$473.55
$1000.00
$770.00
$500.00
$1000.00
$330.00
$5500.00
$750.00
Inc.
Thai Australian Association of
Queensland Inc.
Hire of marquees, sound
equipment and stage for the
Brisbane Thai Festival
$2200.00
The Creche & Kindergarten
Association Ltd
C&K QUT Kelvin Grove Community
Childcare Centre training support
$500.00
The Creche & Kindergarten
Association Ltd
C&K QUT Kelvin Grove Community
Childcare – Supporting Cultural
Diversity Project
$500.00
The Creche & Kindergarten
Association Ltd
C&K QUT Gardens Point Community
Childcare Centre purchase of shade
cloth
$500.00
The Gay and Lesbian Welfare
Association
Purchase of chairs for office
$550.00
The Royal Historical Society of
Queensland
Purchase of computer
$908.00
204
Valley Chamber of Commerce
Spring Hill Alive
$3700.00
Windsor State School P&C
Association
Promotion of 150th birthday
celebrations
$2200.00
Access Outreach Australia (trading as
Access Street Vans)
Greenmeadow Court Residents Free
Lifeskills Program
$2499.75
Belmont State School P&C
Association
Belmont Showtime Carnival
Belmont State School P&C
Association
Carols on the Oval/Fireworks Display
$1500.00
Brisbane Rifle Club
Brisbane Rifle Club Prize Meeting
$1500.00
Brisbane Seniors Online Association
Inc.
Chandler Ward Seniors Staying Safe
with Technology
$750.00
Brisbane Southside Masters
Swimming Inc.
Long Course Swim Meet 2015
$550.00
Bulimba Creek Catchment
Coordinating Committee Inc.
Volunteer Hub Habitat Creation
$1435.00
Camp Hill State Infants and Primary
School P&C Association
Camp Hill Carols
$1000.00
Carina Junior Rugby League Football
Club
Infrastructure upgrade of
bottom field – phase 4
$2000.00
Carina State School P&C Association
Carina State School Carnival
$1000.00
Chandler Swimming Club
Chandler Long Course A Grade
Qualifying Meet
$500.00
Chandler Ward Office
Movie in the Park – Tillack Park
$4360.23
Chandler Ward Office
Spotless Suburb Signage update
Christian Outreach Centre (trading as
Citipointe Church ATF Global Care
Australia)
Christmas hampers 2014
$4545.45
Citipointe Christian College Parent
Connect
Citipointe Goes Country 2015
$1650.00
Eastern Group SES Support Unit Inc.
Storm response
Gumdale State School P&C
Gumdale Movie Night
Chandler Ward
$909.10
$399.10
$528.00
$1000.00
205
Holland Park Junior Cricket Club
2014-15 season break up and
trophy presentation
$510.00
Jewish Educational Institute Chabad
House Brisbane Inc.
Chanukah at Westfield Carindale
$500.00
Lions Club of Brisbane Camp Hill
Carindale
Citizenship Ceremony
$275.00
Neighbourhood Watch Mackenzie
Mackenzie Day event
$2000.00
PCYC Carindale
Adventure playground
$1162.50
Queensland Rifle Association Inc.
Carols on the Range
$4545.45
Queensland Target Sports Inc.
Defibrillator
$1500.00
Quota International of Carindale Inc.
Quota Craft and Gift Fair
$2300.00
Redeemer Lutheran College P&F
Association
Redeemer Fair 2014
$1000.00
Rochedale Scout Group
Purchase of a chainsaw and safety
equipment
Rochedale State School P&C
Association
Purchase of food items for fete
$1500.00
Rochedale State School P&C
Association
Rochedale State School Fete
$1000.00
Rotary Club of Carindale Inc.
2014 Brisbane Billycart Championships
$5017.00
Southern Districts Basketball
Association Ltd
Under 14 Girls National Club
Championships
$1000.00
St John Ambulance (Queensland)
St John Hits the Air Waves in Carindale
St Peter's Primary School P&F
Association
2014 Fete
$1100.00
Whites Hill State College P&C
Association
Stage 1 hall refurbishment
$4000.00
Whites Hill Swimming Club
Trophy night for swimming club
$275.00
Artrageous – Sandgate Community
Arts Centre Association Inc.
Signage for Plum Divine: the
Artrageous Shop
$385.00
Aspire Arts, Cultures & Communities
Inc.
Polemotu – 40th Constitution Day
$1193.00
Bayside Divas Inc.
Books and sheet music for Christmas
carols and ceremonies performances
$1349.99
$435.00
$750.00
Deagon Ward
206
$1420.00
Boondall Kindergarten Association
Inc.
Purchase of laptop
Boondall Primary P&C Association
Active School Travel promotion
$500.00
Boondall Synchronized Ice Skating
Club Team NOVA
NOVA Gala
$429.00
Brighton District Soccer Club Inc.
Annual Gala Day fireworks
$2400.00
Deagon Ward Office
Celebrating the Shorncliffe Pier Art
Exhibition
$2000.00
Deagon Ward Office
Harmony Day – Feast of Senses
Deagon Ward Office
Movie in the Park – Mullbeam Park
Deagon Ward Office
Pennies by the Sea
Deagon Ward Office
Rainbow Street Mural Project
$5000.00
Deagon Ward Office
2015 Australia Day by the Bay
celebration
$1937.28
Deagon Ward Office
The Snow Adventure
Greek Orthodox Parish of St
Paraskevi
Greek Affair Multicultural Festival
$2100.00
Multicultural Development Association
Ltd
Celebrating Diverse Cultures
$2500.00
Nashville State School P&C
Association
Active School Travel
$500.00
North East Community Support Group
Inc.
Purchase new lighting
$623.64
Queensland Folk Federation Inc.
Festival of Small Halls
$3415.00
Queensland Police–Citizens Youth
Welfare Association
Security fencing
$2000.00
Banyo RSL Sub Branch Inc.
Ageing Expo
$2000.00
Rotary Club of Sandgate Inc.
Carols in the Park
$2090.00
Rotary Club of Sandgate Inc.
Rotary Duck and Water Festival
$1100.00
SANDBAG Inc.
Domestic Violence Prevention Month
families and community event
$1000.00
Sandgate and District Historical
Society and Museum Inc.
Rock Under the Clock
$1000.00
Sandgate and District (St
Cement slab
$2436.00
$900.00
$1909.09
$454.55
$782.00
207
Margaret’s) Home Assist
Secure
Sandgate and District Chamber of
Commerce
Blue Water Festival Easter Movie Night
$2700.00
Sandgate State School P&C
Association
Carnivale and Choir Clash
$1000.00
Sandgate Sunset Run Association
Sandgate Sunset Run 2014
$3300.00
Sandgate Theatre Inc.
Yarrageh Festival
$1375.00
St Kieran’s Primary School P&F
Association
Animal farm hire and cake supplies for
fete
$1000.00
Tongan Wesleyan Methodist Church
Virginia
South Pacific Islander Christmas in the
Park 2014 performers and artists fees
$2200.00
TS Paluma Unit Committee
Concrete driveway and crossing
$550.00
Women’s Space Association Inc.
Purchase of marquee
$330.00
Your Farm Inc.
Connaught Street Garden
$999.56
All Gauge Model Railway Club Inc.
2014 Annual All Gauge Model Train
Show
$990.00
All Gauge Model Railway Club Inc.
2015 Annual All Gauge Model Train
Show
$1000.00
Balmoral Cycling Club Inc.
Tree removal and root barrier
installation
Bayside BMX Club
Purchase of start gate
$1500.00
Belmont-Tingalpa Lions Club Inc.
Kevin Whitmee Park
renaming and park opening
$2000.00
Brisbane State High School P&C
Association – Cricket Sub-Committee
Five Highs Cricket Carnival
$1000.00
Bulimba Creek Catchment
Coordinating Committee Inc.
Habitat creation at Murarrie
$1090.91
Cannon Hill Catholic Parish
Santa’s Sleigh Belles
$1000.00
Carina Junior Rugby League Football
Club
Infrastructure upgrade of bottom field –
phase 4
$2000.00
Carina State School P&C Association
Carina State School Carnival art
display boards
$350.00
Carindale PCYC
Day of Self-Defence with Tess and
Tracy
$275.00
Doboy Ward
$850.00
208
Church of the Nazarene
Carina Neighbourhood Family Fun Day
$1000.00
Damini Women’s Association of
Queensland Inc.
Ladies Day Celebration 2014
$1000.00
Doboy Ward Office
Installation of temporary no standing
signs in Abbeyfeale Street and
Brandella Place for Christmas lights
tours
$793.92
Doboy Ward Office
Safer Streets Project – speed
warning signs for residents to place
on wheelie bins
$3900.00
Eastern District Orchid Society Inc.
Purchase of PA System
$500.00
Eastern Group SES Support Unit Inc.
Storm response – purchase of pole
pruner
$900.00
Friends of Tingalpa Cemetery
Heritage Group Inc.
Restoration of three tombstones
$946.00
Gumdale State School P&C
Association
Gumdale Movie Night
Gumdale State School P&C
Fundraising Committee
Gumdale State School Fashion Parade
$500.00
Lions Club of Brisbane Camp Hill
Carindale
Citizenship Ceremony
$275.00
Lions Club of Moreton Bay Inc.
Breast Cancer Charity Cricket Match
$650.00
Mayfield State School P&C
Association
Cinema in the Suburbs 2015
Men’s Shed Carina Inc.
Equipment Upgrade
Moreton Bay College P&F Association
Inc.
Family Fun Day
$1000.00
PCYC Carindale
PCYC Carindale Adventure Playground
$1162.50
Port of Brisbane Rotary
Bill Benham’s Fishing Park official
opening
$2750.00
Port of Brisbane Rotary
Wakerley Christmas Carols
$5000.00
Queensland Miniature Race Car Club
Inc.
Installation of additional fencing wire
Quota International of Carindale Inc.
Quota Craft and Gift Fair
$2300.00
Southern Districts Basketball
Association Ltd
Under 14 Girls National Championships
$1000.00
St John Ambulance Australia
(Queensland)
St John Hits the Air Waves in Carina
$1000.00
$8500.00
$550.00
$500.00
$750.00
209
St Martin's Primary School P&F
Sunday Funday Fete including
60th anniversary of school
$792.00
The Society of Women Writers
Queensland Inc.
Production of Peace and War Poetry
Book Model Expo 2014
$301.00
Tingalpa Model Aero Club Inc.
Model Expo 2014
$3000.00
Worship Centre Christian Church
Worship Centre Helping Hands' Carers
Service
$1000.00
Wynnum and District Horse and Pony
Club Inc.
Competition ribbons
Wynnum and District Horse and Pony
Club Inc.
Upgrade and replace
showjumping equipment
$2182.00
8th/9th Battalion, Royal Australian
Regiment
8/9 RAR Military Tattoo
$2500.00
Blackwood St Chamber of Commerce
Security for halloween in Blackwood
$1188.00
Brisbane Seniors Online Association
Inc.
Public question and answer
session on technology at
Mitchelton Library
$362.50
Brookside Ladies Tuesday Club
Christmas function
$363.00
Cornerstone Christian Church
Community Christmas Carols in the
Park
$5670.00
Enoggera Baptist Church
Christmas Markets and Carols
$4705.45
Enoggera Bowls Sport and
Community Club Inc.
Rejuvenation of kitchen
$1818.18
Enoggera District Stamp Club Inc.
Venue hire for the Northside Stamp
Fair
Enoggera Ward Office
Mitchelton Halloween Event
Ferny District Cricket Club Inc.
Establishment of on-site canteen
facility
Grovely State School P&C
Association
Craft market and movie night
Lions Club of Brisbane Bunya Inc.
Trivia Night
$500.00
Mamre Association Inc.
Community Christmas Festival
$997.09
Mitchelton Garden Club
Hall hire and catering for 50th
anniversary celebration
$660.00
$691.00
Enoggera Ward
$318.00
$2396.70
$10,000.00
$2350.00
210
Mitchelton State School P&C
Association
Mitchie Fest 2014
$3000.00
Neighbourhood Watch Ferny Grove
Area 10
20th anniversary of neighbourhood
watch in Ferny Grove
$1050.50
Neighbourhood Watch Ferny
Grove, Kings Park, Area 6
Community sausage sizzle and
information sharing day
$770.00
Newmarket State School P&C
Association
Active School Travel Bike Skills project
$375.00
Newmarket State School P&C
Association
Back to School Trivia Night
$2800.00
Our Lady of the Assumption P&F
Association
Hire of rides and stage for Community
Festival 2015
$4000.00
Picabeen Community Association Inc.
Health and Wellbeing event
$1500.00
Playgroup Queensland
Microphone hire and catering for Dress
Up Day – Around the World in
Enoggera
$675.00
St Andrews School P&F Association
St Andrews Make your Footprint Count
Fair 2015
$300.58
The Hills & District Chamber of
Commerce
Big Breakfast
$4620.00
Wests Mitchelton Rugby League
Football Club
End of season breakups
$1750.00
Westside Sports Club
Catering and decorations for Westside
Seniors Awards Night
$330.00
Brisbane Organic Growers Inc.
Promotional signs and equipment hire
for fair
$2000.00
Brisbane Seniors Online Association
Inc.
Recruit volunteer computer mentors
(tutors) in the Hamilton Ward
Community Living Association
The Nundah All Stars Bush dance 2015
$1163.64
Crosby Park Meals on Wheels Inc.
Replacement of office furniture and fit
out
$4000.00
Dragons Rowing Club
Rowing for sport and leisure for
strong and healthy women
$2000.00
Eagle Junction State School P&C
Association
Annual school ball
$820.00
Growl Theatre
Purchase of curtain
$2000.00
Hamilton Ward
$880.00
211
Hamilton Rotary Club
Australia Day Citizenship Ceremony
$2447.28
Hamilton State School P&C
Association
Growing with nature, watching nature
grow
$1000.00
Hands on Art Inc.
Oriel Park teenagers totem
maintenance
Hendra State School P&C Association
150th anniversary celebrations
Hendra State School P&C Association
Participation in Ashgrove Literature
Festival
Kitchener Road Children's Centre
Landscaping works
$3000.00
Kitchener Road Children's Centre
New storage shed
$5604.55
Neighbourhood Watch Ascot/Hendra
Area 1
Newsletter
$1912.90
Northern Suburbs Bridge Club Inc.
To purchase and install new notice
boards
$1710.00
Our Lady Help of Christians P&F
Association
Hendra Spring Fair
Pinkenba Community Association
Pinkenba Community Fun Day in the
Park
$1996.50
Queensland Herb Society Inc.
Herb Awareness
$1000.00
Queensland Women's Historical
Association
Community safety – eliminate storm
damaged tree limbs and branches to
allow safe access
$2650.00
Racecourse Road Hamilton Events
Inc.
Racecourse Road Community
Christmas
$3025.00
Racecourse Road Hamilton Events
Inc.
The Pink Project on Racecourse Road
$1500.00
St Augustine's Anglican Church
Hamilton
Purchase of clivea plants
The Community Place
The Community Place LHC and Kindy
$500.00
$1529.07
$530.00
$745.00
$425.00
$1200.00
Indigenous Cultural workshops
Queensland Women's Historical
Association
Repairs and maintenance
$3833.50
Windsor Bowls Club Inc.
Lawn Bowls Sponsors Day
$300.00
WWILD Sexual Violence Prevention
Association Inc.
Roundtable on People with Intellectual
Disability 2015
$500.00
WWILD Sexual Violence Prevention
Association Inc.
WWILD Women's Group MIFQ Art
Exhibition workshops
$581.82
212
Family Recovery Centre – family
support project
$1399.00
4MBS Classic FM
4MBS Festival of Classics
$2000.00
Brisbane Maharashtra Mandal Inc.
Deepavali 2014: Increasing cultural
awareness through dance
$2750.00
Coorparoo State School P&C
Association
Equipment hire for a community event
movie night
$4000.00
Eastern Group SES Support Unit Inc.
Purchase of vehicle recovery kits
Greenslopes Baptist Church
Replacement of old playground
$4000.00
Holland Park and District Meals on
Wheels
Annual volunteer and client lunch
$2000.00
Holland Park and District Meals on
Wheels
Replacement of freezer refrigeration
unit
$6270.00
Holland Park and District Meals on
Wheels
Purchase of vacuum sealer
$2168.18
Holland Park Girl Guides
Equipment replacement
$2400.55
Holland Park State School P&C
Association
Jumping castle and obstacle course for
Easter event 2015
$1500.00
Kannada Angha Queensland Inc.
Combined Deepavali and Rajyotsva
cultural celebration
$2750.00
Langri Tangpa Centre Ltd
Purchase of baby change table
$552.65
Lynndon Ladies Bowls Club
Green fees and catering costs for Six a
Side Carnival
$850.00
Marshall Road State School P&C
Association
Cinema Under the Stars
$4000.00
Marshall Road State School P&C
Association
Easter Family Fun Day
$2000.00
Mott Park Kindergarten Association
Inc.
Upgrade of play items
$1554.00
National Servicemen's Association of
Australia (Queensland) Inc.
Air condition administration building
$2000.00
Southside Philatelic Society Inc.
Open Day 2014
$1160.50
St Agnes Primary P&F Association
Purchase of trombones and music
stands
$2380.89
www.Mates4Mates.org.au
Holland Park Ward
$900.00
213
St Stephens Anglican Church
Community Christmas Party 2014
$1626.07
The Brisbane Orchid Society Inc.
Hire of school hall for 42nd Charity
Orchid Show
$550.00
The Creche & Kindergarten
Association Ltd
C&K Mt Gravatt West Childcare's
digital documentation
The Creche & Kindergarten
Association Ltd
C&K Coorparoo Community
Kindergarten – modern teaching aids
The Creche & Kindergarten
Association Ltd
C&K Coorparoo Community
Kindergarten Supporting Diversity
The Scouting Association of
Australia – Queensland Branch –
Majestic Park Scout Group
Kitchen plumbing upgrade – cost of
plumber
$600.00
The Scouting Association of
Australia – Queensland Branch –
Majestic Park Scout Group
Kitchen plumbing upgrade – purchase
of sink and tap
$764.50
Woodturners Society of Queensland
Inc.
Electrical fit out for basement workshop
$1043.60
$906.53
$1797.53
$2475.00
Jamboree Ward
Carrington Boating Club (Corinda)
Inc.
Carrington Classic
$550.00
Centenary and District Environment
Action Inc.
Equipment to set up the Pooh
Corner Environment Centre
$3695.20
Centenary Christian Kindergarten
Community Open Day
$2030.50
Centenary Community Connections
Inc.
Centenary Rocks! festival
$7700.00
Centenary Community Connections
Inc.
Stage for Centenary Community
Hub
$2200.00
Centenary High P&C Association
Science Showcase Extravaganza
$500.00
Centenary Suburbs Historical
Society
Purchase of scanner
$350.90
Good News Lutheran Primary
School P&F
Billy the Book Bug Book Fair
$2475.00
Jamboree Heights State School
P&C Association
2015 Fete
$2500.00
Jamboree Ward Office
Movies in the Park
Jindalee State School P&C
Association
Jindalee State School Fete 2014
$461.82
$2500.00
214
Jindalee State School P&C
Association
Jindalee State School Fete 2015
$2500.00
Kiwanis Club of Brisbane
Jindalee Pool 50th Anniversary –
catering, aqua balls and life guards
Kiwanis Club of Brisbane
Jindalee Pool 50th Anniversary –
movie hire
$1500.40
Kiwanis Club of Brisbane
Movies in the Park
$5830.00
Kiwanis Club of Brisbane
MS Jindalee Swimathon
$1500.00
McLeod Country Golf
McLeod/APLG Pro Am Junior Clinic
$1950.00
Men's Shed 100 Inc.
ANZAC Day Service 2015 poppy
display
$770.00
Middle Park Girl Guides
Flag pole
$935.00
MontroseAccess
Walk With Me
Mount Ommaney Special School
P&C
Community markets
Rocks Community Garden Inc.
Scarecrows Rock at Rocks
Community Garden
$1078.00
Rotary Club of Brisbane Centenary
Inc.
Rotary Fun Run
$1100.00
Rotary Club of Brisbane Rocks
Riverside Inc.
4074 Community and Beyond
Family Fun Day
$1200.00
Rotary Club of Jindalee Inc.
Australia Day Citizenship Ceremony
$1650.00
Rotary Club of Jindalee Inc.
Opening of Phil Denman Park in
Beanland Street
Rotary Club of Jindalee Inc.
Purchase of laptop
$1314.00
Rotary Club of Jindalee Inc.
Scarecrow Rocks BBQ
$1000.00
Rotary Club of Sumner Park Inc.
Sensory Garden refurbishment –
Sinnamon Village
$3300.00
Wesley Mission Brisbane
Sinnamon Village Wellness Gym
Contribution to purchase of Nustep
cross trainer machine
$2000.00
$500.00
$1000.00
$500.00
$363.00
Karawatha Ward
Angel Flight
Angel Flight Day
$250.00
Artists Envision Health Inc.
Mental Health Expo
$250.00
ATCCQ
Taiwan Festival
$3637.00
Australian Red Cross (Hands on
Care)
Hands on Care
$250.00
215
Brisbane Kuraby District Lions Club
Inc.
Purchase of marquee
$1138.00
Bulimba Creek Catchment
Coordinating Committee Inc.
Supporting Brandon Road Bushcare
Group
$250.00
Cazna Gardens Retirement Village
Christmas event
$540.00
Cazna RSL Care
Ekka Day and Seniors Week Concert
$1060.00
College Parents' Advisory
Committee – Islamic College of
Brisbane
Family Movie Night Term 4 – 2014
$2528.90
College Parents' Advisory
Committee – Islamic College of
Brisbane
Family Fun Day
$1588.52
Impact Church
Francisco Family Fun Day
$910.00
Indian Senior Citizens Association
Inc.
Holi Festival
$500.00
Indian Senior Citizens Association
Inc.
Indian Senior Christmas Party
$500.00
Iraqi Turkmen Association Inc.
Community catering stall
$275.00
Karawatha Chaplaincy
Trivia Night
$1820.00
Karawatha Ward Office
History brochure
$1170.91
Karawatha Ward Office
Karawatha Family Fun Day
$6639.09
Karawatha Ward Office
Movies in the Park – Doulton Street
$3890.96
Korean Presbyterian Church
Happy Together
$1000.00
Kuraby Special School P&C
Association
Sensory Garden
$2200.00
Kyabra Community Association Inc.
Christmas lunch for families with
children in out of home care
$250.00
Kyabra Community Association Inc.
Free Family Fun Day
$500.00
Lions Club of Brisbane Chinese
2015 Lions Medical Research
Foundation
$1535.50
Charity Fashion Fundraiser
Nationals Seniors Australia
Calamvale Branch Inc.
Drought relief
$360.00
Neighbourhood Watch Group Lower
Sunnybank Hills Acacia Ridge Area 6
Community meeting and Christmas
party
$907.00
216
Runcorn Christian Church
Children's holiday program
$2500.00
Runcorn Christian Church
2014 Christmas Carols
$1820.00
Runcorn Heights State
School P&C Association
Hawaiian Luau Disco
$848.01
Runcorn Heights State
School P&C Association
Movie Night
$951.47
Runcorn Park Physical Culture Club
2014 Presentation Day Awards
ceremony
$990.00
Shree Sanatan Dharam Hindu
Association of Queensland Inc.
Deepavali Festival
$500.00
Southern Cross Care
Zoo Day
$455.00
St John Ambulance Queensland
Purchase of canopy for marquee
$544.44
St John Ambulance Queensland
Purchase of refreshments for St John
Cadets at local events
$250.00
Stretton State College P&C
Association
College community events
$3300.00
Sunnybank District Baptist Church
Carols Under the Stars 2014
$2500.00
Sunnybank Hills State
School P&C Association
Multifest – Art Auction Pavilion
$3000.00
Sunnybank Uniting Church
2014 Christmas Carols
$1470.00
Taiwan Womens League of
Queensland
Christmas Party
$1500.00
Tautoko Crew
Breast Cancer Fundraiser Day
$420.20
MacGregor Ward
Active Refugee and Migrant
Integration in Australia (ARMIA)
Launch on 2 May 2015
$1000.00
Australian Taiwanese Chamber of
Commerce Queensland Inc.
Taiwan Film Festival
$1500.00
Beta Omicron Branch ESA
International
Australia's Biggest Morning Tea for
Cancer
$880.00
Beta Omicron Branch ESA
International
Catering for Springtime Affair Fashion
Parade
$500.00
Carinity Education Southside
Celebrating our community
$1300.00
Chinese Film Festival Inc.
2015 Golden Koala Chinese Film
Festival
$1500.00
217
Enuamanu-atiu Nui Maruarua
Association of Queensland Inc.
Challenge of the Nations – netball
event
$1000.00
Filipino-Australian foundation of
Queensland Inc.
Philippine Festival
$1500.00
Happy Seniors Club of Brisbane Inc.
Multi-Cultural Costumes Show
$1000.00
Iraqi Unity Association Queensland
Inc.
Iraqi Community Fun Day –
entertainment and catering
$1000.00
Iraqi Unity Association Queensland
Inc.
Iraqi Community Fun Day – children’s
rides
Kuraby State School P&C
Association
End of year concert and
graduation ceremonies
Kuraby State School P&C
Association
Harmony Day
$539.00
Lions Club of Brisbane Chinese
Citizenship Ceremony
$440.00
MacGregor State School P&C
Association
Mayfest 2015
$4000.00
Multicap
All in Affair Festival 2014
$1500.00
Multicap
Carols @ Multicap 2014
$2488.92
Our Lady of Lourdes P&F Association
Advertising and startup costs for fete
2014
$1100.00
Queensland Taiwan Charity Fund
Incorporation Pty Ltd
Taiwan Care Centre Based Respite
Opening Day
$1500.00
Queensland Chinese United Council
Multicultural Community Fun Sports
Day
$1500.00
Runcorn State High School P&C
Association
Image Nation
$1500.00
Runcorn State High School P&C
Association
Karawatha District Music Workshop
series
$1600.00
Runcorn State School P&C
Association
Runcorn Family FunFest 2015
$3000.00
Runcorn Swimming Club
Presentation afternoon
$1200.00
Rwandan Association of Queensland
Inc.
Annual Rwandan Cultural Festival
2014
Self Help Queensland Inc.
Teaching refugee women to sew
Sunnybank and District Pensioners
Club
Seniors Week celebration
$440.00
Sunnybank Bowls Club Inc.
Veterans Bowls Day
$385.00
$550.00
$2200.00
$770.00
$1500.00
218
Sunnybank Bowls Club Inc.
Veterans Day Number 3
$600.00
Sunnybank Catholic Parish Care and
Concern
Thank you lunch for volunteers
$1210.00
Sunnybank Little Athletics
Purchase of additional portable
shade shelters
$1500.00
Sunnybank RSL Sub Branch Inc.
Remembrance Day service
Sunnybank State Primary
School P&C Association
Fireworks Fiesta
$1930.00
Sunnybank State Primary
School P&C Association
Harmony Day
$1925.00
Sunnybank/Acacia Ridge Parish
Friendship
Australia's Biggest Morning Tea for
Cancer
$375.00
$385.00
Group
Sunnybank/Salisbury Meals on
Wheels Inc.
Clients and volunteers annual
luncheon
$2000.00
Swara Mohini Inc.
Naada Ranjani 2015
Taiwan Women's League of
Queensland
Flashmob – Santa is on the way
$1500.00
Tamil Association of Queensland Inc.
Family Fun Day
$1500.00
The Runcorn Horse & Pony Club Inc.
50th anniversary community open day
$1461.50
Warrigal Road State School P&C
Association
Active School Travel Program
World Arts & Multi-Culture Inc.
Australian Citizenship Ceremony – 7
September 2014
$1500.00
World Arts & Multi-Culture Inc.
Hire of venue for Australian
Citizenship Ceremony – 31 May 2015
$250.00
World Arts & Multi-Culture Inc.
Purchase of Australian flag and nonalcoholic beverages for Australia
Citizenship Ceremony – 26 January
2015
$500.00
$440.00
$500.00
219
Marchant Ward
All Saints' Anglican Church
Chermside
Parish Centenary History Book
$1000.00
Aspley Classes for Seniors
Morning Tea for Fun Day
Aspley Scout Group
Movies in the Park
$2820.00
Be Uplifted Inc.
Purchase of office
consumables and equipment
$1195.00
Brisbane Inner North Sporting
Community (BINSC)
The Stafford City Brook Run
$2500.00
Brisbane Malayalee Association Inc.
Multicultural Taste of the World
Festival
$2200.00
C&K Marchant Park Kindergarten
Family Fun Day 2014
Chermside Bowls Club Inc.
Purchase of paint, equipment and
curtains
$1300.00
Chermside Burul Scout Group
Movies in The Park
$3113.00
Chermside Burul Scout Group
Purchase of compasses and field
books
$599.06
Chermside Girl Guides
Region Fun Day for Brisbane North
Girl Guides
$400.00
Craigslea Kindergarten
Movie in The Park
Delamore Retirement Community
Piper Joe and his Cultural Show
$250.00
Emily Foord Memorial Kindergarten
Printing
$908.00
Fortitude Valley Rugby League
Football Club Junior Division Inc.
Field renovation – fertiliser, top
dressing, aerating and herbicides
for fields
$3500.00
Geebung State School P&C
Association
Greening Geebung
$1000.00
Grange Thistle Soccer Club
Fertiliser
$1485.00
Grange Thistle Soccer Club
Ground maintenance
Kedron Wavell Snooker Inc.
2014 Pot Black Open Snooker
Championship
$1925.00
LifeTec – On behalf of the 2015
Positive Ageing Journey Event
Organising Committee
Event and exhibition
$1000.00
Lutwyche Windsor Kindergarten and
Preschool
Movies in the Park
$2420.00
$330.00
$500.00
$2420.00
$570.00
220
Marchant Ward Office
Brochures for Marchant Ward May Fair
Marchant Ward Office
Catering for Senior's Christmas
morning teas
Marchant Ward Office
Christmas puddings for Marchant
senior's Christmas morning teas
Marchant Ward Office
Entertainment for Marchant senior's
Christmas morning teas
$1500.00
Marchant Ward Office
Entertainment for Marchant Ward May
Fair
$1000.00
Marchant Ward Office
Magician's show for Marchant Ward
May Fair
$395.00
Marchant Ward Office
Marchant Ward senior's Christmas
parties
$531.82
Marchant Ward Office
Movie for Marchant Ward May Fair
$2720.00
Mental Illness Fellowship Queensland
Metro North Mental Health Week
Community Expo
$1000.00
Multicap
All in Affair 2014 – Aspley
Neighbourhood Watch Group Stafford
Area 18
Dogs on patrol
Nundah Wavell All Churches Soccer
Club
Fun Day
St Clement’s Anglican Parish (The
Corporation of the Synod of the
Diocese of Brisbane)
First Aid training
St Clements on the Hill Anglican
Church Stafford
Mainly Music Stafford Christmas Party
Stafford Bowls Club Sports &
Community Centre Inc.
Lawn bowls green renovation
Stafford Garden Club Inc.
Purchase of video projector
$440.00
The Probus Club of Chermside Inc.
Christmas party
$275.00
The Probus Club of Stafford Inc.
Purchase of projector and spare bulb
$701.80
West Chermside C&K Pre-Prep Inc.
Community facility improvement
Wilston Scout Group
New fridge for den kitchen
Wilston/Grange Kindergarten and
50th birthday celebrations and art
work
Pre-School Association Inc. (WGKP)
Young Parents Program (Encircle Ltd)
International Woman's Day (Pamper
Day)
$542.73
$1200.00
$950.64
$625.00
$1488.30
$275.00
$1000.00
$500.00
$1000.00
$5000.00
$396.00
$1500.00
$500.00
221
McDowall Ward
Aspley State School Parents &
Citizens Association
Aspley State School 125th
birthday celebration
$2000.00
Bridgeman Baptist Community
Church
Christmas in the Park
$4000.00
Bridgeman Baptist Community
Church
SHIFT Youth Festival
$5000.00
Brisbane Malayalee Association Inc.
The Multicultural Taste of the World
Festival
$4500.00
Everton Park Bowls and Community
Club Inc.
Renovation and rejuvenation of
bottom green
$1300.00
Everton Park Probus Club
Purchase of digital projector
$550.00
Everton Park State School Local
Chaplaincy
96five Family Show School Excursion
$500.00
Everton Park State School P&C
Association
Active School Travel 2015 Breakfast
Launch
$293.70
Everton Park State School P&C
Association
Continuing Active School Travel 2015
$383.90
LifeTec – On behalf of the 2015
Positive Ageing Journey Event
Organising Committee
2015 Positive Ageing Journey
event and exhibition
Lions Club of Brisbane Bunya Inc.
Walk for an Aussie Kid
$550.00
McDowall State School P&C
P&C Celebrating 40 years
$900.00
McDowall Ward Office
Movies in the Park – 15 November
2014
$2490.00
McDowall Ward Office
Movies in the Park – 7 February 2015
$2490.00
McDowall Ward Office
Movies in the Park – 28 March 2015
$2510.00
McDowall Ward Office
Safer Streets – September 2014
$990.00
McDowall Ward Office
Speed Safe Streets – October 2014
$990.00
Neighbourhood Watch Albany Creek
Area 6
Sausage sizzle for community film
night
$330.00
Neighbourhood Watch Group Stafford
Area 3
Dogs on patrol
$275.00
Committee
$1000.00
222
Northern Suburbs Pony Club Inc.
Aluminium spectator seating for
events
$5445.00
Northside Christian Football Club Inc.
Portable junior soccer goals with
nets – November 2014
$2300.00
Northside Christian Football Club Inc.
Portable junior soccer goals with
nets – February 2015
$2300.00
Our Lady of the Angels Catholic
Parish
Annual Christmas Festival
$4500.00
Prince of Peace Community Meals 4
You Food Ministry
Meals 4 You
$542.87
Rode/West Chermside Garden Club
Purchase of microphone and amplifier
$629.00
Stafford Heights Baptist Church
2014 Christmas Lights Festival
Stafford Heights Baptist Church
Movies in the Park BBQ – 15
November 2014
$350.00
Stafford Heights Baptist Church
Movies in the Park BBQ – 28 March
2015
$350.00
Teralba Park Stolen Generations
Support Group
Teralba Park dance workshops
$1285.00
The Community Place
Keong Park Mother's Day Family
Picnic
$1068.18
The Nest Community Inc.
Startup costs for The Nest
$575.26
The Probus Club of Stafford Inc.
Purchase of presentation equipment
$601.70
Acacia Ridge AEDI Response Group
Acacia Ridge Early Years Expo 2014
$500.00
Acacia Ridge Community Support
Inc.
Brisbane Reggae Carnival
$509.00
Acacia Ridge Community Support
Inc.
One Country Many Voices – road
closure and advertising material
$2000.00
Acacia Ridge Community Support
Inc.
One Country Many Voices –
administration costs
$1693.15
Acacia Ridge Presbyterian Church
Christmas carols
$530.00
Acacia Ridge Presbyterian Church
Easter Egg Hunt in the Park
$455.00
Acacia Ridge Presbyterian Church
Kids Holiday Club
$455.00
Acacia Ridge State School P&C
Association
Community fete
$4000.00
Moorooka Ward
$1000.00
223
Brisbane Christian College P&F
Active School Travel
$1000.00
Brisbane MacGregor Lions Club
Trivia Night fundraising for Lions
Medical Research Foundation
$250.00
C&K Salisbury Community
Kindergarten
Family Fun Day
$689.95
C&K Tarragindi War Memorial
Kindergarten Inc.
2015 Fete
$500.00
Coopers Plains Guides
Replace stolen camping equipment
$500.00
Coopers Plains State
School P&C Association
Coopers Carnival
Coopers Plains State
School P&C Association
Visual Arts Competition 2015
$275.00
Flexi Care Inc.
Client Christmas luncheon
$500.00
Food Connect Foundation
10th birthday celebration
Girl Guides Queensland
Install cupboard doors in storage area
of
Wellers Hill Guide Hut
Griffith Moorooka Australian Football
Club Inc.
Community Halloween Movie Night
$3080.00
Griffith Moorooka Roosters
Moorooka Community Christmas
Carnivale
$2000.00
Inala Community Hall Acacia 50 &
Better
Garden establishment
$500.00
Junction Park Stamp Club Inc.
May Day Stamp Fair
$300.00
Lions Club of Brisbane Macgregor
Inc.
Lions Southside Health and Wellbeing
Expo
$500.00
Lions Club of Brisbane Moorooka Inc.
Moorooka Christmas Festival 2014
$3185.00
Lions Club of Brisbane Moorooka Inc.
Moorooka Family Fun Day
$1606.00
Lions Club of Brisbane Moorooka Inc.
Movies in the Park flyer
$1716.00
Moorooka State School P&C
Multicultural Festival
$1000.00
Moorooka Ward Office
Beehive project
$1636.36
Moorooka Ward Office
Community movie – Halloween
$2320.00
Moorooka Ward Office
Community movie night
$2420.00
$1000.00
$1000.00
$800.00
224
Moorooka Ward Office
Sign replacement
$547.27
Neighbourhood Watch Group Lower
Sunnybank Hills
Neighbour Day
$454.55
Omega International Church
Carols in the Car park
$3000.00
Our Lady of Fatima School P&F
Committee
A Traditional Christmas
$1000.00
PresCare
Over 50s Health and Lifestyle Expo
$500.00
RSL Australia (Queensland Branch)
Salisbury Sub Branch Inc.
Celebrating 2014 Remembrance Day
and 2015 ANZAC Day Centenary
$909.09
Salisbury Community Garden
Re-establishment of garden
$1500.00
Salisbury Community Garden
To extend and add more garden beds
$1000.00
Salisbury Community Sports Club
Printing Members Handbook 2015
Scouts Queensland – Salisbury
Group
Salisbury Scout Group den
repairs and maintenance
$1363.63
South West Chamber of Commerce
Inc.
Business Booming in the Suburbs
event
$1000.00
Southern Suburbs Junior Rugby
League Football Club
Under 20's shirts
$275.00
Southside Community Craft Circle
Purchase of yarn and materials
$330.00
St Brendan's Catholic Primary
School P&F Association.
St Brendan's School Fete
$1000.00
St David's Uniting Church
Neighbourhood Centre
A-Frame sign for outside
neighbourhood centre
$250.00
St Elizabeth's Ekibin P&F Association
St Elizabeth's Primary School Fete
$1000.00
St Pius X Catholic School P&F
Association
Hire of rides for school fete
$1000.00
Sunnybank Physical Culture Club Inc.
Purchase of uniforms
$500.00
The Creche & Kindergarten
Association Ltd
C&K Gundoo Mirra Community
Kindergarten – enhancement of
children's art area
$500.00
The Creche & Kindergarten
Association Ltd
C&K Moorooka Community
Kindergarten – interactive learning
$500.00
The Lions Club of Brisbane Moorooka
Inc.
Lions Bicentennial Park playground
upgrade opening
$600.00
United Muslims of Brisbane
Eid at the park
$350.00
$1000.00
225
Village Avenue Community Church
Kids Games 2015
$500.00
Watson Road State School P&C
Association
Harmony Day
$1000.00
YMCA of Brisbane (Managing the
Acacia Ridge Leisure Centre)
Acacia Ridge Leisure Centre Family
Fun Day & Swimathon
$1000.00
Morningside Ward
Balmoral State High School P&C
Association
Year 4 Sports Expo
$500.00
Beelarong Community Farm
Association Inc.
Replacement of cob oven
$750.00
Brisbane Hustlers Rugby Union
Football Club
Brisbane Hustlers Movie Night
Fundraiser
$250.00
Bulimba & Districts Meals on Wheels
Purchase of urgent equipment
$881.00
Bulimba Bowls Club
Reef and Beef event
$500.00
Bulimba Community Kindergarten
Replacement of resources
$400.00
Bulimba Cricket Club
Purchase of equipment
$932.00
Bulimba District Historical Society
Inc.
Purchase of computer equipment
$662.39
Bulimba Memorial Bowls &
Community Club Inc.
Community Bowls Day
$250.00
Bulimba State School P&C
Association
Fete 2014
$909.09
Bulimba State School P&C
Association
Trivia Night
$545.45
Bulimba Uniting Church
Christmas lights
$909.09
Bulimba Uniting Church
Purchase of fridge
$500.00
Camp Hill State Infants & Primary
School P&C Association
Camp Hill Fair
$909.09
Cannon Hill and Vietnam
Services RSL Sub Branch
ANZAC Day Service 2015
$605.00
Cannon Hill Catholic Parish
Santa's Sleigh Belles
$636.36
Cannon Hill Community Kindergarten
Little Green Thumbs
$400.00
226
Cannon Hill Stars Netball Club Inc.
Cannon Hill Stars 2014 Trophy
Presentation Day
$500.00
Cannon Hill State School P&C
Association
Centenary/fete celebrations
$1000.00
Carina Kindergarten & Pre School
Purchase pressure washer
$400.00
Eastern Group SES Support Unit Inc.
Purchase of equipment
$750.55
Easts Rugby Union Inc.
Junior Presentation Day – August
2014
$1000.00
Easts Rugby Union Inc.
Junior Presentation Day – September
2015
$1000.00
Friends of Hawthorne Ltd
Hours & Kindergarten
Family Fun Day
$250.00
Gateway Trefoil Guild – Girl Guides
Queensland
Birthday gifts
$350.00
Greater Metro South Brisbane
Medicare Local
Yoga in the Park/Teddy Bears Picnic
$250.00
Men's Shed Carina Inc.
Equipment upgrade project
$500.00
Morningside Panthers Australian
Rules Football Club
Inaugural Panthers Piggy Races
$500.00
Morningside Panthers Australian
Rules Football Club
Walk a Mile in Her Shoes
$250.00
Morningside Scouts
Catering for Bulimba Christmas
Community BBQ
$272.73
Morningside State School P&C
Association
Family Fun Night – 7 November 2014
$1000.00
Morningside State School P&C
Association
Family Fun Night – 6 November 2015
$1000.00
Morningside Ward Office
Asquith Corner Festival
$500.00
Morningside Ward Office
Bulimba Christmas Community BBQ
$805.55
Morningside Ward Office
Bulimba Ferry Terminal Opening
$494.55
Morningside Ward Office
Christmas Movies in the Park
Morningside Ward Office
Free CPR sessions
Morningside Ward Office
Hocus Pocus
$2845.45
Morningside Ward Office
Movies in the Park Camp Hill – 9 May
2015
$3220.00
Association Inc.
$2734.32
$997.99
227
Morningside Ward Office
Movies in the Park Camp Hill – 18
October 2014
$3568.63
Morningside Ward Office
Personal Safety Seminars
$3540.00
Morningside Ward Office
Princesses and Pirates Day
$3418.64
Norman Park C&K Kindergarten
Advertising and awareness – pull up
banners
$400.00
Norman Park Playgroup
End of year special Christmas activity
$309.10
Norman Park Preschool &
Kindergarten Association Inc.
Rectification works
Norman Park State School P&C
Association
Gala Fundraising Ball
Parish of Saints Peter and Paul
Community Christmas Carols
$1000.00
Playgroup Association of Queensland
Inc.
Mobile animal farm visitation
$400.00
Queensland African Communities
Council
Africa Day Festival
$772.72
Scripture Union
Camp Hill Carols
$909.09
Seven Hills State School P&C
Association
2014 Bush Dance
$750.00
Southside Pony Club
Annual Sporting Day – club
ground maintenance
$500.00
St Oliver Plunkett P&F Association
Active School Travel Launch
$275.00
St Oliver Plunkett P&F Association
Gala Dinner
$1000.00
St Oliver Plunkett P&F Association
Spring Fair
$295.25
Saints Peter and Paul's School
Bulimba P&F Association
Gala Dinner Dance 2014
The Inspiration Garden Inc.
Community facility street sign
$390.50
TS Gayundah Navy Cadets
Purchase of drum corps equipment
$275.00
Tugulawa Early Education Inc.
Family Fun Day
$500.00
Wesley Mission Brisbane – Balmoral
Uniting Community Centre
Celebrating Our Seniors!
$454.55
Wesley Mission Brisbane – Balmoral
Uniting Community Centre
Celebrating Our Seniors!
$500.00
$1000.00
$909.09
$1000.00
228
Zig Zag Young Women's Resource
Centre
A place of healing, support for young
women
$500.00
Northgate Ward
Australia Karen Organisation
Queensland
Karen New Year celebration
$1500.00
Banyo RSL Sub Branch
ANZAC Centenary 2015
$1000.00
Banyo Rugby League Club Inc.
Purchase of tables and chairs
$1000.00
Brisbane Multiple Birth Association
Northside Inc.
Family Fun Day
$350.00
Brisbane North Church of Christ
Good Neighbour Day
$350.00
Brisbane North Church of Christ
Kedron Community Carols
$770.00
Brisbane Seniors Online Association
Inc.
Helping Northgate Ward seniors to
safely use computers and the internet
$858.00
Chermside District & Senior Citizens
Centre (Burnie Brae)
Project Pantry
$1200.00
Community Friendship Centre
Hire of coach for seniors community
bus trip – 29 October 2014
$1016.40
Community Friendship Centre
Hire of coach for seniors community
bus trip – 10 June 2015
$1018.60
Community Living Association Inc.
Roundtable on Intellectual Disability
2015
$400.00
Community Living Association Inc.
Youth Week Clothes Rummage 2015 –
purchased shade tent
$250.00
Community Living Association Inc.
Youth Week Suitcase Rummage
– hired clothing racks
$300.00
Community Living Association Inc.
Nundah Festival Pet Photo Project
$2100.00
Earnshaw State College P&C
Association
Earnshaw State College Festival
$2224.70
Guides Queensland Nundah Wavell
District
Fundraising to attend International
Jamboree in 2015
$250.00
Kedron Football Club Inc.
Playing field upgrade and
development of grass training area
in Mercer Park
$1000.00
Kedron Scout Group
Lighting up Kedron
$799.00
Kedron State School P&C
Association
Kedron State School Fete
$770.00
229
Maternity Choices Australia
Welcoming the Babies
$698.50
Mayne Junior AFC
Club house maintenance
North East Baptist Church (Nundah)
Hire of rock wall for Community
Christmas Carol event
$850.00
Northern Districts Horticultural
Society Inc.
Combined Horticultural and Dahlia
Show
$300.00
Northern Districts Horticultural
Society Inc.
Purchase of computer, printer
and data projector
$850.00
Northern Suburbs Junior & Minor
Rugby League Football Club
Repairs to PA box
$750.00
North's St Joseph’s Junior Rugby
League and Netball Club
Repair to lights
Northside Low Vision Support Group
Nundah
Bus trips to various clubs
$462.00
Nudgee Meals on Wheels
Carols in the Bandstand
$4475.00
Nundah & Districts Historical Society
Inc.
First free settlers plaque
$532.40
Nundah Activity Centre
Purchase of drill parts
$500.00
Nundah Activity Centre
Purchase of iDesks
$1500.00
Nundah Activity Centre
Purchase of wood lathe for Men's
Shed
$1000.00
Nundah and District Youth Club
Nudgee School of Arts 100 year
celebration
$1650.00
Nundah Community Support Group
Inc.
Keeping Communities Connected
Nundah Community Support Group
Inc.
Nundah Festival
Nundah District Development
Association Inc.
Christmas in the Village
Nundah District Development
Association Inc.
Nundah Village Street Festival
$4087.00
Nundah Northgate RSL Sub Branch
Inc.
Notice board in Nundah Memorial Park
$1500.00
Nundah Primary P&C Association
150th Year Spring Fair
$2029.50
Nundah State School P&C
Association
Active School Travel Program
$1000.00
Our Lady of the Angels Catholic
Primary School P&F Association
Carnival Around the World 2015
$1338.00
$1100.00
$750.00
$1000.00
$250.00
$786.50
230
Scouts Australia Queensland Branch
Inc. – Nundah-Northgate Scout
Group
Northgate Ward Movie in the Park
$5862.00
Seikukan Karate Club Wavell Heights
Brisbane Inc.
Karate Club titles and halloween party
$300.00
Singh Sabha Brisbane
Vaisakhi/Harvest Festival
$350.00
St Pius School P&C Association
Community Fun Day
$550.00
Toombul Bowls Club Inc.
Australia Day Community Breakfast
$1000.00
Virginia State School P&C
Association
V95 – Family Fun Day (95th
anniversary)
$1000.00
Wavell Heights Kindergarten
Association Inc.
Kindy Family Social Day 2014
$514.40
Wavell Heights Scout Group
Sausage sizzle and hire of jumping
castle for Welcoming the Babies
$858.00
Parkinson Ward
Algester Scout Group
Purchase of equipment
$1836.93
Algester State School P&C
Association
Multifest
$2272.73
Australian Taiwanese Chamber of
Commerce Queensland Inc.
Taiwan Youth Ambassador
Performance
$500.00
Basava Samithi of Australasia
Brisbane Branch Inc.
2015 Basava Jayanthi and 10th
Anniversary celebrations
$598.00
Coptic Orthodox Churches of
Queensland
ANZAC Prayers for Peace and
Remembrance Day, Calamvale
$1123.00
Elevate Church
Light party
$250.00
Federation of Indian Communities of
Queensland
Australia-India Day 2015
$792.00
Forest Lake State School P&C
Association
Forest Lake State School Fete
Hope Church Brisbane
Christmas 4 Kids
Jvala Charitable and Cultural Society
Inc.
Jvalothsavam 2014
$1100.00
Lake's Swimming Club Inc.
Growing membership of the Lake's
Swimming Club
$2381.10
Latinos Unidos Inc.
Chilean Independence Day Festival
$660.00
$1975.00
$413.64
231
Forest Lake Lions Club
Walk with the Lions
$583.00
Malayalee Association of Queensland
Inc.
Badminton Indian Open
$550.00
Neighbourhood Watch Doolandella
Community Safety Day
$896.50
Parkinson Ward Office
Baby's First Christmas
$757.73
Parkinson Ward Office
Citizenship Ceremony – 22 November
2014
$6354.55
Parkinson Ward Office
Citizenship Ceremony – Parkinson
Ward Multicultural and Dragonboat
Festival
$1204.55
Parkinson Ward Office
Citizenship Ceremony – 13 September
2014
$5544.55
Parkinson Ward Office
Electrician for Community Christmas in
the Park
$606.00
Parkinson Ward Office
New RSL/ANZAC memorial
Parkinson Ward Office
Parkinson Ward Neighbourhood
Festival
Parkinson Ward Office
Restitution of mural at Beaudesert
Road Housing Estate
$1818.18
Parkinson Ward Office
Toilets, face painter and movie for
Community Christmas in the Park
$3406.00
Parkrun Inc.
Establishment of Calamvale Parkrun
$2500.00
RSL Care Carrington
Seniors Week celebrations
St Thomas Jacobite Syrian Orthodox
Church
GLORIA 2015
$1100.00
Tamil Association of Queensland Inc.
Festival of Lights (Deepavali Festival
2014)
$1100.00
Tamil Association of Queensland Inc.
Festival of Lights (Deepavali Festival
2015)
$600.00
The Lakes Junior Rugby Union Club
Inc.
Purchase of canteen coffee machine
$1364.00
The Lakes Junior Rugby Union Club
Inc.
Purchase of equipment
$4655.85
The Saint Bernard Club of
Queensland Inc.
Purchase of marquee
$1340.00
Varnam Cultural Society Queensland
Inc.
Chithirai Kalai Vizha – Multicultural
New Year Celebrations
$1100.00
$4081.13
$600.00
$700.00
232
Pullenvale Ward
Bellbowrie C&K Kindergarten and
Preschool
Catering, animal farm and children's
rides for 40th anniversary
$3000.00
Brisbane Valley Anglers Fish
Stocking Association
Lake Manchester fish stocking
$2000.00
Brookfield Show Society Inc.
Purchase of office equipment
$1500.00
Iona Village Independent Residents
Association
Replacement of indoor bowls carpet
$1646.70
Kenmore & District Historical Society
Inc.
Purchase of display boards
$1474.00
Kenmore District Churches Together
Community Christmas Carols
$3500.00
Kenmore Junior Cricket Club
Movie in the Park club fundraiser
$1000.00
Kenmore Junior Cricket Club
Purchase of laptop
Kenmore Moggill RSL
Shell Green 100 cricket match
$3000.00
Kenmore Scout Group
Track lighting
$3394.00
Moggill Branch QCWA
Purchase of microphone system
$1230.00
Moggill Creek Catchment Group
Kid's Day 2015
$2310.00
Moggill Creek Catchment Group
Purchase computer for the cottage
$2112.00
Moggill State School Chaplaincy
Program
Community movie and family picnic
evening
$1000.00
Moggill Uniting Church
Family Fun Day
Mount Crosby Bowls Club Inc.
Kitchen upgrade project
Mount Crosby Playgroup
Family Fun Day
Mt Crosby State School P&C
Association
Community coffee shop
$1063.65
Neighbourhood Watch Bellbowrie
Expanded Bellbowrie Neighbourhood
Watch Group to include 4070 suburbs
$1000.00
Our Lady of the Rosary Parish
Moggill Living Nativity
$2000.00
Our Lady of the Rosary Kindergarten
Family Fun Day
$1000.00
Pullenvale Ward Office
Movie in the Park
$2000.00
$500.00
$921.00
$3010.00
$550.00
233
Rotary Club of Karana Downs
Karana Carols
$2500.00
Rotary Club of Kenmore Inc.
Australia Day Citizenship Ceremony
2015
$700.00
Scout Association of Australia
Queensland
Purchase of equipment – camping,
first aid and sports items
$2088.51
The Hut Environmental and
Community Association Inc. (THECA)
Community engagement
$4000.00
The McIntyre Centre
Party in the Paddock
$6000.00
The Pullenvale Progress Association
Pullenvale Hall upgrade
$500.00
Acholi Queensland Football Club
Club uniforms
$275.00
Brisbane Force Football Club Inc.
Fundraising Movie Night
$909.09
Brisbane Super Kings Cricket Club
Inc.
T20 Annual Cricket Tournament
$500.00
Citipointe Church Inala
Carols in the Hood
$500.00
Darra Community Group Inc.
Darra Festival
$554.55
Darra Vietnamese Uniting Church
Community Christmas Carols
$275.00
Forest Lake Junior Rugby League
Football Club Inc.
Trophy Presentation Day 2014
$1000.00
Forest Lake Uniting Church
Children's Fun Day
$300.00
Forest Place Residents Club Inc.
Craft supplies
$275.00
Hub Neighbourhood Centre Inc.
Harmony Day Celebration
$250.00
Hub Neighbourhood Centre Inc.
Hoy Social Group
$250.00
Inala Meals on Wheels
Volunteer social outing
$250.00
Inala PCYC
Movie Night
$318.18
Inala PCYC
Multicultural Youth Day
$909.09
Inala Respite Centre
Catering for 30th anniversary
celebration
$250.00
Richlands Ward
234
Inala Wangarra Inc.
Equipment drive
$909.09
Inala Wangarra Inc.
Inala Wangarra/WIJRLFC Launch
$250.00
Lions Club of Forest Lake Inc.
Bridging Communities High Tea
$649.00
Lions Club of Inala Inc.
ANZAC Day 100 Anniversary event
$500.00
Lions Club of Inala Inc.
Bush Neighbour BBQ
$275.00
Methodist Church of Samoa Inala
Parish Queensland
Sunday School graduation
$275.00
Mission Australia
Family Fun Day
$250.00
Neighbourhood Watch Group Durack
Clean up Durack Common Parkland
$275.00
Neighbourhood Watch Group
Homestead Village
Meeting notice boards
$300.00
Neighbourhood Watch Group Oxley
Ridge Mt Ommaney Area 13
Bootcamp in Weston Place Park
$990.00
Neighbourhood Watch Group Oxley
Ridge Mt Ommaney Area 13
Senior's safety seminar
$1910.00
Neighbourhood Watch Group Oxley
Sherwood Area 7
Oxley Band in the Park 2015
$1550.00
New Life Christian Church
Community Carols 2014
$909.10
Our Lady of the Sacred Heart Primary
School P&F Association
Community Fete
$500.00
Oxley and District Garden Club Inc.
Annual Christmas Lunch
$500.00
Oxley and District Garden Club Inc.
30th anniversary celebration
$500.00
Oxley District Girl Guides
Installation of gutter guard to guide hut
roof
$700.00
Oxley State School P&C Association
Oxley Community Festival
$1000.00
Richlands Ward Office
Australia Day Beach Party 2015
$4227.09
Richlands Ward Office
Bill Keylock Park opening
Richlands Ward Office
DJ Sherrington Park 100 Year
Celebration
$1629.10
Richlands Ward Office
Dogs' Breakfast Oxley
$1786.19
$480.00
235
Richlands Ward Office
Eridanus Street park opening
$2925.64
Richlands Ward Office
Forest Lake Movies in the Park
$3867.87
Richlands Ward Office
Inala Citizenship Ceremony
$2643.92
Richlands Ward Office
Nixon Park Movies in the Park
$3330.00
Richlands Ward Office
Purchase of historical books
$300.00
Richlands, Inala and Suburbs History
Group Inc.
Book launch – Wacol history project
$500.00
South West Progress Association Inc.
Craft supplies 2015
$250.00
South West Progress Association Inc.
Queensland Day Community Awards
$1363.64
South West Progress Association Inc.
Welcoming the Babies 2014
$4545.46
St Hugh’s Anglican Parish
Replacement of fridge for Parish Hall
$1360.91
The Salvation Army Inala
Christmas Lunch 2014
Tuong Quang Buddhist Monastery
Inc.
Building upgrade
Uniting Church Oxley Darra Parish
Community Carols 2014
$909.09
Vietnam Grace Church Brisbane Inc.
Care Package Drive
$454.55
Vietnamese Community in
Australia – Queensland
Chapter Inc.
Children's Moon Festival
$454.54
Vietnamese Community in
Australia – Queensland
Chapter Inc.
Tet Festival – public safety
management
$454.55
Vietnamese Community in
Australia – Queensland
Chapter Inc.
Vietnamese Day of Mourning Service
$454.55
Vietnamese Football Association
Training equipment
$500.00
$250.00
$1000.00
Queensland Inc.
Vietnamese Senior Citizens
Association
Catering for monthly community lunch
Western Districts Baseball Club Inc.
New equipment for 2014 season
$2000.00
$250.00
236
Tennyson Ward
Aid for the Blind
Fitness and Wellbeing program for
blind and vision impaired
$500.00
Annerley Friendship Club Inc.
Purchase of tablecloths, cups,
portable microphone and games
$550.00
Centenary Theatre Group
New blinds
Chelmer Station Community
Kindergarten Inc.
Community Spring Gardening Day
Christ the King P&F Association
Ride hire for fete
$1100.00
Community Plus – Yeronga
Community Centre
Breakfast program
$1000.00
Corinda Christian Kindergarten and
Preschool Association
Purchase of resources
$620.00
Corinda State School P&C
Association
Festival of Nations
$800.00
Fairfield Christian Family
Fairfield Community Christmas
Carols/Fair
Friends of Oxley Creek Common Inc.
Promotion materials
Graceville Croquet Club Inc.
Equipment trolleys
$1100.00
Graceville State School P&C
Association
Hire of giant slide for fete
$1100.00
Junction Park State School P&C
Association
Boombah School and Community Fete
$1100.00
Junction Park State School P&C
Association
Purchase of toys and games
$550.00
Lions Club of Brisbane Moorooka Inc.
Citizenship Ceremony Australia Day
2015
$550.00
Mary Immaculate School P&F
Association
Mary Immaculate School Multicultural
Festival
Neighbourhood Watch Annerley Area
5
Community BBQ
$550.00
Neighbourhood Watch Sherwood
Area 1
Community BBQ
$550.00
Providing Awareness With
Education & Sport (PAWES)
Junior Hoop Dreamz Basketball
Queensland Country Women's
Association Annerley Yeronga
Branch
Purchase of chairs
$1020.00
$500.00
$2000.00
$479.00
$1100.00
$1100.00
$250.00
237
Riverside Christian Church
Riverside Church Carols
$2200.00
Sherwood Afternoon Stamp Society
Inc.
Open Day 2014
Sherwood Community Festival Inc.
Sherwood Community Festival
Sherwood Community Kindergarten
Inc.
Purchase of software for computers
Sherwood Neighbourhood Centre
Inc.
Purchase of equipment
$1500.00
Sherwood Respite Service Inc.
New curtains
$1000.00
Sherwood State School P&C
Association
Stage and equipment for fete
$1000.00
Southside Community Craft Circle
Purchase of yarn and materials
$330.00
St David's Anglican Church
Community Christmas Pageant
$1500.00
St Joseph's Corinda P&F Association
Hire of stage and storage container for
fete
$1100.00
St Sebastian's Primary School
Yeronga Art Show
$550.00
Staverton Kindergarten Association
Inc.
Waterproof sandpit cover
$500.00
Stephens Croquet Club Inc.
Turf and soil preparation of courts
Stephens RSL Sub Branch
ANZAC Day Memorial Service 2015
Stephens RSL Sub Branch
Update of equipment
$1100.00
Taylor Bridge Rugby Union Club Inc.
Teenage membership drive
$1000.00
Tennyson Ward Office
Active School Travel Breakfast Term
One Annerley, Yeronga, Graceville and
Corinda
$967.61
Tennyson Ward Office
Active School Travel Breakfast Term
Two Annerley
$611.76
Tennyson Ward Office
Active School Travel Breakfast Term
Two Annerley
$531.01
Tennyson Ward Office
Active School Travel Breakfast Term
Three Annerley
$520.30
Tennyson Ward Office
Active School Travel Breakfast
Corinda
$250.00
Tennyson Ward Office
Active School Travel Breakfasts Term
Four Annerley and Graceville
$345.49
$500.00
$1500.00
$413.80
$1000.00
$550.00
238
Tennyson Ward Office
Active School Travel Breakfast Term
Four Annerley
$293.23
Tennyson Ward Office
Active School Travel Breakfast Term
Four Corinda
$254.77
Tennyson Ward Office
Corinda Movies in the Park
Tennyson Ward Office
Launch of crime stories
$500.00
Tennyson Ward Office
Local authors to self-publish work
$250.00
Tennyson Ward Office
Annerley Movies in the Park
Tennyson Ward Office
Senior's afternoon tea
Tennyson Ward Office
Yeronga Movies in the Park
$2420.00
The Lions Club of Brisbane Moorooka
Inc.
Fairfield Family Picnic 2015
$2200.00
The Scout Association of Australia
Queensland Branch Inc.
Pamphlett Sea Scouts personal
floatation devices
The Scout Association of Australia
Queensland Branch Inc.
Scout hut preservation
West End Family Care Services
Inc. trading as: Community Plus+
Annerley Community Hub garden
program
$500.00
Yeronga Bowls Club
Kitchen refurbishment
$500.00
Yeronga Hyde Road Kindergarten
Digital kindy
$750.00
Yeronga Meals On Wheels
Volunteer Christmas Lunch
$700.00
Yeronga State School P&C
Association
Hire of ponies, animal farm and
jumping castle for fete
Yeronga Uniting Church (Men's Shed)
Training and safety program
$909.00
Zonta Brisbane River
Cupcake Day RSPCA fundraiser
$550.00
Aftercare
World Hearing Voices Day Community
Celebration
$981.82
Anywhere Theatre Festival Ltd
2015 Anywhere Festival
$2420.00
$2827.00
$478.11
$900.00
$1000.00
$1000.00
The Gabba Ward
$1000.00
239
Australian Breastfeeding Association
Purchase of two electric breastpumps
for hire
$5390.90
Church@TheGabba (formerly South
Bank Baptist Church)
Community Carols 2014
$1500.00
Church@TheGabba (formerly South
Bank Baptist Church)
Mainly Music
Dutton Park State School P&C
Association
Oval regeneration project
$2000.00
East Brisbane State School P&C
Association
Restoration of degraded
environment with heritage listed
trees
$2000.00
Iranian Society of Queensland Inc.
Iranian Film Festival Australia
$2000.00
Multicultural Development
Association Ltd
2015 Luminous Lantern Parade
Welcoming New Queenslanders
$1000.00
Noosa Institute for SocioEconomic & Environmental
Research
MARACCAS Youth Group Project
$1500.00
Pedal Brisbane
Pedal Brisbane
$2000.00
Queensland Maritime Museum
Pirates Week 2015
Serbian Orthodox Church Community
Brisbane Serbian Festival
$1650.00
St Ita's School P&F Association
Community bicycle racks
$3385.00
St Mary's Anglican Parish Kangaroo
Point
Disabled access ramp to navy
memorials
$2273.00
Sunshine Welfare and Remedial
Association
Together for Christmas: celebrating
$3000.00
Tangara Residents Committee
Initiatives Fund
Library resource project
$1500.00
The Gabba Village Association
The End of the Line Festival
$5000.00
The Gabba Ward Office
Community barbecue purchase
The Gabba Ward Office
Community Mural Project – Monto
Street Stairs
The Murri Watch Aboriginal and
Torres Strait Islander Corporation
To clean up the Jagera Hall and
surrounds
$681.82
Turnstyle Community Hub
Laura Street Music and Arts Festival
2014
$770.00
West End Community Association
Inc.
Celebration of Life on Wheels –
Kurilpa Derby
$300.00
$424.23
International Day for Disabilities
$544.55
$1656.10
$3000.00
240
West End Community Association
Inc.
2014 West End Festival
$5000.00
West End Family Care Services Ltd
West End community kitchen
$2500.00
West End Scott Street Community
Kindergarten Association Inc.
Growing Up Green vertical garden
project
Women's Community Aid Association
Update verandah
$3000.00
Ashgrove Aces Swimming Club
Replacing pool lane ropes
$2200.00
Ashgrove Baptist Church
Christmas at Ashgrove
$2000.00
Ashgrove Citizens ANZAC Day
Commemoration Committee
Ashgrove Remembers – ANZAC 2015
$2750.00
Ashgrove Memorial
Preschool & Kindergarten
Association Inc.
Storage improvements
$1500.00
Ashgrove State School P&C
Association
Ashgrove Literature Festival
Bardon Anglican Church
Bardon Community Carols
Bardon RSL Sub Branch Inc.
100th celebration of ANZAC Day
$825.00
Bardon State School P&C
Association
Bardon Mayfair
$550.00
Brisbane Seniors Online Association
Inc.
Encourage seniors and over 50s in The
Gap Ward to become computer and
internet savvy
$301.40
Ithaca Creek State School P&C
Association
Creeky Community Christmas 2014
$500.00
Mater Dei P&F Association
Music in the Moonlight
$605.00
Oakleigh State School P&C
Association
Oakleigh Family Fun Day 2014
$500.00
Payne Road State School P&C
Association
Family Fun Day
$500.00
Red Hill Kindergarten Association
Inc.
Red Hill Fair
$500.00
Rotary Club of Ashgrove/The Gap
Inc.
Ashgrove Carols by Candlelight
$942.58
The Gap Ward
$550.00
$2500.00
$3300.00
241
Rotary Club of Ashgrove/The Gap
Inc.
Australia Day Citizenship Ceremony
2015
$1100.00
Save Our Waterways Now
Enoggera catchment waterway
health monitoring
$2000.00
Shed Happens (G'day Mate) The Gap
Inc.
Shed Happens community shed
night and advertising banners
$765.00
St Finbarr's School
Ashgrove P&F Association
St Finbarr's – Fashions on Parade
$550.00
St Johns Wood Scout Group
70 year history book
St Joseph’s Catholic Primary
School P&F Association
Joeys Bye Bye Winter BBQ
The Gap Chapter Gaythorne RSL
Sub Branch Inc.
Commemoration of ANZAC Day 2015
The Gap Farmers' Market Inc.
The Gap Farmers' Market – Hilder
Road
The Gap Football Club Inc.
Clubhouse furniture replacement
The Gap Historical Society
Purchase of data projector
$995.41
The Gap Pioneer and History Group
Inc.
Create a historical photographic
display for the local community
$522.50
The Gap Scout Group
LED lighting upgrade
$2727.27
The Gap State High School P&C
Association
The Gap Community Carols
$8000.00
The Gap State School P&C
Association
The Gap State School Fete 2014
The Gap Ward Office
Artwork in Alfred & Lucina Best Park The
Gap
The Gap Ward Office
Community art project Alfred & Lucina
Best Park The Gap
The Gap Ward Office
Mate4Mates The Gap
$1500.00
Valley District Cricket Club Inc.
Purchase portable cricket pitch for
Ernie Toovey Oval
$5000.00
Westside Orchestra
Equipment upgrade
$990.00
10 year celebration
$450.00
$2000.00
$550.00
$2500.00
$660.00
$2000.00
$500.00
$3000.00
$450.00
Toowong Ward
AMPARO Advocacy Inc.
242
Bardon Scout Group
Q Store maintenance
$2200.00
Brisbane Bardon Lions
Christmas in July
$2500.00
Brisbane Capitals Under 14 Girls
Gold Basketball team
Purchase of tracksuits and coaching
for under 14 Girls Gold to go to
nationals
$1000.00
Brisbane Inner West Chamber of
Commerce
Paddington Skate Park
historical documentary
$550.00
Communify Queensland
Gocards for respite outings
$500.00
Cubberla-Witton Catchments
Network Inc.
National Tree Day Toowong Creek
Turnaround
$990.00
Hands On Art
Extension of Kids Do Art initiative
project
$2000.00
Hands On Art
Kids Do Art workshops development
project
$1650.00
Indooroopilly Uniting Church
Brisbane West Cultural Expo 2014
$1000.00
Milton State School P&C Association
Rides and amusement hire for On The
Green
$6200.00
Mobile Active Recreation and
Creative Community Arts Space
(MARACCAS)
Perrin Park Multicultural Festival 2015
$1345.45
Montessori Children's House Ltd
Creating a greener early
learning environment
$500.00
Queensland Spinners Weavers &
Fibre Artists
Fibre Fest 2015
$687.50
Rosalie Playgroup
Physical and creative skill
development project
$550.00
Rotary Club of Brisbane Planetarium
Australia Day Citizenship Ceremony
$1397.00
Rotary Club of Toowong
50th anniversary book
$1500.00
Rotary International
Opera in the Gardens
$531.30
Royal Queensland Art Society
Queensland Figurative 2014
$500.00
Sculptors Queensland
Brisbane Sculpture Festival
$550.00
The Creche & Kindergarten
Association Ltd
C&K Paddington Community
Kindergarten's learning resources
project
$693.30
243
The Creche & Kindergarten
Association Ltd
C&K Rosalie Community Kindergarten
Wonderland in the Village fun fair
$2500.00
Toowong RSL Sub Branch
ANZAC Day 2015
$2200.00
Toowong Ward Office
Christmas Extravaganza including
Movies in the Park – entertainment
and catering
$6526.98
Toowong Ward Office
Movies in the Park –
entertainment and catering
$9103.64
Toowong Ward Office
Letterbox delivery of flyers for
Christmas Extravaganza including
Movies in the Park
Toowong Ward Office
Easter Extravaganza
$3432.07
Voices of Birralee Inc.
Strategic fundraising plan
$1930.00
Wests Juniors Australian Football
Club Inc.
Purchase of tables and chairs
$1605.20
Anglican Parish of Indooroopilly
Kids' Fun Fest
$2000.00
Brizwest Community Ensembles Inc.
Music in the Park and sausage sizzle
Chapel Hill Community Preschool
and Kindergarten Association Inc.
Art show and 50th anniversary
celebrations
$1600.00
Chapel Hill State School P&C
Association
Rides and entertainment for fete
$2000.00
Chapel Hill State School P&C
Association
Working bee
Fig Tree Pocket Equestrian Club
Queensland State Eventing
Championships
Fig Tree Pocket State School P&C
Association
School disco
$250.00
Fig Tree Pocket State School P&C
Association
Term Four into the Future Disco
$250.00
Hillsdon Kindergarten
Art show
$1000.00
History Queensland
In Time and Place Conference
$1276.00
Holy Family Primary School P&C
Association
Community Fete
$2200.00
$308.00
Walter Taylor Ward
$900.00
$500.00
$2000.00
244
Indooroopilly Kindergarten
Outdoor initiatives project
$1000.00
Indooroopilly Men's Shed Inc.
Open Day
$2200.00
Indooroopilly Senior Citizens
Replacement of electrical equipment
Indooroopilly State School P&C
Association
Portable shade structures
$1862.73
Indooroopilly State School P&C
Association
School garden fencing
$1230.91
Indooroopilly Uniting Church
Brisbane West Cultural Expo 2014
$1000.00
Ironside State School P&C
Association
Ironside Spring Fair 2015
$1500.00
Kenmore Junior Cricket Club
Movie in the Park club fundraiser
$3000.00
Lions Club of Brisbane Inner West
Australia Day 2015 Citizenship
Ceremony
$2015.00
Probus Club of Indooroopilly
Purchase of laptop and projector
$1974.50
Probus Club of Indooroopilly West
Purchase of audio and visual
equipment
$1881.00
Rotary Club of Brisbane Centenary
Rotary Fun Run 2015
$4400.00
Rotary Club of Toowong
50th anniversary book
$1500.00
St John Ambulance Australia
Queensland
Purchase of first aid equipment
$899.41
St Lucia Bowling Club Inc.
Encouraging ladies to play lawn bowls
$845.42
St Lucia Kindergarten Association
Inc.
Rear playground rejuvenation
$1500.00
The Salvation Army Aged Care Plus
Christmas Lights Bus Tour –
Walter Taylor Ward and Senior
Citizens Concert at the Cairns
Aged Care Centre, Chapel Hill
$948.60
The University of Queensland Pipe
Band at Emmanuel College
Purchase of instrument
maintenance equipment
$977.00
Walter Taylor Ward Office
Community BBQ
$355.45
Walter Taylor Ward Office
Dogs Breakfast 2014
$1679.09
Walter Taylor Ward Office
Movies in the Park – 18 September
2015
$2620.00
$892.80
245
Walter Taylor Ward Office
Movies in the Park – 14 March 2015
Western Suburbs Meals on Wheels
Inc.
Recognition of volunteers
$3529.10
$835.00
Wishart Ward
Access Outreach Australia trading as
Access Street Vans
Adopt-a-Pensioner
$4000.00
Brisbane Super Kings Cricket Club
Inc.
T20 Cricket Tournament
Broadwater Road Uniting Church
2014 Light Party
Bulimba Creek Catchment
Coordinating Committee
Purchase of equipment required
for bush care activities
Christian Outreach Centre trading as
Citipointe Church ATF Global Care
Australia
Christmas hampers 2014
$2000.00
Damini Women's Association of
Queensland Inc.
International Women's Day
$1193.50
Fiji Senior Citizens Association of
Queensland Inc.
Seniors multicultural dinner and
multicultural soccer tournament
$2400.00
Flexi Care Inc.
Life Travellers Client Christmas
Luncheon
$550.00
Greenleaves Retirement Village
Village Christmas Party
$550.00
Mansfield State High
School P&C Association
Mansfield Sporting Group Trivia Night
$400.00
Mansfield State School P&C
Association
Mansfield Families Twilight Market
$1500.00
Mount Gravatt Community Centre
Inc.
Purchase of disability chair lift
$2000.00
Mount Gravatt East State
School P&C Association
Community Nursing Home and
Retirement Village Christmas musical
tour
$600.00
Mount Gravatt Men's Shed Inc.
Landscaping around the new
extension of building
$502.00
Mt Gravatt Agricultural
Horticultural & Industrial
Society
Student art program and show
entertainment
$4000.00
Mt Gravatt Bowls Club Inc.
Children's Christmas Tree
$700.00
$1000.00
$954.46
$500.00
246
Mt Gravatt East State School P&C
Association
Bush Dance
$500.00
Mt Gravatt Kindergarten and
Preschool
Removal of noxious weeds and
replacement with natives
$1485.00
Mt Gravatt Meals on Wheels Service
Inc.
40th anniversary luncheon
$2000.00
Mt Gravatt Vultures Junior AFL Club
Notice board
National Seniors Australia Sunnybank
branch
25th anniversary celebration
$1650.00
Neighbourhood Watch Holmead
Outlook
Carols by Candlelight
$1980.00
Neighbourhood Watch Wishart UMG
22
Community meeting/official bridge
naming
$330.00
Neighbourhood Watch Wishart UMG
22
Community meeting/sausage sizzle
$330.00
Parkrun Inc.
Wishart Parkrun
$325.45
PCYC Mt Gravatt
10 year anniversary
$3000.00
Rotary Club of Mt Gravatt Inc.
Mount Gravatt Challenge 2015
$2500.00
Rotary Club of Wishart Inc.
Australia Day Citizenship Ceremony
January 2015
$1500.00
The Scouts Association of Australia
Queensland Inc.
Ceiling in the den for Mt Gravatt Group
$2381.05
St Bernard's P&F Association
Father's Day Community Breakfast
St Bernard's P&F Association
Spring Fair 2014 – School Fete
$1000.00
St Bernard's P&F Association
Spring Fair
$2000.00
St Catherine's Primary School P&F
Association
Father's Day Breakfast
St Catherine’s Primary School P&F
Association
Stage hire for fete
$1150.00
St John's Anglican Church Wishart
Winterfest
$2000.00
St Marks Uniting Church
Community Christmas Carols
$1356.00
The Creche & Kindergarten
Association Ltd
C&K Mt Gravatt East Community
Kindergarten open day
$660.00
$500.00
$700.00
$777.27
247
The Creche & Kindergarten
Association Ltd
C&K St Catherine's Community
Kindergarten iPad project
$825.27
Wishart Rotary Club
Community art show
$2200.00
Wishart State School P&C
Association
50th Anniversary Spring Carnival
$1000.00
Bayside BMX Club
Start gate
$5000.00
Guardian Angels' School Parish and
School Fete Committee
Hire of giant slide for
school/community fete
$1000.00
Lota State School P&C Association
Fete 2014
$1000.00
Moreton Bay College P&F
Association Inc.
Family Fun Day
Port of Brisbane Rotary
Australia Day Community Breakfast
Scripture Union Queensland
Big Arvo for Chaplaincy
St John Vianney's Primary
School P&F Association
Trivia Night
The Scout Association of Australia
Queensland Branch Inc.
Camping equipment for Wynnum
Scout Group
Waterloo Bay Leisure Centre
Association Inc.
Purchase of curtains
Weight Reduction Clubs of
Queensland – Moreton Bay
Healthy community program
Wondall Heights State
School P&C Association
Hire of pony rides for 2014 Biannual
School Fete
$1200.00
Wynnum & Districts Chamber of
Commerce
Wynnum Creative Spaces
$5000.00
Wynnum District Lawn Tennis
Association
Purchase of ride on mower
$3600.00
Wynnum-Manly Community Gardens
Group Inc.
Bethania Street Community Garden
Wynnum-Manly Events Inc.
Illuminations Festival
$5000.00
Wynnum-Manly Junior Rugby League
Canteen upgrade
$5000.00
Wynnum Manly Ward
$500.00
$8500.00
$512.77
$1100.00
$900.00
$5000.00
$907.50
$967.00
Football Club Ltd
248
Wynnum-Manly Ward Office
Australia Day celebration
$7272.73
Wynnum Vikings Australian Football
and Sporting Club
Defibrillator and stretcher for first aid
room
$2540.00
249
Annual Financial Statements
The Annual Financial Statements are available in accessible Microsoft Excel format on
http://www.brisbane.qld.gov.au/about-council/council-information-and-rates/news-andpublications/annual-report-and-financial-statements/index.htm
Glossary
A
Access and Inclusion Plan 2012-2017: places priority on achieving inclusion and equitable
access to Council services for everyone including people with a disability, chronic illness or
temporary impairment, and parents with young children and seniors.
Active School Travel program: educates students, parents and teachers to leave the car
at home and travel by walking, cycling or using public transport.
All abilities playground: playgrounds that provide a variety of play experiences for people
of all abilities.
Annual Plan (and Budget): each year the Lord Mayor presents and Council adopts an
Annual Plan and Budget. The Annual Plan specifies the outcomes Council seeks to achieve,
the services Council provides to the community and the projects that Council will undertake.
The budget provides authorisation for Council’s expenditures and revenue collection.
Annual Report: Council’s report on its annual performance. The report includes statements
about annual performance, financial statements and disclosures required under legislation.
Asia Pacific Cities Summit and Mayors’ Forum (2015APCS): 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.
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: 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 2022 New World City Action Plan: aims to define the priorities that will drive the
city’s economic growth for the next seven years and beyond.
Brisbane Bus Stop Accessibility Improvement program: aims to improve accessibility to
the City’s bus stop network. To be rolled out over the next eight years.
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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 Global Cafe: an international discussion forum created to capitalise on the global
spotlight produced by the G20 Leaders’ Summit, which was held in Brisbane in November
2014.
Brisbane Greeters: a voluntary service in which friendly and well-informed local people
show visitors the city.
Brisbane Incident Management System (BIMS): an industry standard enhanced disaster
management information system. BIMS Online allows Council to more effectively monitor,
communicate and coordinate timely response to emergency and disaster events within the
Brisbane Local Government Area.
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 realtime traffic management updates, safe and secure busway facilities, and public transport
continuity that contributes to the optimal operation of South East Queensland’s road and
public transport network.
Brisbane Parking Taskforce (the Taskforce): an independent taskforce established in
June 2014 by the Lord Mayor to advise Council on how to respond to parking issues and to
best manage on-street parking in the future. The Taskforce includes representatives from
Royal Automobile Club of Queensland (RACQ), Parents and Citizens Queensland, National
Retail Association, Multicap, Taxi Council Queensland, Transport Workers Union, Chamber
of Commerce and Industry Queensland, Parking Australia and Brisbane Transport.
Brisbane Transport: Council commercialised its transport services arm in the 1990s to form
Brisbane Transport, a council-owned commercialised business.
Brisbane Vision 2031 (Brisbane Vision): is Council’s long-term community plan for the
city. It details the aspirations for Brisbane’s future and outlines ideas for achieving this vision.
Budget (and Annual Plan): see Annual Plan.
Bushland Acquisition program: uses funds raised from the Bushland Preservation Levy to
acquire and maintain property that supports significant ecosystems, plants and animals.
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Bushland Preservation Levy: Brisbane residents and businesses pay a Bushland
Preservation Levy as part of their rates account. The levy goes to the protection and
enhancement of the natural environment and creation of a world-class natural area network
for Brisbane.
Business and System Efficiency (BaSE) Program: a key Council business transformation
initiative. The project replaced more than 60 ICT systems with a single integrated system for
core business processes including finance, procurement, asset management and payroll.
Business Continuity Plan: to ensure businesses can operate if something unforseen like a
severe weather event, fire or natural disaster should happen.
Business units: organisational units responsible for best practice delivery of outputs within
the commercial framework set by Council. Council’s Annual Plan and Budget lists business
units and their goals and activities. The Annual Report states their financial and non-financial
performance.
C
CaLD: see Culturally and Linguistically Diverse.
Carbon (offsets): Council is committed to being carbon-neutral. Purchases offset the impact
of Council’s fleet and stationary uses of fuel.
CBD: central business district.
CEO: the Chief Executive Officer is Council’s highest ranking executive.
Chairman: each standing committee of Council is chaired by 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 and public space investments over the next 20 years to ensure the Brisbane
city centre is safe, attractive and a continued source of pride.
CityCycle: a bicycle hire service with stations located at key inner-city destinations between
the University of Queensland, St Lucia and Newstead.
CityGlider: buses which provide high frequency transport. The Blue CityGlider travels from
West End to the west of the CBD and to Newstead in the east. The Maroon CityGlider
operates from Ashgrove to Stones Corner connecting major sporting, entertainment,
shopping and dining precincts.
City Hall: turned 80 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.
The project was completed and rededicated to the people of Brisbane in April 2013.
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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 Botanic Gardens Master Plan: identifies the City Botanic Gardens as a key inner-city
space for future renewal.
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 tunnel
connects Woolloongabba in the south with Bowen Hills in the north. At 6.8 km in length, it
has 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 its decision
making process. Community engagement has benefits to both the resident and Council
because it allows access to wider sources of information, points of view and potential
solutions.
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 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 livability 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.
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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.
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.
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.
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FloodSMART Future Strategy 2012-2031: outlines Council’s approach to flood risk
management. The strategy is based on national and international best practice.
Flood telemetry gauge: a device that measures stream height and transmits the data by
radio signals.
FloodWise Property Report: a free report that states the risk of various types of flooding at
a specific property. It is available to download from Council’s corporate website. The
information is sourced from Council flood studies and models developed for the river and our
major creeks and waterways.
Frew Park: a $13 million district park on the site of the former Milton Tennis Centre and
Milton Bowl, Milton.
Full-time equivalent employees (FTE): the statistic stated in this report is calculated as at
30 June 2014. The FTE statistic states the number of equivalent employees working fulltime. For example, two part- time or job share employees, both working half the standard
number of full-time hours, will together be counted as one FTE employee. The number cited
in this report includes all FTEs paid through the Council payroll system. Excluded are
overtime, staff on unpaid leave, workers paid by a third party and supplementary workers not
on the payroll system.
G
G20 Leaders’ Summit (G20): in November 2014, Brisbane hosted the G20 Leaders’
Summit, the principal forum for international economic cooperation and decision making.
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 workshops as well as initiatives
for residents, business and schools.
GreenPower: accredited, renewable energy generated from sources like wind power, solar
farms and biomass, which do not produce any net greenhouse gas emissions.
Green waste: garden waste including cuttings from shrubs and trees, palm fronds, grass
clippings, weeds, leaves and loose bark.
Growing Older Living Dangerously (GOLD): an Active and Healthy Lifestyle program
which provides free or low cost activities for residents aged 50 years and over. Council also
runs GOLD n’ Kids, for seniors and children (aged four years and over).
H
Healthy Waterways: a not-for-profit organisation working to protect and improve waterway
health in South East Queensland.
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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): a 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.
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. 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.
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N
NAIDOC: National Aborigines and Islanders Day Observance Committee. Council provides
assistance to community organisations to run events which celebrate the achievements and
culture of Aboriginal and Torres Strait Islander peoples.
National Competition Policy: organisational arrangements aligned with Council’s
obligations under the National Competition Policy.
Neighbourhood plans: locally specific statutory plans which guide future development,
urban design and land uses.
New Farm Riverwalk: one of Council’s key river connections between New Farm and the
city centre. The walkway was constructed in 2003 and replaced in September 2014 after the
January 2011 floods caused extensive damage to the original structure, causing a section of
it to break and wash away downstream.
November 2014 Severe Storm Event: on the 27 November 2014, Brisbane experienced a
severe super cell storm with destructive winds, heavy rainfall and large hailstones.
O
OPTIMISE: a Customer relationship management system that integrates systems across
Council to provide a one customer view.
One Brisbane Many Cultures: a quarterly multicultural publication which provides a
snapshot of key Council initiatives and citywide events.
Organisational Zero Harm Strategy 2013–2016: provides key strategic objectives and
deliverables to be achieved during the life of the strategy and recognises Council’s ability to
work together as an organisation to manage wellness, safety and health hazards and risks
from our work environment.
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.
Programs: the outcomes that Council plans for are grouped together in programs. In
2013-14 Council’s programs were:
1.
2.
3.
4.
5.
6.
7.
8.
Clean, Green and WaterSmart City
Moving Brisbane
Future Brisbane
Your Brisbane
Public Health and Safety
Economic Development
Customer Focus
City Governance
Council’s Annual Plan and Budget lists programs, their outcomes, associated services
and projects and the budgets allocated to them.
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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.
Queensland Plan: Queensland Government’s 30 year vision for growth and prosperity.
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.
S
SAP: software to enable finance, procurement, HR, payroll and assets and works
management processes and workflows.
SealSMART: a process aimed at improving plan-sealing (approval) times through the
use of accredited consultants who liaise with Council engineers to provide selfcertification.
Seniors’ Strategy 2012-2017: a strategy that contains a number of Council initiatives
while continuing to deliver existing programs and focuses on what Council can do to
support seniors’ participation in the community.
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:









Abu Dhabi
Auckland
Chongqing
Daejeon
Hyderabad
Kaohsiung
Kobe
Semarang
Shenzhen.
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.
Small-to-medium business (SME): a small business is defined as a business which
employ less than 20 people and medium businesses of those which employ 20 or
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more people, but less than 200 people.
Standing Committees: Council has eight standing committees made up of and chaired by
elected representatives. The committees are:








Brisbane Lifestyle Committee
Environment, Parks and Sustainability Committee
Establishment and Coordination Committee (Civic Cabinet)
Field Services Committee
Finance Economic Development and Administration Committee
Infrastructure Committee
Neighbourhood Planning and Development Assessment Committee
Public and Active Transport Committee.
State Emergency Service (SES): a volunteer organisation which provides practical
support to Queensland communities during emergencies. Council supports Brisbane’s
SES with resources, training and facilities.
Study Brisbane: an initiative driven by Brisbane Marketing, in partnership with government
and industry, for the economic, social and multicultural benefits of Brisbane’s international
education sector.
Sustainable Planning Act 2009: is Queensland’s principal planning legislation. It
coordinates planning at local, regional and state level.
Suburban Centre Improvement Project (SCIP): a program that delivers improvements to
suburban centres in partnership with property owners, improving the centre’s economic
competitiveness, attractiveness, amenity, safety, accessibility and identity by injecting new
life into suburban shopping centres.
Sydney Coordinated Adaptive Traffic System (SCATS): a traffic signal management
system which adjusts signals automatically according to traffic demand. Every intersection
with a traffic signal operated by Brisbane City Council is controlled by SCATS.
T
Tactile street signs: directional signage enhanced for people with visual impairments.
Talent Management Strategy: an integrated approach to acquiring and managing
Council’s workforce throughout 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.
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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.
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.
Your Voice: Council’s employee survey conducted once every 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.
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Index
A
Access and inclusion………………………………………... 41, 43, 69, 71, 72, 74, 75, 137, 259
Active and healthy . . . . . . ……… …………………………………… 10, 30, 57, 69, 70, 71, 263
Active School Travel program. . . . ……………………………………………. .57, 150, 156, 259
Active transport. . . . ………………………………………….... 9, 11, 21, 28, 31, 32, 56, 57, 265
All abilities playground. . . . . . . . . . . . . . ……………………………………………. . 45, 48, 259
Annual Financial Statements. . ……inside cover, 119, 122,.125, 126, 127, 128, 168-257, 262
Annual Plan and Budget. . . . . …………………… .15, 16, 17, 22, 29, 259, 260, 261, 263, 264
Annual Report. . …………….... inside cover, 15, 16, 20, 22, 43, 122, 132, 256, 259, 260, 262
Asia Pacific Cities Summit and Mayors’ Forum (2015APCS). . . . . . . . . . . . 96, 135, 136, 259
Asia Pacific Screen Awards (APSA). . . . …………………………………………… . 20, 73, 259
Asphalt . . . . . . . . . . . . . …………………………………………… . . . . . . 32, 99, 106, 108, 213
Assurance. . . . . . . . . . . . . ………………………………………... 121, 123, 124, 125, 126, 192
Audit Committee . . . . . …………………………………………... . 121, 123, 124, 125, 126, 259
Award(s) . …………………. 19, 20, 33, 34, 39, 40, 41, 43-45, 55, 65, 67, 70, 73, 84, 88, 110,
145, 148, 159, 259, 263
B
Backflow prevention device. . . . . ………………………………………….... . . . . .108, 137, 259
Bikeway(s). . …………………. 3, 9, 20, 21, 44, 56, 57, 58, 108, 117, 206, 207, 208, 213, 214
Biodiversity . . . . . . . . . . . . . . . . . …………………………………….……. . . . . . .7, 30, 49, 259
Bluetooth. . . . . . . . . . . . . . . . . . . . . …………………………………………. . . . . . . . . . 61, 259
Boondall Wetlands Environment Centre. . . ……………………………………………... 49, 259
Brisbane, about. . . . . . . . . . ………………………………………….. . . . . . . . . . . . . . . . . . .2-6
• Sir Thomas Brisbane. . . . …….. 4
• Brisbane River . ……………….. 3, 4, 5, 21, 30, 51, 52, 161, 216, 261, 263, 264
• History. . . . . . . . . . . . . . ……... 4
• Local Government Area (LGA).. 2, 200, 260
Brisbane, Australia’s New World City – see new
World City
Brisbane 2022 New World City Action Plan. . ………………………….20, 83, 86, 87, 101, 259
Brisbane Bus Stop Accessibility
Improvement Program. . . . . . . . . . . . …………………………………………....59, 61, 105, 259
Brisbane City Plan 2014 . . . . ………………………………23, 43, 53, 64, 66, 67, 90, 259, 262
Brisbane Economic Development Plan 2012-2031. ……………………… 68, 82, 83, 191, 259
Brisbane Flood Recovery – see Flood
Brisbane Global Cafe. ………………………………………….. 20, 73, 82, 83, 86, 87, 101, 260
Brisbane Greeters. . . . . . . …………………………………………… . . . . . . . . . . . . . . . 86, 260
Brisbane Local Government Area – see Local
Government Area
Brisbane Marketing . . …………………………………………… . . .86, 113, 125, 199, 260, 265
Brisbane Metropolitan Transport
Management Centre (BMTMC). . . . . . . ……………………………………………. . . . . 61, 260
Brisbane Parking Taskforce (the Taskforce). ................................ . 21, 60, 61, 112, 114, 260
Brisbane Transport . . …………………………………… . . 13, 35, 38, 41, 46, 59, 60, 61, 10206, 114, 125, 127, 128, 136, 192, 237, 238, 260
Brisbane Vision 2031 (Brisbane Vision). . …………….. 6, 7, 13, 15, 16, 94, 97, 100, 110, 260
Budget (and Annual Plan) – see Annual Plan and Budget
262
Bus(es) . …. 3, 9, 21, 23, 41, 45, 48, 56, 57, 59, 61, 92, 102, 103, 104, 105, 110, 117, 155,
156, 165, 181, 191, 192, 198, 200, 206, 207, 208, 209, 212, 220, 227, 259, 261
• CityGlider. . . . . . . . . . . . . . . . 103, 104, 105, 261
• Maroon CityGlider. . . . . . . . . 103, 104, 261
Bushland Acquisition program. ………………………………………………. .47, 48, 49, 54, 260
Bushland Preservation Levy. . . . . . . . . . ………………………………………….... . . . 120, 260
Business and System Efficiency (BaSE) Program. . . . . . . ……. . . 22, 36, 40, 41, 94, 97, 260
Business units . . . …………………………………………… . inside cover, 14, 48, 96, 122, 260
C
Campaign(s). . …………………………………………. . . .41, 42, 78, 83, 86, 98, 100, 138, 141
Carbon. . ……………………………....7, 48, 102, 103, 110, 120, 192, 197, 199, 228, 239, 261
• emissions . . . . . . . . . . . . . . .7, 47, 48, 103
• offsets. . . . . . . . . . . . . . . . . .7, 48, 110, 261
CBD. . . . … . .5, 8, 60, 61, 64, 66, 67, 82, 85, 86, 87, 104, 110, 111, 112, 113, 114, 120, 261
Cemeteries . . . . . . . . . . …………………………………………. . . 3, 11, 79, 99, 127, 128, 237
CCTV . . . . . . ………………………………………... . . . . . 61, 79, 99, 102, 104, 113, 125, 261
Chief Executive Officer (CEO) . . ….. 19, 22, 23, 28, 29, 33, 37, 38, 42, 96, 99, 123, 124,
125, 134, 136, 195, 261, 262
• Report. . . . . . . . . . 19, 22, 23
CityCat. . . . . . . . . . . . ………………………………………….. . . 3, 21, 23, 43, 56, 59, 88, 261
CityCycle . . . . . . . . . …………………………………………. . . . . . . . . . . . . . . . . . . . . 58, 261
City Botanic Gardens Master Plan . . ……………………………………………. . . . 50, 90, 261
City Centre Master Plan. . . . . . . . . …………………………………………. . . . . . . 65, 68, 261
CityGlider – see buses
City Governance. ………………………………………12, 46, 94-100, 118, 189, 190, 192, 264
City Hall. . . …... inside cover, 5, 10, 23, 69, 70, 73, 74, 85, 96, 127, 128, 132, 191, 237, 261
City of Brisbane Act 2010 . . ………… . 15, 122, 127, 130, 134, 136, 175, 177, 178, 199, 261
City Plan – see Brisbane City Plan 2014
City Parking. . …………………………………………….. . . 14, 46, 111-14, 127, 128, 237, 238
Civic administration . . . . . ………………………………………….. . . . . . . . . . . . . . . . . . 12, 95
Civic Cabinet. . ………………………………………… . . . . . . 19, 23, 28-32, 38, 261, 262, 265
Clean, Green and WaterSmart City. . ………… . 7, 46-55, 107, 108, 118, 189, 190, 191, 264
Clem Jones Tunnel (Clem7). . ………………………………………….... . . 3, 62, 229, 232, 261
Code of Conduct . . . . . . . ………………………………………….... . . . . . . . . . . .121, 124, 128
Committee(s). . ……….. 28-32, 38, 72, 83, 94, 95, 96, 110, 121, 123, 124, 125, 126, 131,
132, 134, 135, 141, 143, 144, 147, 148, 150, 151, 153, 162, 165, 166, 238, 259, 261, 262,
264, 265
Communication. …….. 13, 32, 42, 44, 80, 84, 93, 94, 98, 99, 100, 107, 125, 132, 135, 192,
206, 207, 208, 261, 264, 265
Community engagement. . . . . ………………………………… . 65, 89, 90, 100, 158, 261, 265
Community facilities. . . . . . . . . . . . . …………………………………………… . . .10, 61, 72, 73
Community Financial Report. . ……………………………... . . . inside cover, 115, 116-20, 122
Community hall(s). . . . . . . . . . …………………………………………... . . . . .3, 69, 72, 73, 153
Complaint(s). . . …………... . . 53, 67, 76, 78, 81, 94, 121, 123, 124, 126, 127, 129, 134, 262
Congestion . . . …………………... .9, 13, 29, 35, 56, 57, 61, 62, 103, 113, 114, 229, 261, 263
Congestion Reduction Unit. . . . . . ……………………………………………. . . . . . . . . .61, 261
Congestion Report. . . . . . . . . . . ……………………………………………. . . . . . . . . . . . . . . 61
Corporate Governance. . . …………………………………………….. inside cover, 121-28, 192
263
Corporate Plan . . ………………………………... . inside cover, 7, 13, 14, 15, 16, 22, 122, 261
Corporate security. . . . . . . . . . . . . . . …………………………………………….. . . . . . . 94, 125
Councillor(s). …………….. 23, 24-27, 29-32, 94, 96, 99, 123, 129-37, 138, 169, 175, 176,
195, 261, 263, 266
• Attendance. . . . . . . . . . . . . . . . . .129, 133
• Conduct. . . . . . . . . . . . . . . . . . . . 129, 134
• Complaints. . . . . . . . . . . . . . . . . . 129, 134
• Contact information . . . . . . . . . . ..24-27
• Expense Reimbursement Policy. . . . . . 132
• Suspensions. . . . . . . . . . . . . . . . . . . . . .134
• Discretionary funding. . . . . . . . . . . . . . . 138-167
Creative Brisbane Creative Economy 2013-22. …………………………………………. 70, 261
Culturally and Linguistically Diverse (CaLD). . …………………… 40, 72, 90, 91, 98, 100, 261
Customer Contact Centre . . . . . . . . . ……………………………………………. . 23, 89, 91, 92
Customer Focus. ……………………….. 12, 22, 46, 89-93, 112, 118, 189, 190, 192, 261, 264
Customer Focus Vision 2016. . . . ……………………………………………. . . . . . . . . . . . . 261
Cycling Brisbane. . . . . . . . . . . . . …………………………………………… . . . . . . . 21, 58, 261
D
Development assessment. . . ……………..……………... . .8, 28, 31, 34, 63, 64, 66, 191, 265
Development approval. . . . . . . . . . . . . . ………………………………….………… 64, 136, 262
Disability Discrimination Act 1992 (DDA). ………………………… 21, 43, 56, 59, 74, 109, 262
Disaster management . . ………………………….. 13, 32, 41, 49, 94, 100, 125, 260, 262, 264
Disclosures. . ………………………... inside cover, 16, 122, 123, 129-167, 176, 186, 233, 259
Disputes Commissioner, Office of . . . . ……………………………………………... . . ...126,
262
E
Early Warning Alert Service. . . . . . ……………………………………………. . . . . . . . 100, 262
Eat Safe Brisbane . . . . . . . . . . . . . . . . . . . . …………………………………………... . . 77, 262
Economic Development. . . ……………... .11, 12, 20, 28, 32, 46, 65, 66, 68, 82-88, 96, 118,
132, 135, 136, 189, 190, 191, 259, 260, 263, 264, 265
Election . . . . . . . . . . . . . . . . . . . . . . . . . . . . ………………………………………… . . 95, 262
Elected representatives. ……………………………………. . .19, 24-32, 28, 38, 95, 122, 265
Employee(s). ……………………… . 13, 22, 23, 39, 40, 41, 42, 87, 90, 92, 95, 97, 104, 117,
123, 124, 127, 128, 132, 135, 136, 170, 174, 176, 183, 184, 195, 219, 221, 226, 233, 236,
262, 266
Establishment and Coordination Committee – see Civic Cabinet
Ethical standards. . . . . . . . . . . . . . . ………………………………………… . 94, 121, 123, 124
Executive Management Team (EMT). …………………………………………. 19, 33, 195, 262
Expenses. . . ……………………. .17, 18, 115, 117, 123, 129, 132, 169, 170, 188, 189, 190,
195, 196, 197, 223, 231, 234, 238, 242
F
Ferry. . …………………………….. .inside cover, 9, 21, 23, 48, 56, 57, 59, 97, 117, 154, 191,
208, 213
Field Services Group . . . ……………… 13, 35, 36, 38, 46, 106-110, 125, 127, 128, 136, 192
Financial management. . ……………………………….. . 12, 17, 32, 94, 95, 97, 122, 126, 192
Financial sustainability statements – see Annual Financial Statements
264
Flood(ing). . 8, 21, 23, 31, 33, 35, 47, 48, 51, 52, 54, 56, 59, 97, 108, 117, 137, 181, 191,
206, 207, 208, 211, 262, 263, 264
• Recovery. . . . . . . . . . . . . . . . . . . . . . . . . ..35, 117
• Management. . . . . . . . . …………….….. .8, 47, 52, 54, 191, 262
• Flood telemetry gauge. . . . . . . . . . . . .. .. 52, 262
• FloodWise Property Report . . . . . . . . . .. 54, 262
• FloodSmart Future Strategy 2013-2031. . 54, 262
Footpath(s). ……………………….…………….. 20, 53, 60, 81, 108, 126, 137, 179, 213, 214
Frew Park. . . ………………………………………….. . . . . . . . . . . . 21, 44, 47, 50, 54, 55, 262
Full-time equivalent employee. . . . . . . ……………………………………………... . . . . 39, 262
Future Brisbane. . . ………………………... . 9, 46, 51, 63-68, 84, 90, 107, 118, 189, 190, 264
G
G20 Leaders’ Summit. . . ………...5, 20, 22, 23, 37, 40, 44, 50, 73, 74, 82, 83, 86, 87, 94, 95,
96, 98, 99, 101, 104, 107, 125, 260, 263
Graffiti. . . . . ………………………………………. 76, 77, 78, 79, 81, 106, 191, 262, 264, 266
• GraffitiStop. . . . . . . . . . . . . . . . . . . . . . . . 78, 263
• Don’t Be A Fool Tags Aren’t Cool. . . . . ..79, 262
Grant(s). . . ………………….. . 23, 49, 67, 69, 70, 72, 73, 76, 79, 117, 118, 122, 129, 130,
137, 138-67, 170, 174, 175, 177, 188, 189, 194, 197, 223
Green Heart. . . . . . . . . . . . . . . . . . . . …………………..……………………... . . . .49, 199, 263
GreenPower. . . . . . . . . . …………………………………..…….. . . . . . . . . . . . . 7, 47, 110, 263
Growing Older Living Dangerously (GOLD) …………………………………………….. . 71, 263
Growth. . ………………………… 5, 9, 11, 12, 14, 20, 21, 32, 48, 58, 59, 61, 62, 63, 64, 67,
79, 80, 82, 83, 84, 85, 86, 92, 101, 103, 104, 109, 112, 123, 191, 233, 235, 259, 264
H
Healthy Waterways. . . . . . . . …………………………………………… . . . . . . . . . . . . . 52, 263
Heritage. . ………………………. 9, 21, 31, 44, 50, 61, 63, 64, 65, 66, 67, 73, 74, 110, 137,
140, 143, 162, 182, 206, 207, 208, 209
Homeless Connect. . . . . . . . . ………………………………………… . . . . . …. . . . . . . 72, 263
I
Immunisation. . . . . . . . . . . . ………………………………………….. .76, 77, 78, 191, 263, 265
Inclusion – see Access and Inclusion
Information and Communications Technology (ICT).. . . . . . . . . . ………. 13, 94, 99, 123, 260
J
January 2011 Flood. . . . …………………………………………. . . .33, 97, 211, 262, 263, 264
L
Left Turn on Red. . . . . . ………………………………………….. . . . . . . . . . . . . . . .21, 61, 263
Legacy Way. ………….. . . ……… inside cover, 21, 23, 35, 44, 56, 60, 62, 96, 117, 193, 194,
199, 228, 229, 230, 231, 263
Libraries . . . …………………………….. . 3, 10, 21, 30, 69, 70, 71, 72, 75, 88, 116, 191, 263
265
Local Government Systems (LGS) Program. . ………………………………….……….. 22, 40
Lord Mayor(’s) . . . ………………. 6, 16, 19, 20, 21, 22, 23, 24, 28, 29, 33, 37, 38, 40, 60, 70,
71, 82, 84, 85, 86, 87, 94, 95, 96, 98, 99, 101, 125, 130, 131, 132, 133, 135, 136, 137, 138,
256, 259, 260, 261, 263, 266
• Business Excellence Workshops . . . 82, 84, 263
• Business Forums . . . . . . . . . . . . ….. 82, 83, 84, 263
• Business Mission. . . . . . ………… . . 86, 94, 96, 135, 136
• Multicultural Round Table. . . . . . . . . 84, 95, 263
• Report. . . . ……………………………inside cover, 15, 16, 17, 19, 20, 22, 23, 28, 41,
43, 54, 60, 61, 83, 98, 103, 112, 115, 116, 119, 122, 123, 126, 127, 130, 132, 134,
169, 175, 176, 236, 259, 260, 262, 272
• Suburban Initiative Fund. . . . . . . . . 137, 261, 263
• Writers in Residence program. . . . . .71, 263
M
Management, Executive – see Executive Management Team (EMT)
Moving Brisbane. . . ……………... .9, 46, 56-62, 103, 105, 107, 117, 118, 189, 190, 191, 264
Multicultural. . …………………….. 5, 10, 43, 69, 70, 72, 79, 84, 85, 94, 95, 98, 100, 137,
140, 142, 149, 150, 151, 153, 157, 159, 160, 162, 164, 165, 263, 264, 265
N
National Competition Policy (NCP). ………………………... 119, 121, 127, 169, 237, 238, 264
Neighbourhood plans . . . . …………………………………………….. . . 23, 31, 51, 63, 65, 264
New Farm Riverwalk. . . . . . . . . . . . ………………… . . .21, 23, 97, 264
New World City. ……………………………… inside cover, 5, 9, 12, 16, 20, 21, 48, 54, 62, 63,
64, 68, 69, 70, 71, 82, 83, 86, 87, 88, 101, 259, 265
November 2014 Severe Storm Event . . . . . . . . ………………………………………….. . 264
O
OPTIMISE. . . . . . . . . . . . . . . . . . . . . . . ……………………………….………… . . 92, 123, 264
Organisational structure . . . . . . . . . . …………………………………………... . . . . . . . 19, 38
Organisational Zero Harm Strategy 2013-2016. . . . . . . . . . . . . . . . . . . . . . . . . . . .42, 98, 264
Overseas travel. . . …………………………………………... . . . . . . . . . . . . .123, 129, 130,
135
P
Park(s). . ……………………….inside cover, 3, 7, 16, 20, 21, 23, 25, 28, 30, 32, 44, 47, 48,
49, 50, 51, 52, 53, 54, 55, 57, 60, 64, 65, 66, 68, 69, 71, 72, 73, 74, 75, 81, 88, 90, 93, 106,
108, 109, 110, 111, 112, 113, 114, 116, 133, 139, 140, 141, 142, 143, 144, 145, 146, 147,
148, 150, 151, 152, 153, 154, 155, 156, 157, 158, 159, 160, 161, 162, 163, 164, 165, 191,
206, 207, 208, 213, 262, 263, 265
Patronage . . . . . . …………………………………………. . . . . . . 9, 10, 59, 104, 105, 112, 113
Playground(s). . . …………….. .3, 21, 44, 45, 48, 50, 55, 62, 73, 75, 106, 109, 142, 144, 146,
153, 165, 259
Pollution. . . . . . . . . . . …………………………………………... . . . . . . . . . . . . . . . 8, 47, 48, 53
Pool(s). . ………………..3, 10, 50, 62, 69, 72, 73, 76, 126, 136, 147, 162, 206, 207, 208, 212
Population . . ………………………………. . . 2, 4, 5, 6, 9, 11, 14, 23, 61, 64, 80, 84, 100, 260
Public Health and Safety . . ……………… . 11, 46, 76-81, 107, 109, 118, 189, 190, 191, 264
Public Sector Ethics Act 1994 . . . . ……………………………………………. . . . . . . . 123, 128
266
Public transport. ………………. 9, 11, 28, 31, 56, 57, 59, 61, 102-105, 113, 116, 118, 136,
170, 174, 177, 191, 194, 259, 260
Q
Queensland Plan. . . . . . . . . . . . . . . …………………………………………... . . . . . 14, 22, 264
Queen Street Mall. . . ………………………………………….... 5, 20, 82, 84, 85, 113, 188, 225
Queensland Police Service (QPS). . . ………………………….. 44, 74, 79, 124, 125, 264, 265
Queensland Urban Utilities (QUU). ………………………………... 20, 117, 119, 120, 200, 231
R
Rapid Response Group (RRG) . . . . …………………………………………. . . . 77, 78, 80, 264
Rates and charges. . . . . . . . . . . . . . ……………………………………….... . . . . 119, 120, 122
Recycling . . . . . . . . . . . ………………………………………... . . . .8, 47, 48, 53, 109, 110, 264
Registers. . . . . . . . …………………………………………. . . . . . . . . . . . . . 123, 129, 136, 137
Remuneration . …………………………………………. . . . . 123, 129-131, 135, 183, 184, 197
Resource Recovery Centre. . . …………………………………………… . . . . . . . . . . . . 47, 264
Right to Information (RTI). . . . …………………………………………... . . . . . . . . .94, 121, 127
Risk management . ……………………….. 13, 32, 47, 49, 54, 94, 97, 121, 122, 123, 124,
125, 169, 186, 192, 238, 259, 262
River’s Edge Strategy. . . . . . . . . . …………………………………………. . . . . . . . . . 68, 264
Road Action Program (RAP). . . . . . . . …………………………………………... . . . . . . . . . . . 9
Road(s). 3, 7, 9, 20, 21, 23, 25, 26, 27, 29, 35, 44, 45, 49, 50, 51, 52, 53, 56, 57, 59, 60, 61,
62, 66, 68, 106, 108, 109, 116, 117, 126, 136, 137, 139, 145, 146, 147, 150, 152, 153, 157,
161, 163, 165, 177, 179, 180, 181, 191, 197, 206, 207, 208, 209, 213, 214, 215, 216, 218,
227, 229, 259, 260, 261, 263
S
SAP. . . . . . . . . . …………………………………… . . . . . . ….. . . .. . . . . . . . 40,41, 42, 97, 265
Sir Thomas Brisbane Planetarium. ………………………….…….……. .inside cover, 10,70, 73
Sister Cities . . . . . . . . . . . . . . . . …………………………….…….…….. . . . . . . . . 96, 136, 265
Small to medium business (SME). …………………………….….………... . . . . 20, 82, 87, 265
SmartForms. . . . . . . . . . . . …………………………………….…… . . . . 23, 66, 82, 87, 92, 265
Social inclusion. . . . . . . . …………………………………………… . . . . . . . . . . . . . . . . . 10, 72
Social media . . . . . . . . . …………………………………………. ... . 85, 89, 91, 94, 98, 99, 265
Standing committee. . . . ………………………………………… . ... . .. . . . . . . . . . 28, 261, 265
State Emergency Service (SES). . …. 30, 76, 77, 79, 100, 107, 108, 141, 143, 146, 154, 265
Stormwater. . ………………………………………... 16, 21, 47, 51, 52, 54, 108, 214, 218, 259
Strategic planning. . . …………………………... inside cover, 15-18, 31, 85, 94, 122, 124, 194
Study Brisbane . . . . …………………………………………... . . . . . . . . . . . . . . . . . 83, 85, 265
Suburban Centre Improvement Project (SCIP) . . ….. 23, 31, 63, 65, 67, 68, 84, 93, 108, 265
Support Services. . . . . . . . . . . . . . . . . . …………………………………………..39, 94, 97, 140
Sustainability. ……………………… . .6, 7, 17, 18, 28, 30, 34, 38, 47, 48, 49, 65, 110, 115,
119, 122, 123, 125, 138, 191, 262, 265
T
Talent Management Strategy . . ……………………………………………. . .22, 40, 41, 97, 266
Taskforce Against Graffiti (TAG) . . . ……………………………………………. . . . . . . . 79, 266
Tip Shop. . . . . . . . . . . . . . . . . . . . . ………………………………………… . . . . . . 53, 109, 266
267
Transport. . . ………………………… . .9, 11, 13, 16, 21, 28, 29, 31, 32, 35, 38, 41, 46, 56,
57, 59, 60, 61, 65, 67, 93, 102-105, 108, 113, 114, 116, 118, 125, 126, 127, 128, 136, 137,
170, 174, 177, 191, 192, 194, 237, 238, 259, 260, 261, 263, 265, 266
Transport plan(ning). . . . . . …………………………………………... . . . . . 31, 35, 56, 57, 266
Travel . ……………………………….. 21, 56, 57, 59, 62, 104, 105, 123, 129, 130, 132, 135,
139, 142, 145, 150, 151, 152, 155, 156, 161, 165, 191, 259, 261
Tree(s). . . . . ……………………….. . 7, 49, 51, 57, 80, 109, 143, 145, 162, 164, 165, 166,
181, 263
V
Vaccination – see Immunisation
Vibrant Laneways . . . . . . . . . . . …………………………………………... . . 31, 66, 67, 68, 266
W
Ward(s). . ………………………………………. . . . . . 24-27, 95, 132, 133, 135, 138-167, 266
Waste. . . . . . . ………………………. 8, 23, 32, 35, 47, 48, 51, 53, 78, 81, 99, 106, 107, 108,
109, 110, 120, 127, 128, 191, 192, 193, 200, 201, 228, 237, 263, 264
• Green waste. . . …………... . 23, 47, 53, 106, 108, 109, 263
• Waste management . . . . . . . 32, 127
Water . . . . 7, 8, 21, 30, 46, 47, 48, 49, 50, 51, 52, 53, 54, 75, 76, 108, 110, 118, 119, 120,
126, 127, 137, 143, 161, 163, 189, 190, 191, 193, 200, 201, 211, 214, 216, 218, 259, 262,
263, 264
WaterSmart City. . …………………………..….. . 7, 46, 47, 107, 108, 118, 189, 190, 191, 264
Waterways . ………………………..……. .8, 30, 47, 48, 49, 51, 52, 53, 67, 163, 191, 262, 263
Wayfinding signs . . . . . . . . . ……………………………………………. . . . . 21, 82, 83, 88, 266
Website ……………………….... . . 23, 65, 80, 83, 87, 93, 97, 98, 99, 113, 126, 128, 262, 272
Wi-fi. . . ……………………………………….... . . . . . . . .11, 20, 69, 71, 75, 82, 84, 85, 88, 266
Workforce. . . ………………………………………...13, 22, 39, 40, 41, 80, 82, 85, 97, 100, 266
Workplace Health and Safety – see Zero Harm
Y
Your Brisbane. . . ……………………………………10, 46, 69-75 107, 118, 189, 190, 191, 264
Your City Your Say. . . . . . . . . . . . . ………………………………………... 12, 23, 90, 93, 266
Youth Strategy 2014-19. . . . . . . . . . …………………………………………. . . . . . 71, 72, 266
Z
Zero Harm. . . . . . . . . …………………………………………. . . . . . 34, 42, 98, 104, 264, 266
268
Contact details
Council Administration Offices
Brisbane Square
266 George Street, Brisbane Qld 4000
Green Square
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General information
Phone: (07) 3403 8888
Website: www.brisbane.qld.gov.au
For deaf, hearing impaired or speech impaired:
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Additional copies
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(07) 3403 8888 for more information.
Feedback
Feedback on this document is welcome. You can write to us at:
Brisbane City Council
GPO Box 1434
Brisbane Qld 4001
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Acknowledgements
Council thanks all those who contributed to the development of the Annual Report 2014-15.
Translation or interpretation
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City Council 2014-15 Annual Report in alternative formats, or if you need help with
translating and/or interpreting parts of the report.
269
Brisbane City Council
Information
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Brisbane Qld 4001
For more information
visit www.brisbane.qld.gov.au
or call (07) 3403 8888
CA15-414437-01-1160
© Brisbane City Council 2015
270