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BRISBANE CITY COUNCIL

ANNUAL REPORT 2016-17

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WE ARE PLEASED TO PRESENT THE BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17. Brisbane City Council is the largest local government in Australia. Our responsibility is to provide leadership and good governance for the people of Brisbane and to manage our resources to ensure Brisbane is a prosperous and vibrant new world city.

The Annual Report 2016-17 describes Council’s progress and performance over the course of the financial year, reporting on Annual Plan and Budget and Corporate Plan 2016-17 to 2020-21 (Corporate Plan) objectives.

How to read the Annual ReportThis report is divided into a number of main sections beginning with an introduction containing information on Brisbane, Council’s Corporate Plan scorecard and strategic planning.

The report then provides an overview of Council and the organisation, progress and performance for programs and businesses, our community financial report, corporate governance, disclosures and audited financial statements.

While care has been taken to ensure all content is complete and accurate, Brisbane City Council cannot guarantee it is without error.

© 2017 Brisbane City Council

This work is copyright. Permission to reproduce information contained in this report must be obtained from:

Brisbane City Council GPO Box 1434, Brisbane Qld 4001 Phone +61 7 3403 8888 Web brisbane.qld.gov.au

On the cover: Team Brisbane CityCats showing their colours on the Brisbane River.

CONTENTS

SECTION 1: BRISBANE CITY COUNCIL SECTION 6: CORPORATE ANNUAL REPORT 2016-17 ...................... 5 GOVERNANCE .................................... 139Brisbane at a glance ............................................6 Risk management ............................................141Brisbane in profile ................................................8 Assurance Services and Ethical Standards .......141Corporate Plan scorecard ..................................12 Corporate Security ...........................................143Strategic planning ..............................................19 Brisbane City Council Audit Committee ..........143

Complaints management ................................144

SECTION 2: OUR COUNCIL ................... 25 Right to Information and Information Privacy

Lord Mayor’s Report...........................................26 access requests ................................................145

Chief Executive Officer’s Report ........................28 National Competition Policy ............................146

Our elected representatives ..............................30 Code of Conduct .............................................147

Civic Cabinet .....................................................35Executive Management Team ...........................40 SECTION 7: DISCLOSURES .................. 149Organisational structure ....................................45 Councillor remuneration ..................................150

Our people ........................................................46 Councillor expenses reimbursement ...............151

Award recognition .............................................51 Councillor attendance, suspensions, conduct and complaints ..................................153

SECTION 3: PROGRESS AND Executive remuneration ...................................155

PERFORMANCE: PROGRAMS ............... 55 Overseas travel ................................................156Registers kept by Council ...............................158Program 1: Clean, Green and

WaterSmart City .................................................56 Land, reserves and controlled roads ................159

Program 2: Moving Brisbane .............................66 Grants to community organisations .................159

Program 3: Future Brisbane ...............................74 Councillors’ discretionary funds .......................160

Program 4: Your Brisbane ..................................80Program 5: Public Health and Safety .................88 SECTION 8: ANNUAL Program 6: Economic Development..................94 FINANCIAL STATEMENTS ................... 194

Program 7: Customer Focus ............................100Program 8: City Governance ...........................106 GLOSSARY ........................................... 246

SECTION 4: BUSINESS UNITS.............. 115 INDEX .................................................. 255

Transport for Brisbane .....................................116Field Services ...................................................120 CONTACT DETAILS .............................. 261City Parking ......................................................126

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

Brisbane City Hall and King George Square

Brisbane River

SECTION 1: BRISBANE CITY COUNCIL ANNUAL REPORT 2016-17

BRISBANE CITY COUNCIL ANNUAL

REPORT 2016-17

IN THIS SECTION

Brisbane at a glanceBrisbane in profile

Corporate Plan scorecardStrategic planning

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

1,180,825Population

1338.1 km2

Geographical area

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

835,774People employed in the Brisbane Local Government Area

26.5˚CAverage daily high temperature

16.3˚CAverage daily low temperature

Population by age

32.6%

17.61%

12.1%

22.6%

15.1%

0-14 15-24 24-44 45-64 65+

Demographics#

# Approximately 5.8% of Brisbane residents did not state their country of birth. 1.5% of the population had indicated that they identify as Aboriginal and Torres Strait Islander people

63.6%

30.6%

5.8%

Born in Australia Born overseas No response recorded

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

BRISBANE

Brisbane City Council | Annual Report 2016 -176

6605Bus stops

550 Picnic grounds

21CityCats

1223Buses

22Swimming pools

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4787 kmLength of paths and walkways

12Cemeteries and

crematoria

9 Cross river

ferries

2121Parks (natural areas and urban parks)

137Dog off-leash areas in parks

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8Cross river

bridges (excludes CLEM7 tunnel)

9096 ha Natural areas

managed by Council

6671 ha Urban parks managed by

Council (includes sports parks)

79Wharves, jetties,

pontoons and boat ramps

5762 kmLength of

constructed and formed roads

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7Brisbane City Council | Annual Report 2016 -17


BRISBANE IN PROFILE

BRISBANE

Brisbane City Hall and King George Square, 1953

Early history

Brisbane is named after Sir Thomas Makdougall From that point, Brisbane grew quickly due to the Brisbane, a noted astronomer and the sixth Governor region’s rich agricultural industry. The wool trade of New South Wales, serving from 1821-1825. through the Port of Brisbane led to the construction of

‘wool stores’ along the inner city wharves. Brisbane’s history can be traced back more than 40,000 years, when Aboriginal clans – the Turrbal and Jagera In 1859, the colony of Queensland was separated from peoples – lived in the area we now call Moreton Bay. New South Wales, and Brisbane with a population of

6000 was made the capital. Between 1860 and 1865 In 1823, Lieutenant John Oxley entered the Brisbane more than 35,000 new settlers moved to Brisbane.River, finding fertile riverside land. A penal camp was initially established at Redcliffe in 1824 while Brisbane was officially designated city status by the Oxley found a secure site for a penal settlement. passing of the Local Authorities Act 1902. In 1903, The following year the camp moved to the vicinity the first step towards a ‘Greater Brisbane’ was taken of what is now William Street in the Brisbane Central with the amalgamation of the adjacent Booroodabin Business District (CBD). Its official population at that Divisional Board, creating seven wards within the time consisted of 45 men and two women. The penal city boundaries. colony closed for good in 1839, however it wasn’t until

By 1924 the Brisbane area comprised of 20 local 1842 that the Moreton Bay area was opened for free authorities and joint boards, which combined to settlement, with Brisbane Town as its centre. form the modern Brisbane City Council.


Modern day Brisbane

Located on the eastern seaboard, the Brisbane City Council Local Government Area (LGA) is the largest ofAustralia’s capital cities by geographical area, spanninsome 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 dininprecincts, as well as extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Over time, Brisbane has also developed a reputation as a world-class event venue, hosting the Commonwealth Games in 1982, World Expo ‘88, the Goodwill Games in 2001, G20 Leaders’ Summit, the Asia Pacific Cities Summit (2015APCS) and Mayor’s Forum as well as the inaugural Global Tens rugby tournament in 2017.

Expo ‘88 was a defining moment for Brisbane. The cithosted an unparalleled number of people, events and displays from around the world. By the time the party was over, Expo had attracted 38 participating countries, and more than 15 million visitors.

Today, Brisbane is a thriving multicultural city, steadily building on its reputation as Australia’s New World City. It has an economy of $153 billion, accounting for 48.5% of Queensland’s economic output and 9% of Australia’s output.

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

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Landmarks and notable buildings

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

Brisbane City Hall was officially opened in April 1930 by then Governor of Queensland, Sir John Goodwin, having taken 10 years to build. At the time of construction it was one of the most expensive buildings ever built in Australia, with a price tag of almost £1 million. Brisbane City Hall closed its doors in January 2010 for restoration and repair, re-opening to the public in April 2013.

In 1925, the Greater Brisbane Council appointed a Cross River Commission to investigate the need for future bridges. The commission recommended a bridge to address local industry growth and to connect Kangaroo Point to Fortitude Valley and the Brisbane CBD. Grey Street Bridge opened in 1932 and was subsequently renamed in 1955 the William Jolly Bridge in honour of the late William Jolly. Built between 1935 and 1940, the Story Bridge officially opened in July 1940. The bridge was named after J.D. Story, Public Service Commissioner and Vice Chancellor of The University of Queensland.

As the population increased, further bridges were needed. The current Victoria Bridge is the third permanent bridge at the site and opened in 1969, followed by the Gateway Bridge in 1986. The Eleanor Schonell Bridge opened in 2006 and was Australia’s first dedicated pedestrian, cycle and bus bridge. 2010 saw both the Clem7 tunnel and the Go Between Bridge open, reducing congestion and increasing connectivity on Brisbane’s road network.

As more tourists began to arrive in Brisbane, the demand for public space to rival international destinations saw the introduction of King George Square at the entrance of Brisbane City Hall in 1975, and Brisbane’s first mall along Queen Street in 1982. Today, Queen Street Mall is Australia’s most successful mall, with more than 700 retailers.



1 ABS 3218.0, Regional Population Growth, Australia, various editions

Our Council the Brisbane Vision 2031 (Brisbane Vision), Council’s long-term community plan for the city. It details the

Brisbane was declared a municipality – an area with its aspirations for the city’s future and outlines ideas for own local government – in 1859. The first election for achieving this vision.the municipal Council was held in October that year, with 37 candidates for the nine positions on Council. John Petrie, a notable builder and stonemason, was Our goals unanimously elected first mayor.

The main priorities for Brisbane Vision are to: In 1924, Queensland State Parliament passed the City

w maintain or improve quality of life for the of Brisbane Act, setting up a single, citywide local

Brisbane community government for the whole of the region. William Jolly,

w ensure Brisbane has the services and infrastructure Brisbane’s first Lord Mayor, took office in October 1925 to meet the liveability and sustainability challenges and served until 1931. Since then, Brisbane has elected of the future 15 Lord Mayors, including the incumbent Lord Mayor

Graham Quirk. w provide an overarching plan of action for Council, its partners and the people of Brisbane for the next

Upon his election, Lord Mayor Jolly established Town 14 years (up to 2031). Planning and Health Departments. Council buses were first introduced in Brisbane in 1925, travelling along proposed new tram routes, and an immunisation program was started in 1931. In 1961, thousands of Our valueshomes in Brisbane were connected to sewerage lines, Council undertakes business with the following values modernising the city and in December 1965, the first in mind: town plan for the city came into effect, providing a

w passion for Brisbane vision for the future of Brisbane. w respect for people

Today, Brisbane City Council is Australia’s largest w courage to make a difference

local government in both population and budget. It w working together is dedicated to ensuring Brisbane is a great place to

live, work and relax and has a fundamental role to play w getting things done in making the city the best it can be. Guiding this is w value for money.


Timeline

40,000 years ago Aboriginal clans lived in the Moreton Bay area

1823 L ieutenant John Oxley entered the 1925 Brisbane’s first Lord Mayor, William Jolly, Brisbane River, finding fertile riverside land takes office

1824 Penal camp established at Redcliffe 1930 Brisbane City Hall officially opened

1825 Penal camp moved to what is now 1935 S tory Bridge construction commenced William Street

1940 Story Bridge officially opened 1828 Brisbane’s Windmill built

1942 Battle of Brisbane 1828-29 Commissariat Store, the second-oldest

building in Brisbane, is built 1960 Brisbane’s first modern apartment building,

Torbreck at Highgate Hill, completed 1839 Penal colony closed

1969 Current Victoria Bridge opened1842 Free settlement

1974 Severe flood hits Brisbane 1859 Colony of Queensland separated from

New South Wales and Brisbane became 1975 King George Square officially opened

the capital 1982 Q ueen Street Mall, Brisbane’s first

1860-65 M ore than 35,000 new settlers moved mall, opened

to Brisbane 1982 Commonwealth Games

1864 Great Fire of Brisbane 1988 World Expo ’88

1865-66 Immigration Depot built 1990 Boondall Wetlands declared a reserve

1868 Parliament House opens 1996 First CityCat service

1879 First railway in Brisbane built 2001 Goodwill Games

1882 Demonstration of electric lighting of lamp 2007 2 M illion Trees project initiated by posts in Queen Street – first recorded use Council, to restore bushland, develop of electricity for public use in the world wildlife corridors and provide shade to

1886-1928 Construction of the Treasury Buildingcool the city

1893 Black February floods2010 Brisbane City Hall closed for restoration

1901 Central Railway Station completed2011 Severe flood hits Brisbane

1902 Brisbane designated city status by the 2013 Brisbane City Hall re-opened to the public

Queensland Government 2014 G20 Leaders’ Summit

1910 University of Queensland opens 2015 A sia Pacific Cities Summit (2015APCS)

1920 C onstruction of Brisbane City and Mayor’s Forum held in Brisbane

Hall commences 2015 Story Bridge celebrates 75 years

1924 City of Brisbane Act passed, setting up of operation

a single, citywide local government for 2016 Progressed the Brisbane Metrothe whole of the region 2017 Battle of Brisbane



CORPORATE PLAN SCORECARDAbout our scorecard

This scorecard summarises progress towards achieving the medium-term objectives of the Corporate Plan 2016-17 to 2020-21.

Progressing these is central to achieving Council’s long-term community plan, Brisbane Vision 2031.

Overall performance is determined by measuring our achievements against key performance indicators and the progress of major initiatives.

We use a four tier ratings system:

«Delivered: objective is achieved or completed.

On track: work is continuing as planned and budgeted.

Monitor closely: progress is being made but does not match what was planned and budgeted, or progress is difficult to measure. Program or business unit update provided.

Action required: work has stopped or progress is insufficient to achieve the objective.

Program 1: Clean, Green and WaterSmart City

Medium-term (5 year) objective Status

1.1 Sustainability Leadership

Achieve 100% carbon neutrality. «Continually improve energy and carbon management.

Reduce Council’s environmental risks.

1.2 Sustainable Brisbane

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

Reduce the environmental footprint of Brisbane businesses.

1.3 Biodiverse Brisbane

Protect land with significant present or potential ecological value.

Our natural assets are maintained and enhanced.

Threats to biodiversity are managed.

Degraded natural environments are restored.

1.4 Parks, Gardens and Recreation

Park and street trees are planted, maintained and protected for current and future generations.

Park assets are maintained, refurbished and replaced to a standard that reflects a new world city.

Brisbane has a network of parks that meet the diverse recreational and cultural needs of an increasing population.

Brisbane’s parks are upgraded to a standard that reflects community expectations.

Roma Street Parkland and South Bank Parklands are efficiently and effectively managed and well utilised by the community.

1.5 Sustainable Water Management

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

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

Council integrates sustainable water smart initiatives into its operations.



1.6 Focus on the River, Bay and Waterways

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

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

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

1.7 Flood Risk Management

Council uses a risk-based approach to plan for, manage and build capacity to respond to flooding across the city.

Council continues to shape the city’s built form to increase Brisbane’s resilience to flooding.

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

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

1.8 Pollution Free City

Brisbane’s air quality improves.

Environmental risks associated with Brisbane’s closed landfill sites are managed. «The air quality performance of Council’s activities and operations improves.

1.9 Managing and Reducing Brisbane’s Waste and Litter

Effectively manage Brisbane’s waste stream by reducing domestic waste disposal to landfill and increasing the recycling and recovery of waste. «

Keep Brisbane clean by reducing on-ground litter. «

Program 2: Moving Brisbane


2.1 Promoting Active Transport

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

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

2.2 Public Transport

Bus and ferry services will be more accessible to people with a disability.

By 2021, bus patronage will increase to more than 90 million trips per year.

By 2021, ferry services will provide public transport to seven million passengers.

2.3 Transport Network

Improve road safety for all road users around schools.

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

Reduce congestion by standardising and streamlining traffic movements around schools.

Improve amenity, access and safety for pedestrians and cyclists.

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

Reduce the impact of traffic congestion by ensuring the best performance of the transport network.

Maintain and improve the condition of transport network assets.



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

Program 3: Future Brisbane


3.1 Planning for a Growing City

Maintain Brisbane’s prosperity, through sustainable population and employment growth, enhancing lifestyle opportunities and ensuring environmental outcomes through a modern and responsive land use planning and development framework for the city.

Recognise, support and encourage neighbourhood distinctiveness and identity in accordance with local needs and strategic objectives.

Undertake long-term planning that supports the efficient and timely delivery of infrastructure necessary to support and guide the growth of the city.

Work collaboratively with the South East Queensland (SEQ) Council of Mayors and the Queensland Government to benefit Brisbane and the SEQ region, providing the employment, cultural, commercial and social heart of a thriving region.

Provisioning to provide a range of attractive housing choices for Brisbane residents.

3.2 Enhancing Brisbane’s Liveability

Ensure that communities are involved in planning for the future.

Create vibrant, distinctive places with a range of world class amenities that contribute to an appealing lifestyle through policy development, capital works projects and partnerships to promote Brisbane as Australia’s New World City.

Maintain and provide new public art to improve the vibrancy of the city.

3.3 Approving Quality Development

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

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

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

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

Program 4: Your Brisbane


4.1 Thriving Arts and Culture

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

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

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

4.2 Libraries for an Informed Community

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

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


Medium-term (5 year) objective StatusPreserve and manage the corporate memory of Council and the historical record of the city for the people of Brisbane. «

Provide a range of literacy and reading programs which engage children and their parents and carers.

Council’s libraries will have six million visits each year.

350,000 people will attend learning and cultural programs at libraries each year.

Ensure residents have the opportunity to access high quality internet services via Brisbane libraries’ public Wi-Fi network.

Provide access to library meeting spaces to enable and encourage groups to connect, learn, share and explore knowledge, skills and new ideas.

4.3 Active and Healthy Communities

Brisbane’s community is satisfied with Council’s provision of fitness and recreation activities.

Brisbane has many places for play, sport and exercise and promotes a healthy lifestyle for residents.

Provide support to sporting and recreation clubs leasing Council properties.

4.4 Social Inclusion

Council provides services and facilities that are accessible for all people regardless of physical ability, background and circumstance.

Community organisations value Council’s provision of services to Aboriginal and Torres Strait Islander communities, young people, seniors, people with a disability, the homeless, multicultural communities and refugees.

Brisbane residents feel a sense of belonging to their community.

4.5 Community Sport and Recreation Facilities

Council’s community leased facilities are fit-for-purpose.

Council’s sports fields and hard courts are safe, playable and sustainable.

Provide support and guidance to community lessees to achieve sustainable business outcomes to deliver community benefits.

Community lessees are satisfied with Council’s management of sport, recreation and community facilities.

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

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

4.6 City Icons

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

Program 5: Public Health and Safety


5.1 Public Health

Reduce the risk of transmissible diseases in the community by providing accessible vaccination services for Brisbane’s at-risk population.

Minimise vector-borne disease by treating all identified mosquito and pest breeding areas.

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

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



Medium-term (5 year) objective StatusMaintain a 24/7 response capability for urgent matters of public health and safety.

Licence, audit and educate all food businesses, including promotion of their Eat Safe rating, to provide food safety information to the community.

5.2 Citizens’ Security

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

Maintain a high level of safety in the community through safety audits and educational activities.

Graffiti incidents will be removed in five business days and offensive graffiti removed within 24 hours.

5.3 Brisbane City Cemeteries

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

Program 6: Economic Development


6.1 Growing Brisbane’s Economy

Brisbane will be a city where it is easy to do business and will be responsive to business needs.

Brisbane will support the growth and longevity of small and medium enterprises.

6.2 Enabling Economic Growth

Capital investment will support Brisbane’s projected growth.

Brisbane will have the necessary digital infrastructure capability to support a growing digitally-enabled economy.

6.3 A City of Many Skills

Skilled workers think that Brisbane is a desirable place to work.

Continue to support Brisbane’s intake of international students.

6.4 Deliver World-Class Economic Precincts

Brisbane will have a vibrant, world-class city centre which is the retail epicentre of the city and an attractive destination for residents, workers and investors.

6.5 Delivering the Brisbane 2022 New World City Action Plan

Brisbane will strive towards being Australia’s New World City and be a globally significant, regionally connected and vibrant metropolis. Grow the number of major events to bring increased delegate visitor days to the city.

Brisbane will provide support and opportunities for small and medium-sized enterprises.

6.6 Developing Brisbane’s Export Profile

Brisbane businesses have improved access to economic information for decision-making.

Brisbane businesses receive support to grow their business linkages and export opportunities in Asia.


Program 7: Customer Focus


7.1 Engagement

Residents rate Council as being good or excellent in providing residents with opportunities to participate in consultation about issues affecting Brisbane.

Council provides the community with information on its programs, plans, policies and activities and provides good quality information that meets the needs of the community.

7.2 Service Delivery

85% of businesses and residents surveyed agree that it is easy to get in contact with Council.

Council meets the service standards of our Customer Charter.

83% of residents and businesses surveyed are satisfied with Council’s service delivery (across all channels of contact).

7.3 A Council Easy To Do Business With

The community believes that Council understands their needs.

Residents and businesses feel that Council is dedicated to customers.

Program 8: City Governance


8.1 Civic Administration and Support

Council is committed to being an effective and transparent government.

Council will consult widely and openly with the community.

8.2 Regional and International Activities

Foster international relationships that offer economic development opportunities.

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

8.3 Strong and Responsible Financial Management

Remain a financially sustainable organisation. «

Ensure Council’s programs and services meet the current and future needs of the community. «8.4 Value for money Support Services

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

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

Council will be a responsible, inclusive and attractive employer.

Reduce procurement costs while maintaining value.

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

Provide effective risk management.

Protect Council assets, people and the environment.

8.5 Corporate Communication

Align corporate communication with Council’s plans.

Maintain or increase Brisbane residents’ awareness that Council has a vision for the future of the city.

Maintain and improve employee satisfaction via consistent internal communication.



8.6 Information and Communications Technology

Council’s business performance will be supported and improved through ICT.

Increase organisational satisfaction with ICT service delivery.

8.7 Disaster Response and Recovery

Ensure Council remains compliant with the Disaster Management Act 2003. «Build a more resilient city and community.

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

Transport for Brisbane

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

Field Services

Medium-term (5 year) objective StatusProvide high quality, innovative and value for money services to Council.

Deliver programmed services on time and within scope and budget that enhance Brisbane’s liveability.

Field Services’ workforce will have a uniform focus on safety and wellbeing as a critical business enabler.

Field Services will have an engaged, adaptable and highly skilled workforce.

City Projects Office

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

City Parking

Medium-term (5 year) objective StatusContinue to meet customer needs by providing reliable and value for money off-street car parking services that contribute to Council’s economic outcomes.

Provision of the best car parking facility that is easily accessible at the right price with the latest equipment.

A car park that is clean, well presented, energy efficient and safe.

Provide quality car parks that offer the best customer service, price and easy access within the CBD.

Provide equipment of the highest standard and operating features, setting the benchmark for other organisations and car parks.


STRATEGIC PLANNINGCouncil’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:

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Medium-Term Priorities Policy Objectives

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Council’s strategic planning framework aligns with All of Council’s forward planning is guided by its the City of Brisbane Act 2010 and the City of Brisbane long-term community plan, Brisbane Vision. This plan Regulation 2012. was developed in consultation with the community and

was adopted by Council in August 2013.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.

Our Vision

Brisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by all for its friendly, energetic and optimistic character, and subtropical outdoor lifestyle.

Brisbane will be respected for its strong international relationships, particularly with its Asian neighbours, for its boundless innovation and growing economic prosperity.

Everyone living and working in Brisbane has a role to play in achieving Brisbane Vision. Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business. However, there are challenges and goals that need effort and cooperation on more than just a local government level.

Council will partner with various levels of government, other organisations and international partners to work towards the aspirations and targets in the vision. The Brisbane Vision also lists actions members of the Brisbane community can take to help achieve this vision for our city.

Brisbane Vision themes

Our accessible, connected city

Our active, healthy city

Our clean, green city

Our friendly, safe city

Our New World City

Our smart, prosperous city

Our vibrant, creative city

Our well-designed, subtropical city

Long-Term Asset Management Plan

Council provides, owns and manages much of Brisbane’s infrastructure. Council has asset management plans covering major infrastructure classes including transport, stormwater, bridges, buildings and park assets. Council’s adopted Long-Term Asset Management Plan acknowledges these.

Corporate Plan

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

Annual Plan and Budget

In June each year, the Lord Mayor presents and Council adopts the Annual Plan and Budget. The Annual Plan and Budget delivers to Corporate Plan objectives across annual horizons. It allocates budget to program outcomes and to the services, activities and projects that contribute to it.

Reporting

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


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:

w asset sustainability ratio

w net financial liabilities ratio

w 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.

Financial Ratios

Ratio formula and explanation

2016-1

7

actu

als

2017-1

8

pro

po

sed

2018-1

9

pro

po

sed

2019-2

0

pro

po

sed

2020-2

1

pro

po

sed

2021-2

2

pro

po

sed

2022-2

3

pro

po

sed

2023-2

4

pro

po

sed

2024-2

5

pro

po

sed

2025-2

6

pro

po

sed

2026-2

7

pro

po

sed

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

44.1% 48.2% 50.6% 47.2% 48.9% 52.9% 53.5% 53.6% 51.2% 51.7% 52.8%

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

4.6 times

2.7 times

2.2 times

4.1 times

4.4 times

2.6 times

2.3 times

2.8 times

4.4 times

4.6 times

4.4 times

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

6.0% 8.2% 8.6% 8.5% 8.0% 8.3% 8.1% 7.9% 7.3% 7.4% 7.6%

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

50.9% 80.9% 99.1% 83.5% 74.5% 84.0% 82.3% 78.6% 73.1% 74.2% 73.5%

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

8.8 to 1

8.6 to 1

7.7 to 1

8.1 to 1

8.4 to 1

7.9 to 1

7.9 to 1

8.0 to 1

8.0 to 1

7.8 to 1

7.9 to 1

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

13.6% 17.0% 17.0% 17.9% 16.4% 15.7% 15.0% 14.7% 14.3% 14.4% 14.4%

Net Debt Per Capita $985 $1475 $1805 $1713 $1549 $1660 $1703 $1670 $1673 $1730 $1722

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

1.6 0.5 0.5 0.5 0.7 0.7 0.6 0.6 0.5 0.5 0.5



Financial Ratios continued

Ratio formula l sed

sed

sed

sed

sed

sed

sed

sed

sed

sed

and explanation

20

16

-17

ac

tua

s

20

17

-18

o

po

pr

20

18

-19

o

po

pr

20

19

-20

o

po

pr

20

20

-21

o

po

pr

20

21

-22

o

po

pr

20

22

-23

o

po

pr

20

23

-24

o

po

pr

20

24

-25

o

po

pr

20

25

-26

o

po

pr

20

26

-27

o

po

pr

Operating Surplus Ratio Net Operating Surplus/Total Operating Revenue 5.0% -0.5% -1.3% -0.7% 1.1% 0.5% -0.3% 1.4% 2.5% 3.5% 4.3%(Extent to which revenues raised cover operational expenses only or are available for capital funding)

Net Financial Liabilities Ratio Total Liabilities less Current Assets/Total Operating Revenue 76.6% 112.6% 130.2% 117.9% 105.2% 110.3% 106.6% 102.4% 102.3% 103.4% 100.2%

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

Interest Coverage Ratio Net Interest Expense on Debt Service/Total Operating Revenue 3.5% 4.5% 4.8% 5.0% 4.6% 4.5% 4.4% 4.3% 4.1% 4.1% 4.0%(Extent to which Council’s operating revenues are committed to interest expenses)

Asset Sustainability Ratio*Capital Expenditure on the Replacement of Assets (renewals)/Depreciation Expense 82.5% 89.8% 82.4% 75.1% 68.8% 62.3% 63.3% 64.4% 64.1% 64.1% 65.2%

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

Asset Consumption Ratio Written Down Value of Infrastructure Assets/Gross Current Replacement Cost of 76.8% 76.4% 75.8% 74.8% 73.8% 73.1% 72.4% 71.7% 71.2% 70.7% 70.2%Infrastructure Assets(The aged condition of Council’s stock of physical assets)

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


Public art, Wharf St, Brisbane CBD 23Brisbane City Council | Annual Report 2016 -17


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