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Annual Plan andBudget2017-18Including Forward Estimates2018-19 to 2020-21

Presented and submitted to the Council onWednesday, 14 June 2017 by the RightHonourable the Lord Mayor of Brisbane(Councillor Graham Quirk)

Table of Contents

Foreword…………………………………………………..……………………………………………………..…….. 1

Executive and Management of Brisbane City Council…….…………………………..………………………….. 2

Document Overview…………………………………………………………………………………………………… 3

Financial Summary

Summary of Recommendations……………………………………………………………………………………… 7

Budgeted Statement of Comprehensive Income…………………………………………………………………... 8

Budgeted Statement of Financial Position………………………………………………………………………….. 9

Budgeted Statement of Cash Flows…………………………………………………………………………………. 10

Summary of Recommendations – Long Term Financial Forecast……………………………………………….. 11

Financial Ratios………………………………………………………………………………………………………... 12

Program Details

Program 1 – Transport for Brisbane……………..………………………………………………………………….. 14

Program 2 – Infrastructure for Brisbane…………………………………………………………………………….. 24

Program 3 – Clean, Green and Sustainable City…………..……………………………………………………… 38

Program 4 – Future Brisbane………………………………………………………………………………………... 73

Program 5 – Lifestyle and Community Services…..………………………………………………………………. 84

Program 6 – Customer Service……..………………………………………………………………………………..

109

Program 7 – Economic Development..……………………………………………………………………………...

120

Program 8 – City Governance………………………………………………………………………………………..

132

Appendix of Schedules………………………………………………………………………………………………..

150

Businesses and Council Providers…………………………………………………………………………………...

181

Revenue Policy…………………………………………………………………………………………………………

205

Revenue Statement……………………………………………………………………………………………………

208

Resolution of Rates and 21

Charges……………………………………………………………………………………. 9

Glossary………………………………………………………………………………………………………………...

274

Index of Outcomes…………………………………………………………………………………………………….

278

Foreword

Brisbane is a great place to live, work, and relax – it’s a safe, vibrant, green and prosperous city, valued for its friendly and optimistic character and enjoyable lifestyle.

Together, we’ve achieved a lot, but there’s more to be done.

Every day, Brisbane City Council works with residents and local communities to help make our city what it is today with a long-term vision for the future.

It’s that vision and focus that has Brisbane heading in the right direction.

Brisbane City Council is delivering congestion-busting road projects, Australia’s most modern public transport, including the Brisbane Metro, as well as the parks and vibrant, liveable communities that residents deserve – all with a strong economy and more local jobs. We’re growing our city while maintaining the character of our suburbs, planning carefully for inevitable growth and focusing development around transport options.

Building smoother streets and continuing to tackle traffic congestionTaking real action on traffic congestion, while delivering smoother suburban streets, means getting residents home quicker and safer with more travel options.

• keeping our streets smooth with continued record investment in resurfacing• four-laning the Inner City Bypass to allow for future growth• upgrading Kingsford Smith Drive with more lanes, better intersections and dedicated bikeways• improving Brisbane’s crucial bayside link with upgrades to Wynnum Road• taking real action on congestion with 90 congestion-busting suburban road projects.

Building our local economy while creating new and innovative jobs Supporting small business and nurturing innovation means a strong economy with more jobs right across Brisbane.

• helping small business with partnerships in the suburbs and a 24/7 business hotline• nurturing innovation with the Digital Brisbane Program • supporting emerging businesses with the state-of-the-art innovation hub, The Capital • activating business precincts with free public Wi-Fi.

Keeping Brisbane clean, green and sustainableKeeping Brisbane clean and green is all about making our city liveable and sustainable for our children, and their children to follow.

• remaining Australia’s largest 100% carbon neutral organisation• protecting enough bushland and parks to fill more than 13,000 Suncorp Stadiums• maintaining more than 2000 parks, with more created all the time• named Australia’s Most Sustainable City 2016• ensuring Brisbane’s 35% natural habitat stays on track for 40%.

Creating new lifestyle and leisure opportunities A liveable city is about more than just new jobs and better roads. More leisure options mean exciting events and vibrant local markets, with better facilities and venues for all ages to enjoy.

• helping deliver more than 50,000 markets, festivals and events each year • making Mt Coot-tha a leisure and adventure precinct with a new zipline, picnic areas and walking trails• extending library opening hours, with nine new or upgraded libraries • delivering 27 free outdoor gyms, two new world-class BMX facilities and five new aqua parks.

Delivering Australia’s most modern public and active transport, including the Brisbane Metro World-class public transport means more buses for the suburbs, fewer cars on the road and quicker, more comfortable trips, and more travel options for residents.

• delivering the new 21km, high-frequency Brisbane Metro, with two dedicated lines• expanding the CityCat fleet, including new express CityCats • creating dedicated bikeways and active travel options with a $100 million investment• keeping our bus fleet 100% air-conditioned and wheelchair and pram accessible.

By delivering on a strong plan now, with a vision that looks to the future, Brisbane City Council is improving quality of life for residents while ensuring our city has the services and infrastructure to meet the needs of future generations.

1

Executive and Management of the Brisbane City Council

The Right Honourable, the Lord Mayor of Brisbane, Councillor Graham Quirk

Chairman of the Establishment and Coordination Committee and ex-officio member of all other standing committees.

Establishment and Coordination Committee (E&C)

Councillor Adrian Schrinner Deputy Mayor and Chairman, Public and Active Transport Committee

Councillor Krista Adams Chairman, Finance and Economic Development Committee

Councillor Matthew Bourke Chairman, Lifestyle and Community Services Committee

Councillor Amanda Cooper Chairman, Infrastructure Committee

Councillor Peter Matic Chairman, Field Services Committee

Councillor David McLachlan Chairman, Environment, Parks and Sustainability Committee

Councillor Julian Simmonds Chairman, City Planning Committee

Executive Management Team

Colin Jensen Chief Executive Officer

Bill Lyon Divisional Manager, Organisational Services

Geoffrey Beck Divisional Manager, Transport for Brisbane

Andrea Kenafake Divisional Manager, City Planning and Sustainability

Paul Salvati Divisional Manager, Lifestyle and Community Services

Scott Stewart Divisional Manager, Brisbane Infrastructure

Pip Hold Divisional Manager, City Administration and Governance

Mica Julien Executive Manager, Field Services

3

Document Overview

Purpose

The Annual Plan and Budget is the key annual operational and financial planning document of Brisbane City Council.

• It provides the funding for the activities of Council for the coming year• It states the annual operational plan for the coming year• It provides financial accountability for Council through budgeted financial statements• It reflects the policies and direction of the Lord Mayor and Council• It is consistent with Council’s long term financial forecast, Corporate Plan and the Brisbane Vision.

Documents

Four documents relating to the 2017-18 Annual Plan and Budget are produced.

• the Lord Mayor's Budget Speech, a transcript of the speech delivered to Council, which provides the direction for the operations, programs and financial management of Council

• the Annual Plan and Budget document provides details of revenues to be raised, program allocations, business information, annual operational plan, budgeted financial statements and the Resolution of Rates and Charges

• the Annual Plan and Budget Summary document provides an overview and key highlights of the Annual Plan and Budget

• the Schedule of Fees and Charges document provides details of the fees and charges set for Council products and services for the financial year.

Interpreting the Annual Plan and Budget document

Setting the Annual Plan and Budget

Council has prepared the Annual Plan and Budget in accordance with accrual accounting and reporting procedures required under Australian Accounting Standards. It complies with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.

Specifically, the City of Brisbane Regulation 2012 requires Council to prepare for the budget year, and the next two financial years, the following three key financial statements: (i) income and expenditure (ii) financial position a n d (iii) cash flows. The City of Brisbane Regulation 2012 also requires Council to include its revenue policy, a revenue statement and a long term financial forecast for the budget year and the following nine years.

The Annual Plan and Budget Document commences with an Annual Plan and Budget Overview, which compares the budgeted financial allocations for the 2017-18 budget year with the anticipated financial outcome for 2016-17. The overview is structured to present the financial estimates in a Summary of Recommendations – Long Term Financial Forecast showing:

• the increase / decrease in operating capability• the proposed allocations of expenses, estimates of revenue, assets, liabilities and equity• the anticipated closing accumulated surplus from 2016-17• the proposed accumulated surplus at the end of 2017-18.

4

Document Overview

The purpose of the Budgeted Financial Statements follows.

Statement of Comprehensive Income

The Statement of Comprehensive Income details the revenues and expenses for the 2017-18 Annual Plan and Budget period and the next two financial years, calculated on an accrual basis, and provides details of expected financial performance for these periods. It enables readers to identify the cost of goods and services to be provided and the extent to which those costs will be recovered from revenues raised.

The Statement of Comprehensive Income reflects the total Council operations, including Businesses and Council Providers.

The net result of the Statement of Comprehensive Income gives rise to an increase or decrease in Operating Capability.

Statement of Financial Position

The Statement of Financial Position shows the assets, liabilities and equity of Council, thereby providing information about the resources controlled by Council and other information which is useful for assessing Council's financial structure, solvency and capacity for adaptation.

The Statement of Financial Position highlights the budgeted financial position of Council at the end of 2017-18 and the next two financial years, in relevant categories of assets, liabilities and equity.

Assets and liabilities are disclosed as current and non-current. This distinction is based on the likelihood of the respective items being liquidated, sold or received within the 12 month Annual Plan and Budget periods. Items, which are deemed to meet these criteria, are classed as current assets or current liabilities. All other items are then classed as being non-current.

The equity provides an understanding of the budgeted movements in the Reserve and the Accumulated Surplus.

Together, these accounts reflect the Net Community Assets of the Council.

Statement of Cash Flows

The Statement of Cash Flows reflects the cash movements of Council for 2017-18 and the next two financial years. Payments to employees and suppliers for materials and services or for the acquisition of assets are compared with cash received from rate revenue, subsidies and proceeds from sales of assets and investments.

The information provided in the Statement of Cash Flows, together with other information in the financial statements, assists in assessing the ability of Council to generate cash flows to meet its financial commitments as they fall due.

Long Term Financial Forecast

Council’s Long Term Financial Forecast includes:a) the income of Councilb) the expenditure of Council, andc) the value of its assets, liabilities and equity of Council for the budget year and the following nine years.

Financial Ratios

5

Document Overview

As required by the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012, the following measures of financial sustainability are presented for 2017-18 and the next nine financial years:

• Asset Sustainability Ratio• Net Financial Liabilities Ratio• Operating Surplus Ratio

Whilst not a requirement of the City of Brisbane Act 2010 and City of Brisbane Regulation 2012, other ratios have been included because Council believes they provide valuable information to users of the financial statements.

Program Information

Detailed information on each program is covered by a separate chapter in the Annual Plan and Budget document in the following format:

• Program Overview - This includes a program goal and description, a summary of the estimates by outcome for the program showing the anticipated 2016-17 and proposed 2017-18 budgets

• Outcome - This includes a description for each outcome and an overview describing its strategic direction and alignment to Council’s Corporate Plan and the Brisbane Vision

• Strategy - For each strategy, the Annual Plan and Budget document contains a description• Service - Each service provides a description and a Service Budget split between Operating (Core) and

Projects• Operating Budget - The anticipated 2016-17 and proposed 2017-18 budgets for each service excluding the

budget for projects• The Total Project Expenditure Combined with Rolling Projects list shows the proposed 2017-18 Annual Plan

and Budget and forward estimates for 2018-19 to 2020-21 for all expenditure projects in a program. The forward estimates are indicative for planning purposes and signify an intention to allocate resources. They imply neither a commitment nor an obligation. Similarly, any item which subsequently may be allotted a higher priority may be funded, even though currently not included

• The 2017-18 Annual Plan and Budget proposes new program, outcome, strategy and service structures. Every effort has been made to show accurate comparatives.

Appendix of Schedules

Individual activities that are undertaken to rehabilitate or enhance Council's infrastructure such as roads, footpaths, drainage, parks, etc. are, for the purpose of the 2017-18 Annual Plan and Budget, combined into projects that are termed 'Schedule' projects. Activities for Schedule projects are listed in the Appendix of Schedules and have a brief description, location and indicative estimate.

Businesses and Council Providers

The following information is included:

• A list of Council’s significant business activities subject to National Competition Policy (NCP) reporting requirements

• A schedule for projects undertaken by Businesses or Council Providers that details the expenditure allocation for projects in 2017-18 and incorporates a rolling program showing forward estimates for projects in the subsequent three years

• Businesses and Council Providers overview - A description of Businesses or Council Providers delivering significant business activities (subject to NCP reporting requirements) is provided with a budgeted income

6

Document Overview

statement showing the anticipated 2016-17 and proposed budgets for 2017-18 and the next two financial years. Annual performance plans are provided for Transport for Brisbane and City Parking, as required by the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.

Revenue Policy

Council’s Revenue Policy states the principles that Council proposes to employ in the budget year for levying rates and charges, granting concessions, recovering overdue rates and charges for funding physical and social infrastructure costs for new development.

Revenue Statement

Council’s Revenue Statement provides detail about Council’s revenue raising measures, including rating categories and concessions.

Resolution of Rates and Charges

A formal resolution that sets out the various rates levied by Council and any associated charges.

Rounding

Figures in tables and generally in the text have been rounded. Discrepancies in tables between totals and sums of components are due to rounding. Estimates are rounded to the nearest thousand, and estimates midway between rounding points are rounded up.

Managing Operational Risk

Council manages operational risk by:

• the use of planning, project and program management and risk management methodologies• developing and maintaining operational plans for the delivery of projects and services• regular reporting to E&C on all key projects funded by the Annual Plan and Budget• monitoring the efficiency and effectiveness of services delivered within the Annual Plan and Budget and both

quarterly and annual reporting by the CEO to full Council• ensuring executives and staff within Council are both appropriately skilled and accountable for identifying and

effectively managing risks within their area of responsibility• providing tools, training and advice to the organisation to ensure effective management of risks and

compliance obligations• monitoring and providing assurance that risks are being managed effectively and in accordance with Council

policies and standards, laws, regulations and commitments• providing regular risk and compliance reports for its Executive Management Team

7

Document Overview

• providing an internal audit function that adopts a risk-based approach to provide assurance over risk management and control activities across Council

• reporting the results of any internal audit reviews to its Executive Management Team.

8

Budget OverviewSummary of Recommendations

For the year ending 2016-17 2017-18 2018-19 2019-2030 June 2018 Anticipate

dProposed Proposed Proposed

$000 $000 $000 $000

Operations

Revenue 2,240,355 2,199,301 2,222,068 2,528,321Expenses 2,021,134 2,026,361 2,091,852 2,168,921

Increase in operating capability 219,221 172,940 130,216 359,400Accumulated surplus at beginning of year 10,066,298 10,285,51

910,458,45

910,588,67

5

Accumulated surplus at period end 10,285,519 10,458,459

10,588,675

10,948,075

Note:(i) Figures in the Budgeted Financial Statements have been rounded to the nearest thousand with the figures midway between rounding points rounded up

7

Budget Financial StatementsBudgeted Statement of Comprehensive Income

For the year ending 2016-17 2017-18 2018-19 2019-2030 June 2018 Anticipated Proposed Proposed Proposed

$000 $000 $000 $000

IncomeRates and utility charges 1,057,964 1,102,566 1,164,535 1,233,044Less discount and pensioner remissions -43,519 -41,638 -41,101 -40,512

1,014,445 1,060,928 1,123,434 1,192,532

Donations, contributions, subsidies and grants 309,258 278,160 255,668 249,618Fees and charges 249,982 202,958 210,347 214,705TransLink Transit Authority 318,998 326,743 334,785 343,068Interest 12,713 12,397 7,712 8,591Other revenue 334,959 318,115 290,122 519,807

1,225,910 1,138,373 1,098,634 1,335,7892,240,355 2,199,301 2,222,068 2,528,321

ExpensesEmployee costs 675,135 692,435 691,640 734,160Materials and services 1,576,645 1,840,095 1,795,141 1,485,996Depreciation and amortisation 335,837 355,337 376,542 387,937Finance costs 89,730 101,754 106,414 114,741Loss on disposal of property, plant and equipment and intangibles

55,613 23,177 23,174 23,171

Other expenses 107,051 60,637 63,740 66,0422,840,011 3,073,435 3,056,651 2,812,047

Less capitalised expenses -818,877 -1,047,074 -964,799 -643,126

2,021,134 2,026,361 2,091,852 2,168,921

Increase in operating capability 219,221 172,940 130,216 359,400

8

Budget Financial StatementsBudgeted Statement of Financial Position


$000 $000 $000 $000

Current assets Cash and cash equivalents 638,519 172,259 147,931 155,826 Receivables 64,239 62,203 62,674 76,270 Inventories 17,750 20,560 20,080 16,783 Other 88,730 88,730 88,730 88,730 Non-current assets held for sale 56 56 56 56

809,294 343,808 319,471 337,665Non-current assets Other financial assets 184,828 188,329 189,128 189,928 Investment in associate 2,158,143 2,158,143 2,158,143 2,158,143 Property, plant and equipment 18,606,235 19,255,059 19,786,261 20,012,174 Intangibles 335,095 335,544 349,036 333,610 Defined benefit plan 11,213 11,213 11,213 11,213

21,295,514 21,948,288 22,493,781 22,705,068Total assets 22,104,808 22,292,096 22,813,252 23,042,733

Current liabilities Payables 332,730 369,502 363,313 314,805 Other financial liabilities 84,846 84,649 99,185 96,822 Provisions 196,594 196,594 196,594 196,594 Other 36,274 36,274 36,274 36,274

650,444 687,019 695,366 644,495Non-current liabilities Payables 6 6 6 6 Other financial liabilities 1,892,094 1,867,174 2,249,767 2,170,719 Provisions 31,660 31,659 31,659 31,659 Other 2,444 2,444 2,444 2,444

1,926,204 1,901,283 2,283,876 2,204,828

Total liabilities 2,576,648 2,588,302 2,979,242 2,849,323

Net community assets 19,528,160 19,703,794 19,834,010 20,193,410

Community equity Asset revaluation surplus 9,240,328 9,240,331 9,240,331 9,240,331 Fair value reserve 2,313 5,004 5,004 5,004 Accumulated surplus 10,285,519 10,458,459 10,588,675 10,948,075

Total community equity 19,528,160 19,703,794 19,834,010 20,193,410

9

Budget Financial StatementsBudgeted Statement of Cash Flows


$000 $000 $000 $000

Cash flows from operating activitiesReceipts Net rates and utility charges 1,015,190 1,063,790 1,124,073 1,180,163 Fees and charges and TransLink Transit Authority 566,510 528,876 544,022 556,546 Subsidies and grants 107,911 115,648 93,182 87,048 Contributions 171,143 133,012 132,987 133,069 Interest 12,713 12,397 7,712 8,591 Other 199,555 179,722 161,533 389,178

2,073,022 2,033,445 2,063,509 2,354,595Payments Employee costs 665,802 698,042 690,598 732,938 Materials and services costs 1,529,427 1,800,526 1,801,893 1,532,429 Finance costs 85,947 97,974 102,645 110,991 Other 107,051 60,447 63,540 65,842

2,388,227 2,656,989 2,658,676 2,442,200

Less capitalised expenses -818,877 -1,047,074 -964,799 -643,1261,569,350 1,609,915 1,693,877 1,799,074

Net cash used in operating activities 503,672 423,530 369,632 555,521

Cash flows from investing activitiesProceeds from disposal of property, plant and equipment and intangibles

44,142 48,788 49,891 51,032

Payments for property, plant and equipment and intangibles

-818,877 -1,047,074 -964,799 -643,126

Dividends received 134,910 137,393 127,589 129,629

Net cash used in investing activities -639,825 -860,893 -787,319 -462,465

Cash flows from financing activitiesProceeds from borrowings 500,000 49,659 478,008 14,024Repayment of borrowings -54,554 -78,556 -84,649 -99,185Net cash used in financing activities 445,446 -28,897 393,359 -85,161

Net increase/(decrease) in cash held 309,293 -466,260 -24,328 7,895Cash at beginning of year 329,226 638,519 172,259 147,931

Cash at year end 638,519 172,259 147,931 155,826

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Budget Financial StatementsSummary of Recommendations – Long Term Financial Forecast

For the year ending 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-2730 June 2018 Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed

$000 $000 $000 $000 $000 $000 $000 $000 $000 $000

Operations

Revenue 2,199,301 2,222,068 2,528,321 2,590,003 2,484,386 2,627,509 2,723,378 2,958,940 3,044,144 3,090,822

Expenses 2,026,361 2,091,852 2,168,921 2,217,730 2,309,517 2,478,204 2,514,251 2,566,300 2,622,913 2,685,800

Increase in operating capability 172,940 130,216 359,400 372,273 174,869 149,305 209,127 392,640 421,231 405,022

Accumulated surplus at beginning of year 10,285,519 10,458,459 10,588,675 10,948,075 11,320,348 11,495,217 11,644,522 11,853,649 12,246,289 12,667,520

Accumulated surplus at period end 10,458,459 10,588,675 10,948,075 11,320,348 11,495,217 11,644,522 11,853,649 12,246,289 12,667,520 13,072,542

Total assets 22,292,096 22,813,252 23,042,733 23,328,302 23,740,373 23,901,494 24,104,602 24,580,044 25,128,007 25,540,963Total liabilities 2,588,302 2,979,242 2,849,323 2,762,624 2,998,601 3,009,162 3,001,854 3,083,338 3,208,718 3,215,265Total community equity 19,703,794 19,834,010 20,193,410 20,565,678 20,741,772 20,892,332 21,102,748 21,496,706 21,919,289 22,325,698

Note:(i) Figures in the Budgeted Financial Statements have been rounded to the nearest thousand and the figures midway between rounding points are rounded up

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Budget Financial StatementsFinancial Ratios

For the year ending 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-2730 June 2018 Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed ProposedRevenue Ratio 48.2% 50.6% 47.2% 48.9% 52.9% 53.5% 53.6% 51.2% 51.7% 52.8%Net rates and utility charges revenue / Total revenue(Council's dependence on rate income)

Debt Servicing Cover 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(Operating capability increase + Debt servicing costs) / Debt servicing costs(Extent to which debt servicing cost requirements are covered by the increase in operating capability)

Debt Servicing Ratio 8.2% 8.6% 8.5% 8.0% 8.3% 8.1% 7.9% 7.3% 7.4% 7.6%Debt servicing and redemption cost / Total revenue(The capacity of the council to service its outstanding debt)

Net Debt/Revenue Ratio 80.9% 99.1% 83.5% 74.5% 84.0% 82.3% 78.6% 73.1% 74.2% 73.5%Net debt / Total revenue(Council's borrowing ability)

Debt Exposure Ratio 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 1Total assets / Total liabilities(Council's exposure to debt)

Debt Commitment Ratio 17.0% 17.0% 17.9% 16.4% 15.7% 15.0% 14.7% 14.3% 14.4% 14.4%Debt servicing and redemption costs / Net rate and utility charges revenue(Identifies Council debt redemption strategy)

Net Debt Per Capita $1,475 $1,805 $1,713 $1,549 $1,660 $1,703 $1,670 $1,673 $1,730 $1,722

Working Capital Ratio 0.5 0.5 0.5 0.7 0.7 0.6 0.6 0.5 0.5 0.5Current assets / Current liabilities(Extent to which Council has liquid assets available to meet short term financial obligations)

Operating Surplus Ratio -0.5% -1.3% -0.7% 1.1% 0.5% -0.3% 1.4% 2.5% 3.5% 4.3%Net operating surplus / Total operating revenue

(Extent to which revenues raised cover operational expenses only or are available for capital funding purposes)

12

Budget Financial StatementsFinancial Ratios

For the year ending 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-2730 June 2018 Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed Proposed

Net Financial Liabilities Ratio 112.6% 130.2% 117.9% 105.2% 110.3% 106.6% 102.4% 102.3% 103.4% 100.2%Total liabilities less current assets / Total operating revenue(Extent to which the net financial liabilities of Council can be serviced by its operating revenues)

Interest Coverage Ratio 4.5% 4.8% 5.0% 4.6% 4.5% 4.4% 4.3% 4.1% 4.1% 4.0%Net interest expense on debt service / Total operating revenue(Extent to which Council’s operating revenues are committed to interest expenses)

Asset Sustainability Ratio 89.8% 82.4% 75.1% 68.8% 62.3% 63.3% 64.4% 64.1% 64.1% 65.2%Capital expenditure on the replacement of assets (renewals) / Depreciation expense(Approximation of the extent to which the infrastructure assets managed by Council are being replaced as these reach the end of their useful lives)

Asset Consumption Ratio 76.4% 75.8% 74.8% 73.8% 73.1% 72.4% 71.7% 71.2% 70.7% 70.2%Written down value of infrastructure assets / Gross current replacement cost of infrastructure assets(The aged condition of a Council’s stock of physical assets)

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Program 1 – Transport for Brisbane

Transport for Brisbane

Program goal

Transport for Brisbane will deliver Australia’s most modern public transport including the Brisbane Metro. This will enable efficient and sustainable movement of people.

Program description

Council is focused on developing and maintaining Brisbane as a liveable and easy city to get around. Effective alternative transport options provide lifestyle choices for the community, opportunities to reduce congestion and deliver economic, social and environmental benefits. Council aims to achieve the provision of these alternative travel options through investment in public and active transport and by adopting and encouraging use of new technologies.

Between 2012 and 2016, a record $120 million was invested to upgrade and expand the city’s bikeways and associated services. A further $100 million will be invested between 2016 and 2020 to deliver continued improvements to Brisbane’s active transport network.

Continued investment in modern, environmentally friendly, air-conditioned and accessible buses as well as the continued success of the popular Bus Upgrade Zones (BUZ), the Blue CityGlider and the Maroon CityGlider has ensured Transport for Brisbane carries significantly more passengers than the entire SEQ City train network.

Council invests in bus, CityCat and ferry networks to deliver quality services. Planning is well underway for the Brisbane Metro to ease Brisbane’s busway and inner city network congestion and increase suburban service offerings.

Council will continue to invest in growing Brisbane’s transport networks and services into the future.

Major initiatives in 2017-18 include:

• providing a Council public transport operating subsidy of $123.9 million • delivering 60 new air-conditioned and accessible rigid equivalent buses, including 10 new 18 metre

articulated buses• continuing the $100 million program for bikeway infrastructure over four years to create connections in

Brisbane's top employment areas and improve bikeway links between Kangaroo Point to Indooroopilly and Toowong to Woolloongabba

• sustaining the growth of the Cycling Brisbane program• delivering detailed planning for the construction of future Disability Discrimination Act 1992 (DDA)

compliant ferry terminals• ongoing upgrades of Council’s bus stops to provide a more accessible public transport network• continuing refurbishment and full overhaul of two Generation 1 CityCats• design and procure a new CityCat• investigate and test refurbishment options associated with the end of operational life of the Generation 2

CityCats.

Program outcomes and financial summary

Program outcomes Anticipated Proposed Anticipated Proposed Anticipated Proposed2016-17 2017-18 2016-17 2017-18 2016-17 2017-18

$000 $000 $000 $000 $000 $000

Expense Revenue Capital1.1 - Active Transport 24,996 24,854 12,725 11,666 42,358 44,622

1.2 - Public Transport 146,924 150,907 27,609 23,463 60,472 108,360

171,920 175,761 40,334 35,129 102,830 152,982

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Outcome 1.1 Active Transport

Outcome description

Brisbane provides an extensive network of safe, convenient and connected pathways and bikeways to enable residents and visitors to easily move around the city. This helps to reduce traffic congestion and contributes to a healthier, sustainable and more accessible city.

Where we are now

The Brisbane Active Transport Strategy 2012-2026 encourages active transport as part of Council’s balanced approach to reducing Brisbane’s traffic congestion by promoting an active and healthy lifestyle. The strategy provides a targeted approach to promoting cycling and walking as healthy, sustainable and attractive means of transport and recreation. The strategy is supported by the Brisbane Bikeway Network Plan, which caters for future population and employment growth as identified in Brisbane City Plan 2014.

Brisbane’s active transport network has been expanded as a result of Council’s record $220 million investment in bikeway infrastructure between 2008 and 2016. Through the Better Bikeways 4 Brisbane program, Council is investing a further $100 million between 2016 and 2020 to deliver five major corridors and more than 35 suburban bikeways. In addition to these significant investments in active transport infrastructure, Council delivers a range of lighting, bike parking, signage and other projects to improve safety for cyclists and pedestrians across the city.

Council will continue to review and improve our active transport network to ensure the needs of our growing city are met and future investment is aligned with Council’s policy directions and goals. Council delivers two targeted behaviour change programs, Cycling Brisbane and Active School Travel; working closely with schools and the community to provide the tools and resources needed to actively travel easily and more often.

Council continues to work with the Queensland Government in planning, delivering and maintaining active transport infrastructure.

Council provides a public bike hire scheme within the inner city to encourage short trips by bicycle. CityCycle is part of Council's plan to get people riding, reduce traffic congestion and relieve parking pressure in the inner city. With up to 2000 bikes and 150 convenient locations, CityCycle is an affordable, healthy and convenient way to connect people to the places they live, work, play and study. Stations are conveniently located near key bus, train and ferry stations in the inner city so people can leave the car at home. Since the scheme’s establishment, more than 1.8 million trips have been taken on CityCycle. Recent years have seen double-digit growth in ridership of the scheme.

Where we want to be

Council will continue to deliver an interconnected network of pathways and bikeways, associated facilities and a range of initiatives to encourage people of all ages and abilities to travel actively as part of an active, healthy and sustainable lifestyle.

Council will continue to grow CityCycle patronage and customer satisfaction with the scheme as a cost-effective, enjoyable way to commute to work and education. Council will encourage the community to discover Brisbane as a New World City along with its attractions by bike as part of an active and healthy lifestyle.

Strategy 1.1.1 Promote Sustainable Travel Choices

Encourage people to travel actively in order to reduce congestion and support a clean, healthy and sustainable city.

Service 1.1.1.1 Promote Sustainable Travel Choices

This service will continue to promote active travel and provide schools and the community with the resources needed to change travel behaviours and help reduce traffic congestion.

The Active School Travel (AST) program encourages children and their carers to walk, ride, scooter, take public transport and car-pool to or from school. Benefits include:

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• reducing traffic around schools, making the road environment cleaner and safer for students and residents

• encouraging healthier and more active school communities• contributing to cleaner neighbourhoods with reduced carbon emissions • increasing the road safety knowledge of children by giving them the practical skills and confidence to

actively travel more often.

In 2016, the Active School Travel program successfully reduced the number of single-family car journeys to participating schools by 25% and increased walking rates by 20%. In 2017, the program will work with 47 schools across the city to embed active travel behaviour.

Cycling Brisbane is Council’s program to encourage people of all ages and abilities to cycle more often. Whether for transport, leisure or sport, Cycling Brisbane provides the tools, incentives and information to encourage residents to get on their bike and enjoy Brisbane’s bikeway infrastructure. Cycling Brisbane is a free membership-based initiative providing discounts and incentives to promote and overcome barriers to riding. The program works in partnership with over 50 supporting businesses and organisations. Since the program launched in early 2014, Cycling Brisbane’s membership numbers have grown to more than 14,800.

Through a dedicated website, e-newsletter, social media presence and attendance at events, members and the wider community are becoming more aware of Brisbane’s bikeways.

Cycling Brisbane will continue to provide engagement opportunities for residents and visitors to provide feedback and find out about riding in and around Brisbane. This initiative also contributes towards a number of objectives outlined in the Brisbane Active Transport Strategy 2012-2026.

Operating Anticipated Proposed2016-17 2017-18

$000 $000Expense 603 491Revenue 3 3

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Active School Travel Capital - - - -Expense 750 768 807 824Revenue - - - -

Travel Behaviour Change Capital - - - -Expense 977 984 1,018 1,044Revenue - - - -

Strategy 1.1.2 Plan and Design the Active Transport Network

Develop plans to connect and expand Brisbane's bikeway and shared path network. Council will continue to review our active transport network to ensure that our active transport network is fit for purpose and aligns with Council’s goals and objectives.

Service 1.1.2.1 Plan and Design the Active Transport Network

This service builds on the Brisbane Active Transport Strategy 2012-2026 through strategic planning for bikeways and pedestrian connections throughout Brisbane.

Council’s organised approach will ensure the provision of a safe, interconnected and enjoyable active transport network of bikeways and shared pathways, as well as the associated infrastructure such as lighting, way finding signage and bike racks.

Council will continue to work closely with the Queensland and Australian Governments to ensure a collaborative approach to the planning and provision of new active transport facilities.


$000 $000Expense 683 700

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Revenue - -

Strategy 1.1.3 Providing Active Transport Infrastructure

Build and maintain a connected and safe footpath and further expanded bikeway network for Brisbane.

Service 1.1.3.1 Providing Active Transport Infrastructure

Since 2008, Council has invested $220 million to link the active transport network and service Brisbane’s major employment areas. Council has worked to improve local suburban bikeways including lighting, signage, bicycle racks, mid-trip facilities and safety measures.

Council is committing a further $100 million between 2016 and 2020 to the Better Bikeways 4 Brisbane program to extend the city’s network of bikeways, improving access to local destinations and the CBD. This investment will provide five major bikeway corridors and at least 35 suburban bikeways, linking to the city’s existing commuter network. This will be complemented by additional investments in bikeways that will be delivered as part of significant road projects.

This service also supports the Cycling Brisbane program to encourage the community to cycle more often and to enjoy the city’s significant network of bikeways and pathways.


$000 $000Expense 521 14,556Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Bikeway Reconstruction (Refer Appendix of Schedules) Capital 1,240 1,268 1,311 1,342Expense 266 272 282 283Revenue - - - -

Constructing Key Bikeway Links in Brisbane Suburbs(Refer Appendix of Schedules)

Capital 26,138 27,994 16,299 16,945Expense - - - -Revenue 978 2,125 2,253 1,500

Enhancing Safety and Cyclist Facilities Capital 743 658 846 868Expense 1,419 1,367 937 940Revenue - - - -

Footpath and Bikeway Contributed Assets Capital - - - -Expense - - - -Revenue 1,500 1,500 1,500 1,500

Footpath Reconstruction (Refer Appendix of Schedules) Capital 6,565 6,749 7,021 7,185Expense - - - -Revenue - - - -

Ward Footpath and Parks Trust Fund (Refer Appendix of Schedules)

Capital 9,936 9,528 9,568 9,790Expense 2,114 2,085 2,090 2,142Revenue - - - -

Strategy 1.1.4 Transport Partnerships

Provide the CityCycle public bike hire scheme and maximise private sector partnerships to help offset transport infrastructure costs.

Service 1.1.4.1 Transport Partnerships

Council operates CityCycle in partnership with the private sector to provide a public bike hire scheme that delivers an active, healthy and convenient option for commuters and visitors to the inner-city as part of our integrated public transport arrangements.

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Council also works with its street furniture advertising partner to deliver private sector funding to help offset the cost of public transport infrastructure.


$000 $000Expense 3,830 3,581Revenue 9,347 9,185

Outcome 1.2 Public Transport

Outcome description

High quality public transport services are delivered through the provision of a modern bus and ferry fleet, and accessible public transport infrastructure with a focus on customer service. Public transport helps to reduce road congestion, contribute to the city’s environmental goals, and make it easier and more enjoyable to travel around Brisbane.

Where we are now

Council maintains a unique position among Australian councils by providing funding for and operating its own public transport fleet. Council operates one of the largest and most modern bus fleets in Australia, along with the city’s iconic ferry fleet.

Council’s CityFerries, CityHopper and CityCats service 22 kilometres along the Brisbane River from Northshore Hamilton to St Lucia. With 25 ferry terminals throughout the network, the service provides an enjoyable and unique experience for commuters, tourists and recreational travellers. The free CityHopper service is designed to make inner-city Brisbane a tourist-friendly destination and complements the free City Loop bus service.

During the previous four-year term, 300 rigid equivalent air-conditioned and wheelchair accessible buses were added to the fleet, making Council’s bus fleet 100% DDA compliant and one of the youngest in the country. A further 60 rigid equivalent buses have been delivered during 2016-17, in addition to the substantial investment in planning for the Brisbane Metro to assist in combating traffic congestion.

Although the funding of public transport is a Queensland Government responsibility, undertaken by the TransLink Division of the Department of Transport and Main Roads, Council is committed to collaborate with the Queensland Government to plan, fund and operate Brisbane's bus and ferry services. Council also makes a significant investment to maintain an efficient and effective bus and ferry network.

Council is undertaking a rolling program of works across Brisbane to upgrade bus stops to provide improved accessibility. It is part of Council’s Brisbane Vision 2031 to provide a safe, accessible and well-connected city for everyone. By the end of 2016-17, Council anticipates that more than 1800 bus stops will have been upgraded under the Bus Stop Accessibility Improvement Program.

Where we want to be

Public transport services provide viable, attractive and sustainable alternatives to using private vehicles.Brisbane’s public transport will be frequent, convenient, reliable, safe and easy to use while continuing to increase the level of access to facilities and services in Brisbane.

Accessible bus and ferry services continue to enhance Brisbane’s liveability. Council remains committed to upgrading the city's bus and ferry network to provide improved access for everyone. Future upgrades and new public transport assets aim to meet the requirements for public transport outlined in the DDA and associated disability standards.

Council will continue to work with the Queensland Government to plan and deliver an extensive, connected and integrated public transport network, as well as invest in infrastructure, where appropriate, to improve levels of service and encourage greater public transport use. There will be a continuation to leverage partnership opportunities from bus stop infrastructure to assist in funding improvements.

In 2017-18, Council will continue to support the cost of providing bus CityCat and ferry services.

Strategy 1.2.1 Providing High Quality Ferry Services

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Council will continue to subsidise and operate CityCat, CityFerry and the free inner-city, CityHopper ferry services to provide high frequency, high quality public transport services on the Brisbane River. Council will introduce new express SpeedyCat services during the 2016-20 term.

Service 1.2.1.1 Enhance the Ferry Infrastructure Network

Council will continue to upgrade its ferry terminal infrastructure as an important part of the city’s public transport network. There is a commitment to upgrading the city’s ferry network to provide improved access for everyone. All future upgrades and ferry network assets aim to meet the requirements for public transport in the DDA, Disability Standards for Accessible Public Transport 2002 and the Disability Standards 2010 (Premises Standards).

In 2017-18, Council will continue to progress with the design and upgrade of ferry terminals.

Council will commence design and procurement of a new CityCat in 2017-18 and refurbish two Generation 1 CityCats to complete the Generation 1 CityCat Relife. From 2018-19 Council will commence investigations and testing of options for Generation 2 CityCats reaching the end of operational life.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Ferry Operations Centre Capital 679 - - -Expense - - - -Revenue - - - -

Ferry Terminal Upgrades Capital 11,968 13,436 13,109 14,017Expense - - - -Revenue - - - -

Generation 1 CityCats Relife Capital 1,835 - - -Expense - - - -Revenue - - - -

Generation 2 CityCats Renewal Capital - 4,635 - -Expense - - - -Revenue - - - -

New CityCat Capital 1,524 2,438 - -Expense - - - -Revenue - - - -

Service 1.2.1.2 Provide Ferry Services and Maintenance

Ferry services are an important part of the public transport network, stretching 22 kilometres along the Brisbane River. Council’s ferry network provides access for commuters along and across the river. Council will continue to provide significant funding for infrastructure and the operation of ferry services ensuring our investment is delivering the most efficient network possible for Brisbane ratepayers.

This service includes continuing contract payments to the ferry operator covering related operational, service delivery and maintenance costs.

Funding of Brisbane's free inner-city ferry service, the CityHopper is included in this service. The Queensland Government also provides a funding contribution to the cost of ferry operations.


$000 $000Expense 18,211 18,308Revenue 18,211 18,308

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

CityCat Lease Buyout Capital 764 2,407 732 2,162Expense - - - -Revenue - - - -

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Council CityCat and Ferry Operating Subsidy Capital - - - -Expense 29,282 30,426 33,037 34,692Revenue - - - -

Strategy 1.2.2 Providing High Quality Bus Services

Ensure that Brisbane residents continue to have access to a high quality, accessible and modern bus services.

Service 1.2.2.1 Enhance the Bus Infrastructure Network

This service covers the provision of buses and bus depots and other measures to support an efficient public transport network for Brisbane.

Funding has been provided to purchase 60 rigid equivalent new air-conditioned and accessible buses to meet the network and DDA requirements and maintain one of the youngest bus fleets in the country. Included in this project is the purchase of 10 new 18 metre articulated buses, with capacity for 56 seated passengers and 60 standing, totalling 116, to service existing high volume routes.

The service will also continue to ensure that Brisbane ratepayers receive an efficient, strategic and optimised bus network for their investment.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Bus Build Capital 32,749 34,043 36,366 37,139Expense 148 154 159 163Revenue - - - -

Service 1.2.2.2 Support Bus Services and Maintenance

Council is the major provider of bus services in Brisbane. Due to the investment made by Council, Transport for Brisbane now operates one of the largest and most modern bus fleets in Australia.

A key objective is to continue to provide services to enable more Brisbane residents to utilise public transport by helping to reduce congestion. To achieve this, Council will continue to provide a significant financial contribution towards the operating costs of Transport for Brisbane. This funding is in addition to and distinct from the funding Transport for Brisbane receives from TransLink for operating services. Council also provides for a dedicated cleaning and maintenance regime to ensure the bus stop network is maintained to a high standard.

Council will continue to operate the free CBD Loop and Spring Hill Loop services. In conjunction with the Queensland Government, Council will continue to subsidise the Blue CityGlider, Brisbane's Bus Rapid Transit Service between West End and Newstead. Council will also fully fund the successful Maroon CityGlider service which operates between Ashgrove and Stones Corner, providing services to Brisbane's popular sports, entertainment and food precincts including Caxton Street, Suncorp Stadium, South Bank and The Gabba.


$000 $000

Expense -333 3,071Revenue -200 -200

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Blue CityGlider Capital - - - -Expense 5,741 5,867 6,049 6,186Revenue 4,605 4,780 4,863 4,960

Coot-tha Shuttle Capital - - - -Expense - 653 1,336 1,367

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Revenue - - - -Council Bus Transport Operating Subsidy Capital - - - -

Expense 85,290 86,996 88,736 90,511Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Maroon CityGlider Capital - - - -Expense 5,937 6,103 6,319 6,488Revenue - - - -

Personalised Public Transport Service Capital - - - -Expense 600 611 620 634Revenue - - - -

Response to Council's Bus Safety Review Capital 492 244 - -Expense 798 1,139 - -Revenue - - - -

Strategy 1.2.3 Develop Public Transport Strategies and Plans

Develop public transport strategies and network plans that will enhance the future liveability of Brisbane City.

Service 1.2.3.1 Plan for Public Transport

Council will work with strategic stakeholders in the development and optimisation of the public transport network to ensure Council's investment is appropriately targeted to Brisbane's requirements. This will be supported by developing, updating, monitoring and communicating public transport initiatives and network plans.

Planning of the public transport network will include bus stop and ferry terminal infrastructure to support high quality services and to prioritise opportunities for reducing congestion.

Council will continue to work proactively with TransLink and the Queensland Government to achieve the best outcomes possible for Brisbane’s public transport customers and ratepayers. This includes implementing Council’s broad ranging 10 Point Plan to improve public transport in Brisbane and to accommodate the future growth of the network.


$000 $000Expense 604 617Revenue - -

Strategy 1.2.4 Provide Intermodal Facilities

Provide bus stop infrastructure facilities that increase the accessibility and attractiveness of public transport.

Service 1.2.4.1 Integrate the Various Modes

This service will involve the continued development and upgrading of infrastructure to support Council’s public transport services and encourage residents to reduce traffic congestion by using public transport more often.

Council’s bus infrastructure network consists of:

• 11 bus interchanges• approximately 6200 actively serviced bus stops• 10 legacy Park ‘n’ Ride facilities (at seven bus stops and three ferry terminals).

Activities within this service include:

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• provision of new bus stops to meet growth in community demand• continued improvement of the existing bus stop network by upgrading bus stops to meet community needs.

These activities include working closely with the Queensland Government to provide equitable access across the entire public transport network in Brisbane.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Accessible Bus Stops Capital 5,767 7,959 8,941 10,834Expense 590 607 633 649Revenue 750 750 750 750

Public Transport Facilities Capital 2,923 1,671 1,745 1,796Expense 525 540 570 582Revenue - - - -

Strategy 1.2.5 Brisbane Metro

In 2016, Brisbane City Council announced the Brisbane Metro concept and committed to preparing a business case for the project during the 2016-17 year.

Council has since completed a range of technical assessments and conducted extensive consultation with the community and key stakeholders evolving Brisbane Metro to provide an expanded network of high frequency services between Eight Mile Plains and the Royal Brisbane and Women’s Hospital (RBWH) at Herston. The project will also service the University of Queensland (UQ) via the Eleanor Schonell Bridge and the Boggo Road Busway.

Council will continue to progress the Brisbane Metro in 2017-18, with the key aims of reducing bus congestion in Brisbane’s inner city streets by removing buses from the CBD, reducing travel times and improving reliability of public transport services for metropolitan passengers.

Service 1.2.5.1 Brisbane Metro

Brisbane Metro will run over 21 kilometres linking Eight Mile Plains, Roma Street, RBWH and UQ Lakes busway stations using existing infrastructure. The alignment will feature two new high capacity and high frequency metro lines:

• Metro 1 – Eight Mile Plains busway station to Roma Street busway station• Metro 2 – RBWH busway station to UQ Lakes busway station.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Brisbane Metro Capital 49,659 78,008 114,023 187,422Expense - - - -Revenue - - 100,000 200,000

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Total project expenditure combined with rolling projects

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Accessible Bus Stops 6,357 8,566 9,574 11,483Active School Travel 750 768 807 824Bikeway Reconstruction (Refer Appendix of Schedules) 1,506 1,540 1,593 1,625Blue CityGlider 5,741 5,867 6,049 6,186Brisbane Metro 49,659 78,008 114,023 187,422Bus Build 32,897 34,197 36,525 37,302CityCat Lease Buyout 764 2,407 732 2,162Constructing Key Bikeway Links in Brisbane Suburbs (Refer Appendix of Schedules)

26,138 27,994 16,299 16,945

Coot-tha Shuttle - 653 1,336 1,367Council Bus Transport Operating Subsidy 85,290 86,996 88,736 90,511Council CityCat and Ferry Operating Subsidy 29,282 30,426 33,037 34,692Enhancing Safety and Cyclist Facilities 2,162 2,025 1,783 1,808Ferry Operations Centre 679 - - -Ferry Terminal Upgrades 11,968 13,436 13,109 14,017Footpath Reconstruction (Refer Appendix of Schedules) 6,565 6,749 7,021 7,185Generation 1 CityCats Relife 1,835 - - -Generation 2 CityCats Renewal - 4,635 - -Maroon CityGlider 5,937 6,103 6,319 6,488New CityCat 1,524 2,438 - -Personalised Public Transport Service 600 611 620 634Public Transport Facilities 3,448 2,211 2,315 2,378Response to Council's Bus Safety Review 1,290 1,383 - -Travel Behaviour Change 977 984 1,018 1,044Ward Footpath and Parks Trust Fund (Refer Appendix of Schedules)

12,050 11,613 11,658 11,932

Total 287,419 329,610 352,554 436,005

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Program 2 – Infrastructure for Brisbane

Infrastructure for Brisbane

Program goal

Brisbane’s transport network enables the efficient and sustainable movement of people, freight and services. This program continues to build smoother streets and tackle traffic congestion.

Program description

Council recognises the need to maintain Brisbane as an easy city to get around. Effective transport networks deliver economic, social and environmental benefits. Traffic congestion increases the costs of goods and services, while reducing amenity and convenience. Council will relieve traffic congestion through this program, funding the delivery of road and intersection upgrades and adopting and encouraging use of new technologies.

Investment on significant projects such as Kingsford Smith Drive, Wynnum Road, Corridor Stages 1 and 1B, Telegraph Road Corridor and upgrade of the Inner City Bypass will continue in 2017-18. These upgrades are critical to the future of the city, to improve safety and relieve congestion on our roads.

Council remains committed to upgrading high priority road network links, including road and intersection upgrades and local road improvements. Corridor planning, a process of developing multi-modal management plans for main arterial corridors and their local transport networks, will inform a rolling program of projects.

Major initiatives in 2017-18 include:

• continuing to upgrade the Inner City Bypass (ICB)• continuing construction of the Kingsford Smith Drive upgrade• providing funding for the road resurfacing program to a total of $90 million per year• continuing operation of the Congestion Reduction Unit to manage the operation of the Brisbane road

network and deliver projects attacking congestion to improve safety throughout the city• maintaining $8 billion worth of transport and traffic infrastructure to safe and acceptable standards• progressing the Telegraph Road Corridor upgrade• progressing the Wynnum Road Corridor Stages 1 and 1B upgrade• enhancing school safety by working with schools to develop traffic management plans• providing additional Portable Speed Warning Signs and the continued rotation of the existing signs• installing new Light Emitting Diode (LED) signs to improve safety at known hotspots.



$000 $000 $000 $000 $000 $000

Expense Revenue Capital2.1 - Roads and Transport Network

Management432,623 398,740 175,618 158,101 481,817 636,783

2.2 - Parking Management 18,122 22,772 30,718 32,456 585 3,056

450,745 421,512 206,336 190,557 482,402 639,839

Outcome 2.1 Roads and Transport Network Management

Outcome description

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

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Where we are now

Brisbane’s roads provide a wide range of functions and facilitate various transport modes, including motor vehicles (private and commercial cars, buses, taxis and trucks), cyclists and pedestrians. Our roads are used daily by residents of Brisbane and other local government areas within the South East Queensland region to access employment, education, services and recreational opportunities. Freight vehicles also rely on the network to link supply areas with industrial areas and markets such as Australia TradeCoast, Brisbane Airport and the Port of Brisbane.

Brisbane’s transport network is extensive and includes motorways and highways, arterial roads, suburban, district, neighbourhood and local roads. This equates to 5728 kilometres of road within the Brisbane City local government control, compared with the Queensland Government’s control of more than 320 kilometres (including its toll-road network) within the Brisbane City local government control.

An increasing population, combined with continuing economic growth in Brisbane and the region, increases pressure to maintain and upgrade the transport network to meet the needs of all users now and into the future. While public and active transport help to share the transport task, the primary movement of goods and services continues to be on the road network.

Investment in the road network will have positive economic and accessibility outcomes for Brisbane and the region. Although funding contributions are received from the Australian and Queensland Governments for some transport projects, Council funds the major components of upgrading and maintaining our city’s road network for the benefit of the region. This means that our road and transport networks are substantially funded from general rates revenue.

Where we want to be

Council will continue to invest in Brisbane's road network through co-operation and partnerships with other levels of government and the private sector, to ensure that our city's key transport infrastructure needs are sustainably met.

The road network provides for safe and efficient movement of people and goods by the most appropriate modes and routes. The network is used efficiently to maximise Council’s investment with coordinated management across the region. There is sufficient capacity to cope with a variety of transport demands of the city and the region. The network is well managed and quickly adapts to traffic incidents, keeping Brisbane moving. Projects and services are highly integrated and deliver best value for the city.

Council continues to work with the Australian and Queensland Governments and other groups including the Council of Mayors South East Queensland to explore innovative funding and financing options for transport infrastructure.

Strategy 2.1.1 Plan and Design the Network

Plan and design the transport network according to the principles of transport planning which include value for money and sound asset and financial management.

Service 2.1.1.1 Plan and Design the Network

Robust and sustainable planning and design will ensure that the city's transport network links residential, employment and activity centres. Planning and design is well integrated with the regional transport network including connections with state and other local government roads and transport systems. This approach considers integration of the network with surrounding land uses and protection of the environment and liveability values for the community.

The planning, design, construction and management of the transport network is critical to achieve the future economic, environmental, lifestyle and social values of the Brisbane community and visitors to our city.

A key initiative to continue in 2017-18 is the development of a New Transport Plan for Brisbane. The plan will provide the long term framework for planning and delivering transport networks and services to achieve the community’s future vision for Brisbane. The plan will also prepare the transport network for managing emerging innovations such as autonomous vehicles, electric and other low-emission vehicles, more efficient movement of freight and balancing transport demands in a 24/7 New World City environment.

- 25 -


The key activities under this service include:

• developing, consulting and completing the new Transport Plan for Brisbane• investigating, planning and managing the transport impacts of major city developments including State

Priority Development Areas• monitoring and updating Brisbane’s road and freight network plans• integrating transport network planning and city development activity• undertaking concept planning and design for future network upgrades• developing concept plans for major urban transport corridors• reviewing and updating traffic and transport models that assist planning and management of the transport

network• providing specialist transport input to other Council programs• undertaking transport assessments and planning for significant development applications, including state

projects• continuing to review and update Council’s transport design drawings and specifications• managing and assessing heavy vehicle movement permits on Council roads under the National Heavy

Vehicle Regulator legislation• integrating planning of the city’s road, public transport and active transport networks.


$000 $000Expense 9,625 9,938Revenue 7 7

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Corridor Planning Capital - - - -Expense 276 283 297 304Revenue - - - -

Emerging Projects Land Acquisition Capital 2,189 2,432 3,391 3,436Expense - - - -Revenue - - - -

Network Investigations Capital - - - -Expense 412 422 444 454Revenue - - - -

Road Network Design (Refer Appendix of Schedules) Capital 2,220 3,613 3,742 4,213Expense - - - -Revenue - - - -

Transport Planning Studies Capital - - - -Expense 556 569 598 611Revenue - - - -

Strategy 2.1.2 Build the Transport Network

Build a safe transport network that enhances accessibility and reduces congestion.

Service 2.1.2.1 Build the Transport Network

This service will build an improved transport network across the city through a range of key major road construction and intersection upgrades.

A quality transport network relies on the delivery of key physical transport assets in line with the needs of a capital city in a fast growing region. Upgrades to the Inner City Bypass (ICB) will provide a major improvement to the network, which will see the ICB southbound widened from three to four lanes, between the northern approach to the Royal National Agricultural and Industrial Association tunnel and the Legacy Way portal. The ICB northbound will be widened between the Legacy Way tunnel and the ICB Herston exit. The upgrade will improve safety, reduce traffic congestion and increase capacity for existing and future traffic demands. The innovative funding model will also deliver long-term savings for ratepayers.

- 26 -


Additional key components of improving the network will be the continued upgrade of major transport corridors. The upgrade of Kingsford Smith Drive will reduce traffic congestion and improve safety on this busy road. This upgrade is under construction and will cater for the continuing growth of Brisbane Airport, Port of Brisbane, Northshore Hamilton and Australia TradeCoast.

The Wynnum Road corridor upgrade will improve safety and cater for existing and future traffic demands. Stage 1 is the upgrade of Lytton Road from four to six lanes between Latrobe Street and Canning Bridge with investigation works to inform the design of Stage 1B between Canning Bridge and Riding Road, Norman Park.

Council will continue with major upgrades to Telegraph Road to facilitate the Gateway Upgrade North project which is jointly funded by the Federal and State Governments in an 80:20 split. Telegraph Road provides the major east-west arterial link for Brisbane’s northern suburbs. Undertaking this complementary upgrade work to support the Gateway Upgrade North will provide a substantial improvement for traffic movements in our northern suburbs.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Boundary Road Progress Road to Kelliher Road Upgrade Capital 8,040 - - -Expense - - - -Revenue - - - -

Inner City Bypass Upgrade Capital 9,569 980 - -Expense - - - -Revenue 14,983 - - -

Kingsford Smith Drive Upgrade Capital 223,210 195,057 22,608 -Expense - - - -Revenue - - - -

Paradise Road Upgrade Capital 513 - - -Expense - - - -Revenue 125 - - -

Progress Road Stage 4 Capital 25,091 3,055 608 -Expense - - - -Revenue 11,107 1,314 269 -

Stapylton Road and Johnson Road Intersection Upgrade Capital 9,535 7,010 217 -Expense 821 - - -Revenue 3,891 2,558 77 -

Telegraph Road Stage 1B Capital 10,729 111 - -Expense - - - -Revenue 4,288 - - -

Wolston Creek Bridge Upgrade Capital 11,717 - - -Expense - - - -Revenue 4,885 - - -

Wynnum Road Corridor Stage 1 Capital 22,554 23,136 6,589 -Expense - - - -Revenue - - - -

Service 2.1.2.2 Improve Local Transport Networks

Improve access to major transport networks throughout Brisbane, minimise traffic congestion and improve safety in local areas. Providing a quality transport network requires new and upgraded local transport assets.

The key activities of this service include construction of:

• minor road projects• upgrades to bridges and culverts• local area traffic management projects.

The Local Area Traffic Management projects will deliver traffic calming measures to improve safety by moderating vehicle speed in our local streets, such as speed bumps and chicanes.

- 27 -


To improve access and connectivity throughout Brisbane, the Bridges and Culvert Construction project will deliver new bridges and upgraded crossing facilities at existing minor bridges and culverts across Brisbane’s extensive network of creeks.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Bridge and Culvert Construction - New (Refer toAppendix of Schedules)

Capital 2,086 2,163 2,233 2,303Expense - - - -Revenue - - - -

Council Contributions to Developer Constructed Works Capital 4,500 2,620 2,755 2,814Expense - - - -Revenue - - - -

District Projects (Refer Appendix of Schedules) Capital 3,127 3,191 3,248 3,322Expense - - - -Revenue - - - -

Kerb and Channel Contributed Assets Capital - - - -Expense - - - -Revenue 5,000 5,000 5,000 5,000

Local Access Network Improvements (Refer Appendix of Schedules)


Local Area Traffic Management - Traffic Calming(Refer Appendix of Schedules)


Modernise Traffic Signal Communications Capital 2,648 2,911 3,029 3,136Expense 1,538 1,404 1,493 1,491Revenue - - - -

New Kerb and Channel and Kerb Ramps Construction(Refer Appendix of Schedules)

Capital 435 448 465 476Expense - - - -Revenue - - - -

Retaining Walls and Embankments (Refer Appendix of Schedules)


Road Construction Minor Traffic Density (ReferAppendix of Schedules)


Road Contributed Assets Capital - - - -Expense - - - -Revenue 11,000 11,000 11,000 11,000

Suburban Corridor Modernisation (Refer Appendixof Schedules)


Traffic Signals Hardware Equipment Capital 8,498 8,767 9,131 9,353Expense - - - -Revenue - - - -

Service 2.1.2.3 Projects Attacking Congestion

Alleviating congestion and improving safety across the city will be achieved through a network wide focus on improvements that will improve traffic capacity to meet current and future traffic volumes along Brisbane’s road network corridors.

Providing improved road safety, access, and capacity on Brisbane’s road network through significant black spot safety improvements and a range of road and intersection improvements is a priority. Analysis of road network operations and travel times will determine key congestion-reducing and safety projects across the city.

Intersections that experience high levels of peak hour traffic congestion present a significant safety hazard. Installing traffic signals and altering intersections to align with major traffic movements will help reduce

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congestion and improve safety. This includes on-road bicycle lanes and off-road shared paths for pedestrians and cyclists which are often delivered as part of these upgrades.

The key activities of this service will include:

• upgrade or renewal of intersections• installation of traffic signals• installation or upgrade of pedestrian crossing facilities• line marking and signage changes to reduce congestion and improve safety.

There is a focus on road corridors and intersections that are known to be increasing in traffic volumes. Designs for a number of projects are underway, in preparation for future consultation and completion in 2017-18.

Works will continue to improve suburban roads such as Beckett and Hamilton Roads and Old Cleveland Road corridors. This will support growth in the outer suburbs of our city, improve access as well as reduce congestion and travel times for road users. Network improvements will include intersection upgrades while traffic signal network hardware and communications equipment will be modernised to improve reliability and safety.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Beckett and Hamilton Roads Capital 3,634 1,368 - -Expense - - - -Revenue - - - -

Boundary Road at Whites Hill Reserve Access Road Capital 2,217 - - -Expense - - - -Revenue - - - -

Chatsworth, Boundary and Samuel Roads Capital - 1,023 2,008 -Expense - - - -Revenue - - - -

Congestion Busting Projects (Refer Appendix of Schedules) Capital 2,826 3,023 3,131 3,227Expense 3,024 2,015 1,928 1,955Revenue - - - -

Days Road and Kedron Brook Road Capital 910 2,658 2,709 -Expense - - - -Revenue - - - -

Green Camp Road Capital 8,643 18,476 116 -Expense - - - -Revenue 3,815 6,185 - -

Gresham Street Bridge Capital - - 5,193 5,261Expense - - - -Revenue - - - -

Ivory Street and Boundary Road Capital 879 - - -Expense - - - -Revenue - - - -

Major Traffic Improvements - Intersections (ReferAppendix of Schedules)

Capital 18,805 24,346 21,477 21,700Expense - - - -Revenue 4,637 3,492 3,492 3,000

Moggill Road, Coonan Street and Keating Street Capital 911 915 - -Expense - - - -Revenue - - - -

Murphy Road and Ellison Road Roundabout Capital 8,748 20,686 9,711 390Expense - - - -Revenue - - - -

Old Cleveland Road Capital 1,479 - - -Expense - - - -Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Player Street Connection Capital 8,745 1,651 158 -

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Expense - - - -Revenue 4,625 816 77 -

Raymont and Grange Roads Capital 2,505 936 - -Expense - - - -Revenue - - - -

Signal Modifications Reducing Congestion Capital 878 731 761 780Expense 157 160 167 170Revenue - - - -

Telegraph Road Corridor Stage 2 Capital 70,375 52,636 1,157 -Expense - - - -Revenue - - - -

Waterworks Road Capital 1,920 3,567 3,513 -Expense - - - -Revenue - - - -

Wynnum and Murarrie Roads Capital 887 2,698 - -Expense - - - -Revenue - - - -

Wynnum Road Stage 1B Capital 7,106 4,499 104 -Expense - - - -Revenue - - - -

Service 2.1.2.4 Partnering for Safer Schools

This service funds safety and other related improvements around schools. Many of these projects are dependent on funding from the Queensland Government which has primary responsibility for schools. This service includes projects that promote active school travel, improves pick-up and drop-off facilities and works with schools to develop traffic management plans.

This service will include designing and constructing infrastructure such as intersection improvements, refuge crossings and children’s crossings.

Funding in this service will also be made available for Council’s commitment of 50/50 funding of the design and construction of the MacGregor State School drop-‘n’-go facility (subject to the Queensland Government commitment), once the Queensland Government has determined its preferred design.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Enhanced School Safety Capital - - - -Expense 620 647 661 674Revenue - - - -

Safe School Travel (Refer Appendix of Schedules) Capital 688 705 719 737Expense - - - -Revenue 350 350 350 350

Safer Routes to School (Refer Appendix of Schedules) Capital 301 309 321 330Expense - - - -Revenue - - - -

Strategy 2.1.3 Maintain and Improve the Network

Maintain and improve the network in line with strategic asset management principles.

Service 2.1.3.1 Maintain and Improve the Network

The Infrastructure for Brisbane program is responsible for a large portfolio of transport network assets. These assets are managed by using strategic asset management principles where maintenance and renewal

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activities are measured against levels of service and affordability. A whole of life cost and benefit approach is used to ensure the most cost effective delivery of the program.


• renewal, maintenance and improvements to roads, kerb and channel, bridges, culverts, line markings, signs, traffic signals and public lighting

• strategic management of assets• systematic condition and risk assessment of assets.

Additional investment continues to improve the appearance and performance of Brisbane's roadsides with:

• increased road resurfacing• grass cutting on major arterial and minor roads.

Road, bikeway and pedestrian timber bridges will continue to be replaced with new contemporary bridge structures.

Council is committed to continuous innovation and improvements in managing its asset base and works with peak Australian and international bodies to research and trial cost-effective and high-performance products, materials and construction methodologies.

2017-18 funding ensures our commitment to smart infrastructure with the continuation of an installation program of LED public lighting.

Council’s increased investment in the road markings program is aimed at improving the quality of line and road markings across the city.

In 2017-18 there will be a continued emphasis on road resurfacing and continued investment in markings which will improve the quality and safety of our network.


$000 $000Expense 284,680 315,762Revenue 17,535 40,945

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Boardwalk Rehabilitation (Refer Appendix of Schedules) Capital 9,768 7,517 5,094 1,882Expense 148 152 159 165Revenue - - - -

Bridges and Culverts Reconstruction and Rehabilitation(Refer Appendix of Schedules)


City Lighting Inventory Management and Costing System Replacement

Capital - - - -Expense 57 58 62 63Revenue - - - -

Data Tools to Manage Duct Fibre Infrastructure Information Capital - - - -Expense 34 36 39 40Revenue - - - -

Duct and Fibre - Damage and Relocation RecoverableWorks

Capital - - - -Expense 229 275 291 297Revenue 200 200 200 200

Howard Smith Wharves Capital 244 5,988 - -Expense - - - -Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Kerb and Channel (Refer Appendix of Schedules) Capital 13,415 11,412 11,708 7,491Expense - - - -

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Revenue - - - -Major Assets Project Management Capital - - - -

Expense 262 266 282 289Revenue 225 225 220 230

Manage Duct and Fibre Capital - - - -Expense 487 506 534 548Revenue - - - -

Modular Infrastructure Point of Delivery Capital 993 647 667 -Expense 245 91 95 -Revenue - - - -

Pavement Design and Construction Capital 3,656 3,689 3,866 3,995Expense - - - -Revenue - - - -

Pavement Management System Capital - - - -Expense 263 266 276 283Revenue - - - -

River-Based Leisure and Tourism Infrastructure Capital 3,963 3,976 - -Expense - - - -Revenue - - - -

Roadmarkings Capital - - - -Expense 4,891 5,086 5,336 5,461Revenue - - - -

Roads Network Resurfacing (Refer Appendix of Schedules) Capital 90,000 90,000 90,000 90,000Expense - - - -Revenue - - - -

Rollout LED Street and Park Lighting/CBD Smart Poles Capital 2,021 2,027 2,060 -Expense - - - -Revenue - - - -

Safe Paths CBD (Refer Appendix of Schedules) Capital 1,044 1,067 1,104 1,129Expense - - - -Revenue - - - -

Safety Fences and Guard Rails (Refer Appendix ofSchedules)

Capital 976 997 1,031 1,055Expense 795 813 841 859Revenue - - - -

Strategy 2.1.4 Manage the Transport Network

Manage the transport network to operate efficiently for the benefit of all users.

Service 2.1.4.1 Manage the Network

This service seeks to reduce congestion and ensure the network operates as efficiently and safely as possible by delivering best practice innovative solutions to improve travel times and trip reliability across the Brisbane road network.

This service objective will be achieved through:

• managing unplanned incidents• coordinating planned incidents• identifying congestion “hot-spots” and implementing mitigation measures• managing traffic signal operations• monitoring and enforcing of parking management• implementing world class Intelligent Transport Systems• monitoring and evaluating road network performance.


• managing and enforcing clearways• corridor operation optimisation• traffic management systems• traffic management projects

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• arterial road improvement• monitoring and enforcement of parking management• traffic signals operational support.

Key drivers for parking and clearway management include:

• maximising the safety and efficiency of the existing road network• ensuring equitable use of kerbside space• improving or maintaining accessibility for the community.

Based on the proven success of portable flashing speed warning signs, each councillor will be allocated $28,000 per annum to manage flashing LED warning signs aimed at reducing the number of accidents and near-misses at known hot spots. The highly visible LED road signs are designed to alert drivers of an upcoming intersection or traffic hazard, and encourage them to drive at the appropriate speed.


$000 $000Expense 114,909 52,793Revenue 96,475 48,018

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Capital Works Coordination Capital - - - -Expense 57 58 59 60Revenue - - - -

Flashing LED Warning Signs at Blackspot Locations Capital - - - -Expense 851 862 872 889Revenue - - - -

Portable Flashing Speed Warning Signs Capital - - - -Expense 1,037 1,062 1,106 1,287Revenue - - - -

Real Time Travel App Capital - - - -Expense 102 103 105 106Revenue - - - -

Suburban Amenity Improvements Capital - - - -Expense 3,385 3,189 3,072 3,079Revenue - - - -

Outcome 2.2 Parking Management

Outcome description

Parking Management delivers safe, accessible and reliable parking services that support liveability and economic outcomes by improving access to communities, businesses and services.

Where we are now

Council manages and maintains King George Square and Wickham Terrace parking stations along with more than 1000 on-street parking meters across the city. Balancing parking accessibility for residential, commercial and retail use, as Brisbane continues to grow, is one of the many challenges faced by Council.

Council is currently working on improving the existing systems and arrangements to meet customer expectations.

Council maintains a range of parking management systems, with a variety of external providers. These systems include:

• management of off-street parking• provision of parking permits• provision of on-street parking meters• maintenance of on-street parking meters• mobile payments.

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Where we want to be

A key outcome for parking management is ensuring the best use of infrastructure and appropriate transport choice. A seamless customer interface can help to reduce congestion, encourage active and public transport options and use of Council infrastructure, as well as leading to a better experience for our customers.

Strategy 2.2.1 Enhancing Parking Management

Enhance parking management to align with Council’s smart city objectives, provide value for money and effective asset and financial management with customer focused systems.

Service 2.2.1.1 Enhancing Parking Management

This service provides funding to manage, operate and maintain paid car parking services both on and off street. The service helps support economic activity by facilitating parking turnover and access.

This service delivers safe, reliable and ‘value for money’ parking services to ensure customer needs are met throughout the city. This includes management of more than 600 spaces in Wickham Terrace and over 500 spaces (car and motorcycle spaces) in King George Square car park, along with more than 1000 parking meters controlling more than 8000 on street parking spaces. The service includes temporary and special event parking arrangements, including off-street parking for the RNA showgrounds.

The service provides:

• competitive car parking services to all customers including evening and weekend prices• safe and secure parking with an emphasis on customer focused service• security of all Council’s parking related monies and assets, including compliance with payment card

industry standards• maintenance of parking meter technology, and the collection of coins from parking meters• fee-free mobile parking payments service that also offers a premium reminder and notification service for

customers utilising Council’s on and off street parking.

Brisbane’s Parking Taskforce delivered many improvements to the parking experience for Brisbane residents. This work will continue across the city to ensure improved accessibility, ease of use and amenity for residents, businesses and visitors to our cityFunding for the Integrated Parking Management project provides for:

• competitive car parking services to all customers including evening and weekend prices• implementation of a new digital parking permit system• investigations into future parking technology• forward planning for the replacement of a variety of parking management systems.

The Personal Digital Assistant replacement program provides for the updating and replacement of personal digital assistant mobile devices that are used by enforcement officers.

The Residential Parking Permit Scheme provides funding for the ongoing administration of the residential parking permit scheme including managing customer requests, issuance of permits and provision of systems.

Currently, residents are able to apply for permits for vehicles registered at their property, and applicable visitor permits. Residential parking permits are valid for use by the permit holder in their immediate surrounding street area, enabling enhanced access to local community.


$000 $000Expense 13,927 14,897Revenue 30,445 31,112

Projects 2017-18 2018-19 2019-20 2020-21

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$000 $000 $000 $000

Integrated Parking Management Capital 3,056 - - 3,302Expense 7,091 16,791 10,547 19,726Revenue 1,024 2,146 3,387 3,455

Personal Digital Assistant Replacement Program Capital - - - -Expense 179 183 191 195Revenue - - - -

Residential Parking Permits Scheme Capital - - - -Expense 605 612 640 656Revenue 320 333 346 360

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Beckett and Hamilton Roads 3,634 1,368 - -Boardwalk Rehabilitation (Refer Appendix of Schedules) 9,916 7,669 5,253 2,047Boundary Road at Whites Hill Reserve Access Road 2,217 - - -Boundary Road Progress Road to Kelliher Road Upgrade

8,040 - - -

Bridge and Culvert Construction - New (Refer to Appendix of Schedules)

2,086 2,163 2,233 2,303

Bridges and Culverts Reconstruction and Rehabilitation (Refer Appendix of Schedules)

11,989 11,953 12,102 12,279

Capital Works Coordination 57 58 59 60Chatsworth, Boundary and Samuel Roads - 1,023 2,008 -City Lighting Inventory Management and Costing System Replacement

57 58 62 63

Congestion Busting Projects (Refer Appendix of Schedules)

5,850 5,038 5,059 5,182

Corridor Planning 276 283 297 304Council Contributions to Developer Constructed Works 4,500 2,620 2,755 2,814Data Tools to Manage Duct Fibre Infrastructure Information

34 36 39 40

Days Road and Kedron Brook Road 910 2,658 2,709 -District Projects (Refer Appendix of Schedules) 3,127 3,191 3,248 3,322Duct and Fibre - Damage and Relocation Recoverable Works

229 275 291 297

Emerging Projects Land Acquisition 2,189 2,432 3,391 3,436Enhanced School Safety 620 647 661 674Flashing LED Warning Signs at Blackspot Locations 851 862 872 889Green Camp Road 8,643 18,476 116 -Gresham Street Bridge - - 5,193 5,261Howard Smith Wharves 244 5,988 - -Inner City Bypass Upgrade 9,569 980 - -Integrated Parking Management 10,147 16,791 10,547 23,028Ivory Street and Boundary Road 879 - - -Kerb and Channel (Refer Appendix of Schedules) 13,415 11,412 11,708 7,491Kingsford Smith Drive Upgrade 223,210 195,057 22,608 -Local Access Network Improvements (Refer Appendix of Schedules)

2,966 3,115 3,251 3,335

Local Area Traffic Management - Traffic Calming (Refer Appendix of Schedules)

1,848 1,891 1,965 2,012

Major Assets Project Management 262 266 282 289Major Traffic Improvements - Intersections (Refer Appendix of Schedules)

18,805 24,346 21,477 21,700

Manage Duct and Fibre 487 506 534 548Modernise Traffic Signal Communications 4,186 4,315 4,522 4,627Modular Infrastructure Point of Delivery 1,238 738 762 -Moggill Road, Coonan Street and Keating Street 911 915 - -Murphy Road and Ellison Road Roundabout 8,748 20,686 9,711 390Network Investigations 412 422 444 454New Kerb and Channel and Kerb Ramps Construction (Refer Appendix of Schedules)

435 448 465 476

Old Cleveland Road 1,479 - - -Paradise Road Upgrade 513 - - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Pavement Design and Construction 3,656 3,689 3,866 3,995Pavement Management System 263 266 276 283Personal Digital Assistant Replacement Program 179 183 191 195Player Street Connection 8,745 1,651 158 -Portable Flashing Speed Warning Signs 1,037 1,062 1,106 1,287Progress Road Stage 4 25,091 3,055 608 -Raymont and Grange Roads 2,505 936 - -Real Time Travel App 102 103 105 106Residential Parking Permits Scheme 605 612 640 656Retaining Walls and Embankments (Refer Appendix of Schedules)

1,103 1,138 1,184 1,220

River-Based Leisure and Tourism Infrastructure 3,963 3,976 - -Road Construction Minor Traffic Density (Refer Appendix of Schedules)

1,492 1,526 1,579 1,617

Road Network Design (Refer Appendix of Schedules) 2,220 3,613 3,742 4,213Roadmarkings 4,891 5,086 5,336 5,461Roads Network Resurfacing (Refer Appendix of Schedules)

90,000 90,000 90,000 90,000

Rollout LED Street and Park Lighting/CBD Smart Poles 2,021 2,027 2,060 -Safe Paths CBD (Refer Appendix of Schedules) 1,044 1,067 1,104 1,129Safe School Travel (Refer Appendix of Schedules) 688 705 719 737Safer Routes to School (Refer Appendix of Schedules) 301 309 321 330Safety Fences and Guard Rails (Refer Appendix of Schedules)

1,771 1,810 1,872 1,914

Signal Modifications Reducing Congestion 1,035 891 928 950Stapylton Road and Johnson Road Intersection Upgrade 10,356 7,010 217 -Suburban Amenity Improvements 3,385 3,189 3,072 3,079Suburban Corridor Modernisation (Refer Appendix of Schedules)

2,187 2,236 2,321 2,378

Telegraph Road Corridor Stage 2 70,375 52,636 1,157 -Telegraph Road Stage 1B 10,729 111 - -Traffic Signals Hardware Equipment 8,498 8,767 9,131 9,353Transport Planning Studies 556 569 598 611Waterworks Road 1,920 3,567 3,513 -Wolston Creek Bridge Upgrade 11,717 - - -Wynnum and Murarrie Roads 887 2,698 - -Wynnum Road Corridor Stage 1 22,554 23,136 6,589 -Wynnum Road Stage 1B 7,106 4,499 104 -Total 667,961 580,809 277,121 232,835

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Program 3 – Clean, Green and Sustainable City

Clean, Green and Sustainable City

Program goal

Brisbane will be recognised by residents and visitors as a sustainability leader and one of the world’s leading lifestyle cities that is clean, green and sustainable.

Brisbane is a city that recognises environmental sustainability and liveability is fundamental to being a resilient New World City. It will ensure Brisbane's open spaces and waterways are accessible and valued now and for future generations and that our built form supports clean, green and sustainable outcomes. Brisbane will continue to be a city that protects, supports and provides opportunities to enjoy our subtropical environment by sustainably managing and caring for biodiversity, waterways, wetlands, urban forest and other natural assets.

Brisbane people are passionate about the environment and expect Council to take the lead. Council takes its role as a sustainability leader seriously, as demonstrated through its commitment to carbon neutrality and it recognises the combined contribution of many individuals, businesses and community groups who work in partnership with us for the greener good, helping to protect, restore and sustain our natural environment.

Brisbane thrives as a resilient city and will continue to ensure the resilience of the community, environment, built form and infrastructure so that our city remains liveable for the children and future generations.

Program description

Brisbane.Clean, Green, Sustainable 2017-2031 sets out Council’s plan to ensure Brisbane achieves its vision of being a world leader in sustainability.

Brisbane is a modern city renowned for its successful blending of urban and natural environments. Our city is defined by its subtropical climate and diverse natural environment. The meandering Brisbane River, waterways that weave through our leafy suburbs, the rich biodiversity in our natural areas and accessible and diverse parks enjoyed by residents and visitors, all contribute significantly to our city's economy, liveability and global reputation.

Council recognises that it is important to preserve and protect our natural assets now and for the future. These assets are important to the unique lifestyle that residents and visitors we enjoy and are integral to the economic and social wellbeing of Brisbane.

Council understands that as our city grows and develops, our rich biodiversity, blue-green assets and infrastructure will support Brisbane’s liveability and lifestyle outcomes.

Our community is at the heart of our green ambitions. Council is committed to supporting and partnering with the community to connect with, educate, participate in and embrace our environment and sustainable living. Council will continue to work towards reducing waste to landfill while increasing recycling to reduce our carbon emissions and reducing litter to help protect our waterways, open spaces and quality of life.

Being Australia’s most sustainable city requires commitment, innovation and investment. Brisbane can be proud of what has been achieved but a significant amount of work lies ahead. Council is ambitious in our resolve to stay at the leading edge of city sustainability and recognise that this is a hallmark of a New World City. Council will take advantage of emerging trends and innovations to sustainably manage our increasing urban population so Brisbane continues to be recognised as Australia’s most sustainable city.

This program is focused on managing the sustainable development of our city to provide for the future prosperity of Brisbane and to achieve Council's long-term vision for Brisbane to be a world leading clean, green, sustainable city.

These outcomes will be achieved by:

• maintaining carbon neutrality for Council and acting to make Brisbane a low carbon city• acquisition of key biodiversity linkages• restoring and managing the city's natural assets to connect and preserve habitat and wildlife corridors• protecting at-risk native flora and fauna • improving the health of Brisbane's waterways, wetlands and catchments through innovation, integration,

partnerships and community action• using stormwater creatively to support Brisbane’s clean, green sub-tropical lifestyle• connecting with our community to help preserve and protect our natural areas, coastline and waterways• educating the community about sustainable, resilient living to support Brisbane's subtropical lifestyle

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• taking action to enhance air quality and reduce pollution• designing, building and managing our urban green spaces creatively and sensitively to further enhance

Brisbane as a great place to live, work and visit• taking action to manage, reduce and eradicate pests and invasive species• planning, maintaining, enhancing and activating a diverse network of clean, accessible and safe parks• sustaining a resilient urban forest, protecting significant vegetation and providing well-shaded streets and

pedestrian spaces that help cool our city• maintaining a litter-free environment, managing collection of waste and recycling and encouraging waste

diversion to re-use options• taking a risk management and adaptive approach to adverse weather events to maintain a resilient city• partnering with all levels of government, residents, landowners, community groups, businesses and industry

to support our clean and green priorities.



$000 $000 $000 $000 $000 $000

Expense Revenue Capital3.1 - Sustainable and Resilient Community 12,428 19,259 6,727 5,538 9,219 9,305

3.2 - Low Carbon and Clean Environment 15,267 14,859 716 568 8,211 16,628

3.3 - Biodiversity, Urban Forest and Parks 154,551 157,998 147,060 142,105 68,356 82,117

3.4 - Sustainable Water Management 76,247 78,728 36,088 33,070 38,055 40,906

3.5 - Managing and Reducing Brisbane's Waste and Litter

159,124 162,620 150,779 157,623 3,482 5,606

417,617 433,464 341,370 338,904 127,323 154,562

Outcome 3.1 Sustainable and Resilient Community

Outcome description

A sustainable and resilient community is critical to a growing New World City.

A resilient Brisbane community is inclusive, cohesive, understands risks and is able to plan, prepare, respond to and recover from shocks independently and in partnership with government. Council will continue to engage and partner with the community to protect the city’s natural environment and waterways, guiding lifestyle and behavioural changes that further contribute to Brisbane’s sustainability. Council will empower and inform the community to ensure Brisbane is a city that is safe, confident and ready for climate conditions, such as severe storms, floods, drought, bushfires and heatwaves. Through significant environmental initiatives and landmark projects Council will enhance Brisbane’s natural assets and protect its unique biodiversity to ensure the liveability of our city, now and into the future.

Where we are now

Decades of hard work and commitment have earned Brisbane the reputation as one of the world’s most liveable and healthy cities, with Keep Australia Beautiful naming it Australia’s Most Sustainable City in 2014 and 2016.The community is at the heart of Brisbane’s efforts to become a clean, green and sustainable city. Everyday, decisions by households impact on the city’s sustainability. Residents are living smarter, using energy wisely, using water efficiently and littering less, reducing their carbon footprint and helping to improve air quality by using public transport, cycling and walking.

The Green Heart program is delivering a broad range of behaviour change programs and initiatives to support residents, schools, businesses and community groups.

Council continues to engage with the Brisbane community through its popular Green Heart sustainability events, and residents and schools can access information, tools and support through Council's Green Heart Homes and Schools programs.

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Council's Environment Centres deliver onsite environmental education and interpretive experiences to school children, residents and visitors. These complement other sustainability education and information services.

Council’s sustainability agency, CitySmart, has been delivering new ways for business, industry, government and the community to work together to make Brisbane Australia’s most sustainable city. In broadening Council's sustainability agenda, it has helped reduce Brisbane's carbon emissions without sacrificing the economic growth of the city. CitySmart continues to guide various sectors of Brisbane as they work together to strengthen the city’s response to the long-term sustainability challenges facing the city, while maximising new business opportunities that arise from designing a more sustainable future.

The distribution of free plants to ratepayers, schools, community groups, clubs and new citizens promotes the benefits of urban tree cover and provides a sustainable gardening incentive to all ratepayers across the city.

Council reaches out to build partnerships with all sectors of the community through our Community Conservation Partnerships Program. Council’s aim is to inspire the community to value and appreciate the environment, foster an understanding of each person’s responsibilities and support the community in being stewards of our environment.

Council recognises the combined contribution of many individuals and groups who work in partnership to protect, restore and enhance our natural environment on public and private land.

Council works in partnership with the community to plan and undertake conservation, maintenance and restoration to waterways and to make them healthy, accessible and safe.

Living in a sub-tropical city means Brisbane’s residents are used to severe weather events. Our ability to respond and recover in times of drought, flood and severe storms is globally recognised. We are a flexible and adaptable community.

Council has a long-term commitment to delivering major environmental initiatives and projects across the city to achieve significant clean, green and sustainable outcomes. This commitment has seen development of whole-of-catchment masterplans that delivers significant projects that increase the city’s liveability through the creation of new and revitalised areas of open space, community facilities and the ongoing protection and enhancement of natural habitat and biodiversity.

Where we want to be

Our community will be educated, empowered, interested, adaptive and actively involved in helping Brisbane maintain its status as Australia’s most sustainable city and a global leader in achieving significant environmental outcomes. All community members will be well informed about the crucial role they play in ensuring our city's sustainability for future generations and will become active environmental stewards to protect our native flora and fauna and adopt best practice activities and behaviours in all that they do. Together we will work together for the greener good.

Brisbane will thrive as a resilient city with Council ensuring communities and infrastructure are well prepared to deal with issues and challenges presented by major weather events. Council will continue to undertake resilience planning to prepare, respond and recover, benchmark and continually review performance for improvements.

Council will continue to identify and deliver new environmental initiatives and landmark projects that contribute to the city’s liveability, provide diverse recreation experiences and facilities and which protect and enhance the natural environment.

Strategy 3.1.1 Community Engagement and Partnerships

Deliver initiatives that help residents understand environmental and sustainability issues and be able to make positive choices to live more sustainably, helping the environment by reducing waste, protecting Brisbane’s natural areas and animals, and saving energy and water.

Protect and restore biodiversity and consolidate and connect habitat by partnering effectively with residents, private landholders and community groups.

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Service 3.1.1.1 Engagement for a Clean Green City

Council continues to deliver behaviour change campaigns as a part of Green Heart engagement initiatives with residents, schools and community groups. The objective of this service is to engage with and empower Brisbane residents, industry groups and businesses to adopt lifestyles and practices that contribute to Brisbane achieving its long-term plan for a more sustainable city.

This service will:

• educate and encourage residents and students to live more sustainably• lead and integrate work undertaken across Council that is associated with sustainability for residents and

schools• deliver the Green Heart Events program as a key means of providing face-to-face community interaction• continue to work with CitySmart to deliver sustainability projects and program for residents, business and

industry that help reduce the city's environmental footprint.• deliver communication and engagement activities to educate the community and industry about protecting

and connecting with waterways across the city• engage, collaborate and partner with the community, industry bodies, local business, government agencies

and regional partners in shaping Brisbane’s water future

Activities in this service include:

• deliver the Green Heart Events program as a key means of providing face-to-face community interaction• deliver the Green Heart Homes and Schools program• provision of free plants for ratepayers, community groups, new Australian citizens and schools• partnering with external agencies to implement WaterSmart education campaigns to raise awareness of

how our community can live with water and take action to manage water sustainably• support local and national events, festivals and forums that celebrate water and waterways, waters role in

the fabric of urban landscapes, and advance WaterSmart science, technology and practice.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Green Heart CitySmart Pty Ltd - Operations Capital - - - -Expense 571 573 585 602Revenue - - - -

Green Heart Homes and Schools Capital - - - -Expense 532 545 567 584Revenue - - - -

Green Heart Sustainability Events Capital - - - -Expense 571 573 585 602Revenue - - - -

Live for Less Capital - - - -Expense 166 167 - -Revenue - - - -

WaterSmart Communication and Engagement Capital - - - -Expense 56 57 58 61Revenue - - - -

Service 3.1.1.2 Partnerships for a Clean Green City

This service aims to promote involvement in bushland, waterway and habitat regeneration and caring for Brisbane's wildlife through:

• fostering recognition of our diverse fauna, flora and ecosystems and promoting involvement in bushland regeneration

• supporting residents to understand and manage interactions with urban wildlife

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• encouraging and maintaining conservation partnerships with private landholders that complement protection of biodiversity on public lands


• providing support for the efforts of Brisbane residents and community groups through the Community Conservation Partnerships Program, including Creek Catchment Officers, Habitat Brisbane Groups and the Wildlife Conservation Partnerships Program, to achieve improved environmental outcomes through sustainable behaviours, participation in bushland restoration and caring for Brisbane's wildlife

• providing a rescue and rehabilitation service for sick, orphaned and injured wildlife within Brisbane• provide financial support to community groups, schools and sporting organisations to implement

sustainability measures through the Lord Mayor’s Community Sustainability and Environmental Grants program.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Community Conservation Assistance Capital - - - -Expense 531 532 540 552Revenue 531 532 540 552

Community Conservation Partnerships Capital - - - -Expense 5,007 5,138 5,331 5,457Revenue 5,007 5,138 5,331 5,457

Lord Mayor's Community Sustainability and EnvironmentGrants


Native Animal Ambulance Capital - - - -Expense 111 114 118 121Revenue - - - -

Strategy 3.1.2 Safe, Confident and Ready Community

Manage the risk of Brisbane’s variable, subtropical climate by ensuring adverse natural events such as heatwaves, floods and drought are expected, designed and planned for, allowing Council and the community to respond to and recover effectively from events. Provide information to residents and businesses to help them be resilient and adaptable when faced with these types of events.

Service 3.1.2.1 Information for a Resilient and Informed Community

Brisbane is built on a floodplain however good planning and an engaged community can embed greater resilience into the city. Provision of robust, fit-for-purpose information underpins these endeavours enabling and empowering communities. The major driver of this service is to ensure flood risk across the city is fully understood and information provided to the public is fit-for-purpose, simple and accessible and links risks to action, so that flooding can be planned for effectively. As climate cycles change, Brisbane will need to be ready for future drought responses and support outcomes that benefit both flood and drought resilience in the community.

Council will continue to:

• collect stormwater network data which will inform Council's planning scheme and development assessment• maintain and enhance Council's hydrometric system of rainfall gauges and creek flood level gauges which

provide the critical inputs to the FloodWise Information System, the Early Warning Alert System, stormwater policy, planning, investigation, design processes and disaster management

• maintain and provide flood information products such as FloodWise Property Reports and Flood Awareness Maps based on best information available. Flood information key messages will deliver simple, accessible, fit-for-purpose flood information that links identification of flood risk to action

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• work collaboratively with Seqwater and Queensland Urban Utilities on alternative water sources, water efficiency and water use initiatives

• provide public access to bacteria levels in recreational waterways• provide public access to flood studies and flood information by ensuring copies of Council-commissioned

flood studies are held in the Brisbane Square Library• ensure Council's flood models provide flood risk data as needed for planning and development purposes.


• continuing to update Council's hydraulic flood models with the latest catchment changes• scope drought response measures to support water security in the region• making flood information accessible through Council’s website, implementing new flood data into Council’s

flood products and providing access to Flood Awareness Maps, FloodWise Property Reports and other flood awareness information

• operating, enhancing and maintaining Council's telemetry network• delivering a program of creek flood studies to provide up to date and comprehensive flood information• undertaking field surveys to obtain flood data for flood events• participating in partnerships that support regional planning activities and improve city resilience• ongoing citywide recreational waterway health monitoring.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Flood Information Online Capital - - - -Expense 157 161 168 173Revenue - - - -

Flood Smart Assets Capital - - - -Expense 29 30 34 35Revenue - - - -

FloodWise Information System Capital 119 121 125 128Expense 357 191 200 205Revenue - - - -

Gecko Drainage Data Update Capital - - - -Expense 83 86 89 92Revenue - - - -

Maintain and Enhance Flood Models Capital - - - -Expense 456 468 486 502Revenue - - - -

Telemetry Gauges and Warning Devices Capital 110 112 116 119Expense - - - -Revenue - - - -

Waterway Human Health and Safety - Site Monitoring Capital - - - -Expense 124 127 132 137Revenue - - - -

Strategy 3.1.3 Environmental and Liveability Initiatives for the Community

A sustainable city requires commitment and investment in significant environmental initiatives. Council will continue to deliver open space, WaterSmart, biodiversity and diverse activation outcomes through an integrated approach to major projects and infrastructure outcomes and whole-of-catchment visioning and master plans.

Service 3.1.3.1 Environmental and Liveability Initiatives for the Community

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Council will achieve citywide sustainability and environmental outcomes through landmark projects and key initiatives. An integrated design and delivery approach across Council’s business areas will continue to make Brisbane’s key public spaces and natural areas some of the most unique in Australia, while protecting the city’s rich biodiversity, improve waterway health and enhance our natural assets.

Key activities in this service include:

• continued delivery of the Norman Creek 2012-2031 Master Plan, including Stage 1 of Coorparoo Creek Park achieving waterway health, flood mitigation and open space outcomes in a highly urbanised suburban hub

• construction of the new Northern Suburbs Environment Centre, showcasing the significant internationally- recognised birdlife and habitat of the Boondall Wetlands

• delivery of the Oxley Creek Transformation Project to rehabilitate and transform the Oxley Creek corridor over a 20 year timeframe into a 600 hectare world class green corridor and leisure landmark space

• partnering with Lone Pine to deliver a Koala Research Centre to assist protecting Australia’s most iconic native animal species

• delivery of the Renewing Great Brisbane Gardens initiative investigating tourism-boosting improvements at Kangaroo Point and upgrading the New Farm Rose Garden

• continued investment in fountains and water features with a focus on the new river-based Daphne Mayo Fountain

• developing a long term concept plan for the Witton Barracks Park to protect the heritage of the site while providing a district park and playground, community facilities and future bikeway link to Indooroopilly.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Coorparoo Creek Park - Stage 1 Capital 800 - - -Expense - - - -Revenue - - - -

Fountains and Water Features Capital 2,355 4,284 - -Expense - - - -Revenue - - - -

Koala Research Centre Capital - - - -Expense 2,465 298 301 -Revenue - - - -

Norman Creek 2012 - 2031 Capital 3,698 3,730 3,910 4,040Expense - - - -Revenue - - - -

Northern Suburbs Environment Centre Capital 508 2,648 1,519 -Expense - - - -Revenue - - - -

Oxley Creek Transformation Capital - - - -Expense 5,408 4,552 4,656 4,797Revenue - 1,000 1,000 1,000

Renewing Great Brisbane Gardens Capital 696 431 432 -Expense 197 98 100 -Revenue - - - -

Witton Barracks Park Capital 1,019 - - -Expense - - - -Revenue - - - -

Outcome 3.2 Low Carbon and Clean Environment

Outcome description

Brisbane City Council will maintain carbon neutrality as Australia’s largest carbon neutral organisation. Council will continue to manage its environmental performance and aim for consistently clean, healthy air throughout the city.

Council will focus on our operations to ensure we are a sustainable organisation that:

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• maximises sustainability outcomes, reduces greenhouse emissions and maintains a carbon neutral Council• manages Council’s environmental performance effectively• manages, prevents and minimises the impacts of environmental pollutants, contaminated land, closed

landfills and chemical hazards on the community and the environment• uses its capacity as a global leader in sustainability to influence and support citywide and regional

sustainability outcomes.

Where we are now

Council focuses on reducing its own carbon footprint to inspire others. Successfully reaching global emission reduction goals can enhance economic and social outcomes. Council has taken action to reduce emissions sooner rather than later, attaining carbon neutrality in February 2017 with formal certification to be gained in December 2017.

Brisbane’s clean air is a key attribute that contributes to the desirability of the city as a place to live and work. Since the release of Brisbane’s Clean Air Strategy in 1996 (the first for any Australian capital city) Council has contributed to a steady decline in air pollutants through it’s clean air actions such as cleaner fuels, enhanced vehicle technologies, investment in public transport, walking and cycling programs and the management of bushfire risk. Brisbane continues to have clean, healthy air through sustained regional leadership as well as directly contributing to research, innovation, testing and joint projects in partnership with local, state and national organisations.

Council monitors the environmental risk of its operations and works to reduce these risks and remain compliant with environmental legislation. Council provides remediation and maintenance of Brisbane’s 150 closed landfill sites and the management of environmental pollutants, contaminated land and chemical hazards to ensure the environment and quality of life are protected.

Where we want to be

As Australia’s largest local government, Council is in a unique position to influence Australia’s approach to reducing carbon emissions through decisions on land-use planning, waste management, transport services, infrastructure and other issues that directly impact local emissions. Council will continue significant corporate reductions in greenhouse gas emissions by continuing to measure, reduce and offset carbon emissions while investing and modernising operations to achieve efficiencies and growth in services. Council will continue to enhance the network of urban carbon sinks in resilient and well-connected conservation reserves, natural areas, parks and waterways. Council will consult with residents, business and industry on ways to reduce emissions as we work towards ensuring Brisbane becomes low carbon city.

Brisbane continues to enjoy clean air as Council proactively manages geographic and climatic constraints, and a growing population. Council will continue to efficiently and effectively manage air, noise and water pollution, contaminated land, closed landfills sites and chemical hazards to protect the environment and the health and well-being of our community.

Keeping the air and environment clean as the city grows still requires ongoing work. Good urban design and planning solutions, as implemented through Brisbane City Plan 2014, will reduce exposure to pollution along busy transport corridors and near industrial areas. Council will continue to encourage businesses, industry and residents to implement measures to minimise pollution and adopt low-polluting behaviours.

Strategy 3.2.1 Carbon Neutral Council

Keep Council a carbon neutral organisation by measuring its emissions, reducing emissions through improving energy efficiency, using renewable energy and purchasing carbon offsets to negate our residual emissions.

Service 3.2.1.1 Greenhouse Gas Reduction

Council will demonstrate leadership in energy and carbon management through planning, strategy development and action.

Council will drive innovation in carbon reduction and use its ability to influence due to its scale and scope of operations. In doing so, Council will maximise value for money as well as achieve positive environmental outcomes.

Measurement and management of greenhouse emissions will continue to ensure Council meets it voluntary commitments to carbon neutrality.

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Council will:

• demonstrate leadership and facilitate measures to reduce its energy use and carbon footprint• promote continual improvement in energy and carbon management across its operations• ensure it complies with relevant legislation• source alternative revenue through grants, subsidies and other government funding programs, particularly

where these have an energy or carbon reduction outcome.


• maintaining an annual inventory of Council's energy consumption and greenhouse gas emissions to inform opportunities to reduce energy use and the carbon footprint of Council

• purchasing accredited carbon offsets to negate all direct and indirect greenhouse gas emissions from Council's business operations

• creating recognised carbon credits from Council activities, where it is feasible to do so.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

100 Per Cent Carbon Neutral Capital 1,642 1,658 1,696 1,718Expense 4,281 4,297 4,384 4,551Revenue - - - -

Environmental Compliance and Administration Capital - - - -Expense 313 320 333 344Revenue - - - -

Strategy 3.2.2 Pollution Management

Protect the community and the environment from pollution and chemical hazards.

Service 3.2.2.1 Reduce Pollution

This service leads and coordinates efforts to maintain Brisbane’s clean air, and to prevent impacts on the community and the environment posed by air and noise pollution, contaminated land, chemical hazards and other environmental pollutants.


• protect the community and the environment from pollution and chemical hazards• work with Brisbane's businesses and industry to implement measures to minimise pollution.


• improving and streamlining planning and environmental laws to reduce red tape, reduce costs, improve efficiency and protect the community and environment from pollution

• leading and coordinating the implementation of the Brisbane Clean Air Strategy• developing and implementing strategies to manage emerging pollution and contamination issues• providing specialist scientific air quality, noise, contaminated land, chemical hazard and other environmental

pollutant advice and support to enable delivery of Council’s regulatory services, neighbourhood planning and infrastructure projects

• providing technical and policy advice for development assessment to enable Council to deliver timely, responsible and compliant development

• producing industry and community environmental education and assistance materials• conducting research to guide Council in achieving pollution prevention outcomes• investigating and reporting pollution level and trend statistics.

Operating Anticipated Proposed

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2016-17 2017-18$000 $000

Expense 861 858Revenue - -

Strategy 3.2.3 Closed Landfill and Contaminated Land Management

Provide assessment, maintenance and rehabilitation of closed landfill sites and contaminated land to reduce environmental and public risks.

Service 3.2.3.1 Closed Landfill and Contaminated Land Management

This service prevents adverse impacts on the environment and community from Brisbane's closed landfill sites and contaminated land, resolves emergent contaminated land and environmental health issues (such as legacy asbestos disposal in parks and chemical contamination of public land) and ensures Council complies with environmental legislation.


• monitoring sites• responding to risks to public safety and the environment• implementing a maintenance program to manage closed landfills• implementing remediation works such as capping, drainage, contaminated groundwater treatment and

installation of leachate and landfill gas collection systems• producing asset and environmental management plans to protect public safety and the environment• monitoring the effectiveness of the works.


$000 $000Expense 4,998 5,146Revenue 12 12

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Remediation of Cannon Hill Community Links Capital - - - -Expense 231 235 - -Revenue - - - -

Restoration for Recreation (Refer Appendix of Schedules) Capital 5,134 5,578 5,779 5,927Expense - - - -Revenue - - - -

West End Riverside Land Remediation Capital 9,852 5,450 - -Expense - - 226 229Revenue - - - -

Strategy 3.2.4 Environmental Management Systems and Compliance

Prevent impacts on the community by implementing the Environmental Protection Act 1994 and local laws.Manage Council activities and practices to reduce the environmental risks of Council's activities and operations.

Service 3.2.4.1 Environmental Licensing and Compliance

This service prevents impacts on the community and the environment posed by pollution by implementing the Environmental Protection Act 1994 and local laws.


• risk-based environmental audits of industry• risk-based investigation of complaints and incidents• enforcement and prosecution of offences.

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$000 $000Expense 2,421 2,353Revenue 704 556

Service 3.2.4.2 Integrated Environmental Management

This service provides a systematic approach to the assessment of Council’s environmental impacts and develops operational and management strategies that mitigate risk.


• maintaining Council's Environmental Management System to manage environmental risks arising from Council activities and provide opportunities for further improvement

• demonstrating leadership across Council in coordinating and communicating best practice environmental management activities and requirements

• facilitating the development of policies, operational procedures and guidelines across Council to deliver reductions in the environmental risks of Council’s activities and operations, to ensure compliance with environmental legislation

• coordinating and undertaking Council's quarterly environmental performance reporting.



Outcome 3.3 Biodiversity, Urban Forest and Parks

Outcome description

Brisbane protects and enhances the diversity, health and resilience of our open space, habitats, streetscapes, plants and animals. Brisbane values, protects and celebrates its rich biodiversity. Brisbane’s parks, open space and waterways reflect our subtropical lifestyle and are accessible to all members of our community. Parks and natural areas are attractive, functional and provide recreation, heritage, cultural, social and ecological benefits to the city. Trees along streets, footpaths and bikeways provide shade for the city, cooling suburbs and enhancing rich biodiversity.

Where we are now

Brisbane’s natural environment is at the heart of the city’s global reputation as a clean, green and sustainable city. Brisbane is privileged to be Australia’s most biodiverse capital city with an extensive and expanding open space and waterway network of more than 2050 parks, covering more than 6000 hectares in urban parks and 9500 hectares in conservation reserves.

The City’s liveability is integral to Brisbane’s identity as a subtropical city. The urban forest provides essential habitat for wildlife as well as underpinning the city’s liveability by reducing temperatures and cooling our streets by up to five degrees in summer.

Council acquires, protects and restores significant habitat and critical biodiversity areas through bushland acquisition, conservation management, invasive species management, local laws and environmental offsets. Council has an integrated planning and regulatory framework that protects the city’s most important habitat areas and open recreational space. Residents have funded the purchase of vital bushland through their rates for more than 26 years and many thousands of volunteers and hundreds of private landholders are actively involved in biodiversity conservation.

Tree planting programs continue to target footpaths and park pathways to enhance the cooling effect of natural vegetation on our city. Council maintains approximately 575,000 street trees, comprising more than 200 species.

Council works to strategically plan parks of many different sizes that range from large conservation reserves to metropolitan, suburban and local recreation parks to meet the needs of all residents and community groups as well as providing wildlife habitat and refuge. The acquisition and embellishment of parkland across the city responds to patterns of development and population growth.

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The parks network continues to cater to community demand for an increasing range of outdoor activities through cost effective strategic network planning and community engagement. The community remains highly engaged with our city’s parks and playgrounds, with almost 50% of Brisbane’s residents visiting parks once or more per week. Through a greater focus on universal access, more than 40 playgrounds now have all-abilities equipment.

Where we want to be

Council will continue to value, protect and restore the natural environment, ensuring there is a resilient, well-managed and accessible conservation reserve network. This will be supported by complementary voluntary conservation measures on private land to sustain our unique flora and fauna and through effective protection of significant vegetation on public and private land. Council will continue to reduce the impacts of invasive species upon the city’s biodiversity through the delivery and implementation of a new Biosecurity Plan and associated programs such as the Wipe Out Weeds program. Council will protect and restore key sites that contribute to the improvement of the quality and quantity of natural habitats in Brisbane.

The urban forest will remain an integral element of Brisbane’s identity as a subtropical city and underpin the city’s liveability. Council is committed to re-establishing canopy cover across the city and reducing the urban heat island effect by creating shade cover along footpaths and bikeways. To do this we need to understand our urban forest condition and value as well as where the hottest areas of the city are.

Council will continue to explore innovative ways to manage and enhance our city’s rich biodiversity and ensure at-risk flora and fauna are protected.

Our parks and natural areas will continue to grow and be accessible and sensitively-activated spaces that are highly valued and visited by residents and visitors. Council will continue to work with communities to ensure we provide diverse and engaging outdoor spaces and experiences.

Open space is seen collectively by residents as an essential community resource that should be accessible by all. Council commits to preserving and continuing to grow the open space of today to provide an outdoor, sub-tropical lifestyle so the city continues to be a place where people choose to live and visit and a place for wildlife to prosper.

Strategy 3.3.1 Growing the Conservation Reserve Network

Protect, manage and restore the city’s significant habitat areas and establish a network of resilient and well-connected conservation reserves. This includes managing and expanding conservation reserves, and preserving the city’s most significant natural assets.

Service 3.3.1.1 Conservation Reserves Network

This service aims to secure lands with significant biodiversity value using funds raised through the Bushland Preservation Levy. Council's program of acquiring land with significant biodiversity value to add to the city's conservation reserve estate will continue. Council will continue its second year of an accelerated four year program of acquiring significant bushland reserve.

Activities include:

• identifying significant lands for acquisition, in order to consolidate and connect the existing conservation reserve estate

• sourcing property-related reports (legal and valuation) and biodiversity information to support land acquisitions and the sustainable management of these assets

• improving the quality of the conservation reserve estate through the management and maintenance of potentially threatening processes on acquired bushland.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Bushland Acquisition Program Capital 29,898 34,864 30,663 -Expense - - - -Revenue 8,722 10,738 11,687 12,779

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Strategy 3.3.2 Conservation Reserve Management and Restoration Program

Brisbane’s urban forest supports a range of outcomes including biodiversity, recreation, education, economic vitality, waterway health, urban cooling, outdoor lifestyle and contributes to the Brisbane Vision 2031 goal of a well-designed, subtropical city.

Brisbane protects, sustains and enhances the resilience of its urban forest assets, including Council owned or controlled conservation reserves, other public lands, and significant vegetation on private land. Council will also include increasing shade and canopy cover across the city through the delivery of environmental restoration projects on priority sites, supporting community driven revegetation projects and restoring strategically significant properties.

Service 3.3.2.1 Conservation Reserves Management

This service aims to manage conservation reserves and other natural assets to deliver an effective balance between sustaining their ecological value and enhancing their recreation and education values.

Activities include:

• management of more than 9500 hectares of the natural, cultural and recreational values of the city's 108 conservation reserves, including reserves of historical significance such as Mt Coot-tha Forest and other areas of high significance

• bushland maintenance, access, rehabilitation, infrastructure and weed, pest and fire management• strategic natural asset management and restoration• community engagement in natural areas• undertaking research and liaising with stakeholders to identify and implement priority actions for invasive

species management• trialling innovations in science and technology to inform biosecurity responses and resource efficiencies• reducing the impacts of invasive species upon the city’s native biodiversity• ensuring our protected area refuges remain free of weeds and pests• delivery of environmental education and interpretation services through Council’s environment centres• administration of local laws including strategic vegetation protection, permits, breaches and requests for

information• delivery of environmental offset habitat restoration projects.

Council will focus on:

• providing access to conservation reserves for residents and visitors• implementing the Outdoor Recreation Management Strategy for Brisbane’s natural areas• active risk management, including establishing and maintaining fire management infrastructure, reducing

fire hazards and wildfire suppression• building on Council's improved approach to the management and activation planning of the reserves• delivering education, technical support, and on ground projects to respond to new and emerging biosecurity

threats• implementing Council’s responsibilities in relation to the Biosecurity Act 2014• developing and implementing a Biosecurity Plan and associated programs for the Brisbane Local

Government Area• continuing the delivery and improvement of Council’s evidence-based and targeted approach to effective

reserve management• meeting the requirements of the Queensland Government’s Environmental Offsets Policy including the

delivery of on-ground rehabilitation and restoration activities• funding for Council's ongoing partnerships with community groups dedicated to conserving our environment• strategic protection of urban forest natural assets.


$000 $000Expense 12,141 12,749Revenue 40,785 46,506

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Brisbane Invasive Species Management Plan Implementation Capital - - - -Expense 1,590 1,613 1,667 1,746Revenue 1,590 1,613 1,667 1,746

Conservation Reserves Management Program(Refer Appendix of Schedules)

Capital 2,962 3,035 3,148 3,234Expense 1,974 2,018 2,089 2,139Revenue 4,936 5,054 5,238 5,373

Environmental Offsets Capital - - - -Expense 548 534 543 555Revenue 500 500 500 500

Natural Areas Risk Management Capital - - - -Expense 129 132 137 140Revenue - - - -

Wipe Out Weeds Capital - - - -Expense 3,283 3,356 3,471 3,554Revenue 3,283 3,356 3,471 3,554

Service 3.3.2.2 Biodiversity Planning

This service aims to protect and sustain biodiversity through planning and statutory instruments including:

• the South East Queensland Regional Plan 2031, Brisbane City Plan 2014 and Neighbourhood Plans, management strategies and guidelines for the protection and restoration of biodiversity, including environmental offsets, wildlife movement solutions, habitat restoration and threatened species management.



Strategy 3.3.3 Enhancing and Maintaining Park and Street Trees

Increase and proactively manage our street and park tree assets to optimise and sustain their environmental, economic and social benefits, in the most cost effective way.

Service 3.3.3.1 Managing Trees on Public Land

Just over half the city’s tree canopy cover is growing in public parks and road reserves, including an estimated 575,000 street trees.

Council will grow, protect, sustain and celebrate street and park tree assets as an important element of a resilient urban forest that will deliver essential community benefits for current and future generations.


• targeted delivery of local street and park tree planting and proactive maintenance programs to manage risk, meet local priorities, and provide shade to our public places

• delivering Neighbourhood Shadeways, in partnership with the community, program partners and Queensland Government agencies, by planting shade trees to support walking, cycling and waterway health

• supporting integrated delivery of Subtropical Boulevard treatments along arterial entry roads and suburban routes

• promoting the multiple values of street and park tree elements of our city’s urban forest through community engagement activities

• succession planning and planting for significant trees in the city’s parks and other public places

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• providing support and resources for proactive and reactive tree maintenance in response to customer requirements.


$000 $000Expense 15,268 16,027Revenue 990 297

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Boulevards and Shadeways Capital 692 701 718 735Expense 628 961 1,009 1,035Revenue 38 - - -

Park Tree Management Capital - - - -Expense 774 797 827 845Revenue - - - -

Strategy 3.3.4 Grow, Improve and Maintain Brisbane's Network of Urban Parks

Continue a planned approach to acquiring and developing new parks and improving existing ones to optimise community benefits and meet the diverse recreational and cultural needs of an increasing population. Ensure that we provide well maintained and clean facilities, lawns, gardens, shady trees, playgrounds and general amenities so that people can make the best use of our parks and public spaces for a wide range of active and passive recreational activities including sports, jogging, walking, picnics and barbeques.

Service 3.3.4.1 Park Development and Enhancement

Brisbane has an expanding network of more than 2050 parks providing more than 6000 hectares of urban parkland for residents. This service aims to enhance the parks network by acquiring and developing new parks and improving existing parks. It leads the forward planning for the city's parkland estate using improved understanding of the community's expectations for parkland provision, and the activities, facilities and quality they expect to be provided.


• the ongoing review of the city's open space network and its representation in the transitional Draft Local Government Infrastructure Plan in Brisbane City Plan 2014

• improving policies, rules and guidelines for development, use and management of the city's parks and public space areas

• reviewing planning guidelines• providing technical advice and assistance on open space issues for citywide, local and neighbourhood

planning• planning and design for the development of sport and recreation parks and facilities and the activation of

existing parks• master planning, concept planning, designing and constructing parks and facilities to required standards• continuing to improve the accessibility of all of Brisbane's parks and playgrounds.

The Parks Infrastructure Improvement Program contributes towards the acquisition of new parkland in this service. The Metropolitan and District Playgrounds and Upgrade Neighbourhood Parks projects contribute towards the upgrade and provision of new park facilities and park improvements.


$000 $000Expense 2,562 2,583Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

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Key City Park Upgrades Capital 9,676 9,675 10,005 10,136Expense - - - -Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Metropolitan and District Playgrounds Capital 2,147 2,028 2,056 2,121Expense - - - -Revenue 132 - - -

Parks Infrastructure Improvement Program Capital 21,728 23,035 34,442 34,745Expense - - - -Revenue 1,625 75 - -

Upgrade Neighbourhood Parks (Refer Appendixof Schedules)

Capital 2,581 2,410 2,523 2,585Expense 501 503 522 534Revenue - - - -

Service 3.3.4.2 Parks Maintenance and Renewal

This service aims to maintain, refurbish and replace park assets so they are fit for purpose, well utilised and accessible to all of the community.

Council will provide:

• clean and safe parks, with well-maintained facilities and activity spaces• accessible parks so that Brisbane's residents and visitors can make best use of our public spaces• play precincts in each region that provide a diverse range of opportunities for users of all abilities• quality green assets such as heritage gardens, botanic gardens, attractive landscaping, trees and shrubs.


• design and construction of parks and facilities to meet the needs of Brisbane’s residents and visitors including the construction of 10 new outdoor gymnasiums in city parks over four years

• park maintenance and operation, including cleaning, litter and rubbish removal, grass cutting, tree maintenance, infrastructure maintenance, visitor services and emergency response

• liaising with sporting groups about best practice maintenance of sporting fields, including efficient and alternative water use strategies and use of alternative surfaces

• support and advice for community management of sporting field facilities• involving the community through regular liaison and feedback• park asset rehabilitation schedules based on condition and community priority.

Ongoing projects provide for the periodic refurbishment and replacement of park infrastructure and facilities such as dog off leash areas, toilets, picnic areas, playgrounds, boardwalks, utilities, memorials, recreation facilities and pathways.

The Flying Gangs grass cutting project will provide capacity for an additional two grass cuts in parks, in addition to the 17 annual cuts provided for within existing operations. The frequency of cuts will continue to take into account weather conditions and the needs of park users.


$000 $000Expense 72,575 76,465Revenue 50,572 44,907

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Dog Off Leash Area Refurbishment (Refer Appendix of Schedules)

Capital 428 439 455 466Expense 116 117 118 120Revenue - - - -

Enhanced Safety Lighting (Refer Appendix of Schedules) Capital - - - -

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Expense 511 522 537 551Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Flying Gangs - Parks Grass Capital - - - -Expense 1,108 1,135 1,180 1,208Revenue - - - -

Maintain Lakes Systems in Parks Capital - - - -Expense 1,370 1,400 1,448 1,481Revenue - - - -

Memorials and Heritage Restoration (Refer Appendix of Schedules)


Park Access Assets Maintenance and Rehabilitation(Refer Appendix of Schedules)


Park Infrastructure, Gym Facilities and Landscape Upgrades (Refer Appendix of Schedules)


Play Safe Upgrades (Refer Appendix of Schedules) Capital 1,267 802 703 720Expense 177 189 191 195Revenue - - - -

Strategy 3.3.5 Regulate Parks and Reserves to Ensure Public Enjoyment and Safety

Uphold and enforce Council's local laws for parks, enable enjoyable and safe park experiences for visitors and protect people and park assets from the impacts of illegal and non-permitted activities.

Service 3.3.5.1 Parks and Reserves Compliance

This service regulates unlawful activities within parks to help deliver safe and enjoyable experiences for all.


• undertaking investigations and compliance action in parks regarding breaches of Council's local laws relating to Council lands and assets, including parks

• providing advice to the public and disseminating educational material about Council's local laws for parks and park assets.


$000 $000Expense 492 524Revenue - 50

Strategy 3.3.6 Mt Coot-tha Precinct

Council will continue its commitment to manage and promote the Brisbane Botanic Gardens, Mt Coot-tha as a significant horticultural, leisure, learning and tourism destination.

Service 3.3.6.1 Manage Mt Coot-tha Botanic Gardens and Reserve

This service ensures that the Brisbane Botanic Gardens, Mt Coot-tha is efficiently and effectively managed, promotes sustainable horticultural practices, provides quality visitor services and facilities that are well utilised, provides learning for life opportunities and contributes to Brisbane’s sustained prosperity.

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Reinforcing Mt Coot-tha as the premier destination for ecotourism in Brisbane, Council will complete the Mt Coot-tha Visitor Information Centre. The Visitor Centre will be the premier facility that links all attractions available at Mt Coot-tha, including the Botanic Gardens, the Planetarium, the Mt Coot-tha Summit and a diverse range of other recreational activities. The Centre will also add to and complement the diverse information that Council’s corporate website and the Queen Street Mall Visitor Information Centre provide.Council will deliver the Mt Coot-tha enhancement program, including new walking trails, major upgrades to Simpson Falls and JC Slaughter Falls and a zipline. Enhancements will be made to the paths and tracks within the Mount Coot-tha Forest Reserve and Brisbane Botanic Gardens. These enhancements will further improve the accessibility, recreation and tourism experience of this destination precinct.


• delivering a Mt Coot-tha precinct plan • completing a master plan for the Gardens• new walking trails and major upgrades to Simpson Falls and JC Slaughter Falls• delivering a zipline at Mt Coot-tha• maintaining, repairing, refurbishing, replacing and operating garden assets• designing, developing and establishing new features and infrastructure to enhance the experience of visitors

and garden operations• maintaining landscape elements including grass, gardens, botanical displays, trees, shrubs, public art,

ponds and water features• conducting educational, recreation and tourism programs, including volunteer guided tours• providing technical advice and promoting sustainable gardening and amenity horticulture.


$000 $000Expense 5,004 5,088Revenue 145 148

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Mt Coot-tha Botanic Gardens - Refurbish Assets and Enhancements

Capital 745 744 778 797Expense 162 184 192 196Revenue - - - -

Mt Coot-tha Trails and Access Capital - - - -Expense 109 110 111 112Revenue 109 110 111 112

Mt Coot-tha Zipline Capital - - - -Expense 710 935 170 -Revenue - - - -

New Walking Trails Capital 539 - - -Expense 529 1,195 835 -Revenue 1,069 1,195 835 -

Simpson and JC Slaughter Falls Upgrade Capital 2,015 407 - -Expense - - - -Revenue - - - -

Strategy 3.3.7 Manage Roma Street and South Bank Parklands

Council will continue its commitment to manage and maintain Roma Street and South Bank Parklands as important horticultural, leisure and tourism destinations.

Service 3.3.7.1 Manage Roma Street and South Bank Parklands

In partnership with the Queensland Government, this service aims to ensure that Roma Street and South Bank Parklands are efficiently and effectively managed as premier lifestyle parklands, which are well utilised by the community and visitors.


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• promoting the Parklands' facilities and services as a premier lifestyle destination for Brisbane• maintaining, repairing, refurbishing, replacing and operating garden facilities and assets• maintaining landscape elements including lawn maintenance, garden planting, tree and shrub management• conducting educational and tourism programs, including volunteer guided tours• organising events in the Parklands• providing technical advice and promoting sustainable gardening and horticulture practices.


$000 $000Expense 28,893 28,193Revenue 28,893 28,193

Outcome 3.4 Sustainable Water Management

Outcome description

Brisbane is a subtropical, resilient and WaterSmart city that manages and uses water and stormwater sustainably, protects its waterways and considers water as a core feature underpinning Brisbane’s liveability, design and economy. Council takes an integrated approach to managing our water supply, stormwater and waterways.

As a subtropical city, Brisbane is defined by its river, Moreton Bay and the waterways that traverse suburbs and urban areas. The maintenance and restoration of waterways improves liveability and protects wildlife and helps to make the city resilient and ready for changes both expected and unexpected. Water has a key influence in urban cooling and urban design and helps achieve sustainable urban development.

Brisbane will be prepared for climate extremes and will respond and recover effectively from flood and drought events. A flood risk management approach helps our city to thrive on a floodplain by being safe, confident and ready for flooding.

Through an integrated and strategic approach to urban water management, urban planning and design, Brisbane will be well placed to adapt to changing climate conditions, while achieving sustainable and liveable outcomes for the city.

Where we are now

The river is one of the city’s most important natural assets and together with Moreton Bay and the extensive network of creeks, gullies and wetlands, is used for social, environmental and recreational and functional needs. Council has been improving ecological and waterway health through nutrient and sediment management, retaining and reusing stormwater, retrofitting urban and open space with water in mind and creating adaptable, multiuse spaces which provide stormwater, recreational and environmental outcomes.

Council is renewing and re-establishing natural waterway systems by constructing wetlands and creek filtration systems, revegetating waterway banks and corridors. Its rolling rehabilitation and stabilisation program prioritises high-value waterways and creeks. Access to select waterways has been improved through the construction of pontoons, boat ramps, fishing platforms, jetties and adjacent bikeways while Council recently completed the reconstruction of the iconic Shorncliffe Pier.

Council partners with national research centres, universities and other organisations to develop innovative water initiatives and integrate water resource management with land use and infrastructure planning to achieve urban design, urban greening, city cooling and enhanced liveability outcomes for Brisbane.

Recognising that water is a cross-boundary, regional consideration, Council operates under a long-established partnership approach to water management promoting a consistent, evidence-based approach to waterway management. Led by the Council of Mayors South East Queensland, Council is also taking a whole-of-catchment approach to waterway management and water quality that transcends local government boundaries, through the Resilient Rivers program.

Brisbane’s community is considered the most water-literate of Australia’s capital cities. Council and the residents of Brisbane have been working for decades to green, rejuvenate and restore local waterways, individually or as part of Creek Catchment groups.

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Council is now harnessing community passion to master plan and deliver the rejuvenation of the entire Norman Creek Catchment and has embarked on the 20 year transformation of Oxley Creek. Council also works with industry to reduce sediment entering creeks from building sites.

Floods and droughts have reshaped the city’s relationship with water. During the Millennium Drought residents became enduring water savers. Following the 2011 flood, public infrastructure has been designed to be more flood-resilient and flood-smart design is incorporated into development. To better prepare Brisbane for flooding, Council takes an integrated approach to flood-risk management through Brisbane’s FloodSmart Future Strategy 2012-2021.

Where we want to be

Brisbane City Plan 2014 will continue to protect waterway corridors and enable integrated stormwater management. Land-use planning and innovative technology solutions provide further opportunities for improving ecological and waterway health. This will be supported through the integrated management of parklands, conservation reserves and infrastructure such as transport corridors, stormwater and water supply networks to build a cleaner, greener, sustainable city.

Harnessing the potential of stormwater through flexible and innovative approaches will provide resilient water supplies, improve waterway health and flood mitigation, support urban greening and clean air, and reduce urban heat island effect and energy use.

Council will continue to lead collaborative, evidence based approaches using the Brisbane Total Water Cycle Management Plan to guide waterway planning and delivery.

Council and Brisbane’s community will support and use a diverse mix of water resources, improving the city’s resilience to future climatic events and cycles. The community will be well informed and prepared to make wise water decisions and demonstrate WaterSmart behaviours. Council will continue to integrate WaterSmart outcomes and best practice in Councils operations, capital works, urban planning, natural resource management and asset management.

Council is recognised as a global leader in flood management. Brisbane will be a city that lives well with flooding, which is expected, designed and planned for. Brisbane’s FloodSmart Future Strategy will continue to guide our city, to be safe, confident and ready. The potential risks of flooding on future development will be minimised through planning and assessment processes. The risks of flooding on existing dwellings will be reduced by increasing community resilience to flooding as well as ongoing structural maintenance, rehabilitation and upgrades to the stormwater drainage network.

Strategy 3.4.1 Integrated Water Cycle Management

Responsible, confident and efficient management of the total water cycle.

Service 3.4.1.1 WaterSmart Future

Council will:

• provide strategic investigations and advice in relation to water issues• develop instruments and tools to support policy development and delivery in stormwater and flood

management, regional and local waterway health and other components of the water cycle• engage, collaborate and partner with the community, industry bodies, local business, government agencies

and regional partners to shape our water future• participate in research and education initiatives to progress water smart innovation, science and technology• lead implementation of the Brisbane Total Water Cycle Management Plan to deliver WaterSmart solutions

for the city• collaboration and engagement with water utilities, including Seqwater and Queensland Urban Utilities,

including scoping of drought responses and the use of alternative water sources• Integration of WaterSmart outcomes and environmental best practice in all aspects of Council operations

and works, urban planning and design and landmark projects and initiatives such as Oxley Creek Vision and Coorparoo Creek Park.


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• facilitating the development of strategies, plans, operational procedures, guidelines and initiatives across Council to deliver total water cycle management outcomes

• initiating activities that support the local and regional management of the urban water cycle with input from stakeholders including the community, all levels of governments and their agencies

• maintenance of stormwater harvesting sites.


$000 $000Expense 1,273 1,332Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Stormwater Harvesting Rehabilitation Capital 323 108 112 114Expense - - - -Revenue - - - -

Service 3.4.1.2 Integrated Water Cycle Implementation

This service aims to implement integrated water cycle planning solutions to support Council's statutory and regional planning.

Council will:

• develop plans, information and programs that support and prioritise the implementation of Council's clean, green, sustainable outcome through delivery of Brisbane’s Total Water Cycle Management Plan

• work with partners and industry to develop and implement tools that deliver WaterSmart outcomes and embedding these within sustainable and subtropical planning and design

• align Council policies and the Brisbane City Plan 2014 with changes in the Queensland Government's regulatory and legislative regimes.


• preparing plans to meet Council's legislative obligations as identified by the Queensland and Australian governments

• preparing studies and plans that provide information to support Council's land use planning activities, particularly the Brisbane City Plan 2014, neighbourhood planning and urban renewal plans

• providing customer support to respond to queries concerning our WaterSmart outcomes, guidelines and standards

• continuing to fund customer service obligations for clearing blockages in combined drains• supporting development assessment teams with policy advice on development applications and key

legislative changes• investigating, where possible, non-regulatory alternative land use planning and environmental management

solutions.


$000 $000Expense 1,574 1,641Revenue - -

Service 3.4.1.3 Regional Water Quality Management

This service aims to collaborate with regional partners to assist the planning and implementation of management actions to achieve improved water quality and wider liveability outcomes associated with water and waterways in South East Queensland and the upper catchments of the Brisbane River. This service also supports the development and delivery of best practice water quality management.

Council will provide:

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• leadership in research that translates into integrated delivery opportunities for Brisbane and all regional partners

• strategic policy integration, interpretation and issue management with Queensland and Australian governments and regional partners in water quality management

• stakeholder engagement with all regional partners• capacity building around current best practice requirements.


• linking Council’s projects and programs with key findings from the Water Sensitive Cities Cooperative Research Centre, a national research partnership that involves investigation of policy frameworks, innovative new technologies and knowledge requirements to manage water sustainability from an urban infill perspective

• continuing to develop strategies for regional waterway enhancement, water-sensitive urban design retrofit and water quality offsets in partnership with surrounding local governments through the Council of Mayors South East Queensland Resilient Rivers Initiative and catchment-based action plans

• erosion and sediment control research and policy development, systems improvement and capacity building• contributing to the Healthy Land and Water Program delivering the Healthy Land and Water Report Card,

regional recreational waters and the Healthy Land and Water River Clean-up Program• supporting, as a foundation partner, the activities of the International River Foundation, including hosting the

International Riversymposium in Brisbane in 2017



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Resilient Rivers Initiative Capital - - - -Expense 554 556 568 573Revenue - - - -

Service 3.4.1.4 Improve Ecological Health and Liveability of Waterways

Waterway management, rehabilitation and enhancement works will continue to be undertaken to improve the resilience of our waterways to the impacts of a growing city and WaterSmart outcomes will be embedded within new developments and Council operations where appropriate.

This service aims to support multiple outcomes for our waterways and stormwater including their social, economic, environmental and recreational values to support the sustained liveability of Brisbane. It also ensures sustainable stormwater management in the built environment, cost effectively mitigates adverse impacts on waterways and supports wider liveability and urban greening outcomes through integrated, innovative and flexible design solutions.

Activities include:

• waterway rehabilitation and enhancement works in key priority locations, including developing future integrated design solutions that support liveable and accessible waterways

• developing waterway and WaterSmart asset (including wetlands, bioretention devices and swales) registers, risk assessments, classification manuals, strategic asset management plans and risk-based service delivery plans to support optimised delivery and service level planning aligned to community expectations and waterway functions

• delivery of healthy waterways commitments, legislative and regional requirements through the Brisbane City Plan 2014 and other planning instruments, with an increasing emphasis on a more strategic approach to stormwater management to support integrated design, multiple outcomes and green, subtropical city outcomes, including flexible water sensitive urban design responses

• developing a waterway multiple use framework to support integrated delivery planning, guiding WaterSmart interventions across the catchment

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• maintenance of Water Smart assets and delivering a program of works to extend the life of Water Smart assets

• integrating the results of sediment source studies within project planning, evaluating high value aquatic assets, and understanding the condition of Brisbane’s local waterways to build resilient urban creeks

• ongoing citywide recreational waterway health monitoring• erosion and sediment control compliance by maintaining a strong Council field presence and supporting

planning frameworks• implementation of WaterSmart integrated design and healthy waterways commitments, legislative and

regional requirements through the Brisbane City Plan 2014 and other planning instruments.


$000 $000Expense 4,685 4,715Revenue 746 751

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Erosion and Sediment Control Compliance Project Capital - - - -Expense 467 478 496 509Revenue 161 162 161 165

Local Waterways Health Assessment and Evaluation Capital - - - -Expense 502 515 549 567Revenue - - - -

Natural Waterway Rehabilitation (Refer Appendix ofSchedules)

Capital - - - -Expense 4,046 4,106 4,256 4,365Revenue - - - -

Rehabilitation of WaterSmart Assets Capital - - - -Expense 537 539 547 561Revenue - - - -

Strategy 3.4.2 Access and Use of Waterways

Ensuring that the river, bay and waterways can be safely accessed and are widely used as recreational, economic and environmental resources.

Service 3.4.2.1 Wharves, Jetties and Pontoons

This service aims to provide safe and improved access to Brisbane's waterways to help achieve recreational, economic and environmental outcomes.

Council will:

• construct new wharves, jetties, pontoons, fishing platforms and associated land improvements (such as car parks) for recreational purposes

• improve the provision of safe access and activation to the Brisbane River, bay and waterways for residents and visitors

• ensure Council's waterway assets are maintained at an appropriate level to optimise operation and access to creeks, the river and the bay

• continue to provide safe facilities• maintain and seek improvement in the delivery of services according to Council’s service standards.


• ongoing maintenance and rehabilitation of existing wharves, jetties, pontoons and fishing platforms to ensure safe operation and optimum access to waterways

• resurfacing of ramps and access points• enhance and improving parking and storage facilities.


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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Wharves Jetties Pontoons and Fishing Platforms(Refer Appendix of Schedules)


Service 3.4.2.2 Sea and River Walls

This service aims to provide structures that improve access to, and protect Council land adjacent to Brisbane’s creeks, river and bay.

Council will:

• deliver effective planning and work, that takes into consideration unexpected weather events, to enable the ongoing protection of foreshore and riverbank public infrastructure from damage by tidal waters and erosion

• ensure safe community access to and use of parks and Council land adjacent to the Brisbane River and Moreton Bay

• continue assessment of existing assets and identification of required rehabilitation or replacement• increase erosion immunity to adjoining Council land, infrastructure, and natural assets• implement innovative engineering solutions that protect assets from natural processes• utilise public shared paths and other facilities to extend existing passive recreational uses.


• constructing sea and river walls (adjacent to public lands)• maintaining and rehabilitating sea and river walls in a safe, functional and visually appealing way.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Sea and River Walls Rehabilitation (Refer Appendixof Schedules)


Strategy 3.4.3 Reduce Flooding

Investigation, design and construction of drainage schemes to relieve flooding.

Service 3.4.3.1 Flood Risk Management and Planning

This service aims to implement the direct actions from the Flood Action Plan and FloodSmart Future Strategy and to manage Council's flood and drainage investigation program to reduce the impact of flooding on people, property and infrastructure.

Council will:

• implement the FloodSmart Future Strategy• manage Council's stormwater relief drainage and flood investigation schedule to reduce flooding in high

priority residential areas• identify and analyse flood risk through a program of creek catchment flood studies and identify potential

catchment-based mitigation and management measures to reduce flood risk

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• work on stormwater and waterway policy development to plan and manage the city's stormwater and waterway network to reduce flooding in priority areas affected by river, creek, storm surge and overland flow flooding.


• contributing to the Queensland Government’s Brisbane River Catchment Flood Studies project• managing the planning of the rolling stormwater capital works schedule• undertaking creek catchment floodplain management planning and adaptive strategies as part of Council’s

ongoing flood management program• preparing and reviewing planning and policy documents related to stormwater management.


$000 $000

Expense 2,560 1,796Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

A Floodsmart Future Capital - - - -Expense 421 365 397 -Revenue - - - -

Catchment Flood Risk Management Plans Capital - - - -Expense 501 514 535 552Revenue - - - -

Service 3.4.3.2 Drainage Investigation and Design

This service aims to minimise the impacts of flooding through strategic forward planning of drainage infrastructure. A comprehensive view of WaterSmart outcomes from across Council works is important to delivering sustainable drainage practices, maintaining the health of our waterways, providing wider community benefits and minimising the costs associated with the maintenance of drainage infrastructure.


• investigating and providing feasibility, option analysis, detailed design and cost estimates for local and major drainage and drainage rehabilitation projects

• developing and updating local stormwater management plans to align with integrated water cycle management and flood risk management principles

• delivering integrated WaterSmart drainage outcomes through Council work schedules, that include developing improved screening protocols, business plans, support systems and the ongoing review of guidelines and practices

• supporting WaterSmart drainage investigation, cost effective and innovative design through focused delivery to achieve multiple outcomes, providing advice, flood information and data.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Drainage Design Capital 2,239 2,294 2,402 2,485Expense 524 547 572 591Revenue - - - -

Service 3.4.3.3 Local Drainage

This service aims to minimise flooding impacts in local catchments by constructing and upgrading drainage infrastructure, obtaining drainage easements and acquiring land.

Council will manage and implement local stormwater drainage solutions to reduce flooding in residential areas.

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• constructing new stormwater drainage• acquiring land for drainage easements• upgrading drainage for capacity aligned with Council’s drainage standards and compliance.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Local Drainage Construction (Refer Appendix of Schedules) Capital 4,089 4,239 4,418 4,521Expense - - - -Revenue - - - -

Service 3.4.3.4 Major Drainage

This service aims to minimise flooding impacts to properties and associated infrastructure in drainage catchments by constructing new major drainage infrastructure, obtaining drainage easements and acquiring land.

The service will continue to manage and implement Council's stormwater major drainage schedule to reduce flooding in high priority areas.

In response to the reduced interest in Voluntary Home Purchase, Council will now work with residents to further assist them in managing the flood risk on their properties.


• acquiring flood prone land to accommodate overland flow paths• constructing new trunk stormwater infrastructure• upgrading stormwater infrastructure for capacity as per Council’s relief drainage standards and compliance.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Major Drainage Construction (Refer Appendix of Schedules) Capital 10,808 10,665 11,070 11,287Expense - - - -Revenue 404 - - -

Residential Flood Assistance Program Capital 2,983 2,988 3,014 3,104Expense - - - -Revenue - - - -

Service 3.4.3.5 Plan for Future Infrastructure

This service aims to progressively provide new stormwater infrastructure as appropriate to support the growth and liveability of the city.

The service will prioritise improvements to the capacity of existing flood infrastructure in areas where upgrades are identified as needed to meet the capacity requirements of future development within a catchment. It will also build on the previous investment made by Council to further extend the:

• facilitation of the integration of stormwater drainage and water quality infrastructure, within a wider approach to water cycle management, waterway health, protect the environment and improve the liveability of our city, and integrate with other infrastructure networks to support multiple outcomes such parks and streets.

• facilitation of the construction of stormwater drainage and water quality infrastructure to meet sequenced stormwater planning for the city's development

• development of integrated solutions that contribute to long term sustainability• delivery of drainage infrastructure in new growth areas that are planned and built to align with development

needs.


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• managing the delivery of new and upgraded infrastructure to support and facilitate development• managing Council’s support to the development industry in the construction of infrastructure to standards

specified in development conditions• facilitating the delivery of water quality infrastructure to meet Council's water quality objectives• developing and upgrading the stormwater network via neighbourhood planning and urban renewal plans

and the Priority Infrastructure Plan program.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Stormwater Infrastructure (Refer Appendix of Schedules) Capital 7,360 10,688 12,095 12,262Expense 206 211 220 228Revenue - - - -

Service 3.4.3.6 Manage Contributed Stormwater Assets

This service aims to ensure contributed stormwater assets meet Council design standards and regulatory assessment.

Council will manage the contributed assets recognition and valuation process. Activities in this service include:

• aligning Council's requirements to design standards• providing guidance to developers on Council requirements• updating inventory information• valuing and recognising the contributions as revenue and on the asset register.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Drainage Contributed Assets Capital - - - -Expense - - - -Revenue 12,000 12,000 12,000 12,000

Strategy 3.4.4 Maintenance and Rehabilitation of Flood Management Assets

Maintain and rehabilitate stormwater and flood mitigation assets.

Service 3.4.4.1 Maintain Enclosed Drains

This service aims to ensure that Brisbane's 3000 kilometre stormwater pipe network operates at its optimum capacity.


• cleaning stormwater gully inlets• desilting pipes• rehabilitating damaged stormwater gully inlets• replacing gully grates• repairing and raising manholes• repairing enclosed drainage• clearing blocked stormwater pipes, gullies, manholes, inlets and outlets.


$000 $000Expense 8,409 8,849Revenue - -

Service 3.4.4.2 Maintain and Rehabilitate Open Drainage

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This service aims to ensure that Brisbane's open drainage network operates at optimum capacity to minimise the impact of flooding on people, property and infrastructure.

A range of maintenance and rehabilitation activities will be provide by this service responding to rainfall events and notified issues reported by residents.


• vegetation management in open drainage• desilting to remove accumulation of sediment likely to exacerbate flooding in locations including concrete-

lined sections of open channels, low flow channels, inlet structures, access ramps and table drains• weed eradication in water courses• vegetation management in waterways at key locations where flooding conveyance is restricted.


$000 $000Expense 6,824 7,305Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Major Waterways Vegetation Management (ReferAppendix of Schedules)


Service 3.4.4.3 Drainage Rehabilitation

This service aims to rehabilitate sections of the stormwater drainage network so it can operate to its design capacity.

To achieve this, works will be carried out under the drainage rehabilitation program to maintain asset performance.


• replacing damaged and collapsed pipes• extending the remaining life of assets through innovative technology such as relining• repairing damaged inlets and outlets• prioritising and scheduling rehabilitation works to ensure the network can operate to its optimum capacity• upgrading the network for capacity and compliance.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Stormwater Drainage Rehabilitation (Refer Appendix of Schedules)


Service 3.4.4.4 Mitigate Flooding

This service aims to reduce the impact of flooding on people, property and infrastructure from flood waterways.

Council will:

• inspect, survey, investigate and assess the condition of flood mitigated waterways• develop asset maintenance management plans

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• schedule and prioritise the maintenance and rehabilitation of mitigation works.


• maintenance and rehabilitation works• grass cutting in and along flood mitigated creeks• bank maintenance• desilting• vegetation management• minor flood mitigation maintenance.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Cyclic Desilting Waterways and Drains Capital - - - -Expense 549 552 571 584Revenue - - - -

Flood Mitigation Studies and Investigation Capital - - - -Expense 290 301 313 324Revenue - - - -

Service 3.4.4.5 Manage and Maintain Assets

This service aims to manage stormwater assets using Council’s Total Asset Management framework.


• managing the assets on a day-to-day basis by responding to requests regarding stormwater assets• inspecting the assets• surveying pipes, gullies and inlets• scheduling maintenance, rehabilitation and enhancement works• ensuring maintenance and rehabilitation works programs are delivered• updating as-constructed stormwater infrastructure assets• undertaking financial management of the asset portfolio, including valuing and depreciating assets.


$000 $000Expense 39,019 40,921Revenue 23,153 19,754

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Dial Before You Dig Capital - - - -Expense 152 152 152 152Revenue - - - -

Service 3.4.4.6 Reconstruct Gullies

This service aims to reconstruct stormwater drainage inlets to ensure they can perform their function of capturing stormwater from roads and bikeways and are safe for pedestrians, bikes and vehicles.

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Council will:

• reconstruct stormwater gully inlets that are in poor condition• replace gully grates that are not bike safe• replace stormwater gullies that impact on bike access in traffic corridors or are likely to adversely impact on

pedestrians, bikes or vehicles.


• inspection of gullies• repair of aged and damaged components• implementing upgrades for capacity and compliance including replacement of non-compliant grates with

those suitable for pedestrians, bikes and vehicles.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Citywide Gully Reconstruction Capital 1,307 1,338 1,386 1,421Expense - - - -Revenue - - - -

Outcome 3.5 Managing and Reducing Brisbane's Waste and Litter

Outcome description

Brisbane’s waste is managed in a holistic and sustainable way. Resource recovery opportunities are maximised and innovative waste solutions explored. Waste minimisation behaviours are adopted and reuse initiatives embraced. Brisbane’s streets, public spaces and waterways are litter free.

Where we are now

Council is regarded as a leader in waste and litter management with its detailed waste management strategy ‘Towards Zero Waste’ and award winning infrastructure and collection recovery, waste disposal and litter management services. As a city, we’re moving closer to producing zero waste with Brisbane residents embracing waste avoidance and recycling initiatives.

Since 2008, the amount of domestic waste disposed to landfill per person has steadily decreased, with a corresponding increase in recycling. Almost 90,000 tonnes of material is now recycled each year. Recyclables misplaced into the general red-lidded waste bin halved from 32% to 16% over the same period. Green waste disposed to the red-lidded bin has also rapidly reduced from 30% to 19% since green waste kerbside recycling was introduced. About 80,000 households now use the service. Council’s public place recycling bins divert over 220 tonnes of recycling from landfill each year and approximately 800 tonnes of e-waste is recycled through Council’s Resource Recovery Centres. All four centres were recently remodelled and expanded. Council’s two Tip Shops are visited by around 50,000 bargain-hunters each year.

Brisbane's waste and litter management continues to meet key performance indicators and ratepayer satisfaction remains high, but Council faces the challenges and demands of an expanding population and managing resultant waste more efficiently. Litter counts show a 50% reduction in rubbish on the city’s busiest streets since 2009. The city’s efforts were recognised with prestigious Keep Australia Beautiful national awards for litter prevention in 2014 and 2015.

The cleanliness of the busy public places within the Central Business District (CBD), the Valley and the entertainment precincts across the city requires ongoing attention to cleansing infrastructure and smarter use of available resources. In common with communities across Australia, Brisbane is grappling with issues such as littering from vehicles and illegal dumping, and the need to divert resources to cleaning and patrolling rather than providing community infrastructure.

Where we want to be

Council will provide a range of efficient services to residents, business and industry as part of a comprehensive waste management system for the city. Helping residents and businesses to avoid generating waste will remain a priority. Council will support business to adopt innovative production and distribution systems that minimise waste and build strong markets to repurpose waste into usable products. Waste will be seen as a resource.

Strategy 3.5.1 Effective Waste Stream Management and Reduction

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Manage waste through kerbside collection of domestic waste, green waste and recyclables and the operation of engineered landfills, tip shops and resource recovery centres. Actively encourage residents and visitors to reduce, reuse and recycle.

Service 3.5.1.1 Waste Stream Management and Reduction

This service aims to effectively manage Brisbane's waste streams in conjunction with the overall aims of increased recycling and reduced waste to landfill.

Council manages waste through the kerbside collection of domestic waste and recyclables, disposal of waste to engineered landfills and recycling facilities and the operation of four resource recovery centres.Council will implement a broad range of initiatives under the aimed at reducing the amount of waste going to landfill and maximising the city's recycling, including:

• the Green Waste Recycling Service, providing a wheelie bin green waste service to residents• the Additional Household Recycling Capacity service, providing a larger recycling bin to residents of

Brisbane• the Love Food Hate Waste initiative• the Recycling Service for Businesses, providing a user-pays recycling service to commercial premises• Brisbane Tip Shops, reducing waste to landfill in partnership with the Endeavour Foundation• management of resource recovery centres• conducting hazardous waste collection events.


• contract management of service providers• ensuring regulatory compliance and strategic asset management of key waste management facilities (four

resource recovery centres and Rochedale landfill)• continuing minimisation of waste from Council's facilities and operations• producing industry and community education and information materials such as Council’s Brisbane Bin &

Recycling App, school resources, fact sheets, recycling guide and recycling information on Counci’s website• working with industry stakeholders to ensure cleaner production, less packaging, and to promote recycling

and re-use initiatives.


$000 $000Expense 122,738 125,231Revenue 141,129 147,177

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Annual Kerbside Large Item Collection Capital - - - -Expense 6,279 6,561 6,937 7,108Revenue 80 80 80 80

Business Recycling Service Capital - - - -Expense 270 280 292 299Revenue 266 277 288 300

Enhance Public Place Recycling Capital - - - -Expense 392 403 420 430Revenue - - - -

Green Waste Recycling Service Capital - - - -Expense 7,264 7,425 7,679 7,859Revenue 6,816 7,277 7,709 7,863

Love Food Hate Waste Capital - - - -Expense 323 324 328 -Revenue - - - -

Rochedale Landfill Capital 5,606 - - -Expense - - - -Revenue - - - -

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Tip Shops Capital - - - -Expense 1,065 1,104 1,152 1,181Revenue - - - -

Towards Zero Waste Communication Educationand Research


Waste Contract Renewal Capital - - - -Expense 611 - - -Revenue - - - -

Strategy 3.5.2 Keeping our City Clean

Keeping our city clean and preserving the visual amenity by protecting our environment from waste and litter pollution.

Service 3.5.2.1 City Cleansing

This service aims to ensure that the:

• streets, roadways and footpaths of the city are kept clean and litter free, preventing potential pollutants from entering the environment

• city's ecosystems are kept clean and healthy by preventing potential pollutants (litter and waste) entering our waterways.


• emphasis on cleaning busy public areas (CBD and Valley Malls)• litter prevention services across the suburbs• waste collection to reduce litter and enhance the amenity of public space by providing additional bin

capacity and collection services in parks and on roadsides• street cleaning and road sweeping on major roads, around shopping centres and industrial areas, and

residential streets• pressure cleaning of footpaths and public places• operation of gum removal vehicles• operation of footpath and public place scrubbing machinery• assessment of litter 'hot spots'• litter and dumping awareness promotions and campaigns• coordination of community activities such as Clean Up Australia Day.


$000 $000Expense 6,408 6,018Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Citywide Litter Prevention Capital - - - -Expense 7,105 7,311 7,606 7,826Revenue 2,964 3,038 3,114 3,176

Cleaner Suburbs Awards Capital - - - -Expense 60 60 60 60Revenue - - - -

Flying Gangs - Maintenance Capital - - - -Expense 1,684 1,718 1,773 1,815Revenue - - - -

Street Sweeping Capital - - - -

69


Expense 5,946 6,092 6,309 6,473Revenue - - - -

70



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

100 Per Cent Carbon Neutral 5,923 5,955 6,080 6,269A Floodsmart Future 421 365 397 -Annual Kerbside Large Item Collection 6,279 6,561 6,937 7,108Boulevards and Shadeways 1,320 1,662 1,727 1,770Brisbane Invasive Species Management Plan Implementation

1,590 1,613 1,667 1,746

Bushland Acquisition Program 29,898 34,864 30,663 -Business Recycling Service 270 280 292 299Catchment Flood Risk Management Plans 501 514 535 552Citywide Gully Reconstruction 1,307 1,338 1,386 1,421Citywide Litter Prevention 7,105 7,311 7,606 7,826Cleaner Suburbs Awards 60 60 60 60Community Conservation Assistance 531 532 540 552Community Conservation Partnerships 5,007 5,138 5,331 5,457Conservation Reserves Management Program (Refer Appendix of Schedules)

4,936 5,053 5,237 5,373

Coorparoo Creek Park - Stage 1 800 - - -Cyclic Desilting Waterways and Drains 549 552 571 584Dial Before You Dig 152 152 152 152Dog Off Leash Area Refurbishment (Refer Appendix of Schedules)

544 556 573 586

Drainage Design 2,763 2,841 2,974 3,076Enhance Public Place Recycling 392 403 420 430Enhanced Safety Lighting (Refer Appendix of Schedules)

511 522 537 551

Environmental Compliance and Administration 313 320 333 344Environmental Offsets 548 534 543 555Erosion and Sediment Control Compliance Project 467 478 496 509Flood Information Online 157 161 168 173Flood Mitigation Studies and Investigation 290 301 313 324Flood Smart Assets 29 30 34 35FloodWise Information System 476 312 325 333Flying Gangs - Maintenance 1,684 1,718 1,773 1,815Flying Gangs - Parks Grass 1,108 1,135 1,180 1,208Fountains and Water Features 2,355 4,284 - -Gecko Drainage Data Update 83 86 89 92Green Heart CitySmart Pty Ltd - Operations 571 573 585 602Green Heart Homes and Schools 532 545 567 584Green Heart Sustainability Events 571 573 585 602Green Waste Recycling Service 7,264 7,425 7,679 7,859Key City Park Upgrades 9,676 9,675 10,005 10,136Koala Research Centre 2,465 298 301 -Live for Less 166 167 - -Local Drainage Construction (Refer Appendix of Schedules)

4,089 4,239 4,418 4,521

Local Waterways Health Assessment and Evaluation 502 515 549 567Lord Mayor's Community Sustainability and Environment Grants

483 494 514 530

Love Food Hate Waste 323 324 328 -Maintain and Enhance Flood Models 456 468 486 502Maintain Lakes Systems in Parks 1,370 1,400 1,448 1,481

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Major Drainage Construction (Refer Appendix of Schedules)

10,808 10,665 11,070 11,287

Major Waterways Vegetation Management (Refer Appendix of Schedules)

1,151 1,183 1,231 1,266

Memorials and Heritage Restoration (Refer Appendix of Schedules)

317 327 340 347

Metropolitan and District Playgrounds 2,147 2,028 2,056 2,121Mt Coot-tha Botanic Gardens - Refurbish Assets and Enhancements

907 928 970 993

Mt Coot-tha Trails and Access 109 110 111 112Mt Coot-tha Zipline 710 935 170 -Native Animal Ambulance 111 114 118 121Natural Areas Risk Management 129 132 137 140Natural Waterway Rehabilitation (Refer Appendix of Schedules)

4,046 4,106 4,256 4,365

New Walking Trails 1,068 1,195 835 -Norman Creek 2012 - 2031 3,698 3,730 3,910 4,040Northern Suburbs Environment Centre 508 2,648 1,519 -Oxley Creek Transformation 5,408 4,552 4,656 4,797Park Access Assets Maintenance and Rehabilitation (Refer Appendix of Schedules)

3,913 4,033 4,189 4,288

Park Infrastructure, Gym Facilities and Landscape Upgrades (Refer Appendix of Schedules)

4,479 4,330 4,460 4,567

Park Tree Management 774 797 827 845Parks Infrastructure Improvement Program 21,728 23,035 34,442 34,745Play Safe Upgrades (Refer Appendix of Schedules) 1,444 991 894 915Rehabilitation of WaterSmart Assets 537 539 547 561Remediation of Cannon Hill Community Links 231 235 - -Renewing Great Brisbane Gardens 893 529 532 -Residential Flood Assistance Program 2,983 2,988 3,014 3,104Resilient Rivers Initiative 554 556 568 573Restoration for Recreation (Refer Appendix of Schedules)

5,134 5,578 5,779 5,927

Rochedale Landfill 5,606 - - -Sea and River Walls Rehabilitation (Refer Appendix of Schedules)

1,029 1,053 1,090 1,118

Simpson and JC Slaughter Falls Upgrade 2,015 407 - -Stormwater Drainage Rehabilitation (Refer Appendix of Schedules)

6,156 5,418 5,559 5,688

Stormwater Harvesting Rehabilitation 323 108 112 114Stormwater Infrastructure (Refer Appendix of Schedules) 7,566 10,899 12,315 12,490Street Sweeping 5,946 6,092 6,309 6,473Telemetry Gauges and Warning Devices 110 112 116 119Tip Shops 1,065 1,104 1,152 1,181Towards Zero Waste Communication Education and Research

372 384 399 409

Upgrade Neighbourhood Parks (Refer Appendix of Schedules)

3,082 2,913 3,045 3,119

Waste Contract Renewal 611 - - -WaterSmart Communication and Engagement 56 57 58 61Waterway Human Health and Safety - Site Monitoring 124 127 132 137West End Riverside Land Remediation 9,852 5,450 226 229

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Wharves Jetties Pontoons and Fishing Platforms (Refer Appendix of Schedules)

4,612 2,220 1,550 1,597

Wipe Out Weeds 3,283 3,356 3,471 3,554Witton Barracks Park 1,019 - - -Total 233,451 228,291 228,569 197,987

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Program 4 – Future Brisbane

Future Brisbane

Program goal

The planning and growth management for Brisbane, Australia’s New World City, provides for and promotes a future city that is prosperous, well-designed, with a distinctive subtropical character. It leverages off the region’s climate and lifestyle attributes, thereby maintaining Brisbane’s outstanding quality of life.

Program description

Brisbane as Queensland’s capital and at the heart of one of the fastest growing regions in Australia, continues to change and adapt to the many demands of a modern New World City. Council is focused on taking Brisbane into the future by preparing effectively for continued prosperity, including population and employment growth, the integrated use of existing and planned infrastructure and the effective allocation of land use.

At the same time, those features of Brisbane that are at the heart of the city’s attractiveness are highly valued by the community, recognised and protected, thereby maintaining and enhancing the outstanding quality of life enjoyed by residents and visitors to the city. These include our heritage and character buildings, subtropical architecture and design, world class parks and reserves, entertainment and cultural precincts, natural environment, public art and the unique character of our many suburbs and localities that make up our diverse city.

Taking Brisbane’s community along the journey and building community understanding and ownership continues to be an important part of planning and growth management. This essential partnership is maintained through an effective and meaningful process of engagement with the community on planning decisions, which have a significant impact on the future of the city at a regional, citywide and neighbourhood level. In this way, community aspirations are recognised and help to drive planning for the future of the city.

These outcomes will be achieved by:

• planning for the development of Brisbane by providing leadership on the future shape of our city• collaborating with other Councils and Queensland authorities on regional, citywide and local planning

initiatives and the implementation of the Draft South East Queensland (SEQ) Regional Plan 2009-2031• ensuring Brisbane retains the unique character of its architecture and natural attributes through identifying

and conserving the city’s heritage places, character housing and natural areas• continuing to engage and collaborate with the community on key planning processes and issues• revitalising under-utilised areas of Brisbane to deliver site-specific urban design and economic community

benefits• delivering urban renewal in inner Brisbane to encourage social and economic vibrancy to meet regional

growth targets and maximise regeneration opportunities• planning for sustainable neighbourhoods where Brisbane residents want to live and work• promoting a range of housing choices to facilitate affordable housing• building Brisbane’s capacity for long-term economic growth• partnering with businesses and the development industry to ensure the sustainable development of Brisbane• promoting good quality urban design through public and private art projects, and the New World City Design

Guide - Buildings that Breathe• implementing the first Brisbane Local Government Infrastructure Plan to coordinate the provision and

funding of infrastructure in development areas across the city• improving Council’s development assessment processes and continuing to operate a best practice

development assessment system• ensuring that infrastructure required to manage growth is provided and constructed in accordance with

agreed plans and standards• carrying out compliance and enforcement of planning, building and plumbing legislation.

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$000 $000 $000 $000 $000 $000

Expense Revenue Capital4.1 - Planning for a Growing City 8,629 6,282 966 434 -13 1,999

4.2 - Enhancing Brisbane's Liveability 15,918 11,255 671 591 6,788 5,320

4.3 - Approving Quality Development 63,141 68,777 68,439 67,942 23 -

87,688 86,314 70,076 68,967 6,798 7,319

Outcome 4.1 Planning for a Growing City

Outcome description

Council aims to maintain Brisbane’s prosperity, through sustainable population and employment growth, enhancing lifestyle opportunities and ensuring environmental outcomes and a modern and responsive land use planning and development framework for the city. This framework recognises and takes into account the aspirations of the residents of the city in the context of the South East Queensland region.

Where we are now

A key driver for Council’s land use planning are the policies set out in the SEQ Regional Plan 2009-2031 to deliver better planning to ensure the region’s continued growth and prosperity.

Brisbane City Plan 2014, Council’s plan for the future development of Brisbane, was developed with extensive community engagement and outlines the aspirations for the growth of the city to 2026. The Brisbane City Plan 2014 sets a city shape to guide the location of growth, while protecting key values of the city. It supports a simple, fast and clear assessment process that encourages well-located development. The plan guides how land in Brisbane can be used and developed to support economic growth while protecting our city’s enviable way of life.

Brisbane City Plan 2014 incorporates the updated Draft Local Government Infrastructure Plan 2016-2026 which identifies the infrastructure necessary to support and guide the growth of the city out to 2031. This, together with the Adopted Infrastructure Charges Resolution, currently forms the backbone of Council’s infrastructure planning and delivery framework.

Where we want to be

Brisbane is at the centre of the fastest growing urban regions in Australia. Responding to the Queensland Government’s SEQ Regional Plan 2009-2031, Council aims to accommodate sustainable population and employment growth while enhancing lifestyle opportunities and environmental outcomes for the city. Council will continue to implement the policies and programs set out in the Plan through strong leadership and commitment. The continued prosperity and management of our city’s growth and development will be assisted by continuing to engage the community in planning for the future. Our goal is to ensure Brisbane is Australia’s most liveable city, has a distinct subtropical character and is well designed and efficiently serviced.

The Brisbane City Plan 2014 provides a foundation for the sustainable economic development of the city. It guides how land can be used and developed and plans for infrastructure to support growth. Infrastructure planning and coordination are integral components of the Brisbane City Plan 2014, ensuring that:

• Brisbane has a formal, long-term infrastructure provision and charging regime, matched to forecast growth that complies with Queensland Government requirements

• Council infrastructure is well planned and is provided in an efficient, coordinated manner• new development contributes towards infrastructure delivery.

Infrastructure planning will be undertaken in tandem with the Brisbane City Plan 2014 reviews including the neighbourhood planning process. Infrastructure coordination will occur through the facilitation of key projects, and new growth will be coordinated with infrastructure requirements.

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Strategy 4.1.1 City and Regional Planning

The Brisbane City Plan 2014 is subject to ongoing review to reflect the requirements of the SEQ Regional Plan 2009-2031, increased understanding of the environment and circumstances impacting upon the city, and community expectations.

Service 4.1.1.1 Strategic Land Use Planning

The program will aim to deliver improved alignment between community expectations and the outcomes sought by the SEQ Regional Plan 2009-2031, as well as integrating planning and delivery across Council's programs.

Activities and deliverables include:

• implementing and monitoring the Brisbane City Plan 2014 strategic framework, planning scheme and online content including:• initiating Brisbane City Plan 2014 amendments arising through planning activities underway across

Council and responding to external factors (including supporting the preparation of neighbourhood plans)• reviewing and amending Brisbane City Plan 2014 in response to changes to planning legislation • communicating initiatives aimed at enhancing the future of the city and engaging with a range of

audiences and interest groups• advocating Council’s position with respect to policy affecting the planning of Brisbane• regularly upgrading and improving the Brisbane City Plan 2014 online content and mapping information• providing input to planning matters affecting the SEQ region including facilitating and participating in

regular government forums of SEQ planners, the Department of Infrastructure, Local Government and Planning, the Council of Mayors SEQ and the Australian Government to exchange information and seek greater coordination of and cooperation in planning and infrastructure

• coordinating Council's planning strategies and associated activities including:• undertaking strategic policy and land use investigations for key areas of metropolitan and city significance• coordinating strategic land use input to high level development applications• facilitating the implementation of land use plans for the Rochedale Urban Community and other key

growth areas through investment in catalyst infrastructure, assessment of development applications and operational works and partnerships with major landholders such as infrastructure agreements

• partnerships with key internal and external partners to deliver on growth initiatives• advocating that the Queensland and Australian governments meet their commitments to the

development of infrastructure in Brisbane• undertaking research, database development and maintenance including:

• implementing the use of the urban growth models to support strategic and neighbourhood level infrastructure planning

• maintaining population, employment and related information as the single database for Council to inform infrastructure cost analysis and charges revenue forecasting

• developing planning amendments to reflect changing circumstances on the local, regional and national scale

• providing advice and support for the incoming new planning legislation.


$000 $000Expense 1,938 1,994Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Rochedale Infrastructure Design and Delivery Capital 1,999 697 716 738Expense 140 141 144 149Revenue - - - -

Strategic Research Dashboard and Database (Phase 2) Capital - - - -Expense 190 201 217 219Revenue - - - -

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Strategy 4.1.2 Coordinate Infrastructure Planning

Coordinate the planning of key infrastructure, including waterways and drainage, parks, transport and community facilities, to underpin the growth needs of Brisbane and to support the requirements of Queensland Government planning legislation.

Service 4.1.2.1 Local Government Infrastructure Plan and Infrastructure Charges Policy

This service provides the preparation and coordination of the long term planning for key infrastructure required to service the growth of the city. It also maintains an infrastructure contributions framework, including the preparation of the Adopted Infrastructure Charges Resolutions and the negotiation, preparation and administration of infrastructure agreements. The service contributes significantly to the provision of funding of infrastructure in development areas across the city, including infrastructure for transport, waterways, parks and community facilities to support development needs now and into the future. It also coordinates and liaises with water and sewer infrastructure providers to ensure that this important infrastructure is coordinated and delivered in tandem with the city’s planning.

This service also provides for the charging, tracking, forecasting and reporting on infrastructure charges revenue, as well as providing growth forecasting, capacity analysis and cost estimation services to support effective infrastructure planning.


• implementation of the first Draft Local Government Infrastructure Plan 2016-2026• ensuring that the long-term planning, coordination, financing and construction of infrastructure for transport,

waterways, parks and community facilities supports development needs now and into the future• working with Queensland Urban Utilities to ensure that water and sewerage infrastructure is planned,

financed and constructed to support present and future development• facilitating partnerships with the private sector and government to deliver infrastructure in a cost-effective

manner• partnering with Australia TradeCoast, Port of Brisbane Corporation and Brisbane Airport Corporation to

coordinate the delivery of infrastructure• providing an efficient system for collecting, tracking, accounting for and monitoring of infrastructure charges

and preparation and implementation of infrastructure agreements• providing expert advice on the calculation and levying of infrastructure contributions• monitoring and forecasting development to support effective infrastructure planning• maintaining an infrastructure charging framework that addresses the Queensland Government's

requirements for infrastructure planning and charging• preparing and implementing policies to encourage development that is of benefit to the broader community

or economy. Including student accommodation, community organisations and aged care.


$000 $000Expense 4,251 3,958Revenue 100 -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

BCC Managed Water Supply and Sewerage ICP PSP Capital - - - -Expense - - - -Revenue 434 217 109 54

Outcome 4.2 Enhancing Brisbane’s Liveability

Outcome description

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Council is committed to its successful neighbourhood planning, urban renewal and urban design activities to facilitate the renewal and revitalisation of local areas in collaboration with the community and stakeholders. The resulting planning and development outcomes ensure the areas are prepared for population and employment growth, promote the efficient use and alignment of new and existing infrastructure and public assets and builds upon community aspirations and values.

Where we are now

This program continues to guide the development of local areas to ensure each place retains and enhances its own character and qualities, while managing growth and accommodating the varying demands in the city.

Council is committed to neighbourhood planning, urban renewal and urban design to protect and enhance valued local environments and support development and economic opportunities through catalyst and renewal projects.

Where we want to be

This program will plan, enable and deliver policies and projects that ensure a viable mix of employment and residential opportunities, protection and enhancement of local character and the natural environment, quality public realm and urban design outcomes, and integrated land use infrastructure planning that responds to local needs and strategic citywide objectives.

Council is committed to the consideration of local environment, social and economic factors, along with the management of population and employment growth when preparing neighbourhood and renewal strategies, statutory neighbourhood plans and enhancement projects. This program is dedicated to continuing its extensive and tailored community consultation and engagement process with residents, property owners and business operators on issues that have a significant impact on the future of the city and local neighbourhoods.

Strategy 4.2.1 Local Identity

This strategy aims to facilitate economic prosperity, protect local character, provide vibrant public places, set standards for new development and facilitate the delivery of infrastructure.

Service 4.2.1.1 Plans for Suburbs and Other Development Areas

Council’s neighbourhood planning process is used as a tool to manage change, accommodate growth and protect natural and community values at a local level. The process actively includes communities in planning for their area and the wider city through extensive community engagement. This engagement builds community ownership and understanding and enhances planning outcomes, including the delivery of necessary infrastructure.

The neighbourhood planning process considers citywide environmental, social and economic factors and provides for them in a locally relevant context. The plans assist in facilitating economic prosperity, protecting character development, providing open space and public realm, and setting requirements for new development and infrastructure.


• commencing new and progressing commenced neighbourhood plans through project phases including technical studies, neighbourhood and renewal strategies, statutory neighbourhood plans (planning scheme amendment) and community engagement

• facilitating development of major sites across the city• delivering heritage trails, stimulating interest in local communities and its cultural significance• undertaking projects focused on enabling and delivering place making initiatives and unlocking economic

potential for local areas• identifying refinement of citywide policy to suit the local area where required• providing policy advice on the implementation of key strategies including Council’s River’s Edge Strategy

and Brisbane City Centre Master Plan 2014• monitoring the outcomes and effectiveness of strategies and plans• fostering collaborative relationships with government, industry and the community to deliver plan intents.


$000 $000Expense 3,297 3,332Revenue - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Neighbourhood Planning Capital - - - -Expense 2,432 2,149 2,236 2,304Revenue - - - -

Strategy 4.2.2 Urban Futures Brisbane Board

The Urban Futures Brisbane Board will continue to provide high level external advice to inform Council’s planning direction. A key focus will be on the renewal and revitalisation of key precincts in the city.

Service 4.2.2.1 Urban Futures Brisbane

This service provides industry expertise, guidance, partnerships and signature projects to support the planning of our city’s future.


• the Urban Futures Brisbane Board, which provides independent advice to Council on planning, design and social inclusion, while fostering partnerships between Council, government, industry and the community, advocating Council's plans and policies across a range of relevant networks and key forums

• rejuvenation and activation projects throughout the city centre and surrounds in accordance with the Brisbane City Centre Master Plan 2014, including high quality secretarial, organisational, research and implementation support to the Urban Futures Brisbane Board and its portfolios, namely the Independent Design Advisory Panel

• guidance, advancement and implementation of Urban Futures Brisbane Board initiatives and projects• promoting Brisbane as a world class city through the use of innovative technologies to foster greater

understanding and participation in planning processes.

Edward Street is already home to a number of high end retail stores. The Brisbane City Centre Master Plan 2014 details the support and vision for this street to become a high end retail destination and home for international luxury brands. Funding is provided to complete improvements such as consistent streetscape upgrades along the boulevard to include wide, tree lined footpaths.


$000 $000Expense 502 507Revenue 180 185

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Edward Street Upgrade Capital 1,884 - - -Expense - - - -Revenue - - - -

Urban Futures Brisbane Board Capital - - - -Expense 78 131 136 140Revenue - - - -

Virtual Brisbane Capital 51 276 120 290Expense 134 138 143 145Revenue - - - -

Strategy 4.2.3 Precinct Projects

Facilitate quality urban design and public artwork through policy development, asset management, partnerships and advice and urban design advocacy. Deliver precinct projects that enhance the city’s attractiveness, amenity, safety, accessibility and identity. This includes creating public realm outcomes that contribute to Brisbane’s reputation as a vibrant and attractive New World City for people to visit, live, work and invest.

Service 4.2.3.1 Suburban Precinct Projects

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This service facilitates and delivers public realm improvements, across Brisbane’s suburban precincts at a range of scales and project types. The primary purpose of these projects is to create liveable places, stimulate economic activity, investment attraction and promotion of Brisbane’s subtropical lifestyle.


• developing urban design policy and strategies and providing strategic advice to guide projects and programs that impact the city’s suburbs

• delivering quality suburban public realm through policy development, facilitation and advocacy• delivering projects to stimulate economic activity and investment attraction in key precincts in consultation with

a range of stakeholders• delivering capital works projects, including renewal, maintenance and improvements, in partnership with

local communities and traders to create vibrant, distinctive and active commercial centres, contributing to and encouraging local economic development.


$000 $000Expense 1,921 1,847Revenue 491 406

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Suburban Precinct Projects Capital 2,743 6,892 4,108 3,219Expense 357 365 379 387Revenue - - - -

Service 4.2.3.2 Creative Brisbane

This service facilitates and delivers public artworks and creative lighting at a range of scales and project types. The primary purpose of these projects is to create liveable places, stimulate economic activity, attract investment, tourism and promote Brisbane’s subtropical lifestyle.


• development of policy relating to public art in the city and planning of public art initiatives• asset management of Council’s public artwork portfolio• curation and delivery of public art projects and advice on delivery of private art projects• promotion and advocacy of Council’s extensive and growing public artwork collection• provision of advice and expertise to Council, businesses, community groups and individuals to develop and

install permanent and temporary art projects across the city.

Another initiative from the Brisbane City Centre Master Plan 2014 is to see Brisbane become a City of Lights. This project looks at continuing to use lighting to highlight our city.

Brisbane is a city of culture and creativity, and as a city we encourage the display of artwork across the city. The installation of all forms of art, including creative lighting across Brisbane helps to revitalise and repurpose areas across Brisbane. New City Artworks delivers new artwork across the city, continues to expand artwork installations on existing infrastructure and encouraging more artwork in Brisbane.

To commemorate the 30th Anniversary of Expo 88, Council will restore and locate Expo 88 art pieces for residents and visitors, enabling them to be enjoyed by a new generation of visitors and residents.



Projects 2017-18 2018-19 2019-20 2020-21

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$000 $000 $000 $000

City of Lights Capital - - - -Expense 991 1,055 1,071 1,092Revenue - - - -

Creative Brisbane - Public Art on Council Infrastructure Capital - - - -Expense 179 178 177 181Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Expo 88 Public Artworks Capital - - - -Expense 555 - - -Revenue - - - -

New City Artworks Capital 642 704 736 760Expense - - - -Revenue - - - -

Outcome 4.3 Approving Quality Development

Outcome description

The Brisbane City Plan 2014 is Council's plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed and is a significant tool to guide and foster economic development. Building and development in Brisbane is approved in accordance with the Brisbane City Plan 2014 and seeks to retain and enhance Brisbane's subtropical lifestyle, unique heritage, character, safety and prosperity.

Where we are now

This outcome incorporates, through complementary and collaborative processes, development assessment and regulatory functions, as well as protecting the city's valuable character and heritage.

Council provides a best practice, efficient, effective and user friendly development facilitation framework based on the Queensland Government planning legislation, Brisbane City Plan 2014 and other regulatory policies.

Council's assessment functions include advocacy for and facilitation of quality and exemplary development, assessment of development applications and operational works applications, plan sealing and managing appeals against Council decisions.

Council's regulatory functions include signage, plumbing regulation and development compliance checks. Promotion of sustainable subtropical design continues to influence the need for development that is suited to our climate and location.

Council has responded to community expectations that Brisbane's unique built form is valued and maintained by identifying Brisbane's heritage and character through surveys, mapping and referrals, and by protection through codes in the Brisbane City Plan 2014.

Where we want to be

Council will continue to implement service and process improvements that maintain Brisbane's status as an exemplary development assessment manager. In regulating development, the emphasis is on achieving quality outcomes in a timely manner. Council will promote the use of our express services which provide high quality outcomes for applicants for low-risk, more straightforward applications, while allowing Council to allocate appropriate resources to the assessment of complex development projects.

Certainty for plan sealing decision times will also be aided through SealSMART and Council will continue PlumbSMART to improve timeliness and process on domestic plumbing applications. Additionally, DesignSMART will support industry through a series of prelodgement meetings focused on a collaborative design process. Turnaround times on development decisions are reduced for applications that are well made, meet planning requirements and provide sufficient supporting information.

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Council will continue to be a strong advocate for sustainable subtropical building design to be practised by professionals and widely adopted. Council's assessment of major projects is informed through independent and professional review.

Heritage protection is widely embraced and identified in the Brisbane City Plan 2014 via a suite of overlays and zone precincts and relevant codes. Council strongly supports the retention of character houses and the conservation of heritage places. Heritage conservation will continue to be encouraged through heritage grants and the availability of technical assistance from Council, including architectural advice.

Strategy 4.3.1 Development Regulation

High quality decision making processes and the approval of appropriate development solutions which respond to our climate result in smart development solutions.

Service 4.3.1.1 Guiding Brisbane’s Development

This service will provide efficient and effective development assessment and regulation activities including:

• provision of pre-lodgement and pre-investment planning advice including the AdviceSMART prelodgement process for pre-purchase development advice

• facilitation of quality design and development outcomes• fast-tracked development assessment for low risk applications through RiskSMART• operational works approvals• plan sealing including fast-tracked plan sealing for low risk applications through SealSMART• timely processing of low risk domestic plumbing applications through PlumbSMART• support industry through DesignSMART and a collaborative design process• ensuring the domestic and commercial plumbing and sewerage systems are operating in a safe manner to

protect the public• approvals and inspections for plumbing and drainage work• development assessment appeals• approvals to construct driveways and connect stormwater to trunk infrastructure• development compliance• ensuring that assets donated to Council including roads, drains, open space, and utilities comply with

Council standards• approval to use and occupy footways• collection of developer contributions• planning and building compliance activities including:

• investigating unlawful uses of land• ensuring conditions of development approvals are met• responding to complaints about development compliance• considering the relaxation of siting requirements for houses, carports, retaining walls and fences• licencing of advertising signage.

Council is committed to the continual improvement of its development assessment process. The major directions for development regulation are:

• consolidating the implementation of Brisbane City Plan 2014 and its associated processes• continuing to implement a risk-based approach to the assessment of development applications• improving electronic development assessment process• utilising new technologies to improve interaction with customers• improving the plumbing service, commercial plumbing and backflow registration process• responding to regulatory changes brought about by the Queensland Government.


$000 $000Expense 61,363 66,949Revenue 68,439 67,820

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

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Suburban Construction Management Taskforce Capital - - - -Expense 601 617 644 663Revenue 122 124 126 129

Strategy 4.3.2 Promote and Protect City Character

Brisbane’s heritage places reflect aspects of our local history and culture from the convict era to modern day. The Brisbane City Plan 2014 heritage overlay identifies numerous sites across the city for their heritage significance, including buildings, structures, sites and precincts. These heritage places are managed in a manner that protects their cultural heritage significance in a changing city environment.

Service 4.3.2.1 Preserving the City’s Heritage

The aim of this service is to document, promote and protect aspects of the city’s heritage and traditional character to conserve our local history and culture. Heritage places identified for their heritage and character values are included in overlays in the Brisbane City Plan 2014. These include the heritage, traditional building character, pre-1911 buildings and commercial character building overlays. Overlays identify areas in the Brisbane City Plan 2014 that are particularly sensitive to the effects of development or pose a potential constraint on development outcomes.

The heritage overlay lists over 2000 places of heritage significance and is subject to ongoing additions, review and refinements. The Brisbane City Plan 2014, Council’s planning scheme for our city’s future development, provides the statutory framework to control demolition, removal and development of such assets. These 2000 places can be searched in the online Heritage Database.

The service continues to:

• document and promote aspects of the city's heritage and traditional building character for the benefit of the city, its residents and visitors through such initiatives as input into neighbourhood planning projects, the delivery of a publicly accessible heritage database and establishment of local heritage trails

• support the Heritage Advisory Committee which provides independent expert advice, verification and review in relation to heritage matters

• administer Council Heritage Incentive Scheme, providing property owners with expert technical advice and financial assistance to conserve their heritage listed properties.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Heritage Incentive Scheme Capital - - - -Expense 378 387 403 415Revenue - - - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

City of Lights 991 1,055 1,071 1,092Creative Brisbane - Public Art on Council Infrastructure 179 178 177 181Edward Street Upgrade 1,884 - - -Expo 88 Public Artworks 555 - - -Heritage Incentive Scheme 378 387 403 415Neighbourhood Planning 2,432 2,149 2,236 2,304New City Artworks 642 704 736 760Rochedale Infrastructure Design and Delivery 2,139 838 860 887Strategic Research Dashboard and Database (Phase 2) 190 201 217 219Suburban Construction Management Taskforce 601 617 644 663Suburban Precinct Projects 3,100 7,257 4,487 3,606Urban Futures Brisbane Board 78 131 136 140Virtual Brisbane 185 414 263 435Total 13,354 13,931 11,230 10,702

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Program 5 – Lifestyle and Community Services

Lifestyle and Community Services

Program goal

Brisbane is a vibrant, 24/7 New World City with opportunities for all residents, workers and visitors to participate in cultural and recreational activities which foster inclusion and stronger communities.

To ensure Brisbane continues on this journey, Council will continue to create new lifestyle and leisure opportunities to benefit all residents and visitors to our city.

Program description

The social, cultural, environmental and economic wellbeing of our community is critical to maintaining our current high standard of living.

The Lifestyle and Community Services Program ensures that everyone in Brisbane can access relevant community resources, services and facilities. Opportunities are created for residents to be active, informed and involved in the community.

The Lifestyle and Community Services Program includes provision of:

• citywide and locally focused facilities, events, festivals and activities which celebrate and strengthen our quality of life and community spirit

• opportunities for residents to access information and learning, recreation and sport and cultural pursuits• coordinated activities and services for high need communities.

The Lifestyle and Community Services Program is implemented in partnership with other spheres of government, business, and not-for-profit sectors.



$000 $000 $000 $000 $000 $000

Expense Revenue Capital5.1 - Thriving Arts and Culture 9,339 9,585 80 80 - -

5.2 - Libraries for an Informed Community 59,478 60,866 6,336 5,735 7,814 8,105

5.3 - Active and Healthy Community 7,344 8,368 100 100 - -

5.4 - Social Inclusion 11,768 11,065 20 21 2,351 2,493

5.5 - Community Sport, Recreation and 30,091 29,807 1,827 2,478 3,870 8,367

5.6 - City Icons 15,335 16,508 2,004 2,059 1,196 556

5.7 - City Venues 22,666 24,516 8,074 8,601 3,851 7,996

5.8 - Brisbane City Cemeteries 10,582 11,709 8,971 9,616 2,481 2,634

166,603 172,424 27,412 28,690 21,563 30,151

Outcome 5.1 Thriving Arts and Culture

Outcome description

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

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Where we are now

Brisbane is a creative city with diverse and accessible arts and cultural programs, festivals and events.

As part of our commitment to the creation of new lifestyle and leisure opportunities, Council recognises that our cultural life enhances our city. Council provides support to foster local festivals and participatory activities through programs and partnerships with local artists, community organisations, arts organisations and creative industries.

Where we want to be

Brisbane will continue to be recognised as a city with a vibrant cultural life. As a result of this, young and emerging, as well as established creative workers, will choose to live and work in Brisbane.

A wide range of exciting opportunities will be available for cultural and creative sectors that will attract visitors, new residents and creative entrepreneurs. The Creative Brisbane: Creative Economy 2013-22 strategy will ensure Brisbane becomes the premier location for talent to live and thrive, to raise families, develop careers and economic potential.

Public and private spaces, places and cultural activities will be integrated across the central business district and suburbs to create a vibrant, creative and liveable city.

Council will be a leader, partner and advocate, working with cultural and creative sectors to develop our creative economy and cultural profile.

Strategy 5.1.1 Festivals and Events

Support for high quality and accessible festivals celebrating Brisbane's diverse culture, arts and creativity.

Service 5.1.1.1 Festivals and Events

This service supports festivals across Brisbane, delivering artistic, economic and social benefits to our city.

Council helps to deliver markets, festivals and events each year. Festivals form an integral part of our city's cultural, community and creative life and are significant to our social fabric.

They:

• animate and enliven the city and suburbs• stimulate local economies• celebrate and consolidate identity and a sense of community• showcase local creativity and diversity• generate employment for artists and arts workers• contribute to the city's profile.

To deliver certainty, Council has entered into a range of funding arrangements as listed below.

Signature City Festivals - offering world class entertainment and high profile opportunities for Brisbane’s creative workforce:

• Brisbane Festival• Brisbane Writers Festival• Queensland Music Festival (biennial)

Total $2,286,959

Suburban Community Festivals - helping the people of Brisbane celebrate and share their local communities, illustrating the uniqueness of Brisbane’s communities that is famous around the world:

• 4MBS Festival of Classics• Acacia Ridge Party in the Park• Ashgrove Carols by Candlelight• Backbone Festival

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• Backyard Bonanza• Bardon Community Carols• Bay Wave Youth and Community Festival• Brisbane Billycart Championships• Brisbane Cheese Festival• Brisbane International Jazz Festival• Brisbane Kite Festival• Brisbane Organic Growers Fair• Brisbane Pride Festival• Brisbane Sings• Brookfield Christmas• Carols on the Range• Centenary Community Christmas Carols• Christmas 4 Kids• Christmas in Sandgate• Christmas in The Grove• Colourise Festival• Creative 3• Darra Street Festival• Einbunpin Festival• End of the Line Festival• Fair on the Green• Ferny Grove Festival• Goldicott Opera Under the Stars• Great Aussie Pool Party• Halloween on Blackwood Street• History Alive – A Journey Through Time• Indigo Fair• Jindalee State School Christmas Carols• Keperra Christmas• Lanham Park May Fair• Mandalay Jacaranda Festival• Manly Harbour Village Halloween Street Party• Moorooka Family Fun Day• Morningside Festival• Movies in the Park• Mt Coot-tha Songwriters Festival• Mt Gravatt Show• Murarrie Neighbour Day• Music by the Sea• National Archaeology Week• National Week of Deaf People• Nundah Village Festival• Opera in the Gardens• Out of the Box (biennial)• Peaks to Points (biennial)• Pullen Vale Folk Festival • Queensland Cabaret Festival• Queensland Poetry Festival• Racecourse Road Winter Lights Festival• Rainbow Festival• Royal Queensland Art Society Biennial• Runcorn Family Fun Day• Sandcliffe Writers Festival• Sandgate Bluewater Festival• Sherwood Community Festival• Spring Hill Alive

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• Teneriffe Festival• Toowong Hands and Hearts Fair• Wakerley Rotary Christmas Carols• West End Block Festival• West End Film Festival• Windsor Winter Cultural Fair• Wynnum Laneways Festival• Wynnum Manly Jazz Festival• Wynnum Seafood Festival• Xmas Twilight Market and Movie Night

Total $760,998

Multicultural Festivals - giving voice to communities from all corners of the globe and providing Brisbane residents the opportunity to experience the diverse cultures that make our city special:

• Africa Day Festival• Brisbane Chinese Cultural Festival• Brisbane Chinese Festival• Brisbane French Festival• Brisbane Lunar New Year Multicultural Festival• Brisbane Serbian Festival• Brisbane Thai Festival• Buddha Birth Day Festival• Carole Park Harmony Day• Chanukah in the City• Children's Moon Festival• Diwali Indian Festival of Lights• Eid Down Under• Eritrean Community Multicultural Festival• Festitalia• Filipino Barrio Fiesta Brisbane• India Day Fair• Indian Bazaar• International Tartan Day• Korean Festival Day• Many Stories, One Australia• Milton Community Festival• Mother's Day Multi Culture Dumpling Festival• Multicultural Taste of the World Festival• Paniyiri• Parkinson Multicultural and Dragon Boat Festival• Persian New Year (Nowruz)• Scandinavian Festival• South Pacific Islander Christmas Celebrations• Sri Lankan Vesak Festival• St Patrick’s Day Parade• Sunnybank Hills State School Multi-Fest• Taiwan Festival• Three Saints Festival• United Nations Day• Vietnamese New Year Festival • World Refugee Day• Zillmere Multicultural Festival

Total $546,968

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Cultural Organisations - supporting Brisbane’s creative and cultural organisations to develop an innovative sector through financial resilience and economic viability, drive our creative economy:

• 4MBS Shakespeare Festival• Brisbane Eisteddfod• Brisbane Philharmonic Orchestra• Brisbane Symphony Orchestra• La Boite Theatre Company• Matilda Awards• Metro Arts• Opera Queensland• Queensland Ballet• Queensland Choir• Queensland Symphony Orchestra• Queensland Youth Orchestra

Total $368,609

Grand Total $3,963,534


$000 $000Expense 3,828 3,964Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Indigenous Cultural Events - Queen Street Mall Capital - - - -Expense 297 336 349 358Revenue - - - -

RSL ANZAC Day Capital - - - -Expense 17 17 17 17Revenue - - - -

Strategy 5.1.2 Cultural Activities

Delivery of citywide arts, cultural and entertainment programs that contribute to a vibrant, creative city.

Service 5.1.2.1 City Entertainment

The objective of this service is to offer creative opportunities contributing to a vibrant city. The delivery of creative opportunities contributes to the Brisbane Vision 2031 and Council’s Creative Brisbane: Creative Economy 2013-22 strategy, Seniors Strategy 2012-2017 and Youth Strategy 2014-19. Accessible annual programs include City Hall concerts, Bands in Parks, BrisAsia Festival, The QUBE Effect, Brisbane Twilight Markets, Laneways and the Lord Mayor’s Seniors Christmas Parties.

This service inspires and engages the community by:

• delivering a program of innovative creative events• developing and maintaining creative partnerships and projects• supporting emerging and established creative workers • supporting the Lord Mayor’s Christmas Carols.


$000 $000Expense 3,100 3,243Revenue - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Lord Mayor's Seniors Christmas Parties Capital - - - -Expense 207 212 220 226Revenue - - - -

Strategy 5.1.3 Creative and Cultural Development

Providing support for Brisbane’s creative workforce to develop our creative economy across the city and suburbs.

Service 5.1.3.1 Cultural Advocacy

This service provides a suite of grants and professional development opportunities for the cultural and creative sectors. Projects are required to deliver the objectives of the Creative Brisbane: Creative Economy 2013-22 strategy by:

• developing new cultural and business practices• providing professional development for local artists and creative workers• developing partnerships and networks across the diverse communities of Brisbane.


$000 $000Expense 413 420Revenue 80 80

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Creative Hub Capital - - - -Expense 111 114 118 -Revenue - - - -

Service 5.1.3.2 Creative City

This service builds the city’s creative capacity by coordinating resources to realise the Creative Brisbane: Creative Economy 2013-22 objectives of:

• talent retention in the city• job creation and new enterprise in our creative economy• stronger relationships and partnerships with and between the corporate, not-for-profit and public sector• higher resident and visitor spend arising from cultural activities.

It will achieve these objectives through:

• engagement to support sustainable opportunities for creative production• leadership by collaborating with cultural and creative sector peers to develop and support exemplary

practice• facilitation of cultural and industry support to local artists, organisations and enterprises• research, strategic planning, analysis and feedback.



Service 5.1.3.3 Social History

This service celebrates and acknowledges Brisbane's history which is integral to understanding where we have come from and where we are heading.

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It does this by:

• supporting Brisbane's Living Heritage Network to promote and connect more than 80 museums and cultural heritage places to encourage people to connect and participate in Brisbane region’s rich cultural heritage

• funding the Brisbane History Grants.



Outcome 5.2 Libraries for an Informed Community

Outcome description

Brisbane's libraries provide access to information and opportunities for learning, recreational reading and cultural activities. They are integral to a smart thinking, easy living, New World City.

Where we are now

The Brisbane community is informed and opportunities for learning are provided through an extensive public library network, which includes 33 libraries, the mobile and pop-up libraries, City Archives and 24/7 online services.

Lifelong learning activities, delivered in our libraries, enhance each individual’s ability to use the libraries to access services and participate fully in community life.

Where we want to be

Council's objective is that Brisbane residents will be eager, lifelong learners who make the most of the many pathways to learning and enjoy sharing their knowledge with each other.

Libraries will be vibrant community hubs where people easily learn in a rich exchange of experience and ideas, connect with each other and the world in discussion and debate. A place where people relax on their own with a book, study, use technologies to informally create and distribute their own material and share information and activities. Visitors to libraries will be able to connect to their local community while engaging with the world through digital technologies.

Residents have the ability to participate from home, through community outreach services or by visiting our world class library network.

Strategy 5.2.1 Brisbane’s Libraries

Libraries are local knowledge centres and hubs of their communities. They are places to connect and access information, learning, recreation and culture.

Service 5.2.1.1 Lending and Reference Services

Brisbane’s library service operates and delivers services from 33 libraries, a mobile library and a pop-up library. Information resources and services that are appropriate to the preferences, requirements and abilities of the community are provided through:

• loan access to books, magazines, CDs, DVDs, talking books and digital media including ebooks and downloadable and streamed content

• onsite and online access to reference and learning materials• provision of reference, reading, research and study assistance• reading and literacy programs to support parents and children• loan access to materials in languages other than English• interlibrary loan services to enable Brisbane residents to access the collections of other libraries in

Australia

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• digital literacy training, including computer and device training for the community and groups• outreach and activity programs to support lifelong learning and broaden and extend relevance of the

library services to youth, families and new residents.Maintain extended opening hours in libraries from 9am to 4pm every Saturday, and six libraries across the city (Indooroopilly, Carindale, Garden City, Mt Coot-tha, Brisbane Square and Chermside) are open on Sundays.


$000 $000Expense 26,544 26,836Revenue 609 567

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Extend Library Hours on Saturdays Capital - - - -Expense 808 819 844 865Revenue - - - -

First 5 Forever Capital - - - -Expense 1,341 673 - -Revenue 1,006 - - -

Sunday Opening of Suburban Libraries Capital - - - -Expense 325 331 343 351Revenue - - - -

Service 5.2.1.2 Maintain and Enhance Libraries

This service positions and manages our libraries as hubs of the community and develops an environment for the provision of social, cultural, recreational and educational services which reflect community needs.

This service includes maintenance of the 33 library branches, the mobile library, a pop-up library and City Archives to ensure these facilities are vibrant, attractive, welcoming, comfortable and safe.


$000 $000Expense 18,714 19,455Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Libraries Customer Self-Service Facilities Capital 570 899 550 560Expense - - - -Revenue - - - -

Library Enhancements Capital 460 474 494 510Expense - - - -Revenue - - - -

Library Refurbishment Capital 6,087 1,632 2,567 2,653Expense - - - -Revenue - - - -

New Bracken Ridge Library Capital 988 4,987 - -Expense - - - -Revenue - - - -

Service 5.2.1.3 Preservation of City’s Historical Record

This service will:

• collect, manage, maintain and provide public access to the permanent records of Council in accordance with the requirements of the Public Records Act 2002

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• enhance the accessibility and relevance of the history of Brisbane to the broader community and provide guidance and support for history groups to manage their records, information and data

• work with local history groups to assist with their collections and ensure that Council libraries remain a focal point for community groups interested in the city's history.



Service 5.2.1.4 Outreach Programs

Ensuring community access to and awareness of library services is the key objective of this service.

This service includes the delivery of library services to those unable to visit a library branch (the Home Library Service and Postage Service to the Blind). It includes programs to increase effective use of the library by customers as well as community focused events, literacy and other reading and learning activities. Outreach activity also extends library services beyond the library branch network into local communities to reach new audiences, and increase awareness and participation.

Production of hard copy customer communications, such as membership information and translations into languages other than English is included.

This service supports residents to connect with library services online, engaging in conversation about books, reading, learning, study interests and culture, via library social media channels and other online platforms.

The Lord Mayor's commitment to the Writers in Residence program gives library users the opportunity to meet authors and experience their works within the comfort of Brisbane's libraries. This program supports the development of new audiences and increases the appreciation of literature and Brisbane's library services.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Lord Mayor's Writers in Residence Capital - - - -Expense 112 112 112 112Revenue - - - -

Service 5.2.1.5 Library Systems and Technology

This service supports the maintenance and development of the library management system. This system enables the provision of all member services to customers in the libraries, remote users at home or work and Council's library staff. These services include lending, access to online collections, receipting of revenue, information about services and the library catalogue.

This service supports the Brisbane Vision goals of a smart, prosperous city and a vibrant, creative city, the Digital Brisbane Strategy and the Brisbane Economic Development Plan 2012-2031 through the provision of network infrastructure and hardware that connects the mobile library, pop-up library, City Archives and 33 library branches across the city to Council infrastructure. It provides ongoing public internet services, Council Wi-Fi, Radio Frequency Identification enabled customer self-service technologies and customer booking and notification systems. A rolling program to upgrade information and communications technology equipment for libraries will be continued.


$000 $000Expense 1,803 1,830Revenue - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Library Wi-Fi and Faster Internet Capital - - - -Expense 449 450 461 472Revenue - - - -

Service 5.2.1.6 Purchase and Management of Library Collections

This service will continue managing the library collection to a size, age and condition that is fit for purpose and meets customers' information, learning and recreational needs.

Library physical and digital collections and digital content services including local history material and online information, learning and recreational reading resources are reviewed and purchased using best practice procurement methods.

Library collection management optimises the availability, use and lifecycle of collection materials, and ensures access to resources online and throughout the library network for the diverse Brisbane community.


$000 $000Expense 8,467 8,446Revenue 4,119 4,060

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

FastBacks Service Capital - - - -Expense 113 113 113 113Revenue 102 102 102 102

Service 5.2.1.7 Library Futures

This service:

• plans and provides advice on future directions for libraries• develops, coordinates and maintains partnerships (internal and external) to deliver future directions for

libraries• develops library customer satisfaction and usage surveys as inputs to strategic planning for libraries and

other Council purposes• develops budget initiatives in line with planning for future use and location of libraries• monitors initiatives including capital works projects for future library development and co-location of

Council facilities and services• contributes to researching trends and issues that may impact and affect use of Council libraries.



Outcome 5.3 Active and Healthy Community

Outcome description

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

Where we are now

Council is dedicated to creating an active, healthy city that delivers a range of programs and facilities to help encourage the community to make healthy lifestyle choices and improve their general health and fitness.

Brisbane offers a range of events, programs and facilities that encourage residents to become active and healthy. The city also offers a range of sport and recreation opportunities that meet residents' changing living, working and leisure patterns.

Where we want to be

Brisbane will be a city of diverse and accessible sport and recreational opportunities for all ages, abilities and backgrounds.

All Brisbane residents will have access to a range of facilities and programs to achieve active and healthy lifestyles and will be supported in their choice of physical activity.

Brisbane's great public spaces, sport facilities and clubs will provide safe, opportunities for all ages. Additionally, neighbourhoods will be more liveable and people will feel connected and engaged.

The Queensland Sport, Exercise and Recreation Survey report published in May 2016, indicates that lack of time and the cost of participation are the biggest barriers to residents participating in physical activity.

Council’s goal is to reduce the affordability and accessibility barriers by continuing to deliver a range of activities that are free and low cost while, scheduling activities across a variety of suburbs, facilities and at varying times throughout the day and week.

Strategy 5.3.1 Community Health and Wellbeing

Widespread community uptake of regular physical activity and healthy eating are key elements in achieving personal health and wellbeing.

Service 5.3.1.1 Community Participation Opportunities

The objective of this service is to inspire Brisbane residents to get active and remain active by encouraging long-term participation in healthy lifestyle activities through:

• promoting participation in a range of free or low cost activities in accessible parks and venues across the city• promoting and linking residents to recreation and wellbeing opportunities that exist in the wider community.

The programs provide a range of activities that inspire and motivate residents to work towards a healthy lifestyle, including activities specifically targeting young people and those over 50 years of age.

Participation in Council programs also enables residents to meet others with similar interests and interact in a safe, enjoyable environment, helping to combat social isolation and to connect communities.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Active and Healthy Parks Program Capital - - - -Expense 728 741 767 792Revenue - - - -

Strategy 5.3.2 Sport and Recreation Capacity Building

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A citywide network of sporting clubs and organisations that offer affordable, community-based sport and recreation opportunities.

Service 5.3.2.1 Sport and Recreation Organisational Development

This service provides support to Brisbane's community-based, not-for-profit sport and recreation clubs and organisations to develop or improve their facilities and governance to improve their long-term organisational sustainability.The objective of this service is to increase and enhance participation and community access to community facilities and sports fields. Key areas of support include asset management, sports field management and maintenance, vision and business planning, committee and volunteer capability, finance and funding. This includes working in partnership with other levels of government and the private sector.


$000 $000Expense 2,725 2,810Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Building Stronger Communities - Facility Grants Capital - - - -Expense 3,054 3,065 3,129 -Revenue - - - -

Building Stronger Communities - Organisational Development Capital - - - -Expense 278 279 284 -Revenue - - - -

Facility Development Partnerships with Schools Capital - - - -Expense 226 226 226 226Revenue 100 100 100 100

Sport and Recreation Capacity Building Capital - - - -Expense 335 343 356 377Revenue - - - -

Outcome 5.4 Social Inclusion

Outcome description

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

Where we are now

Brisbane is known for its relaxed lifestyle, sense of community, friendly atmosphere and diverse communities. Our city faces a range of challenges in maintaining a strong sense of community including an ageing population, rapid growth, changing economic conditions, access to services and facilities and meeting the needs of a diverse community. Council shares the responsibility of social inclusion initiatives with partners including other levels of government, not-for-profit and business sectors and the community. Partnerships with these agencies strengthen Council's ability to respond to emerging needs as well as providing the means for Council to negotiate for improved services and programs.

By targeting services, building community capacity and resilience and supporting community groups and networks, this outcome contributes to the Brisbane Vision goals of an accessible, connected city and a friendly, safe city as well as to the broader goal of building an inclusive Brisbane.

Where we want to be

Brisbane's community will retain and express social values of friendship and compassion by helping others, welcoming new residents and visitors, addressing social issues such as homelessness, supporting our young people, seniors and people with a disability, welcoming multicultural diversity and valuing our Aboriginal and Torres Strait Islander communities. Council will be noted for its ability to broker partnerships between community, business and government to respond to social and economic challenges and support vulnerable communities.

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Brisbane will possess strong community networks and resilient community groups that support those in need. Council will also have achieved a high degree of integration of its social inclusion strategies and initiatives, ensuring that its strategies, plans and programs facilitate access and inclusion. It will implement strategies and plans including Council's Brisbane Access and Inclusion Plan 2012-2017, Seniors Strategy 2012-2017 and Youth Strategy 2014-2019.

Strategy 5.4.1 Diverse and Inclusive Communities

Implement a range of strategies that promote diversity, strengthen communities and reduce social exclusion.

Service 5.4.1.1 Indigenous Aspirations

The objective of this service is to strengthen relationships and connections with Brisbane's Aboriginal and Torres Strait Islander communities and provide opportunities for them to engage in shaping the life of the city.

Key activities include:

• engaging Aboriginal and Torres Strait Islander people to build sustainable and successful relationships• facilitating partnerships and networks for shared delivery of services• building community skills by sharing knowledge and building capacity• facilitating sustainability through innovation and best practice in community development that helps

preserve and recognise Aboriginal and Torres Strait Islander cultural heritage• increasing Aboriginal and Torres Strait Islander residents’ access to Council's programs and services.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Indigenous Aspirations Strategy Capital - - - -Expense 283 288 295 303Revenue - - - -

Service 5.4.1.2 Multicultural and Refugee Initiatives

The objective of this service is to strengthen the relationships and connections with culturally and linguistically diverse communities and to provide opportunities for them to engage in, and shape, the life of the city.


• engaging with culturally and linguistically diverse communities across Brisbane to build leadership, promote Council services and create opportunities to engage with Council and the wider community

• facilitating the provision of culturally appropriate services to the community in partnership with other internal and external services

• promoting multiculturalism in Brisbane through supporting community projects that bring communities together

• providing programs that respond to the needs of refugees and migrants• supporting culturally and linguistically diverse organisations to access facilities and grants that strengthen

their programs and services.



Projects 2017-18 2018-19 2019-20 2020-21

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$000 $000 $000 $000

Multicultural Communities Capital - - - -Expense 439 448 465 477Revenue - - - -

Service 5.4.1.3 Ageing and Disability Support

The objective of this service is to support inclusion of seniors and people with a disability.Key activities include:

• delivering the Brisbane Access and Inclusion Plan 2012-2017• ensuring that by 2031, all Council-managed facilities will be accessible and functional• delivering the Seniors Strategy 2012-2017 enabling seniors to benefit from, and contribute to, the

Brisbane Vision• ensuring Council meets its obligations under the Disability Discrimination Act 1992 by providing advice,

education and guidance within Council and to external partners• negotiating with the Australian and Queensland governments for services that support Brisbane seniors

and residents with access and inclusion needs• facilitating partnerships with community organisations, Australian and Queensland governments to make

Brisbane more inclusive for seniors and people who face access and inclusion challenges.

Council will also continue the highly popular Council Cabs program, which is a shared taxi service for residents who are either over 60 years, are mobility impaired or a pension concession card holder. The service takes residents to their local shopping facility for a set fare.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Brisbane Access and Inclusion Plan Implementation Capital 2,493 1,979 2,064 2,133Expense 1,024 999 1,037 1,064Revenue - - - -

Service 5.4.1.4 Homelessness and Affordable Housing

The objective of this service is to respond to homelessness and social housing issues.

The key activities include:

• supporting homelessness services and organisations to better meet the needs of homeless people through initiatives such as Homeless Connect and the Red Cross Night Cafe

• addressing homelessness in public spaces by providing crisis and transitional housing options through the Community Housing Partnership Project

• responding to homeless people and rough sleepers through engagement and referral to appropriate support and housing services

• demonstrating civic leadership through facilitating practical and holistic responses to homelessness that involves all spheres of government, business and the community

• providing grant funding to support community organisations to assist homeless people transitioning into social housing in the inner northern suburbs through the Housing Support Program

• supporting a partnership to respond to complex hoarding and squalor cases.



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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Hoarding and Squalor Reduction Initiative Capital - - - -Expense 190 191 197 202Revenue - - - -

Homeless Connect Capital - - - -Expense 260 145 265 153Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Homelessness and Affordable Housing Capital - - - -Expense 815 824 852 874Revenue - - - -

Housing Support Program Capital - - - -Expense 23 23 24 24Revenue 21 21 21 21

Service 5.4.1.5 Youth Initiatives

The objective of this service is to support the young people of Brisbane to be engaged, empowered, included and participate in community life.


• coordinating the delivery of the Youth Strategy 2014-2019 that articulates Council’s role in supporting and celebrating Brisbane’s young people aged between 12 to 25 years

• supporting and resourcing youth-led initiatives, ideas and projects connecting young people and community organisations to information, networks and opportunities to develop skills, experiences and initiatives

• working with the community to respond to emerging youth issues and provide accessible and inclusive services and programs for young people

• encouraging positive perceptions about young people• operating accessible and inclusive youth spaces.

Initiatives include the Valley’s Visible Ink Youth Space, Mt Gravatt PCYC, Wynnum Youth Hub, Chillout, Youth Week and the Lord Mayor’s Youth Advisory Council.


$000 $000Expense 1,517 1,542Revenue - -

Strategy 5.4.2 Community Support

Strengthen community engagement at the neighbourhood level and build capacity and resilience within communities across Brisbane.

Service 5.4.2.1 Community Capacity Building

The objective of this service is to support communities to expand their existing skills and networks and develop their organisations, leaders and groups to identify and respond to community priorities in making Brisbane more accessible and inclusive. This also includes partnerships with the community, business and other spheres of government to ensure broad participation in Council's planning for social inclusion.

A key activity is developing social inclusion strategies that respond to identified priorities and leading their implementation across Council, supporting a 'One Council' approach.

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• supporting communities to respond to the impacts of rapid growth, disaster response and recovery, and emerging community priorities identified through Council's engagement and planning processes

• supporting community organisations and groups to implement inclusive and accessible community development activities in their local areas

• supporting social enterprises to access Council contracts and adhere to Council's social procurement policies

• providing community grant funding to support community capacity building among community groups and men’s sheds

• assisting communities to share resources and community facilities to achieve more sustainable community outcomes

• engaging with communities across Brisbane to build leadership, promote Council services and create opportunities to engage with Council and the wider community.


$000 $000Expense 2,002 2,253Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Men's Sheds Capital - - - -Expense 90 90 90 90Revenue - - - -

Service 5.4.2.2 Grants Management

This service administers and promotes Council's community grants and funding programs and maintains Council’s grants management database. Council's grants programs provide funding to help local not-for-profit community groups and individuals to develop, improve and promote services, facilities, events and activities in Brisbane.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Lord Mayor's Suburban Initiative Fund (Refer Appendix of Schedules)


Outcome 5.5 Community Sport, Recreation and Cultural Facilities

Outcome description

Brisbane residents have access to a broad range of well-managed, h i g h - quality community facilities that provide safe and diverse sporting, recreational, social and cultural opportunities.

Where we are now

There are more than 600 community leases and licences in place over Council assets for a range of community purposes such as sport and recreation clubs, cultural and community services. These community facilities need to be maintained to a level that complies with legislative requirements.

Brisbane's expanding population is placing increasing pressure on the existing supply and maintenance of community facilities. Council faces the challenge of ensuring optimum use of existing community facilities while

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exploring ways to increase the provision of new and improved facilities to meet the needs of a changing and diverse community.

The Museum of Brisbane (MoB), Brisbane Powerhouse and SunPAC Brisbane are major cultural facilities that provide opportunities for diverse community participation in cultural activities.

Where we want to be

Planning for new and improved sport, recreation, cultural and community facilities and precincts, as an integral component of the city's infrastructure development, is crucial as localities undergo redevelopment and change.

A sound understanding of the current and future needs of the local community will ensure that facilities are planned, developed and managed to meet the needs of the community.Facilities will be flexible in design and fit for purpose with asset and risk management plans and programs to maintain public safety, while responding to changing demands.

Developing partnerships with other levels of government, the not-for-profit sector, community-based enterprises and the private sector provide the opportunity to maximise Council's investment in community facilities.

Council will continue its investment in facilities for creative and cultural use. Well-defined funding agreements for major cultural facilities ensure the objectives of the Creative Brisbane: Creative Economy 2013-22 strategy are progressed, so that a vibrant cultural life contributes to our creative economy.

Strategy 5.5.1 Community Facilities

Plan, develop and maintain a network of accessible community facilities to improve liveability and connect communities.

Service 5.5.1.1 Community Facilities Planning and Development

This service plans, develops and maintains Council's network of community facilities and precincts for the provision of sport and recreation, cultural and community services. This service will foster partnerships with not-for-profit organisations, businesses and other levels of government to improve access to and increase the supply of local facilities for the community.

This service also implements condition, maintenance and refurbishment plans and programs to enable broader community use and increase the safety and lifecycle of facilities. This service also ensures community facilities comply with legislative and best practice requirements.


$000 $000Expense 8,056 8,848Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Clubs and Community Centre Structural Repairsand Maintenance

Capital 175 354 369 381Expense 1,685 1,316 1,373 1,418Revenue - - - -

Community Facility Improvement Program Capital 1,040 857 894 924Expense 1,768 1,810 1,880 1,948Revenue - - - -

Sports Precinct Planning and Development Capital - - - -Expense 272 283 296 303Revenue - - - -

Service 5.5.1.2 Community Lease Management

This service fosters and promotes equitable access to facilities and opportunities for participation in a range of community sport, recreation and cultural activities to provide positive benefits and values to the community.

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This service is responsible for the allocation, management and administration of Council’s 600 community leases and licences across its portfolio of sport, recreation, cultural and community facilities and associated buildings and sports fields. Council works directly with tenants to provide ongoing support and guidance to manage and maintain community facilities and develop effective governance structures and practices.


$000 $000Expense 3,625 3,670Revenue 1,268 1,291

Strategy 5.5.2 Sport Facilities

Plan, manage, develop and support a network of local, district and regional sport and recreation facilities that meet the needs of Brisbane residents.

Service 5.5.2.1 Sport and Recreation Facilities

This service plans, develops, manages and maintains Council’s outdoor sports field, hard court surfaces, sport and recreation facilities and associated infrastructure. This service delivers sustainable solutions to increase Council’s network of sports surfaces and facilities to respond to increasing community demand and a greater range of sport and recreation activities.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Competition Grade BMX Tracks Capital 1,017 1,028 1,124 -Expense 169 173 181 -Revenue - - - -

Skate Facilities Capital 712 - - -Expense - - - -Revenue 614 - - -

Sports Field and Hard Court Condition Rehabilitation Capital 1,117 1,143 1,188 1,219Expense 527 535 543 559Revenue - - - -

Sports Field Water Activation Project Capital 1,312 1,324 1,354 -Expense 239 246 255 -Revenue - - - -

Synthetic Sports Fields Capital 1,536 1,534 519 -Expense - - - -Revenue - - - -

Strategy 5.5.3 Cultural Facilities

To plan, deliver and support facilities that provide opportunities for diverse community participation in cultural activities.

Service 5.5.3.1 Cultural Facilities Management

Planning, development and maintenance of Council-owned cultural facilities ensures cultural performances, events and exhibition programs meet the needs of Brisbane residents. Council fosters partnerships with not-for-profit groups, businesses and other levels of government to improve access to and supply of cultural facilities.

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Council funds the MoB, Brisbane Powerhouse and SunPAC Brisbane, to develop and promote leading local and interstate arts performances and exhibition programs, ensuring these are accessible to Brisbane audiences. Council also contributes to the ongoing maintenance of the Brisbane Powerhouse.

MoB, located in the iconic City Hall, will continue to present an entertaining and informative museum program focusing on Brisbane. MoB is also the custodian of the City of Brisbane Art Collection.

The heritage listed Brisbane Powerhouse will continue to be a primary centre for live arts and contemporary performing arts and will continue to focus on encouraging broader community participation in these events. Council will provide support for the Australian Performing Arts Market.

SunPAC Brisbane is a major cultural facility that provides opportunities for diverse community participation in cultural activities.


$000 $000Expense 9,786 10,315Revenue 559 573

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Australian Performing Arts Market Capital - - - -Expense 278 - - -Revenue - - - -

Brisbane Powerhouse Maintenance Capital - - - -Expense 749 967 761 779Revenue - - - -

Former Seven Hills TAFE Site Capital 1,458 - - -Expense - - - -Revenue - - - -

MacArthur Museum Capital - - - -Expense 33 - - -Revenue - - - -

SunPAC Brisbane Capital - - - -Expense 556 - - -Revenue - - - -

Outcome 5.6 City Icons

Outcome description

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

Where we are now

The first foundation stone for City Hall was laid in 1917. City Hall was officially opened on 8 April 1930 and is a significant heritage building listed on the local, state and national heritage overlay.

For the past 86 years, City Hall has been the backdrop to many of Brisbane's cultural, social and civic events. After an extensive $215 million program of works and reopening in April 2013, City Hall has been restored as the 'People's Place' and a focal point of social and civic life in Brisbane.

Where we want to be

City Hall remains a symbol and focus for Brisbane, the capital city of Queensland. City Hall and King George Square precinct are used daily for community activities, festivals, concerts, events, conferences and citizenship ceremonies.

Strategy 5.6.1 Preserve and Maintain City Hall and King George Square Precinct

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Ensure the City Hall facility and surrounds continue to adhere to building standards and requirements for current and future users.

Service 5.6.1.1 The People’s Place Precinct

City Hall is an iconic facility that enhances the social and civic life in Brisbane.

City Hall enhances and enriches residents' and visitors' experiences by including the MoB, Shingle Inn, 50 Plus Club and Red Cross Café within the facility.

The facility, including plant and equipment, will be maintained to ensure all users and commercial operators are able to conduct business and maintain services. This will include the Lord Mayor's office, Council Chambers, public gallery and committee rooms, community spaces, clock tower and King George Square. Council provides support for community groups and not-for-profit organisations to use City Hall.


$000 $000Expense 8,450 9,197Revenue 2,004 2,059

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

City Hall Depreciation Capital - - - -Expense 6,549 7,012 7,092 7,566Revenue - - - -

City Hall Precinct Maintenance and Enhancement Capital 556 - - -Expense 562 574 593 607Revenue - - - -

Piano Refurbishment and Replacement Capital - - - -Expense 200 - - -Revenue - - - -

Outcome 5.7 City Venues

Outcome description

Brisbane’s city venues provide the community with access to a range of cultural and recreational facilities that contribute to the active, cultural and educational lives of Brisbane residents.

Where we are now

Council has a range of iconic facilities available to the community. These facilities continue to be well patronised and, they continue to be relevant for our community. With comprehensive planning and management these facilities will remain viable for the future.

Where we want to be

We want to be the first choice for Brisbane residents across a range of well-managed, community facilities. Brisbane’s city venues will contribute to our Brisbane Vision by offering accessible, vibrant and active facilities across the city.

Strategy 5.7.1 City Venues Management

Plan, deliver, manage and maintain a network of diverse venues that meet the current and future needs of Brisbane residents.

Service 5.7.1.1 Riverstage

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This service manages Council's City Botanic Gardens Riverstage - an outdoor venue for events and celebrations.


$000 $000Expense 2,578 2,956Revenue 2,358 2,417

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Riverstage Backstage and Change Rooms Capital 126 - - -Expense - - - -Revenue - - - -

Service 5.7.1.2 Planetarium

This service manages the Sir Thomas Brisbane Planetarium, located at the Brisbane Botanic Gardens Mt Coot-tha, for community learning, environmental and cultural purposes. This facility offers shows and displays for students, families, residents and visitors.


$000 $000Expense 1,741 1,727Revenue 806 1,166

Service 5.7.1.3 Golf Courses

This service manages Council's golf facilities and leases including Victoria Park and St Lucia for the benefit of all residents and visitors.


$000 $000Expense 4,649 4,758Revenue 3,399 3,484

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

St Lucia Golf Links - Greens and Fairway Rehabilitation Capital - - - -Expense 58 58 58 59Revenue - - - -

Service 5.7.1.4 Aquatic Centres

This service plans, develops and contract manages Council's network of aquatic centres, including associated leases.


$000 $000Expense 9,850 10,177Revenue 1,082 1,099

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Aqua Parks Capital 1,801 904 - -Expense 101 101 - -Revenue - - - -

Langlands Pool Upgrade Capital 2,508 2,013 - -Expense 249 151 - -Revenue - - - -

Musgrave Park Pool Refurbishment Capital 219 2,789 2,842 -Expense - - - -Revenue - - - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Pool Refurbishment Capital 2,441 1,216 1,386 1,421Expense 110 110 111 114Revenue - - - -

Service 5.7.1.5 Community Halls

This service enhances community access to facilities that support suburban cultural events and community participation. Council’s community halls will continue to provide an affordable and accessible location for a variety of community generated activities and events.

The key activities of this service include:

• management of Council's community halls portfolio• provision of asset management and maintenance of the community halls portfolio• enhancement of community hall facilities.

The continual improvements to our facilities will provide wider access to our community halls.


$000 $000Expense 3,575 4,286Revenue 429 435

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Community Halls Maintenance and Rehabilitation Capital 901 372 388 401Expense 94 50 52 54Revenue - - - -

Outcome 5.8 Brisbane City Cemeteries

Outcome description

Operate cemeteries, crematoria, non-denominational chapels, memorial walls and gardens.

Where we are now

We deliver cemetery and crematorium services that reflect the diversity of Brisbane residents and community expectations.

Where we want to be

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Brisbane City Cemeteries will provide quality and affordable venues for funeral services, burials, cremations, memorial walls and gardens

Strategy 5.8.1 City Cemeteries Management

Brisbane City Cemeteries operates and maintains Council's cemeteries, crematoria, non-denominational chapels, memorial walls and gardens

Service 5.8.1.1 City Cemeteries

This service provides funeral services, including interment and provision of quality and affordable venues for funerals, burials, cremations, memorial walls and gardensThis service will:

• ensure cemeteries are well maintained, including the preservation of historical sites• support community groups involved in promoting the heritage value of its cemeteries• expand and diversify its products and service range• continue to provide choice of venues to the community• promote the use of cemeteries as a public space• enhance and maintain the appearance of memorial gardens, niche walls and lawn cemeteries.


$000 $000Expense 10,582 11,709Revenue 8,621 8,916

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Cemeteries Redevelopment Capital 930 1,775 227 -Expense - - - -Revenue - - - -

Cemetery Extensions Capital 614 173 180 184Expense - - - -Revenue 700 750 800 850

Toowong Cemetery Link Capital 1,090 - - -Expense - - - -Revenue - - - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Active and Healthy Parks Program 728 741 767 792Aqua Parks 1,902 1,005 - -Australian Performing Arts Market 278 - - -Brisbane Access and Inclusion Plan Implementation 3,517 2,978 3,101 3,197Brisbane Powerhouse Maintenance 749 967 761 779Building Stronger Communities - Facility Grants 3,054 3,065 3,129 -Building Stronger Communities - Organisational Development

278 279 284 -

Cemeteries Redevelopment 930 1,775 227 -Cemetery Extensions 614 173 180 184City Hall Depreciation 6,549 7,012 7,092 7,566City Hall Precinct Maintenance and Enhancement 1,118 574 593 607Clubs and Community Centre Structural Repairs and Maintenance

1,860 1,670 1,742 1,799

Community Facility Improvement Program 2,808 2,667 2,774 2,872Community Halls Maintenance and Rehabilitation 995 422 440 455Competition Grade BMX Tracks 1,186 1,201 1,305 -Creative Hub 111 114 118 -Extend Library Hours on Saturdays 808 819 844 865Facility Development Partnerships with Schools 226 226 226 226FastBacks Service 113 113 113 113First 5 Forever 1,341 673 - -Former Seven Hills TAFE Site 1,458 - - -Hoarding and Squalor Reduction Initiative 190 191 197 202Homeless Connect 260 145 265 153Homelessness and Affordable Housing 815 824 852 874Housing Support Program 23 23 24 24Indigenous Aspirations Strategy 283 288 295 303Indigenous Cultural Events - Queen Street Mall 297 336 349 358Langlands Pool Upgrade 2,757 2,164 - -Libraries Customer Self-Service Facilities 570 899 550 560Library Enhancements 460 474 494 510Library Refurbishment 6,087 1,632 2,567 2,653Library Wi-Fi and Faster Internet 449 450 461 472Lord Mayor's Seniors Christmas Parties 207 212 220 226Lord Mayor's Suburban Initiative Fund (Refer Appendix of Schedules)

1,485 1,485 1,485 1,485

Lord Mayor's Writers in Residence 112 112 112 112MacArthur Museum 33 - - -Men's Sheds 90 90 90 90Multicultural Communities 439 448 465 477Musgrave Park Pool Refurbishment 219 2,789 2,842 -New Bracken Ridge Library 988 4,987 - -Piano Refurbishment and Replacement 200 - - -Pool Refurbishment 2,551 1,326 1,497 1,535Riverstage Backstage and Change Rooms 126 - - -RSL ANZAC Day 17 17 17 17Skate Facilities 712 - - -Sport and Recreation Capacity Building 335 343 356 377Sports Field and Hard Court Condition Rehabilitation 1,644 1,678 1,731 1,778Sports Field Water Activation Project 1,551 1,570 1,609 -Sports Precinct Planning and Development 272 283 296 303

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

St Lucia Golf Links - Greens and Fairway Rehabilitation 58 58 58 59Sunday Opening of Suburban Libraries 325 331 343 351SunPAC Brisbane 556 - - -Synthetic Sports Fields 1,536 1,534 519 -Toowong Cemetery Link 1,090 - - -Total 57,360 51,163 41,390 32,374

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Program 6 – Customer Service

Customer Service

Program goal

As a growing New World City, Council will be recognised as a customer focused organisation which is dedicated to the health, safety and amenity of the Brisbane community.

Program description

The health and safety of Brisbane residents and visitors is of great importance to Council. To provide a city that is safe and healthy, Council offers a diverse range of services including immunisation for infants, children and seniors, animal management and food safety initiatives, and maximising amenity and safety in our public spaces and facilities. The program enforces food safety requirements to protect public health, as well as administering animal management legislation to promote responsible pet ownership.

In a subtropical climate, it is vital to provide effective programs to control mosquitoes and other pests that carry diseases which can affect humans. Council also delivers pest management services to minimise the impact that nuisance pests have on the community's enjoyment of Brisbane's outdoor lifestyle.

Council will continue to engage with customers and the community to understand who they are, what they want and how they value Council’s products and services, as well as review, propose and advocate for changes to laws and regulations to enhance Brisbane's liveability.

The program will monitor and better understand customer satisfaction and actively address customer dissatisfaction by identifying persistent service problems and helping work units to address them. Council will ensure customer experience is a key consideration in strategy, design, and implementation for product and service development and delivery.



$000 $000 $000 $000 $000 $000

Expense Revenue Capital6.1 - Managing Animals 7,221 7,151 6,954 7,035 - -

6.2 - Community Health 22,603 15,705 13,193 7,476 - -

6.3 - Public Safety 6,754 14,234 572 8,087 - -

6.4 - Community Engagement 651 658 - - - -

6.5 - Customer Service Delivery 33,492 34,293 532 533 1,167 -

6.6 - Customer Experience 1,491 1,619 - - - -

72,212 73,660 21,251 23,131 1,167 -

Outcome 6.1 Managing Animals

Outcome description

Council will facilitate and promote responsible pet ownership across Brisbane.

Where we are now

Council works with the community to improve responsible pet ownership and, where appropriate, enforce animal management legislation.

Key initiatives include:

• managing an increasing pet population across the city• administering animal management legislation and strategies

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• facilitating dog registration by pet owners• managing Council’s two Animal Rehoming Centres• delivering low cost microchipping events for dogs and cats.

Where we want to be

Working in partnership with the community, Council will manage the challenges associated with animal management across Brisbane. The focus will be on ensuring that residents keep their pets responsibly, so that neighbours and the broader community are not adversely impacted.

Strategy 6.1.1 Animal Management

Council provides licensing and regulatory services for animal management.

Service 6.1.1.1 Animal Management

This service supports responsible pet ownership, including compliance with animal management legislation.

Council provides the following animal management services:

• capture and impounding of animals found in public places• response to public complaints, including management of dogs that are not under effective control in public

spaces• priority investigations of animal attacks• declaration and monitoring of regulated dogs• provision of animal rehoming services• delivering education and regulatory campaigns to support responsible pet ownership.


$000 $000Expense 6,921 6,838Revenue 6,358 6,614

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Animal Registration Enforcement Campaign Capital - - - -Expense 232 238 247 254Revenue 421 438 456 474

FIDO - Find Irresponsible Dog Owners Campaign Capital - - - -Expense 81 83 86 88Revenue - - - -

Outcome 6.2 Community Health

Outcome description

Council will protect and enhance the health of Brisbane's residents.

Where we are now

This outcome contributes to the Brisbane Vision 2031 by maintaining health conditions and reduced public health risks.

Key drivers impacting on delivery include:

• legislative responsibility to mitigate public health risks• legislative responsibility to maintain food safety standards• threats of mosquito-borne illness and the ongoing impact of the midge population• population growth.

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Where we want to be

Brisbane will be the benchmark for best practice in public health protection in South East Queensland. Council will continue to embed the rating scheme model for food businesses that encourages higher standards and provides incentives for high performing food business operators. High public health standards will be maintained and Council will ensure that resources are directed to addressing major community health risks.

Council is delivering core public health services and will continue to:

• monitor and enhance the Eat Safe Brisbane food safety rating scheme and maintain food safety standards• provide effective health licensing services that ensure public health standards are maintained• provide immunisation services• provide mosquito and rodent control services• monitor pool safety compliance.

Strategy 6.2.1 Community Health

Provide effective services to monitor and improve community health.

Service 6.2.1.1 Community Health

This service administers a licensing system for food and health businesses and provides a public complaints system for related activities. Industry is assisted to achieve safe operational standards and compliance through education, training and incentives as well as enforcement, if required. In addition, pool safety initiatives and enforcement are delivered within this service.

This includes:

• processing of food and health business licence applications in accordance with legislation and standards• inspecting and auditing licensed premises to ensure compliance with regulatory standards• effective enforcement to improve poor performance, and reduce public health and amenity risks• issuing of food safety ratings based on food safety management practices through Eat Safe Brisbane• educating and working with industries to assist with public health advice and management• development of educational and marketing materials for businesses and businesses that are considered

culturally and linguistically diverse.


$000 $000Expense 12,857 6,111Revenue 11,441 6,008

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Eat Safe Food Education Program Capital - - - -Expense 184 - - -Revenue - - - -

Improving Water Safety Outcomes Capital - - - -Expense 503 515 535 563Revenue 6 6 7 7

Service 6.2.1.2 Immunisation

This service contributes to the Brisbane Vision 2031 by reducing Brisbane's exposure to vaccine-preventable diseases.

Council provides free immunisation services for infants, children, parents of newborns and seniors for preventable diseases defined as life threatening by the National Health and Medical Research Council. A mobile team offers this immunisation service at community hubs and health centres. In partnership with the Queensland and Australian governments, Council also provides disease specific immunisation programs at secondary schools. In addition, free influenza vaccinations are provided to senior citizens and residents who qualify under the Australian Government scheme.

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$000 $000Expense 3,004 2,942Revenue 1,362 1,068

Service 6.2.1.3 Strategies and Services

This service includes support for public health strategies, campaigns, public education and engagement regarding animals and public health programs.

This includes strategic planning of public health services to ensure alignment with Brisbane Vision 2031 and Corporate Plan 2016-17 to 2020-22 priorities, providing direction, education and tools of trade for delivery of health licensing and compliance services, and mosquito and pest management services.


$000 $000Expense 1,366 1,121Revenue 298 306

Service 6.2.1.4 Mosquito and Pest Services

Council controls mosquitoes by monitoring and treating breeding habitats through aerial and land based treatments. Prevention measures, such as public education to reduce backyard mosquito breeding and minimise personal exposure to bites, contribute to reducing the incidence of mosquito-borne diseases.

In addition to mosquito control, Council also provides a comprehensive rodent control program, including the provision of fully trained rodent detection dogs.


$000 $000Expense 4,694 4,844Revenue 86 88

Outcome 6.3 Public Safety

Outcome description

This service supports Council to make Brisbane a city that is safe for residents, businesses and visitors.

Where we are now

Securing the safety of residents and their property, as well as the amenity of the city is essential to maintain liveability in Brisbane.

Council aims to provide a safe, clean and attractive environment by protecting community health, safety and amenity standards. Key activities include:

• providing a 24/7 citywide rapid response capability responding to public safety risk• developing a multi-skilled resource, equipped to provide on-ground management support information during

a significant event• providing an effective regulatory response for parking safety, amenity and litter issues across the suburbs• providing emerging mobile technology to improve flexibility and efficiency to Council officers• maintaining graffiti reduction units to remove graffiti on Council-controlled property• minimising safety risks and other harms associated with alcohol, drugs and sharps disposal• improving perceptions of safety while reducing the actual incidence of crime• promoting high levels of personal and property safety for residents, businesses and visitors• developing best practice community safety strategies, and embedding crime prevention principles.

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Where we want to be

Brisbane will be a safe place to live and visit. Brisbane residents and visitors will have improved levels of personal and property safety.Strategy 6.3.1 Public Safety

Provide timely, multi-skilled, citywide, 24/7 response to compliance-related activities in Brisbane.

Service 6.3.1.1 Public Safety

This service aims to continue the delivery of a range of regulatory and enforcement activities that are responsive, fair and professional every time to ensure a safe and liveable city through:

• management of 24/7 rapid response capacity and capability to respond to high risk citywide complaints and harms

• management and scheduling of mobile dispatch team managing complaints relating to city safety• increased efficiency and responsiveness of Council officers through technology, software and process

enhancements• providing 24/7 support and responding to significant events, to provide on-ground information to the Local

Disaster Coordination Centre for citywide response coordination• responding to high risk safety complaints related to parking in suburban areas.


$000 $000Expense - 6,229Revenue - 5,748

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Mobile Dispatch Scheduling and Response Capital - - - -Expense 325 218 228 233Revenue - - - -

Suburban Safety Mobile Technology Capital - - - -Expense 641 649 608 698Revenue 753 753 753 753

Suburban Safety Team Capital - - - -Expense 916 928 965 989Revenue - - - -

Service 6.3.1.2 Suburban Amenity

Council aims to provide a safe, clean and attractive environment through:

• actively managing unsightly properties across the city• responding to, and enforcing, amenity and litter complaints across Brisbane’s suburbs• effectively and appropriately enforcing legislation to improve poor performance and prosecute serious

amenity concerns and risks.


$000 $000Expense - 2,298Revenue - 1,276

Strategy 6.3.2 Crime Prevention

Council has added a Crime Prevention Through Environmental Design Policy to its City Plan 2000 resulting in new developments or buildings in Brisbane being designed to minimise opportunity for crime and increase public safety.

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Service 6.3.2.1 Crime Prevention and Safety Initiatives

This service supports the community and businesses to feel safe and secure through crime prevention and safety programs.

Initiatives in this service include:

• maintaining graffiti units to remove graffiti from Council-controlled property• working in partnership with Queensland Rail to remove and mitigate graffiti in the rail corridor• developing best practice community safety strategies, and embedding the Crime Prevention Through

Environmental Design into all planning and development assessment processes• undertaking Crime Prevention Through Environmental Design audits in identified locations and coordinating

responses to priority safety issues• continuing to provide and service sharps bins to reduce the risk of needle stick injuries.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Graffiti Intelligence System Review Capital - - - -Expense - 216 275 12Revenue - - - -

Taskforce Against Graffiti Capital - - - -Expense 3,190 3,253 3,365 3,478Revenue 310 320 331 342

Outcome 6.4 Community Engagement

Outcome description

Council will engage with customers to better understand their needs and provide opportunities for residents to actively and meaningfully participate in decisions that affect their lives and the future of Brisbane.

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

Where we are now

Council regularly engages with community members to understand their needs and to provide them with opportunities to have a say; to be informed, engaged and consulted in decisions that affect their lives.

Council provides consultation opportunities through:

• Council’s corporate website• digital media such as Facebook and Twitter• Your City Your Say community reference panel• project-specific engagement.

Where we want to be

Effectively engaging the community and customers will continue to be an integral part of how Council does business. Brisbane residents will be informed, consulted and actively involved in issues facing the city. More residents will choose to take up the range of opportunities provided by Council for them to participate in influencing Brisbane's future. Council will provide clear and timely feedback to participants and the community on how their input influences its decision making.

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Information collected through community consultation and research will inform program planning, strategy development, product and service development and customer service delivery across the organisation.

The program will assess satisfaction with, and the importance placed on, services. This will assist Council to understand what is most critical to its customers across all areas of the business.

Strategy 6.4.1 City Engagement

Maximise opportunities and choices for people to interact with Council, be informed about issues, and engage in direction and decisions for the city.

Service 6.4.1.1 Engagement in City Direction and Decisions

This service provides residents with opportunities for engagement on issues affecting the city. Engagement through online and face-to-face forums will provide opportunities for Neighbourhood Planning and other projects regarding decisions that impact our customers.


• supporting Neighbourhood Planning and community engagement• supporting engagement on the application of the Brisbane City Plan 2014, Brisbane Vision 2031, other

Council plans, strategies and major projects• designing and developing initiatives to understand community and customer perspective• provide training for Council staff in community engagement planning and practices.



Outcome 6.5 Customer Service Delivery

Outcome description

Council will provide multiple access points to Council to meet customer requirements and bring benefits to businesses, residents and Council.

Where we are now

Council currently provides multiple contact channels for customers, providing a world class 24/7 service. The primary contact is through telephone, with other channels available including Council’s website, mail or face-to-face, and increasingly, through social media.

The Contact Centre combines the operations of the Call Centre, Regional Business Centre counters and kiosks, Brisbane Square Customer Service Centre, the Business Hotline, property record searches and certificates and correspondence including email and social media enquiries.

Research tells us that although the telephone remains a preferred method of contacting Council, customers are also increasingly using self-service options and online engagement channels. Council provides a range of tailored, online information options through customer and product gateways on the corporate website and offers the immediacy of engaging with Council on social media platforms.

The Business Hotline, 133 BNE, provides a 24/7 priority hotline to receive and manage business-related enquiries to ensure high quality client management to Council’s business customers.

Where we want to be

As the external face of Council, the Contact Centre will continue to provide world-class service by delivering the right products and services, to the right customers, through the most appropriate channels.

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Products and services provided to customers will be consistent, reliable and accurate across all channels, and in a cost-effective, responsible and timely way, balancing the needs of customers and the city.

Strategy 6.5.1 Develop and Deliver Customer Services

Optimise the design, development and delivery of services to customers through multiple channels.

Service 6.5.1.1 Customer Service Delivery

This service will support residents and business customers through the Contact Centre which includes:

• the Call Centre• Regional Business Centre counters and kiosks• Brisbane Square Customer Service Centre• searches and certificates• correspondence including mail, email and social media enquiries, and• the Business Hotline.

A world-class 24/7 Contact Centre service will meet the needs of residents, businesses and visitors and support customer correspondence and requests through multiple channels. In addition, an after-hours emergency service to respond to calls from other local authorities and utilities will be delivered.

Regional Business Centre counters and kiosks, and the Brisbane Square Customer Service Centre, will continue to provide a broad range of face-to-face transactions and services for businesses and residents.

The Business Hotline, 133 BNE, will continue to support businesses in Brisbane to enable sustainable economic development in the city.


$000 $000Expense 24,817 26,322Revenue 532 533

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Business Hotline Capital - - - -Expense 1,508 1,691 1,755 1,800Revenue - - - -

Service 6.5.1.2 Customer Service Solutions

This service provides systems, processes and technology to support our world-class, 24/7 Contact Centre.

The program will continue to focus on responding to customer demand, improving customer experience and responding to increasing correspondence and emails. Continuing to offer choice in communication, including online transactions, will help support customer access to Council.

Delivery of customer focused and innovative online solutions to help programs meet customer and community needs will continue to be provided.


$000 $000Expense 6,167 6,266Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

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Content Management System Replacement Capital - - - -Expense 197 - - -Revenue - - - -

Outcome 6.6 Customer Experience

Outcome description

The Customer Focus Vision will be achieved by developing Council-wide customer focused processes and culture aligned to customer needs and expectations.Where we are now

Council aims to gain a clear understanding of product and service delivery requirements by identifying key customer groups and evaluating the needs of those customers, balanced against Council's capabilities.As an outcome of customer consultation, the program develops strategies, guidelines, tools and methodologies to support the best outcomes for the residents, business and Council, including learning and development workshops building customer focus priorities.

The program also provides specialist support to other areas of Council to:

• assist understanding of customers and their experiences with Council• identify sources of customer dissatisfaction• tailor services to achieve a balance between customer needs and best value for the city• application of the Brisbane Customer Charter.

The Brisbane Customer Charter describes Council's commitment to customer focussed services and identifies what customers can expect from Council.

Where we want to be

Our Customer Focus Vision for the organisation is to be ‘Dedicated to Customers: Everyone. Everywhere. Every time’. There will be no ‘wrong door’ to Council. As One Council, all employees will understand that their role is to resolve an issue or refer the customer to someone who can. We will have strong partnerships, communication and coordination within, and between, divisions and business units to provide better outcomes for customers.

Strategy 6.6.1 Understand and Improve

Develop customer focused processes and a customer focus culture across Council aligned to customer needs and expectations.

Service 6.6.1.1 Understand Customers

This service seeks to better understand customer experiences, preferences and expectations. We will be a Council that values customers equally and takes individual circumstances and preferences into account, including drivers of satisfaction and dissatisfaction.

Key activities of this service include:

• research and report customer satisfaction including improvement priority recommendations• support specific customer focus improvement initiatives• collect, analyse and report customer service trends and targets• carry out targeted research across channels and services to expand our understanding of customers• develop partnerships across Council to identify and address issues impacting customer satisfaction.



Service 6.6.1.2 Customer Experience Culture

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Proactive customer focused behaviours will build capability across Council so employees in every role and at every level of the organisation are energised and proud to work with customers.

This service will:

• provide tools, education and methodologies to develop a customer focus culture across Council• develop strategies that balance Council and customer needs• assists work units to streamline processes and enhance satisfaction with both internal and external

customers.

Key activities under this service include:

• delivering a customer focused learning and development program• identifying, analysing and prioritising areas of customer dissatisfaction and customer focus issues• identifying options for improved customer and business solutions• developing, reviewing and refreshing Channel Management strategies and channel migration.


$000 $000Expense 1,326 1,330Revenue - -

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Animal Registration Enforcement Campaign 232 238 247 254Business Hotline 1,508 1,691 1,755 1,800Content Management System Replacement 197 - - -Eat Safe Food Education Program 184 - - -FIDO - Find Irresponsible Dog Owners Campaign 81 83 86 88Graffiti Intelligence System Review - 216 275 12Improving Water Safety Outcomes 503 515 535 563Mobile Dispatch Scheduling and Response 325 218 228 233Suburban Safety Mobile Technology 641 649 608 698Suburban Safety Team 916 928 965 989Taskforce Against Graffiti 3,190 3,253 3,365 3,478Total 7,777 7,791 8,064 8,115

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Program 7 – Economic Development

Economic Development

Program goal

The goal of the Economic Development program is to implement the Brisbane Economic Development Plan 2012-31 and the Brisbane 2022 New World City Action Plan. Council helps build Brisbane’s economy and create new and innovative jobs.

Program description

The Brisbane Economic Development Plan 2012-31 establishes a vision that in 2031 Brisbane is regarded as a top 10 lifestyle city and global hub for resource and related service industry businesses. Its high performing economy is known for its strong business and cultural links with Asia.

The Brisbane Economic Development Plan 2012-31 addresses five key priorities:

• Building Brisbane's global reputation as Australia's New World City• Productive Brisbane• Talent attraction and global connections• Lifestyle city• Leadership, engagement and implementation.

To ensure Brisbane meets its full potential for economic growth and employment generation, this program will continue to have a strong focus on investment attraction and jobs growth through showcasing Brisbane's economic strengths and unique lifestyle benefits.

This program will continue to support and facilitate opportunities for Brisbane’s small businesses. Small businesses provide immense value to Brisbane’s economy and make up 97% of all employing businesses in Brisbane. They contribute to the activation and fabric of Brisbane’s main streets and suburban economic areas.

Brisbane will continue to respond to the opportunities generated from the key economic growth sectors to build long term economic prosperity for the community. Council will focus on planning for and supporting Brisbane’s growth, by encouraging innovation, generating investment and bringing skilled workers, international students and visitors to Brisbane.

For Brisbane to continue to prosper, the enhancement of key business locations and precincts across the city need to be recognised and tapped to enable their full potential to be explored and developed. Economic Development will continue to initiate and deliver initiatives to support precinct development.

Brisbane's growth also depends on delivery of the infrastructure required to meet the demand. To ensure a coordinated and timely approach to infrastructure delivery, the program includes a coordinating planning role for the Brisbane Long Term Infrastructure Plan 2012-31. Building digital capacity, digital-readiness and encouraging innovation is also vital to future proof Brisbane’s economy.

This program will support Brisbane's long term economic growth by assisting and actively participating in the implementation of a range of strategic economic capacity building projects, informed by ongoing research and analysis. It will also strengthen alignment across Council to ensure that all Council strategies and program plans support Brisbane's potential for achieving long term economic prosperity.

Brisbane Marketing is the city’s economic development board and the custodian of the ‘Australia’s New World City’ brand campaign. Brisbane Marketing is funded by Council and other partners to deliver outcomes of the Brisbane 2022 New World City Action Plan. The Action Plan provides a roadmap of actions up to 2022 to take account of the changing economic context.

This plan emphasises the importance of economic development coordination and connectivity, identifies the city’s growth sectors, the need for proactive engagement of our next generation and the fulfilment of a Team Brisbane approach with a wider South East Queensland (SEQ) outlook over the next six years.

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$000 $000 $000 $000 $000 $000

Expense Revenue Capital7.1 - Growing Brisbane's Economy 762 658 - - - -

7.2 - Enabling Economic Growth 1,959 2,667 - - 41 -

7.3 - A City of Many Skills 514 519 - - - -

7.4 - Delivering World Class EconomicPrecincts

16,760 14,675 13,967 14,316 1,995 2,439

7.5 - Delivering the Brisbane 2022 NewWorld City Action Plan

22,284 26,038 - 606 - -

7.6 - Developing Brisbane's Export Profile 150 151 - - - -

42,429 44,708 13,967 14,922 2,036 2,439

Outcome 7.1 Growing Brisbane’s Economy

Outcome description

Facilitate strategies and activities to attract new business investment and generate new and innovative jobs for Brisbane.

Where we are now

Brisbane continues to enhance its status as Australia's New World City at the heart of one of the fastest growing regions in Australia. Brisbane is the main engine of economic growth for SEQ and the most significant economy in Queensland. Employment, population and economic growth in Brisbane and across SEQ are expected to be strong over the next 20 years.

Supporting these forecasts requires a strong focus on industries where Brisbane demonstrates a competitive advantage. These advantages include appropriately skilled workers, business climate, suitable and affordable business accommodation, market access, infrastructure and the quality of life supported by Brisbane and SEQ. Effort is directed to ensuring that the city provides the best possible environment to support new and existing business growth and investment.

Where we want to be

To deliver the strong growth that is forecast, Brisbane needs to be globally recognised as a world class location for business. Key attributes of the city, which will support growth among existing businesses and attract new investment, include an efficient regulatory system, seamless customer service, world class infrastructure and the provision of services which are responsive to business requirements.

Brisbane will have a strong profile as a profitable business location, both nationally and internationally, resulting in strong links with other economies. Identification of investment opportunities will ensure that Brisbane continues to generate the employment and economic outcomes that will sustain a strong and prosperous economy.

Strategy 7.1.1 Strategic Capacity Building

The strategy aims to enhance Brisbane's capacity to sustain growth in jobs, exports and investment.

Service 7.1.1.1 Supporting Business Growth

The objective of this service is to undertake targeted activities to improve service delivery and provide capacity building opportunities for small businesses in Brisbane. This service will continue to provide real-time strategic data and information on Brisbane’s economy capabilities and opportunities.

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This strategic information will be widely distributed to support Brisbane businesses and prospective business operators. This information will also support the activities of Brisbane Marketing, and provide economic and statistical input to various Council initiatives, including infrastructure, social planning and urban design projects. This will be informed by ongoing dialogue with local businesses and business stakeholders to evaluate the performance of the Brisbane economy and identify emerging opportunities.

This service will:

• conduct monthly Lord Mayor's Breakfast meetings• investigate delivery of business skills• continue Lord Mayor’s Business Forums and Business Excellence Workshops• deliver the Brisbane Economic quarterly snapshot and key economic facts• continue to provide economic and statistical support to Council projects, Brisbane Marketing and the Brisbane

business community.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Vision 2022 - Enhancing Brisbane's Economic Growth Capital - - - -Expense 242 246 254 262Revenue - - - -

Service 7.1.1.2 Recognition of Brisbane’s Small Businesses

The purpose of this service is to recognise the importance of small business and to work in partnership with key stakeholders to recognise Brisbane's small businesses.



Outcome 7.2 Enabling Economic Growth

Outcome description

Supporting projected growth in employment, population, exports and investment, Council will ensure that appropriate infrastructure projects are identified and sequenced and that Council’s regulatory frameworks are responsive and enabling.

Where we are now

Under the Draft South East Queensland Regional Plan 2041, Brisbane is required to deliver an additional 223,400 dwellings between 2011 and 2041.

In addition, National Institute of Economic and Industry Research employment forecasts suggest that by 2031, the net figure for the number of people travelling into Brisbane each day to access their employment will increase to more than 300,000. This means substantially increased pressures on intra-regional transport networks across South East Queensland to bring workers into Brisbane.

Rapid technological change in the global economy requires the delivery of new infrastructure solutions and city regulations to meet changing demand. At the same time, Brisbane's infrastructure must be resilient and serviceable in the face of severe weather and other unexpected events.

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Where we want to be

Brisbane's infrastructure will continue to improve its current levels of service assisting the city to attract investment and sustain the export growth required to achieve the forecast employment growth and associated wealth potential.

Brisbane will drive smart technology opportunities to build a robust economy, develop a stronger and safer community, and improve service delivery to residents, businesses and visitors.

Strong alignment between urban planning and infrastructure delivery will maintain a well-functioning city which is attractive to highly skilled workers.

Strategy 7.2.1 Whole-of-government Infrastructure Coordination

The strategy aims to inform the timely delivery of infrastructure required to support the efficiency and competitiveness of the city’s economic activities, and support the alignment of local, state and federal government policy across the South East Queensland region.

Service 7.2.1.1 Improving Infrastructure to Promote Growth and Enable Digital Capability

The objective of this service is to assist the planning and coordination of infrastructure projects, urban planning and digital capability to support Brisbane's long term economic growth and a growing, digitally-enabled economy. It will encourage innovation to help build and sustain the growth and development of our city and support initiatives to identify technology opportunities to deliver smarter services to Brisbane businesses and ratepayers.

This service will:

• provide secretariat and support services to the Lord Mayor's Infrastructure Council• provide economic advice for urban planning in Brisbane’s economic precincts and neighbourhoods• ensure Brisbane’s key economic precincts are digitally enabled and well placed for growth of the digital

economy through the expansion of free Wi-Fi• deliver releases of Council information on the Public Open Data portal• deliver the Brisbane Innovate initiative• implement the Smart Connected Brisbane program• promote coordination and alignment with the Federal Government, Queensland Government and other

Council programs in applying strategic economic principles and forecasts to evaluate future infrastructure needs articulated in the Brisbane Long Term Infrastructure Plan 2012-31, the Brisbane City Plan 2014 and Queensland Government infrastructure plans.

In line with recommendations from the Brisbane New World City Action Plan 2022, Council will enhance precincts by rolling out free Wi-Fi consistent with what has been successfully delivered in the city.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Expansion of Free Wi-Fi to Suburban Centres Capital - - - -Expense 249 250 255 -Revenue - - - -

ICT Innovation Program Capital - - - -Expense 555 557 568 573Revenue - - - -

Open Data Capital - - - -Expense 386 388 391 404Revenue - - - -

Smart City Initiatives Capital - - - -Expense 1,132 1,573 1,896 1,957

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Revenue - - - -Outcome 7.3 A City of Many Skills

Outcome description

Support job growth by ensuring Brisbane businesses have access to a trained and skilled workforce and that business operators have access to training and skills to support their business and business premises that meet their needs.

Where we are now

Movement of skilled workers to Brisbane is occurring through migration to South East Queensland. As other cities and regions compete for a pool of skilled workers, it is important that Brisbane strengthens its national and international profile as an attractive city and dynamic economy offering a diverse range of employment opportunities that supports business skills growth.

Where we want to be

Brisbane will have a highly skilled labour force that is a major attractor of new business investment to the city. This will include recognised excellence in professional, technical, start-up and managerial occupations. These highly skilled workers will have chosen to live in Brisbane because of its exciting employment opportunities, its high amenity and its attractive lifestyle. International students are attracted to Brisbane as they are appropriately supported with infrastructure, transport accessibility and a safe, high-quality lifestyle.

Brisbane will have a highly skilled cohort of business operators who are in a position to lift the city's profile as a place that offers dynamic, high-quality employment opportunities, which in turn continues to attract skilled workers to the city and the region.

Strategy 7.3.1 A Desirable Place to Work and Study and Operate a Business

The strategy aims to identify opportunities for Brisbane to broaden and support the skills base of its business operators and to increase its attractiveness as a place which provides excellent employment choices, educational opportunities and facilitates transitioning of graduates into the workforce.

Service 7.3.1.1 Enhancing Brisbane’s Skills

The objective of this service is to investigate and promote opportunities to enhance Brisbane as a desirable place to work, study and operate a business.

To assist small businesses to enhance their business skills and access a skilled workforce, activities in this service include:

• deliver successful partnerships and projects to support social enterprise development across Brisbane• support international work experience program for students• pilot an empty office space revitalisation scheme to encourage skilled workers into the CBD and Fortitude

Valley• investigations of key issues affecting skilled workers, small business operators and students in Brisbane• Council's annual Civic Reception for International Students.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Partnerships to Support Emerging Social Enterprises Capital - - - -Expense 50 50 50 -Revenue - - - -

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Outcome 7.4 Delivering World Class Economic Precincts

Outcome description

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

Where we are now

The City Centre, comprising the CBD and fringe (including Fortitude Valley, Spring Hill, Milton, South Brisbane and Woolloongabba) is an economic asset.

It covers less than one percent of the surface area of the Brisbane Local Government Area, contains four percent of Brisbane's population and yet accounts for approximately 30% of metropolitan Brisbane's gross regional product, 32% of employment and 18% of all businesses.

A significant focus has been placed on renewing and activating Brisbane's key retail and entertainment precincts.

The Queen Street Mall is Queensland's premier retail destination and activation of the space has increased to over 1000 events across the financial year, attracting 26 million visitors a year.

The Chinatown Mall has been reinvigorated as a more pedestrian and retail friendly space while the newly upgraded Brunswick Street Mall will remain a mecca for live music and artistic expression, but also continue to grow its daytime economic offering.

Australia TradeCoast is one of Australia's fastest growing port precincts. Australia TradeCoast's capacity to expand, in close proximity to both air and sea port facilities and serving one of the fastest growing regions in Australia, makes it an attractive location for establishing and growing significant export industries. The South-West Industrial Gateway also leverages off road transport links to the rest of the state and interstate.

Where we want to be

Brisbane's future success relies on our city being a vibrant, activated and cultural New World City. Business and economic growth will be optimised if our precincts continue to be vibrant and attract significant visitor numbers and promotion. Precincts such as Fortitude Valley, Queen Street Mall, Woolloongabba and West End will continue to grow as vibrant centres of activity, increasing cultural opportunities and attracting both visitors and residents.

Precincts such as the CBD and Major Industry Areas will become global centres of commerce with increasing international and multinational company representation attracted by good transport and communication networks, skilled workers and high amenity local services.

Strategy 7.4.1 World Class City Centre

The strategy aims to deliver precincts that are vibrant and fit for purpose for a 24 hour economy and provide a world class experience for visitors and workers.

Service 7.4.1.1 Economic Precincts Management

The objective is to facilitate Council’s delivery of a world class city centre for business, visitors and community through integrated place management of the 24 hour economy.

This service provides for an Economic Precincts Manager to be a single point of responsibility for the coordination, integration and facilitation of the delivery of Council services, assisting trader groups to activate their precincts’ economic development initiatives, and major projects in Brisbane City Centre and key precincts across Brisbane.

This service is responsible for delivering the CitySafe program comprising an expanded network of 127 closed circuit cameras feeding back to a control room that is monitored 24/7 in partnership with the Queensland Police Services.


$000 $000

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Expense 361 253Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

City Safe Capital - - - -Expense 231 239 250 257Revenue - - - -

Expand City Safe Camera Network Capital - - - -Expense 249 250 255 263Revenue - - - -

Living Villages Development Levy Capital - - - -Expense 55 56 56 57Revenue 75 50 50 50

Strategy 7.4.2 Queen Street and Valley Malls

The strategy aims to provide support for the Queen Street and Valley Malls, including marketing, promotion, operational expenses and capital improvements.

Service 7.4.2.1 Queen Street Mall Operations

The objective of this service is to operate and manage the Queen Street Mall with the goal of continuing to enhance the economic vitality and amenity of the Mall.

This service will also deliver improvements to the Queen Street Mall public realm in conjunction with re-leasing of commercial tenancies. The capital works will be fully funded by the Queen Street Mall Levy.


$000 $000Expense 7,869 5,630Revenue 11,945 12,234

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Queen Street Mall Public Realm Improvements Capital 2,439 2,448 - -Expense - - - -Revenue - - - -

Service 7.4.2.2 Queen Street Mall Activation and Marketing

The objective of this service is to promote and activate Queen Street Mall promotions delivered by Brisbane Marketing. It includes brand and tactical advertising to position and promote the Brisbane CBD and Queen Street Mall, Australia's most successful pedestrian mall, as the main shopping and entertainment destinations in Brisbane. Colourful, vibrant entertainment such as emerging music of all genres will continue to support our brand as Australia's New World City and provide a unique shopping and entertainment experience.

Events will be rolled out in 2017-18 to activate the precinct and attract residents and visitors. Previous successful campaigns will be continued, including Christmas celebrations and the Farmers’ Markets in Reddacliff Place.

Activities include the following:

• Queen Street Mall branding• CBD marketing• Activation of the Mall• Christmas celebrations.


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$000 $000Expense 5,339 5,471Revenue - -

Service 7.4.2.3 Valley Malls Operations

The objective of this service is to promote, operate and manage the Valley Malls with the goal of increasing the economic vitality and amenity of this key economic precinct. Council will continue to provide a clean, safe and accessible mall.


$000 $000Expense 2,114 2,001Revenue 1,907 1,967

Service 7.4.2.4 Valley Malls Activation and Marketing

The objective of this service is to support marketing of the Valley Malls, including the 12 month program of multicultural festivals. The centrepiece of the marketing program is the Valley Fiesta which will continue to provide a platform for emerging live music artists and generate business for Valley traders.

In recognition of the strong connection the Chinese people have with the Valley, Chinese New Year and Autumn Moon celebrations will continue to be funded from this service. These festivals will utilise the redeveloped Chinatown Mall which provides significantly more area for activation than was previously available.

To support the Valley Malls on a more long term basis, an overarching marketing plan will be placed alongside the event activations in order to increase visitation to the Valley Malls. Malls Management will oversee a regular entertainment program of live performances, activations and event bookings at the POD. The POD is a multipurpose space located in the centre of the Brunswick Street Mall and owned by the Brisbane City Council.


$000 $000Expense 595 608Revenue 40 40

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Valley Malls Christmas Decorations Capital - - - -Expense 177 11 11 11Revenue - - - -

Outcome 7.5 Delivering the Brisbane 2022 New World City Action Plan

Outcome description

Deliver key economic priorities as outlined in the Brisbane Economic Development Plan 2012-2013 and the Brisbane 2022 New World City Action Plan to drive employment and economic growth across Brisbane.

Where we are now

Brisbane is Queensland’s main economic driver representing almost half of Queensland’s economic output. In 2012 Council adopted the Brisbane Economic Development Plan 2012–2031 which set targets for Brisbane’s future economic development. This has created a set of new opportunities to deepen, diversify and accelerate the growth of the city’s globally competitive exports.

Following extensive consultation with a range of business and community leaders, the Brisbane 2022 New World City Action Plan was developed and provides a framework to strengthen and diversify the Brisbane economy. The Action Plan focuses on delivering several economic priorities that will build a resilient, export-focused New World City economy, providing new opportunities and an unmatched quality of life.

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Where we want to be

By 2022, Brisbane is an eminent New World City establishing itself as a globally-connected, prosperous city with an enviable, irresistible lifestyle. Brisbane’s economy will be well placed to deliver on the economic targets outlined in the Brisbane Economic Development Plan 2012-2031.At a local level the Economic Development Plan and the Action Plan, will work to ensure that by 2022 Brisbane offers an exceptional quality of life and provides a diverse range of new and innovative employment opportunities. The city will have highly visible, connected and productive precincts and will be known as a diverse, open and friendly city where business, governments, institutions and the wider community work together to build a better Brisbane.

Globally, Brisbane will be recognised as a leading Asia Pacific city. By 2022 the city will be a hub for culture, higher education, trade and innovation, serviced by world class infrastructure. Brisbane will be one of the cities credited as being among the world’s top destinations for foreign investment and feature as one of Asia Pacific’s most visited cities. The city will be recognised as having a diverse population that facilitates connection and trade with other parts of the world and as a desired destination for international conferences. Brisbane will also be a home for major sporting and cultural events that will attract visitors and investors to Brisbane. Delivery of these goals will continue to create job opportunities for residents.

Strategy 7.5.1 Delivering the Brisbane 2022 New World City Action Plan

This strategy aims to drive economic growth by delivering the Brisbane 2022 New World City Action Plan.

Service 7.5.1.1 Implementing the Brisbane 2022 New World City Action Plan

The objective of this service is to facilitate economic growth across the region. Brisbane Marketing will lead and implement the seven key priorities and their associated actions which are outlined in the Brisbane 2022 New World City Action Plan.

The economic priorities include driving job creation, guiding city-shaping, maintaining and improving quality of life, assisting research and education expansion, supporting Brisbane’s growth sectors and transitioning Brisbane’s current economic profile to be more global facing. Attracting and retaining a talented and skilled workforce remains a major focus for Brisbane’s future economic development.

The Brisbane 2022 New World Action Plan will support the development of diverse and productive economic precincts, and facilitate a start-up ecosystem to assist in attracting technology-based jobs that are central to New World City economies. Brisbane Marketing will work with regional partners to facilitate increased tourism, major events, export, investment and infrastructure opportunities and focus on delivering a regional approach to economic development.

Brisbane Marketing will continue to promote a Team Brisbane strategic approach to drive region-wide collaboration for economic development.


$000 $000Expense 3,430 3,515Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Asia Pacific Screen Awards Capital - - - -Expense 1,787 1,816 1,848 1,882Revenue 400 400 400 400

Vision 2022 - Assisting Brisbane's Small andMedium Enterprises


Vision 2022 - Brisbane Region Approach Capital - - - -Expense 255 260 265 270Revenue - - - -

Vision 2022 - Brisbane's Growth Sectors – Championing Brisbane

Capital - - - -Expense 3,685 3,754 3,828 3,900

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Revenue - - - -Vision 2022 - Brisbane's Growth Sectors - InvestmentAttraction


2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Vision 2022 - Brisbane's Growth Sectors - Leisure Tourism, Conventions and Major Events


Vision 2022 - Brisbane's Growth Sectors – Positioning the BNE Brand


Vision 2022 - Diverse Districts and Productive Precincts Capital - - - -Expense 639 651 668 682Revenue - - - -

Vision 2022 - Start-ups and Innovation Capital - - - -Expense 1,787 1,820 1,855 1,889Revenue - - - -

Vision 2022 - Talent and Skills Capital - - - -Expense 1,026 1,045 1,065 1,085Revenue - - - -

Vision 2022 - Team Brisbane Capital - - - -Expense 50 52 53 54Revenue - - - -

Service 7.5.1.2 Local Economy Support

The objective of this service is to work alongside business communities in Brisbane’s main streets and suburban economic areas to improve the vitality of local economies. Small businesses are the backbone of Brisbane’s economy, with many located in and around Brisbane’s CBD fringe, the Australia TradeCoast and the South-West Industrial Gateway. Main street economies and suburban home-based businesses are also a vital part of Brisbane’s economy.

To provide local economy support, Council will actively partner with the Chamber of Commerce and Industry Queensland local chambers of commerce and business associations to drive vibrant local economies through marketing and business development activities. This service will improve the vitality of local economies in Brisbane as well as identifying and assisting with the formulation of strategies which will contribute to Brisbane’s growing international and national reputation as Australia’s New World City.

This service will:

• work with local business communities to assist in the activation and renewal of local economies across Brisbane through facilitating the development and delivery of action plans to develop business destinations

• deliver local economic and community profiles to assist and inform business decision-making• support the Wynnum Local Business activation project which aims to attract visitors to enhance retail in

Wynnum and improve its profile as a destination• establish two local trials of a Australian Government support software platform that facilitates easy

information sharing between retailers and the Queensland Police Service about serious theft.



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Safer Business Precincts Project Capital - - - -

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Expense 229 52 - -Revenue 206 47 - -

2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Wynnum Business Centre Activation Project Capital - - - -Expense 28 28 28 28Revenue - - - -

Outcome 7.6 Developing Brisbane’s Export Profile

Outcome description

Grow Brisbane's out-of-region exports to maintain living standards, incomes and employment growth.

Where we are now

Brisbane has a diverse economy and its future success as a prosperous city is dependent on continued export growth which generates wealth and employment creation in the local economy. Brisbane's strongest exporting industries are in higher and international education, advanced manufacturing, knowledge-based and corporate services, creative and digital innovation, the energy and resources sectors and tourism.

Where we want to be

By 2031, Brisbane will have strong export and investment links in high value industries across the Asia Pacific region. Brisbane will be recognised for its capabilities in the key export sectors.

Strategy 7.6.1 Increasing High-value Exports

This strategy enables and facilitates export industry clusters whose success is based on locational advantages (such as business costs and regulations, transport infrastructure and skilled workers) which secure their long term competitive advantage.

Service 7.6.1.1 Facilitating the Growth of Export Industries

The objective of this service is to research, investigate and implement strategic projects to support existing and new export industries in Brisbane. The service will have links with export-ready organisations in targeted sectors.


• researching and identifying key export sectors and strategic opportunities• aligning Council strategies to ensure exporting businesses are supported• working with external partners including peak industry bodies to deliver outcomes which will drive the

growth of Brisbane's exporting industries• monitoring and evaluating information on Brisbane’s tradable economy for Brisbane Marketing to target

business attraction• deliver updated economic analysis for the 2016 census.

A key strategy in supporting Brisbane's export industries is Council's active participation in its Sister City relationships and in the Asia Pacific Cities Summit.

Council will also play a key role in facilitating export industry growth through active participation in the development of industry action plans for high growth industries, identified through conducting detailed industry cluster analysis.

Achieving this outcome will support Brisbane jobs, support significant investment in Brisbane by international students, their friends and families and support the efforts of Brisbane's tertiary institutions.


$000 $000Expense 150 151

131


Revenue - -

132



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Asia Pacific Screen Awards 1,787 1,816 1,848 1,882City Safe 231 239 250 257Expand City Safe Camera Network 249 250 255 263Expansion of Free Wi-Fi to Suburban Centres 249 250 255 -ICT Innovation Program 555 557 568 573Living Villages Development Levy 55 56 56 57Open Data 386 388 391 404Partnerships to Support Emerging Social Enterprises 50 50 50 -Queen Street Mall Public Realm Improvements 2,439 2,448 - -Safer Business Precincts Project 229 52 - -Smart City Initiatives 1,132 1,573 1,896 1,957Valley Malls Christmas Decorations 177 11 11 11Vision 2022 - Assisting Brisbane's Small and Medium Enterprises

566 577 589 601

Vision 2022 - Brisbane Region Approach 255 260 265 270Vision 2022 - Brisbane's Growth Sectors - Championing Brisbane

3,685 3,754 3,828 3,900

Vision 2022 - Brisbane's Growth Sectors - Investment Attraction

1,940 1,976 2,014 2,051

Vision 2022 - Brisbane's Growth Sectors - Leisure Tourism, Conventions and Major Events

6,331 6,533 6,706 6,856

Vision 2022 - Brisbane's Growth Sectors - Positioning the BNE Brand

3,788 3,865 3,949 4,023

Vision 2022 - Diverse Districts and Productive Precincts 639 651 668 682Vision 2022 - Enhancing Brisbane's Economic Growth 242 246 254 262Vision 2022 - Start-ups and Innovation 1,787 1,820 1,855 1,889Vision 2022 - Talent and Skills 1,026 1,045 1,065 1,085Vision 2022 - Team Brisbane 50 52 53 54Wynnum Business Centre Activation Project 28 28 28 28Total 27,876 28,497 26,854 27,105

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Program 8 - City Governance

City Governance

Program goal

Council is accountable, transparent and efficient. Through strategic planning, sound financial management, quality communication, strategic partnerships, and effective corporate services, the City Governance program helps Council deliver value-for-money community outcomes aligned to achieving the Brisbane Vision 2031.

Program description

Consistent with legislative requirements and community expectations, Council's governance practices deliver transparency and accountability to ensure responsible management of public resources, efficient delivery of services and sustainable management and administration.

The City Governance program is aligned to all Brisbane Vision 2031 goals and Corporate Plan objectives, delivering Council’s Annual Plan and Budget and providing effective support, advice and strategic business services across Council. The program takes a lead role in maintaining and improving the capabilities of Council's people, processes, systems and communication.

The program delivers effective city governance through:

• providing transparent, accountable and responsive city governance• enabling community involvement in city governance• communicating widely and using a range of accessible communication channels• partnering with local, state, federal and international governments and businesses• ensuring Council's Corporate Plan contributes to the Brisbane Vision 2031 by addressing emerging issues

for the city• providing ICT solutions that support improved business functions and customer service• developing a flexible, adaptive and future focused organisation whose people have the commitment and

capability to deliver cost effective community and customer services• planning, organising, coordinating and implementing measures to mitigate, prevent, prepare for, respond to

and recover from disasters in the Brisbane area• supporting efficient operations and enhanced standards of service by all areas of Council.

Brisbane City Council demonstrates best governance practice in local government through its:

• emphasis on increasing the effectiveness and efficiency of operations• effective local laws• transparent election processes• planning and performance reporting• community research excellence• community participation in decision making through public access to Council meetings, committee meetings,

Lord Mayor and Civic Cabinet Listens forums and the Lord Mayor's Youth Advisory Council meetings• value for money procurement processes• cost effective management of legal matters• strong and responsible budget and financial management• centre-led management of information and communications technology• responsible stewardship of community assets and effective asset management• centre-led communication of Council's initiatives, priorities and plans• active risk management and continuity planning• effective management of human resources.

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$000 $000 $000 $000 $000 $000

Expense Revenue Capital8.1 - Civic Administration and Support 30,051 31,672 487 40 - -

8.2 - Regional and International Activities 4,636 5,761 538 2,728 - -

8.3 - Strong and Responsible FinancialManagement

186,519 162,878 1,160,537 1,135,172 7,982 13,935

8.4 - Value for Money Support Services 7,473 11,859 2,037 1,787 24,033 -9,111

8.5 - Corporate Communication 2,009 2,003 - - - -

8.6 - Information and CommunicationsTechnology

24,013 46,741 542 558 30,274 35,482

8.7 - Disaster Response and Recovery 7,164 6,855 308 58 730 2,157

261,865 267,769 1,164,449 1,140,343 63,019 42,463

Outcome 8.1 Civic Administration and Support

Outcome description

Deliver effective and open government through implementation of legislation, support for elected representatives and community participation in transparent, fair and accessible elections.

Where we are now

Council's elected members comprise the Lord Mayor and 26 Councillors (including Committee Chairmen).

Under the City of Brisbane Act 2010, the Lord Mayor has the power to formulate general policies concerning the governance of the city. The Lord Mayor is also responsible to Council for the control of the workings and business of Council and for implementing policies adopted by Council. Each year in June, the Lord Mayor presents a budget to Council for adoption.

Council ensures the statutory processes of local government and public administration are carried out efficiently and transparently.

Where we want to be

Council provides open, effective, accountable, democratic governance policies, processes and practices as well as effective legislative frameworks. Information and governance processes are open and accessible. Council ensures community participation and optimum value for money in its governance and decision making processes. Council continually keeps up to date with legislation so it remains relevant and reflects community concerns, and works to make Council rules and procedures easy for everyone to understand.

Strategy 8.1.1 Support for Elected Representatives

Facilitate good government in the interests of the people of Brisbane through Councillor representation.

Service 8.1.1.1 Support for Elected Representatives


• providing administrative support and salaries for elected representatives• ensuring a high level of accountability in the expenditure of funds by elected representatives• ensuring operation of 26 Ward Offices and seven Chairmen's offices with accountability structures that

ensure public money is used to benefit the community

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• providing administrative support to Council and Standing Committee meetings and ensuring all decisions comply with relevant legislation, policies and conventions

• actioning Lord Mayoral correspondence• ensuring open and transparent government by coordinating the production of Hansard style reporting for

Council meetings• providing administrative and event support to the Lord Mayor's Charitable Trust• providing accurate advice and assistance on procedural matters to Councillors, staff and members of the

public.


$000 $000Expense 26,662 27,876Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Administer Elections Capital - - - -Expense 108 111 4,673 118Revenue - - - -

Service 8.1.1.2 Community Involvement


• coordinating and managing community involvement initiatives such as the Lord Mayor and Civic Cabinet Listens forums held across Brisbane

• coordinating and staging civic functions, events and receptions including major ceremonial and community events and activities (such as Freedom of Entry to the City ceremonies, Keys to the City presentations, Official Dignitaries Visits Program, citizenship ceremonies and other major community events)

• conducting Lord Mayor's Youth Advisory Council meetings to advise the Lord Mayor on youth issues in Brisbane

• managing the Lord Mayor's Multicultural Round Table program of projects and events with emphasis on initiatives that deliver economic outcomes from multicultural businesses and to promote Brisbane as a multicultural, inclusive and safe city locally, nationally and internationally

• conducting a Refugee Welcome Ceremony.


$000 $000Expense 1,667 2,001Revenue - -

Strategy 8.1.2 Local Laws Maintenance

Facilitate the interests of Brisbane by developing responsive local laws and lobbying for effective legislation.

Service 8.1.2.1 Legislative and Regulatory Initiatives

This service develops and maintains Council's local laws and influences new legislation proposed by the state and federal governments to meet community and Council needs.


• coordinating and preparing new legislation for improved effectiveness• providing advice to Council on potential impacts of legislation• writing and coordinating Council's submissions to state and federal governments on legislation, policy or

discussion papers• monitoring and reviewing local laws and supporting policies and processes• maintaining and reviewing Council's register of administrative arrangements (delegations, appointments and

authorisations)• monitoring and aligning Council's regulatory documentation for improved effectiveness• operating the Office of the Disputes Commissioner

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• facilitating open governance and compliance with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012, the Right to Information Act 2009 and the Information Privacy Act 2009

• operating a statutory complaints process to resolve complaints by affected persons about administrative actions of Council or alleged misconduct or inappropriate conduct by Councillors

• preparing submissions to the Queensland Government for necessary changes to legislation to reflect the changing nature of the governance environment in Brisbane.


$000 $000Expense 1,619 1,687Revenue 39 40

Outcome 8.2 Regional and International Activities

Outcome description

Advance the community's interests by developing and maintaining strong regional and international relationships that offer economic development opportunities for the City.

Where we are now

Council works with other government bodies and maintains an active and prominent role in a large number of regional, state and national working groups such as Council of Mayors (SEQ), the Regional Planning Committee for South East Queensland, the Council of Capital City Lord Mayors (CCCLM) and represents the interests of the City of Brisbane in decisions made by these organisations and by the Queensland and Australian governments.

As part of this advocacy work, Council assists with the identification of priorities, and responds to resolve challenges faced by South East Queensland councils and other Australian capital cities. Priority issues include strategic planning, economic development, infrastructure, transport and the environment. Council also contributes to regional programs to continually improve services such as development assessment.

In the international arena, Brisbane has formal Sister City relationships in the Asia Pacific region and the Middle East, partnerships with other cities and affiliations with organisations around the world. These relationships support economic growth and capacity building through mutually beneficial business, cultural and exchange programs and activities. Council manages the Asia Pacific Cities Summit Secretariat and alternates with other Asia Pacific cities as host of the biennial Asia Pacific Cities Summit.

Where we want to be

Council will continue to build alliances that maximise opportunities to influence policies and decisions important to the future of Brisbane and the region.

Council will advance the community's interests by developing and maintaining strong regional and international relationships that offer economic development opportunities for the City.

Council believes in the economic and cultural benefits of Sister City relationships. Council will achieve these benefits with the support and assistance of our locally based international communities and through improved coordination and cooperation with key stakeholders including Brisbane Marketing, Austrade and the Queensland Government.

Council will continue to support international staff exchanges that contribute to innovation within Council, Brisbane's economic development and the development of a global workforce.

Strategy 8.2.1 Building Networks and Alliances

Develop international networks and build alliances that influence government business decisions and support the interests of the Brisbane business community.

Service 8.2.1.1 Regional and International Initiatives

This service supports Council's involvement in networks and alliances such as the CCCLM, Regional Planning Committee for South East Queensland, Local Government Association of Queensland, Australian Local Government Association, Council of Mayors (SEQ) and the South East Queensland Councils CEOs' Forum.

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This service implements activities to improve the profile and standing of the City of Brisbane locally, nationally and internationally. This also includes quantitatively measuring the success of these activities.


• developing and maintaining relationships with Sister Cities and liaising closely with Brisbane Marketing and across Council to identify business opportunities for Brisbane companies

• providing the secretariat function for the Asia Pacific Cities Summit to be held in Daejeon in September 2017

• coordinating international activities with stakeholders including staff exchanges and secondments and arrangements for visiting international dignitaries

• coordinating and implementing regional initiatives in collaboration with the Council of Mayors (SEQ) and the South East Queensland Councils CEOs' Forum

• ongoing participation in peak local government bodies such as the CCCLM, Local Government Association of Queensland and the Australian Local Government Association to influence local government policy at state and federal government levels

• as an event city for the 2018 Commonwealth games Council will partner with the State Government to deliver event activities and community facilities.


$000 $000Expense 2,442 2,354Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Asia Pacific Cities Biennial Summit Capital - - - -Expense 477 492 631 378Revenue 396 - 250 -

Commonwealth Games Events Capital - - - -Expense 1,900 - - -Revenue 1,900 - - -

Council of Capital City Lord Mayors Executive Directorate Canberra


Council of Mayors SEQ Executive Directorate Capital - - - -Expense 598 610 623 635Revenue - - - -

Outcome 8.3 Strong and Responsible Financial Management

Outcome description

Provide sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision 2031.

Where we are now

Council has a responsibility to manage its finances effectively in the best interests of its ratepayers. It also has the responsibility to ensure its financial management, planning and reporting practices meet the requirements of legislation, including the City of Brisbane Act 2010 and City of Brisbane Regulation 2012.

Council has adopted the Brisbane Vision 2031 as its long term plan for the city. It has adopted a medium term Corporate Plan and a Long Term Asset Management Plan. The aspirations and targets of the Brisbane Vision 2031, and the medium term objectives of the Corporate Plan, are integrated in Council's planning and performance reporting and financial management.

Council delivers value for money for ratepayers by ensuring minimum net rates bills are the lowest in the region, while also providing funding for public transport and mayor infrastructure normally provided by State Government.

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Council continues to strengthen its financial management and planning. Responsible and effective financial management and planning will ensure Council can continue to deliver best community value from its investments in community services and infrastructure assets.

Where we want to be

Council will continue to improve its financial management and planning capabilities, structures, processes and systems to ensure it achieves optimum performance and provides the best possible funding solutions.

This outcome will ensure:

• best practice management and performance of our assets• Council receives value for money and optimises return on investment• our properties and facilities are managed to best practice standards• plans are aligned to deliver community services efficiently and effectively.

Council will continue to work to obtain efficiency savings through ongoing review of its processes, practices and procedures. Council will also continue to identify and deliver efficiencies and savings in the management and delivery of its operations and services to ensure efficient frontline services are delivered for ratepayers.

Strategy 8.3.1 Planning and Managing Finances

Ensure Council has the capability to plan and manage its finances effectively.

Service 8.3.1.1 Financial Management and Planning

The objective of this service is to provide strategic advice and deliver financial, planning and reporting services to the Lord Mayor, Civic Cabinet and Council.

Coordinating Council's budget process including:

• annual budget development• budget reviews• fees and charges reviews• coordinating development of rates policy• coordinating grants and subsidies• modelling the short, medium and long term financial position of Council to ensure financial sustainability• developing strategies to address emerging issues with the potential to affect Council's financial stability.

Coordinating planning and reporting including:

• improving planning capability, process and systems• maintaining alignment of the Annual Plan and Budget to the Corporate Plan and the Brisbane Vision 2031• Corporate Plan development• Annual Plan development• Annual Report development• statutory reporting on financial and non-financial performance.

Providing treasury, financial risk management, corporate advisory and financial analysis services for the whole of Council including:

• investment and portfolio management of surplus funds to generate interest earnings• portfolio funding through borrowings and other forms of credit to minimise interest expense• hedging of financial market risk, including exposures to interest rates, foreign exchange and commodity and

energy prices (where applicable) to reduce price volatility• cashflow management to meet Council's financial obligations in a timely manner at least cost• budget and accounting management of treasury services to ensure accurate financial information• management of banking contractual arrangements to ensure effective payment mechanism operations at

competitive rates• credit review processes in order to reflect Council's future financial outcomes• financial risk management services at a management, policy and operational level• corporate advisory and financial analysis services.

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This service also provides financial support to and receives dividends from Council’s controlled entities including the City of Brisbane Investment Corporation.


$000 $000Expense 81,469 95,012Revenue 239,978 210,950

Strategy 8.3.2 Strong Financial Management

Ensure Council has strong financial and fiscal management.

Service 8.3.2.1 Management of Financial Systems and Processes

The objective of this service is to continuously improve the effectiveness of financial management and support the Chief Financial Officer by reporting and advising on financial performance.


• providing and developing effective financial management including:• financial reports that meet Council's audit standards and legislative requirements• financial policies, practices and processes that meet Council's reporting and business requirements• effective taxation advice• ensuring Council meets taxation compliance requirements• identifying opportunities to improve the efficiency of financial processes

• providing effective revenue management including:• policies, practices and processes for effective revenue management• effective processes for the accurate billing and collection of revenue from the rating process• providing advice to Lord Mayor and Civic Cabinet on processes and organisational improvements for

the benefit of the ratepayers• financial relief for struggling ratepayers through the Independent Rates Review Tribunal

• supporting National Competition Policy implementation including:• public benefit assessment coordination and liaison with Queensland Government regarding legislative

development in National Competition Policy matters• governance structures to ensure that Council complies with National Competition Policy.

The increase in the revenue for rates and utility charges levied for 2017-18 compared to 2016-17 is 3.1% (excluding discounts and rebates).


$000 $000Expense 63,687 24,546Revenue 908,275 913,772

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Implementation of New Requirements for Lease Accounting Capital 274 274 - -Expense 447 447 341 -Revenue - - - -

Strategy 8.3.3 Asset Management

Improve the management and performance of Council's building and land assets and information. Continue to pursue an integrated approach to asset management across all programs.

Service 8.3.3.1 Property Management


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• coordinating land management issues related to Council's land holdings including title, ownership and management in use

• applying Council's asset risk management practices related to land and buildings• continually reviewing total asset management principles and Council's property holdings, to ensure surplus

or underutilised property is either disposed of, or put to more effective use, and to maximise returns for the ratepayers of Brisbane using best practice commercial assessment and feasibility analysis principles

• delivering corporate accommodation and facilities development projects, including the Corporate Accommodation Strategy

• managing lease and tenancy of Council's land, commercial and industrial buildings, telecommunication sites and residential real estate portfolios

• managing the assigned built environment, particularly related to maintenance and ecologically sustainable development initiatives

• legislative and statutory compliance matters related to assigned corporate real estate and community assets and facilities, such as environmental and heritage management and workplace health and safety

• managing corporate property service contracts related to cleaning, security and other building services.

Council's aim is to deliver and manage a corporate real estate portfolio which can be benchmarked against industry standards.

In 2017-18, Council will:

• continue the optimisation of underutilised land and assets, as well as consolidating and rationalising the property portfolio to ensure best use of commercial and industrial space

• continue to review and improve service delivery options for property management and maintenance.


$000 $000Expense 36,664 38,298Revenue 11,780 9,941

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Asbestos Removal - Corporate Real Estate Capital - - - -Expense 374 378 399 411Revenue - - - -

Bus Depot Asset Management Strategy Capital 2,463 1,271 1,554 1,718Expense - - - -Revenue - - - -

Consolidation of Field Services Depots Capital 7,558 - - -Expense - - - -Revenue - - - -

Corporate Accommodation Schedule Capital - - - -Expense 1,236 807 590 612Revenue - - - -

Corporate Real Estate - Hangar 7 Capital 328 332 339 344Expense - - - -Revenue - - - -

Corporate Real Estate - Priority Repair Capital 1,791 1,846 1,941 2,001Expense - - - -Revenue - - - -

Ferries Terminals Wharves Moorings and Bridges Capital - - - -Expense - - - -Revenue 238 244 250 255

Management, Maintenance and Securing of VacantCouncil Buildings


Property Management - Maintenance and Rehabilitation Capital 383 4,633 - 586Expense 1,934 774 621 297Revenue - - - -

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2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Security Master Plan - Outcomes Capital - - - -Expense 107 111 117 120Revenue - - - -

TradeCoast Land Joint Venture Capital - - - -Expense 271 275 280 285Revenue 271 275 280 285

Transport for Brisbane Workshop Transformer Replacement Capital - - - -Expense 328 - - -Revenue - - - -

Wickham Terrace Car Park Painting and Lighting Upgrade Capital 377 - - -Expense - - - -Revenue - - - -

Wickham Terrace Car Park Renewal of Passenger Lifts Capital 344 345 - -Expense - - - -Revenue - - - -

Wynnum Community Centre Capital 417 - - -Expense - - - -Revenue - - - -

Outcome 8.4 Value for Money Support Services

Outcome description

Council responsibly manages ratepayers' money expended in its businesses, and this outcome provides effective, value-for-money transactional and operational services essential for program delivery including procurement, business support services, risk management, legal expertise, human resources support and data analytics.

Where we are now

Council has implemented a range of strategies to provide cost efficient and effective support services with a strong focus on project delivery and outcomes.

Where we want to be


• deliver outcomes cost effectively• support decision making with high quality and timely information and data analysis• ensure resources are prioritised to deliver community outcomes and services and to achieve Corporate Plan

objectives• work together to improve the city's economic prosperity and create value for customers and the community• build a highly capable, effective and engaged workforce• realise the benefits of business improvement initiatives.

Strategy 8.4.1 Effective Support Services to Enhance Council Business

Ensure an outcome and delivery led response to providing support services.

Service 8.4.1.1 Enhancing Council Business Processes and Project Delivery

Procurement functions in this service include but are not limited to:

• ensuring value for money by maintaining Corporate Procurement Arrangements and a comprehensive approach to strategic sourcing and category management

• maintaining the highest standard of probity and accountability in the procurement process through publishing tenders and results of tendering on the internet and reporting monthly on contracts entered into by Council greater than $200,000

• leveraging supplier-led innovation to deliver improved community outcomes

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• leveraging supplier capability and capacity to reduce costs or improve community outcomes• adopting social procurement initiatives to increase the capacity of local social enterprises to meet demands

sustainably.

Risk management functions in this service include but are not limited to:

• managing and updating corporate risk profiles• providing effective centre-led risk management, business continuity, compliance and insurance services to

manage and where appropriate transfer risk• maintaining an insurance program to protect Council from adverse financial consequences of accidents,

damage and loss• delivering, proactive fraud prevention and misconduct investigation functions.

City Legal functions in this service include but are not limited to:

• a comprehensive range of expert legal services• managing cost-effective, external legal services for Council, where required• developing the capability of Council staff in basic legal concepts and issues, where appropriate.

Support Services Centre functions provided in this service include but are not limited to:

• financial services including budget formulation and reviews, financial analysis, reporting and asset management

• employee services including human resources case management and advice, recruitment and capability development

• payment and supply services including payroll, accounts payable, order processing, logistics and inventory management

• reporting and data analysis to help inform decision making across Council• resolving employee queries and issues related to human resources, finance, procurement, payroll,

corporate security and asset and works• providing administrative and clerical support across Council• developing business process management capability across Council.

Human Resources functions within this service include but are not limited to:

• improved workforce planning processes to identify and address current and future capacity and capability requirements to develop a cost effective workforce

• implementing the Zero Harm strategy• support for the equity and diversity agenda• attracting, developing and retaining talented, motivated employees through the implementation of the

People Plan• certification and implementation of a new Enterprise Bargaining Agreement (EBA9)• promoting opportunities through investment in employment programs• developing and maintaining an integrated change management approach to support Council’s improvement

initiatives• developing critical capability including leadership, mandatory capabilities, and legislative workplace health

and safety requirements.

Organisational management services are also provided for within this service. This includes developing, implementing and continually reviewing corporate policies to ensure a strong focus on best practice governance, accountability and performance issues.


$000 $000Expense 55 56Revenue 1,745 1,559

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Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Developing Critical Capability Capital - - - -Expense 374 214 148 150Revenue - - - -

disABILITY ACTION at WORK Capital - - - -Expense 320 320 320 320Revenue - - - -

Employment Programs Capital - - - -Expense 5,095 4,512 4,793 4,976Revenue 228 234 240 245

Enterprise Bargaining Agreement 9 Capital - - - -Expense 143 - - -Revenue - - - -

Fleet Acquisition Capital 17,272 17,618 17,970 18,329Expense - - - -Revenue - - - -

Programmed Payroll Changes Capital - - - -Expense 1,438 200 212 222Revenue - - - -

SAP Functional Alignment Project Capital 3,617 - - -Expense 2,619 457 343 320Revenue - - - -

Securing 2026 Capital Sourcing Program Capital -30,000 -30,000 -20,000 -10,000Expense 416 416 416 416Revenue - - - -

Youth Traineeships and Work Programs Capital - - - -Expense 1,398 1,095 1,164 1,208Revenue - - - -

Outcome 8.5 Corporate Communication

Outcome description

Council's communication is strategically aligned with its organisational goals, objectives and priorities and delivers maximum impact and value for both the community and Council.

Where we are now

Council's communication focuses on supporting Council's programs and services by providing clear and relevant information to the community. This includes implementing and maintaining formal standards and centralised management processes to enhance Council's brand consistency and long-term brand equity.

A centre-led communication function ensures communication services across the organisation are integrated, consistent, delivered and evaluated in a cost effective way.

The outcome:

• manages and drives Council's focus on creating an inclusive, accessible and culturally and linguistically diverse communication

• manages and administers Council's digital communication including social media channels, production of corporate internet presences and intranet

• produces and distributes key corporate publications such as the Corporate Plan and Annual Report• manages Council's corporate media relations activity and strategy• manages and provides strategic communication advice and graphic design services to programs and

divisions• manages and provides strategic advice on Council's internal communication and CEO communication• manages and administers Council’s market research for programs and divisions.

Where we want to be

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Council will continue to reap the benefits of centre led communication approach, gaining greater efficiencies and better return on investment.

Strategy 8.5.1 Effective Communication

Deliver effective community and employee communication.

Service 8.5.1.1 Communicating Effectively to the Community and Employees

A centre-led approach ensures communication services across the organisation are integrated and consistent.


• developing communication strategies for Council's services, facilities and programs• producing creative collateral to support execution of these strategies• evaluating the effectiveness of campaigns and communication activities to ensure value for money• considering multicultural residents when delivering Council communication• managing Council sponsorships and leveraging sponsorships to achieve maximum impact and return on

investment for ratepayers• corporate media relations activities, media strategy and issues based communication• producing and distributing Council's Living in Brisbane, Business in Brisbane and One Brisbane, Many

Cultures publications• website development, content production and corporate website ownership• Council’s use of social media channels (e.g. Twitter, Facebook, Pinterest, Instagram, Foursquare, Tumblr,

Weibo)• ensuring Council meets its online accessibility requirements• promoting online forms which reduce transactional costs for customers and Council• delivering internal communication that supports external communication, the organisation’s capability

development and employees, as they work to achieve corporate objectives• intranet administration and governance.

The service also provides support and strategic communication advice across the organisation regarding programs and initiatives.

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Business in Brisbane Publication Capital - - - -Expense 78 80 82 84Revenue - - - -

EKKA Capital - - - -Expense 148 150 159 165Revenue - - - -

Enhanced Customer Communication Capital - - - -Expense 324 548 341 353Revenue - - - -

Living in Brisbane Publication Capital - - - -Expense 1,220 1,237 1,268 1,294Revenue - - - -

Online Forms Capital - - - -Expense 233 - - -Revenue - - - -

Outcome 8.6 Information and Communications Technology

Outcome description

Utilise information and communications technology (ICT) effectively to improve business functions and deliver benefits to the community.

Where we are now

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Council's activities and services are supported and enabled by efficient, flexible and innovative ICT services providing a rapid response to the organisation's needs. ICT plays a key role in helping Council deliver the best possible outcomes for the city with a focus on upgrading Council's overall business efficiency and customer service capability. Council continues to engage with the industry sector through improved collaboration and data sharing.

This outcome contributes to technology solutions that deliver benefits to Council and to the community, including delivery of:

• maintenance of Council’s ICT environment, in a safe and secure state, through ongoing proactive management of ICT risk and security

• delivery of technology which allows Council to provide services to Brisbane businesses and ratepayers in a more efficient manner.

Where we want to be

ICT in Council will continue to focus on ensuring delivery of information and technology services effectively supports Council’s business requirements. ICT plays a critical role in ensuring Council is well placed to deliver the Brisbane Vision 2031.


• customer focused services, technologies and information to improve Council's services to customers that meet the demands of a New World City

• business efficiency and integrated information through redesigned business processes, maximising the opportunities and efficiencies offered by transformational technologies

• ICT leadership to meet Council's information and business needs through innovative, customer focused and strategic thinking

• ICT as a service (‘cloud services’) to enable Council’s ongoing adoption of modern, scalable, agile technology which can respond to emerging challenges.

There will be an ongoing focus on ensuring Council receives the anticipated benefits from the upgraded ICT capability, through effective service management and a more responsive, customer focused approach.

Strategy 8.6.1 Information Driven Organisation

Council utilises its information assets and harnesses technology to deliver business advantage for the benefit of the city.

Service 8.6.1.1 Optimise Organisational ICT Effectiveness

This ICT service will mature its capability by leveraging ‘ICT as a service’ opportunities where best value to Council can be demonstrated. Continued focus on ICT innovation and industry collaboration will be a catalyst for ICT to play a greater role in delivering additional economic and social benefits for the city.


• preparing business technology strategies to support the delivery of Brisbane Vision 2031• maintaining the operational health of Council’s ICT applications• service and contract management of internal and third party provided ICT services• providing ICT strategy, governance, advice, planning and innovation services• ensuring management of Council’s physical and electronic records compiles with legislation• providing geographic information and mapping services and systems• ensuring the provision of appropriate security systems and services to protect Council’s data and the

information of residents and businesses that entrust their data to Council.


$000 $000Expense 573 572Revenue 542 557

Projects 2017-18 2018-19 2019-20 2020-21

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$000 $000 $000 $000

Capacity and Resource Planning Capital - - - -Expense 147 150 159 165Revenue - - - -

Contact Centre Telephony Sourcing Capital - - - -Expense 3,255 2,881 1,207 -Revenue - - - -

Desktop Strategy Implementation Capital - - - -Expense 904 411 654 678Revenue - - - -

ICT Migration to the Cloud Capital - - - -Expense 9,995 10,171 14,257 11,260Revenue - - - -

Infrastructure Management Program - Network and Fibre Capital - - - -Expense 3,082 3,141 3,320 3,441Revenue - - - -

Infrastructure Management Program - Server and Storage Capital 285 44 - -Expense 5,674 6,147 6,553 6,800Revenue - - - -

Infrastructure Management Program - Software Capital - - - -Expense 3,651 3,720 3,934 4,082Revenue - - - -

Local Government Systems Upgrade Capital 35,197 32,100 - -Expense 15,254 16,068 7,488 7,771Revenue - - - -

Records Manager Upgrade Capital - - - -Expense 1,809 821 851 866Revenue - - - -

Security Improvement Program Capital - - - -Expense 2,099 2,201 2,271 2,356Revenue - - - -

SOA Rollout Capital - - - -Expense 299 251 266 276Revenue - - - -

Outcome 8.7 Disaster Response and Recovery

Outcome description

Council contributes to a safe and resilient community through prevention, preparedness, response and recovery activities for disaster management.

Where we are now

Brisbane is a subtropical city that, like many cities in the world, is occasionally subjected to both natural and non-natural disasters. Council is responsible for developing and maintaining an effective level of capability and capacity to prevent, prepare for, respond to and recover from disaster events.


• Council’s disaster management planning and exercising is underpinned by a comprehensive risk-based hazard identification and assessment

• the skills of our internal disaster management workforce are maintained, to coordinate Council’s response, recovery and resilience building activities

• Brisbane’s volunteer State Emergency Service (SES) is managed and coordinated to provide immediate relief, support safety and security services for the community

• sufficient equipment and assets are maintained to support disaster operations, SES and recovery functions• strong partnerships are in place with relevant government, non-government, research and community

organisations to ensure effective collaboration and meaningful engagement within the South East Queensland region and Queensland’s disaster management arrangements

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• resilience is built in the community through education and awareness campaigns, events and other community engagement activities, to enhance prevention and preparedness

• Council provides leadership within the community through innovation and continual improvement for disaster management.

Council’s approach to disaster management is detailed in the Local Disaster Management Plan, which is compliant with the Disaster Management Act 2003. The plan is based on a flexible and scalable all hazards approach, encompassing the key principles of prevention, preparedness, response and recovery. The plan is supported by internal operating procedures that detail activities, roles and responsibilities for response, recovery and for specific hazards.

Where we want to be

Brisbane will be recognised as a city that is safe and resilient to disasters. To minimise the impact of disasters on Brisbane’s community, economy and environment, Council will continue to demonstrate strong leadership, develop effective partnerships and regional collaborations and focus on innovation and continual improvement.

Council’s disaster prevention, preparedness, response and recovery activities will be seen as integral to enhancing Brisbane’s prosperity and liveability. Council will maintain efficient and effective disaster management capabilities by taking a dynamic, risk-based approach to hazard identification, prioritisation and management.

Strategy 8.7.1 Disaster Response and Recovery

Develop, test and maintain comprehensive, efficient and effective disaster management strategies, arrangements and capabilities.

Service 8.7.1.1 Disaster Response and Recovery

Council provides response and recovery services to the community during and after disaster events. These services aim to minimise the effects of, coordinate the response to, and manage the recovery from a disaster.

Effective response and recovery services also ensure Council complies with its legislative requirements under the Disaster Management Act 2003.


• maintaining a Local Disaster Management Group to ensure effective leadership and strategic decision-making for disaster management in the Brisbane Local Government area

• providing regular evaluation and exercising of Council's Local Disaster Management Plan and disaster management arrangements

• maintaining, enhancing and continuously improving Council’s response and recovery capability to disaster and emergency events within Brisbane

• undertaking regular disaster management training and exercises to identify improvement and efficiency opportunities

• ensuring disaster management practices take an all-hazards approach and address all four phases of disaster management: prevention, preparedness, response and recovery

• providing the framework for a One Council response to disaster and emergency events including the coordination of Regional Incident Management Teams across the city

• continuing to assist the strengthening of community resilience in order to help minimise the social, environmental and economic impact of natural and non-natural disasters

• engaging with the community to educate and inform about disaster preparedness and risk awareness• maintaining assets and communications systems to support the operations of the Brisbane Local Disaster

Coordination Centre• providing timely information, advice, reports and recommendations to the District Disaster Management

Group and other external and internal stakeholders before, during and after an event• developing and maintaining Council's disaster management workforce, including planning, recruiting training

and exercising• building and maintaining collaborative partnerships with stakeholders• activating the Local Disaster Coordination Centre when required• planning, coordinating and implementing recovery activities and recommendations from inquiries and

reviews.


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$000 $000Expense 2,535 2,584Revenue - -

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Brisbane Incident Management System Online Capital - - - -Expense 113 113 114 118Revenue - - - -

Disaster Management Training Framework Capital - - - -Expense 114 117 122 125Revenue - - - -

Flood Information Centre Capital - - - -Expense 120 124 129 133Revenue - - - -

SMS Early Warning Alerts Capital - - - -Expense 604 618 642 662Revenue - - - -

Service 8.7.1.2 Brisbane State Emergency Service Unit

Through supporting the capability of the Brisbane SES, Council helps to provide immediate assistance to the community in response to disaster events as well as supporting safety and security services when required.

Council provides support to the Brisbane SES to deliver an effective disaster response through maintaining the functions of the Brisbane SES, including providing and managing staff and assets. Council also supports the Brisbane SES to deliver community education programs and fundraising activities.


• providing immediate support following severe weather, disaster or emergency events• ensuring Brisbane SES operations are compliant with Queensland legislation and Guidelines under the

Queensland Fire and Emergency Services Act 1990• ensuring the Brisbane SES has trained resources and the equipment required to undertake operations• building and enhancing community resilience through public education and engagement programs• maintaining the administrative functions of the Brisbane SES unit in order to enable effective operations• maintaining effective partnerships with other agencies to strengthen the role of the Brisbane SES• assisting partner agencies with various activities such as public safety during large public events, missing

person and forensic searches.


$000 $000Expense 2,630 2,789Revenue - 58

Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

SES Accommodation – Training Facility Upgrades and Rehabilitation

Capital 2,157 520 551 687Expense - - - -Revenue - - - -

SES Logistics Fundraising and Services Program Capital - - - -Expense 324 323 337 348Revenue - - - -

SES Task and Management System Integration Capital - - - -Expense 207 - - -Revenue - - - -

149



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Administer Elections 108 111 4,673 118Asbestos Removal - Corporate Real Estate 374 378 399 411Asia Pacific Cities Biennial Summit 477 492 631 378Brisbane Incident Management System Online 113 113 114 118Bus Depot Asset Management Strategy 2,463 1,271 1,554 1,718Business in Brisbane Publication 78 80 82 84Capacity and Resource Planning 147 150 159 165Commonwealth Games Events 1,900 - - -Consolidation of Field Services Depots 7,558 - - -Contact Centre Telephony Sourcing 3,255 2,881 1,207 -Corporate Accommodation Schedule 1,236 807 590 612Corporate Real Estate - Hangar 7 328 332 339 344Corporate Real Estate - Priority Repair 1,791 1,846 1,941 2,001Council of Capital City Lord Mayors Executive Directorate Canberra

432 444 464 479

Council of Mayors SEQ Executive Directorate 598 610 623 635Desktop Strategy Implementation 904 411 654 678Developing Critical Capability 374 214 148 150disABILITY ACTION at WORK 320 320 320 320Disaster Management Training Framework 114 117 122 125EKKA 148 150 159 165Employment Programs 5,095 4,512 4,793 4,976Enhanced Customer Communication 324 548 341 353Enterprise Bargaining Agreement 9 143 - - -Fleet Acquisition 17,272 17,618 17,970 18,329Flood Information Centre 120 124 129 133ICT Migration to the Cloud 9,995 10,171 14,257 11,260Implementation of New Requirements for Lease Accounting

721 721 341 -

Infrastructure Management Program - Network and Fibre 3,082 3,141 3,320 3,441Infrastructure Management Program - Server and Storage

5,959 6,191 6,553 6,800

Infrastructure Management Program - Software 3,651 3,720 3,934 4,082Living in Brisbane Publication 1,220 1,237 1,268 1,294Local Government Systems Upgrade 50,451 48,168 7,488 7,771Management, Maintenance and Securing of Vacant Council Buildings

325 270 273 274

Online Forms 233 - - -Programmed Payroll Changes 1,438 200 212 222Property Management - Maintenance and Rehabilitation 2,317 5,407 621 883Records Manager Upgrade 1,809 821 851 866SAP Functional Alignment Project 6,236 457 343 320Securing 2026 Capital Sourcing Program -29,584 -29,584 -19,584 -9,584Security Improvement Program 2,099 2,201 2,271 2,356Security Master Plan - Outcomes 107 111 117 120SES Accommodation – Training Facility Upgrades and Rehabilitation

2,157 520 551 687

SES Logistics Fundraising and Services Program 324 323 337 348SES Task and Management System Integration 207 - - -SMS Early Warning Alerts 604 618 642 662SOA Rollout 299 251 266 276TradeCoast Land Joint Venture 271 275 280 285

150



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Transport for Brisbane Workshop Transformer Replacement

328 - - -

Wickham Terrace Car Park Painting and Lighting Upgrade

377 - - -

Wickham Terrace Car Park Renewal of Passenger Lifts 344 345 - -Wynnum Community Centre 417 - - -Youth Traineeships and Work Programs 1,398 1,095 1,164 1,208Total 112,457 90,188 62,917 65,863

151


Bikeway ReconstructionRefer to: 1.1.3.1

Description Suburb $000Aspen Street, Oakey Street to Cribb Road Carindale 178Bikeway Lighting Maintenance Various 43Bowen Park O'Connell Terrace Bowen Hills 35Bradford Street Connection Darra 118Bulimba Creek, Bentley Court to Bridge Mansfield 193Jim Soorley Bikeway Erosion Protection Nudgee 161Kenwyn Street to Fulcher Road Red Hill 102Monier Road, Cardiff Road to Existing Bikeway Darra 118Regency Place, Advanx Street to Mirbelia Street Kenmore Hills 90Riaweena Street #53 to #23 The Gap 213Signs Loops and Emergent Works Various 89Westgate Place to Parkside Crescent The Gap 166Total 1,506

Constructing Key Bikeway Links in Brisbane SuburbsRefer to: 1.1.3.1

Description Suburb $000Alice Street/Edward Street Bridge (Botanic Gardens) Brisbane City 430Camoola Street Keperra 88Emergent Works Various 400Indooroopilly Bikeway (Radnor Street) - Stage 1 Indooroopilly 951Kangaroo Point Upgrade Stage 1 South Brisbane 3,955Land Street Underpass Auchenflower 5,956Local Links Projects Various 414Minor Bikeway Lighting Various 156Moreton Bay: Pritchard Street Lytton 954Moreton Bay: Viola Place to Schneider Road Brisbane Airport 945North Brisbane Bikeway: Chermside to Aspley Chermside 251North Brisbane Bikeway: Normanby Fiveways Lighting Kelvin Grove 669Riverwalk: Toowong to St Lucia Bikeway Toowong 100Separated Bikeways Various 100Southern Bikeway Link: Salisbury Bikeway Stage 2 Salisbury 681Woolloongabba Bikeway Woolloongabba 10,088Total 26,138

Footpath ReconstructionRefer to: 1.1.3.1

Description Suburb $000Arabilia Street Holland Park 62Archimedes Place Murarrie 41Balsa Street Inala 144Beenleigh Road Runcorn 291Borthwick Avenue Murarrie 53Breadalbane Street Carindale 39Carrara Street Mt Gravatt East 614Cavendish Road Coorparoo 41Chermside Street Teneriffe 40Commercial Road Teneriffe 26Corunna Street Albion 26Cribb Road Carindale 105

Footpath ReconstructionRefer to: 1.1.3.1

152


Description Suburb $000Darra Station Road Darra 138Emergent Works Various 109Esher Street Tarragindi 53Fairfield Road Yeronga 91Ferguson Street Wavell Heights 75Flinders Parade Sandgate 189Footpath Seat and Service Lids Rehabilitation Various 54Fox Street Albion 47Gympie Road Kedron 77Hamilton Road Chermside 83Herbert Street Toowong 10Indooroopilly Road St Lucia 107Irvine Street Mitchelton 77Kersley Road Kenmore 265Lamington Street New Farm 47Lang Parade Auchenflower 59Large Failure Footpath Rehabilitation Various 517Lever Street Albion 218Lytton Road East Brisbane 59McGinn Road Ferny Grove 141Melbourne Street South Brisbane 592Milton Road Toowong 170Moore Street Windsor 98Old Cleveland Road Greenslopes 69Osborne Road Mitchelton 139Payne Road The Gap 64Quarry Street Spring Hill 41Rankin Street Indooroopilly 86Red Hill Road Nudgee 137Riding Road Hawthorne 125Ridley Road Bridgeman Downs 268Samford Road Enoggera 81Simpson Road Bardon 32Smallwood Place Murarrie 62Special Footpath Design Various 88Stanley Street Woolloongabba 42Stratton Terrace Wynnum 39Stuart Street Bulimba 110Tufnell Road Banyo 182Waterworks Road The Gap 144Wynnum Road Tingalpa 98Total 6,565

Ward Footpath and Parks Trust FundRefer to: 1.1.3.1

Description Suburb $000Bracken Ridge Ward Various 448Calamvale Ward Various 448Central Ward Various 448Chandler Ward Various 448Coorparoo Ward Various 448Deagon Ward Various 448Doboy Ward Various 448

Ward Footpath and Parks Trust FundRefer to: 1.1.3.1

Description Suburb $000Enoggera Ward Various 448

153


Forest Lake Ward Various 448Hamilton Ward Various 448Holland Park Ward Various 448Jamboree Ward Various 448MacGregor Ward Various 448Marchant Ward Various 448McDowall Ward Various 448Moorooka Ward Various 448Morningside Ward Various 448Northgate Ward Various 448Paddington Ward Various 448Pullenvale Ward Various 448Runcorn Ward Various 448Tennyson Ward Various 448The Gabba Ward Various 448The Gap Ward Various 448Walter Taylor Ward Various 448Wynnum Manly Ward Various 448CarryoverBalmoral Street Skate Park Hawthorne 294Dorrington Skate Park Ashgrove 54Grovely Skate Park Keperra 54Total 12,050

Road Network DesignRefer to: 2.1.1.1

Description Suburb $000Belmont Road Belmont/Tingalpa 385Investigations and Emergent Design Various 536Logan Road/O'Keefe Street/Junction Street Greenslopes/

Woolloongabba641

Robinson Road Corridor Geebung/Aspley 658Total 2,220

Bridge and Culvert Construction - NewRefer to: 2.1.2.2

Description Suburb $000Akuna Street Kenmore 605Forward Design/Emerging Works Various 197Katunga Street Kenmore 361Kingfisher Creek Woolloongabba 270Nemies Road Runcorn 485Sutling Street Kenmore 168Total 2,086

District ProjectsRefer to: 2.1.2.2

Description Suburb $000Belmont/Grassdale/Dairy Swamp Roads Belmont 1,581Emerging Works Various 808Hamilton Road Wavell Heights 738Total 3,127

Local Access Network ImprovementsRefer to: 2.1.2.2

Description Suburb $000Agnew Street near Bennett's Bushland Park Morningside 77Beatrice Street at Moggill Road Taringa 77

154


Blackwattle Street MacGregor 76Bowman Street at Manson Road Hendra 77Carindale Street at Millennium Boulevard Carindale 213Creek Road at Robbies Avenue Carina 227Eddowes Street Kedron 39Forest Street at Amey Street Moorooka 77Formby Street near Clembury Place Calamvale 59Gowan Road Sunnybank Hills 77Lacey Road at Raynbird Place Carseldine 203Lancing Street at Grandview Road Pullenvale 77Logan Road near High Street Mt Gravatt 97Looranah Street at Yallambee Road Jindalee 76Maygar Street at Anderson Street Windsor 166Melton Road at Hows Road Nundah 315Montague Road at Victoria Street West End 76Mountjoy Terrace at Gordon Parade Manly 203Pring Street at Andrew Avenue Tarragindi 96Rigel Street at Capella Street Coorparoo 76Rockbourne Terrace at Brindle Street Paddington 76Rode Road at Trouts Road Stafford Heights 204Settlement Road at Kilbowie Street The Gap 76Sexton Road at Ruby Avenue Tarragindi 76South Pine Road at Barton Street Everton Park 75Wickfield Street at Killare Street Bracken Ridge 75Total 2,966

Local Area Traffic Management - Traffic CalmingRefer to: 2.1.2.2

Description Suburb $000Buderim/Peel Street Precinct Stage 2 Manly 125Chesterfield Crescent Kuraby 59Ferrier Street Aspley 40Kempsie Road Upper Mt Gravatt 241Linfield Street Mansfield 48Montague Road/Vulture Street/Hardgraves Street Precinct West End 639Oceana Terrace - Stage 2 Manly 141Raven Street Chermside West 457Sport Street Precinct Kedron 49Woodcock Street Paddington 49Total 1,848

New Kerb and Channel and Kerb Ramps ConstructionRefer to: 2.1.2.2

Description Suburb $000Carbeen Street Mt Crosby 123Formosa Road Gumdale 184Nemies Road Runcorn 128Total 435

Retaining Walls and EmbankmentsRefer to: 2.1.2.2

Description Suburb $000Coronation Drive Toowong 54Design for Current and Future Financial Years Various 55Eagle Street Alderley 88

155


Fewings Street Toowong 36Gladstone Road Highgate Hill 219Huet Street Wavell Heights 59Inspections Including Resultant Emerging Works Various 103Mackellar Street Teneriffe 41Marland Street Kenmore 65Maygar Street Windsor 147Todman Street Carina 177Walkers Way Nundah 59Total 1,103

Road Construction Minor Traffic DensityRefer to: 2.1.2.2

Description Suburb $000Barrett Street Bracken Ridge 88Beesley Street to Riverside Drive Design West End 32Camford Street Milton 319Creek Road Cannon Hill 296Design for Current and Future Financial Years Various 25Emergent Works and Developer Contribution Various 32Formosa Road Gumdale 194Haven Road Culvert Surface Upper Brookfield 215Minimine Street Stafford 74Old Cleveland Road Greenslopes 64Queensland Road Darra 153Total 1,492

Suburban Corridor ModernisationRefer to: 2.1.2.2

Description Suburb $000Burbong Street Chapel Hill 388Cracknell Road Tarragindi 436Flockton Street Everton Park 195Kameruka Street Calamvale 440Kangaroo Gully Road Bellbowrie 38Kavanagh Road Wishart 38Norris Road Bracken Ridge 37Scotts Road Darra 37Thynne Road - Stage 1 Balmoral 161Turton Road Sunnybank 209Wagner Road Clayfield 37West Avenue Wynnum 37Wilgarning Street/Moree Street Kedron 134Total 2,187

Congestion Busting ProjectsRefer to: 2.1.2.3

Description Suburb $000Arterial Road ProgramAnn Street at George Street Brisbane City 116


Description Suburb $000Appleby Road at Coleridge Street Stafford Heights 96Beenleigh Road at Bonemill Road Runcorn 104Beenleigh Road at Stones Road Sunnybank Hills 133Belmont Road Tingalpa 381Creek Road at Wynnum Road Cannon Hill 73

156


Dawson Parade at Madsen Street Keperra 61Dawson Road at Newnham Road Upper Mt Gravatt 48Ellison Road at Kirby Road Aspley 73Granadilla Street at McCullough Street Sunnybank 109Ham Road at Broadwater Road Mansfield 133Hamilton Road at Farnell Street Chermside 49Hamilton Road at Gympie Road Chermside 36Hamilton Road at Paramount Circuit McDowall 37Hawthorne Road at Orchard Street Hawthorne 107Junction Road at Kates Street Morningside 133Kenmore Road at Kersley Road Kenmore 54Learoyd Road at Bradman Street Acacia Ridge 119Leopard Street at Mark Lane Kangaroo Point 61Lodge Road at Shaw Road Wooloowin 73Logan Road at Granby Street Upper Mt Gravatt 133Meadowlands Road at Belmont Road Belmont 316Murphy Road and Gympie Road Chermside 73Norris Road at Bracken Ridge Road Bracken Ridge 34Paradise Road at Learoyd Road Willawong 152Rode Road at Cherston Street Chermside West 286Rode Road and Gympie Road Stafford Heights 96Rode Road at Parkland Street Chermside 83Rode Road at Shaw Road Wavell Heights 73Rode Road at Webster Road Chermside 253Rode Road at Webster Road Chermside West 36Rose Street at Dawson Street Wooloowin 73Samford Road at Railway Street Alderley 36Settlement Road at Waterworks Road The Gap 163Sherwood Road at Abercrombie Street Rocklea 133Swann Road at Moggill Road Taringa 61Toombul Road at Melton Road Northgate 73Toombul Road at Northlink Place Northgate 30Toombul Road at Nudgee Road Northgate 161Toombul Road at St Vincents Road Virginia 73Webster Road and Gympie Road Aspley 119Wynnum Road at Cannon Hill Shops Murarrie 224Wynnum Road at Moore Street Morningside 136Wynnum Road at Muir Street Cannon Hill 158Yallambee Road at Curragundi Road Jindalee 68BluetoothInfrastructure Deployment and Enhanced Technology Various 282CCTVAbbotsford Road/Burrows Street Bowen Hills 79Creek Road/Lytton Road Murarrie 93Hamilton Road/Beckett Road McDowall 76Hamilton Road/Maundrell Terrace Chermside West 63

157



Description Suburb $000Moggill Road/Station Road Indooroopilly 90Rode Road/Maundrell Terrace Chermside West 65Webster Road/Rode Road Chermside 63Total 5,850

Major Traffic Improvements – IntersectionsRefer to: 2.1.2.3

Description Suburb $000Bellmead Road/Warrigal Street Runcorn 456Emergent Works Various 719Eumong Street/Riverhills Road Middle Park 395Future Design Various 987Hellawell Road/The Avenue Sunnybank Hills 3,175Juliette Street Annerley 1,860Leicester Street/Old Cleveland Road Coorparoo 912Newman Road/Main Avenue Wavell Heights/

Geebung3,501

Oxley Road/Oxley Station Road Oxley 378Pickering Street Enoggera 485Serviceton Avenue/Corsair Avenue/Inala Avenue Inala 1,747Shaw Road Wavell Heights 1,806Toombul Road/Wellington Street Virginia 519Vulture Street/Montague Road West End 591CarryoverArcherfield Road/Azalea Street Inala 246Beatty Road/Kerry Road Archerfield 394Hellawell Road/The Avenue Sunnybank Hills 525Vulture Street/Montague Road West End 109Total 18,805

Safe School TravelRefer to: 2.1.2.4

Description Suburb $000Ascot State Primary School Ascot 124Belmont State Primary School Carindale 64Corinda State School Corinda 64Earnshaw State College Banyo 169Hillbrook Anglican College Enoggera 64Moggill State Primary School Moggill 64Runcorn State School Runcorn 60St Oliver Plunkett Catholic Primary School Cannon Hill 79Total 688

Safer Routes to SchoolRefer to: 2.1.2.4

Description Suburb $000Jindalee State Primary School Jindalee 82Kedron State Primary School Kedron 57Mansfield State High School Mansfield 103St Flannan's Catholic Primary School Zillmere 59Total 301

Boardwalk Rehabilitation

158


Refer to: 2.1.3.1Description Suburb $000443 Queen Street Riverwalk Brisbane City 328Admiralty Towers I Riverwalk Brisbane City 164Admiralty Towers II Riverwalk Brisbane City 1,042Catalina Reach Stage 2 Teneriffe 930Customs House Riverwalk Brisbane City 219Emergent Works Various 73Mariners Reach Riverwalk Hamilton 4,411Registered Professional Engineer of Queensland Assessment Design and Investigation

Various 56

Riverside Centre Riverwalk Brisbane City 427CarryoverCatalina Riverwalk Remediation Teneriffe 2,266Total 9,916

Bridges and Culverts Reconstruction and RehabilitationRefer to: 2.1.3.1

Description Suburb $000Ashgrove Avenue B0110 Ashgrove 109Cross River Bridge Level 3 Inspection and Design Various 55Design and Investigation Various 226Dew Street Culvert Replacement Runcorn 162Elwin Street B0700 Design of Replacement Northgate 192Emergent Works Various 215Kenrick Close B9953 Footbridge Replacement Wakerley 215Meadowbank Street B3090 Footbridge Replacement Carindale 547Mt Crosby B8883 Mt Crosby 109Narcissus Place Golden Avenue B1143 Footbridge Calamvale 1,309Noble Street B1540 Old Bridge Removal Wilston 215Quadong Street Widen Culvert B9888 Ashgrove 108Registered Professional Engineer of Queensland Assessment Design and Investigation

Various 161

Schneider Road B9726 Bearings Eagle Farm 431Steege Street B1910 Creek Works Ashgrove 1,367Story Bridge Anchor Repainting Kangaroo Point 454Story Bridge Design and Investigation Kangaroo Point 226Story Bridge Painting Program Kangaroo Point 215Story Bridge Waterproofing Kangaroo Point 2,659Tennis Avenue Newmarket 1,399William Jolly Bridge Gantry Replacement Brisbane City 1,615Total 11,989

Kerb and ChannelRefer to: 2.1.3.1

Description Suburb $000Agnew Street Morningside 156Albion Street Woolloongabba 19Alexandra Avenue Taringa 130Allworth Street Northgate 213Aplin Street Acacia Ridge 130Atthow Parade Nundah 167Balcara Avenue Carseldine 84Balmain Street Wooloowin 153Barbigal Street Stafford 284

159



Description Suburb $000Barwood Street Newmarket 377Beenleigh Road Sunnybank 72Blake Street Wooloowin 128Boyd Road Nundah 173Buxton Street Ascot 115Canberra Drive Ashgrove 99Cherry Street Brighton 117Church Avenue Woolloongabba 50Comus Avenue Ascot 135Cook Street Northgate 222Cooper Road Northgate 92Coral Street Inala 93Corunna Street Albion 39Coyne Street Holland Park 48Creek Road Murarrie 67Derby Street Highgate Hill 136Dowling Street Auchenflower 39Duncan Avenue Bald Hills 114Early Start and Emergent Works Various 146Eversley Terrace Yeronga 93Fergus Street Keperra 93Fox Street Albion 114Franz Road Clayfield 76Gordon Parade Manly 148Hope Street Auchenflower 69Inwood Street Wooloowin 236Jefferis Street Virginia 125Jolimont Avenue Ascot 57Kapunda Street Toowong 232Lackey Avenue Coorparoo 177Lambert Street Kangaroo Point 101Lansdowne Street Newmarket 343Large Failure Kerb and Channel Rehabilitation Various 1,204Lerna Street East Brisbane 101Lever Street Albion 254Lower Hardgrave Road West End 30Malcolm Street Enoggera 130Mareeba Road Ashgrove 440Mearns Street Fairfield 47Minore Street Wavell Heights 250Mongabarra Street Bracken Ridge 103Moore Street Albion 109Newmarket Road Newmarket 263Nicholas Street Windsor 108Old Cleveland Road Camp Hill 58Onslow Street Ascot 161Penrose Street Auchenflower 296Perkins Street Sandgate 91Porteus Drive Seven Hills 505Robinson Road Aspley 201Rosemary Street Inala 126Rossiter Parade Hamilton 110Royal Street Virginia 188


160


Description Suburb $000Ryan Avenue Balmoral 103Selby Street Bardon 82Serviceton Avenue Inala 119Sparkes Avenue Hamilton 62Station Avenue Gaythorne 301Stephenson Street Oxley 99Struan Street Chapel Hill 194Stubley Street Wavell Heights 108Sydney Street New Farm 50Tobruk Street Lutwyche 146Upper Roma Street Petrie Terrace 193Valaria Avenue Seven Hills 111Ward Street Sandgate 175Whitmore Street Taringa 158Willmington Street Newmarket 372Willow Street Inala 142Wolsey Street Sandgate 159Woodville Street Hendra 182Worthing Street Wynnum 145Wride Street Wooloowin 202Wynford Street Aspley 75Total 13,415

Roads Network ResurfacingRefer to: 2.1.3.1

Description Suburb $000Abbeyfeale Street Tingalpa 105Abbott Street Camp Hill 357Abdale Street Wavell Heights 62Acorn Court Algester 37Adelaide Street Brisbane City 527Adelaide Street Carina 286Agnew Street Seven Hills 358Airy Street Wacol 82Ajax Lane Ashgrove 28Albion Street Woolloongabba 37Albury Street Deagon 50Aldis Street Chandler 13Aldwych Street Stafford Heights 26Alexandra Avenue Taringa 82Alexandra Street Sandgate 120Algester Road Algester 300Algester Road Parkinson 202Allambi Court Corinda 37Allan Street Kedron 138Alleena Street Chermside 98Allworth Street Northgate 146Alphitonia Crescent Sunnybank Hills 72Amarina Avenue Ashgrove 338Andes Street Manly West 39Andrea Street Tarragindi 75Anise Street Wishart 97Ann Street Brisbane City 86


Description Suburb $000Appia Avenue Seven Hills 27

161


Approach Road Banyo 109Apricot Street Inala 72Arafura Street Upper Mt Gravatt 53Aramara Road Anstead 47Arkin Street The Gap 103Armadale Street St Lucia 98Arnold Street Holland Park 397Arrabri Avenue Mt Ommaney 199Artemis Avenue Seven Hills 66Ashworth Street Chermside West 45Asti Place Carseldine 24Atherton Court Runcorn 26Athol Street Yeronga 48Atlas Place Chapel Hill 18Atthow Parade Nundah 90Auchenflower Terrace Auchenflower 107Audrey Street Enoggera 64Autry Court Stafford Heights 51Awaba Street Wavell Heights 47Azzure Street Eight Mile Plains 59Balcara Avenue Carseldine 126Balfour Street New Farm 83Ballater Street Sunnybank Hills 85Ballina Street Kelvin Grove 54Bapaume Road Tarragindi 597Barbigal Street Stafford 249Barrett Street Bracken Ridge 57Barton Street Holland Park West 55Bayview Road Brighton 74Beak Street Norman Park 49Beams Road Carseldine 540Beatson Terrace Alderley 99Beaudesert Road Moorooka 929Bede Street Balmoral 43Beenleigh Road Sunnybank 117Belcaro Street Upper Mt Gravatt 67Bellevue Parade Lota 115Benalla Street Karana Downs 31Bere Street Gaythorne 209Berwick Street Fortitude Valley 66Best Street Bowen Hills 61Betula Place Sunnybank Hills 50Bilsand Street Tarragindi 58Bintari Street Sunnybank 28Biota Street Inala 173Bird Street Herston 14Birdwood Terrace Toowong 212Birrimba Street Alderley 75Blackburn Street Moorooka 84Blunder Road Durack 392Bolwarra Street Mansfield 48Boodera Street Oxley 56


Description Suburb $000Booralie Street Burbank 46Booreeco Court Carindale 39Boronia Avenue Holland Park West 124

162


Borrows Street Virginia 67Boundary Road Camp Hill 1,507Boundary Street South Brisbane 104Boxthorn Street Bellbowrie 53Boyd Road Nundah 180Bracken Ridge Road Bracken Ridge 788Bracken Ridge Road Sandgate 255Bradford Street Darra 79Brae Street Wavell Heights 136Branston Street Tarragindi 38Brian Avenue Greenslopes 25Brickfield Road Aspley 27Bridgewater Street Morningside 40Brisbane Corso Yeronga 318Broadwater Road Mt Gravatt East 377Browns Dip Road Enoggera 86Buckland Road Nundah 231Bundah Street Camp Hill 302Bungaree Place Karana Downs 44Bunyip Street Burbank 30Burgh Court Carindale 21Burmel Street Robertson 27Bushing Street Wynnum West 82Bushwick Street The Gap 83Busking Street Runcorn 66Buxton Street Ascot 136Byres Street Newstead 86Cadiz Street Indooroopilly 70Caelian Street Seven Hills 55Caithness Street Kedron 116Calam Road Sunnybank Hills 463Calga Street Wavell Heights 85Calonne Street Upper Mt Gravatt 52Camona Street Kelvin Grove 66Campbell Avenue Wacol 425Candlebark Street Aspley 98Caratel Street Stafford Heights 189Carbeen Street Mt Crosby 166Carranya Street Camp Hill 73Cash Street Manly West 21Casson Street Wishart 40Castor Avenue Coorparoo 52Cavendish Road Coorparoo 154Cecile Street Balmoral 93Cederleigh Road Kenmore 125Chalcot Road Anstead 107Charlotte Street Chermside 146Chatsworth Road Greenslopes 318Cherry Street Brighton 47Cheryl Street Runcorn 27


Description Suburb $000Chevrotain Place Chermside West 42Clara Street Wynnum 216Clarke Street Bardon 45Claudia Road Seven Hills 105Claymeade Street Wynnum 209

163


Clovelly Street Sunnybank Hills 134Cobbera Court Carindale 40Coke Street Camp Hill 61Comley Street Sunnybank 201Comus Avenue Ascot 104Condition Assessment Various 383Conroy Street Zillmere 31Consuelo Court Carindale 25Cooee Street Burbank 41Cook Street Northgate 129Coolgardie Street Sunnybank Hills 96Coolidge Court Stretton 38Cooper Road Northgate 73Copperfield Street Geebung 197Coral Street Inala 50Cordelia Street South Brisbane 147Corishun Street Sunnybank 51Coronet Street Banyo 30Cortis Street Mt Gravatt East 70Corumbene Close Karana Downs 51Corunna Street Albion 69Cosmos Street MacGregor 53Craigview Street MacGregor 58Creek Road Murarrie 1,396Crinum Street Bellbowrie 31Crockford Place Everton Park 48Cromaty Street Kenmore 94Crowley Street Zillmere 47Crown Street Petrie Terrace 42Currong Street Kenmore 133Cusack Parade Wynnum 138Danby Lane Nundah 91Daphne Street Grange 150D'arcy Road Carina 275Davison Street Graceville 41Dawson Parade Keperra 497Dawson Road Wishart 73Delaware Street Chermside 237Denham Street Bracken Ridge 348Dennison Street Ascot 35Dennistoun Street Sunnybank Hills 78Derby Street Highgate Hill 133Derrls Lane Sandgate 28Detling Street Stafford Heights 171Devoy Street Ashgrove 132Dewsbury Street Mt Gravatt East 97Digby Street Holland Park 70Don Street Ashgrove 42


Description Suburb $000Donnington Street Carindale 549Douglas Street Yeronga 63Dowar Street Coorparoo 90Dowling Street Auchenflower 28Downlands Place Boondall 48Duke Street Gaythorne 97Duncan Avenue Bald Hills 56

164


Dunlop Street Bowen Hills 75Early Start Preparation for Next Financial Year Various 324Earnshaw Road Northgate 289Ebony Place Stretton 129Ebrington Street Darra 198Edale Street Kenmore 26Eddowes Street Kedron 53Edward Street Brisbane City 147Egret Street Inala 49Eisley Street Tingalpa 46Elan Court Runcorn 19Ellison Road Geebung 465Elton Street Hemmant 87Elva Street Sunnybank 20Elwood Street Kenmore Hills 43Emcona Street Tingalpa 93Emergent Works Various 358Endeavour Street Mt Ommaney 461Enoggera Road Newmarket 449Enterprise Street Richlands 228Erica Street Cannon Hill 173Ermelo Road Gumdale 38Escaut Close Sunnybank Hills 25Esher Street Tarragindi 144Ethel Street Teneriffe 54Etna Close Riverhills 34Eton Street Nundah 254Everett Street Upper Mt Gravatt 103Exmore Street Upper Mt Gravatt 36Extasis Street The Gap 44Eykin Close Carina Heights 34Facit Street Hemmant 72Farnham Street Fig Tree Pocket 69Farnworth Street Chapel Hill 38Ferguson Street Brighton 23Fernberg Road Paddington 342Field Avenue Hemmant 125Flint Street Inala 29Flynn Street Spring Hill 31Ford Road Burbank 149Forest Court Algester 34Forth Street New Farm 54Fox Street Albion 75Fraser Road Northgate 176Fraser Street Graceville 80Freight Street Lytton 212


Description Suburb $000Garden Terrace Newmarket 112Geelong Avenue Holland Park 112Gemini Street Inala 99Genn Close Stafford Heights 42Genoa Street MacGregor 67Georgia Close Tingalpa 47Gibson Lane Morningside 35Gilbert Street Fairfield 50Gilday Street Paddington 71

165


Gillen Close Westlake 66Gladstone Street Coorparoo 136Glamorgan Street Paddington 34Glen Holm Street Mitchelton 479Glen Kedron Lane Kedron 108Glen Parade Ashgrove 19Glenhurst Street Pinjarra Hills 49Glenwood Street Chelmer 84Globe Street Ashgrove 102Goldpep Close Runcorn 25Gordon Parade Manly 412Goring Street Newmarket 39Goss Road Virginia 264Gotha Street Fortitude Valley 207Gould Place Herston 24Graham Road Carseldine 558Grange Street Calamvale 97Grant Street Balmoral 50Graystone Street Tingalpa 333Greening Street Mt Gravatt 60Greenore Street Bracken Ridge 59Groth Road Boondall 120Grove Crescent Toowong 63Grove Street Toowong 128Guildford Street Kelvin Grove 61Gulliver Street Paddington 76Gumtree Street Runcorn 71Halifax Street Coorparoo 107Halsbury Street Chelmer 139Halstell Street Manly West 30Halt Street Coopers Plains 201Ham Road Wishart 775Hamilton Road Wavell Heights 527Handford Road Zillmere 412Harold Street Stafford 313Harrington Close Brookfield 22Harrison Street Bulimba 68Hartfield Drive Bardon 40Hartley Street Camp Hill 62Havenridge Court Algester 27Hawbryn Street Anstead 28Hawthorne Street Enoggera 74Hayman Street Boondall 35Herbert Street Murarrie 122


Description Suburb $000Herbert Street Paddington 86Herston Road Kelvin Grove 340Highgate Street Coopers Plains 163Hillgrove Street Upper Mt Gravatt 207Hillview Street Runcorn 26Holland Road Holland Park 580Honeysuckle Way Calamvale 125Honour Avenue Graceville 543Hoover Court Stretton 62Hornick Street Bracken Ridge 60Horwitz Street Zillmere 49

166


Houston Road Pinjarra Hills 35Houthem Street Camp Hill 46Howard Street Paddington 307Hoyland Street Bald Hills 645Iffley Street Wynnum West 32Inala Avenue Inala 367Innovative Testing and Special Design Various 328Inverness Street Ascot 31Inwood Street Wooloowin 147Iowa Court Sunnybank Hills 12Iseult Court Carindale 17Jacinda Street Sunnybank 131James Street Fortitude Valley 241Jefferis Street Virginia 117Jervis Street Darra 76Jess Street Sunnybank Hills 24Jessard Street Wynnum 83Jilba Street Indooroopilly 104Jindalee Street Jindalee 129Jocelyn Court Chapel Hill 23Johnson Road Larapinta 861Johnson Road Parkinson 1,076Jolimont Avenue Ascot 25Jones Street Red Hill 41Joywood Street Tarragindi 115Kakanui Street Aspley 82Kalang Street Archerfield 56Kanuka Street Algester 37Kardina Court Karana Downs 36Karloo Street Wynnum 26Karrin Street The Gap 44Kate Street Indooroopilly 204Keil Place Chapel Hill 31Kelda Street Robertson 25Kennedy Street Windsor 56Kibara Place Algester 36Kilnatoora Street The Gap 33Kiltie Street Moorooka 41Kinedana Street Calamvale 26King Edward Avenue Darra 117Kingman Lane Corinda 20Kingsford Smith Drive Pinkenba 215


Description Suburb $000Kirby Road Aspley 296Kirkham Street Geebung 54Kismet Street Northgate 77Krystal Place Kuraby 29Kushka Street Robertson 27Kyeema Crescent Bald Hills 57Laglan Street Carindale 48Lagoon Street Sandgate 13Lamond Close Calamvale 23Langi Court Karana Downs 33Laportea Street Algester 22Lapwing Street Inala 122Large Failure Road Pavement Rehabilitation Various 3,234

167


Largs Street Darra 56Laurel Oak Drive Algester 25Lauren Street Geebung 66Lawford Street Sunnybank 40Lay Street Upper Mt Gravatt 94Lechmere Street New Farm 80Lee Close Runcorn 53Legal Street Sunnybank 41Leiper Street Stafford 156Leitch Lane West End 34Leith Street Carina 24Lemon Street Runcorn 95Lerna Street East Brisbane 79Leuneah Lane Karana Downs 75Lever Street Albion 103Lilley Street Spring Hill 51Lily Street Mitchelton 52Lindeman Street Boondall 39Litsea Street Algester 92Lomond Place Parkinson 42Lorikeet Street Inala 164Lossock Avenue Camp Hill 49Lunn Street Sandgate 63Lyrian Street Manly West 50Lytton Road Murarrie 171Maclean Close Fitzgibbon 30Madana Street Sunnybank Hills 100Madison Street Sunnybank Hills 151Maestra Street The Gap 24Magenta Place Wishart 62Maggs Street Wavell Heights 91Manin Street Wynnum 44Manly Road Manly 441Manning Street Milton 123Manzill Street Sunnybank Hills 80Maple Court Carindale 32Marberry Street Manly West 54Marcia Street Bellbowrie 71Mareeba Road Ashgrove 281Marla Street Robertson 42


Description Suburb $000Marwood Street Belmont 153Maundrell Terrace Aspley 513Mayfield Road Moorooka 283Mayflower Street Geebung 124McAdam Street Everton Park 149Meadowlands Road Carina 166Melinda Street Kenmore 146Melrose Place Ferny Grove 68Memorial Avenue Ashgrove 63Mercia Street Manly West 33Michelangelo Street Fig Tree Pocket 81Milsted Court Bracken Ridge 33Milton Lane Coorparoo 27Mingoola Street Murarrie 73Minore Street Wavell Heights 151

168


Mirram Street Boondall 13Miskin Street Toowong 522Monarda Street Runcorn 47Montague Road West End 233Moolabin Crescent Yeerongpilly 39Moondarra Street Chapel Hill 172Moore Street Albion 113Moreshage Court Chapel Hill 32Morley Street Coorparoo 290Musa Street Bellbowrie 25Myra Road Salisbury 103Narell Court Sunnybank Hills 19Narva Street Mansfield 36Neata Street Corinda 74Nerida Lane Milton 53Newber Street Sunnybank 86Newman Road Geebung 379Newmarket Road Newmarket 550Nicholas Street Windsor 159Nidalla Street MacGregor 77Nimmo Street Keperra 29Noosa Street Heathwood 388Northcote Street East Brisbane 173Norwood Terrace Paddington 79Nubara Street Mansfield 47Old Cleveland Road Carindale 658Old Cleveland Road Coorparoo 1,415Olivella Street Mansfield 383Onslow Street Ascot 127Orford Street Tarragindi 55Oriana Crescent Yeronga 26Orientos Court Carindale 28Orkney Street Kenmore 75Osprey Street Inala 122Otaki Road Yeronga 64Ottawa Street Westlake 101Outlook Terrace Ferny Grove 71Pacey Road Upper Brookfield 397


Description Suburb $000Padua Place Boondall 32Palance Court McDowall 41Palomar Parade Wavell Heights 65Pandian Crescent Bellbowrie 159Parakeet Street Inala 110Parkside Place Forest Lake 42Parton Street Stafford Heights 373Pascal Street Red Hill 34Patmore Street Holland Park 63Patterson Street Teneriffe 28Paul Street Brighton 83Peasant Street Holland Park West 73Peel Street Newmarket 65Pennant Place Calamvale 36Pentland Close Ferny Grove 40Peringa Street Coopers Plains 49Permain Street Middle Park 32

169


Piccadilly Street Geebung 84Pierce Court Stretton 52Pilba Street Wavell Heights 78Pilin Place Chapel Hill 34Pirrie Street The Gap 95Plum Street Runcorn 82Plunkett Street Paddington 175Pollux Street Highgate Hill 34Polly Street Annerley 24Pontefract Street Chapel Hill 59Porteus Drive Seven Hills 156Power Lane Norman Park 74Primrose Street Bowen Hills 15Pringle Street Ascot 219Prunus Street Bellbowrie 40Pryke Street Northgate 91Quarry Street Spring Hill 180Queensland Road Darra 268Queensway Street Upper Mt Gravatt 59Raffia Street Bellbowrie 54Railway Parade Darra 129Railway Place Alderley 45Rainwood Street Bracken Ridge 75Regency Street Brighton 176Renniks Street Sunnybank 38Rensburg Street Brighton 97Reynolds Street Carindale 64Rhuddlan Street Carindale 62Riddings Street Coorparoo 95Ridley Road Bridgeman Downs 160Rise Street Mt Gravatt East 45Risley Street Carina 69Robinson Road Virginia 255Robinson Road West Aspley 151Roblyn Street Mt Gravatt 30Roghan Road Bridgeman Downs 263


Description Suburb $000Rolls Court Carindale 34Romanella Street Fig Tree Pocket 54Rookwood Avenue Coopers Plains 85Rosedene Street Manly West 63Rosemary Street Inala 390Ross Road Upper Kedron 15Rotorua Court Aspley 24Royal Street Virginia 70Rushworth Street Bald Hills 56Salandra Street Mansfield 89Sandmere Road Pinkenba 74Sarah Street Deagon 35Saul Street Brighton 45Saunders Court Everton Park 29Saxby Street Zillmere 37Scarlet Oak Place Calamvale 34Schoolside Place Bracken Ridge 37Scott Road Herston 228Selwyn Street Sunnybank 34

170


Serissa Street Bellbowrie 159Serviceton Avenue Inala 441Seton Close Kenmore Hills 47Seton Street MacGregor 39Severnlea Street Murarrie 61Sherwood Road Toowong 602Shetland Street Morningside 145Sibley Road Wynnum West 279Silkyoak Street Runcorn 34Simmins Place Burbank 49Sinatra Crescent McDowall 136Sittella Street Inala 76Sixth Avenue Balmoral 29Small Street Teneriffe 77Snowden Street Tarragindi 46Southern Cross Avenue Darra 95Staaten Street Chapel Hill 168Stanbrough Road Gumdale 123Standale Street MacGregor 61Station Avenue Gaythorne 184Station Street Nundah 90Stebbing Street Aspley 96Steele Street Holland Park 114Stephen Street Camp Hill 130Stokes Street Bardon 132Strickland Terrace Sherwood 118Struan Street Chapel Hill 141Stuartholme Road Bardon 96Stubbs Street Brighton 64Suffolk Street Wishart 40Sumners Road Sumner 40Sunnybrae Street Sunnybank 59Swallow Street Inala 134Swan Lake Crescent Calamvale 143


Description Suburb $000Sydney Street Fairfield 56Talaroo Street Carindale 47Talbot Street Coorparoo 51Tallaroon Street Jindalee 106Taltarni Street Banyo 62Talwood Court Carindale 27Tandou Street Westlake 15Tangara Street Jindalee 64Taroom Street Wishart 38Taunton Street Annerley 66Taylor Street Windsor 118Tecoma Street Inala 92Tegula Street Mansfield 42Tempest Street Chapel Hill 57Tennyson Memorial Avenue Yeerongpilly 370Tequila Court Calamvale 30Tern Street Inala 76Thanet Street Northgate 12Thompson Street Bowen Hills 188Thorn Street East Brisbane 36Tiber Street Coorparoo 235

171


Tilson Street Everton Park 39Tinbeerwah Place Chapel Hill 59Tingal Road Wynnum 395Tivela Street Mansfield 33Tiverton Street Annerley 54Tofanella Street Fig Tree Pocket 45Tolmie Street Zillmere 58Torino Street Zillmere 42Toulon Street Wishart 43Touriga Street Algester 31Tranberg Street Sunnybank 24Tranters Avenue Camp Hill 181Treeby Street Tingalpa 78Tristania Close Calamvale 35Trood Street MacGregor 89Tuckett Street Kenmore Hills 92Tyabb Close Middle Park 38Tyne Street Taringa 19Ulverston Street Bald Hills 55Umbel Place Calamvale 70Upper Roma Street Brisbane City 312Upper Roma Street Petrie Terrace 95Uranus Avenue Seven Hills 44Utalong Street Deagon 57Valiant Street Chermside West 174Vasey Street Moorooka 65Vedella Street Manly West 25Verry Street Coorparoo 52Victoria Terrace Bowen Hills 110View Street Kedron 101Vinca Court Indooroopilly 31Vine Street Greenslopes 92


Description Suburb $000Violet Street Ellen Grove 29Virgil Street Mt Gravatt 36Voigt Street McDowall 81Vulture Street West End 101Wadeville Street Doolandella 119Wakefield Street Bald Hills 85Wakelin Street Everton Park 57Walker Street Taringa 226Walton Street Banyo 84Wanda Road Upper Mt Gravatt 99Wangarah Street Bracken Ridge 48Warandoo Street Jindalee 45Ward Street Indooroopilly 240Ward Street Sandgate 211Wareela Street Murarrie 46Waring Street Geebung 47Warrawee Street Toowong 48Weightman Street Herston 67Weiss Close Kenmore Hills 47Wellington Road Woolloongabba 883Weranga Place Parkinson 49Wessex Lane Ashgrove 43Whela Close Karana Downs 30

172


Whitecastle Street Carindale 37Whitehead Road The Gap 242Whitewood Street Algester 51Whyalla Court Karana Downs 39Wickham Terrace Spring Hill 471Widmark Street Stafford Heights 120Wilde Street Wynnum 347Wiles Street Camp Hill 463Wilfred Street Lota 58Willowood Street Bracken Ridge 21Wilpowell Street Oxley 52Windsor Avenue Lutwyche 31Winking Street Chapel Hill 27Winstanley Street Carindale 296Wirupa Street Bracken Ridge 37Witt Street Banyo 54Wittonga Court Karana Downs 52Woodhaven Court Sunnybank 26Woodstock Street Toowong 309Woodville Street Hendra 79Woogaroo Street Forest Lake 894Woondaree Street Bracken Ridge 59Worthing Street Wynnum 268Wride Street Wooloowin 112Wybelenna Street Brookfield 108Wylie Avenue Coorparoo 93Wynford Street Aspley 73Wynnum Road Wynnum West 2,093Yale Street Robertson 65Yarraga Avenue Ellen Grove 77


Description Suburb $000Zabell Street Carina 39Zelita Road Moggill 18Zetland Street Upper Mt Gravatt 108Total 90,000

Safe Paths CBDRefer to: 2.1.3.1

Description Suburb $000CBD Safe Path Design Various 55Elizabeth Street Brisbane City 282Margaret Street Brisbane City 472Queen Street Brisbane City 235Total 1,044

Safety Fences and Guard RailsRefer to: 2.1.3.1

Description Suburb $000Commercial Road Teneriffe 59Guard Rail and Fence Minor Repair Maintenance Various 861Guard Rail and Fence Rehabilitation Various 524Monier Road Darra 161New Cleveland Road Gumdale 112Raymont Road Alderley 54Total 1,771

173


Restoration for RecreationRefer to: 3.2.3.1

Description Suburb $000Bill Brown Sports Reserve, Telegraph Road Fitzgibbon 268Detailed Capital Design and Specification Various 509Environmental Protection Network Upgrades Various 207Hendra Pony Club, Toombul Road Hendra 593Kalinga Bowls Club Wooloowin 464Monier Road Darra 956Monoplane Street Park Bardon 97Roghan Road Landfill Fitzgibbon 258Shaw Estate Park Wavell Heights 922Upper Kedron Recreation Reserve Upper Kedron 2,415Vectis Street Norman Park 167Bring ForwardUpper Kedron Recreation Reserve Upper Kedron -1,722Total 5,134

Conservation Reserves Management ProgramRefer to: 3.3.2.1

Description Suburb $000Biodiversity RestorationBarrett Street Park (Water Reserve) Bracken Ridge 130Bartley's Hill Reserve Ascot 43Boondall Wetlands Nudgee Beach 139Drewvale Bushlands Drewvale 43Habitat Tree Audit Various 105Herbert Street Park Lota 36

Conservation Reserves Management ProgramRefer to: 3.3.2.1

Description Suburb $000Karawatha Forest Park Karawatha 50Leacroft Road Park Burbank 39Sandy Camp Park Lytton 39Shelley Road Park Kholo 124Weed Vine Management Various 114Natural Area DevelopmentEmergent Works and Design Various 129Raven Street Reserve Chermside West 51Tinchi Tamba Wetlands Reserve Bald Hills 181Tingalpa Creek Reserve Chandler 112Toohey Forest Park Nathan 440Natural Area FencingChanging Mountain Bushland Kholo 220Drewvale Bushlands Drewvale 181Emergent Works and Design Various 173Fleming Road Park Tingalpa 82Karawatha Forest Park Karawatha 201Pedestrian Gates Various Reserves East Region Various 72Pimelia Reserve Brighton 38Sparkes Hill Reserve Stafford 51Natural Area AccessChermside Hills Reserve McDowall 103Emergent Works and Design Various 129Toohey Forest Park Nathan 136Toohey Forest Park Nathan 99Track Condition Audits Citywide Various 39Track Counters and Monitoring Equipment Various 24

174


Various Parks East Region Various 86Walking Tracks Brochures and Online Content Various 19Wayfinding Signage North Region Various 37Whites Hill Reserve Camp Hill 101Fire PreparednessBeaudesert Road Park (No.2911) Parkinson 111Emergent Works and Design Various 197Fire Logistics Trailer Various 50Fire Management Planning Various 130Fire Record Management Various 26Fire Trail Rehabilitation Various Reserves East Region Various 76Flora Fire Response Monitoring Various 96Fuel Load Monitoring Program Various 75Karawatha Forest West Stretton 149Keperra Bushland Keperra 331Prescribed Burn Site Management Various Reserves Various 97Tinchi Tamba Wetlands Reserve Bald Hills 32Total 4,936

Upgrade Neighbourhood ParksRefer to: 3.3.4.1

Description Suburb $000Anzac Park Toowong 270Boorabbin Picnic Ground Wishart 248Clare Avenue Park Wynnum West 57Colmslie Beach Reserve Murarrie 378

Upgrade Neighbourhood ParksRefer to: 3.3.4.1

Description Suburb $000Doulton Street Park Calamvale 130E.E. McCaskie Oval Kelvin Grove 301Ed Devenport Rotary Park Lota 162Holmead Park Eight Mile Plains 98Jurayelba Place Park Keperra 139Leicester Street Park Coorparoo 50Newcomb Park Riverhills 147Seville Park Holland Park 92Sir James Killen Reserve Sunnybank Hills 108St Vincents Road Park Nudgee 50The Lake Parklands Forest Lake 377Wallum Drive Park Parkinson 82Winstanley Street Park Carindale 195CarryoverBalfour Park Darra 99Windsor Park Windsor 99Total 3,082

Dog Off Leash Area RefurbishmentRefer to: 3.3.4.2

Description Suburb $000Bulimba Riverside Park Bulimba 54Elanora Park Wynnum 31Gilbert Park Red Hill 27Grey Gum Park Stafford Heights 43Nathan Road Park Runcorn 70Nudgee Waterhole Reserve Nudgee 38Perrin Park Toowong 24Pioneer Crescent Park Bellbowrie 91

175


Sunset Park Ashgrove 79Victoria Park Various 33Whites Hill Reserve Camp Hill 54Total 544

Enhanced Safety LightingRefer to: 3.3.4.2

Description Suburb $000Design for Future Years Citywide Various 18Heiner Park Mitchelton 106Moorbell Street Park Tarragindi 55Patea Street Park Banyo 47Pioneer Crescent Park Bellbowrie 143Teralba Park Everton Park 33The Lake Parklands Forest Lake 109Total 511

Memorials and Heritage RestorationRefer to: 3.3.4.2

Description Suburb $000Design and Emergent Works Various 35Keith Payne Park Chermside 38Marchant Park Aspley 27Newstead Park (American War Memorial and Rotunda) Newstead 114

Memorials and Heritage RestorationRefer to: 3.3.4.2

Description Suburb $000Toowong Memorial Park Toowong 103Total 317

Park Access Assets Maintenance and RehabilitationRefer to: 3.3.4.2

Description Suburb $000Alan Willing Place The Gap 213Bundabah Drive Park Algester 65C.B. Mott Park Holland Park 108Camoola Street Park Keperra 59Carindale Recreation Reserve Carindale 65Carpark Design and Emergent Works Various 156Downey Park Windsor 64Drevesen Park Manly 81Durrington Park Wynnum West 176Faulkner Park Toilet Refurbishment Graceville 43Hawthorne Park Hawthorne 161Kenna Street Park Chermside West 194Keong Park Stafford 75Marchant Park Car Park Chermside 124Park Structures and Bridge Engineering Inspection and Design Various 75Park Structures and Bridge Structures Inspections Various 216Park Structures and Bridges Maintenance and Repairs Various 388Pinnacle Place Park Belmont 108Pullenvale Forest Park Pullenvale 186Quinn Street Park Balmoral 54Robertson Park Taringa 61Seville Park Holland Park 75Sherwood Arboretum Sherwood 95Showground Park Nudgee 76Solferino Place Park The Gap 69

176


Spencer Park Newmarket 200The Esplanade Park (Road Reserve) St Lucia 115Thompson Estate Reserve Greenslopes 75Wally Tate Park Kuraby 145Wellers Hill Scout Hall Car Park Tarragindi 30Wembley Park Coorparoo 268Westaway Park Moggill 93Total 3,913

Park Infrastructure, Gym Facilities and Landscape UpgradesRefer to: 3.3.4.2

Description Suburb $000Akuna Street Park Kenmore 49C.J. Greenfield Complex Park Richlands 431Creekside Park Kenmore 59Davies Park West End 267Dilligen Street Park Chapel Hill 59Dutton Park Dutton Park 25Grandview Place Carindale 82Jeays Street Park Bowen Hills 30

Park Infrastructure, Gym Facilities and Landscape UpgradesRefer to: 3.3.4.2

Description Suburb $000Joe Bradfield Park Carina 59Kangaroo Point Cliffs Park Kangaroo Point 120O'Callaghan Park Zillmere 431Oriel Park Ascot 59Orleigh Park West End 49Perrin Park Toowong 431Philip Vaughan Park Carseldine 99Power Pole Replacement and Repairs Various 161Robinson Park (Tingalpa) Tingalpa 431Rocks Riverside Park Seventeen Mile Rocks 537Sandgate Foreshores Park Brighton 40Sandgate Foreshores Park (Frank Doyle Park) Shorncliffe 552Sherwood Arboretum Sherwood 108St Vincents Road Nudgee 48Upgrade Switch Boards in Parks Various 131Wakerley Park Wakerley 50CarryoverJubilee Park Bardon 171Total 4,479

Play Safe UpgradesRefer to: 3.3.4.2

Description Suburb $000Burn Street Park Camp Hill 65Burstall Avenue Park Tingalpa 71Cassia Place Park Taigum 70Conondale Park Eight Mile Plains 108Ekibin Memorial Park Tarragindi 161Faversham Street Park Woolloongabba 38George Clayton Park Manly 79Hoyland Street Park (No.10) Bald Hills 65Jindalee Park Jindalee 108Kennewell Park Indooroopilly 133

177


Nankoor Street Park Chapel Hill 43Perry Park Bowen Hills 58Porter's Paddock Park Tingalpa 213Rosebank Square Salisbury 108Willard Street Park Carina Heights 124Total 1,444

Natural Waterway RehabilitationRefer to: 3.4.1.4

Description Suburb $000Avondale Road - Jindalee Creek Sinnamon Park 206Billabong Place - Sheep Station Gully Parkinson 22Dawson Parade - Kedron Brook Keperra 313Empress Drive - Spring Creek Carindale 158Hulme Street - Breakfast Creek Kelvin Grove 22Laurel Oak Drive - Sheepstation Gully Algester 225School Road - Enoggera Creek The Gap 313The Boulevard - Tributary of Downfall Creek Chermside 22Tigris Street - Tributary of Brisbane River Riverhills 276

Natural Waterway RehabilitationRefer to: 3.4.1.4

Description Suburb $000Todman Street - Minnippi Creek Carina 615Various Locations - Citywide Pre-assessment, Planning, Prioritisation and Communication

Various 489

Various Locations - Investigation, Feasibility and Design of Waterway Enhancement Projects

Various 487

Various Locations - Rehabilitation and Maintenance of Recently Constructed High Profile Projects

Various 482

Wecker Road - Bulimba Creek Mansfield 416Total 4,046

Wharves, Jetties, Pontoons and Fishing PlatformsRefer to: 3.4.2.1

Description Suburb $000Barungwarra Reserve - Stage 2 Bald Hills 432Boat Ramp Upgrades at Colmslie Recreation Reserve - Stage 1 Morningside 99Carmichael Park - Stage 2 Hemmant 441Design and Investigation Various 81Emergent Rehabilitation Works Various 106Fishing Platform at Pullenvale - Stage 1 Moggill 66Park Avenue, Mowbray Park Pontoon East Brisbane 207Public Mooring at South Bank - Stage 2 South Brisbane 1,838Public Pontoon at Colmslie Beach Reserve - Stage 1 Morningside 99Public Pontoon at West End - Stage 2 West End 918CarryoverMt Ommaney Drive - Jindalee Boat Ramp and Pontoon Mt Ommaney 237Public Mooring at South Bank - Stage 1 South Brisbane 88Total 4,612

Sea and River Walls RehabilitationRefer to: 3.4.2.2

Description Suburb $000City Botanic Gardens Brisbane City 227Emergent Rehabilitation Works Various 133Holman Street Kangaroo Point 182Investigation, Planning and Design Various 168

178


Montague Road South Brisbane 90Munro Street St Lucia 139Newstead Park Newstead 90Total 1,029

Local Drainage ConstructionRefer to: 3.4.3.3

Description Suburb $000Birdwood Road Holland Park West 108Boundary Road/Sector Street Coorparoo 108Charlotte Street Wynnum 75Fitzroy Street Clayfield 231Haymarket Street Geebung 390Henson Road Salisbury 244Hilda Street Alderley 540Hunter Lane Clayfield 163Morningvale Place Mitchelton 210Murray Street Wilston 65

Local Drainage ConstructionRefer to: 3.4.3.3

Description Suburb $000Palm Avenue - Stage 2 Shorncliffe 273Porter Street Hemmant 669Quarry Road Alderley 282Various Locations - Emergent Works Various 374Wagner Road Clayfield 357Total 4,089

Major Drainage ConstructionRefer to: 3.4.3.4

Description Suburb $000Balfour Street Darra 1,095Bardsley Avenue Greenslopes 1,395Cochrane Street Paddington 1,014Gordon Road Bardon 2,477Jamieson Street Bulimba 2,483Miles Street Bald Hills 707Nash Street/Elizabeth Street Paddington 943Old Cleveland Road Greenslopes 694Total 10,808

Stormwater InfrastructureRefer to: 3.4.3.5

Description Suburb $000Annie Street New Farm 1,755Archerfield Road Richlands 581Connor Street Fortitude Valley 1,368Montague Road West End 1,117Various Locations - Developer Contribution - Emergent Works Various 554Various Locations - Pre-assessment and Design Various 312Various Locations - Water Resources Studies for Local Government Infrastructure Plans

Various 206

Wickham Street Fortitude Valley 242Wynnum Road - Stage 3 Morningside 1,809CarryoverKurilpa Street West End 164Wynnum Road - Stage 1 Morningside 39Bring Forward

179


Archerfield Road Richlands -581Total 7,566

Major Waterways Vegetation ManagementRefer to: 3.4.4.2

Description Suburb $000Albany Creek Road - Cabbage Tree Creek Aspley 37Altandi Street - Bulimba Creek Runcorn 34Barr Street - Norman Creek Tarragindi 20Beckett Road - Cabbage Tree Creek Bridgeman Downs 24Bedivere Street - Philips Creek Carindale 21Blackberry Street - Bulimba Creek Mansfield 21Boundary Road, Bullockhead Creek Richlands 32Carwoola Street - Ithaca Creek Bardon 33Centenary Memorial Gardens - Mt Ommaney Creek Mt Ommaney 35Dawson Parade - Kedron Brook Creek Keperra 31

Major Waterways Vegetation ManagementRefer to: 3.4.4.2

Description Suburb $000Depot Road - Cabbage Tree Creek Deagon 23Deshon Street - Norman Creek Woolloongabba 13Earl Street - Norman Creek Greenslopes 12Evans Road - Rocky Water Holes Creek Salisbury 19Fletcher Parade - Ithaca Creek Bardon 19Fulcher Road - Ithaca Creek Red Hill 20Gallipoli Street - Philips Creek Carina Heights 19Gay Street - Stable Swamp Creek Coopers Plains 20Glenrosa Road - Ithaca Creek Red Hill 19Greencamp Road - Lota Creek Wakerley 31Gympie Road - Cabbage Tree Creek Carseldine 36Hall Avenue - Oxley Creek Corinda 16Harvard Street - Cabbage Tree Creek Fitzgibbon 16Jason Street - Ithaca Creek Red Hill 16Jubilee Terrace - Ithaca Creek Ashgrove 23Kirralee Crescent - Kedron Brook Upper Kedron 14Lemke Road - Cabbage Tree Creek Taigum 19Logan Road - Norman Creek Greenslopes 16Magenta Creek - Kedron Brook Mitchelton 30Milton Street - Norman Creek Norman Park 16Monash Street - Cabbage Tree Creek Fitzgibbon 33Murphy Road, Geebung - Zillman Waterholes Creek Geebung 20Naldi Street - Bulimba Creek Runcorn 19Oaklands Parade - Norman Creek East Brisbane 13Padstow Road, Eight Mile Plains - Bulimba Creek Eight Mile Plains 35Pratten Street Corinda 29Pritchard Road - Lytton Creek Lytton 23Queensland Road - Seventeen Mile Rocks Creek Darra 29Roghan Road - Cabbage Tree Creek Taigum 43Sandgate Road - Zillman Waterholes Creek Boondall 25Station Avenue - Cannery Creek Northgate 12Tingal Road - Wynnum Creek Wynnum 12Turnmill Street - Mimosa Creek MacGregor 48Wattle Street - Enoggera Creek Enoggera 16Webster Road - Somerset Creek Chermside 11Wecker Road - Bulimba Creek Mansfield 57Wondall Road - Bulimba Creek Tingalpa 12Wynnum Road - Bulimba Creek Tingalpa 13Wynnum Road - Perrin Creek Morningside 16

180


Total 1,151

Stormwater Drainage RehabilitationRefer to: 3.4.4.3

Description Suburb $000Adelaide Street Brisbane City 268Allingham Street Kuraby 188Anstey Street Albion 118Austin Street Newstead 263Beatrice Terrace Ascot 321Bryden Street Windsor 192Carmel Street Bardon 285Carter Street Northgate 188Davidson Terrace Teneriffe 240

Stormwater Drainage RehabilitationRefer to: 3.4.4.3

Description Suburb $000Deshon Street Woolloongabba 248Dudley Street Highgate Hill 65Elliot Street Kangaroo Point 248High Street Ashgrove 145Lavender Place Fitzgibbon 65Lochaber Street Dutton Park 268Longsight Street Alderley 108Munro Street Auchenflower 343Portman Lane Spring Hill 246Sinclair Drive Ellen Grove 214St Leonards Street Coorparoo 214Tingal Road Wynnum 248Twine Street Spring Hill 129Various Locations - Emergent Works Various 535View Street Paddington 488Wyandra Street Newstead 238CarryoverAbbotsford Road Bowen Hills 291Total 6,156

Lord Mayor's Suburban Initiative FundRefer to: 5.4.2.2

Description Suburb $000Bracken Ridge Ward Various 55Calamvale Ward Various 55Central Ward Various 55Chandler Ward Various 55Coorparoo Ward Various 55Deagon Ward Various 55Doboy Ward Various 55Enoggera Ward Various 55Forest Lake Ward Various 55Hamilton Ward Various 55Holland Park Ward Various 55Jamboree Ward Various 55MacGregor Ward Various 55Marchant Ward Various 55McDowall Ward Various 55Moorooka Ward Various 55Morningside Ward Various 55Northgate Ward Various 55

181


Paddington Ward Various 55Pullenvale Ward Various 55Runcorn Ward Various 55Tennyson Ward Various 55The Gabba Ward Various 55The Gap Ward Various 55Various Wards Various 55Walter Taylor Ward Various 55Wynnum Manly Ward Various 55Total 1,485

182


Businesses and council providers

Council providers and businesses deliver products and services.

A Budgeted Income Statement showing the anticipated 2016-17 and proposed budgets for 2017-18 and the next two financial years, and a brief description of the role of the Businesses and Council Providers delivering the following business activities is provided.

National Competition Policy (NCP) business activities

This disclosure in relation to NCP is made to satisfy the City of Brisbane Act 2010 and City of Brisbane Regulation 2012.

• Transport for Brisbane1

• City Projects Office3

• Civil Construction and Maintenance Operations2

• Urban Amenity2

• Waste and Resource Recovery Services2

• Brisbane City Cemeteries3,5

• City Parking1,6

• Golf Courses3,4

• Riverstage3,4

• Asset Portfolio Management3,7

Notes:

1. Council has resolved to apply commercialisation to these business activities

2. Council has resolved to apply full cost pricing to these business activities

3. Council has resolved to apply the Code of Competitive Conduct to these business activities

4. Golf Courses and Riverstage are managed by City Venues

5. Narrative for Brisbane City Cemeteries can be found on Service 5.8.1.1 City Cemeteries

6. Narrative for City Parking can be found on Service 2.2.1.1 Enhancing Parking Management

7. Asset Portfolio Management’s external revenue includes non-contestable work. It now includes activities for Sports and Aquatic Centres and City Hall Precincts.

183


Business Activities - Summary 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

Field Services 206,203 208,953 219,394 232,809Transport for Brisbane 471,939 479,014 491,678 505,522City Projects Office 330 1,236 1,238 1,258Total revenue 678,472 689,203 712,310 739,589

Expenses

Field Services 578,406 523,878 544,307 567,359Transport for Brisbane 463,462 466,414 479,699 494,008City Projects Office 112,230 118,368 116,077 92,396Total expenses 1,154,098 1,108,660 1,140,083 1,153,763

Less costs allocated to internal services 519,935 472,686 479,512 468,852

Total expenses relating to external services 634,163 635,974 660,571 684,911

Increase/(decrease) in operating capability after tax

Field Services 35,771 40,526 39,668 43,077Transport for Brisbane 8,477 12,600 11,979 11,514City Projects Office 61 103 92 87Increase in operating capability 44,309 53,229 51,739 54,678

Imputed income tax 8,515 10,001 10,573 11,320


35,794 42,228 41,166 43,358

184



Projects 2017-18 2018-19 2019-20 2020-21$000 $000 $000 $000

Bracalba Quarry Development 807 539 547 -Field Services Depot Enhancement Project 4,937 764 - -Field Services Tools of Trade 4,184 4,307 4,477 4,582Field Services Total 9,928 5,610 5,024 4,582

Transport for Brisbane Tools of Trade 7,281 7,483 7,753 7,929Work Order Activity Based Costing - 837 37 -Transport for Brisbane Total 7,281 8,320 7,790 7,929

City Projects Office Tools of Trade 162 167 175 119City Projects Office Total 162 167 175 119

185


Field Services

As a quality endorsed business, Field Services objective is to enhance Brisbane’s liveability by providing waste management, civil construction, cleansing and urban maintenance services to Council, that meet customer expectations in productivity, availability and value for money.

Field Services fosters an innovative, motivated and dedicated team-based workforce by focusing on continuous improvement across five critical success factors of Zero Harm, quality, cost and efficiency, people and delivery.

Key Branches include:

• Asphalt and Aggregates • Construction • Urban Amenity • Commercial Services and Business Improvement • Asset Services • Waste and Resource Recovery Services and• Fleet Solutions

Note the NCP activities carried out under these operations are described in the Businesses and Council Providers overview.

Field Services is primarily funded from Council's Annual Plan and Budget, supplemented by revenue from services supplied to the Queensland and local government bodies. Surpluses after the application of the requirements of the Tax Equivalents Regime (TER) are returned back to Council's consolidated revenue. Field Services has nil outstanding or proposed borrowings.

The position of Executive Manager, Field Services has delegations under the Council's Administrative Arrangements for the general working and business operations of Field Services, with responsibility to the Chief Executive Officer of Council.

Field Services will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

186


Field Services 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 186,357 189,125 200,999 213,963Community service obligations - - - -Interest revenue - - - -Other revenue 19,939 19,585 18,149 18,597Gain/(loss) on disposal -93 243 246 249Total revenue 206,203 208,953 219,394 232,809

Expenses

Employee costs 130,796 129,837 131,159 135,067Materials and services 439,148 372,270 391,188 410,283Depreciation and amortisation 8,122 21,420 21,601 21,640Finance costs - - - -Competitive neutrality costs 340 351 359 369Other expenses - - - -Total expenses 578,406 523,878 544,307 567,359



Net surplus/(loss) before tax 35,771 40,526 39,668 43,077



29,817 33,336 32,717 35,237

187


Transport for Brisbane

Objectives

Transport for Brisbane is one of the largest bus operators in Australia and Brisbane's major provider of public transport with the objective to provide frequent, reliable and safe services, more often, and at the most comfortable standard possible for our passengers. The business includes the provision of CityCat and ferry services, active travel options through CityCycle, and Personalised Public Transport. Together, the business aims to deliver high quality public transport services with a focus on customer service and sustainable transport options for residents and visitors to Brisbane.

Role

Transport for Brisbane has the second largest bus fleet in Australia which will travel approximately 70 million kilometres delivering high-quality services focusing on accessibility, safety, and customer service to contribute to reducing traffic congestion and associated adverse social, economic and environmental impacts.

Cont investment in modern environmentally friendly, air-conditioned and accessible buses, as well as the continued success of the popular Bus Upgrade Zones (BUZ), the Blue CityGlider and the Maroon CityGlider have helped to ensure Transport for Brisbane carries significantly more passengers than the entire SEQ City Train network.

Transport for Brisbane provides scheduled network passenger bus services including high frequency BUZ and CityGlider services, school services, charter services and special event services. The services include non-commercial and community bus services and concessional travel for senior citizens, full time university students, school students and for disadvantaged members of the community. A modern, wheelchair-accessible, well-maintained, clean and carbon neutral bus fleet and strategically positioned depots ensure these services are delivered effectively.

Transport for Brisbane delivers public transport bus, CityCat and ferry services under contracts with TransLink, a division of Queensland Government’s Department of Transport and Main Roads. Under the TransLink contracts, fares are set by Queensland Government and all fare revenue belongs to TransLink.

CityCat and ferry services are an important part of the public transport network, stretching 22 kilometres along the Brisbane River. The ferry network provides access at 25 terminals for commuters along and across the river. Brisbane's free inner-city ferry service, the CityHopper is included in this service. The Queensland Government provides a funding contribution for ferry operations.

The CityCycle public bike hire scheme operates within the inner-city to encourage short trips by bicycle. The scheme is delivered in partnership with the private sector. With up to 2000 bikes and 150 station locations conveniently positioned near key bus, train and ferry stations, the scheme provides another travel option for commuters and visitors around the inner-city as part of our integrated public transport system.

Transport for Brisbane also delivers Personalised Public Transport (PPT). This service provides Council-funded access to public transport for residents in areas of Brisbane which do not meet the requirements for full TransLink services. PPT currently utilises maxi taxis to transport residents to key local destinations on set hail’n’ride routes and include bus interchanges or railway stations during peak periods and operates on a regular cycle.

Financial and non-financial targets

In 2017-18, achieve:• mean customer satisfaction with bus services of not less than 6.5 • take delivery of 60 new rigid equivalent buses

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Council public transport operating subsidy

Council subsidises Transport for Brisbane for the services it operates to enable better service to Brisbane ratepayers.

Notional capital structure and surpluses

Transport for Brisbane’s notional capital structure is via equity funding from Council. Surpluses are treated in accordance with Council's dividend policy for Business Units after the application of the requirements of the TER with any TER income tax remitted to Council.

Proposed major investments

Transport for Brisbane will take delivery of 60 new rigid equivalent buses which help ensure the comfort of our bus fleet.

Borrowings

Transport for Brisbane has nil outstanding or proposed borrowings.

Service quality

Transport for Brisbane will provide frequent, reliable and safe services at the most comfortable standard possible for passengers.

Delegations

The position of Divisional Manager, Transport for Brisbane has delegations under the Council's Administrative Arrangements for the general working and business operations of Transport for Brisbane, with responsibility to the Chief Executive Officer of Council.

Reportable information

Transport for Brisbane will report to Council regarding its operations and performance, including financial and non-financial targets.

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Transport for Brisbane 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 318,998 326,743 334,785 343,068Community service obligations 123,907 123,918 127,937 133,495Interest revenue - - - -Other revenue 29,034 28,553 29,156 29,159Gain/(loss) on disposal - -200 -200 -200Total revenue 471,939 479,014 491,678 505,522

Expenses

Employee costs 225,989 232,238 236,883 241,620Materials and services 226,681 221,858 230,098 239,258Depreciation and amortisation 10,770 12,293 12,692 13,104Finance costs - - - -Competitive neutrality costs - - - -Other expenses 22 25 26 26Total expenses 463,462 466,414 479,699 494,008

Less costs allocated to internal services - - - -




Increase/(decrease) in operating capability after tax 5,934 8,820 8,385 8,060

190


City Projects Office

The objective of City Projects Office is to provide professional services across project management, built environment and engineering disciplines. As an in-house project management and design group, emphasis is placed on value adding, quality, design best practice, innovation, and environmental sustainability. City Projects Office continues to maintain strong partnerships and stakeholder relationships to ensure expectations are realised, all within the wider goal of contributing to a better Brisbane.

In 2017-18, City Projects Office will continue to deliver high quality professional services to meet Council's engineering, built environment, land management and natural environment needs, within the framework of the Brisbane Vision.

The business will support its partners to deliver across a broad range of programs across Council.

City Projects Office proposed investments in 2017-18 are focused on maintaining industry standard tools of trade through a planned replacement program for high specification technical workstations and related design and modelling software, as well as replacing end-of-life laboratory and survey equipment.

City Projects Office is primarily funded from Council's Annual Plan and Budget, supplemented by revenue from services supplied to Queensland and local government bodies. Surpluses after the application of the requirements of the TER are returned back to Council's consolidated revenue.

City Projects Office has nil outstanding or proposed borrowings.

The position of Executive Manager, City Projects Office has delegations under Council's Administrative Arrangements for the general working and business operations of City Projects Office, with responsibility through the Divisional Manager, Brisbane Infrastructure to the Chief Executive Officer of Council.

City Projects Office will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

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City Projects Office 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 330 1,236 1,238 1,258Community service obligations - - - -Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -

Total revenue 330 1,236 1,238 1,258

Expenses

Employee costs 45,271 46,952 47,880 48,874Materials and services 66,927 71,306 68,087 43,433Depreciation and amortisation 28 74 74 53Finance costs - - - -Competitive neutrality costs 4 36 36 36Other expenses - - - -Total expenses 112,230 118,368 116,077 92,396


Total expenses relating to external services

269 1,133 1,146 1,171

Net surplus/(loss) before tax 61 103 92 87

Imputed income tax 18 31 28 26


43 72 64 61

192


Civil Construction and Maintenance Operations

Civil Construction and Maintenance Operations is part of Field Services and provides relevant services to Council that meet customer expectations in quality, productivity, availability and value for money. This is achieved by maintaining continuous improvement in all parts of the business and by fostering an innovative, motivated and dedicated team-based workforce.

A diverse range of services are delivered across the following operational areas:

Asphalt and Aggregates

• operates highly efficient asphalt plants located at Eagle Farm and Riverview• conducts quarrying operations at Mt Coot-tha and Bracalba quarries, producing an extensive range of

quarry products utilised in the road and civil construction industries• operates a recycling facility at Pine Mountain quarry which allows the re-use of concrete materials,

reclaimed road base and asphalt• conducts major road resurfacing, minor road maintenance services and line marking• road construction and rehabilitation.

Construction

• construction and maintenance of bikeways, footpaths and kerb and channel• construction, stabilisation and maintenance of steel, timber and concrete bridges• construction, stabilisation and maintenance of retaining walls and embankments• construction of intersection improvements• manufacture, installation and operation of traffic management systems• services in local and major drainage, stormwater projects and waterways rehabilitation • trade services and construction management for Council-owned offices, industrial locations,

entertainment facilities and heritage buildings.

Surpluses after the application of the requirements of the TER are returned back to Council's consolidated revenue.

The position of Executive Manager, Field Services has delegations under Council's Administrative Arrangements for the general working and business operations of Civil Construction and Maintenance activities, with responsibility to the Chief Executive Officer of Council.

Civil Construction and Maintenance Operations will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

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Civil Construction and Maintenance Operations

2016-17Anticipated

2017-18Proposed

2018-19Proposed

2019-20Proposed

Budgeted Income Statement $000 $000 $000 $000for the year ending 30 June 2018

Revenue

External revenue 38,633 33,891 35,247 36,656Community service obligations - - - -Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -Total revenue 38,633 33,891 35,247 36,656

Expenses




33,385 28,499 29,217 30,312




3,674 3,774 4,221 4,441

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Urban Amenity

Urban Amenity delivers a broad range of services including the following:

• cleaning of urban precincts and streets, including bus stops, graffiti removal, road sweeping and stormwater gully cleaning

• delivery of arboriculture, natural area, parkland and horticultural maintenance services, including street tree maintenance

• delivery of pest, weeds and vermin control services• delivery of street and project sign maintenance and installation.


The position of Executive Manager, Field Services has delegations under the Council's Administrative Arrangements for the general working and business operations of Urban Amenity activities, with responsibility to the Chief Executive Officer of Council.

Urban Amenity will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

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Urban Amenity 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 868 873 895 917Community service obligations - - - -Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -Total revenue 868 873 895 917

Expenses

Employee costs 43,392 43,448 44,038 44,945Materials and services 34,259 36,211 37,320 39,294Depreciation and amortisation 40 11 11 11Finance costs - - - -Competitive neutrality costs 16 16 17 17Other expenses - - - -Total expenses 77,707 79,686 81,386 84,267



671 661 678 701

Net surplus/(loss) before tax 197 212 217 216



138 148 152 151

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Waste and Resource Recovery Services

Waste and Resource Recovery Services provides waste management and recycling services that are competitive, sustainable and environmentally responsible. These services reflect a commitment to public health, whole of life cycle waste management and industry best practice.

Waste and Resource Recovery Services will:

• undertake the collection and management of domestic waste and recycling materials• through Brisbane Waste Innovations Alliance, ensure the resource recovery centres at Nudgee,

Willawong, Chandler and Ferny Grove Tips Shops and the Brisbane landfill at Rochedale are effectively managed, with a focus on innovation in the area of environmental sustainability

• strive to achieve environmental excellence through raising the current operating standards by using new technology and investigating Towards Zero Waste solutions

• deliver strategies on waste minimisation and litter in accordance with the ’Brisbane. Clean, green, sustainable’ plan

• work with industry to develop robust markets for recyclable materials• develop and deliver education and communication on waste management, waste minimisation and litter

to improve community understanding and influence behaviour change• work with the Queensland Government to deliver waste reduction programs in accordance with the

current legislation.


The position of Executive Manager, Field Services has delegations under Council's Administrative Arrangements for the general working and business operations of Waste and Resource Recovery Services activities, with responsibility to the Chief Executive Officer of Council.

Waste and Resource Recovery Services will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

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Waste and Resource Recovery Services 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 146,856 154,361 164,858 176,389Community service obligations - - - -Interest revenue - - - -Other revenue 4,016 3,263 1,898 1,901Gain/(loss) on disposal -93 - - -Total revenue 150,779 157,624 166,756 178,290

Expenses




136,375 139,265 149,833 158,717

Net surplus/(loss) before lax 14,404 18,359 16,923 19,573



10,083 12,851 11,846 13,701

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Brisbane City Cemeteries 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 10,163 10,757 11,209 11,678Community service obligations 1,800 2,089 2,144 2,206Interest revenue - - - -Other revenue -1,192 -1,141 -1,164 -1,189Gain/(loss) on disposal - - - -Total revenue 10,771 11,705 12,189 12,695

Expenses

Employee costs 3,857 4,176 4,242 4,316Materials and services 6,237 7,083 7,355 7,732Depreciation and amortisation 489 450 405 402Finance costs - - - -Competitive neutrality costs - - - -Other expenses - - - -Total expenses 10,583 11,709 12,002 12,450



10,583 11,709 12,002 12,450

Net surplus/(loss) before tax 188 -4 187 245

Imputed income tax 56 - 56 74


132 -4 131 171

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City Parking

Objectives

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

Role

City Parking manages parking services in Council’s off street parking stations as well as temporary and event parking. In this role City Parking:

• provides competitive car parking services to all customers• ensures customer focused service• partners with Council Programs to ensure Brisbane’s liveability• partners with third parties to establish cohesive working relationships• maintains Council assets and equipment to best practice standards.

Financial and non-financial targets

In 2017-18 achieve:

• net surplus before tax as stated in Budgeted Financial Statement• Average number of vehicles per bay per day in King George Square car park• Average number of vehicles per bay per day in Wickham Terrace car park.

Community service obligations

City Parking has no community service obligations.

Notional capital structure and surpluses

City Parking’s notional capital structure is by way of equity funding from Council. Surpluses are treated in accordance with Council’s dividend policy for Business Units after the application of the requirements of the TER with any TER income tax remitted to Council.

Proposed major investments

There are no proposed major investments.

Borrowings

City Parking has no outstanding or proposed borrowings.

Service quality

City Parking will provide accessible, reliable and competitive services.

Delegations

The positions of City Parking and Asset Portfolio Management Manager have delegations under the Council’s Administrative Arrangements for the working and business operations of City Parking with responsibility to the Chief Executive Officer of Council.

Reportable information

City Parking will report to Council regarding its operations and performance including financial and non-financial targets.

200


City Parking 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 30,445 31,112 31,784 32,471Community service obligations - - - -Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -Total revenue 30,445 31,112 31,784 32,471

Expenses

Employee costs 2,529 2,420 2,394 2,390Materials and services 7,815 9,228 9,513 10,353Depreciation and amortisation 1,060 1,439 1,403 1,201Finance costs - - - -Competitive neutrality costs - - - -Other expenses 3 4 4 4Total expenses 11,407 13,091 13,314 13,948



11,407 13,091 13,314 13,948




18,342 17,659 18,092 18,190

201


City Venues

Lifestyle and Community Services Division manages community facilities including golf courses, swimming pools, sports facilities, the Riverstage and the Sir Thomas Brisbane Planetarium. In addition to the venue management services associated with these facilities, Lifestyle and Community Services also provides event management and community contract management services to Council and community organisations.

Lifestyle and Community Services will:

• provide a high level of customer service• provide value for money products and services• explore innovative and sustainable improvements to the productivity of its facilities• explore opportunities with private enterprise to improve services • manage events on behalf of Council and the community in a professional and cost-effective manner• maintain all venues to a high standard.

Golf Courses

Lifestyle and Community Services Division manages the two Council Golf Courses, St Lucia Golf Links and the Victoria Park Golf Complex. In addition to the venue maintenance services associated with these two courses, Lifestyle and Community Services also provides contract management of the leases and licences in place to operate the function centres and ancillary services at these sites.

Lifestyle and Community Services will:

• provide a high level of customer service• provide value for money products and services• explore innovative and sustainable improvements to the productivity of its golf facilities• explore opportunities with private enterprise to improve services• maintain both golf courses to a high standard.


The position of Divisional Manager, Lifestyle and Community Services has delegations under the Council's Administrative Arrangements for the general working and business operations of City Venues, with responsibility to the Chief Executive Officer of Council.

City Venues will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

Riverstage

Lifestyle and Community Services Division manages Riverstage outdoor venue, located in the City Botanic Gardens. In addition to the venue operations associated with Riverstage, Lifestyle and Community Services also manages the venue maintenance services at this site.

Lifestyle and Community Services will:• provide a high level of customer service• provide value for money products and services• explore innovative and sustainable improvements to the productivity of Riverstage• explore opportunities with private enterprise to improve services• maintain the venue to a high standard.


The position of Divisional Manager, Lifestyle and Community Services has delegations under the Council's Administrative Arrangements for the general working and business operations of City Venues, with responsibility to the Chief Executive Officer of Council.

City Venues will report on financial and non-financial outcomes, indicators and targets as contained in the Annual Plan and Budget document.

202


Golf Courses 2016-17 2017-18 2018-19 2019-20

203


Budgeted Income Statement Anticipated Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 3,399 3,484 3,672 3,761Community service obligations 48 1,274 1,390 1,512Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -Total revenue 3,447 4,758 5,062 5,273

Expenses

Employee costs 1,091 1,045 1,058 1,089Materials and services 2,104 2,610 2,793 2,923Depreciation and amortisation - 891 994 1,040Finance costs - - - -Competitive neutrality costs - - - -Other expenses 207 212 217 221Total expenses 3,402 4,758 5,062 5,273



3,402 4,758 5,062 5,273

Net surplus/(loss) before tax 45 - - -

Imputed income tax 14 - - -


31 - - -

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Riverstage 2017-18 2018-19 2019-20Budgeted Income Statement Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000

Revenue

External revenue 2,417 2,477 2,539Community service obligations 539 571 602Interest revenue - - -Other revenue - - -Gain/(loss) on disposal - - -Total revenue 2,956 3,048 3,141

Expenses

Employee costs 343 363 359Materials and services 2,510 2,581 2,677Depreciation and amortisation 103 104 105Finance costs - - -Competitive neutrality costs - - -Other expenses - - -Total expenses 2,956 3,048 3,141

Less costs allocated to internal services - - -

Total expenses relating to external services 2,956 3,048 3,141

Net surplus/(loss) before tax - - -

Imputed income tax - - -

Increase/(decrease) in operating capability after tax - - -

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Asset Portfolio Management

Asset Portfolio Management's aim is to deliver and manage a corporate real estate property portfolio to Council which can be benchmarked against industry standards.

Activities undertaken to achieve this aim include:

• providing a knowledgeable resource for the management and delivery of property asset management across the organisation

• managing Council’s real estate portfolio in a manner that optimises the financial return and benefit to the organisation, while facilitating Council’s urban renewal and development initiatives

• managing Council's property lease portfolio for land, buildings (commercial, retail, industrial, residential), advertising signs/billboards and telecommunication installations from initial identification of need through to surrender/termination.

• providing comprehensive property services including management of the assigned built environment particularly relating to maintenance initiatives, corporate property services contracts, risk management practices and legislative and statutory compliance matters such as environmental and heritage management and workplace health and safety.

• Fire and Life Safety - provide Council sites with "Building Fire and Life Safety" maintenance standards and compliance. Manage and reduce risk of loss of life and property. Ensure sites are safe to occupy. Liaise with authorities and regulatory bodies on compliance. Work with FPAA on improved standards.

Community service obligations

With the inclusion of City Hall building and Sport and Aquatic Centres within the Asset Portfolio Management business activity, this has given rise to a CSO from this financial year, in consideration of the significant involvement of those facilities in achieving community objectives for which full cost recovery is not undertaken.

City Hall administers the Lord Mayor’s Community Service Obligation fund that supports community use of the facility for functions and events. The City Hall facility remains accessible to residents and visitors of Brisbane. Public areas in the facility are open daily. The facility is closed three days per year and open from 8am-5pm weekdays and 9am-5pm weekends.

Similarly, managing the Sports and Aquatic Centres incorporates Calamvale Community Sports Centre, Acacia Ridge Leisure Centre, Hibiscus Sports Complex and the 21 community pools. APM provides the operational maintenance and asset coordination at the venues.

In meeting community objectives, Asset Portfolio Management seeks to:

• facilitate the service operators to provide a high level of customer service• facilitates the provision of value for money products and services which involves subsidising services• explore innovative and sustainable improvements to the productivity of its sports and aquatic facilities• explore opportunities with private enterprise to improve services• manage events on behalf of Council and the community in a professional and cost-effective manner• maintain facilities to a high standard and maintain the heritage facility to a high standard

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Asset Portfolio Management 2016-17 2017-18 2018-19 2019-20Budgeted Income Statement Anticipate

d Proposed Proposed Proposedfor the year ending 30 June 2018 $000 $000 $000 $000

Revenue

External revenue 11,278 11,198 10,887 11,209Community service obligations 10,556 11,160 11,862 12,355Interest revenue - - - -Other revenue - - - -Gain/(loss) on disposal - - - -Total revenue 21,834 22,358 22,749 23,564

Expenses

Employee costs 480 482 492 504Materials and services 84,784 90,938 94,189 96,663Depreciation and amortisation 16,713 17,653 18,609 19,250Finance costs 10,313 10,311 10,300 10,080Competitive neutrality costs - - - -Other expenses - - - -Total expenses 112,290 119,384 123,590 126,497





Increase/(decrease) in operating capability after tax 4,288 4,215 3,761 3,827

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Revenue Policy

Brisbane City CouncilRevenue Policy 2017-18

AUTHORITY:Section 185 of the City of Brisbane Regulation 2012 requires that Council annually review its revenue policy for each financial year.

OVERVIEW: The purpose of this revenue policy is to state –

(a) the principles that Council intends to apply in the 2017-18 financial year for –

(i) levying rates and charges; and

(ii) granting concessions for rates and charges; and

(iii) recovering overdue rates and charges; and

(iv) cost-recovery methods; and

(b) if Council intends to grant concessions for rates and charges—the purpose for the concessions; and

(c) the extent to which physical and social infrastructure costs for a new development are to be funded by charges for the development.

APPLICABILITY: This revenue policy will apply to the financial year from 1 July 2017 to 30 June 2018.

The revenue policy contains principles to be used in preparing the budget. It will also be used when reviewing, preparing and applying related policies, procedures and guidelines effective in 2017-18.

The revenue policy is part of Council’s budget; and the budget will be available for inspection at Council’s public office and its web site at–

http://www.brisbane.qld.gov.au/about-council/council-information-rates/news-publications

POLICY: The following principles apply–

(a) Revenue raising principles

(i) Levying rates and charges

In making and levying rates and charges, Council is required to comply with the requirements of Queensland and Australian legislation.

Where appropriate, the principle of user pays will be applied in the making of charges so as to minimise the impact of these charges on the local economy.

Council will also have regard to the principles of–

• equity by reference to the value or quality of land

• transparency in the making and levying of rates and charges

• clarity in terms of responsibilities (Council’s and ratepayer's) in regard to the rating process

• partnering, in assisting the smooth running of the local economy by timing the levying of rates to take into account the financial cycle of local economic activity

• National Competition Policy legislation where applicable and

• efficiency, in having a rating regime that is efficient to administer.

Revenue Policy

(ii) Granting concessions for rates and charges

In considering the application of concessions, Council will be guided by the principles of–

• equity by reference to the value or quality of land within the local community

• equality by providing the same treatment for ratepayers with similar circumstances

• transparency by making clear the requirements necessary to receive concessions

• flexibility to allow Council to respond to local economic issues and

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

(iii) Recovering overdue rates and charges

Council will exercise its rate recovery powers pursuant to the provisions of Part 12 of Chapter 4 of the City of Brisbane Regulation 2012 in order to reduce the overall rate burden on ratepayers. It will be guided by the principles of–

• transparency by making clear the obligations of ratepayers and the processes used by Council in assisting them meet their financial obligations

• clarity and cost effectiveness in the processes used to recover overdue rates and charges

• equity by determining appropriate arrangements for different sectors of the community

• equality by providing the same treatment for ratepayers with similar circumstances and

• flexibility by responding where necessary to changes in the local economy.

(iv) Cost-recovery fees

Pursuant to the provisions of section 99 of the City of Brisbane Act 2010, Council will establish fees to recover costs associated with the provision of certain activities or services.

Council will be guided by the principles of–

• clarity in the identification of cost drivers and

• neutrality in that the fee will represent no more than the full cost to Council of taking the action for which the fee is charged.

Council will make publicly available a register of cost-recovery fees.

(b) Purpose of concessions for rates and chargesCouncil provides rates and charges concessions for–

(i) pensioners who comply with eligibility criteria set out in the “Partial Remission of Rates & Charges for Pensioners Policy” and

(ii) not-for-profit organisations which comply with eligibility criteria set out in its “Revenue Policy: Partial Remission of General Rates (Not-for-profit Organisations)”.

These concessions have been made available in accordance with the provisions of Part 10 of Chapter 4 of the City of Brisbane Regulation 2012.

The purpose of these provisions is to–

(i) acknowledge that approved pensioners have a limited financial capacity and

(ii) support the social benefit of the principal activities of qualifying not-for-profit organisations.

(c) Infrastructure cost recovery

Council will levy adopted infrastructure charges for development infrastructure with development approvals for new development. The amounts of those adopted infrastructure charges are determined by a Council resolution made under the Sustainable Planning Act 2009 (SPA) or the Planning Act 2016 (PA) once proclaimed.

209

Revenue Policy

POLICY OWNER:Chief Financial Officer, Organisational Services Division

FURTHER ASSISTANCE:For further information, please refer to the “About Council - Publications” page on Council’s website at:

http://www.brisbane.qld.gov.au/about-council/council-information-rates/news-publications

RELATED INFORMATION:This policy is Council's strategic revenue policy.

There are various administrative policies and arrangements that make up the total Council response to revenue management.

REVIEW DATE:The revenue policy must be reviewed annually and in sufficient time to allow an annual budget that is consistent with the revenue policy to be adopted for the next financial year.

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Revenue Statement

Brisbane City CouncilRevenue Statement 2017-18

1. OVERVIEWThe purpose of this Revenue Statement is:

to provide an explanatory statement outlining and explaining the revenue raising measures adopted in the budget and

to comply in all respects with legislative requirements.

2. APPLICABILITYThis Revenue Statement applies to the financial year from 1 July 2017 to 30 June 2018. It is approved in conjunction with the Budget as submitted to Council on 14 June 2017.

Council may, by resolution, amend its Revenue Statement for a financial year at any time before the year ends.

It is not intended that this Revenue Statement reproduce all related policies. Related policies will be referred to where appropriate and will take precedence should clarification be required.

This document is to be read in conjunction with the 2017-18 budget documents including The Lord Mayor's Budget Speech, the Budget contained in the Annual Plan and Budget document (including the Resolution of Rates and Charges (the Resolution)), and the Schedule of Fees and Charges (the Schedule).

3. INTERPRETATIONPursuant to the provisions of the City of Brisbane Act 2010 (the Act) and the City of Brisbane Regulation 2012 (the Regulation), the following explanation of the revenue raising measures adopted in the 2017-18 Budget is provided.

4. RATES AND CHARGESFor the financial year ending 30 June 2018, Brisbane City Council will make and levy rates and charges. These rates and charges are outlined in Council's Resolution of Rates and Charges for 2017-18 ( the Resolution) which is contained within the 2017-18 Budget Document. Rates and charges will include:

(a) Differential general rates

(b) Special rates

(c) Separate rates

(d) Special charges and

(e) Utility charges for waste management.

4.1 Differential general ratesBrisbane City Council will use a system of differential general rating for 2017-18. A differential system of rates provides equity through recognising the value or quality of land, level of services required, use of the property and the final impact on ratepayers. These factors, along with the rateable value of the land, have been considered in determining the differential general rate.

The differential general rate will be calculated using the averaging of valuations as provided for under the Regulation.

There will be 76 differential general rating categories in 2017-18. The categories and the relevant criteria are outlined in the Differential General Rating Table in section 4 of the Resolution. A summary follows. An explanation of the land use codes is contained in the document "Brisbane City Council Land Use Codes 1 July 2017" (the Land Use Codes) as tabled with the Budget.

4.1.1 Category 1 (Residential – Owner Occupied)Inclusion in this category is restricted to residential dwelling houses and dwelling units where the sole use is as the principal place of residence of the owner/s. Eligibility for

Revenue Statement

inclusion in this category is limited to individuals only and does not include premises owned or partially owned by a:

(i) Company

(ii) Trust

(iii) Organisation or

(iv) any entity other than an individual.

This is regardless of whether the premises are occupied by a stakeholder or even the sole stakeholder of that company, trust, organisation or entity.

Such instances would be regarded as being a secondary residential purpose and included in differential rating category 7.

The single exception to this limitation is where a property is held under a ‘special disability trust’.

Vacant land included in one of the qualifying City Plan 2014 areas as listed in the ‘general criteria’ of category 1 in the Resolution may also be included in this category.

4.1.2 Category 2a (Commercial/Non-Residential – Group A)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a commercial/non-residential purpose and are:

(i) characterised by the ‘specific criteria’ for category 2a of the differential rating table contained in the Resolution and

(ii) located outside of the boundaries of the Central Business District (CBD) and the CBD Frame as defined in the above resolution.

This category also includes:

(i) residential premises that:

(a) exceed the allowable limits of commercial/non-residential activity in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution or

(b) instances where a commercial/non-residential improvement co-exists with or within a residential premises regardless of whether that commercial/non-residential improvement is presently utilised or not. Such a case establishes a potential commercial/non-residential purpose.

and(ii) vacant land located outside the boundaries of the CBD or the CBD Frame that does

not comply with the conditions for vacant land inclusion in category 1 as listed in the ‘general criteria’ of category 1 in the Resolution.

4.1.3 Category 2b – 2l (Commercial/Non-Residential – Group B to Group L)Inclusion in this category is intended for those properties which in all other respects meet the criteria set out in category 2a above but are also identified and categorised in the table shown at section 15.7 of the Resolution.

4.1.4 Category 3 (Rural)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential (Rural) purpose and are characterised by the ‘specific criteria’ for Category 3 of the differential rating table contained in the Resolution.

4.1.5 Category 4 (Multi-Residential)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a multi-residential purpose and are characterised by the ‘specific criteria’ for Category 4 of the differential rating table contained in the Resolution.

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Revenue Statement

4.1.6 Category 5a (Central Business District – Group A)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential purpose and are:

(i) characterised by the ‘specific criteria’ for category 5a of the differential rating table contained in the Resolution and

(ii) located within the boundaries of the Central Business District (CBD) as defined by the map shown at section 15.1 of the above resolution.


(i) residential premises that:

(a) exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution or

(b) instances where a non-residential improvement co-exists with or within a residential premises regardless of whether that non-residential improvement is presently utilised or not. Such a case establishes a potential non-residential purpose

and

(ii) vacant land located within the boundaries of the CBD that does not comply with the conditions for vacant land inclusion in category 1 as listed in the ‘general criteria’ of category 1 in the Resolution.

4.1.7 Category 5b – 5w (Central Business District – Group B to Group W)Inclusion in this category is intended for those properties which in all other respects meet the criteria set out in category 5a above but are also identified and categorised in the table shown at section 15.4 of the Resolution.

4.1.8 Category 6 (Other)Entry into this category will be limited to properties where the land does not conform to the criteria of any other category.

4.1.9 Category 7 (Residential: Non-owner Occupied or Mixed Use)Inclusion in this category is limited to predominantly residential premises where:

(a) the premises is not the principal place of residence of at least one person who constitutes the owner of the property and/or

(b) the owner or occupier conducts non-residential activities upon the property not in excess of the limitations set out in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution.

4.1.10 Category 8a – 8k (Large Regional Shopping Centre – Group A to Group K)Inclusion in this category is intended for those properties which are identified and categorised in the table shown at section 15.5 of the Resolution.

4.1.11 Category 9a – 9d (Major Regional Shopping Centre – Group A to Group D)Inclusion in this category is intended for those properties which are identified and categorised in the table shown at section 15.6 of the Resolution.

4.1.12 Category 10 (CTS – Residential: Owner Occupied)Inclusion in this category is restricted to residential dwelling houses and dwelling units where the sole use is as the principal place of residence of the owner/s. Eligibility for inclusion in this category is limited to individuals only and does not include premises owned or partially owned by a:

(i) Company

(ii) Trust

(iii) Organisation or

(iv) Any entity other than an individual.213

Revenue Statement

This is regardless of whether the premises are occupied by a stakeholder or even the sole stakeholder of that company, trust, organisation or entity.

Such instances would be regarded as being a secondary residential purpose and included in differential rating category 7.

The single exception to this limitation is where a property is held under a ‘special disability trust’.

4.1.13 Category 11a (CTS – Commercial/Non-Residential – Group A)Inclusion in this category is intended for those properties which form part of a community titles scheme and are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential purpose and are:

(i) characterised by the ‘specific criteria’ for category 11 of the differential rating table contained in the Resolution and

(ii) located outside of the boundaries of the Central Business District (CBD) and the CBD Frame as defined in the above resolution.

This category also includes residential premises that:


(b) instances where a commercial/non-residential improvement co-exists with or within a residential premises regardless of whether that commercial/non-residential improvement is presently utilised or not. Such a case establishes a potential commercial/non-residential purpose.

4.1.14 Category 11b (CTS – Commercial/Non-Residential – Group B)Inclusion in this category is intended for those properties which in all other respects meet the criteria set out in category 2l above at (4.1.3) but are part of a community title scheme.

4.1.15 Category 12 (CTS – Multi-Residential)Inclusion in this category is intended for those properties which form part of a community titles scheme and are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a multi-residential purpose and are characterised by the ‘specific criteria’ for category 12 of the differential rating table contained in the Resolution.

4.1.16 Category 13 (CTS – Central Business District)Inclusion in this category is intended for those properties which form part of a community titles scheme and are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential purpose and are:


(ii) located within the boundaries of the Central Business District (CBD) as defined in the Resolution.

This category also includes residential premises that:


(b) instances where a non-residential improvement co-exists with or within a residential premises regardless of whether that non-residential improvement is presently utilised or not. Such a case establishes a potential non-residential purpose.

4.1.17 Category 14 (CTS – Residential: Non-owner Occupied or Mixed Use)Inclusion in this category is limited to predominantly residential premises which form part of a community titles scheme and where:

(a) the premises is not the principal place of residence of at least one person who constitutes the owner of the property and/or

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Revenue Statement

(b) the owner or occupier conducts non-residential activities upon the property not in excess of the limitations set out in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution.

4.1.18 Category 15 (CTS – Minor Lot)Inclusion in this category is limited to predominantly non-residential lots which form part of a community titles scheme and where the lot is used as a car parking space, storage cupboard, storage unit, advertising hoarding or purposes of a like nature. The purpose of the lot is not for use as a habitable area.

4.1.19 Category 16 (CBD Frame Commercial/Non-Residential)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential purpose and are:


(ii) located within the boundaries of the CBD Frame as defined by the map shown at section 15.2 in the above resolution.


(i) residential premises:

(a) that exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution or

(b) where a non-residential improvement co-exists with or within a residential premises regardless of whether that non-residential improvement is presently utilised or not. Such a case establishes a potential non-residential purpose

and

(ii) vacant land located within the boundaries of the CBD Frame that does not comply with the conditions for vacant land inclusion in category 1 as listed in the ‘General Criteria’ of category 1 in the Resolution.

4.1.20 Category 17 (CTS – CBD Frame Commercial/Non-Residential)Inclusion in this category is intended for those properties which form part of a community titles scheme and are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a non-residential purpose and are:


(ii) located within the boundaries of the CBD Frame as defined by the map shown at section 15.2 in the above resolution.

This category also includes residential premises:

(a) that exceed the allowable limits of non-residential activity in columns ‘2’ and ‘3’ of the table shown at section 15.3 of the Resolution or

(b) where a non-residential improvement co-exists with or within a residential premises regardless of whether that non-residential improvement is presently utilised or not. Such a case establishes a potential non-residential purpose.

4.1.21 Category 18 (Commercial/Non-Residential – Special Concession) Inclusion in this category is intended for those properties which in all other respects meet the criteria set out in category 16 above but are also identified and categorised in the table shown at section 15.8 of the Resolution.

4.1.22 Category 19 (CTS – Commercial/Non-Residential – Special Concession)Inclusion in this category is intended for those properties which in all other respects meet the criteria set out in category 17 above but are also identified and categorised in the table shown at section 15.8 of the Resolution.

215

Revenue Statement

4.1.23 Category 20 (Commercial/Non-Residential – Concessional)Inclusion in this category is intended for those properties that have formerly been subject to exemption from rates under section 5 schedule 1(f) of the Resolution but are determined to be no longer exempt and are characterised by the ‘specific criteria’ for category 20 of the Differential Rating table contained in the Resolution.

4.1.24 Category 21a – 21d (Drive-In Shopping Centre)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a drive-in shopping centre and are characterised by the ‘specific criteria’ for category 21a to 21d of the differential rating table contained in the Resolution.

These categories are distinguished by the gross land area of the property as follows:

Category 21a < 20,000m2

Category 21b 20,000m2 to 25,000m2

Category 21c 25,001m2 to 50,000m2

Category 21d > 50,000m2

4.1.25 Category 22a – 22e (Retail Warehouse)Inclusion in this category is intended for those properties which are being utilised or have the potential to be utilised by virtue of improvements or activities conducted upon the property for a retail warehouse and are characterised by the ‘specific criteria’ for category 22a to 22e of the differential rating table contained in the Resolution.

These categories are distinguished by the gross land area of the property as follows:

Category 22a < 7,500m2

Category 22b 7,500m2 to 20,000m2

Category 22c 20,001m2 to 40,000m2

Category 22d 40,001m2 to 90,000m2

Category 22e > 90,000m2

4.2 Differential minimum general ratesDifferential minimum general rates will be levied.

This rate takes into account the minimum cost per annum of providing common services which are provided to every ratepayer as well as basic general administration costs and provides equity by reference to the value or quality of land between the various categories.

4.3 Limitation on rate increasePursuant to section 108 of the City of Brisbane Regulation 2012, Council has determined to apply an annual limitation on the increase in the differential general rate on all rateable land in category 1, category 10, category 16 and category 17.

In the case of category 1 and 10 ratepayers this reduces the financial impact where valuation increases significantly exceed the average increase in the valuation of other ratepayers within those categories.

In the case of category 16 and category 17 ratepayers the limitation is applied to manage the impact of change brought about by the inclusion in these categories. The amount which increases in differential general rates are limited to is set within the Resolution.

4.4 Special rates Special rates will be made and levied for the provision of a service, facility or activity for Malls, Beautification Schemes, Suburban Centre Improvement Projects and Living Village Developments. The Resolution specifies the areas to be levied and the amount of each levy. Maps of each area are tabled at Council's annual budget meeting with the budget document.

216

Revenue Statement

Council is of the opinion that all land within the areas levied, receives a special benefit from those activities, services or facilities undertaken within that area.Separate rates

4.5 Separate rates

4.5.1 Environmental Management and Compliance LevyA separate rate will be levied on all rateable land for environmental management and compliance purposes. These purposes and the amount of the levy are outlined in the Resolution.

Council considers it appropriate that the separate rate be made and levied on the average rateable value of all land in accordance with the differential general rating category. A minimum amount is payable. Revenue raised from this levy will be used only to fund either all or part of the costs associated with these purposes.

It is considered to be more appropriate to raise funds by a separate rate rather than from general funds to ensure the community is aware of Council’s commitment to protecting and enhancing the natural environment and to meeting Council's obligations under the Environment Protection Act 1994.

4.5.2 Bushland Preservation Levy - Environment Function A separate rate will be levied on all rateable land for bushland preservation purposes. These purposes and the amount of the levy are outlined in the Resolution.

Council considers it appropriate that the separate rate be made and levied on the average rateable value of all land in accordance with the differential general rating category. A minimum amount is payable. Revenue raised from this charge will be used only to fund either all or part of the costs associated with this purpose. This includes the acquisition, protection and maintenance of bushland.

It is considered to be more appropriate to raise funds by a separate charge rather than from general funds to ensure the community is aware of Council’s commitment to acquiring and protecting natural bushland areas in the City.

4.6 Special charges Special charges will be made and levied for Rural Fire Services. The Resolution specifies the areas to be levied and the amount of each levy. Maps of each area are tabled at Council's annual budget meeting with the budget document.

Council is of the opinion that all land within the areas levied, receives a special benefit from those activities, services or facilities undertaken within that area.

4.7 Utility Charges for waste managementUtility Charges are made and levied for the supply of waste management services for occupied land or a structure.

The Waste Utility Charge will be set to recover the costs associated with the provision of waste management and recycling solutions that are competitive, environmentally responsible and reflect a commitment to community safety and industry best practice.

The amount of the charge for the supply of a waste management, collection and disposal service is dependent upon:

the amount of services required (i.e. mobile bin, bulk bin, or other waste collection and disposal service) and/or

the type of property (i.e. a community title scheme).

The specific charges and other conditions are listed in the Resolution.

217

Revenue Statement

5. REBATES AND CONCESSIONS ON RATES AND CHARGES

5.1 PensionersIt is Council’s policy to provide assistance by way of a partial remission of rates to eligible pensioners from whom an application has been received.

Generally, an eligible pensioner may be:

a client of Centrelink and/or the Department of Veterans' Affairs, in receipt of a pension and

in possession of a Queensland issued Pensioner Concession Card and/or a Queensland issued Repatriation Health Card for All Conditions (Gold Card) and

a person who is the registered owner of the property in question and resides there permanently, or an owner of a property held under a ‘special disability trust’ and

a person from whom an application has been received.

The level of the remission is set by a resolution of Council and may be amended from time to time.

The specific eligibility criteria are outlined in Council's “Partial Remission of Rates and Charges for Pensioners Policy”.

5.2 Not-for-Profit (Welfare and Community) OrganisationsBrisbane City Council will offer a partial remission of general rates to certain not-for-profit organisations that provide or support essential welfare or community services to the residents of Brisbane. This is consistent with the outcomes of Council’s Revenue Policy which states in part: “Council will be guided by the principles of: .… responsiveness to community expectations of what activities should attract assistance from Council”.

The desired outcome of the provision of this partial remission is to free up resources for eligible organisations that can be directed towards achieving or enhancing their principal objectives.

To be eligible for this partial remission, an applicant organisation must comply with all of the criteria set out in the questionnaire. This questionnaire takes the form of a self-assessment process by which applicants can gauge their eligibility for consideration for a partial remission.

A remission is limited to not-for-profit organisations that are deemed to be either ‘Welfare’ or ‘Community’ focused and is defined broadly as follows:

5.2.1 ‘Welfare’ – means principal objectives which provide: Disability support – to provide support, education, therapy, respite or any other

form of assistance to the aged or people with disabilities or chronic illness and/or their carers; or

Social support – to provide practical support such as emergency accommodation, food, clothing, counseling or any other form of assistance to socially disadvantaged members of the general community.

As a guide, these principal objectives may typically include services such as:

counseling, education, research support, vocational training for the disadvantaged, advocacy, respite care, family support, substance dependence education, counseling and rehabilitation, referral, life education, sheltered workshops, guide dog training, social work, or any other service which supports or enhances the quality of life of its clients.

5.2.2 ‘Community’ - means principal objectives which: promote and encourage social cohesion through the provision of community

services or activities, the furthering of multiculturalism or the support of identifiable groups who may require specific support due to age, gender, religion, ethnicity, health, disability or some other factor that sets a group apart from the general community or

provide or support an essential service on a volunteer basis or

encourage the appreciation and/or protection of the natural environment or

preserve and promote an appreciation of culture or heritage.

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Revenue Statement

As a guide, these principal objectives may typically include services such as:

non-formal youth education and training, youth activities, personal development, cultural or ethnic activities supporting a cohesive multi-cultural society, community education, environmental awareness, social justice, arts and heritage conservation and promotion, any other activity or service which is provided by a group of volunteers that enhances the liveability, cultural diversity, environment or social cohesiveness of the Brisbane community.

5.3 Bushland Preservation Levy remission Properties for which the owner has entered into a ‘voluntary conservation agreement’ or a ‘land for wildlife agreement’ with Brisbane City Council over the whole or part of their land may be remitted the Bushland Preservation Levy in full.

5.4 Owner Occupier remissionOwner Occupier remission is provided to category 1 and 10 ratepayers as a limitation to their annual general rate increase.

5.5 Rate capping remissionRate capping remission is provided to category 16 and category 17 ratepayers as a limitation to their annual general rate increase.

5.6 Other remissions Other remission may be considered on a case by case basis.

6. DISCOUNTS FOR PROMPT PAYMENTTo encourage the prompt payment of rates and charges on certain properties, a discount will be allowed on general rates, if all rates and charges and arrears are paid within 30 days after the issue of a rate notice.

The discount rates and conditions are specified in the Resolution.

7. EXEMPTIONS FROM GENERAL RATINGAny land used for public, religious, charitable or educational purposes and:

(a) for which an application has been received from the owner and

(b) which is approved by Council as eligible for exemption and

(c) is identified in schedule 1 of the Resolution

is exempt from general rating, special rating and charging, and separate rating and charging.

Further details are specified in the Resolution.

8. FEES AND CHARGESCouncil levies a range of fees and charges for:

(a) Cost-Recovery fees as defined by section 99 of the City of Brisbane Act 2010 and

(b) Commercial/Other fees for the provision of a service or facility not deemed acost-recovery fee under the section 242(3)(c) of the City of Brisbane Act 2010.

These are defined in the Schedule adopted by resolution and published annually as part of Council’s budget.

9. COST-RECOVERY FEESCouncil may fix a Cost-Recovery fee for any of the following:

(a) an application for, or the issue of, an approval, consent, licence, permission, registration or other authority under a local government act

(b) recording a change of ownership of land

(c) giving information kept under a local government act

(d) seizing property or animals under a local government act.

219

Revenue Statement

The principles of Full Cost Pricing (National Competition Policy) and User Pays are applied in calculating all Cost-Recovery Fees of the Council.

Cost-Recovery Fees are listed in Council's Register of Cost-Recovery Fees.

10. CONCESSIONS FOR FEES AND CHARGESCouncil provides a range of concessions or discounts on certain Fees and Charges.

10.1. Type 1 ConcessionsThese cover a range of different Fees and Charges, and are restricted to charitable organisations listed in ‘Appendix A’ of the Schedule, or to charitable organisations able to meet the criteria for listing outlined in the paragraph below. The quantum of concession varies and is specified in the Schedule.

Inclusion in this list is conditional upon the applicant organisation meeting the following criteria:

“To be eligible for inclusion in Appendix A of the Schedule of Fees and Charges, Charitable Organisations must hold registration with the Queensland Government Office of Fair Trading as a Charitable Purpose (CH type); registration as a Community Purpose (CP type) is not sufficient. A copy of a complying certificate type must be lodged with a written application.”

10.2. Type 2 ConcessionsThese concessions are restricted to a 50% partial remission of Public Health Licenses (except food) – Entertainment Venues and Events Fees and Charges.

Provision of these concessions is restricted to applicant not-for-profit organisations whose principal objectives meet the definitions of ‘Welfare’ or ‘Community’ as defined in the eligibility criteria of the Rates and Charges Concessions – “Not-for-Profit (Welfare and Community) Organisations” listed at 5.2.1 and 5.2.2.

Eligibility in this case is not restricted to organisations which own land or have applied for or have been granted a rates concession under the same provisions.

Applications for type 1 and type 2 concessions must be made in writing to the Chief Financial Officer (CFO), Brisbane City Council, who will assess eligibility and approve complying applications. The submission of a written application to the CFO is essential in order to be considered for concessions.

The CFO may also rule on the continuing eligibility of an applicant organisation for concessions.

11. COMMERCIAL CHARGESWhere Council conducts business activities on a commercial basis, the charges for the activity’s goods and services aim to cover the full cost of providing the services and facilities and, where they are provided in competition with the private sector, may include a commercially based rate of return and payments for community service obligations.

12. INFRASTRUCTURE COST RECOVERYCouncil will issue infrastructure charge notices for development infrastructure under an adopted infrastructure charges resolution made under the Sustainable Planning Act 2009 (“SPA”) or, once proclaimed, the Planning Act 2016 (“PA”), when issuing development approvals or compliance permits under SPA or PA. The Brisbane Adopted Infrastructure Charges Resolution details how the infrastructure charges are calculated.

Refer to:

www.brisbane.qld.gov.au/planning-building/applying-and-post-approval/infrastructure-charges/index.htm

13. GRANTS AND SUBSIDIESCouncil actively pursues opportunities for grants and subsidies offered by higher levels of government to defray costs that would otherwise have to be borne solely by ratepayers.

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Revenue Statement

14. DEPRECIATION AND NON-CASH EXPENSESIt is Council’s intention to fully fund depreciation and other non-cash expenses, so as to maintain operating capability.

15. OPERATING CAPABILITYThe change in operating capability is disclosed in the Budgeted Financial Statements.

It is intended to increase the operating capability to meet the needs of a growing city.

16. FURTHER INFORMATION16.1. Authority

It is a requirement of s160(2)(b) of the City of Brisbane Regulation 2012 that for each financial year Council must include a Revenue Statement as part of its annual budget.

Section 164 of the above regulation specifies the content of the Revenue Statement.

16.2. Guideline OwnerChief Financial Officer, Corporate Finance, Organisational Services Division.

16.3. Further AssistanceFor further assistance, please refer to the City of Brisbane Act 2010, the City of Brisbane Regulation 2012, or contact the Chief Financial Officer.

16.4. Related InformationThe Brisbane City Council Revenue Policy 2017-18 was reviewed by the Council delegate and is presented to Council for adoption on 22June 2017. This Revenue Statement has been prepared using principles therein.

There are various administrative policies and arrangements that make up the total Council response to revenue management. Some have been referred to above.

16.5. Review DateThis document will be reviewed annually in conjunction with the development of Council’s budget.

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Brisbane City CouncilResolution of Rates and Charges 2017-18

1. DEFINITIONS..................................................................................................................................... 220

2. LAND USE CODES............................................................................................................................ 220

3. AVERAGING OF LAND VALUES.......................................................................................................220

4. DIFFERENTIAL GENERAL RATES...................................................................................................220

5. EXEMPTIONS FROM GENERAL RATING........................................................................................239

6. SPECIAL RATES................................................................................................................................ 240

7. SEPARATE RATES............................................................................................................................ 2417.1 Environmental Management and Compliance Levy...............................................................2417.2 Bushland Preservation Levy – environment function.............................................................244

8. SPECIAL CHARGES..........................................................................................................................2478.1 Rural Fire Services Levy........................................................................................................247

9. UTILITY CHARGES............................................................................................................................ 2479.1 Waste utility charges..............................................................................................................247

10. GENERAL CHARGES........................................................................................................................ 24910.1 Fees and charges.................................................................................................................. 249

11. TERMS AND CONDITIONS...............................................................................................................24911.1 Levying of rates and utility charges........................................................................................24911.2 Discount on differential general rates.....................................................................................24911.3 Interest on unpaid rates and utility charges............................................................................24911.4 Goods and Services Tax (GST).............................................................................................249

12. CONCESSIONS................................................................................................................................. 24912.1 Partial remission of rates and charges for qualifying pensioner owners.................................249

12.1.1 Pensioners receiving the maximum rate of qualifying pension..................................250

12.1.2 Pensioners receiving less than the maximum rate of qualifying pension...................25012.2 Partial remission of general rates for certain Not-for-Profit Organisations.............................250

13. COMMONWEALTH LANDS...............................................................................................................250

14. DICTIONARY OF TERMS.................................................................................................................. 250

15. APPENDICES..................................................................................................................................... 25715.1 CBD differential rating boundary map....................................................................................25715.2 CBD FRAME differential rating boundary map.......................................................................25815.3 Determining residential categorisation for differential rating...................................................25915.4 Criteria for determining categorisation for differential rating categories

5b, 5c, 5d, 5e, 5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u, 5v and 5w from 1 July 2017..26215.5 Criteria for determining categorisation for differential rating categories

8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h, 8i, 8j and 8k from 1 July 2017...........................................................27015.6 Criteria for determining categorisation for differential rating categories

9a, 9b, 9c and 9d from 1 July 2017.............................................................................................27115.7 Criteria for determining categorisation for differential rating categories

2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i, 2j and 2k from 1 July 2017................................................................27115.8 Criteria for determining categorisation for differential rating categories

18 and 19 from 1 July 2017........................................................................................................273


PRESENTATION AND SUBMISSION BYTHE RIGHT HONOURABLE THE LORD MAYOR

FOR THE APPROVAL OF AND ADOPTION BY COUNCIL

Pursuant to the provisions of the City of Brisbane Act 2010 (the Act), the City of Brisbane Regulation 2012 (the Regulation), the Standing Rules and the Local Laws of Council, I present and submit to Council recommendations as to the rates, charges and fees to be fixed for the year ending 30 June 2018 for the approval of and adoption by Council.

1. DEFINITIONSThroughout this resolution, a term appearing in bold italic text is defined in section 14 – DICTIONARY OF TERMS.

2. LAND USE CODESUntil otherwise decided or amended, the land use codes set out in the document Brisbane City Council land use codes 1st July 2017 as tabled shall constitute the land use codes for rating and charging purposes.

3. AVERAGING OF LAND VALUESPursuant to section 67(4) of the Regulation, Council determines that, for the purpose of making and levying rates and charges for the financial year on rateable land:

a) the rateable value of land is to be the averaged value under section 67(4)(b) of the Regulation and

b) the average value will be calculated under section 69 of the Regulation and

c) for the purposes of section 69(2) of the Regulation the ‘3-year averaging number’ for the financial year is 0.93.

Note: For properties with land use code 72, the rateable value will be calculated in accordance with section 50(2) of the Land Valuation Act 2010.

4. DIFFERENTIAL GENERAL RATESa) For the purpose of making and levying differential general rates for the financial year on all

rateable land in the City, Council determines that –

(i) the categories into which the rateable land in the City is to be categorised are –

a) (subject to clause 4(b)), 76 in number and

b) identified by the ‘category’ of the Differential General Rating Table.

(ii) the criteria by which land is to be categorised as being in a particular one of those categories are specified in the ‘general criteria’ and ‘specific criteria’ columns of the Differential General Rating Table opposite the identification of the particular category.

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DIFFERENTIAL GENERAL RATING TABLECategory General criteria Specific criteria

1. Residential: Owner Occupied

This criterion will only apply where:

(a) the current use, or having regard to any improvements or activities conducted upon the land, the potential use of the subject land is solely principal residential purposes.

Where the land contains a dwelling house and otherwise meets the general criteria above, then this category will apply:

(i) regardless of the City Plan 2014 zone within which that land is situated and

1. only where the land represents the principal place of residence of at least one person who constitutes the owner/s of the land.

or

(b) the sole purpose for which the subject land is presently utilised is vacant land and is:

(i) wholly contained within a zone or combination of zones defined under Part 6 of City Plan 2014 as:

Conservation zoneEnvironmental management zoneRural zonewhere coexisting with another zone or code contained within this general criteria, Open space zoneEmerging community zoneLow density residential zoneCharacter residential zoneLow-medium density residential zoneMedium density residentialHigh density residential zone or a

(ii) Mixed use zone where the predominant use for which land may be utilised is a residential purpose or

(iii) Land contained within the Moreton Island settlements neighbourhood plan defined under Part 7 City Plan 2014 and as shown on the Moreton Island settlements neighbourhood plan map in schedule 2 of City Plan 2014, other than that contained within the resort area of the Tangalooma precinct or

(iv) Land that has been purchased by an individual for solely principal residential purposes following the re-configuration of allotments, will be deemed to meet the criteria of this category regardless of any current zone under City Plan 2014 and will continue until such time as the land is reclassified as residential

or

(c) the property meets this resolution’s definition of owner occupied multi-residential (single family)

Subject to meeting the general criteria –

1.Land to which the following land use codes apply –01 vacant urban land06 outbuilding/amenity block or94 vacant rural land andwhich meets the general criteria for this category.

2.Land to which the following land use code applies –02 single unit dwelling (dwelling house) used for

principal residential purposes.

3.The following land is specifically included in this category:

a. vacant land which meets the general criteria for this category or

b. premises that would otherwise be the owner’s principal place of residence but where the owner is incapable of occupancy due to ill or frail health and is domicile in a care facility, provided such premises remain unoccupied by any other person/s.

c. premises subject to a special disability trust, occupied by a deemed vulnerable pensioner owner.

4.Land to which the following land use code applies –03 multiple dwellingprovided that the property complies with this resolution’s definition of owner occupied multi-residential (single family).

2a. Commercial/Non-Residential – Group AThis criterion will apply where the land:

(a) Is used for non-residential purposes or has the potential predominant use by virtue of its improvements or activities conducted upon the land of non-residential purposes and

(b) Is located outside of the boundaries of the CBD or CBD Frame and

(c) Is characterised by one of the land use codes in the adjacent specific criteria attributable to this category.

(d) Does not comply with the specific criteria of categories 2b, 2c ,2d, 2e, 2g, 2h, 2i, 2j or 2k below.

Vacant land outside of the CBD or CBD Frame falls within this category where that land does not meet both the general and specific criteria of category 1 of this table.

Subject to meeting the general criteria –1.Land to which the following land use codes apply –01 vacant urban land06 outbuilding/amenity block72 vacant land – valuation discounted subdivided

land or94 vacant rural land and

a. is not residential purposes land orb. meets the general criteria of this category.

or2.Land to which the following land use codes apply –10 combined multiple dwelling and shop/s11 shop (single)13 shops – shopping group (2 to 6 shops)

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Category General criteria Specific criteria

15 shop (secondary retail)17 restaurant/fast food outlet (non drive-through)18 special tourist attraction19 walkway/ramp20 marina21 residential institution24 sales area25 office(s)26 funeral parlour27 hospital/convalescent home (medical care),

(private)28 warehouse and bulk stores32 wharves33 builder's yard/contractor's yard34 cold store - ice works35 general industry36 light industry38 advertising hoarding39 harbour industry41 child care centre42 hotel/tavern43 motel44 nurseries/garden centres45 theatres and cinemas46 drive-in theatre47 licensed clubs48 sports clubs/facilities50 other club (non-business)51 religious52 cemetery54 art gallery, museum, zoo (primary code only)55 library56 showgrounds/racecourses/airfields57 parks and gardens/bushland reserves58 educational59 access restriction strips63 boarding kennels/cattery91 utility installation92 defence force establishments95 reservoir, dam, bores96 public hospital97 welfare home/premises99 community protection centre.

2b. Commercial/Non-Residential – Group BThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and

(b) the specific criteria of differential rating category 2a and

(c) is characterised by the specific criteria opposite.

Subject to meeting the general criteria, a property will be included in this differential rating category where –As at the date of this resolution it was recorded in Council systems by reference to its common name, its property location or its real property description as shown in the table at section 15.7.

2c. Commercial/Non-Residential – Group CThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2d. Commercial/Non-Residential – Group DThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and



Subject to meeting the general criteria, a property will be included in this differential rating category where –As at the date of this resolution it was recorded in Council systems by reference to its common name, its property location or its real property description as

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shown in the table at section 15.7.

2e. Commercial/Non-Residential – Group EThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2f. Commercial/Non-Residential – Group FThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2g. Commercial/Non-Residential – Group GThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2h. Commercial/Non-Residential – Group HThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2i. Commercial/Non-Residential – Group IThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2j. Commercial/Non-Residential – Group JThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2k. Commercial/Non-Residential – Group KThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a above and




2l. Commercial/Non-Residential – Group LThis criterion will apply where the land is: Subject to meeting the general criteria –

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(a) used for non-residential purposes or has the potential predominant use by virtue of its improvements or activities conducted upon the land of non-residential purposes and

(b) located outside of the boundaries of the CBD or CBD Frame and

(c) characterised by one of the land use codes in the adjacent specific criteria attributable to this category.

(d) does not comply with the specific criteria of categories 2b to 2k above.

Land to which the following land use codes apply –

12 shops – shopping group (> than 6 shops)22 car park29 transport terminal30 service station31 oil depots37 noxious/offensive industry40 extractive industry73 restaurant/fast food outlet (drive-through)

3. Rural

This criterion will apply where the land is:


(b) characterised by one of the land use codes in the adjacent specific criteria attributable to this category.

Subject to meeting the general criteria –Land to which the following land use codes apply –62 wholesale production nursery64 livestock grazing – breeding65 livestock grazing – breeding and fattening66 livestock grazing – fattening67 goats68 dairy cattle – quota milk69 dairy cattle – non-quota milk74 turf farms75 sugar cane79 orchards80 tropical fruits81 pineapple82 vineyards83 small crops and fodder irrigated84 small crops and fodder non-irrigated85 pigs86 horses87 poultry88 forestry and logs89 animals - special.

4. Multi-Residential




Subject to meeting the general criteria –Land to which the following land use codes apply –03 multiple dwelling07 guest house/private hotel / hostel49 caravan park53 re-locatable home park60 retirement facilitiesand land used as a multiple dwelling.

This criteria includes 'Bed & Breakfast' or 'Home-stay' style accommodation which does not comply with the Performance outcomes and Acceptable outcomes of the ‘Home based business code’ under Part 9 of City Plan 2014.

5a. Central Business District – Group AThis criterion will apply where the land meets:(a) the general criteria of differential rating category 2a or 2l above

and

(b) the specific criteria of differential rating category 2a or 2l and

is characterised by the specific criteria opposite.

Vacant land within the CBD falls within this category where that land does not meet both the general and specific criteria of category 1 of this table.

Subject to meeting the general criteria, a property will be included in this differential rating category where –

As at the date of this resolution it was located within the boundary line shown on the CBD differential rating boundary map at section 15.1.

5b. Central Business District – Group BThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and


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As at the date of this resolution it was recorded in Council systems by reference to its common name, its property location or its real property description as shown in the table at section 15.4.

5c. Central Business District – Group CThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5d. Central Business District – Group DThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5e. Central Business District – Group EThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




228


5f. Central Business District – Group FThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5g. Central Business District – Group GThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5h. Central Business District – Group HThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5i. Central Business District – Group IThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5j. Central Business District – Group JThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5k. Central Business District – Group KThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5l. Central Business District – Group LThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5m. Central Business District – Group MThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and



Subject to meeting the general criteria, a property will be included in this differential rating category where –As at the date of this resolution it was recorded in Council systems by reference to its common name,

229


its property location or its real property description as shown in the table at section 15.4.

5n. Central Business District – Group NThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5o. Central Business District – Group OThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5p. Central Business District – Group PThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5q. Central Business District – Group QThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5r. Central Business District – Group RThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5s. Central Business District – Group SThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5t. Central Business District – Group TThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and




5u. Central Business District – Group UThis criterion will apply where the land meets:(a) the general criteria of differential rating category 5a above and


230





5v. Central Business District – Group VThis criterion will apply where the land meets:

(a) the general criteria of differential rating category 5a above and





5w. Central Business District – Group WThis criterion will apply where the land meets:

(a) the general criteria of differential rating category 5a above and





6. OtherApplies only where land does not fall within categories:

1, 2a, 2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i, 2j, 2k, 2l, 3, 4, 5a, 5b, 5c, 5d, 5e, 5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u, 5v, 5w, 7, 8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h, 8i, 8j, 8k, 9a, 9b, 9c, 9d, 10, 11a, 11b, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21a, 21b, 21c, 21d, 22a, 22b, 22c, 22d or 22e

Land not included in categories –

1, 2a, 2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i, 2j, 2k, 2l, 3, 4, 5a, 5b, 5c, 5d, 5e, 5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u, 5v, 5w, 7, 8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h, 8i, 8j, 8k, 9a, 9b, 9c, 9d, 10, 11a, 11b, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21a, 21b, 21c, 21d, 22a, 22b, 22c, 22d or 22e

7. Residential: Non-owner Occupied or Mixed UseThis criterion will apply where the land is used for mixed residential purposes or secondary residential purposes, or has the potential predominant use by virtue of its improvements or activities conducted upon the land for these purposes.


Land to which the following land use codes apply –61 mixed residential70 secondary residential purposes72 Vacant land ( valuation discounted for

subdivided land).

8a. Large Regional Shopping Centre – Group A

This criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


231


8b. Large Regional Shopping Centre – Group BThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8c. Large Regional Shopping Centre – Group CThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8d. Large Regional Shopping Centre – Group DThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8e. Large Regional Shopping Centre – Group EThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8f. Large Regional Shopping Centre – Group FThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8g. Large Regional Shopping Centre – Group GThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8h. Large Regional Shopping Centre – Group HThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


232


8i. Large Regional Shopping Centre – Group IThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8j. Large Regional Shopping Centre – Group JThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


8k. Large Regional Shopping Centre – Group KThis criterion will apply where the land is used as a large regional shopping centre and is characterised by the specific criteria opposite.


9a. Major Regional Shopping Centre – Group A

This criterion will apply where the land is used as a major shopping centre and is characterised by the specific criteria opposite.


9b. Major Regional Shopping Centre – Group B

This criterion will apply where the land is used as a major shopping centre and is characterised by the specific criteria opposite.


9c. Major Regional Shopping Centre – Group CThis criterion will apply where the land is used as a major shopping centre and is characterised by the specific criteria opposite.


9d. Major Regional Shopping Centre – Group DThis criterion will apply where the land is used as a major shopping centre and is characterised by the specific criteria opposite.

Subject to meeting the general criteria, a property will be included in this differential rating category where –As at the date of this resolution it was recorded in Council systems by reference to either its common name, its property location or its real property description as shown in the table at section 15.6.

10. CTS – Residential: Owner Occupied * subject to Clause 4(b)This criterion will only apply where:the current use, or having regard to any improvements or activities conducted upon the land, the potential use of the subject land is solely principal residential purposes.


1.Land to which the following land use code applies –08 community titles scheme unit(s) used for

principal residential purposes.

233


Where the land contains a dwelling unit contained within a community titles scheme and otherwise meets the general criteria above, then this category will apply:

(a) regardless of the City Plan 2014 zone within which that land is situated and,

(b) only where the land represents the principal place of residence of at least one person who constitutes the owner/s of the land.

2.The following land is specifically included in this category:

a. premises that would otherwise be the owner’s principal place of residence but where the owner is incapable of occupancy due to ill or frail health and is domicile in a care facility, provided such premises remain unoccupied by any other person/s.

b. premises subject to a special disability trust, occupied by a deemed vulnerable pensioner owner.

11a. CTS – Commercial/Non-Residential – Group A * subject to Clause 4(b)



(b) located outside of the boundaries of the CBD or CBD Frame and



Land to which the following land use code applies –

08 community titles scheme unit(s), not used for residential purposes.

11b. CTS – Commercial/Non-Residential – Group B * subject to Clause 4(b)This criterion will apply where the land meets:(a) the general criteria of differential rating category 2l above and

(b) the specific criteria of differential rating category 2l and

(c) is primarily characterised by the specific criteria opposite.



08 community titles scheme unit(s), not used for residential purposes.

12. CTS – Multi-Residential * subject to Clause 4(b)This criterion will apply where the land is:




Land to which the following land use codes applies –

08 community titles scheme unit(s), and the property is being used as a multiple dwelling.

13. CTS – Central Business District * subject to Clause 4(b)

This criterion will apply where the land is:(a) used for non-residential purposes or has the potential

predominant use by virtue of its improvements or activities conducted upon the land of non-residential purposes and

(b) located within the boundaries of the CBD and



Land located within the CBD to which the following land use code applies –

08 community titles scheme unit(s), not used for principal residential purposes, mixed residential purposes or secondary residential purposes.

14. CTS – Residential: Non-owner Occupied or Mixed Use * subject to Clause 4(b)

This criterion will apply where the land is used for mixed residential purposes or secondary residential purposes or has the potential predominant use by virtue of its improvements or activities conducted upon the land for these purposes.



08 community titles scheme unit(s).

15. CTS – Minor Lot * subject to Clause 4(b)This criterion will apply where the land is:





08 community titles scheme unit(s),and the property is being used for a car parking space, storage cupboard, storage unit, advertising hoarding or purposes of a like nature.

16. CBD Frame Commercial/Non-ResidentialThis criterion will apply where the land meets: Subject to meeting the general criteria, a property

234


(a) the general criteria of differential rating category 2a or 2l above and

(b) the specific criteria of differential rating category 2a or 2l and


Vacant land within the CBD Frame falls within this category where that land does not meet both the general and specific criteria of category 1 of this table.

will be included in this differential rating category where –

As at the date of this resolution it was located completely within the boundary line shown on the CBD FRAME differential rating boundary map section 15.2.

17. CTS – CBD Frame Commercial/Non-Residential * subject to Clause 4(b)This criterion will apply where the land meets:

(a) the general criteria of differential rating category 11a or 11b above and

(b) the specific criteria of differential rating category 11a or 11b and


Subject to meeting the general criteria, a property will be included in this differential rating category where –As at the date of this resolution it was located completely within the boundary line shown on the CBD FRAME differential rating boundary map at section 15.2 and to which the following land use code applies –

08 community titles scheme unit(s), not used for principal residential purposes, mixed residential purposes or secondary residential purposes.

18. Commercial/Non-Residential – Special ConcessionThis criterion will apply where the land meets:(a) the general criteria of differential rating category 16 above and

(b) the specific criteria of differential rating category 16 and



19. CTS – Commercial/Non-Residential – Special Concession * subject to Clause 4(b)This criterion will apply where the land meets:

(a) the general criteria of differential rating category 17 above and

(b) the specific criteria of differential rating category 17 and




08 community titles scheme unit(s), not used for principal residential purposes, mixed residential purposes or secondary residential purposes, and


20. Commercial/Non-Residential – ConcessionalEntry into this category is restricted to those properties that have formerly been subject to exemption from rates under section 5 schedule 1(f) of this resolution but are determined to be no longer exempt.

Subject to meeting the general criteria, a property may be included in this differential rating category where – By examination of:

a. the usage of the land and/or

b. the visual, spatial and economic attributes of the land and/or

c. the existence of any partial use that may comply with current exemption criteria and

Council considers inclusion of a property into this category is appropriate.

21a. Drive-In Shopping Centre < 20,000 m2



(b) characterised by the land use code in the adjacent specific criteria attributable to this category.

Subject to meeting the general criteria –Land to which the following land use code applies –

16 drive-in shopping centres

and having a gross land area less than 20,000 m2.

235


21b. Drive-In Shopping Centre 20,000 m2 to 25,000 m2






and having a gross land area from 20,000 m2 to 25,000 m2.

21c. Drive-In Shopping Centre 25,001 m2 to 50,000 m2







21d. Drive-In Shopping Centre > 50,000 m2






and having a gross land area greater than 50,000 m2.

22a. Retail Warehouse < 7,500 m2





23 Retail Warehouse

and having a gross land area less than 7,500 m2.

22b. Retail Warehouse 7,500 m2 to 20,000 m2





23 Retail Warehouse


22c. Retail Warehouse 20,001 m2 to 40,000 m2





23 Retail Warehouse

and having a gross land area less than 20,001 m2 to 40,000 m2.

22d. Retail Warehouse 40,001 m2 to 90,000 m2





23 Retail Warehouse

and having a gross land area less than 40,001 m2 to 90,000 m2.

22e. Retail Warehouse > 90,000 m2




23 Retail Warehouse

and having a gross land area greater than 90,000 m2.

236



b) A property that is contained within one of the above categories (the "Original Category") that has a parity factor assigned to it by this resolution is automatically placed into a separate differential rating category referable to the Original Category and that parity factor. The criteria for this new category are the same as the Original Category with the addition of the parity factor.

c) The parity factor applicable to a property is calculated by reference to Table ‘A’.d) Council, using the criteria specified in the Differential General Rating Table identifies the category

in which each parcel of rateable land in the City is included.e) For the financial year the differential general rate is first calculated as set out opposite a category

determined under (a) and (b) and specified in Table ‘B’ and made equally on the rateable value of all rateable land in the City included in that category.

f) The result of (e) shall then be multiplied by the parity factor corresponding to the differential category determined under (a) and (b) and specified in Table ‘B’ to derive the differential general rates levied on an individual property.

g) The parity factor referred to in (a) and (b) and specified in Table ‘B’ and which forms part of the calculation of differential general rates shall be determined by reference to the following basis shown in table ‘A’.

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TABLE ‘A’

Band factor 1 factor 2

Afor each dollar of rateable value of the land upon which acommunity titles scheme is constructed up to and including $2,250,000 0.00000 0.0000 plus

Bfor each dollar of rateable value of the land upon which a community titles scheme is constructed from $2,250,001 up to and including $6,000,000 0.00760 0.0000 plus

Cfor each dollar of rateable value of the land upon which a community titles scheme is constructed from $6,000,001 up to and including $10,000,000 0.00970 0.0000 plus

Dfor each dollar of rateable value of the land upon which a community titles scheme is constructed in excess of $10,000,000 0.00225 0.0000 plus

for each dollar of rateable value apportioned to each lot within acommunity titles scheme by reference to its interest schedule lot entitlement under a community management statement

1.0000 1.0000

i. The parity factor referred to in Table ‘B’ is calculated to be the sum of factor 1 divided by the sum of factor 2

ii. Where the parity factor determined above exceeds 5, the parity factor is deemed to be 5.

TABLE ‘B’

Category DescriptionDifferential general rate (cents in the

dollar)

Differential general rate

minimumParity factor

1 Residential: Owner Occupied 0.2801 $685.88 1.0000

2a Commercial/Non-Residential – Group A 0.8896 $1,457.28 1.0000

2b Commercial/Non-Residential – Group B 0.8922 $66,199.12 1.0000

2c Commercial/Non-Residential – Group C 0.8922 $114,411.84 1.0000

2d Commercial/Non-Residential – Group D 0.3268 $1,457.28 1.0000

2e Commercial/Non-Residential – Group E 0.8922 $137,090.68 1.0000

2f Commercial/Non-Residential – Group F 0.8922 $68,150.20 1.0000

2g Commercial/Non-Residential – Group G 0.8922 $134,450.64 1.0000

2h Commercial/Non-Residential – Group H 0.8922 $174,768.04 1.0000

2i Commercial/Non-Residential – Group I 0.7539 $24,116.84 1.0000

2j Commercial/Non-Residential – Group J 0.8922 $99,239.12 1.0000

2k Commercial/Non-Residential – Group K 0.8922 $7,971.80 1.0000

2l Commercial/Non-Residential – Group L 0.8997 $1,457.28 1.0000

3 Rural 0.3223 $614.28 1.0000

4 Multi-Residential 0.4760 $887.96 1.0000

5a Central Business District – Group A 1.3165 $1,879.80 1.0000

5b Central Business District – Group B 1.0632 $222,237.00 1.0000

5c Central Business District – Group C 0.9574 $242,440.24 1.0000

5d Central Business District – Group D 1.0765 $303,050.32 1.0000

5e Central Business District – Group E 0.9637 $363,660.40 1.0000

238



dollar)



5f Central Business District – Group F 1.0941 $424,270.44 1.0000

5g Central Business District – Group G 1.2206 $484,880.56 1.0000

5h Central Business District – Group H 1.0650 $545,490.56 1.0000

5i Central Business District – Group I 1.5942 $599,921.52 1.0000

5j Central Business District – Group J 1.1617 $727,320.84 1.0000

5k Central Business District – Group K 1.8559 $875,271.84 1.0000

5l Central Business District – Group L 1.9380 $1,167,476.00 1.0000

5m Central Business District – Group M 1.3445 $1,277,180.00 1.0000

5n Central Business District – Group N 1.0268 $282,940.34 1.0000

5o Central Business District – Group O 1.4086 $1,317,438.00 1.0000

5p Central Business District – Group P 1.5800 $1,685,887.52 1.0000

5q Central Business District – Group Q 1.9739 $2,039,490.00 1.0000

5r Central Business District – Group R 1.7897 $2,023,579.64 1.0000

5s Central Business District – Group S 1.9380 $1,091,247.00 1.0000

5t Central Business District – Group T 1.8551 $741,689.32 1.0000

5u Central Business District – Group U 0.9568 $258,937.68 1.0000

5v Central Business District – Group V 1.0787 $503,549.40 1.0000

5w Central Business District – Group W 1.2451 $105,000.00 1.0000

6 Other 0.8896 $1,457.28 1.0000

7 Residential: Non-owner Occupied or Mixed Use 0.3663 $894.24 1.0000

8a Large Regional Shopping Centre – Group A 1.1618 $188,591.68 1.0000

8b Large Regional Shopping Centre – Group B 1.1618 $178,776.08 1.0000

8c Large Regional Shopping Centre – Group C 1.4265 $175,337.60 1.0000

8d Large Regional Shopping Centre – Group D 1.1699 $199,558.56 1.0000

8e Large Regional Shopping Centre – Group E 1.1423 $224,392.44 1.0000

8f Large Regional Shopping Centre – Group F 1.1643 $338,927.40 1.0000

8g Large Regional Shopping Centre – Group G 1.5745 $424,374.72 1.0000

8h Large Regional Shopping Centre – Group H 1.2000 $370,902.80 1.0000

8i Large Regional Shopping Centre – Group I 1.1213 $472,076.60 1.0000

8j Large Regional Shopping Centre – Group J 1.3484 $503,548.40 1.0000

8k Large Regional Shopping Centre – Group K 1.2000 $642,851.44 1.0000

9a Major Regional Shopping Centre – Group A 1.4572 $1,111,112.96 1.0000

9b Major Regional Shopping Centre – Group B 1.2572 $1,236,246.76 1.0000

239



dollar)



9c Major Regional Shopping Centre – Group C 1.4709 $1,537,289.04 1.0000

9d Major Regional Shopping Centre – Group D 1.3500 $1,545,225.88 1.0000

10 CTS – Residential: Owner Occupied 0.2791 $685.88 Refer TABLE ‘A’

11a CTS - Commercial/Non-Residential – Group A 0.9450 $1,457.28 Refer TABLE ‘A’

11b CTS - Commercial/Non-Residential – Group B 0.9449 $1,457.28 Refer TABLE ‘A’

12 CTS - Multi-Residential 0.5885 $887.96 Refer TABLE ‘A’

13 CTS - Central Business District 1.1745 $1,879.80 Refer TABLE ‘A’

14 CTS – Residential: Non-owner Occupied or Mixed Use 0.3305 $894.24 Refer TABLE ‘A’

15 CTS – Minor Lot 0.9538 $716.76 Refer TABLE ‘A’

16 CBD Frame Commercial/Non-Residential 0.8834 $1,593.60 1.0000

17 CTS – CBD Frame Commercial/Non-Residential 0.9328 $1,593.60 Refer TABLE ‘A’

18 Commercial/Non-Residential – Special Concession 0.3752 $1,562.96 1.0000

19 CTS - Commercial/Non-Residential – Special Concession 0.0871 $1,562.96 Refer TABLE ‘A’

20 Commercial/Non-Residential – Concessional 0.1330 $1,457.28 1.0000

21a Drive-In Shopping Centre < 20,000 m2 0.8937 $9,098.76 1.0000

21b Drive-In Shopping Centre 20,000 m2 to 25,000 m2 0.9519 $26,852.00 1.0000

21c Drive-In Shopping Centre 25,001 m2 to 50,000 m2 0.9345 $43,941.88 1.0000

21d Drive-In Shopping Centre > 50,000 m2 0.9289 $127,866.72 1.0000

22a Retail Warehouse < 7,500 m2 0.8645 $2,367.12 1.0000

22b Retail Warehouse 7,500 m2 to 20,000 m2 0.9059 $17,979.52 1.0000

22c Retail Warehouse 20,001 m2 to 40,000 m2 0.9321 $31,227.56 1.0000

22d Retail Warehouse 40,001 m2 to 90,000 m2 0.9096 $93,840.40 1.0000

22e Retail Warehouse > 90,000 m2 0.9465 $31,227.56 1.0000

(h) Despite (e) and (f), the minimum differential general rate payable in respect of all rateable land in each category determined under (a) and (b) is that shown against its corresponding category in table ‘B’ above with the exception of any land to which Land use code 72 applies or which is otherwise exempt from minimum general rating under section 70(3) of the Regulation.

(i) Limitation of general rate increases

A. In the case of property included in categories 1 or 10 determined under the Differential General Rating Table (a):

(i) Despite (e) and (f) the amount to be levied by way of differential general rates for the financial year in respect of any property to which this subparagraph applies is not to be more than the amount of the differential rates (net of any partial rates remission granted under the Community Title Scheme Remission Policy) levied in respect of that property for the previous financial year increased by 7.50 per centum.

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(ii) Subject to (iii) and (iv), subparagraph (i) applies to any land that at the commencement of the financial year is in category 1 or 10 determined under (a), and which is the principal place of residence of the person/s who are the owner of the land, or if more than one person is the owner of the land, at least one of those persons.

(iii) To avoid any doubt, subparagraph (i) does not apply to any land held either wholly or partially in the name of a trust (with the exception of a special disability trust), corporation, organisation, association or any other incorporated body other than an individual or individuals.

(iv) If ownership of any land is transferred on or after the commencement of the financial year, subparagraph (i) will cease to apply on and from the date such transfer takes effect except in the following instances:

(a) change of name on title as a result of marriage or change of name by deed poll or

(b) transfer to, or inclusion of a spouse/de-facto/partner as a result of an amalgamation or separation of assets, or on the death of a spouse on the principal place of residence or

(c) transmissions to surviving joint tenant or tenants on death of other joint tenant.

(v) In the case of land that becomes the principal place of residence of at least one person who is an owner, after the commencement of the financial year, (i) applies from the first rating quarter of the next financial year following the approved application of the owner.

B. In the case of property included in categories 16 or 17 determined under the Differential General Rating Table (a):

(i) Despite (e) and (f) the amount to be levied by way of differential general rates for the financial year in respect of any property to which this subparagraph applies is not to be more than the amount of the differential rates (net of any partial rates remission granted under the Community Title Scheme Remission Policy) levied in respect of that property for the previous financial year increased by 7.50 per centum.

(ii) Subject to (iii), subparagraph (i) applies to any land that at the commencement of the financial year is in Category 16 or 17 determined under (a).

(iii) If ownership of any land is transferred on or after the commencement of the financial year, subparagraph (i) will cease to apply on and from the date such transfer takes effect.

(iv) In the case of property that is included in category 16 or 17 determined under (a) after the commencement of the financial year, (i) applies from the first rating quarter of the next financial year following the approved application of the owner.

If the amount of differential general rates determined under clause (i) A is lower than the relevant category minimum determined under clause (h), the ratepayer must pay the differential minimum general rate applicable to the category.

In the case of properties included in categories 2b to 2k, 5b to 5w, 8a to 8k, 9a to 9d, 18 and 19, a change in either the common name or the rateable property address of the property will not affect the categorisation for differential general rating purposes.

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5. EXEMPTIONS FROM GENERAL RATINGAny property used for public, religious, charitable or educational purposes, and:(a) for which an application has been received from the owner and

(b) which is approved by Council as eligible for exemption and

(c) is identified in schedule 1 of this resolution

is exempt from general rating and separate/special rating and charging.

Where a property is currently exempt from general rating under schedule 1 of this resolution undergoes redevelopment or refurbishment and the activities conducted on such a property are temporarily suspended, exemption may, at the discretion of the Chief Financial Officer, continue to be granted provided that:

(a) there is an uninterrupted cycle from cessation of operations, to construction and finally recommencement, of a duration not exceeding 18 months and

(b) the predominant use of the property after redevelopment remains unaltered, or if it does change, it complies with the criterion of another category of exemption and

(c) the ownership of the property does not change during the course of the redevelopment.

Where completion has not been achieved within the above time frame but there is evidence of a continuing process of redevelopment, the Chief Financial Officer may allow an extension for a period not exceeding a further 6 months.

SCHEDULE 1 Exemption criteria(a) Public purposes –

Any property that is vested in, or for the time being placed under the management or control of any person under or in pursuance of any statute, for the purpose of, and being presently utilised as, a showground or an area presently utilised as public recreation or athletic sports or games as evidenced by the provision and existence of facilities for such purpose if that is, in the opinion of the Chief Financial Officer open to the public at all reasonable hours, free of charge.For the purpose of this paragraph, any property vested in the ownership of a local authority other than Brisbane City Council, and used for local government purposes shall be deemed to be used for public purposes.

(b) Religious purposes –Any property that is:(i) owned by a religious institution and

(ii) does not exceed eight hectares in area and

(iii) the predominant use of which is public worship and having a building thereon used entirely for public worship or for public worship and educational purposes whether or not that land has other buildings on it that are utilised in conjunction with the place of worship.

(c) Charitable purposes –Any property that is owned by a public charity and the predominant use of such land is the giving of a gift of food, drink, clothing, temporary emergency accommodation or money to the destitute and/or the homeless.

(d)Educational purposes –Any property that is owned by a religious institution and used entirely as a school, (from year 1 to year 12), as evidenced by the presence of completed buildings from which classes are being provided to an enrolled student population, which may be conducted by or on behalf of such religious institution whether or not that property has other buildings on it that are utilised in conjunction with the school.

For the purposes of this subparagraph, a property shall not be taken to be used entirely for a school unless the property has building/s constructed upon it or sporting fields as evidenced by the provision of purpose-built facilities e.g. football fields, running tracks, athletics facilities etc. which are being actively used for the educational purposes of the school. Any such sporting facilities must represent a majority usage of the property if buildings do not exist upon the site.

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To be eligible for exemption under this subparagraph, the property must have a predominant use of, and be presently utilised in conducting educational activities. Properties which incorporate a mixture of educational and commercial activity may not be eligible for exemption. In determining eligibility, consideration may be given to the visual, spatial and economic aspects of the property.

(e) Any property exceeding eight hectares in area which –

(i) otherwise meets the criteria of clause (b) of this schedule (apart from the area restriction) and

(ii) there is a Higher Voluntary Conservation Agreement with Council in respect of part of that property and

(iii) the area of that property which is not subject to the Higher Voluntary Conservation Agreement does not exceed eight hectares in area.

(f) Any property that –

(i) prior to 13 May 1992 was non-rateable for the purpose of levying of rates under the City of Brisbane Act 1924 and

(ii)since 13 May 1992 has –

a) been continuously used for the same purpose for which it was used immediately prior to 13 May 1992 and

b) been in the same ownership as it was immediately prior to 13 May 1992 and

(iii) does not meet any of the criteria for exemption set out in clauses (a) to (e) of this schedule and

(iv) is used for public, religious, charitable or educational purposes and

(v) is deemed appropriate by Council of being exempted from rating despite its inability to comply with clauses (a) to (e) of this schedule.

In establishing the predominant use for the purpose of clauses (b), (c) and (d), consideration may be given to the visual, spatial and economic aspects of the property.

The Chief Financial Officer may rule as to whether or not a particular property falls within any of the categories of exemption under this resolution as to exemptions from rating.

6. SPECIAL RATESIt is determined that a special rate shall be made and levied for the financial year on the rateable value of rateable land identified in table ‘C’ below, for or towards meeting the development costs of the benefitted areas.

In the opinion of Council, properties in these benefitted areas have, or will specifically benefit from, or have, or will have, special access to the services, facilities or activities supplied or provided by the benefitted area undertaken [or proposed to be undertaken] by or on behalf of Council.

The overall plans (O.P.) for the supply or provision of services, facilities or activities and the annual implementation plans (A.I.P.) setting out the actions or processes that are to be carried out and referred to below for each benefitted area are tabled and adopted.

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TABLE ‘C’

Benefitted area Criteria O.P. A.I.P. Region Residential rate (cents

in the dollar)

Non-residential

rate (cents in the dollar)

Queen Street Mall All rateable land in the regions of the City coloured pink, orange and green on the map tabled SR-1 OP-1 AIP-1

Central (Pink) 0.0928 0.4639

Intermediate (Orange) 0.0336 0.1669

Outer (Green) 0.0104 0.0518

Chinatown and Valley Malls

All rateable land in the regions of the City coloured pink, orange and green on the map tabled SR-2 OP-2 AIP-2

Central (Pink) 0.2172 1.0843

Intermediate (Orange) 0.0564 0.2808

Outer (Green) 0.0144 0.0706

Manly Living Village Development Levy

All non-residential purposes, rateable land, in the region of the City coloured pink on the map tabled SR-14

OP-14 AIP-14 All n/a 0.2076

Clayfield Suburban Centre Improvement Project

All rateable land in the region of the City coloured pink on the map tabled SR-27

OP-27 AIP-27 All 0.0608 0.3025

Banyo Suburban Centre Improvement Project


OP-28 AIP-28 All 0.0668 0.3328

Greenslopes Suburban Centre Improvement Project


OP-29 AIP-29 All 0.1124 0.5602

St Lucia Suburban Centre Improvement Project


OP-30 AIP-30 All 0.0856 0.4278

Kenmore Suburban Centre Improvement Project


OP-31 AIP-31 All 0.1116 0.5576

Cannon Hill Suburban Centre Improvement Project


OP-32 AIP-32 All 0.0568 0.2837

Graceville Suburban Centre Improvement Project


OP-33 AIP-33 All 0.0728 0.3626

Alderley Suburban Centre Improvement Project


OP-34 AIP-34 All 0.0772 0.3841

7. SEPARATE RATES

7.1. Environmental Management and Compliance Levy(i) In the opinion of Council, all rateable land in the City has benefited or will benefit from:

(a) the protection and enhancement of the natural environment by activities undertaken by Council including: monitoring and enforcement of compliance by others with environmental and

planning legislation

managing of environmental programs and initiatives

remediation of environmental problems e.g. protection of air quality, waterways, sediment control, landfill issues and effluent discharge.

(b) the meeting of Council's obligations under the Environmental Protection Act 1994


(ii) A separate rate be made and levied for the financial year on all land in the City for or towards meeting the costs of the activities and facilities.

(iii) Council considers that, it is appropriate that the separate rate shown in table ‘D’, be made on the rateable value of all land in accordance with the differential general rating categories

(iiii) The result of (iii) shall then be multiplied by the parity factor corresponding to the differential category specified in section 4 and Table 'B' to derive the separate rates levied on an individual property.

TABLE ‘D’

Category DescriptionDifferential separate


Differential separate rate minimum

1 Residential: Owner Occupied 0.0140 $34.28

2a Commercial/Non-Residential – Group A 0.0445 $72.88

2b Commercial/Non-Residential – Group B 0.0446 $3,309.96

2c Commercial/Non-Residential – Group C 0.0446 $5,720.60

2d Commercial/Non-Residential – Group D 0.0163 $72.88

2e Commercial/Non-Residential – Group E 0.0446 $6,854.52

2f Commercial/Non-Residential – Group F 0.0446 $3,407.52

2g Commercial/Non-Residential – Group G 0.0446 $6,722.52

2h Commercial/Non-Residential – Group H 0.0446 $8,738.40

2i Commercial/Non-Residential – Group I 0.0377 $1,205.84

2j Commercial/Non-Residential – Group J 0.0446 $4,961.96

2k Commercial/Non-Residential – Group K 0.0446 $398.60

2l Commercial/Non-Residential – Group L 0.0450 $72.88

3 Rural 0.0161 $30.72

4 Multi-Residential 0.0238 $44.40

5a Central Business District – Group A 0.0658 $94.00

5b Central Business District – Group B 0.0532 $11,111.84

5c Central Business District – Group C 0.0479 $12,122.00

5d Central Business District – Group D 0.0538 $15,152.52

5e Central Business District – Group E 0.0482 $18,183.04

5f Central Business District – Group F 0.0547 $21,213.52

5g Central Business District – Group G 0.0610 $24,244.04

5h Central Business District – Group H 0.0533 $27,274.52

5i Central Business District – Group I 0.0797 $29,996.08

5j Central Business District – Group J 0.0581 $36,366.04

5k Central Business District – Group K 0.0928 $43,763.60

5l Central Business District – Group L 0.0969 $58,373.80

5m Central Business District – Group M 0.0672 $63,859.00

5n Central Business District – Group N 0.0513 $14,147.00

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5o Central Business District – Group O 0.0704 $65,871.92

5p Central Business District – Group P 0.0790 $84,294.36

5q Central Business District – Group Q 0.0987 $101,974.48

5r Central Business District – Group R 0.0895 $101,179.00

5s Central Business District – Group S 0.0969 $54,562.36

5t Central Business District – Group T 0.0928 $37,084.48

5u Central Business District – Group U 0.0478 $12,946.88

5v Central Business District – Group V 0.0539 $25,177.48

5w Central Business District – Group W 0.0623 $5,250.00

6 Other 0.0445 $72.88

7 Residential: Non-owner Occupied or Mixed Use 0.0183 $44.72

8a Large Regional Shopping Centre – Group A 0.0581 $9,429.60

8b Large Regional Shopping Centre – Group B 0.0581 $8,938.80

8c Large Regional Shopping Centre – Group C 0.0713 $8,766.88

8d Large Regional Shopping Centre – Group D 0.0585 $9,977.92

8e Large Regional Shopping Centre – Group E 0.0571 $11,219.64

8f Large Regional Shopping Centre – Group F 0.0582 $16,946.36

8g Large Regional Shopping Centre – Group G 0.0787 $21,218.72

8h Large Regional Shopping Centre – Group H 0.0600 $18,545.16

8i Large Regional Shopping Centre – Group I 0.0561 $23,603.84

8j Large Regional Shopping Centre – Group J 0.0674 $25,177.44

8k Large Regional Shopping Centre – Group K 0.0600 $32,142.56

9a Major Regional Shopping Centre – Group A 0.0729 $55,555.64

9b Major Regional Shopping Centre – Group B 0.0629 $61,812.32

9c Major Regional Shopping Centre – Group C 0.0735 $76,864.44

9d Major Regional Shopping Centre – Group D 0.0675 $77,261.28

10 CTS - Residential: Owner Occupied 0.0140 $34.28

11a CTS - Commercial/Non-Residential – Group A 0.0473 $72.88

11b CTS - Commercial/Non-Residential – Group B 0.0472 $72.88

12 CTS - Multi-Residential 0.0294 $44.40

13 CTS - Central Business District 0.0587 $94.00

14 CTS - Residential: Non-owner Occupied or Mixed Use 0.0165 $44.72

15 CTS - Minor Lot 0.0477 $35.84

16 CBD Frame Commercial/Non-Residential 0.0442 $79.68

17 CTS - CBD Frame Commercial/Non-Residential 0.0466 $79.68

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18 Commercial/Non-Residential – Special Concession 0.0188 $78.16

19 CTS - Commercial/Non-Residential – Special Concession 0.0044 $78.16

20 Commercial/Non-Residential – Concessional 0.0067 $72.88

21a Drive-In Shopping Centre < 20,000 m2 0.0447 $454.92

21b Drive-In Shopping Centre 20,000 m2 to 25,000 m2 0.0476 $1,342.60

21c Drive-In Shopping Centre 25,001 m2 to 50,000 m2 0.0467 $2,197.08

21d Drive-In Shopping Centre > 50,000 m2 0.0464 $6,393.32

22a Retail Warehouse < 7,500 m2 0.0432 $118.36

22b Retail Warehouse 7,500 m2 to 20,000 m2 0.0453 $898.96

22c Retail Warehouse 20,001 m2 to 40,000 m2 0.0466 $1,561.36

22d Retail Warehouse 40,001 m2 to 90,000 m2 0.0455 $4,692.04

22e Retail Warehouse > 90,000 m2 0.0473 $1,561.36

Despite (iii), the minimum differential separate rate payable in respect of all benefited land as determined under (i) is that shown against its corresponding category in table ‘D’ above with the exception of any land to which land use code 72 applies or which is otherwise exempt from minimum general rating under section 70(3) of the Regulation.

7.2. Bushland Preservation Levy – environment function(i) In the opinion of Council all rateable land in the City has benefited or will benefit from –

the acquisition and protection of natural bushland or other areas in the City and the provision of facilities for public access to those areas and

the protection of other natural bushland areas in the City whether privately owned or otherwise and

the preservation, restoration, rehabilitation, management and enhancement of the City’s environment

undertaken or proposed to be undertaken by Council ("activities and facilities").(ii) A separate rate be made and levied for the financial year on all land in the City for or

towards meeting the costs of the activities and facilities.

(iii) Council considers that, it is appropriate that the separate rate shown in table ‘E’, be made on the rateable value of all land in accordance with the differential general rating categories.

(iv) The result of (iii) shall then be multiplied by the parity factor corresponding to the differential category specified in section 4 and Table 'B' to derive the separate rates levied on an individual property.

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TABLE ‘E’




1 Residential: Owner Occupied 0.0098 $24.00

2a Commercial/Non-Residential – Group A 0.0311 $51.00

2b Commercial/Non-Residential – Group B 0.0312 $2,316.96

2c Commercial/Non-Residential – Group C 0.0312 $4,004.40

2d Commercial/Non-Residential – Group D 0.0114 $51.00

2e Commercial/Non-Residential – Group E 0.0312 $4,798.16

2f Commercial/Non-Residential – Group F 0.0312 $2,385.24

2g Commercial/Non-Residential – Group G 0.0312 $4,705.76

2h Commercial/Non-Residential – Group H 0.0312 $6,116.88

2i Commercial/Non-Residential – Group I 0.0264 $844.08

2j Commercial/Non-Residential – Group J 0.0312 $3,473.36

2k Commercial/Non-Residential – Group K 0.0312 $279.00

2l Commercial/Non-Residential – Group L 0.0315 $51.00

3 Rural 0.0113 $21.48

4 Multi-Residential 0.0167 $31.08

5a Central Business District – Group A 0.0461 $65.80

5b Central Business District – Group B 0.0372 $7,778.28

5c Central Business District – Group C 0.0335 $8,485.40

5d Central Business District – Group D 0.0377 $10,606.76

5e Central Business District – Group E 0.0337 $12,728.12

5f Central Business District – Group F 0.0383 $14,849.48

5g Central Business District – Group G 0.0427 $16,970.80

5h Central Business District – Group H 0.0373 $19,092.16

5i Central Business District – Group I 0.0558 $20,997.24

5j Central Business District – Group J 0.0407 $25,456.24

5k Central Business District – Group K 0.0650 $30,634.52

5l Central Business District – Group L 0.0678 $40,861.68

5m Central Business District – Group M 0.0471 $44,701.32

5n Central Business District – Group N 0.0359 $9,902.92

5o Central Business District – Group O 0.0493 $46,110.32

5p Central Business District – Group P 0.0553 $59,006.08

5q Central Business District – Group Q 0.0691 $71,382.16

5r Central Business District – Group R 0.0626 $70,825.28

5s Central Business District – Group S 0.0678 $38,193.64

5t Central Business District – Group T 0.0649 $25,959.12

5u Central Business District – Group U 0.0335 $9,062.80

5v Central Business District – Group V 0.0378 $17,624.24

5w Central Business District – Group W 0.0436 $3,675.00





6 Other 0.0311 $51.00

7 Residential: Non-owner Occupied or Mixed Use 0.0128 $31.28

8a Large Regional Shopping Centre – Group A 0.0407 $6,600.72

8b Large Regional Shopping Centre – Group B 0.0407 $6,257.16

8c Large Regional Shopping Centre – Group C 0.0499 $6,136.80

8d Large Regional Shopping Centre – Group D 0.0409 $6,984.56

8e Large Regional Shopping Centre – Group E 0.0400 $7,853.72

8f Large Regional Shopping Centre – Group F 0.0408 $11,862.44

8g Large Regional Shopping Centre – Group G 0.0551 $14,853.12

8h Large Regional Shopping Centre – Group H 0.0420 $12,981.60

8i Large Regional Shopping Centre – Group I 0.0392 $16,522.68

8j Large Regional Shopping Centre – Group J 0.0472 $17,624.20

8k Large Regional Shopping Centre – Group K 0.0420 $22,499.80

9a Major Regional Shopping Centre – Group A 0.0510 $38,888.96

9b Major Regional Shopping Centre – Group B 0.0440 $43,268.64

9c Major Regional Shopping Centre – Group C 0.0515 $53,805.12

9d Major Regional Shopping Centre – Group D 0.0473 $54,082.92

10 CTS – Residential: Owner Occupied 0.0098 $24.00

11a CTS - Commercial/Non-Residential – Group A 0.0331 $51.00

11b CTS - Commercial/Non-Residential – Group B 0.0331 $51.00

12 CTS - Multi-Residential 0.0206 $31.08

13 CTS - Central Business District 0.0411 $65.80

14 CTS – Residential: Non-owner Occupied or Mixed Use 0.0116 $31.28

15 CTS - Minor Lot 0.0334 $25.08

16 CBD Frame Commercial/Non-Residential 0.0309 $55.76

17 CTS - CBD Frame Commercial/Non-Residential 0.0326 $55.76

18 Commercial/Non-Residential – Special Concession 0.0131 $54.72

19 CTS - Commercial/Non-Residential – Special Concession 0.0030 $54.72

20 Commercial/Non-Residential – Concessional 0.0047 $51.00

21a Drive-In Shopping Centre < 20,000 m2 0.0313 $318.44

21b Drive-In Shopping Centre 20,000 m2 to 25,000 m2 0.0333 $939.84

21c Drive-In Shopping Centre 25,001 m2 to 50,000 m2 0.0327 $1,537.96

21d Drive-In Shopping Centre > 50,000 m2 0.0325 $4,475.32

22a Retail Warehouse < 7,500 m2 0.0303 $82.84

22b Retail Warehouse 7,500 m2 to 20,000 m2 0.0317 $629.28

22c Retail Warehouse 20,001 m2 to 40,000 m2 0.0326 $1,092.96

22d Retail Warehouse 40,001 m2 to 90,000 m2 0.0318 $3,284.40

22e Retail Warehouse > 90,000 m2 0.0331 $1,092.96

Despite (iii), the minimum differential separate rate payable in respect of all benefited land as determined

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under (i) is that shown against its corresponding category in table ‘E’ above with the exception of any land to which land use code 72 applies or which is otherwise exempt from minimum general rating under section 70(3) of the Regulation.

8. SPECIAL CHARGES8.1 Rural Fire Services Levy

(i) All rateable land in the part of the City coloured pink on the maps tabled "SC-1.1", "SC-1.2" and "SC-1.3" in the opinion of Council, has or will specifically benefit from, or has, or will have, special access to the service, facility or activity supplied or provided by the Rural Fire Services Levy undertaken [or proposed to be undertaken] by the respective rural fire brigades.

(ii) The overall plans for the supply or provision of service facility or activity by the Rural Fire Services Levy are tabled "OPC-1.1", "OPC-1.2" and "OPC-1.3" and are adopted.

(iii) The annual implementation plans setting out the actions or processes that are to be carried out by the Rural Fire Brigade districts are tabled "AIPC-1.1", "AIPC-1.2", "AIPC-1.3" and are adopted.

(iv) It is determined that a special charge shall be made and levied for the financial year on rateable land identified above for or towards meeting the costs of the development of fire services in rural areas to provide adequate protection.

(v) The special charge on all such rateable land shown on map “SC-1.1” shall be $35.00.(vi) The special charge on all such rateable land shown on map “SC-1.2” shall be $30.00.(vii) The special charge on all such rateable land shown on map “SC-1.3” shall be $20.00.

9. UTILITY CHARGES9.1 Waste Utility Charges

Under the City of Brisbane Act 2010, Council has the authority to levy utility charges relating to the provision of waste management, including recycling. Waste Utility Charges are to be levied for the financial year on all improved premises in accordance with the Waste Utility Charge table.A Waste Utility Charge includes the ongoing provision of Council waste management services, facilities and activities. These include, but are not limited to: general waste service provision, collection and disposal, street sweeping, litter collection, cleansing parks and footpaths, and provision of waste management facilities. An Extra Waste Utility Charge may be levied at premises where either (a) more than the standard collection amount is required to be collected during the standard

collection period for that ongoing service, or(b) more than one collection service is required during the standard collection period for that

ongoing service.The terms standard collection amount and standard collection period are defined in Council’s Waste Management Technical Notes.In addition to the Waste Utility Charge on all improved premises, an Additional Utility Charge may be levied to a premise to include additional services provided by Council that are not included in the Waste Utility Charge. Additional Utility Charges and relevant Service Establishment Fees are outlined in the Waste Utility Charge Table. Currently, Council offers a Green Waste Recycling Service as an Additional Utility Charge, with associated Service Establishment Fee.The Moreton Island Waste Utility Charge is a separate charge levied due to the complexity and difficulty of service provision on Moreton Island.The supply of a particular collection service type such as Mobile Garbage Bins or Bulk Bins for any given premises is at the discretion of Council, based on the particulars of the location and premises in question. Council’s Manager, Waste and Resource Recovery Services will make such determinations where required. Council’s Waste Management Technical Notes provide detail on how such discretion may be exercised.

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WASTE UTILITY CHARGE TABLE

Service Category Charge perService

Standard Utility Charges

Waste Utility Charge $318.08

Extra Waste Utility Charge $318.08

Moreton Island Waste Utility Charge $403.28

Additional Waste Utility Charges

Additional Waste Utility Charge – Green Waste Recycling Service $81.88

Service Establishment Fees

Service Establishment fee for an Additional Utility Charge – Green Waste Recycling Service

$30.00

Service Establishment fee for increased recycling capacity with either a: A large capacity 340 litre recycling Mobile Garbage Bin or An extra 240 litre recycling Mobile Garbage Bin

$30.00

Alteration of Waste Utility Charges:i. Where a request for an alteration of the number of Waste Utility Charges represents a

permanent change, the charges will be pro-rated for that period from the waste management service charges effective date. Where a request for an alteration is not going to be permanent, there will be a minimum period of 90 days when an alteration to the number of charges will be effective, even if the physical change is less than that.

ii. Where Waste Utility Charges are altered for reasons such as improved premises being erected, destroyed, removed or demolished during the financial year, these charges commence from the waste management service charges effective date.

iii. For an improved premises existing at the commencement of the financial year which has not been previously assessed, the estimated number of services shall for all purposes be a number determined by the Manager, and the Waste Utility Charges shall be payable in respect of the whole of the year unless the Manager otherwise determines.

iv. For instances where it may be shown that the number of services recorded in respect of any improved premises is erroneous, the correct number shall be substituted and the Waste Utility Charges shall be adjusted accordingly for a period not exceeding 12 months or such time to be determined by the Manager.

Withdrawal of Waste Utility Charges for unoccupied premisesCouncil may temporarily withdraw the charging of the Waste Utility Charges for any unoccupied improved premises provided:(a) the improved premises is completely unoccupied for a period of not less than two

consecutive rating quarters, and(b) the owner of the improved premises provides written and signed notification to Council that

the premises are or shall be unoccupied not less than thirty days before the commencement of a rating quarter, and

(c) where the improved premises is anticipated to remain unoccupied for a subsequent period of not less than two rating quarters, a fresh written and signed notification must be provided not less than thirty days before the expiration of the prior period, and

(d) the owner shall notify Council in writing immediately upon the occupation of the improved premises, providing the date on which occupancy recommenced, and


(e) Waste Utility Charges will continue to be applied to the quarterly rate accounts until the owner notifies Council that the property is again occupied. Upon this notification a retrospective credit of Waste Utility Charges for the period the improved premises were unoccupied will be raised against the rate account and be offset against charges for the rating quarter following such notification, and

(f) calculation of any credit of Waste Utility Charges will only commence from the rating quarter following receipt of the owner’s notification or the commencement date of vacancy, whichever is the later, and

(g) Waste Utility Charges will be automatically reinstated at the end of two rating quarters unless written and signed notification has been provided by the owner seeking a continuation of the suspension within the time specified in (b) above. Notifications not received within the thirty days prior to the commencement of a rating quarter may not be processed from the ensuing rating quarter. In these cases, suspension may commence from the subsequent rating quarter

(h) despite (e) above and at the discretion of the Manager, charges may be retrospectively credited at the end of each rating quarter, (or such other interval as deemed appropriate) that the premises continue to be unoccupied beyond the initial two consecutive rating quarter period.

10. GENERAL CHARGES10.1 Fees and charges

That pursuant to the powers of Council conferred by Acts, By-laws and Local Laws the fees, dues and general charges as set forth in the budget documents entitled "Schedule of Fees and Charges 2017-18" and “Register of Cost-Recovery Fees” are determined and adopted as such for the financial year. The fees and charges in this budget document represent the fees and charges set by Council at the date of the Budget Resolution. Council may alter any of the fees and charges in this booklet by resolution at any time prior to the next Budget Resolution.

11. TERMS AND CONDITIONS11.1 Levying of rates and utility charges

That all differential general rates, separate rates, separate charges, special rates, special charges and utility charges are to be levied upon a rate account issued in relation to a quarter of the financial year. Adjustments in respect of rates and charges appearing on the rate account may be made from the date of effect of any such change.

11.2 Discount on differential general ratesThat differential general rates, whether a quarterly instalment or otherwise for the financial year, be reduced by a discount equal to the amount specified below per annum, or in the case where differential general rates are less than the applicable discount amount per annum, the whole of the differential general rates, to any person who pays the entire amount due on the rate account inclusive of all arrears of rates, utility charges, separate charges, separate rates, special charges, special rates and all interest which shall be accrued on such arrears to the date of payment, but with the exception of general charges, within 30 days after the date of issue of the notice to that person to pay such sum.

a. For properties included in categories 1 or 10 determined under 4(a): $60 per annum.b. For all other properties: nil

11.3 Interest on unpaid rates and utility chargesIf the full amount of a rate or charge is not paid to Council within 30 days after the date of issue of the notice by which the rate or charge is levied, the unpaid amount bears interest at 11 per centum per annum (compounding daily).

11.4 Goods and Services Tax (GST)Where GST is applicable, all rates, charges and/or fees that are subject to GST are deemed to be increased by the amount of any such GST.

12. CONCESSIONS12.1 Partial remission of rates and charges for qualifying pensioner owners

In accordance with Council’s “Partial Remission of Rates and Charges (Pensioners)” policy (the Pensioner Policy), the following percentages and maximum remissions will apply for the 2017/18 financial year. Remissions are granted on a pro-rata basis of entitlement and ownership.

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12.1.1 Pensioners receiving the maximum rate of qualifying pensionA 40% remission to a maximum of $990.00 per annum of:

(a) General rates (post application of rate capping) and

(b) Environment Management and Compliance Levy and

(c) Bushland Preservation Levy and

(d) Waste Utility charges

andFor pensioner owners eligible under section 3.2.6 of the Pensioner Policy effective from 1 July 2017:

A 40% remission to a maximum of $300.00 per annum against the sum of items (a) – (d) above.

12.1.2 Pensioners receiving less than the maximum rate of qualifying pensionA 20% remission to a maximum of $462.00 per annum of:

(a) General rates (post application of rate capping) and

(b) Environment Management and Compliance Levy and

(c) Bushland Preservation Levy and

(d) Waste Utility charges

andFor pensioner owners eligible under section 3.2.6 of the Pensioner Policy effective from 1 July 2017:

A 20% remission to a maximum of $150.00 per annum against the sum of items (a) – (d) above.

12.2 Partial remission of general rates for certain Not-for-Profit OrganisationsIn accordance with Council’s “Partial Remission of general rates (Not-for-profit Organisations)” policy, eligible not-for-profit organisations may be eligible for a partial remission of general rates (post application of rate capping) of 50%.

13. COMMONWEALTH LANDSCharges to be made as per agreement from time to time with the Commonwealth Government.

14. DICTIONARY OF TERMS

CBD:property contained within the boundary line shown on the CBD DIFFERENTIAL RATING BOUNDARY MAP at section 15.1.

CBD Frame:property contained wholly within the boundary lines shown on the CBD FRAME DIFFERENTIAL RATING BOUNDARY MAP at section 15.2.

community titles scheme:premises situated on land in respect of which a Community Titles Scheme or Layered Community Titles Scheme has been and remains registered pursuant to the Body Corporate and Community Management Act 1997.

dwelling house:a building that is used or is adapted to be used for principal residential purposes, mixed residential purposes or secondary residential purposes.

dwelling unit:a room or group of rooms that is used or is adapted to be used for principal residential purposes, mixed residential purposes or secondary residential purposes.

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financial year:the financial year commencing on 1 July 2017 and ending on 30 June 2018.

improved premises:premises that comprise, or upon which is constructed a building, buildings or other improvement. It does not include land upon which the sole improvement is an outbuilding or other minor structure not designed or used for human habitation or occupation.

land use code(s):those land use codes approved by Brisbane City Council effective from 1 July 2017.

local government purposes:activities conducted by a local authority for the provision of services, administration, management, development, welfare, benefit or enjoyment to its residents.

Manager:the Divisional Manager, Executive Manager or Manager of the relevant Unit or Sub-unit of Administration of Brisbane City Council which is responsible for the transaction or activity governed by the Budget.

mixed residential purposes:residential premises from which a resident owner or an occupier conducts a non-residential or commercial activity, and that activity conforms to but does not exceed the conditions set out in column 3 of the table shown at section 15.3.This specifically does not include:a) owners or occupiers who may work from home and are either self-employed or working from

home for their employer either permanently or temporarily, unless any such activity:(ii) involves the sale, manufacture or provision of goods or services on site or(iii) is the place of employment of any other person/s other than the owner or occupier or(iiii) involves the reception of customers to view, purchase or consult on any such goods or

services on siteandthe activity does not exceed the conditions set out in column 2 of the table shown at section 15.3.or

b) owners or occupiers who are engaged in a hobby or past-time that does involve the sale, manufacture or provision of goods or services and/or the reception of customers to view, purchase or consult on any such goods or services on site, including low-key, kerb-side sales and stalls, provided any such activity does not exceed the conditions set out in column 2 of the table shown at section 15.3.

Any residential premises that exceeds the conditions set out in column 2 but does not exceed the conditions set out in column 3 of the table shown at section 15.3 will be deemed to be mixed residential purposes.

multiple dwelling:a property which:(a) contains more than one self-contained dwelling house/unit, either detached, semi-detached

or integrated, whether for use by the same family or by unrelated occupants with the exception of:

(i) self-contained accommodation, either detached, semi-detached or integrated, for the care and shelter of an aged or infirm family member of the occupant/s and which has a gross floor area not exceeding the limitation for a secondary dwelling as set out in the City Plan 2014 (Part 9 ‘Dwelling house code’ and/or ‘Dwelling house (small lot) code’ acceptable outcomes AO1.1 and AO1.2) or

(ii) a Hotel, Motel/Motor Inn/Motor Lodge or Residential Aged Care Facility or

(iii) 'Bed & Breakfast' or 'Home-stay' type accommodation which meets the Performance Outcomes and Acceptable Outcomes of the ‘Home based business code’ under Part 9 of City Plan 2014 or

(iv) a property that otherwise meets the definition of principal residential purposes,

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mixed residential purposes, secondary residential purposes or owner-occupied multi-residential (single family).

or(b) comprises a single self-contained dwelling house/unit that exceeds the occupancy

standards set under Acceptable outcome AO1.1 of the ‘Dwelling house code’ and/or the ‘Dwelling house (small lot) code’ Part 9, of City Plan 2014 as at the date of adoption of this resolution.

In determining whether a property meets this definition, consideration may be given, but not restricted to:(a) the existence of separate or multiple:

kitchens/food preparation areas (identified by the presence of a stove and/or oven) or

metered water, electricity or gas supplies or

waste collection services or

mail boxes or

displayed house/unit numbers or

pedestrian or vehicular entrances

or(b) the existence of dividing walls that prohibit free internal access from one living unit to another

or

(c) the number of occupants resident at the property.

non-residential purpose(s):all land that does not conform to the definition of principal residential purposes, mixed residential purposes or secondary residential purposes.

owner:for purposes of the differential general rating table and associated provisions means:(a) the ‘registered proprietor’ or:

(b) a resident Life Tenant, nominated as such by the terms of a will or Family/Supreme Court Order, and having been specifically given responsibility for payment of all rates and charges or

(c) a resident lessee of an Auction Perpetual Lease, the terms of any such lease must provide for the lessee to be responsible for the payment of rates and charges and the lessee must be granted title to the land in fee simple at the conclusion of the lease or

(d) a resident under a special disability trust.

owner occupied multi-residential (single family):a property which by its physical attributes would otherwise constitute a multiple dwelling but(a) is held in private ownership and(b) lawfully comprises no more than two single unit dwellings, one of which is the principal

place of residence of the owner and the other is occupied by a family member/s of the owner and

(c) is not subject to a residential tenancy agreement between the owner and the family member/s occupying any secondary dwelling house/unit.

(d) in the case of multiple owners, each dwelling may be occupied by an owner of the property.

For the purpose of this definition a family member is limited to a child, grandchild, parent, grandparent, sibling or spouse of the owner.A property will meet this definition only by written application to and approval by Council that it complies with the criteria above.

predominant use:the single use, or in the case of multiple usages the main use, for which in the opinion of Council

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the property is being used or could potentially be used by virtue of improvements or activities conducted upon the property. Council may form this opinion by examination of the visual, spatial and economic aspects of the use, these terms being defined herein, and/or where appropriate, the assessment criteria contained within the table shown at section 15.3.

premises:includes:a) the whole or any part of any building, structure, or land andb) any construction works whether on private land, Crown land, Council land or any public place.

principal place of residence:a single dwelling house or dwelling unit that is the place of residence at which at least one person who constitutes the owner/s of the land predominantly resides. In establishing principal place of residence, Council may consider, but not be limited to the owner’s declared address for electoral, taxation, government social security or national health registration purposes, or any other form of evidence deemed acceptable by Council.

Residential premises which have not, in the opinion of Council met these criteria will be deemed a secondary residence.

The following cases specifically do not comply with the definition of a principal place of residence, namely a single dwelling house or dwelling unit that is:

(a) not occupied by at least one person/s who constitute the owner/s, but occupied by any other person/s, whether in return for rent or remuneration or not, including members of the owner’s family or

(b) vacant, whether permanently or temporarily (for more than 120 days of the financial year), including for the purposes of renovation or redevelopment, except in the case where:

(i) premises being renovated remains the registered principal place of residence for the purposes specified above and that the owner/s do not own any other property which they claim to be their principal place of residence and

(ii) a property is vacant for a period longer than 120 contiguous days of the financial year due to the owner/s absence on an extended holiday, provided that the property remains completely vacant for the entire period of their absence.

(c) premises fully or partially held in other than private ownership.

Such instances will be regarded as being secondary residential purposes.

principal residential purpose(s):means the purpose of a use of a dwelling house or dwelling unit where that purpose is solely for a principal place of residence not containing any improvements of a non-residential nature nor comprising any non-residential or commercial activity unless such improvements or activity is limited to:(a) self-contained accommodation, either detached, semi-detached or integrated, for the care

and shelter of an aged or infirm family member of the occupant/s. The gross floor area of any such self-contained accommodation is not to exceed the limitation for a secondary dwelling as set out in the City Plan 2014 (Part 9 ‘Dwelling house code’ and/or ‘Dwelling house (small lot) code’, Acceptable outcomes AO1.1 and AO1.2) and/or

(b) the owner/s working from home being either self-employed or working for their employer either permanently or temporarily, unless any such activity conforms with and does not exceed the conditions set out in column 2 of the table shown at section 15.3.

(c) engaging in a hobby or past-time that involves the sale, manufacture or provision of goods or services and/or the reception of customers to view, purchase or consult on any such goods or services on site, including low-key, kerb-side sales and stalls, provided any such activity conforms with and does not exceed the conditions set out in column 2 of the table shown at section 15.3.

Land meeting the definition and requirements of owner-occupied multi-residential (single family) shall be deemed to be used for principal residential purpose(s).

private ownership:means land, the certificate of title of which is in the name of an individual or more than one

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individual and excludes land owned or partially owned by companies, trusts, organisations or any other entity other than an individual. This is regardless of whether the land is occupied as a residence by a shareholder or even the sole shareholder of that company, trust, organisation or entity.

property:a parcel or parcels of land recorded together within Council’s systems for rating and charging purposes.

public worship:for the purposes of this resolution and to avoid misunderstanding, public worship is defined as follows:(i) worship which is conducted within the concept of “open doors” so that members of the public

who are not regular congregation members of the particular religious institution may, without impediment or condition, gain access to and participate in such worship alongside the regular congregation members and

(ii) worship to which members of the public are actively invited to attend by means of signage located at each of the public entrances to the land. Such signage must include an unambiguous and open invitation to members of the public to worship as well as a statement as to relevant worship times (referrals to obtain worship times are not acceptable in lieu of advertised times) and such signage to be printed in a style that is clearly legible from outside of the boundaries of the land and

(iii) worship which is not pre-conditioned upon advance notice of any description and which is not pre-conditioned upon the recommendation or approval of another congregation member or by the completion of any precursory instruction or induction.

rateable land:has the meaning given by section 95 of the Act.

rateable value:pursuant to section 3 of this resolution, the land value upon which general, separate and special rates are based.

rating quarter:in relation to a financial year, means a part of the year of a period of three months commencing on 1 July, 1 October, 1 January or 1 April in that year.

religious institution:an institution that is: (a) a recognised denomination by the Commonwealth under the terms of section 26 of the

Marriage Act 1961, being proclaimed by the Governor-General as a religious body or a religious organisation for the purposes of that Act or

(b) an exempt institution (of a religious nature, or a religious body) under section 545(1) of the Duties Act 2001 or

(c) registered as a charity under the Australian Charities and Not-for-profits Commission Act 2012 as the subtype of entity mentioned in column 2 of item 3 of the table in section 25-5(5) of that Act.

This institution would be established in accordance with the Australian Taxation Office’s definition of a ‘religious institution’ as stated in the Taxation Ruling ‘92/17’ or any subsequent ruling or legislation that amends or further articulates this definition for Federal taxation purposes.

residential purpose(s):land that is in, or if it were categorised would be in differential rating category 1, 7, 10 or 14 determined under section 4(a) of this resolution.

Any residential premises that exceeds the ‘Assessment Criteria’ for both differential rating category 1, 7, 10 and 14 (columns 2 and 3) of the table shown at section 15.3 is deemed to be non-residential purposes.

retirement facility:

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has the same meaning as given to ‘retirement facility’ under schedule 1 of City Plan 2014, and unless owned and operated by a religious institution, is registered as such with the Department of Justice and Attorney General.

secondary residence/secondary residential purposes:a single dwelling house or dwelling unit that:(a) is used solely for the purposes of a place of residence of one family and

(b) is not the principal place of residence of at least one person who constitutes the owner and

(c) does not contain any improvements of a non-residential nature or comprising any non-residential or commercial activity unless such improvements or activity is limited to:

(i) self-contained accommodation, either detached, semi-detached or integrated, for the care and shelter of an aged or infirm family member of the occupant/s. The gross floor area of any such self-contained accommodation is not to exceed the limitation for a secondary dwelling as set out in the City Plan 2014 (Part 9 ‘Dwelling house code’ and/or ‘Dwelling house (small lot) code’, Acceptable outcomes AO1.1 and AO1.2), and/or

(ii) the occupier/s working from home being either self-employed or working for their employer either permanently or temporarily, unless any such activity conforms with and does not exceed the conditions set out in column 2 of the table shown at section 15.3.

(iii) engaging in a hobby or past-time that involves the sale, manufacture or provision of goods or services and/or the reception of customers to view, purchase or consult on any such goods or services on site, including low-key, kerb-side sales and stalls, provided any such activity conforms with and does not exceed the conditions set out in column 2 of the table shown at section 15.3.

The definition includes:(a) vacant display homes, providing they are not being utilised as a sales or site office and

(b) those instances deemed to be a secondary residence by the definition of principal place of residence and those instances set out in the second paragraph of the definition of a principal place of residence.

special disability trust:means a trust approved by the courts to protect the interests of a deemed vulnerable pensioner owner. These are established by consent with the pensioner’s attorney, guardian, primary carer or even the state Office of the Adult Guardian. These trusts must comply with the Social Security Act, 1991 (Commonwealth) Part 3.18A – financial provision for certain people with disabilities (Special Disability Trust).

vacant land:land devoid of buildings or structures with the exception of outbuildings or other minor structures not designed or used for human habitation or occupation. It does not apply to land that is used for car parking or in conjunction with any commercial activity e.g. heavy vehicle or machinery parking, outdoor storage areas, assembly areas or rural activities such as cultivation, grazing or agistment.

visual, spatial and economic:attributes defined separately below pertaining to the usage of land and used in determining the level of non-residential activity being conducted on the premises for differential rating categorisation purposes, or the nature of any activity conducted on the premises for general rate exemption determination. These attributes may be considered in conjunction with the assessment criteria described in the table shown at section 15.3.Each attribute is defined as follows:(a) Visual: The visual impact any non-residential activity may have on the amenity and/or

character of the neighbouring area. In measuring this characteristic, consideration would be given, but not restricted, to attributes such as signage, provision of car parking, increased traffic volume and the degree to which the premises differs visually from its neighbouring properties because of its non-residential activity.

(b) Spatial: The proportion of the total land or building area which is dedicated to the carrying out

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of a non-residential activity.

(c) Economic: The actual or potential economic benefit of an activity conducted on the land in terms of the financial gain or saving to the owner or occupant.

For differential rating categorisation purposes, a property is determined to be used for non-residential purposes where, in the opinion of Council, one or more of the preceding attributes indicate a level of non-residential activity which distinguishes the property from a solely residential purpose.For determination of general rate exemption qualification, these attributes may be used to evaluate whether the predominant use for which the applicant property is being utilised conforms to the exemption criteria.

waste utility service charges effective date:the date of a change request, order or adjustment of the waste utility charge.

waste management service:waste management services, facilities and activities provided by Council. These include, but are not limited to: general waste service provision, collection and disposal, street sweeping, litter collection, cleansing parks and footpaths, and provision of waste management facilities.

Waste Utility ChargeA Utility Charge applicable to all improved premises for the provision of Council waste management services, facilities and activities.

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15. APPENDICES

15.1 CBD differential rating boundary map

Central Business District (CBD) Rating Category Area for Differential Rating Purposes 2017-18

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15.2 CBD FRAME differential rating boundary map

CBD Frame Rating Category Area for Differential Rating Purposes 2017-18

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15.3 Determining residential categorisation for differential ratingThese criteria are used to determine whether a non-residential activity conducted on or within premises also used for residential purposes is:

a. allowable within the definition of differential rating category 1 (Residential owner Occupied) or

b. of such a scale or nature as to categorise the property as being of a mixed residential nature and therefore to be included in differential rating category 7 (Non-owner Occupied or mixed use) or

c. of such a scale or nature that it is not allowable in either differential rating category 1 or 7. In this case the property shall be deemed to be for non-residential purposes and categorised according to its non-residential activity.

Column 1 Column 2 Column 3

Assessment Criteria Allowable level of non-residential activity within differential rating category 1 or 10.

Allowable level of non-residential activity within differential rating category 7 or 14.

1.1.1. An activity must be conducted on or within a property. The predominant use is for residential purposes by the operators of the activity.

1.2.1. The activity is conducted within a dwelling, where the predominant use is for residential purposes or

1.2.2. The activity is conducted within a dwelling house or another enclosed structure such as a shed or garage, or dedicated area on or within a property containing a dwelling house, where the predominant use is for residential purposes.

1.2.3. The activity is carried out by one or more of the permanent residents of the dwelling.

1.3.1. The activity is conducted within a residential dwelling; enclosed structure such as a shed or a garage, or dedicated area on or within a property, the predominant use is for residential purposes.

1.3.2. The activity is carried out by one or more of the permanent residents of the residential dwelling.

2.1.1. An activity must be subordinate in size and function and is an inconspicuous component of the primary use of the dwelling as a permanent residence.

2.2.1. The activity involves no more than 1 non-resident employee on site at any one time, where the activity is conducted within a dwelling house or

2.2.2. The activity involves no non-resident employees on site at any time, where the activity is conducted within a dwelling of a dual-occupancy or multiple dwelling.

2.2.3. The activity does not use more than a total of 50m2 or 30% of the total floor area of the dwelling (except if home-based child care, bed and breakfast or dog/cat day care facility).

2.2.4. The activity does not involve display of goods visible from outside the dwelling.

2.2.5. The activity does not involve hiring out materials, goods, appliances or vehicles.

2.2.6. The mixed-residential activity does not involve display of any signs, except where required by law, located within the residential lot and no larger than the minimum size identified in a local law, or if no minimum size identified in a local law, no larger than 0.6m2 in area.

2.3.1. The activity involves no more than 2 non-resident employees on site at any one time.

2.3.2. The activity does not use more than a total of 100m2 of floor area (except if a commercial guest accommodation, child care facility or dog/cat day care facility).

2.3.3. The activity does not involve display of goods visible from outside the dwelling, with the exception of low-key kerbside sales and stalls.

2.3.4. The activity does not involve hiring out materials, goods, appliances or vehicles.

2.3.5. The activity does not involve display of any signs, except where within the residential lot and no larger than 0.6m2 in area.

3.1.1. An activity:

(a) Generates vehicular and pedestrian traffic of a volume no greater than

3.2.1. The activity does not involve more than 1 person waiting at or near the premises at any time (excluding the permanent resident/s and one non-

3.3.1. The activity does not involve more than 3 persons or a group of not more than 15 persons for a single

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reasonably expected in the surrounding residential area

(b) Exclusively uses or is visited by, vehicle types reasonably expected in the surrounding residential area.

resident employee), (except where bed and breakfast, farm stay, home-based child care or a dog day-care facility).

3.2.2. The activity does not involve more than 1 customer related motor vehicle being parked on the site or in the street/s the site has frontage to, at any time (excluding business related vehicle/s of the permanent resident/s and one non-resident employee's vehicle) and (except where bed and breakfast, farm stay, home-based child care or a dog day-care facility).

3.2.3. The activity involves no more than 1 visit per day of a delivery vehicle with a capacity of up to 2.5 tonnes.

appointment, waiting at or near the premises at any time (excluding the permanent resident/s and two non-resident employees).

3.3.2. The activity does not involve more than 3 business related motor vehicles being parked on the site or in the street/s the site has frontage to, at any time (excluding a business related vehicle/s of the permanent resident/s and two non-resident employees’ vehicle/s).

3.3.3. The activity involves no more than 2 visits per day of delivery vehicles with a capacity of less than 2.5 tonnes.

4.1.1. Use of motor vehicles associated with the activity must not impact adversely on residential amenity.

4.2.1. The activity does not involve use of or visits by vehicles with a capacity of 2.5 tonnes or greater.

4.2.2. The activity does not involve the repair, servicing, cleaning or accessorising of motor vehicles on site.

4.3.1. The activity does not involve use of or visits by vehicles with a capacity of 2.5 tonnes or greater.

4.3.2. The activity does not involve the repair, servicing, cleaning or accessorising of motor vehicles on site.

5.1.1. Hours of operation must be suited to a residential environment.

5.2.1. Hours of operation of any non-residential activity are limited to 8am to 6pm Monday to Saturday (except where such activity is restricted to office activities within the dwelling, such as book-keeping or computer work).

5.2.2. Bed and breakfast, farm stay, home-based child care or a dog day-care facility may operate outside these hours

5.3.1. Hours of operation are limited to 8am to 6pm Monday to Saturday except for paid guest accommodation business.

6.1.1. An activity providing bed and breakfast or farm stay provides acceptable levels of privacy and amenity for residents in adjoining or nearby dwellings.

Notes –

Bed and breakfast is the ancillary use of a dwelling providing tourist and visitor short-term accommodation on a commercial basis. Bed and breakfast facilities are operated and maintained by the resident host and guests are generally provided with breakfast. A bed and breakfast does not include short-term accommodation or a hostel.

Farm stay is the use of a working farm to provide short-term accommodation for tourists and visitors to enable them to

Not permitted in Category 1 or 10. 6.3.1. An activity providing bed and breakfast or farm stay involves:

No more than 6 paying guests accommodated at any one time

The total number of residents and paying guests does not exceed 10 persons at any one time

Serving of meals only to paying overnight guests

Maximum stay of any guest does not exceed 7 days.

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experience farm living. It is a secondary business to primary production and is ancillary to the primary residential dwelling on the site. Farm stay does not include short-term accommodation or rooming accommodation.

7.1.1. An activity for a home-based child care facility must not impact adversely on residential amenity.

Notes –

Home-based child care is a home-based care service providing care for a small group of children within a private dwelling. Home-based child care does not include care in the child’s own home or care by relatives. The Education and Care Services Act 2013 has legislative requirements for home-based child care services

7.2.1. If the activity is a home-based child care facility, the maximum number of children on the premises does not exceed 7 at any time.

7.3.1. If the activity is a home-based child care facility, the maximum number of children on the premises does not exceed 7 at any time.

8.1.1. An activity for a dog/cat day-care facility must not impact adversely on residential amenity.

Notes –

Dog/Cat day-care facility is the ancillary use of residential premises for the care, feeding and exercising of pets other than overnight boarding and does not include animal keeping. Brisbane City Council Animals Local Law 2003 and Animals Subordinate Local Law 2003 contain requirements for keeping of animals.

8.2.1. If the activity is a dog/cat day care facility, the maximum number of dogs and/or cats on the premises does not exceed 4 at any time.

8.3.1. If the activity is a dog/cat day care facility, the maximum number of dogs and/or cats on the premises does not exceed 4 at any time.

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15.4 Criteria for determining categorisation for differential rating categories 5b, 5c, 5d, 5e, 5f, 5g, 5h, 5i, 5j, 5k, 5l, 5m, 5n, 5o, 5p, 5q, 5r, 5s, 5t, 5u, 5v and 5w from 1 July 2017.

Ref. Rateable propertyaddress

Real property description Commonlyknown as(if named)

Differential rating category

5B1 151a Roma St, Brisbane City L.2 Sp.100562 Par Nth BrisbaneRIMS Act# 500000005001403

5b.Central Business District – Group B

5B2 410 Ann St, Brisbane City L.4 Rp.213466 Par Nth BrisbaneRIMS Act# 500000002204095

Cathedral Square Plaza & Carpark

5B3 369 Ann St, Brisbane City L.24 Rp.216272 Par Nth Brisbane RIMS Act# 500000002216008

Port Centre

5B4 300 Elizabeth St, Brisbane City L.31 Rp.173814 Par Nth BrisbaneRIMS Act# 500000002187084

Northern Securities House

5B5 31 Tank St, Brisbane City L.3 Sp.172708 Par Nth BrisbaneRIMS Act# 500000004293086

Santos Place

5B6 49 Wharf St, Brisbane City L.25 Rp.216272 Par Nth BrisbaneRIMS Act# 500000002216016

Samuel Griffith Place

5B7 240 Margaret St, Brisbane City L.2 Rp.182958 Par Nth BrisbaneRIMS Act# 500000002192274

5B8 260 Queen St, Brisbane City L.1 Rp.119919 Par Nth BrisbaneRIMS Act# 500000002181624

5B9 26 Charlotte St, Brisbane City L.1/2 Rp.615 & L.1 Rp.616 Par Nth BrisbaneRIMS Act# 500000002187498

Commercial Law Chamber

5B10 120 Edward St, Brisbane City L.5 Sp.135597 Par Nth BrisbaneRIMS Act# 500000003896732

5B11 201 Charlotte St, Brisbane City L.8 Rp.178809 Par Nth BrisbaneRIMS Act# 500000002187571

5B12 100 Creek St, Brisbane City L.30 Rp.145982 Par Nth BrisbaneRIMS Act# 500000002202024

National Bank House

5B13 50 Ann St, Brisbane City L.3&10 Rp.128822 & L.23 Rp.146830 Par Nth BrisbaneRIMS Act# 500000002195616

State Law Building

5B14 100 Edward St, Brisbane City L.1 Rp.188052 Par Nth BrisbaneRIMS Act# 500000002200135

100 Edward Street

5B15 96 Albert St, Brisbane City L.1 Rp.171563 Par Nth BrisbaneRIMS Act# 500000002196606

State Service House

5B16 290 Adelaide St, Brisbane City L.2 Rp.180959 Par Nth BrisbaneRIMS Act# 500000003897573

5B17 550 Queen St, Brisbane City L.21 Sl.12759 & L.17 Sp.188574 Par Nth BrisbaneRIMS Act# 500000005278175

5B18 136 Wickham Tce, Spring Hill L.458 Sl.3561 Par Nth BrisbaneRIMS Act# 500000002200382

Wickham Terrace Car Park

5C1 144a George St, Brisbane City L.11 Cp.866932 & L.303 Cp.866933 & L.304 Cp.866934 Par Nth BrisbaneRIMS Act# 500000002195301

Treasury Casino Car Park

5c. Central Business District – Group C

5C2 136 Queen St, Brisbane City L.1 Rp.114640 Par Nth BrisbaneRIMS Act# 500000002181939

5C3 161 Queen St, Brisbane City L.1/2 Rp.45660 & L.2 Rp.49279

265





Par Nth BrisbaneRIMS Act# 500000002186821

5C4 52 Queen St, Brisbane City L.26 B.3149 & L.1/2 22 B.3153 Par Nth BrisbaneRIMS Act# 500000002181830

Brisbane City Arcade

5C5 144 Edward St, Brisbane City L.3 Rp.209571 Par Nth BrisbaneRIMS Act# 500000002200176

National Mutual Centre

5C6 97 Elizabeth St, Brisbane City L.1 Rp.613 & L.22/23 Rp.214366 Par Nth BrisbaneRIMS Act# 500000002187308

Elizabeth Arcade


A G L House


Brisbane Jetset Centre

5C9 36 Wickham Tce, Spring Hill L.2 Rp.124155 & Rl.06/215327 Par Nth BrisbaneRIMS Act# 500000004051070

5C10 63 George St, Brisbane City L.23 Sp.180748 Par Nth BrisbaneRIMS Act# 500000004454399

David Longland Building

5C11 147 Ann St, Brisbane City L.102/103 Sp.253299 Par Nth BrisbaneRIMS Act# 500000005205640

5C12 127 Creek St, Brisbane City L.1 Rp.142803 Par Nth BrisbaneRIMS Act# 500000002201208

Hooker House

5C13 205 North Quay, Brisbane City L.14 B.32372 & L.1 Rp.55922 Par Nth BrisbaneRIMS Act# 500000002218780

5C14 60 Albert St, Brisbane City L.1 Sp.226353 Par Nth BrisbaneRIMS Act# 500000004775868

5C15 444 Queen St, Brisbane City L.2 Sp.261923 Par Nth BrisbaneRIMS Act# 500000005271352

5C16 102 Adelaide St, Brisbane City L.1 Rp.122123 Par Nth BrisbaneRIMS Act# 500000002201570

5C17 160 Ann St, Brisbane City L.12 Rp.128676 Par Nth BrisbaneRIMS Act# 500000002203998

M I M Building

5C18 35 Charlotte St, Brisbane City L.3 Sp.102562 Par Nth BrisbaneRIMS Act# 500000003979710

Charlotte Chamber &111 George Street

5C19 40 Tank St, Brisbane City L.6 Rp.813314 Par Nth BrisbaneRIMS Act# 500000002216263

5C20 150 Charlotte St, Brisbane City L.1 Rp.189266 Par Nth BrisbaneRIMS Act# 500000002187555

SEQEB Head Office &Substation

5C21 515 Queen St, Brisbane City L.5 Sp.100339 Par Nth BrisbaneRIMS Act# 500000002201935

Marriott Hotel

5C22 20 Makerston St, Brisbane City L.12/13 B.361 Par Nth BrisbaneRIMS Act# 500000002216321

Forbes House

5D1 270 Queen St, Brisbane City L.1 Rp.127671 Par Nth BrisbaneRIMS Act# 500000002181632

Post Office Square 5d.Central Business District – Group D

5D2 255 Queen St, Brisbane City L.1 Sp.148916 Par Nth BrisbaneRIMS Act# 500000004162323

266





5D3 343 Albert St, Brisbane City L.343 Sp.262727 Par Nth BrisbaneRIMS Act# 500000005091206

5D4 21 Queen St, Brisbane City Reserve.785 - L.492 Cp.855445 & L.300 Cp.866930 & L.301 Cp 866931 Par Nth BrisbaneRIMS Act# 500000002186938

Conrad Treasury Casino

5D5 76 Queen St, Brisbane City L.4 Rp.45632 & L.3 Rp.45762 Par Nth BrisbaneRIMS Act# 500000002181855

Chifley At Lennons

5D6 130 Queen St, Brisbane City Tl.06/206671 - L.11 Cp.892144 & L.1 Rp.125108 Par Nth BrisbaneRIMS Act# 500000002181921

5D7 179 Turbot St, Brisbane City L.179 Sp.262727 Par Nth BrisbaneRIMS Act# 500000005091198


5D9 300 Queen St, Brisbane City L.32 Rp.178652 & Sl.06/51430 - L.21 Sl.10753 & Tl.06/234812 – L.22 SP.243732 Par Nth BrisbaneRIMS Act# 500000005014638

5D10 400 George St, Brisbane City L.2 Sp.172708 Par Nth BrisbaneRIMS Act# 500000004293078

5D11 324 Queen St, Brisbane City L.1/2 Rp.887 Par Nth BrisbaneRIMS Act# 500000002181673

A N Z Centre

5D12 89 Adelaide St, Brisbane City L.1 Rp.110131 Par Nth BrisbaneRIMS Act# 500000002202115

King George TowerCommonwealth Bank Building

5D13 145 Eagle St, Brisbane City L.1 Rp.905881 Par Nth BrisbaneRIMS Act# 500000002187019

5D14 167 Eagle St, Brisbane City L.2 Rp.905881 Par Nth BrisbaneRIMS Act# 500000002187001

5D15 53 Albert St, Brisbane City L.1 Rp.140881 Par Nth BrisbaneRIMS Act# 500000002198149


5E1 320 Adelaide St, Brisbane City L.9 Rp.92926 Par Nth BrisbaneRIMS Act# 500000002201752

5e.Central Business District – Group E

5E2 140 Elizabeth St, Brisbane City L.100 Sp.228870 & Tl.06/233996 - L.6/9 Sp.228871 Par Nth BrisbaneRIMS Act# 500000004817389


Boeing House


Rowes Arcade, Rosies, Shops, Offices

5E5 133 Mary St, Brisbane City L.1 Rp.182958 Par Nth BrisbaneRIMS Act# 500000002200127

5E6 140 Alice St, Brisbane City L.1 Rp.40587 & L.12 Sp.231766 Par Nth BrisbaneRIMS Act# 500000005052141

267





5E7 357 Turbot St, Brisbane City L.6 Rp.221165 Par Nth BrisbaneRIMS Act# 500000002204103

5E8 119 George St, Brisbane City L.1/4 Rp.43986 & L.2 Rp.640 & L.1 Rp.641 Par Nth BrisbaneRIMS Act# 500000003979777

5E9 59 George St, Brisbane City L.1 Rp.159900 Par Nth BrisbaneRIMS Act# 500000002195806

5E10 239 George St, Brisbane City L.28 Rp.170279 Par Nth BrisbaneRIMS Act# 500000002195632

Criterion Tavern, Offices

5E11 21 Saul St, Brisbane City L.30 Rp.169792 Par Nth BrisbaneRIMS Act# 500000002216347

5E12 175 Eagle St, Brisbane City L.10 Sp.151098 Par Nth BrisbaneRIMS Act# 500000004118796

5E13 163 Charlotte St, Brisbane City L.506 B.118215 & L.1/3 Rp.182759 & L.1 Rp.626 Par Nth BrisbaneRIMS Act# 500000005186519

5E14 443 Queen St, Brisbane City L.1 Sl.805627 Par Nth BrisbaneRIMS Act# 500000002186078

Prudential Building

5F1 249 Turbot St, Brisbane City L.2 Sp.140773 Par Nth BrisbaneRIMS Act# 500000004553612

Sofitel Hotel 5f.Central Business District – Group F

5F2 16 Ann St, Brisbane City L.1 Rp.123283 Par Nth BrisbaneRIMS Act# 500000002203949

Mercure Hotel & Hotel Ibis

5F3 66 Eagle St, Brisbane City L.16 Rp.229111 Par Nth BrisbaneRIMS Act# 500000002187092

Central Plaza

5F4 2 Roma St, Brisbane City L.1 Rp.172274 Par Nth BrisbaneRIMS Act# 500000002218988

The Sebel and Citigate Hotels

5F5 54 Mary St, Brisbane City L.14 Sl.12186 Par Nth BrisbaneRIMS Act# 500000002188447

5F6 61 Mary St, Brisbane City L.22 Rp.178621 Par Nth BrisbaneRIMS Act# 500000002188660

Queensland Minerals and Energy Centre

5F7 123 Albert St, Brisbane City L.51 Rp.890812 Par Nth BrisbaneRIMS Act# 500000002198040

5F8 62 Ann St, Brisbane City L.14/15 Sl.11335 & L.76/77 B.118224 & L.22 Rp.133027 Par Nth BrisbaneRIMS Act# 500000002203956

5G1 259 Queen St, Brisbane City L.2 Sp.148916 Par Nth BrisbaneRIMS Act# 500000004319055

5g.Central Business District – Group G

5G2 73 Eagle St, Brisbane City L.5 Sp.140665 Par Nth BrisbaneRIMS Act# 500000004423055

5G3 113 Margaret St, Brisbane City L.1&4 Rp.1075 & L.1 Rp.45960 & L.100 Sp.278163 ParRIMS Act# 500000005278142

5H1 240 Queen St, Brisbane City L.5 Rp.200175 Par Nth BrisbaneRIMS Act# 500000002181616

5h.Central Business District – Group H

5H2 110 Queen St, Brisbane City L.1 Rp.886307 & L.2 Rp.886308 & Tl.06/214694 - L.1 SP.128099 Par Nth BrisbaneRIMS Act# 500000004621294

268






Central Plaza One

5H4 12 Creek St, Brisbane City L.4 Rp.173778 Par Nth BrisbaneRIMS Act# 500000002187100


Broadway On The Mall

5H6 480 Queen St, Brisbane City L.1 Sp.257560 Par Nth BrisbaneRIMS Act# 500000005291582

5H7 166 Creek St, Brisbane City L.1 Rp.122127 & Tl.06/216281 - L.53 Sp.121394 Par Nth BrisbaneRIMS Act# 500000004067910

5I1 131 Mary St, Brisbane City L.900 Sp.245994 Par Nth BrisbaneRIMS Act# 500000005217264

5i.Central Business District – Group I

5I2 45 Eagle St, Brisbane City L.50 Rp.817615 & Sl.06/51313 - L.9 Sl.12596 Par Nth BrisbaneRIMS Act# 500000003639264

Eagle Street Pier

5J1 275 George St, Brisbane City L.20 Sp.198665 Par Nth BrisbaneRIMS Act# 500000004687709

5j.Central Business District – Group J

5J2 39 Edward St, Brisbane City L.2 Sl.12006 Par Nth BrisbaneRIMS Act# 500000002201174

Stamford Plaza

5J3 197 Mary St, Brisbane City L.40 Rp.817615 Par Nth BrisbaneRIMS Act# 500000003639736

Waterfront Place

5J4 152 Alice St, Brisbane City L.22/23 36/37 B.118243 & L.1/3 Rp.1068 & L.1 Rp.110657 & L.2 RP.111828 Par Nth BrisbaneRIMS Act# 500000002195046

Royal On The Park

5K1 192 Ann Street, Brisbane L.5 SP.115364 Par Nth BrisbaneRIMS Act# 500000003799019

5k.Central Business District – Group K

5L1 266 George Street, Brisbane L.12 SP.192709 Par Nth BrisbaneRIMS Act# 500000004637969

Brisbane Square 5l.Central Business District – Group L

5L2 111 Eagle Street, Brisbane L.111 SP.259700 Par Nth BrisbaneRIMS Act# 500000005132323

5M1 2 George Street, Brisbane L.654 & RESERVE.636 - L.651 SP.241925 PAR NTH BRISBANE RIMS Act# 500000004931925

5m.Central Business District – Group M

5N1 167 Queen St, Brisbane City L.217 B.11826 & L.1 Rp.574 & L.1 Rp.575 & L.2 Rp.49018 & L.1 Rp.65292 Par Nth BrisbaneRIMS Act# 500000002186813

Hoyts Regent Building 5n.Central Business District – Group N

5N2 131a Mary St, Brisbane City L.1 Sp.245994 Par Nth BrisbaneRIMS Act# 500000005217256

5O1 185 Queen Street, Brisbane L.1/2 SP.134044 Par Nth BrisbaneRIMS Act# 500000003963805

Wintergarden Complex & Hilton Hotel

5o.Central Business District – Group O

5P1 226 Queen Street, Brisbane L.32 SP.156458 & TL.06/234860 - L.33 SP.182841 & L.1/3 SP.182858 Par Nth BrisbaneRIMS Act# 500000005062777

Queens Plaza 5p.Central Business District – Group P

5Q1 123 Eagle Street, Brisbane L.122 SP.259700 & L.123 5q.

269





SP.208982 Par Nth BrisbaneRIMS Act# 500000005141670

Central Business District – Group Q

5R1 91 Queen Street, Brisbane L.41 RP.218420 & SL.06/52311 - L.711 SL.802985 & SL.06/52309 - L.712 SL.837761 & SL.06/52310 - L.710 SL.12438 & PO.06/217663 - L.42 SP.145288 (L.42 - Volumetric Lot (Closed Road - Strata) Par Nth BrisbaneRIMS Act# 500000004130163

5r.Central Business District – Group R

5S1 159 Roma Street, Brisbane L.34 SP.100560 & L.1 SP.207220 Par Nth BrisbaneRIMS Act# 500000005029487

5s.Central Business District – Group S

5T1 141 Queen Street, Brisbane L.1/4 RP.113488 & TL.06/233650 - L.5 SP.228408 Par Nth BrisbaneRIMS Act# 500000002186839

5t.Central Business District – Group T

5U1 200 Mary Street, Brisbane L.9 RP.196746 Par Nth BrisbaneRIMS Act# 500000002188553

5u.Central Business District – Group U

5U2 313 Adelaide Street, Brisbane L.5 RP.195923 Par Nth BrisbaneRIMS Act# 500000002201992

5U3 375 Turbot Street, Spring Hill L.50 SP.134928 Par Nth BrisbaneRIMS Act# 500000004041311

Spring Hill Marketplace

5U4 55 Elizabeth Street, Brisbane L.30/31 SP.254940 Par Nth BrisbaneRIMS Act# 500000005063478

5U5 280 Elizabeth Street, Brisbane L.1/2 RP.979 & L.26 SL.11452 Par Nth BrisbaneRIMS Act# 500000002187076

5V1 69 Ann Street, Brisbane L.21 SP.198665 Par Nth BrisbaneRIMS Act# 500000004687717

5v.Central Business District – Group V

5V2 245 Charlotte Street, Brisbane L.2 RP.157971 Par Nth BrisbaneRIMS Act# 500000002187563

A M P Place

5W1 142 George St, Brisbane City Reserve.631 - L.682 Cp.855445 Par Nth BrisbaneRIMS Act# 500000002195277

Conrad Treasury Hotel 5w.Central Business District – Group W

5W2 126 Margaret St, Brisbane City L.5 Rp.193122 Par Nth BrisbaneRIMS Act# 500000002192258

5W3 249 Albert St, Brisbane City L.1/2 4 Rp.707 Par Nth BrisbaneRIMS Act# 500000002197059

5W4 30 Herschel St, Brisbane City L.7 B.361 Par Nth BrisbaneRIMS Act# 500000002216271

Suncorp

5W5 180 Queen St, Brisbane City L.1 Rp.676 & L.1/2 Rp.677 & L.2 Rp.45859,Par Nth BrisbaneRIMS Act# 500000002181574

5W6 103 Mary St, Brisbane City L.17 Rp.129686 Par Nth BrisbaneRIMS Act# 500000002188637

5W7 261 Queen St, Brisbane City L.33 Rp.48556 Par Nth BrisbaneRIMS Act# 500000002186714

G.P.O. and Exchange

5W8 120 Queen St, Brisbane City L.13/14 23 B.3153 Par Nth BrisbaneRIMS Act# 500000002181913

Sportsgirl

5W9 217 George St, Brisbane City L.16 Rp.178645 Par Nth Brisbane Concorde House

270





RIMS Act# 500000002181822

5W10 19 George St, Brisbane City L.5 Rp.201074 Par Nth BrisbaneRIMS Act# 500000002196309

Queensland Club


5W12 46 Charlotte St, Brisbane City L.1 Rp.188148 Par Nth BrisbaneRIMS Act# 500000002187522

5W13 33 Herschel St, Brisbane City L.7 Rp.105382 Par Nth BrisbaneRIMS Act# 500000002216313

5W14 342 George St, Brisbane City L.2/4 Rp.778 Par Nth BrisbaneRIMS Act# 500000002195350

George Cinema

5W15 241 Adelaide St, Brisbane City L.1 Rp.948 & L.695 Sl.12260 Par Nth BrisbaneRIMS Act# 500000002202040

5W16 103 George St, Brisbane City L.19 B.118241 Par Nth BrisbaneRIMS Act# 500000002195764

Bellevue Hotel

5W17 163 Ann St, Brisbane City L.1&4 Sp.157241 Par Nth BrisbaneRIMS Act# 500000004273245

5W18 333 Adelaide St, Brisbane City L.12 Rp.125034 Par Nth BrisbaneRIMS Act# 500000002201984

333 Adelaide Street

5W19 166 Wickham Tce, Brisbane City L.2/3 Rp.43451 Par Nth BrisbaneRIMS Act# 500000002215778


Bank Of New South Wales Chambers

5W21 41b Gardens Point Rd, Brisbane City

Reserve.2856 - L.438 Sl.8601 Par Nth BrisbaneRIMS Act# 500000002195095


Mayfair Arcade


M B F House

5W24 300 Ann St, Brisbane City L.3 Rp.211213 Par Nth BrisbaneRIMS Act# 500000004874323

Oracle House

5W25 40 Elizabeth St, Brisbane City L.1 Rp.883066 Par Nth BrisbaneRIMS Act# 500000002187068


5W27 316 Adelaide St, Brisbane City L.13/15 Rp.46148 Par Nth BrisbaneRIMS Act# 500000002201745

Century House


M M I Building

5W29 85 George St, Brisbane City L.18 Rp.209685 Par Nth BrisbaneRIMS Act# 500000002195772

Capital Hill

5W30 38 Wharf St, Brisbane City L.11 B.118227 Par Nth BrisbaneRIMS Act# 500000002215869

5W31 500 Queen St, Brisbane City L.1/3 Rp.88472 Par Nth Brisbane 500 Queen Street

271





RIMS Act# 500000002182481

5W32 388 Queen St, Brisbane City L.7 B.118227 Par Nth BrisbaneRIMS Act# 500000002182283

Q I D C House

5W33 484 Queen St, Brisbane City L.100 Sp.215065 Par Nth BrisbaneRIMS Act# 500000004676793


Credit Union Australia House

5W35 380 Queen St, Brisbane City L.6 B.118227 & L.2 Rp.101086 Par Nth BrisbaneRIMS Act# 500000002182275

Guardian Royal Exchange Building

5W36 237 Elizabeth St, Brisbane City L.1 Sp.191262 Par Nth BrisbaneRIMS Act# 500000004487241

5W37 264 Margaret St, Brisbane City L.4 Rp.183707 Par Nth BrisbaneRIMS Act# 500000002192282

Elders House

5W38 124 Albert St, Brisbane City L.11 B.118233 Par Nth BrisbaneRIMS Act# 500000002196622

Pane e Vino

5W39 142 Albert St, Brisbane City L.9 B.118233 & L.2 Rp.612 Par Nth BrisbaneRIMS Act# 500000002196978


5W41 243 Edward St, Brisbane City L.18 Rp.79119 Par Nth BrisbaneRIMS Act# 500000002200432

Travel House

5W42 111 Elizabeth St, Brisbane City L.8 B.118233 Par Nth BrisbaneRIMS Act# 500000002196986

Borders Bookstore

5W43 80 Eagle St, Brisbane City L.1 Sp.192432 Par Nth BrisbaneRIMS Act# 500000004674384

5W44 95 North Quay, Brisbane City L.1 Rp.108374 Par Nth BrisbaneRIMS Act# 500000002218954

Quay Central

5W45 100 Adelaide St, Brisbane City L.21 (Bal) Sp.207228 Par Nth BrisbaneRIMS Act# 500000004972218

King George Square and Car Park

5W46 348 Edward St, Brisbane City L.4 Rp.202682 Par Nth BrisbaneRIMS Act# 500000002216065


5W48 333 Ann St, Brisbane City L.1 Rp.808928 Par Nth BrisbaneRIMS Act# 500000002207031

5W49 179 North Quay, Brisbane City L.15 B.32411 Par Nth BrisbaneRIMS Act# 500000002218913

Brisbane Central Courts Building


Commonwealth Courts Building

5W51 89 Mary St, Brisbane City L.5 Rp.202845 Par Nth BrisbaneRIMS Act# 500000002196598

80 Albert Street

5W52 119 Charlotte St, Brisbane City L.1 Sp.150759 Par Nth BrisbaneRIMS Act# 500000004120842

5W53 107 North Quay, Brisbane City L.6 B.118221 Par Nth Brisbane Inns of Court

272





RIMS Act# 500000002218947

5W54 193 North Quay, Brisbane City L.8 B.118228 Par Nth BrisbaneRIMS Act# 500000002218798

B P House

15.5 Criteria for determining categorisation for differential rating categories 8a, 8b, 8c, 8d, 8e, 8f, 8g, 8h, 8i, 8j and 8k from 1 July 2017


Real property description Commonly known as(if named)


8A1 9 Brookfield Road, Kenmore L.1 SL.12534 Par IndooroopillyRIMS Act# 500000004372963

Kenmore Village 8a.Large Regional Shopping Centre – Group A

8A2 142 Newmarket Road, Windsor L.1 SP.146479 Par EnoggeraRIMS Act# 500000004036352

Home Zone Windsor

8B1 55 Creek Road, Mt Gravatt East L.1 RP.180967 Par BulimbaRIMS Act# 500000000250837

Mt Gravatt Plaza 8b.Large Regional Shopping Centre – Group B

8C1 551 Lutwyche Road, Lutwyche L.9/10 RP.19093 & L.5 RP.842880 & L.1 SP.242892 Par EnoggeraRIMS Act# 500000005012590

Lutwyche City 8c.Large Regional Shopping Centre – Group C

8C2 11 Pavilions Close, Jindalee L.10 SP.160043 Par OxleyRIMS Act# 500000004213332

D F O Jindalee

8D1 1909 Creek Road, Cannon Hill L.5 RP.121447 Par BulimbaRIMS Act# 500000000111948

Cannon Hill Kmart Plaza

8d.Large Regional Shopping Centre – Group D

8D2 815 Zillmere Road, Aspley L.1 RP.805963 Par NundahRIMS Act# 500000001532687

Homemaker City Aspley

8E1 215 Church Road, Taigum L.4 SP.145646 Par KedronRIMS Act# 500000004057325

Taigum Square 8e.Large Regional Shopping Centre – Group E

8E2 180 Sinnamon Road, Jindalee L.2 SP.140553 Par OxleyRIMS Act# 500000003970693

Jindalee Home

8E3 661 Compton Road, Sunnybank Hills

L.1 RP.214796 & L.1 SP.281927 Par YerrongpillyRIMS Act# 500000005383199

Sunnybank Hills Shoppingtown

8F1 400 Stafford Road, Stafford L.1 RP.853658 Par KedronRIMS Act# 500000001264638

Stafford City 8f.Large Regional Shopping Centre – Group F

8G1 9 Sherwood Road, Toowong L.3 RP.211016 & L.1 RP.844743 Par EnoggeraRIMS Act# 500000002165684

Toowong Village 8g.Large Regional Shopping Centre – Group G

8H1 59 Albany Creek Road, Aspley L.4 RP.164286 & L.1 RP.198020 Par KedronRIMS Act# 500000001492114

Aspley Hypermarket 8h.Large Regional Shopping Centre – Group H

8H2 358 Mains Road, Sunnybank L.20 RP.813380 Par YeerongpillyRIMS Act# 500000003144604

Sunnybank Plaza

8I1 171 Dandenong Road, Mt Ommaney

L.3 SP.108533 Par OxleyRIMS Act# 500000003781587

Mt Ommaney Centre 8i.Large Regional Shopping Centre – Group I

8J1 159 Osborne Road, Mitchelton L.5 RP.842671 & L.1 SP.271468 Par EnoggeraRIMS Act# 500000004024028

Brookside 8j.Large Regional Shopping Centre – Group J

273



Real property description Commonly known as(if named)


8K1 1015 Sandgate Road, Nundah L.1 RP.202924 Par ToombulRIMS Act# 500000001941466

Toombul Shopping Centre

8k.Large Regional Shopping Centre – Group K

15.6 Criteria for determining categorisation for differential rating categories 9a, 9b, 9c and 9d from 1 July 2017




9A1 322 Moggill Road, Indooroopilly L.1 SP.265258 & L.147 SP.265257 & TL.06/211040 - L.7 SP.112975 Par IndooroopillyRIMS Act# 500000005403757

Indooroopilly Shopping Centre

9a.Major Regional Shopping Centre – Group A

9B1 1151 Creek Road, Carindale L.2 RP.909241 Par BulimbaRIMS Act# 500000004096067

Westfield Carindale 9b.Major Regional Shopping Centre – Group B

9C1 2049 Logan Road, Upper Mt Gravatt

L.1 SP.265246 Par YeerongpillyRIMS Act# 500000005437847

Westfield Garden City 9c.Major Regional Shopping Centre – Group C

9D1 395 Hamilton Road, Chermside L.1 SP.192393 Par KedronRIMS Act# 500000004535361

Westfield Chermside 9d.Major Regional Shopping Centre – Group D

15.7 Criteria for determining categorisation for differential rating categories 2b, 2c, 2d, 2e, 2f, 2g, 2h, 2i, 2j and 2k from 1 July 2017




2B1 603 Coronation Drive, Toowong L.10 RP.209688 Par Enoggera RIMS Act# 500000002165726

Toowong Village Car Park

2b.Commercial/Non-Residential – Group B

2C1 52 Alfred Street, Fortitude Valley L.1 SP.196979 & L.40 (BAL) SP.196964 Par Nth Brisbane RIMS Act# 500000004733644

Valley Metro Shopping Centre

2c.Commercial/Non-Residential – Group C

2D1 600 Gregory Tce, Bowen Hills L.112/115 703 & 705 SP.288048 & L.116/117&704 SP. Par North BrisbaneRIMS Act# 500000005579580

RNA Showgrounds 2d.Commercial/Non-Residential – Group D

2D2 595 Gregory Tce, Bowen Hills L.709 SP.238200 Par North BrisbaneRIMS Act# 500000005241918

2D3 41 Costin Tce, Bowen Hills L.117 SP.238200 Par North BrisbaneRIMS Act# 500000005241801

2D4 20 King Street, Bowen Hills L.2 SP.238202 Par North BrisbaneRIMS Act# 500000005294339

2D5 10 Symes St, Bowen Hills L.121 SP.238200 Par North BrisbaneRIMS Act# 500000005241843

2D6 191b Constance St, Bowen Hills L.120 SP.238200 Par North BrisbaneRIMS Act# 500000005241835

274






2D8 665 Gregory Tce, Bowen Hills L.109,110 &111 SP.288047 Par North BrisbaneRIMS Act# 500000005579853


2D10 639 Gregory Tce, Bowen Hills L.801 & 803 SP.288047 Par North BrisbaneRIMS Act# 500000005579861

2D11 11 King St, Bowen Hills L.802 SP.288047 Par North BrisbaneRIMS Act# 500000005493428

2D12 29 King St, Bowen Hills L.804-809 SP.288047 Par North BrisbaneRIMS Act# 500000005579879

2D13 492 St Pauls Tce, Bowen Hills L.107 SP.238200 & L.108,811 & 815 SP.288047 Par North BrisbaneRIMS Act# 500000005579887

2D14 25 King St, Bowen Hills L.106 SP.288047 & L.813 & 913 SP.288076 Par North BrisbaneRIMS Act# 500000005579911

2E1 590 Mains Rd, Nathan L.4 SP.272422 Par YeerongpillyRIMS Act# 500000005213925

Queensland Sport & Athletic Centre

2e.Commercial/Non-Residential – Group E

2F1 1699 Old Cleveland Rd, Chandler L.1(BAL) SP.150590 Par TingalpaRIMS Act# 500000004129793

Sleeman Sports Complex

2f.Commercial/Non-Residential – Group F

2G1 222 Stanworth Rd, Boondall L.48/49 SP.151264 & L.45/46 SP.284827 Par KedronRIMS Act# 500000005385293

Brisbane Entertainment Centre

2g.Commercial/Non-Residential – Group G

2H1 40 Castlemaine St, Milton L.581 RP.227070 & L.354 RP.898660 & L.41 RP.904552 & L.471 SP.144611 & L.42 SP.161089 & L.357 SP.161706 Par Nth BrisbaneRIMS Act# 500000005129071

Suncorp Stadium 2h.Commercial/Non-Residential – Group H

2I1 190 King Arthur Tce, Tennyson L.7 SP.214201 Par YeerongpillyRIMS Act# 500000004714784

Queensland Tennis Centre

2i.Commercial/Non-Residential – Group I

2J1 411 Vulture St, Woollooongabba L.2 RP.803783 & TL.06/208598 - L.100 CP.900152 & L.101 SP.120175 & TL.06/218434 - L.103 SP.134698 & L.104 SP.179933 Par Sth BrisbaneRIMS Act# 500000004774481

The Brisbane Cricket Ground(Part thereof)

2j.Commercial/Non-Residential – Group J

2K1 401 Vulture St, Woollooongabba L.3/4 SP.182798 Par Sth BrisbaneRIMS Act# 500000004859746

The Brisbane Cricket Ground(Part thereof)

2k.Commercial/Non-Residential – Group K

15.8 Criteria for determining categorisation for differential rating categories 18 and 19 from 1 July 2017

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Rateable propertyaddress



537 Stanley St, South Brisbane L.50&54/62 RP.11625 & L.1 RP.11630 & L.43/46 RP.11633 & L.2 RP.185046 & L.3 SP.163361 & L.1 SP.227481 & L.6 SP.241935 & L.5 SP.241936 & TL.06/213427 - L.100 & TL.06/213426 - L.101 SP.119005 & TL.06/232181 - L.100 SP.192428 Par Sth Brisbane (L.6 & TL.06/213426 - L.101 & TL.06/213427 - L.100 SP.119005 & TL.06/232181 - L.100 SP.192428 - Closed Road Strata (Volumetric Lots)RIMS Act# 500000005258771

Mater Public Hospital(Part thereof)

18.Commercial/Non-Residential – Special Concession

547 Ann St, Fortitude Valley L.1/2 SP.268187 PAR Nth BrisbaneRIMS Act# 500000005266519

All Hallows’ School(Part thereof)

19.CTS - Commercial/Non-Residential – Special Concession

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Glossary

Accumulated Surplus/ (Deficit)

This represents accumulated net wealth of Council excluding the revaluation of assets.

Amortisation The systematic allocation of the cost of an asset obtained under finance leases and computer software purchases over its estimated useful life.

Annual (Operational) Plan A statement of the outcomes Council seeks to achieve and the services and projects budgeted for to achieve those outcomes and progress the achievement of the Corporate Plan.

Anticipated 2016-17 Budget The likely end of year result for 2016-17 used as a comparison for the 2017-18 budget figures.

Asset Revaluation Surplus The net revaluation increments and decrements arising from the revaluation of property, plant and equipment. Increases and decreases on revaluation are offset within a class of asset.

Budget The financial plan to allocate the city’s resources.

Budget Period The current financial year.

Businesses Major operations or activities that function as commercialised entities – Field Services, Transport for Brisbane, City Projects Office and other businesses.

Capital Schedule Refer to the “Project Expenditure List”.

Capitalised Expenses Capitalisation of expenses is the process of including those expenses incurred in the creation of assets in the value of the asset. Capitalised expenses are deducted from the income statement and are included in the cost of property, plant and equipment or capital work in progress.

Cash and Cash Equivalents The value of cash on hand, at bank and all liquid investments that are readily convertible to cash on hand.

Contributions Transfers made to Council by external parties. These are predominantly contributions from developers of headworks and other assets arising from property developments.

Corporate Plan A statement of Council’s strategic direction and objectives for the medium term.

Council Providers Businesses within Council that deliver products and services at a best value price.

Current Financial Year 1 July 2017 up to and including 30 June 2018.

Defined Benefit Plan Asset/ Liability

The net surplus or deficit of defined benefit funds where Council contributes to the defined benefit plan.

Depreciation The systematic allocation of the cost of an asset over its estimated useful life.

Description of Service A brief description that highlights key aspects of the service being delivered.

Donated Assets Generally, those assets such as roads, footpaths, drains and open space or parkland which a developer is required to provide and are passed to Council.

Equity Equal to the net assets employed in the operations of Council. It is the surplus of assets over liabilities and represents the net wealth of Council.

GlossaryExpenses Operating expenditure net of internal recoveries.

Fair Value Reserve This represents the change in the fair value in managed funds invested with Queensland Investment Corporation.

Fees Charges levied for services provided by Council.

Fees and Charges Document

A separate budget document detailing the fees and charges to apply to the various products and services provided by Council.

Finance Costs Includes bank charges, interest on borrowings and interest on leases.

Financing Activities Those activities that relate to changing the size and/or financial structure of Council. They include inflows and outflows associated with loan borrowings and finance leases.

Forward Estimates Estimates of expenses, capital and revenue for the three financial years following the budget period. These estimates are indicative for planning purposes and signify an intention to allocate resources. They imply neither a commitment nor an obligation. Similarly, any item, which subsequently may be allotted a higher priority, may be funded even though currently not included.

Gain/Loss on Disposal of Assets

When assets of Council are sold or otherwise disposed of, a gain or loss on disposal may eventuate. This gain or loss is calculated as the difference between the proceeds received and the written down value of the asset at the time of disposal.

Increase in Operating Capability

The difference between total revenues and total expenses, as disclosed in the income statement, giving rise to either an increase (surplus) or decrease (deficit) in operating capability.

Investing Activities Those activities that relate to the acquisition and disposal of non-current assets, including property, plant and equipment and investments.

Loan Borrowings Monies borrowed for the funding of asset acquisition or construction, within the global limit of borrowing authorised by the Queensland Treasury.

Lord Mayor's Budget Speech One of the documents presented as part of the budget package. This is effectively the transcript of the Lord Mayor's budget speech delivered in Council.

Non-current Assets Classified As Held For Sale

Includes the carrying amount of non-current assets that will be recovered principally through a sale transaction rather than through continuing use.

Other Financial Liabilities Includes finance lease liabilities, loan borrowings and bank overdrafts (if in existence).

Outcome A broad statement of the desired results for the community of a particular strategy (or group of strategies).

Operating Budget Expenditure and revenue in a service for "business as usual" activities. This excludes expense and revenue allocated for projects.

Operations Provision of services and activities that are part of the programs undertaken by Council.

Other Assets Includes amounts paid in advance by Council, usually insurance premiums or registrations paid annually.

Other Liabilities Includes amounts received in advance by Council, such as unearned revenue and lease premiums being progressively recognised as revenue over the term of the lease agreements.

Other Revenue Refers to general sundry revenues that are not of such individual significance as to warrant separate disclosure.

278

Glossary

Program A group of related activities performed by one or more organisational units for the purpose of accomplishing a function for which Council is responsible.The budget of Council organises financial estimates into program categories. The legal level at which budgeted disbursements are controlled is the program level.

Program Budgeting The system used by Council. It focuses attention on program outcomes rather than inputs.

Project An activity within a service that builds, enhances and maintains Council assets or enhances Council services in order to achieve a desired outcome.

Project Expenditure List Projects proposed for 2017-18 and forward estimates for 2018-19 to 2020-21. Expenditure represents the total of capital and operating expenses for each project.

Project Estimate The project estimate is based on the scope of the project. Standard item prices are used for the routine type of rehabilitation undertaken on Council's infrastructure and resource based estimates are used for the major and one-off type works such as major road works, new bridges, major drainage, etc. At the time of budget planning, project estimates may be based on either concept estimates, design estimates or construction estimates depending on the project development stage.

Property, Plant and Equipment

Council's physical assets base, including parkland, vacant land, roads, bridges, buildings, vehicles, computer equipment and infrastructure assets.

Provisions Includes amounts owing to employees of Council in relation to employee benefits (including sick leave and long service leave) calculated in accordance with current award rates and known leave entitlements.

Rates Revenue Includes the general rates, separate rates, separate charges, and waste management charges. Rates represent a charge on land. By resolution, the general and separate rates are based on a three-year average of the Unimproved Capital Value of the land as valued on an annual basis by the Valuer-General of Queensland. Rate revenue also includes the Bushland Preservation Levy.

Revenue An increase in assets and/ or a decrease in liabilities during the budget period from providing services and other activities constituting Council's ongoing operations.

Revenue Policy Council’s strategic policy used as the basis for the development of rates and charges. It specifically outlines Council’s principles in the making of rates and charges, the granting of rebates and concessions for rates and charges and the recovery of unpaid rates and charges. The policy is included in the Annual Plan and Budget document.

Revenue Statement The Revenue Statement has been prepared using the principles approved in Council's Revenue Policy. It provides broader information on the categories of rates and charges, rebates and concessions and the recovery of unpaid rates and charges. The Statement is included in the Annual Plan and Budget document.


A formal resolution that sets out the various rates levied by Council and any associated charges. This is contained in the Annual Plan and Budget document and has been prepared using the principles approved in Council's Revenue Policy.

Separate Charge Levied for Bushland Preservation and Rural Fire Services.

Separate Rates Levied for Queen Street and Valley Malls, various beautification schemes, town, business and suburban centre schemes, improvement projects and

279

Glossarythe Environmental Management and Compliance Levy and Living Village Developments Levy.

Service A readily identifiable service or product delivered by Council to the community in order to achieve a particular outcome.

Subsidies and Grants Grants and subsidies received, or receivable, from the Queensland and Commonwealth Governments to assist in the conduct of certain Council activities. Included, but not limited to, are Financial Assistance Grants, Roads to Recovery and Blackspot funding, Natural Disaster Relief and Recovery Arrangements and Library subsidies.

Strategies A level at which resources are allocated to deliver the outcomes of the program.

Trade and Other Payables Includes trade creditors and accrued employee benefits (including annual leave and leave in lieu).

Utility Charges A charge for the supply by Council of cleansing services to any land, building or structure in the city.

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Index of Outcomes


1.1 Active Transport ............................................................................................................................. 15

1.2 Public Transport ............................................................................................................................. 18


2.1 Roads and Transport Network Management .................................................................................. 24

2.2 Parking Management ..................................................................................................................... 33


3.1 Sustainable and Resilient Community. .......................................................................................... 39

3.2 Low Carbon and Clean Environment ..............................................................................................44

3.3 Biodiversity, Urban Forest and Parks ............................................................................................ 48

3.4 Sustainable Water Management ................................................................................................... 56

3.5 Managing and Reducing Brisbane's Waste and Litter ................................................................... 67


4.1 Planning for a Growing City .......................................................................................................... 74

4.2 Enhancing Brisbane's Liveability .................................................................................................... 76

4.3 Approving Quality Development .................................................................................................... 80


5.1 Thriving Arts and Culture ............................................................................................................... 84

5.2 Libraries for an Informed Community .............................................................................................. 90

5.3 Active and Healthy Community ...................................................................................................... 93

5.4 Social Inclusion ............................................................................................................................... 95

5.5 Community Sport, Recreation and Cultural Facilities ....................................................................... 99

5.6 City Icons ...................................................................................................................................... 102

5.7 City Venues .................................................................................................................................. 103

5.8 Brisbane City Cemeteries ............................................................................................................. 105


6.1 Managing Animals ........................................................................................................................ 109

6.2 Community Health ....................................................................................................................... 110

6.3 Public Safety ................................................................................................................................ 112

6.4 Community Engagement ............................................................................................................. 114

6.5 Customer Service Delivery .......................................................................................................... 115

6.6 Customer Experience .................................................................................................................. 116

Index of Outcomes


7.1 Growing Brisbane's Economy ...................................................................................................... 121

7.2 Enabling Economic Growth .......................................................................................................... 122

7.3 A City of Many Skills .................................................................................................................... 124

7.4 Delivering World Class Economic Precincts ................................................................................. 125

7.5 Delivering the Brisbane 2022 New World City Action Plan ........................................................... 127

7.6 Developing Brisbane's Export Profile ........................................................................................... 130

Program 8 – City Governance

8.1 Civic Administration and Support ................................................................................................ 133

8.2 Regional and International Activities ........................................................................................... 135

8.3 Strong and Responsible Financial Management ......................................................................... 136

8.4 Value for Money Support Services ................................................................................................ 140

8.5 Corporate Communication ........................................................................................................... 142

8.6 Information and Communications Technology ............................................................................ 143

8.7 Disaster Response and Recovery ............................................................................................... 145

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