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Annual Report

2015-16

BRISBANE

BRISBANE CITY COUNCIL IS THE LARGEST LOCAL GOVERNMENT IN AUSTRALIA. Our responsibility is to provide leadership and good governance for the people of Brisbane, and to manage our resources to create a prosperous and vibrant New World City.

How to read our Annual ReportThis report is divided into a number of main sections beginning with an introduction containing information on Brisbane, our Corporate Plan scorecard and strategic planning. The report then provides an overview of Council and the organisation, progress and performance for programs and businesses, our community financial report, corporate governance, disclosures and audited financial statements.

This Annual Report references the Corporate Plan 2012/13-2016/17.

© 2016 Brisbane City Council

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

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

| On the cover: Road resurfacing at Pine Street, Wynnum | Above: Go Between Bridge, Brisbane CBD |

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Brisbane City Council | Annual Report 2015-16

BRISBANE CITY COUNCIL 2 ANNUAL REPORT 2015-16

Brisbane at a glance 6

Brisbane in profile 8

Corporate Plan scorecard 11

Strategic planning 19

OUR COUNCIL 24

Lord Mayor’s Report 26

Chief Executive Officer’s Report 28

Our elected representatives (2015) 30

Our elected representatives (2016) 34

Civic Cabinet 38

Executive Management Team 44

Organisational structure 48

Our people 50

Award recognition 55

PROGRESS AND PERFORMANCE: 60 PROGRAMS

Program 1: Clean, Green and WaterSmart City 62

Program 2: Moving Brisbane 71

Program 3: Future Brisbane 78

Program 4: Your Brisbane 84

Program 5: Public Health and Safety 92

Program 6: Economic Development 97

Program 7: Customer Focus 104

Program 8: City Governance 109

BUSINESS UNITS 118

Brisbane Transport 120

Field Services Group 125

City Parking 130

COMMUNITY FINANCIAL REPORT 134

Revenue and expenses 136

Assets and liabilities 137

Community equity 138

Measures of financial sustainability 139

Rates: fair and equitable rates and rates concessions 139

CORPORATE GOVERNANCE 142

Risk management 145

Assurance services and ethical standards 145

Brisbane City Council Audit Committee 147

Complaints management 148

Right to Information and Information Privacy access requests 149

National Competition Policy 150

Code of Conduct 151

DISCLOSURES 152

Councillor remuneration 154

Councillor expenses reimbursement 155

Councillor attendance, suspensions, conduct and complaints 157

Executive remuneration 161

Overseas travel 161

Registers kept by Council 162

Land, reserves and controlled roads 163

Grants to community organisations 164

Councillors’ discretionary funds (pre-caretaker period) 165

Councillors’ discretionary funds (post-election period) 201

ANNUAL FINANCIAL STATEMENTS 206

Table of contents 208

Detailed financial reports 209

GLOSSARY 258INDEX 267CONTACT DETAILS 275

CONTENTS

1 5

6

7

8

2

3

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CONTENTS

| Above | Botanical Gardens, Brisbane CBD18

City Botanic Gardens, Brisbane CBD


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BRISBANE CITY COUNCIL ANNUAL REPORT 2015-16In this section

Brisbane at a glance

Brisbane in profile

Corporate Plan scorecard

Strategic planning

32.84%

17.54%11.74%

22.56% 15.32%

25-44

0-1465+

45-6415-24

67%

28%

5%

Born in Aus

Born overseas

No reponserecorded


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BRISBANE AT A GLANCE

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

Population

1,162,186Geographical area

1338.1km2

25˚CAverage daily high temperature

14.9˚CAverage daily low temperature

823,800People employed

in the Brisbane Local Government area

77,193International students

(including Tertiary, TAFE,technical and English

language students)

Population by age Demographics*

* Approximately 5% of Brisbane residents did not state their country of birth. 1.4% of the population had indicated that they identify

as Aboriginal and Torres Strait Islander people.

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

LIBRARY

PARK

5706 kmLength of constructedand formed roads


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6590Bus stops

1197Buses

34 Libraries(including mobile libraries)18

Communityhalls

610 Sites leased tocommunity organisations and sports clubs

21Swimmingpools

FerryTerminals25

78 Wharves,jetties, pontoonsand boat ramps

9 CrossRiver Ferries

8 Crossriver bridges(excludes CLEM7 tunnel)

21CityCats

1231 ha Area ofsports parks owned and

managed by Council

114 kmLength of the

Brisbane Riverwithin the Brisbane

City boundary

6476 haUrban parksmanaged by

Council134 Dogoff-leash areasin parks

(natural areas and urban parks)2104 Parks547Picnic

grounds1039Playgrounds

9068 haNaturalareas managed by Council

12 Cemeteriesand crematoria

4501kmLength of pathsand walkways


BRISBANE IN PROFILE

AUSTRALIA

Brisbane

Queensland

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Early historyBrisbane is named after Sir Thomas Brisbane, a noted astronomer and the sixth Governor of New South Wales from 1821-1825.

The city’s history can be traced back more than 40,000 years, when Aboriginal clans lived in the area we now call Moreton Bay.

In 1823, Lieutenant John Oxley entered the Brisbane River, finding fertile riverside land and a secure site for the penal camp, which was established at Redcliffe in 1824. The following year the penal camp moved to the vicinity of what is now William Street in the Brisbane CBD. However, it wasn’t until 1842 that the Moreton Bay area was opened for free settlement, with Brisbane Town as its centre.

From that point Brisbane grew quickly due to the region’s rich agricultural industry and the discovery of gold.

Today, only the Windmill Tower and the Commissariat Store − both built by convict labour − remain as markers of the penal era. In 1859, the colony of Queensland was separated from New South Wales. At the time Brisbane, with a population of 6000, was made the capital.

Between 1860 and 1865 more than 35,000 new settlers moved to Brisbane.


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Modern Day BrisbaneLocated on the eastern seaboard, Brisbane City Council local government area occupies the largest of Australia’s capital cities by geographical area, spanning some 1338.1 km².

Often referred to as the River City, it is built on and around the winding Brisbane River, and is characterised by a warm subtropical climate, outdoor lifestyle, hilly suburban pockets and unique Queenslander housing.

The river is at the heart of the city and sets the backdrop to the bustling CBD, vibrant retail and dining precincts as well as extensive parkland spaces for sport and leisure, festivals, arts and entertainment. Over time, Brisbane has also developed a reputation as a world-class event venue, hosting the Commonwealth Games in 1982, World Expo ‘88, Goodwill Games in 2001, the G20 Leaders’ Summit in 2014 and the Asia Pacific Cities Summit (2015APCS) and Mayor’s Forum in 2015.

Today, Brisbane is a thriving multicultural city, steadily building on its reputation as Australia’s New World City. It is located in one of the fastest growing regions in Australia and has an economy of $146 billion, accounting for 48% of Queensland’s economic output and 9% of Australia’s output.

Brisbane’s booming economy is driving continued population growth in the region. From 2010 to 2015, the Greater Brisbane population average annual growth rate was 1.8%1.

Almost 30% of Brisbane residents were born overseas and more than 20% of households speak two or more languages at home.

Landmarks and notable buildingsBrisbane City Hall was officially opened on 8 April 1930 by the then Governor of Queensland, Sir John Goodwin, taking 10 years to build. At the time of construction it was one of the most expensive buildings ever built in Australia, with a price tag of almost £1 million.

City Hall closed its doors in January 2010 for restoration and repair, reopening to the public on 6 April 2013.

In 1925, the Greater Brisbane Council appointed a Cross River Commission to investigate the need for future bridges. The commission recommended a bridge to address local industry growth and to connect Kangaroo Point to Fortitude Valley and the Brisbane CBD. Built between 1935 and 1940, the Story Bridge was officially opened on 6 July 1940. The bridge was named after J.D. Story, Public Service Commissioner and Vice Chancellor of The University of Queensland. The Story Bridge celebrated 75 years of operation on 5 July 2015, and is today one of Brisbane’s most significant cultural and tourist icons.

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

1 ABS Regional Population Growth CAT3218.0, 2014-15

Brisbane’s Windmill was built in 1828.

Brisbane City Hall opened on 8 April 1930, and took

10 years to build.

Brisbane’s first mall, Queen Street Mall,

opened in 1982.


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Our Council The origins of Brisbane City Council were established almost 100 years after Brisbane’s foundation when, in 1924, Queensland State Parliament passed the City of Brisbane Act, setting up a single, citywide local government for the whole of the region. Before this, the area had been divided into 20 local authorities and joint boards.

Brisbane’s first Lord Mayor, William Jolly, took office on 1 October 1925 and served until 1931. Since then Brisbane has elected 15 Lord Mayors, including the incumbent Lord Mayor Graham Quirk.

Today, Brisbane City Council is Australia’s largest local government in both population and budget. It is dedicated to ensuring Brisbane is a great place to live and has a fundamental role to play in making the city the best it can be. Guiding this is the Brisbane Vision 2031 (Brisbane Vision), Council’s long-term community plan for the city. It details the aspirations for the city’s future and outlines ideas for achieving this vision.

Our goals The main priorities for Brisbane Vision are to:

• maintain or improve quality of life for the Brisbanecommunity

• ensure Brisbane has the services and infrastructureto meet the liveability and sustainability challengesof the future

• provide an overarching plan of action for Council,its partners and the people of Brisbane for the next15 years (up to 2031).

Council undertakes business with the following values in mind:

• passion for Brisbane

• respect for people

• courage to make a difference

• working together

• getting things done

• value for money.

Council is dedicated to ensuring Brisbane is a

great place to live and has a fundamental role

to play in making the city the best it can be.

• responsive customer service


CORPORATE PLAN SCORECARD

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About our scorecardThis scorecard summarises progress towards achieving the medium-term objectives of the Corporate Plan 2012/13-2016/17. Progressing these is central to achieving Council’s long-term community plan, Brisbane Vision 2031.

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

We use a four tier ratings system:

« Delivered: objective is achieved or completed.

On track: work is continuing as plannedand budgeted.

Monitor closely: progress is being made but does notmatch what was planned and budgeted, or progress isdifficult to measure. Program or business unit updateprovided.

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

Program 1: Clean, Green and WaterSmart City

Our medium-term objectives Status

1.1 Sustainability leadership Reduce Council’s greenhouse gas emissions. «Implement a continual improvement program in the area of energy efficiency and carbon abatement, to minimise the required purchase of GreenPower and offsets.

Reduce the environmental risks of Council’s activities and operations. «1.2 Sustainable Brisbane Reduce greenhouse emissions and the environmental footprint of Brisbane homes.

Reduce the greenhouse emissions of Brisbane businesses.

1.3 Biodiverse city Recognise and promote the wealth of Brisbane’s biodiversity.

1.4 Parks, gardens and recreation Extend and improve capacity of the city’s street and park tree assets to deliver attractive and shaded pathways and public spaces.

Develop subtropical boulevards along main arterial roads.

Ensure an accessible, diverse and connected network of public and private open space.

Continue to plan, design and deliver a range of park types and facilities that reflect the needs of our growing city.

Provide a hierarchy of parks and park facility maintenance consistent with the parks asset management plan.

1.5 Sustainable water management Develop a framework that guides development within our catchments to ensure our built environment minimises adverse impacts and maximises the benefits the community receives from our local water resources.

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

Council’s asset policy and planning, natural resource management and development assessment staff will progress water smart initiatives in their daily responsibilities including asset planning and management.


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1.6 Focus on the river, bay and waterways Maintain performance against local waterway health indicators of riparian cover and in-stream habitat diversity.

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

85% of Brisbane’s community will recognise and value the contribution Brisbane’s waterways make to the liveability of the city.

1.7 Flood management Council will develop and implement a risk-based approach to plan for, manage and build capacity to respond to flooding across the city.

Brisbane’s residents will better understand their risk of flooding and will be better prepared and more resilient to flooding.

Council will continue to reduce the likelihood and consequences of flooding to ensure Brisbane can continue to effectively function before, during and after a flood.

1.8 Pollution free city Improve Brisbane’s air quality.

Lower the environmental risks associated with Brisbane’s 150 closed landfill sites.

Improve the air quality performance of Council’s activities and operations.

1.9 Managing and reducing Brisbane’s waste and litter Reduce waste disposal to landfill by 25% by 2014 (against 2008 baseline).

Increase recycling of municipal solid waste by 50% by 2014 (against 2008 baseline).

Reduce waste generation by 5% by 2014. «Reduce on-ground litter levels to less than 60 pieces of litter per litter count area by 2017. This equates to a minimum 37% reduction in on-ground litter compared to July 2009 baseline.

«

Improve the Clean Communities Assessment Tool (CCAT) cleanliness range in the CBD and Fortitude Valley from 3.7 (average cleanliness) to 4.0 (very clean).

«

Achieve a rating of 3.0 or above, 95% of the time (service delivery standards – CBD/Fortitude Valley). «


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Program 2: Moving Brisbane


2.1 Promoting active transport Active transport to achieve more than 16% share of all journeys in Brisbane by 2018.

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

2.2 Public transport By 2018, bus patronage will increase to more than 90 million trips per year.

By 2018, ferry patronage will increase to seven million trips per year.

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

2.3 Transport network Continue delivery of the Road Action Program and continue to implement the TransApex plan and Local Road Network program.

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

Improve road safety for all road users and reduce trip times.

Maintain and improve the condition of transport network assets.

Program 3: Future Brisbane


3.1 Planning for a growing city Continue to implement planning that integrates built and natural environment, social, economic and infrastructure priorities.

Recognise and plan for areas where citywide regulations may be altered to better suit local circumstances.

By 2017, the Priority Infrastructure Plan will align Council’s infrastructure plans with the growth forecasts for the city.

Work collaboratively to benefit Brisbane and the South East Queensland region by contributing to the revision of the South East Queensland Regional Plan 2009-2031.

Enhance provisions for a range of housing options to respond to changes in Brisbane’s population.

3.2 Enhancing the city’s liveabilityContinue to provide opportunities for communities to have a say in how their neighbourhoods are planned and developed.

Integrate commercial and residential development and renewal projects to deliver high quality places that help Brisbane compete regionally and internationally as Australia’s New World City.

3.3 Approving quality development Maintain assessment times and standards at high levels.

Maintain and enhance Brisbane’s heritage in balance with growth and new development through more effective design mechanisms.


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Program 4: Your Brisbane


4.1 Thriving arts and culture Achieve 75% resident satisfaction with Council’s provision of arts and cultural facilities and events.

Achieve 75% resident satisfaction with significant festivals such as Brisbane Festival and the Queensland Music Festival.

The Brisbane Powerhouse will attract more than 300,000 visitors per year.

Signature festivals like Brisbane Festival and Queensland Music Festival will attract increased patronage.

4.2 Libraries for an informed community Council’s libraries will have 400,000 members.

Maintain a 90% customer satisfaction rate with Council’s library services.

Brisbane libraries will hold 17,000 Council archival records. «Council’s libraries will have 100,000 parents and children attending children’s reading and literacy programs each year.

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

More than 150,000 people will attend learning and cultural events at libraries each year.

4.3 Active and healthy communities Achieve 75% resident satisfaction with Council’s provision of fitness activities in which residents can participate.

Achieve 70% resident awareness of Council’s active and healthy lifestyle programs.

80% of sporting and recreation clubs leasing Council properties are positive about Council’s engagement with them.

4.4 Social inclusion Achieve 60% resident satisfaction with Council’s provision for assisting people in need.

70% of community organisations (customers) will rate Council positively for its provision of services to Aboriginal and Torres Strait Islander communities, young people, seniors, people with a disability, the homeless, multicultural communities and refugees.

Implement social inclusion initiatives.

4.5 Community sport and recreation facilities 80% resident satisfaction with Council’s provision of sporting and recreational facilities such as pools, golf courses, halls and sports grounds. «

80% of customers are satisfied with Council’s management of major venues, such as the Sir Thomas Brisbane Planetarium, Riverstage, Council pools and golf courses. «

Achieve patronage target of two million people for Council pools. «Implement the disability access program across Council pools.

80% of leased Council facilities achieve a Council ‘C’ rating and are fit for purpose.

Condition audits are completed on 20% of leased Council facilities annually.

Condition audits are completed on 25% of leased Council sports fields annually.

Undertake an annual review of 95% of all sporting, recreational and community lessees of Council facilities.

75% of lessees are satisfied with Council’s management of its community facilities.

4.6 City icons City Hall will be restored as the ‘People’s Place’. «


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Program 5: Public Health and Safety


5.1 Public health Reduce cases of vaccine-preventable and mosquito-borne diseases in the community.

Maintain and enhance Brisbane’s amenity.

Improve community health and safety outcomes through public health licensing and regulatory services.

Protect the community from public health risks and disease outbreaks.

5.2 Citizens’ security Maintain a high level of actual safety in the community.

Achieve a high level of perceived safety in the community.

Improve safety by engaging, educating and involving the community.

5.3 Brisbane City Cemeteries Deliver quality and cost-effective cemeteries and crematoria to reflect the diversity of Brisbane residents.

Program 6: Economic Development


6.1 Growing Brisbane’s economy Regional offices of international companies will increasingly establish in Brisbane.

Brisbane will be a city where it is easy to do business, with world-class infrastructure and services responsive to business needs.

Brisbane will continue to create jobs that satisfy its growing business sector.

6.2 Removing barriers to growth Public sector capital investment will support Brisbane’s projected employment and population growth.

The community will be able to access free Wi-Fi on public transport networks and in public places. «Brisbane will have an efficient private, public and active transport network that supports the needs of the community and workers.

6.3 A city of many skills Highly skilled workers will choose to live in Brisbane because of its exciting employment opportunities, its high amenity and attractive lifestyle.

Continue to support Brisbane’s intake of international students.

Brisbane businesses can access the skills they require.

6.4 Delivering world-class economic precincts Office floor space in Brisbane’s inner city will keep pace with demand.

Brisbane’s industrial businesses are able to grow and expand in locations such as Australia TradeCoast and in the southwest industrial gateway.

Ensure that the city’s land assets support business demand in employment growth locations.


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6.5 Capturing Brisbane’s unique window of opportunity Brisbane will be rated as Australia’s New World City of economic, social, cultural and lifestyle achievement.

Brisbane will attract a growing number of domestic and international visitors, and international visitors will increase their length of stay.

Grow the number of high-yield, visitor-attracting events to bring increased delegate visitor days and spend to the city.

6.6 Export market development Brisbane will maintain strong export growth.

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

Program 7: Customer Focus


7.1 Engagement 54% of residents rate Council as being good or excellent in providing residents with opportunities to participate in consultation about issues affecting Brisbane. «

75% of residents rate Council as being good or excellent in reporting back to residents following consultation. «60% of residents are aware of the Your City Your Say initiative.

7.2 Service delivery Council will make it easier for customers to interact with us through a range of channels. We will improve the experience of all customers who interact with Council.

Meet the service standards of Council’s Customer Charter.

Maintain high levels of overall satisfaction with Council’s service delivery channels for both residents and businesses.

7.3 A council easy to do business with Customers will be satisfied that Council understands their needs.

Promote a customer focused culture within Council.

Program 8: City Governance


8.1 Civic administration and support Council is committed to being an effective and transparent government.

Council will consult widely and openly with the community.

8.2 Regional and international activities Foster international relationships that offer economic development opportunities.

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

8.3 Strong and responsible financial management Remain a financially sustainable organisation. «Ensure Council’s programs and services meet the current and future needs of the community. «


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8.4 Value for money Reduce procurement costs while maintaining value.

8.5 Risk management Provide effective risk management. «Protect Council assets, people and the environment. «8.6 Managing Council’s business Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan Brisbane Vision and Council’s Corporate Plan.

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

Council will be an employer of choice.

8.8 Corporate communication Align corporate communication with Council’s plans.

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

Maintain and improve employee satisfaction via consistent internal communication.

8.9 Information and communications technology Council’s business performance will be supported and improved through information and communication technologies (ICT). «

Increase organisational satisfaction with ICT service delivery. «The benefits delivered by ICT projects are identified and delivery of these is monitored. «8.10 Disaster response and recovery Ensure Council remains compliant with Queensland’s Disaster Management Act 2003. «Deliver disaster planning and preparedness to reduce the impact of future disasters.

Build a more robust and resilient community.

Brisbane TransportOur medium-term objectives Status Continue to meet customer needs and contribute to congestion reduction and accessibility by delivering frequent, reliable and safe services. «

Field Services GroupOur medium-term objectives Status Provide high quality and value for money services to Council.

Deliver programmed services on time and within scope and budget.

Field Services Group’s workforce will be highly skilled and motivated and will have a uniform focus on safety as a critical business enabler.


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City Parking

Our medium-term objectives Status Continue to meet customer needs and contribute to both liveability and economic outcomes by delivering accessible and reliable parking services.

City Projects Office

Our medium-term objectives Status Provide leadership, advice and professional services to create innovative solutions for the delivery of community assets and economic infrastructure for Brisbane.

STRATEGIC PLANNING

Council’s strategic and corporate plans set the goals and direction for the city’s future.

Council’s strategic planning framework The key elements of Council’s strategic planning framework and associated reporting are outlined below:

Long

-Ter

m

L O N G - T E R M C O M M U N I T Y P L A N ( B R I S B A N E V I S I O N )

Long-Term Financial Forecast Long-Term Asset Management Plan Planning Scheme

Council’s Strategies Priority Infrastructure Plan

Med

ium

-Ter

m C O R P O R AT E P L A N

Medium-Term Priorities Policy Objectives

Ann

ual

A N N U A L P L A N A N D B U D G E T

Program and Business Plans Financial Policies

Op

erat

iona

l D I V I S I O N A L A N D B R A N C H P L A N S

Ann

ual R

epo

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Mo

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uart

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and

Ann

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Council’s strategic planning framework aligns with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012.

The strategic planning framework integrates annual, medium, and long-term plans and strategies. Integrated financial, asset, land use, infrastructure and service planning is necessary to ensure the achievement of outcomes together with effective and efficient delivery of community services.

All of Council’s forward planning is guided by its long-term community plan, Brisbane Vision 2031 (Brisbane Vision). Brisbane Vision was developed in consultation with the community and was adopted by Council in August 2013.


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Our VisionBrisbane will continue to be a safe, vibrant, green and prosperous city. The city is valued by all for its friendly, energetic and optimistic character, and subtropical outdoor lifestyle. Brisbane will be respected for its strong international relationships, particularly with its Asian neighbours, for its boundless innovation and growing economic prosperity.

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

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

Brisbane Vision themes

Our accessible, connected city

Our active, healthy city

Our clean, green city

Our friendly, safe city

Our New World City

Our smart, prosperous city

Our vibrant, creative city

Our well-designed, subtropical city

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

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

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

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


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Financial management Council’s Annual Plan and Budget includes long-term financial forecasts and a number of measures of financial sustainability.

Included are the three measures of financial sustainability mandated under the City of Brisbane Regulation 2012:

• asset sustainability ratio

• net financial liabilities ratio

• operating surplus ratio.

Council’s current year and long-term financial sustainability statements are included with Council’s annual financial statement later in this report.

Financial Ratios

Ratio formula and explanation

2015

-16

Act

uals

2016

-17

Pro

po

sed

2017

-18

Pro

po

sed

2018

-19

Pro

po

sed

2019

-20

Pro

po

sed

2020

-21

Pro

po

sed

2021

-22

Pro

po

sed

2022

-23

Pro

po

sed

2023

-24

Pro

po

sed

2024

-25

Pro

po

sed

2025

-26

P

rop

ose

d

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

44.8% 48.0% 50.4% 49.9% 49.9% 52.3% 52.9% 53.1% 53.4% 53.6% 53.9%

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

1.8 times

2.2 times

1.8 times

2.4 times

2.8 times

2.2 times

2.3 times

2.3 times

2.6 times

3.0 times

3.3 times

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

33.9% 7.2% 9.0% 10.1% 10.4% 10.6% 10.3% 10.3% 10.2% 9.8% 9.4%

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

57.3% 82.2% 103.4% 106.2% 98.2% 101.6% 101.4% 99.9% 96.8% 92.1% 86.4%

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

10.3 to 1

8.6 to 1

7.5 to 1

7.0 to 1

7.1 to 1

7.3 to 1

7.2 to 1

7.1 to 1

7.2 to 1

7.3 to 1

7.6 to 1

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

75.6% 15.0% 17.8% 20.3% 20.9% 20.2% 19.6% 19.4% 19.1% 18.2% 17.4%

Net Debt Per Capita $1,032 $1,445 $1,806 $1,959 $1,891 $1,908 $1,932 $1,944 $1,923 $1,867 $1,789

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

0.9 0.7 0.7 0.8 1.0 0.7 0.7 0.7 0.7 0.7 0.7


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Ratio formula and explanation

2015

-16

Act

uals

2016

-17

Pro

po

sed

2017

-18

Pro

po

sed

2018

-19

Pro

po

sed

2019

-20

Pro

po

sed

2020

-21

Pro

po

sed

2021

-22

Pro

po

sed

2022

-23

Pro

po

sed

2023

-24

Pro

po

sed

2024

-25

Pro

po

sed

2025

-26

P

rop

ose

d

Operating Surplus Ratio Net Operating Surplus/ Total Operating Revenue (Extent to which revenues raised cover operational expenses only or are available for capital funding)

0.6% - 1.7% - 2.4% - 1.7% - 1.4% - 0.3% 0.6% 0.9% 2.1% 3.5% 4.6%

Net Financial Liabilities Ratio Total Liabilities less Current Assets/Total Operating Revenue (Extent to which the net financial liabilities of Council can be serviced by its operating revenues)

83.1% 110.0% 130.2% 134.5% 125.6% 125.2% 124.2% 122.5% 118.9% 113.5% 107.3%

Interest Coverage Ratio Net Interest Expense on Debt Service/Total Operating Revenue (Extent to which Council’s operating revenues are committed to interest expenses)

4.0% 4.4% 5.0% 5.3% 5.4% 5.1% 5.0% 4.9% 4.7% 4.5% 4.2%

Asset Sustainability Ratio* Capital Expenditure on the Replacement of Assets (renewals)/Depreciation Expense (Approximation of the extent to which the infrastructure assets managed by Council are being replaced as these reach the end of their useful lives)

66.7% 70.0% 67.2% 65.1% 61.0% 68.6% 68.9% 67.8% 71.2% 69.7% 71.5%

Asset Consumption Ratio Written Down Value of Infrastructure Assets/Gross Current Replacement Cost of Infrastructure Assets (The aged condition of Council’s stock of physical assets)

77.5% 77.5% 76.9% 76.1% 75.0% 74.2% 73.4% 72.6% 71.9% 71.1% 70.4%

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


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Public art at Frew Park

bbc 286 annual report - brisbane · brisbane city council annual report 2015-16 ... introduction of...

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