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However there does need to be one lead person who is the primary point of contact and the contracted party. All volunteer participants will receive an equipment box which has the necessary materials paint and safety equipment for working on site, as well as guidelines, contract, insurances, and instruction manual for information support. If your artwork design does not meet the Artwork Evaluation Criteria and Restrictions, then we will ask you to revise the design and work with you until the design is suitable.
The Artforce Brisbane Artwork Brief also provides guidance on how to develop a successful design. However, some artworks may be replaced sooner, primarily due to boxes being damaged in traffic incidents.
Delivery and return of the equipment box is to the local ward office where your traffic signal box is located. Painting periods are usually 18 days.
Participants can pick up the equipment box in the days prior and must return it within one week of painting completion. Boxes are released via the Artforce Brisbane website every three months. The new riverwalk will be funded by council and delivered by Dexus, with construction set to begin in The transformation will create new vistas to the river from Mary Street and Creek Street and give space to the heritage-listed Naldham House, which will be restored.
The existing Eagle Street Pier restaurant precinct will continue to trade before closing to allow construction to start. The first tower is expected to be completed in As service delivery expectations evolve, Council remains committed to understanding and meeting customer needs through initiatives such as the development of our new Community Vision. We continued to prioritise community and stakeholder engagement, hosting 60 activities and events and engaging more than 27, people through face-to-face and online community engagement activities and events.
The community had their say on important projects that will shape our city for years to come, such as the Victoria Park Vision, green bridges and the North West Transport Network business case. Corporate Plan to will guide Council in ensuring Brisbane is, and always will be, a great place to live, work and relax.
I thank Lord Mayor Adrian Schrinner and members of the Establishment and Coordination Committee for their leadership through the ongoing changes brought about by coronavirus. As more people relocate to Brisbane and our prominence on the national and world stage continues to grow, Council remains dedicated to building the Brisbane of tomorrow with support from the community, industry representatives, non-government organisations and other levels of government.
Council is dedicated to ensuring Brisbane is a great place to live, work and relax, and has a fundamental role to play in making the city the best it can be for current and future residents, businesses and visitors.
We strive to create a better Brisbane for all by listening to our residents and understanding their needs and priorities.
We want them to love and contribute to Brisbane, just as we do. Our values Council is driven by strong corporate values that guide our thinking, actions and decisions. Committed to continuous improvement and a city and workplace free of discrimination, harassment and offensive behaviour. 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.
Everyone living and working in Brisbane has a role to play in achieving the Vision, and can contribute by following the community actions listed in the Vision. Guided by the Vision, Council will continue to plan and deliver services and projects that help make Brisbane a great place to live and do business. The LTAMP includes a summary of the asset management principles such as levels of service, risk management and continuous improvement when managing an asset from acquisition to disposal.
To support the achievement of the Vision, long-term plans and targeted strategies are put in place to set out specific objectives for the future. Through the plan, Council will ensure Brisbane remains a prosperous, sustainable, liveable, inclusive and well-managed city for everyone. The Annual Plan and Budget sets out the funding and initiatives to deliver Corporate Plan objectives across annual timelines.
It allocates budget to program outcomes and to the services, activities and projects that contribute to them. Performance monitoring and reporting Council monitors and reports to the community and other stakeholders on our progress and performance against our strategies and plans. In , Queensland Parliament passed the City of Brisbane Act , setting up a single, citywide local government for the whole region. It consists of 26 wards and 27 elected Councillors, including the Lord Mayor.
Eligible residents in each ward elect a Councillor with the Lord Mayor being directly elected by residents across the Brisbane Local Government Area.
Chair, Establishment and Coordination Committee Ex-officio member of all other Council standing committees.
Each committee considers Council policies, provides advice to Council and delivers results for the people of Brisbane. This includes a wide range of areas such as infrastructure, public transport and the environment. With the exception of the Establishment and Coordination Committee also known as Civic Cabinet , the public are welcome to attend Council and standing committee meetings. Most standing committee meetings are held on Tuesday mornings while Council is in session.
The Chief Executive Officer acts as Secretary of the Committee, providing executive advice and reporting back to Council as an organisation. At its highest level, Civic Cabinet sets the strategic direction for Brisbane as a city and Council as an organisation. Civic Cabinet also reviews and makes recommendations to full Council on major plans, corporate documents and city finances.
The Establishment and Coordination Committee generally meets each Monday morning, regardless of whether Council is in session or recess. The CEO is responsible to Council. Colin is committed to ensuring Brisbane is and always will be a great place to live, work and relax, and empowers this commitment through championing and modelling clear organisational values across Council.
Colin was also awarded the Queensland National Emergency Medal for sustained service by the Governor-General for the role he played in the January floods.
He is also a graduate of the Australian Institute of Company Directors. With more than 25 years in leadership roles within Council, Andrea brings a wealth of leadership experience, specifically in the areas of performance coaching and program management.
Bill brings to the role more than 20 years in senior management experience and extensive local government business acumen. Geoffrey is passionate about meeting the changing expectations of our customers and the community through professional, frequent, reliable and safe transport solutions. Geoffrey has significant public sector experience in Australian Government, where he held the roles of Defence-Director General of Capital Infrastructure and Head of Defence Infrastructure.
Geoffrey has also held senior roles in the private sector with engineering and defence companies such as Raytheon and GHD. Before this, Geoffrey had an extensive military career including operational roles in Namibia. As Divisional Manager, City Administration and Governance, Kate provides high-level impartial advice and executive support to the CEO, Civic Cabinet and Council, as well as strategic leadership, direction and oversight of the division.
Kate is passionate about creating high performing teams formed on professional trust and that drive a culture of connection and accountability. Kate is an accomplished senior executive with more than 20 years of leadership experience in public administration, policy and governance. She has held a variety of executive roles in the Australian Government as well as senior advisory roles across several federal portfolio areas, including small business, tourism, employment and workplace relations.
Before joining Council, Kate held senior leadership positions in sports administration which saw her establish and host elite cricket in venues throughout regional Queensland. In addition to her role at Council, Kate is currently the Chair of Juiced TV Advisory Board, which supports the wellbeing of thousands of paediatric patients admitted to hospitals every year.
Scott has more than 30 years of infrastructure and executive leadership experience across local and international roles in the private and public sectors, including major road, rail and urban infrastructure projects in Hong Kong, the United Kingdom, Singapore and Australia. Since joining Council, Scott has played an integral part in the development and delivery of major city-shaping projects including Brisbane Metro, Green Bridges program, and the TransApex program, including Go Between Bridge and Legacy Way toll roads.
This includes the safe and efficient delivery of fleet services, civil construction, quarry products, asphalt manufacture and laying, waste management and delivery of park maintenance and city cleaning activities. Matt has significant experience in leadership and management at both operational and strategic levels. Prior to this appointment, Matt held the position of Manager, Bus Operations, Transport for Brisbane, where he was responsible for the management of more than employees and buses distributed across seven bus depots, eight maintenance facilities and the Network Coordination Centre.
As manager, Matt devised and implemented a successful business improvement strategy to enhance bus operations and the customer experience of bus services in Brisbane. Tash also chaired the Virgin Australia Customer Experience Board, delivering improvements in customer satisfaction and guiding multiple teams to win global industry awards. In recognition of her achievements, Tash received a commendation from Richard Branson for Leadership on Virgin.
Before her time with Virgin Australia, Tash held executive positions with the Intercontinental Hotels Group, across five different countries. As the previous Executive Manager, Field Services, Mica was responsible for the delivery of high-quality and value-for-money civil construction, maintenance and services to Brisbane ratepayers.
While at Council, Mica held a variety of leadership roles. Most notably she led the delivery of significant improvements in safety, service delivery costs and timeframes and quality outcomes, while achieving ongoing improvements in employee engagement. Before joining Council, Pip lead an extensive career in the South Australian and Australian government.
Council continues to be one of the largest employers of apprentices in the Brisbane metropolitan area. OUR PEOPLE Council is a leading local government employer that attracts and retains the workforce we need by providing meaningful benefits and offering fulfilling roles to serve our community.
Every day, our people work hard to provide essential services and programs to meet the growing needs of our community and deliver our vision for Brisbane. Guided by our values, we collaborate with others, act with integrity, and hold ourselves accountable for the decisions we make to ensure our city is a great place to live, work and relax.
It supports our people to bring their whole self to the workplace, the building of positive and productive work environments and the development of a high-performance values-based culture across Council. Through energetic and passionate leadership, Council is committed to developing and supporting our people to be safe, capable, adaptable and agile through both prosperous and challenging times. Our people have the right capabilities and qualities and contribute to a diverse and inclusive workforce, and are able to deliver on current and future community needs.
Creating and maintaining a positive and productive work environment Our work environment fosters innovation, collaboration and respect, contributing to a positive, values-based culture which is diverse and inclusive.
We have contemporary employment arrangements that support a sustainable workforce. Council is a committed Zero Harm organisation that proactively addresses the wellbeing and safety of our people. Developing and supporting our people to reach their potential Through skill development and career mobility, our people have diverse and rewarding careers that best meet the needs of the city, now and in the future.
In , more than 10, training courses were completed by employees in line with their career aspirations. Fostering inspiring and engaging leadership Leaders at all levels of our dynamic workforce are supported and developed to effectively lead change, shape and actively contribute to our values-based culture with energy and passion.
Council invests in its leadership development to support aspiring leaders and grow our people into leadership roles to support our delivery of Brisbane Vision Council continues to maintain best value for money for ratepayers and customers and maximise resources available for essential initiatives such as roads, public transport, waste management, parks and libraries. Revenue: Where did the money come from? Expenditure: Where was the money spent? Council manages its budget by grouping related outcomes into programs.
Programs invest funding in services and projects allocated within the Annual Plan and Budget. Assets: What do we own? Liabilities: What do we owe? Council borrows to fund future long-term infrastructure assets to provide ongoing benefits to the community. Measures of financial sustainability The City of Brisbane Regulation requires Council to report its results for the financial year against selected financial sustainability ratios. Net result excluding capital operating surplus ratio items divided by total operating revenue excluding capital items.
Capital expenditure on the replacement of infrastructure assets renewals divided by depreciation expense of infrastructure assets. Total liabilities less current assets divided by total operating revenue excluding capital items. The Financial Management Sustainability Guideline does not specifically address the treatment of service concession arrangements. Extent to which debt servicing cost requirements are covered by the increase in Operating Capability. Extent to which revenues raised cover operational expenses only or are available for capital funding.
Approximation of the extent the infrastructure assets managed by Council are being replaced as they reach the end of their useful lives.
Changes associated with the treatment of service concessions under AASB Service Concession Arrangements: Grantors: 1 The Operating Surplus Ratio has been adjusted to include service concession depreciation expense and service concession revenue. Service concession liabilities remain in the ratio as per the prior year. Rates: fair and equitable rates and rates concessions Council ensures fair and equitable rates for all Brisbane ratepayers. The average rates price increase for owner-occupied residential properties was 2.
Council offers a range of rates concessions in support of a fair and equitable rates system. Council is the only local government in South East Queensland that has provided rebates on water and wastewater utility charges for eligible pensioners.
This will become more pronounced as climate impacts increase and global efforts to constrain carbon emissions gain momentum. Events of the last decade have prepared Brisbane and Council for the challenges that increased climate impacts may pose in the future. Council has a role in both planning for the future of the city and running a financially sustainable organisation to preserve the essential services that are relied upon by our community. Council continually refines its approach to align with best practice and globally recognised standards and methodologies, such as the recommendations released by the Task Force on Climate-related Financial Disclosures.
Council is committed to understanding, managing and mitigating risks related to our climate now and in the future, while considering the unique opportunities for Council to deliver benefits proactively to the community.
Council has a detailed knowledge of its emission sources, reports its operational carbon footprint and maintains a certified carbon neutral status.
In , Council also established a steering committee and associated working groups to target emerging or priority issues, including responding and building resilience to drought, flood, bushfire and natural hazards more broadly including coastal hazards. Council will continue to implement the actions outlined in the strategy, and ensure the responses are aligned to emerging needs and priorities. Through the Corporate Plan, Council considers both transitional i. The Brisbane Carbon Challenge was launched by Council in to encourage and support residents to reduce their household carbon emissions from home energy use, transport and waste and save on related bills.
Council will continue to advocate for and facilitate a reduction in citywide emissions through new and targeted initiatives that assist residents and businesses to make sustainable choices and accelerate outcomes. Council has proactively developed a Coastal Hazard Adaptation Strategy that ensures our communities remain safe, confident and prepared for future climate conditions.
Councils strategic approach ensures line of sight of our response and recognition of climate-related matters, from long-term opportunities and commitments through to the delivery of individual initiatives and each year. Council continues to research, test and apply methods for further improvement in the strategic management of climate-related risks. Climate-related risks are managed across multiple areas of Council to ensure service, operational and financial outcomes, and outcomes for the city are considered.
Risks are identified and managed within the risk profile of Council divisions, where they directly impact the works or services provided by that division. The Manager, Natural Environment, Water and Sustainability, has responsibility for a range of climate-related risks impacting waterways, biodiversity and natural resources. Risks are managed through targeted initiatives, development and city planning policies such as Brisbane City Plan , and partnership with the community.
Clean, Green, Sustainable has performance indicators and priority actions including:. Actual: between and , household emissions reduced by 4.
The scorecards have been amended to align existing medium-term objectives with the revised Budget and Program structure. No changes have been made to the wording of individual objectives. This means investing in infrastructure, programs and facilities that support people of all ages, abilities and backgrounds to travel, work, live, enjoy and connect with all Brisbane has to offer.
As the coronavirus pandemic evolved, Council managed ongoing public health risks and restrictions by delivering an agile mix of in-person and online programs, services and events to activate our city and provide all residents with equal opportunity for support and social connection. Creating accessible transport options Council continues to build a more accessible transport network to support all residents in moving around our city safely.
In , Council upgraded bus stops to improve accessibility for all residents and visitors, including those with disabilities, the young and elderly, and parents with prams. More than 31, one-way passenger trips were booked through Council Cabs. The service provides low-cost shared taxis for seniors and mobility impaired residents who find it difficult to get to their local shops.
We also introduced a nine-month trial of a new hail-and-ride Personalised Public Transport service from Moggill to Bellbowrie to support commuters not well serviced by conventional modes of public transport. To improve library access for people of all ages, abilities and backgrounds, Council removed holds and overdue fees on all borrowing services and maintained the expanded eligibility requirements for the Home Library Service.
The free service delivers a selection of library resources to residents unable to visit a Council library due to frailty, disability or long-term illness. After pausing in due to coronavirus, Council also resumed the weekly Gathering program in Queen Street Mall. The program showcases Aboriginal and Torres Strait Islander arts and cultural performances and is the only one of its kind in Australia to be featured weekly in the heart of a major capital city.
The programs offer free or low-cost activities such as yoga, tennis and lawn bowls, helping seniors to get active, feel healthier, learn new skills and discover new interests. Through initiatives like these, Brisbane will continue to offer a high quality-oflife for people of all ages. Engaging residents to have their say Council engaged more than 27, people through face-to-face and online community engagement, providing opportunities for residents to actively and meaningfully participate in decisions that affect their lives and the future of Brisbane.
Council is a leader in sustainability and for decades has worked hard to improve the performance of our own operations, while delivering initiatives to encourage residents and businesses to reduce their carbon footprint and contribute to a more sustainable future for our city.
Together, we can protect our enviable clean and green lifestyle for generations to come. Protecting and enhancing our natural environment Victoria Park Vision Council released the Victoria Park Vision in November following a six-month consultation process. The Vision shows how the park could be transformed to make our city even better in the years ahead.
Your feedback told us that environmental protection and sustainability is a top priority in the Victoria Park of the future, through actions such as restoring waterways and native habitats, with more greenspace and trees, and less buildings and hard infrastructure. Working together to protect our bushland and wildlife Through the Habitat Brisbane program, Council supported dedicated community volunteers to complete more than 48, hours of work to support, protect and restore our environment.
The challenge provides households with a free online calculator to estimate their household carbon footprint, as well as recommendations to help lower their carbon output and save on household expenses. We also encouraged businesses to design greener and more energy efficient buildings under the new Brisbane Green Buildings Incentive Policy. Investing in clean and green transport Supporting cycling and e-mobility Active travel and e-mobility are enjoying surges in popularity across Brisbane.
Council also commenced replacement of the CityCycle bike hire scheme with a shared e-bike service at no cost to ratepayers. Electric vehicles Council continues to promote the uptake of low-emission vehicles, electric vehicles and technology to improve vehicle efficiency, emissions and noise.
New electric bus charging infrastructure at the Eagle Farm Bus depot will recharge the buses in only four hours at the end of each day. Council also continued to progress the city-shaping Brisbane Metro project. Featuring battery electric vehicles with zero tailpipe emissions, Brisbane Metro represents the future of sustainable travel in Brisbane. Steered by our Economic Recovery Taskforce, Council has responded with strong support to help our city bounce back.
Accounting for Coronavirus has served as a powerful reminder of the important role small businesses play in our local communities by bringing our neighbourhoods to life, leading innovation, supporting our economy and creating employment opportunities. Through financial relief and grants, free events and programs, and buy local campaigns, Council supported and celebrated our small businesses who contribute to the Brisbane we all know and love.
Council continued to ease the cost of living through a six-month rate freeze for all ratepayers. Backing local businesses Council launched two new business hubs in the CBD and Nundah to support local businesses with a space to start, run or grow their business. The hubs provide collaborative spaces for businesses to participate in a range of free training, development and networking opportunities. Supporting community groups Community groups play an important role in fostering social connection and quality of life.
Creating jobs and connecting our city through infrastructure In Council got on with the job of delivering key infrastructure projects to help stimulate the local economy, create jobs and connect our city for the future. Work on the city-shaping Brisbane Metro project continued, including finalising major procurement activity and early works, ready for major construction starting in late Throughout design and construction, Brisbane Metro will create jobs.
Green bridges at Kangaroo Point and Breakfast Creek were fast-tracked to procurement and shortlisting, with construction expected to commence in late The bridges will create essential transport links across the river, making it easier for pedestrians and cyclists to get around our city. To support local workers and businesses, Council implemented new initiatives to stimulate new building and construction, including application fee reductions, extensions and faster assessment times for eligible development applications.
In , our rich events calendar reconnected residents to the people and places they love best, while prioritising the continued health and safety of our community. Cultural, creative, educational and experiential activities reactivated our city, suburban hubs, Council facilities and beautiful greenspaces and parklands, ensuring Brisbane remains a lively and vibrant place, with more to see and do. The revitalised precinct includes a new nature-based playground featuring a water-play area, lakeside boardwalk and pontoon.
As part of the Norman Creek Master Plan, Council opened a new playground and greenspace at Hanlon Park in Stones Corner, providing climbing equipment, a sand play area and swings, as well as shelter and seating areas for the community.
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