Document Overview - Web viewcontinually reviewing total asset management principles and ... ensuring delivery of information and technology services effectively ... in the world, is

Annual Plan andBudget2017-18

Including Forward Estimates

2018-19 to 2020-21

Presented and submitted to the Council on

Wednesday, 14 June 2017 by the Right

Honourable the Lord Mayor of Brisbane

(Councillor Graham Quirk)

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.

2


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 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

Activities within this service include:

• 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

3


• 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.

Operating Anticipated Proposed2016-17 2017-18

$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

4


• 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.

5


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

Capital - - - -Expense 432 444 464 479Revenue 432 444 464 479

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.

6


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.

7


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

Activities in this service include:

8


• 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

Capital - - - -Expense 325 270 273 274Revenue - - - -

Property Management - Maintenance and Rehabilitation Capital 383 4,633 - 586Expense 1,934 774 621 297Revenue - - - -

9


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

Council will continue to:

• 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

10


• 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

11


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

12


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

13


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

14


$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

15


• 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.


16


$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 - - - -

17


Total project expenditure combined with rolling projects

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

18


Total project expenditure combined with rolling projects

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

19

Documents

Document Overview - Web viewcontinually reviewing total asset management principles and ... ensuring delivery of information and technology services effectively ... in the world, is