City Governance - Web viewCity Governance is open, ... Council's Annual Plan and Budget is directed at achieving Corporate Plan objectives and ... In the international arena,

Program 8 – City Governance

City Governance

Program Goal

City Governance is open, transparent and delivers value for money community outcomes through strategic planning, risk management, information services and sound financial management. The community is engaged in, and all of Council's plans are directed at, achieving the Brisbane Vision.

Council is an employer of choice. Council's people are enthusiastic, well trained, appropriately resourced and dedicated to a better Brisbane.

Program Description

Consistent with legislative requirements, Council's governance practices deliver transparency and accountability to ensure responsible management of public resources, efficient delivery of services and sustainable development and administration. Council's Annual Plan and Budget is directed at achieving Corporate Plan objectives and through these, contributing to the achievement of the Brisbane Vision.

The program will maintain and improve the capabilities of Council's people, its processes, systems and communication. Since last year’s budget restatement, this program has changed because of Council’s best practice reporting model and shared costs are now distributed through to programs and services.

The City Governance program provides for effective city governance by: providing transparent, accountable and responsive city management enabling community involvement in city governance communicating widely and accessibly partnering with local, Queensland, Australian and international governments and businesses ensuring Council's plans contribute to achieving the Brisbane Vision targets and aspirations, deliver the

Corporate Plan objectives for the community and address emerging issues for the city providing information and communication technology solutions that support improved business functions developing a flexible, adaptive and future focused organisation whose people have the commitment and

the capability necessary to deliver cost effective community and customer services planning, organising, co-ordinating 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 election processes community research planning and performance reporting community participation in decision making through public access to Council meetings, committee

meetings, Lord Mayor and Civic Cabinet Listens forums as well as the Lord Mayor's Youth Advisory Council meetings

value for money procurement processes cost effective management of legal matters strong budget and financial management centre led management of information and communication technology responsible stewardship of community assets and effective asset management centre led communication of Council's initiatives, priorities and plans effective risk management and continuity planning.

133


Program Outcomes and Financial Summary

Program Outcomes Anticipated Proposed Anticipated Proposed Anticipated Proposed

2013-14 2014-15 2013-14 2014-15 2013-14 2014-15

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

Expense Revenue Capital8.1 - Civic Administration and Support 28,857 28,657 109 112 - -

8.2 - Regional and International Activities

4,420 4,330 426 494 - -

8.3 - Strong and Responsible Financial Management

226,921 133,217 1,129,639 1,021,742 2,014 8,937

8.4 - Value for Money Support Services

21,455 10,507 10,027 5,486 128,393 24,268

8.5 – Corporate Communication 3,830 2,006 - - - 100

8.6 – ICT – Information and Communications Technology

11,040 9,604 1,145 656 8,765 6,438

8.7 – Disaster Response and Recovery

3,741 3,858 - - - -

300,264 192,179 1,141,346 1,028,490 139,172 39,743

2015-16$000

2016-17$000

2017-18$000

Recurrent Operations Contracts 22,768 23,337 23,921

Outcome 8.1 Civic Administration and Support

Outcome description

Deliver effective and open government through legislation, support for elected representatives and community participation in transparent, fair and accessible elections.

Where we are now

Council's elected members comprise of 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 shall also be 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 updates legislation so that it remains relevant and reflects community concerns, and works to make Council rules and procedures easy for everyone to understand.

134


Strategy 8.1.1 Support for Elected Representatives

Facilitate good government in the interest of the people of Brisbane through Councillor representation

Service 8.1.1.1 Support for Elected Representatives

This service: ensures operation of 26 Ward Offices and seven Chairmen's Offices with accountability structures that

ensure public money is used to benefit the community provides administrative support and salaries for elected representatives ensures a high level of accountability in the expenditure of funds by elected representatives provides administrative and event support to the Lord Mayor's Community Trust operates a public register of paid expenses for the Lord Mayor, Committee Chairmen and the Leader of

the Opposition ensures that the salaries and allowances of the Lord Mayor, all Committee Chairmen and the Leader of

the Opposition are published in the Annual Report reports costs (including travel costs) associated with the Lord Mayor's Office and Civic Cabinet actions Lord Mayoral correspondence provides administrative support to Council and Standing Committee meetings and ensures all decisions

comply with relevant legislation, policies and conventions provides accurate advice and assistance on procedural matters to Councillors, staff and members of the

public ensures open and transparent government by coordinating the production of Hansard style reporting for

Council meetings.

Operating Anticipated2013-14

$000

Proposed2014-15

$000Expense 25,477 25,240Revenue - -

Projects 2014-15$000

2015-16$000

2016-17$000

2017-18$000

ACT Upgrade - Ward Office Rollout Capital - - - -Expense - 141 - -Revenue - - - -

Administer Elections Capital - - - -Expense 96 5,783 108 109Revenue - - - -

Electronic Meeting Paper Distribution Capital - - - -Expense 30 - - -Revenue - - - -

Service 8.1.1.2 Community Involvement

This service: co-ordinates and manages community involvement initiatives such as the Lord Mayor and Civic Cabinet

Listens forums held across Brisbane conducts Lord Mayor's Youth Advisory Council meetings to advise the Lord Mayor on youth issues in

Brisbane responds to correspondence generated through various community meetings and prepares responses

and briefs to issues raised manages 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

conducts one welcome function for refugees each year co-ordinates and stages civic functions, events and receptions including hospitality for 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).

135



$000

Proposed2014-15

$000Expense 1,700 1,490Revenue - -

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 Queensland and Federal governments to meet community and Council needs.

Activities include: co-ordinating and preparing new legislation for improved effectiveness providing advice to Council on potential impacts of legislation writing and co-ordinating Council's submissions to the Queensland 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 Disputes Commissioner 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 and the environment in Brisbane.


$000

Proposed2014-15

$000Expense 1,556 1,800Revenue 109 112

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.

Where we are now

Council works with other government bodies and maintains an active and prominent role in a large number of regional, statewide 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, issues and processes to resolve issues faced by South East Queensland councils and other Australian capital cities. These issues fall under the priorities of strategic planning, economic development, infrastructure, transport and 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 regional economic growth and capacity building through mutually beneficial business, cultural and exchange programs and activities. Council manages the Asia Pacific Cities Summit (APCS) Secretariat and alternates with other Asia Pacific cities as host of the biennial Asia Pacific Cities Summit series.

136


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.

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 co-ordination and co-operation 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 Council of Capital City Lord Mayors (CCCLM), Regional Planning Committee, Local Government Association of Queensland, Australian Local Government Association, Council of Mayors (SEQ) and SEQ Councils CEOs' Forum. The service will implement a program to improve the profile and standing of the City of Brisbane locally, nationally and internationally. The program will incorporate quantitative measures of success.

Activities within this service include: developing and maintaining relationships with Sister Cities and liaising closely with Brisbane Marketing

and relevant Council divisions to identify business opportunities for Brisbane companies providing the secretariat function for the Asia Pacific Cities Summit (APCS) and preparing for the 2015

event in Brisbane co-ordinating international activities with stakeholders including staff exchanges and secondments and

arrangements for visiting international dignitaries co-ordinating and implementing regional initiatives in collaboration with the Council of Mayors (SEQ) and

the SEQ Councils' CEOs' Forum observing Sister City links.


$000

Proposed2014-15



2015-16$000

2016-17$000

2017-18$000

Asia Pacific Cities Biennial Summit Capital - - - -Expense 427 720 330 470Revenue - - - -

CCCLM Executive Directorate Canberra Capital - - - -Expense 494 516 512 513Revenue 494 516 512 513

Council of Mayors SEQ Executive Directorate Capital - - - -Expense 635 680 715 717Revenue - - - -

137


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.

Where we are now

Brisbane City 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 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, 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 keeping average net rates bills among the lowest in the region. This is despite the fact that Council provides funding for services, such as buses and ferries, that are not provided by other Councils.

Council continues to strengthen its financial management and planning. Responsible and effective financial management and planning will ensure that 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 Council 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 aligned plans deliver community services efficiently and effectively.

Council will continue to work to obtain efficiency savings through ongoing review of Council's processes, practices and procedures. Council will also continue to identify and deliver efficiencies and savings in the management and delivery of Council operations and services to ensure more 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.

Co-ordinating Council's budget processes includes but is not limited to: annual budget development in-year budget reviews fees and charges co-ordinating development of rates policy co-ordinating 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

Co-ordinating planning and reporting includes but is not limited to: improving planning capability, processes and systems maintaining the alignment of the Annual Plan and Budget with the Corporate Plan and the Brisbane Vision Corporate Plan development Annual Plan development

138


Annual Report development statutory reporting to Council on financial and non-financial performance.

Providing treasury, financial risk management, corporate advisory and financial analysis services for the whole of Council includes but is not limited to: 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 deliver the most effective statement of Council's future financial

outcome financial risk management services at a management, policy and operational level corporate advisory and financial analysis services.

This service also provides financial support to and receives dividends from Council’s controlled entities including the City of Brisbane Investment Corporation.


$000

Proposed2014-15

$000Expense 77,764 87,879Revenue 250,090 210,660

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.

The key activities under this service include: 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 current advice to Lord Mayor and Civic Cabinet on processes and organisational

improvements for the benefit of the ratepayers• financial relief for the struggling ratepayers through the Independent Rates Review Tribunal

supporting National Competition Policy implementation including:• public benefit assessment co-ordination and liaison with Queensland Government regarding

legislative development in National Competition Policy (NCP) matters• governance structures to ensure that Council complies with NCP.

The average net rate increase (expressed as a percentage) for existing properties between 2013-14 and 2014-15 is 3.85% (excluding discounts and rebates). Including the growth of new properties in the city, the total value of the change in the rates and utilities revenue is 5.15%.


$000

Proposed2014-15

$000Expense 115,220 12,487Revenue 869,374 796,489

139


Strategy 8.3.3 Asset Management

Improve management and performance of Council's physical assets and information. Continue to pursue an integrated approach to asset management across all programs.

Service 8.3.3.1 Property Management

Activity in this service includes: co-ordination of land management issues relating to Council's land holdings including title, ownership and

management in use application of Council's asset risk management practices relating to land and buildings continually reviewing total asset management principles and Council's property holdings, to ensure that

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

delivery of corporate accommodation and facilities development projects, including the Annual Corporate Accommodation Program (CAP)

lease and tenancy management of Council's land, commercial and industrial buildings, telecommunication sites and residential real estate portfolios

management of Council's real estate portfolio for commercial return management of the assigned built environment, particularly relating to maintenance and ecologically

sustainable development initiatives legislative and statutory compliance matters relating to assigned corporate real estate land and facilities

such as environmental and heritage management and workplace health and safety acquisition of land in accordance with program requirements management of corporate property service contracts relating to cleaning, security and other building

services maintenance of the Queen Street and Valley Malls.

Council's aim is to deliver and manage a corporate real estate portfolio which can be benchmarked against industry standards.

In 2014-15, 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

Proposed2014-15

$000Expense 33,052 31,227Revenue 8,997 9,825


2015-16$000

2016-17$000

2017-18$000

Asbestos Removal - Corporate Real Estate Capital 354 369 297 373Expense 2 4 4 5Revenue - - - -

Consolidation of Field Services Group Depots Capital 1,000 3,500 - -Expense - 800 - -Revenue - - - -

Corporate Accommodation Schedule Capital - - - -Expense 516 567 524 534Revenue - - - -

Corporate Real Estate - Priority Repair Capital 3,296 1,535 2,045 1,813Expense 43 23 25 24Revenue - - - -

Ferries Terminals Wharves Moorings and Bridges Capital - - - -Expense - - - -Revenue 216 223 230 238

140


New North RBC Design and Fitout Capital 500 1,500 1,500 -Expense - - - -Revenue - - - -

Old Wynnum State School Development Capital 3,787 - - -Expense 463 - - -Revenue 4,250 - - -

Security Master Plan - Outcomes Capital - - - -Expense 297 - - -Revenue - - - -

TradeCoast Land JV Capital - - - -Expense 303 303 303 303Revenue 303 303 303 303

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, organisational, risk management, legal and human resources support.

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 into the future will continue to: deliver outcomes cost effectively support decision making with high quality and timely information ensure resources are prioritised to delivery of community outcomes and services and to achieving the

objectives of the Corporate Plan work together to improve the city's economic prosperity and create value for customers and the community have a highly skilled, capable and effective 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 Project Delivery

Procurement functions in this service include but are not limited to: ensuring value for money, the highest standard of probity and accountability in the procurement process

and publishing all tenders and results of tendering on the internet maintaining Corporate Procurement Arrangements and best practice management of procurement social procurement initiatives to increase the capacity of local social enterprises to meet demands

sustainably providing fleet management planning, acquisition, reporting and disposal services.

Best practice risk management functions in this service include but are not limited to: managing and updating risk profiles at a corporate level providing financial risk management strategies including control practices maintaining an insurance program to protect Council from adverse financial consequences of accidents,

damage and loss delivering, proactive fraud prevention and misconduct investigation functions.

Brisbane City Legal Practice (BCLP) functions in this service include but are not limited to: a comprehensive range of cost efficient 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.

141


Support Services Centre functions provided in this service include but are not limited to: financial services including accounting, rates and revenue management employee services including payroll, recruitment and capability development supplier services including procurement and logistics for goods and services.

Functions within this service to ensure Council remains a responsible and attractive employer include but are not limited to: review and the modernisation of industrial awards improved workforce planning processes to identify and address current and future capacity and capability

requirements to develop a cost effective workforce implementation of Zero Harm strategy and support for the Equity and Diversity agenda attracting, developing and retaining talented motivated employees through the implementation of the talent

management strategy.

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.

This involves fit for purpose and value for money community and employee research, communicating the organisations strategic direction to maintain an effective culture and transformational change programs including the currently underway Business and Systems Efficiency (BaSE) Program. BaSE is a business led transformational change program that seeks to deliver value for money for Brisbane ratepayers by combining 62 outdated and unsupported ICT systems into one.


$000

Proposed2014-15

$000Expense 17,865 60Revenue 9,648 1,896


2015-16$000

2016-17$000

2017-18$000

Business and Systems Efficiency Program Capital 38,198 13,000 - -Expense 2,128 - - -Revenue - - - -

Employment Programs Capital - - - -Expense 4,258 4,133 2,975 3,049Revenue 215 217 40 41

Fleet Product Group Acquisition Capital 16,070 16,600 17,100 17,447Expense - - - -Revenue - - - -

G20 Coordination Unit Capital - - - -Expense 277 - - -Revenue - - - -

G20 Operations Capital - - - -Expense 3,375 - - -Revenue 3,375 - - -

Securing 2026 Capital Sourcing Program Capital -30,000 -30,000 -30,000 -30,000Expense 408 407 406 416Revenue - - - -

142


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 has focused on supporting Council's services by providing clear and relevant information to the community. This has included creating formal standards and centralised management processes to increase Council's brand consistency and long-term brand equity.

A centre led communication function ensures communication services across the organisation are integrated, consistent and delivered in a cost effective way.

The outcome: manages and provides strategic advice on Council's internal communication and CEO communication provides communications advice, design and editing services, project management and administration

services to programs and divisions produces and distributes key corporate publications such as the Corporate Plan and Annual Report manages Council's corporate media relations activity and strategy delivers internal communication that supports external communication, the organisation's capability

development and employees as they work to achieve corporate objectives manages and administers Council's digital communication including social media channels, production of

corporate internet presences and intranet manages and drives Council's focus on creating accessible and Culturally and Linguistically Diverse

(CALD) communications.

Where we want to be

Council will continue to reap the benefits of centre led communication, gaining greater efficiencies and better return on investment.

Strategy 8.5.1 Effective Communication

Deliver effective community and employee communications.

Service 8.5.1.1 Communicating Effectively to the Community and Employees

Centre led communication ensures communication services across the organisation are integrated and consistent. The activities of this service include but are not limited to: development of communication strategies for Council's services, facilities and products production of creative collateral to support execution of these strategies management of Council sponsorships and leverage of sponsorships to achieve maximum impact and

return on investment for ratepayers corporate media relations activity, media strategy, media monitoring and issues based communication corporate website ownership and incorporation of digital communication strategy into campaigns evaluation of effectiveness of campaigns and communication activities production and distribution of Council's "Living in Brisbane" and “Business in Brisbane” publications corporate website ownership and content production administration and governance of social media channels (Twitter, Facebook, Pinterest, Instagram,

Foursquare, Tumblr, etc) intranet administration and governance administration of open data ensuring Council meets its online accessibility requirements.

The service also provides support and strategic advice across the organisation in support of communication regarding projects and initiatives.

143



2015-16$000

2016-17$000

2017-18$000

Living in Brisbane Publication Capital - - - -Expense 1,167 1,196 1,223 1,222Revenue - - - -

Business in Brisbane Publication Capital - - - -Expense 96 63 65 67Revenue - - - -

EKKA Capital - - - -Expense 127 130 135 150Revenue - - - -

Enhanced Customer Communication Capital 100 - 50 -Expense 416 217 150 -Revenue - - - -

Online Forms Capital - - - -Expense 200 204 209 214Revenue - - - -

Outcome 8.6 ICT – 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

Council's activities and services are supported and enabled by efficient, flexible and innovative ICT services and rapid response to the organisation's needs. Council's ICT Strategic Plan recognises the key role ICT plays in supporting Council's transformational change agenda and supports the focus on upgrading Council's overall ICT capability. Council is re-engaging with the industry sector through procurement and data sharing.

This outcome contributes to technology solutions that deliver benefits to Council and to the community, including delivery of: an upgrade to Council’s eBimap system providing customers with access to geospatial information

maintained by Council to support improved planning and development in the city modern and reliable technology and tools including: an upgrade to Council’s telephony system to a faster,

more agile solution; up-to-date Information Security tools and an upgrade to Council’s email system, to provide improved services to Brisbane residents

an integrated project management tool, providing improved financial reporting and resource management capability for projects in Council

adopting a new technology innovation framework to identify opportunities for Council to deliver smarter services to Brisbane businesses and ratepayers through technology.

Where we want to be

ICT in Council will continue to focus on ensuring that delivery of information and technology services effectively support Council’s business requirements and are valued by our colleagues and customers. ICT plays a critical role in ensuring Council is well placed to deliver the Brisbane Vision.

Council's successful transformation will be enabled by the ICT Strategic Plan's focus on: customer service - delivering relevant customer focused services, technologies and information to improve

Council's services to customers and meet the demands of a New World City business efficiency - providing integrated information through redesigned business processes which

maximise the opportunities and efficiencies offered by transformational technologies ICT leadership and capability - providing ICT leadership to meet Council's information and business needs

through an innovative, customer focused ICT organisation and modern, scalable, agile technology which can respond to emerging challenges.

There will be an ongoing focus in ensuring Council receives the anticipated benefits from the upgraded ICT capability, through effective service management and adoption of a more responsive, customer focused approach.

144


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

The ICT service will mature its transformational capability, ensuring Council is continually provided with modern, reliable technology and tools and information that effectively support the needs of our flexible and mobile workforce.

A continued focus will also be on utilising ICT service options that are considered to be best value to Council and the Brisbane community.


$000

Proposed2014-15

$000Expense 400 546Revenue 630 656


2015-16$000

2016-17$000

2017-18$000

Business Continuity Project Capital - - - -Expense 100 - - -Revenue - - - -

Capacity and Resource Planning Capital - - - -Expense 115 128 132 146Revenue - - - -

CityDocs - Document Management System Capital - - - -Expense 46 46 46 51Revenue - - - -

Desktop Strategy Implementation Capital - - - -Expense - 1,125 1,124 500Revenue - - - -

eBimap Upgrade Capital 30 - - 30Expense 250 40 40 190Revenue - - - -

End to End Business Reporting ICT Services Capital 40 40 40 40Expense 486 486 648 707Revenue - - - -

FloodWise Information System Capital 105 105 105 105Expense 146 144 143 157Revenue - - - -

Infrastructure Management Program - Network and Fibre

Capital 1,154 1,070 1,839 -Expense 1,374 916 1,223 3,338Revenue - - - -

Infrastructure Management Program - Server and Storage

Capital 4,041 3,335 2,037 3,536Expense 2,472 2,279 1,857 1,065Revenue - - - -

Infrastructure Management Program - Software Capital - 822 3,207 883Expense 1,120 1,551 1,648 1,729Revenue - - - -

Messaging Implementation Capital - - 300 -Expense 1,153 100 1,448 -Revenue - - - -

One Council Workflow Capital - - 564 -Expense 19 20 63 -Revenue - - - -

145


Open Data Capital - - - -Expense 150 - - -Revenue - - - -

Security Improvement Program Capital 1,039 700 1,150 1,150Expense 651 327 609 734Revenue - - - -

SOA Rollout Capital - - - -Expense 797 752 1,100 1,100Revenue - - - -

Teleworking and Remote Depot DesktopPerformance

Capital 29 - 300 -Expense 180 - 555 -Revenue - - - -

Outcome 8.7 Disaster Response and Recovery

Outcome description

Council plans, organises, co-ordinates and implements measures to prepare for, respond to, and recover from, disasters in the Brisbane area.

It has first-hand knowledge and understanding of social, economic, infrastructure and environmental issues within the Brisbane community and supports the community when responding to, and recovering from, both natural and man-made disasters.

This outcome contributes to the Brisbane Vision goal of a friendly, safe city.

Where we are now

This outcome is responsible for developing and maintaining an effective level of capability and capacity within Council to prevent, prepare, respond and recover from major disaster events.

Council has a disaster response capability and a local disaster management plan compliant with the Queensland Government's Disaster Management Act 2003.

Council's disaster management arrangements are based on a comprehensive and integrated all hazards, all risks, multi-agency and community focused approach.

Council's endorsed Brisbane Incident Management System (BIMS) is the strategic framework for incident management that underpins Council's co-ordinated approach to responding to, and recovering from, a major disaster or event. Under BIMS, Council maintains a Local Disaster Management Group (LDMG), a Local Disaster Coordination Centre (LDCC) and Regional Incident Management Teams (RIMTs).

Council is committed to continually improving its emergency management capability and effectiveness.

Where we want to be

Council is dedicated to building a robust and resilient community. It will deliver disaster planning and preparedness that has a positive effect to reduce the impact of disasters.

Council will maintain the best response capability through continuous business improvement and best practice audit and review processes while thinking strategically for the future and embracing new ideas to ensure it remains at the forefront in disaster management.

Strategy 8.7.1 Disaster Response and Recovery

Develop effective disaster management and response and recovery capabilities and systems.

Service 8.7.1.1 Disaster Response and Recovery

Response and recovery are the major service areas.

The response service ensures that Council complies with its legislative requirements under the DisasterManagement Act (2003) by:

146


maintaining a Local Disaster Management Group to ensure effective disaster management in Council regularly reviewing and exercising Council's Disaster Management Plan and arrangements maintaining, enhancing and continuously improving an effective response capability to disaster events in

the city undertaking annual exercises to further identify potential improvement and efficiency opportunities taking an all hazards approach.

The response service also: develops, regularly reviews and assesses disaster management in Brisbane and ensures consistency with

Queensland Government requirements regularly reviews the local Disaster Management Plan manages disaster operations in Brisbane and identifies and co-ordinates the use of resources ensures the community is aware of ways of mitigating the adverse effects of an event, and preparing for,

responding to and recovering from a disaster establishes and reviews communications systems for use during events and disasters provides timely information, advice, reports and recommendations to the District Disaster Management

Group and other external and internal stakeholders provides leadership in the development, implementation and evaluation of Council's Disaster Management

workforce plan, Capability Framework, capability projects and annual training calendar to support Council's disaster response and recovery plans

builds and maintains collaborative relationships with and between stakeholders, service providers and sector partners to build the disaster response and recovery capability of Council's workforce.

The LDCC is activated as needed by Council or to support the LDMG in accordance with the endorsed Brisbane Incident Management System (BIMS). The LDCC co-ordinates and prioritises the use of resources and assets to support Council's response and recovery operations. Its Standard Operating Procedures are reviewed and updated annually and tested at least once each calendar year using a scenario exercise. The procedures are also reviewed as part of the debrief process, following activations of the LDCC.

The recovery service ensures planning, co-ordination and implementation of recovery activities and recommendations from inquiries and reviews. It delivers a portfolio management approach to co-ordinating the disaster recovery projects and programs for Council.


$000

Proposed2014-15



2015-16$000

2016-17$000

2017-18$000

Disaster Management Planning Capital - - - -Expense 83 80 78 79Revenue - - - -

Disaster Management Training Framework Capital - - - -Expense 109 112 114 115Revenue - - - -

Flood Information Centre Capital - - - -Expense 102 118 122 125Revenue - - - -

LDCC Enhanced Disaster Information Management System

Capital - - - -Expense 269 243 - -Revenue - - - -

Local Disaster Coordination Centre Refurbishment Capital - - - -Expense 76 79 80 -Revenue - - - -

SMS Early Warning Alerts Capital - - - -Expense 610 591 604 603Revenue - - - -

147


Total Project Expenditure Combined with Rolling Projects

Project 2014-15 2015-16 2016-17 2017-18

$000 $000 $000 $000ACT Upgrade - Ward Office Rollout - 141 - -Administer Elections 96 5,783 108 109Asbestos Removal - Corporate Real Estate 356 373 301 378Asia Pacific Cities Biennial Summit 427 720 330 470Business and Systems Efficiency Program 40,326 13,000 - -Business Continuity Project 100 - - -Business in Brisbane Publication 96 63 65 67Capacity and Resource Planning 115 128 132 146CCCLM Executive Directorate Canberra 494 516 512 513CityDocs - Document Management System 46 46 46 51Consolidation of Fields Services Group Depots 1,000 4,300 - -Corporate Accommodation Schedule 516 567 524 534Corporate Real Estate - Priority Repair 3,339 1,558 2,070 1,837Council of Mayors SEQ Executive Directorate 635 680 715 717Desktop Strategy Implementation - 1,125 1,124 500Disaster Management Planning 83 80 78 79Disaster Management Training Framework 109 112 114 115eBimap Upgrade 280 40 40 220EKKA 127 130 135 150Electronic Meeting Paper Distribution 30 - - -Employment Programs 4,258 4,133 2,975 3,049End to End Business Reporting ICT Services 526 526 688 747Enhanced Customer Communication 516 217 200 -Fleet Product Group Acquisition 16,070 16,600 17,100 17,447Flood Information Centre 102 118 122 125FloodWise Information System 251 249 248 262G20 Coordination Unit 277 - - -G20 Operations 3,375 - - -Infrastructure Management Program - Network and Fibre 2,528 1,986 3,062 3,338Infrastructure Management Program - Server and Storage 6,513 5,614 3,894 4,601Infrastructure Management Program - Software 1,120 2,373 4,855 2,612LDCC Enhanced Disaster Information Management System 269 243 - -Living in Brisbane Publication 1,167 1,196 1,223 1,222Local Disaster Coordination Centre Refurbishment 76 79 80 -Messaging Implementation 1,153 100 1,748 -New North RBC Design and Fitout 500 1,500 1,500 -Old Wynnum State School Development 4,250 - - -One Council Workflow 19 20 627 -Online Forms 200 204 209 214Open Data 150 - - -Securing 2026 Capital Sourcing Program -29,592 -29,593 -29,594 29,584Security Improvement Program 1,690 1,027 1,759 1,884Security Master Plan - Outcomes 297 - - -SMS Early Warning Alerts 610 591 604 603SOA Rollout 797 752 1,100 1,100Teleworking and Remote Depot Desktop Performance 209 - 855 -TradeCoast Land JV 303 303 303 303

TOTAL 65,809 37,600 19,852 13,809

148


149

Documents

City Governance - Web viewCity Governance is open, ... Council's Annual Plan and Budget is directed at achieving Corporate Plan objectives and ... In the international arena,