RIS BBAN COTY EC I UNCL I COR PORATE PLAN 2016-17 to … · 8RISBANE CITY COUNCIL B CORPORATE PLAN 2016-17 to 2020-21 OUR VALUES Council is dedicated to ensuring Brisbane is a great

BRISBANE CITY COUNCIL COR PORATE PLAN 20 16-17 to 2020-21

2 BRISBANE CITY COUNCIL CORPORATE PLAN 2016-17 to 2020-21

BRISBANE CITY COUNCIL CORPORATE PLAN 2016-17 to 2020-21 3

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ContentsIntroduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Lord Mayor’s Foreword. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Brisbane Vision 2031. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Our Strategic Planning Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Our Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Program 1 – Clean, Green and WaterSmart City. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Program 2 – Moving Brisbane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Program 3 – Future Brisbane. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

Program 4 – Your Brisbane. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Program 5 – Public Health and Safety.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Program 6 – Economic Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Program 7 – Customer Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Program 8 – City Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Brisbane Transport. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Field Services Group. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

City Projects Office. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

City Parking. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52


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IntroductionBrisbane, Australia’s New World City, has a thriving economy and significant infrastructure investment. The Greater Brisbane economy has grown to $146 billion, representing 48% of Queensland’s economic output in 2014 (Australian Bureau of Statistics 20151). The economy is driving continual growth in population, with the Greater Brisbane population growing an average of 1.8% per year between 2010 and 20152.

With a warm subtropical climate, extensive parklands that support outdoor lifestyles, a diverse natural environment and vibrant central business district (CBD), retail, arts and entertainment precincts, Brisbane attracts people from all over the world to invest, work, live, visit and play. It is a friendly, inclusive and multicultural city, with almost 30% of residents in the Brisbane local government area born overseas and 18.5%3 speaking a language other than English at home.

Brisbane City Council is the largest local government in Australia in both population and budget. It is dedicated to ensuring Brisbane is a great place to live, providing leadership and good governance for the people of Brisbane and managing our resources effectively to support a city that is liveable, vibrant, accessible and sustainable.

Council works in partnership with other levels of government, business groups, industries, peak bodies and community organisations to seek economic, social, environmental and infrastructure opportunities for our New World City and help achieve the Brisbane Vision 2031.

The Corporate Plan 2016-17 to 2020-21 describes the medium-term objectives and priority actions of each Council program area and business unit that contribute towards achieving the Brisbane Vision.

Council had regard to The Queensland Plan in deciding the strategic direction communicated in the Corporate Plan, as well as measuring Council’s progress in achieving its vision for the future of Brisbane.

For further details about the medium-term goals set out in the Corporate Plan 2016-17 to 2020-21 refer to Council’s Annual Plan and Budget documents.

1. Australian Bureau of Statistics, Australian National Accounts: State Accounts 2014-15, cat. no. 5220.0, ABS, Canberra, 2015, and Australian Bureau of Statistics 2015, Regional Population Growth, Australia 2014-15, cat. no. 3218.0, ABS, Canberra, with further analysis by Brisbane City Council.

2. Australian Bureau of Statistics, Regional Population Growth, Australia 2014-15, cat. no. 3218.0, ABS, Canberra,2015.

3. Ibid.


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Lor d Mayor’s Foreword

This Corporate Plan outlines Council’s progress towards achieving Brisbane Vision 2031 goals. It sets out Council’s priorities over the medium-term to further position Brisbane as Australia’s New World City.

Council is committed to addressing the important matters for our city - tackling traffic congestion, improving public transport, fostering economic development and enhancing our lifestyle and leisure opportunities.

Building on Council’s good work to ease traffic congestion, we will complete new road projects, including the much-needed Kingsford Smith Drive upgrade.

We will work towards making the Brisbane Metro Subway System a reality, to help ease demands on our public transport system and free up more buses for our suburbs. Our iconic CityCat fleet will also be expanded to a record 22 vessels with new SpeedyCat express services to be introduced.

Residents will also benefit from more investment in the bikeway network, including an additional 35 new bikeways as part of Council’s vision for an active, healthy city.

Council is also committed to achieving carbon neutrality by 2031, including reducing emissions through behaviour change and more efficient technologies, and engaging residents and businesses to help reduce environmental impacts.

I am pleased to present the Corporate Plan and look forward to delivering on the goals it sets out for our city.

Graham Quirk Lord Mayor


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1 Brisbane V ision 2031Brisbane Vision 2031 is Council’s long-term community plan for the city. The main priorities for the plan are to maintain and improve the quality of life for the Brisbane community and ensure Brisbane meets the liveability and sustainability opportunities for the future.

The Brisbane Vision themes identify targets for 2031 and outline aspirations for our city’s future that are shared by the Brisbane community.

• Our accessible, connected city: Our integrated transport system provides for efficient and safe movement of people and goods into and throughout our city, with residents and visitors adopting sustainable travel choices including walking, cycling and public transport.

• Our active, healthy city: Brisbane has active and healthy communities and offers diverse and accessible recreational opportunities for all ages, abilities and backgrounds.

• Our clean, green city: Subtropical open spaces and natural areas provide breathing spaces for the city. Our river, creeks and bay are enhanced, protected and enjoyed by all.

• Our friendly, safe city: Brisbane is a city of strong and diverse communities. We welcome new residents, migrants, students and visitors, celebrate cultural diversity, and provide support to people who are disadvantaged. Our city is safe, confident and prepared for natural hazards.

• Our New World City: Brisbane is regarded as a top 10 lifestyle city worldwide. Students, businesses, researchers, innovators and entrepreneurs from all over the world want to live, study and work here. Community, business and political leaders work together to seek economic, social, infrastructure and environmental opportunities for the city and the region, both at home and internationally.

• Our smart, prosperous city: The Brisbane economy is strong and productive, leading the economic development of the South East Queensland region and the state. New business growth and the attraction of skilled workers provide a highly stable environment to support the community and economic development.

• Our vibrant, creative city: Brisbane is a vibrant, 24-hour, cultural city – a city that attracts creative endeavours and people, and enables innovation. Brisbane’s rich social, cultural, historical and creative resources provide an enduring legacy of liveability for future generations.

• Our well-designed, subtropical city: Brisbane is a well-designed, outdoor-living city. The design of our buildings and spaces maximise the region’s climate and lifestyle attributes. Planning and development in our city prepares effectively for population and employment growth and demographic change.


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Ou r Strategic Planning Framework Council’s strategic planning framework illustrates how Council’s programs, business units, services and activities work together to achieve the Brisbane Vision.

Brisbane Vision 2031 is Council’s long-term community plan for the city and details aspirations and targets for our city’s future. The Brisbane Vision themes form high-level goals that work together to achieve the results we want to see.

Council develops long-term and medium-term plans and strategies which outline objectives and actions that work towards the achievement of the Brisbane Vision.

Brisbane 2022 New World City Action Plan is a plan for the city that was compiled by the Lord Mayor’s Economic Development Steering Committee in 2015 following consultation with local, national and international organisations. The plan defines priorities and recommendations to shape Brisbane’s economic development over the next seven years and works towards the achievement of the Brisbane Vision.

Our Corporate Plan details Council’s medium-term priorities and links our annual planning and budgeting with the goals and initiatives outlined in Council’s longer term plans and strategies. We measure the achievement of our medium-term objectives to track our progress and maintain focus on achieving the Brisbane Vision.

Each year, the Lord Mayor and Council prioritise Council’s annual expenditure to program outcomes, services and projects, including forward year projections, by taking into account emerging issues, community feedback, advice from Council’s management and employees, and progress against Corporate Plan objectives.

Each division and business unit in Council has a business plan and workforce plan, and every employee in Council has a performance plan.

Council monitors and reviews our progress to ensure that we achieve our planned results. Council reports to the community on the Corporate Plan and on our Annual Plan and Budget through the Annual Report.

Strategic Planning Framework diagram

Annual Report

Monitor and review

Council’s plans and strategies

Corporate Plan

Annual Plan and Budget

Divisional and branch plans

Brisbane Vision 2031 Long

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Council is dedicated to ensuring Brisbane is a great place to live and has a fundamental role to play in making the city the best it can be.

Our values

Everything Council does is underpinned by its values which define the culture of the organisation and the behaviours that shape our interaction with the community, partners and each other.

Our values are:

• getting things done

• value for money

• passion for Brisbane

• respect for people

• responsive customer service

• working together

• courage to make a difference.


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PROgRAm 1

Cl ean, Green and WaterSmart CityOur goal is that Brisbane will be recognised by residents and visitors as a lifestyle city. A city that protects, supports and provides opportunities to enjoy our subtropical environment by sustainably managing and caring for our natural surroundings and resources. Brisbane will be clean and green and committed to a water smart future - a city that recognises environmental sustainability and liveability are fundamental to being a New World City. We will ensure Brisbane’s open spaces and waterways are accessible and valued, now and for future generations, and our built form supports clean, green and water smart outcomes.

As a river city, Brisbane will be seen as a lifestyle city of choice in the global economy. Brisbane will be a city that is valued for its ongoing commitment to environmental sustainability and a city that is praised globally for delivering clean, green and water smart outcomes.

Our objectives align with the following program outcomes:

• 1.1 Sustainability Leadership

• 1.2 Sustainable Brisbane

• 1.3 Biodiverse Brisbane

• 1.4 Parks, Gardens and Recreation

• 1.5 Sustainable Water Management

• 1.6 Focus on the River, Bay and Waterways

• 1.7 Flood Risk Management

• 1.8 Pollution Free City

• 1.9 Managing and Reducing Brisbane’s Waste and Litter.

The objectives contribute towards the following Brisbane Vision themes:

• Our active, healthy city

• Our clean, green city

• Our New World City

• Our well-designed, subtropical city.

Our plans, policies and strategies include:

• Corporate Sustainability Policy

• Environmental Policy

• Open Space Policy

• Brisbane Invasive Species Management Plan

• Towards Zero Waste Strategy

• Litter Prevention Strategy

• Brisbane City Plan 2014

• Outdoor Recreation Management Strategy for Brisbane’s Natural Areas

• WaterSmart Strategy

• Flood Smart Future Strategy

• Total Water Cycle Management Plan.


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1.1 Sustainability Leadership

Council has been a leader in sustainability practices for more than 20 years, and was recently named Australia’s Most Sustainable City by the Keep Australia Beautiful Foundation in 2014. To continue this momentum, Council will focus on consolidating and reinvigorating the sustainability program with the development of a Cleaner Greener Sustainability Plan for Brisbane. This plan will ensure Council:

• responds effectively and appropriately to maximise sustainability outcomes, reduce greenhouse emissions and support the achievement of a carbon neutral Council

• is recognised as a leader in sustainability and uses its capacity to influence and support citywide and regional sustainability outcomes

• manages its environmental performance effectively

• places Brisbane on the world stage as a leader in sustainability.

Our medium-term objectives Our key actions

Achieve 100% carbon neutrality. • Achieve and maintain a carbon neutral status.

• Purchase accredited carbon offsets annually.

• Develop robust data capture procedures and an inventory of Council’s carbon footprint, inclusive of both direct and indirect emissions.

Continually improve energy and carbon management.

• Identify, analyse and prioritise a pipeline of energy and carbon abatement opportunities.

Reduce Council’s environmental risks. • Maintain and improve the Corporate Environmental Management System (CEMS).

1.2 Sustainable Brisbane

Council engages and works in partnership with residents and businesses to guide, educate and empower the community to make changes to lifestyles and practices that help Brisbane to be Australia’s most sustainable city.


Educate and involve Brisbane’s community in reducing Brisbane’s environmental footprint.

• Educate and encourage residents and students to live more sustainably through the Green Heart Homes and Green Heart Schools programs.

• Deliver the Green Heart Events program as a key means of providing face-to-face community interaction.

• Continue to provide free native plants for ratepayers, community groups, new Australian citizens and schools.

• Continue to work with CitySmart Pty Ltd (Brisbane’s sustainability agency) to deliver sustainability projects that reduce the city’s environmental footprint.

Reduce the environmental footprint of Brisbane businesses.

• Continue to work with CitySmart Pty Ltd to deliver sustainability projects that support business and industry to reduce their environmental footprint.


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1.3 Biodiverse Brisbane

Council will protect and maintain the diversity of Brisbane’s habitats, plants and animals because we value the wealth of Brisbane’s biodiversity.


Protect land with significant present or potential ecological value.

• Purchase 750 hectares of land with biodiversity value through the Bushland Acquisition program.

• Continue to engage and support private landowners through the Conservation Partnerships program.

Our natural assets are maintained and enhanced.

• Partner with Lone Pine Koala Sanctuary to deliver a new Koala Research Centre.

• Manage the conservation reserves to maintain and enhance natural, cultural and recreational values.

• Implement the Conservation Reserves Management program.

• Manage weeds through the Wipe Out Weeds project.

Threats to biodiversity are managed. • Implement the Brisbane Invasive Species Management Plan and control identified target species.

• Implement the Bushfire Risk Management Plan for Council’s natural area reserves.

Degraded natural environments are restored.

• Implement a program of environmental offsets for the unavoidable impacts of development.

• Support community involvement in habitat restoration including an expansion of the Habitat Brisbane program.


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1.4 Parks, Gardens and Recreation

Brisbane’s parks and open spaces are fundamental to our subtropical lifestyle and exceptional liveability. Our clean and green city has a network of parks and open spaces that are available to all and provide varied opportunities for recreation while protecting our natural environment and heritage. Our parks, open spaces and streetscapes are attractive, functional and provide shade.

Council recognises the value of green space and optimised tree cover on public land to provide social, economic and environmental benefits to residents, businesses and visitors.


Park and street trees are planted, maintained and protected for current and future generations.

• Maintain park and street trees.

• Implement boulevards and shadeway planting projects in key city locations.

• Provide reactive tree maintenance in response to customer requests.

Park assets are maintained, refurbished and replaced to a standard that reflects a New World City.

• Deliver four water features across the city.

• Upgrade memorials and heritage assets in parks.

• Deliver Play Safe upgrades.

Brisbane has a network of parks that meet the diverse recreational and cultural needs of an increasing population.

• Deliver a new Environment Centre in the northern suburbs.

• Use a planned approach to acquire new parks.

• Plan and design facilities in new and existing parks.

Brisbane’s parks are upgraded to a standard that reflects community expectations.

• Deliver enhancements at Mount Coot-tha, including new walking trails, major upgrades to Simpson Falls and JC Slaughter Falls and partnering with the private sector to deliver a Zipline.

• Deliver 10 new outdoor gymnasiums in city parks.

• Upgrade key neighbourhood and city parks, including delivery of the Renewing Great Brisbane Gardens initiative, introducing new garden beds at Kangaroo Point and the New Farm Park Rose Garden.

• Improve the accessibility of parks and playgrounds.

• Continue grass cutting that maintains the amenity and useability of parks.

Roma Street Parkland and South Bank Parklands are efficiently and effectively managed and well utilised by the community.

• Maintain Roma Street Parkland and South Bank Parklands.

• Maintain Roma Street Parkland and South Bank Parklands facilities.

• Promote and conduct educational and tourism programs and organise public events.


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1.5 Sustainable Water Management

Sustainable water management plays a critical role in the liveability and economic prosperity of Brisbane and the South East Queensland (SEQ) region. In partnership with the Brisbane community and regional agencies, Council will sustainably manage Brisbane’s water resources through the integrated management of our water supply, wastewater, stormwater and waterways. This integrated approach will deliver multiple outcomes, maximising infrastructure resilience and community benefits while minimising environmental impact.


Ensure our built environment minimises adverse impacts and maximises the benefits the community receives from our local water resources.

• Implement projects demonstrating the multiple values of waterways and stormwater in contributing to liveability in our urban environment, including continuing to advance Council’s Norman Creek Master Plan 2012-2031 and advancing Coorparoo Creek Park as a high-profile, multiple-use open space.

• Work with partners and industry to develop and implement tools that deliver water smart outcomes and embed these within sustainable and subtropical planning and design.

• Implement a program of works to deliver sustainable water smart solutions across the city.

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

• Support community festivals, events and activities that celebrate water and waterways.

• Engage and partner with the community, industry bodies, local business, government agencies and regional partners in shaping our water future.

• Participate in research and education initiatives to progress water smart behaviour, innovation, science and technology.

Council integrates sustainable water smart initiatives into its operations.

• Council-operated facilities will use alternative water supplies, where viable and cost-effective.

• Investigate the opportunity for Council projects to integrate water smart program objectives, including maximising multiple benefits from the one project.

• Continually improve a standardised procedure to assess and implement water smart initiatives that deliver multiple outcomes.


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1.6 Focus on the River, Bay and Waterways

Our river, bay and waterways support the liveability and lifestyle of Brisbane as a river city. They are widely used and enjoyed by the community as recreational, economic and environmental assets. Water and waterways influence the design of Brisbane’s built form. They support a well-designed, subtropical city and green urban environments that are managed as economic assets to deliver value to business, industry, residents and nature alike.

Council actively engages with stakeholders within Brisbane and beyond in catchment management activities that directly support the health of our river, bay and waterways.


Maintain performance against local waterway health indicators of riparian cover and in-stream habitat diversity.

• Continued implementation of best practice waterway asset management system for all of Council’s waterway assets.

• Maintain the health and resilience of priority waterways through waterway health maintenance, rehabilitation and enhancement works.

• Work with local communities to maintain and enhance riparian cover and in-stream habitat diversity.

• Ensure erosion and sediment control compliance on construction sites.

• Undertake regular monitoring and evaluation of waterway health to inform management actions.

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

• Work with regional and national partners and engage with community groups to deliver waterway health and sustainable catchment management outcomes, including supporting the Council of Mayors (SEQ) in the Resilient Rivers Initiative.

• Work with regional partners to integrate water supply, environmental flows and water quality information to improve waterway health and support ecological processes.

• Work with regional partners and the development industry to establish and implement a program of integrated incentives, enforcement and capital works to improve waterway health outcomes through the restoration of urban waterways.

• Implement projects that demonstrate multiple values of waterways in contributing to liveability in an urban environment – including progressing the Oxley Creek Vision.

Brisbane’s community recognises and values the contribution Brisbane’s waterways make to the liveability of the city.

• Continue to implement a decision-making framework which recognises the optimal use of each waterway based on its characteristics and the ecosystem services it provides.

• Deliver the Active River program, including South Bank public mooring facility, fishing platforms at Tingalpa and Moggill Ferry Reserve and public pontoons at West End, Riverhills and Colmslie Beach Reserve.

• Enhance and maintain existing access points to support the use of the river and waterways as key recreational resources.

• Review asset management plans for waterways to facilitate the improved multiple use of the city’s waterway corridors.


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1.7 Flood Risk Management

Council manages the risk of flooding in order to make Brisbane a city that is safe, confident and ready for flooding.


Council uses a risk-based approach to plan for, manage and build capacity to respond to flooding across the city.

• Continued implementation and ongoing review of the Flood Risk Management strategy.

• In consultation with communities, continue the development of catchment flood risk management plans that set out specific and appropriate measures to reduce the risk of flooding across a catchment.

Council continues to shape the city’s built form to increase Brisbane’s resilience to flooding.

• Guide new development to be more resilient to flooding through the Brisbane City Plan 2014 (City Plan).

• Provide new infrastructure as necessary to support the growth and liveability of the city.

Brisbane’s residents have a better understanding of their risk of flooding and are better prepared for and more resilient to flooding.

• Complete flood risk management studies for creek catchments to better understand the risks of flooding across the city and use this as a basis for flood management and communication.

• Ongoing development of flood awareness maps, models and other products that provide fit-for-purpose, clear and easily accessible information that links a level of risk to an appropriate action.

• Partner with community groups and other organisations to assist communities to be better prepared for, respond to, and recover from flooding.

Council continues to manage flood risk to ensure Brisbane can effectively function before, during and after a flood.

• Develop an integrated program of flood risk management measures that deliver multiple outcomes to better manage flood risk.

• Assess flood mitigation infrastructure on a whole-of-catchment basis and as part of the suite of flood risk management tools.

• Ensure disaster response plans and systems support Brisbane’s ability to continue to effectively function during and after a flood event.


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1.8 Pollution Free City

Brisbane residents enjoy a clean and healthy environment. Air quality, noise, environmental pollutants, contaminated land, closed landfills and dangerous goods are managed to prevent and minimise the impact on the community and the environment.


Brisbane’s air quality improves. • Continue to provide industry with environmental guides on how to manage and reduce air pollution.

• Promote cleaner, more efficient Council vehicles, including the bus fleet.

• Encourage active travel choices including cycling and walking.

• Continue to regulate ‘nuisance’ emissions such as dust, smoke, fumes and odour.

• Encourage improved design of streetscapes near major transport corridors to promote dispersion of vehicle emissions.

• Audit licensed industries and require best practice environmental management to prevent or minimise air pollution.

Environmental risks associated with Brisbane’s closed landfill sites are managed.

• Continue the risk-based remediation and maintenance program.

• Decrease methane emissions from landfill sites.

The air quality performance of Council’s activities and operations improves.

• Implement the Fleet Environmental Performance Improvement Plan.

• Evaluate alternative fuels and technologies and incorporate clean air objectives into the Council vehicle and bus procurement process.

• Undertake emission testing of targeted Council vehicles.


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1.9 Managing and Reducing Brisbane’s Waste and Litter

Manage Brisbane’s waste streams and infrastructure to:

• maximise resource recovery

• reduce waste to landfill

• promote waste minimisation initiatives

• keep the streets, roadways and footpaths of the city clean and litter free.


Effectively manage Brisbane’s waste stream by reducing domestic waste disposal to landfill and increasing the recycling and recovery of waste.

• Continue awareness-raising, education and incentive campaigns and initiatives.

• Research, identify and implement processes to reduce contamination and improve the yield of recyclables.

• Promote and encourage the use of recycling services, including green waste recycling by households.

• Maintain Council’s existing Tip Shops at Acacia Ridge and Geebung to improve resource recovery.

• Promote Council’s four resource recovery centres to support recycling.

• Deliver behaviour change campaigns to decrease waste generation by: - undertaking sustainable procurement - increasing recycling opportunities - changing focus from waste generation to resource recovery - working in partnership with industry to develop markets for

recovered resources.

Keep Brisbane clean by reducing on-ground litter.

• Conduct litter education campaigns to change public behaviour.

• Routinely clean, upgrade and review effectiveness of public waste and recycling facilities.

• Assess litter hotspots.

• Research, identify and implement new technologies and tools to assist in reducing litter.


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PROgRAm 2

Moving BrisbaneOur goal is that Brisbane’s transport network enables efficient and sustainable movement of people, freight and services. The city’s accessibility and liveability is maintained, and all road users have access to a high-quality road network, high-quality public transport (bus and ferry) services and active travel alternatives. Investment in each transport mode is required to cater for the differing needs of users.


• 2.1 Promoting Active Transport

• 2.2 Public Transport

• 2.3 Transport Network.


• Our accessible, connected city



• Our friendly, safe city


• Our smart, prosperous city



• Transport Plan for Brisbane 2008-2026

• Brisbane Active Transport Strategy 2012-2026

• Parking Taskforce Report

• Brisbane City Plan 2014.


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2.1 Promoting Active Transport

Council will promote cycling and walking as healthy and environmentally sustainable alternatives to car travel. Brisbane residents who embrace active travel are not only reducing traffic congestion, they are also helping Brisbane to become a healthy, sustainable and accessible city.


Increase the number of trips being taken by bicycle or walking.

• Deliver new and upgraded, high quality and safe on and off-road bikeways to encourage increased cycling trips.

• Upgrade and extend Brisbane’s footpath network, including enhancements in centres and activity areas, to provide a safe environment for pedestrians.

• Deliver a range of initiatives, such as Cycling Brisbane and Active School Travel, to enable and encourage the Brisbane community to actively travel both easily and more often.

• Continue to support and promote the CityCycle public bike hire scheme to provide a convenient, cost-effective and active public transport option for the CBD and inner city.

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

• Complete the new Bicycle Network Plan and incorporate it into the City Plan – to guide future bikeway investment.

• Secure a connected bicycle network through the City Plan as part of developer contributed works.

• Continue to expand Brisbane’s cycling network through the bikeways infrastructure program to deliver:- an improved commuter network targeting the CBD, inner city

area and the city’s top employment areas- suburban bikeway links to district centres, growth nodes and

public transport - lighting and end-of-trip facilities on key sections of the bicycle

network.

• Plan and deliver a cyclist safety program targeting cycling black spots. Install bicycle way-finding signage and provide information to enhance awareness of shared path rules and improve safety.


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2.2 Public Transport

Council will contribute to the reduction of road congestion and increase the ease of travelling around Brisbane by providing high quality public transport services through a modern bus and ferry fleet, accessible public transport infrastructure and a focus on customer service.

Our medium-term objectives

Our key actions

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

• Deliver the Bus Stop Accessibility Improvement program to progressively upgrade bus stops to improve accessibility for all patrons.

• Incorporate upgrade of bus stops in Council work programs and private developments where road or streetscape upgrades are proposed.

• Deliver the Brisbane Ferry Terminal Upgrade program to improve accessibility at all ferry terminals (Disability Discrimination Act Compliance Ferry Terminals program).

By 2021, bus patronage will increase to more than 90 million trips per year.

• Plan and commence delivery of the Brisbane Metro Subway System.

• Deliver new rigid equivalent buses each year to replace the older fleet and accommodate growth.

• Conduct planning to ensure sufficient depot capability exists to manage growth.

• Develop options and progress proposals to improve bus capacity at critical infrastructure nodes across the network.

• Deliver a shuttle service at Mount Coot-tha.

• Provide a high standard of customer service.

• Work in collaboration with TransLink to improve the reliability and affordability of services across the network.

By 2021, ferry services will provide public transport to seven million passengers.

• Increase the CityCat fleet to 22 vessels.

• Deliver new express services between Riverside (CBD) and University of Queensland, St Lucia, to reduce peak-hour (morning and afternoon) CityCat travel times.

• Review vessel usage and timetables to ensure services meet public transport demand.

• Ensure Council’s contracted provider of ferry services provides a high standard of customer service through biannual customer satisfaction surveys, as well as monthly contract and communications meetings.

• Work in collaboration with TransLink to pursue ticketing options that are better suited to ferry customers.

• Promote ferry services as a fast and efficient public transport option.


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2.3 Transport Network

Brisbane is developing a quality transport network that supports safe and efficient movement of people and freight.


Improve road safety for all road users around schools.

• Inspect a range of sites to obtain the number of school students crossing the road, and other school-related activity, to assess against the Department of Transport and Main Roads criteria for school zones on multi-lane roads.

• School zones will be rolled out to all schools on multi-lane roads that meet the Department of Transport and Main Roads School Zones Guidelines.

Improve connectivity for pedestrians around schools to support active travel options and initiatives.

• Improve the connectivity for pedestrians to schools through the installation of:- pedestrian refuges- splitter islands- pram ramps and footpaths.

• Work with schools to assist them to develop a Traffic Management Plan which will include locations and specifications for improvements.

• Install improvements at schools that complete a Traffic Management Plan.

Reduce congestion by standardising and streamlining traffic movements around schools.

• Install improved line marking and signage to assist with parking and general traffic movements around schools.

Improve amenity, access and safety for pedestrians and cyclists.

• Continue to improve safety and meet the changing needs of the road network through signs and lines, parking controls, road-related infrastructure and kerbside allocation strategies including:

- rotation of electronic portable speed warning signs - installation of high-visibility LED flashing stop, give way, curve ahead

and pedestrian crossing warning signs- installation of road-related infrastructure that discourages ‘rat

running’ and improves safety- prioritisation and implementation of kerbside allocation- enhanced and more simplified street signage- installation of bike lanes.

Better balance the competing needs for kerbside space in the CBD.

• Undertake an audit of city kerbside allocation.

• Modify kerbside allocation to align with kerbside prioritisation.


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

• Holistically review key corridors and further optimise signal performance, improve coordination and address congestion ‘hot spots’.

• Maintain and expand the intelligent transport systems to improve the monitoring of, and response to, incidents across the network.

• Continue to improve systems and processes at the Brisbane Metropolitan Transport Management Centre (BMTMC) to support the continued operation of the road network at maximum capacity to help limit the impact of incidents.

• Continuously improve traffic signal and intelligent transport systems.

• Install pedestrian countdown timers to improve pedestrian safety and reduce congestion.

• Improve data collection and monitoring systems for route decision making and network safety.

• Deliver a travel time app and make further improvements to real-time traveller information to road users to assist with journey planning and to make informed travel decisions.

Maintain and improve the condition of transport network assets.

• Effectively manage assets to increase reliability and reduce whole-of-life cost.

• Monitor, maintain and rehabilitate transport network assets through:

- measuring and recording road pavement condition- maintaining safe and functional road, footpath and bikeway

networks- maintaining safe and functional bridges and culverts to support the

road, footpath and bikeway networks- maintaining clean, quality roadside landscapes to contribute to the

amenity of the city- maintaining traffic signage and road pavement markings to ensure a

safe and efficient transport network for the community.

Continue to develop Brisbane’s road network through a range of major road and intersection upgrades and local road improvement programs.

• Deliver Projects Attacking Congestion, design and delivery of the Kingsford Smith Drive, Wynnum Road, Telegraph Road, Waterworks Road, Progress Road, Paradise Road and Inner City Bypass (ICB) upgrades.

• Continue to design and deliver major and local road network upgrades to improve traffic flows, ease congestion and provide for the city’s economic and urban development.

• Continue to identify traffic hot spots and deliver low-cost, high-impact projects to reduce congestion.


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PROgRAm 3

Future BrisbaneOur goal is that planning and growth management for Brisbane, Australia’s New World City, provides for and promotes a future city that is prosperous and well-designed, with a distinctive subtropical character. It leverages off the region’s climate and lifestyle attributes, thereby maintaining Brisbane’s outstanding quality of life.


• 3.1 Planning for a Growing City

• 3.2 Enhancing Brisbane’s Liveability

• 3.3 Approving Quality Development.






• Our vibrant, creative city



• Brisbane City Plan 2014

• Neighbourhood plans

• Other plans including: - Brisbane City Centre Master Plan 2014 - Bulimba Barracks Master Plan - Kurilpa Riverfront Renewal Plan - Wickham Park Precinct Plan - River’s Edge Strategy - Edward Street Master Plan - Albert Street Master Plan.


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3.1 Planning for a Growing City

Council aims to maintain Brisbane’s prosperity, through sustainable population and employment growth, enhancing lifestyle opportunities and ensuring environmental outcomes through a modern and responsive land use planning and development framework for the city. This framework recognises and takes into account the aspirations of the residents of the city in the context of the SEQ region.


Maintain Brisbane’s prosperity, through sustainable population and employment growth, enhancing lifestyle opportunities and ensuring environmental outcomes through a modern and responsive land use planning and development framework for the city.

• Incorporate elements of new planning legislation into the City Plan.

• Integrate land use and infrastructure planning and urban planning strategies for subtropical design, economic development and natural hazard management into the City Plan.

• Collaborate with other councils and Queensland authorities on regional, citywide and local planning initiatives and the implementation of the SEQ Regional Plan.

• Build Brisbane’s capacity for long-term economic growth.

Recognise, support and encourage neighbourhood distinctiveness and identity in accordance with local needs and strategic objectives.

• Continue neighbourhood planning to work with the community to manage change and accommodate growth and protect natural and community values at a local level, focusing on two areas:- within five kilometres of the CBD - outside the inner city radius.

Undertake long-term planning that supports the efficient and timely delivery of infrastructure necessary to support and guide the growth of the city.

• Prepare the Brisbane Local Government Infrastructure Plan (LGIP) to coordinate the provision and funding of infrastructure in development areas across the city.

• Continually review and align the LGIP with the City Plan, including new neighbourhood plans.

• Update Council’s Infrastructure Charges Resolution to incorporate changes to legislation and Council policy.

• Administer infrastructure agreements to offset the cost of contributed infrastructure against infrastructure charges.

Work collaboratively with the Council of Mayors (SEQ) and the Queensland Government to benefit Brisbane and the SEQ region, providing the employment, cultural, commercial and social heart of a thriving region.

• Align the City Plan with the SEQ Regional Plan outcomes.

• Continue direct involvement in the SEQ Regional Plan revision.

• Partner with businesses and the development industry to ensure the sustainable development of Brisbane.

Provisioning to provide a range of attractive housing choices for Brisbane residents.

• Continually revise City Plan development codes in consultation with industry, the community and other stakeholders.

• Promote a range of housing choices to facilitate affordable housing.


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3.2 Enhancing Brisbane’s Liveability

Council is committed to its successful neighbourhood planning, urban renewal and urban design activities. This results in facilitating the renewal and revitalisation of local areas in collaboration with the community and stakeholders. The resulting planning and development outcomes ensure the areas are prepared for population and employment growth, promote the efficient use and alignment of new and existing infrastructure and public assets and build upon community aspirations and values.


Ensure that communities are involved inplanning for the future.

• Continue to raise awareness around urban planning in Brisbane and the opportunities to be involved in planning for the future.

• Continue to involve the community and other stakeholders in neighbourhood planning processes.

• Continue to promote understanding of planning processes as part of neighbourhood plans.

Create vibrant, distinctive places with a range of world-class amenities that contribute to an appealing lifestyle through policy development, capital works projects and partnerships to promote Brisbane as Australia’s New World City.

• Deliver ‘catalyst’ projects in centres and high-growth areas.

• Provide a strong subtropical design identity for Brisbane by delivering an improved pedestrian and cycling environment, new public spaces, and improvements to local streetscapes.

• Encourage mixed-use development in centres and near major public transport nodes.

• Continue to boost shopping strips, in partnership with local businesses.

• Facilitate future land use and infrastructure planning by establishing and maintaining relationships with regional partners.

• Coordinate planning and development of greenfield developments through planning and design of infrastructure networks and agreements in emerging community areas.

Maintain and provide new public art to improve the vibrancy of the city.

• Promote good quality urban design through public and private art projects.


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3.3 Approving Quality Development

The City Plan is Council’s plan for the future development of Brisbane. It guides how land in Brisbane can be used and developed and is a significant tool to guide and foster economic development. Building and development in Brisbane is approved in accordance with the City Plan and seeks to retain and enhance Brisbane’s subtropical lifestyle and its unique heritage, character, safety and prosperity.


Seek development outcomes that are right for the context, enhance the surroundings and are consistent with the strategic plan for the city and regulatory requirements.

• Provide high-quality, decision-making processes and approve appropriate development solutions which respond to our climate, result in smart development solutions and maintain Brisbane’s quality of life.

• Continue to advocate for sustainable subtropical building design to be widely adopted.

• Deliver an informed assessment of major projects through independent and professional review.

• Ensure that assets donated to Council, including roads, drains, open space and utilities, comply with Council standards.

• Carry out compliance and enforcement of planning, building and plumbing legislative requirements.

• Continue Council’s requirements to implement objectives and targets set by the SEQ Regional Plan.

Maintain a compliant and reasonable infrastructure charges system, including monitoring and reporting on infrastructure charges revenue and liabilities.

• Provide an efficient system for collecting, tracking, accounting for and monitoring of infrastructure charges.

• Provide expert advice on the calculation and levying of infrastructure contributions.

• Monitor and forecast development to support effective infrastructure planning.

• Maintain an infrastructure charging framework that addresses the Queensland Government’s requirements for infrastructure planning and charging.

Make development assessment decisions a timely manner while maintaining high-quality outcomes for the city.

• Continue to improve Council’s development assessment processes and operate a best practice development assessment system.

• Assess applications against the requirements of the Sustainable Planning Act 2009.

Maintain and enhance Brisbane’s heritage and traditional building character.

• Ensure Brisbane retains the unique character of its architecture and natural attributes by identifying and conserving the city’s heritage places, character housing and natural areas.

• Identify, conserve and encourage heritage and character housing in an appropriate mix with new developments.

• Review properties within the traditional building character overlay to ensure high-quality streetscapes when undertaking neighbourhood plans.

• Maintain the Heritage Register.

• Provide advice and support for heritage property owners undertaking appropriate conservation works.


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PROgRAm 4

Your BrisbaneThe Your Brisbane program supports Brisbane’s diverse communities with a focus on social and cultural wellbeing. The program creates opportunities for all residents to be active, informed and involved in their community.

Our goal is that Brisbane is recognised as Australia’s New World City with opportunities for all residents, workers and visitors to participate in cultural, recreational and lifelong learning activities that foster an inclusive, informed and strong community.


• 4.1 Thriving Arts and Culture

• 4.2 Libraries for an Informed Community

• 4.3 Active and Healthy Community

• 4.4 Social Inclusion

• 4.5 Community Sport and Recreation Facilities

• 4.6 City Icons.







• Our vibrant, creative city.


• Creative Brisbane Creative Economy 2013-2022

• Youth Strategy 2014-2019

• Brisbane Access and Inclusion Plan 2012-2017

• Seniors’ Strategy 2012-2017

• Indigenous Aspirations Strategy.


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4.1 Thriving Arts and Culture

We will be a community that is innovative and creative, with opportunities to actively participate in the cultural life of our diverse and vibrant city.


Maintain resident satisfaction with Council’s provision of arts and cultural facilities and events.

• Deliver a program that aligns with the Creative Brisbane Creative Economy 2013-2022 strategy.

The Brisbane Powerhouse is a key destination for visitors to participate in the culture of our city.

• Maintain and develop partnerships through our major facilities and investments to develop the city’s creative economy.

Support high-quality, accessible festivals that celebrate Brisbane’s diverse culture, arts and creativity, which will attract more than two million attendees.

• Assist festival and cultural organisations to develop capacity to service the people of Brisbane.


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4.2 Libraries for an Informed Community

Brisbane libraries provide access to information and opportunities for learning, recreational reading and cultural activities. They are integral to a smart and liveable New World City.


Enable full use of library collections, programs and services through take-up of library membership.

• Create a range of opportunities for people who live, work or study in Brisbane to become library members.

• Continue to manage lending of the library collection.

• Enable library members to manage their library account and member-based online services through eLibCat, the library public access catalogue.

Achieve 90% or higher customer satisfaction rating with Council’s library services.

• Provide ongoing development of library facilities, services and collections to meet community needs.

• Continue delivery of the library refurbishments and enhancements program in six suburban libraries - Ashgrove, Garden City, New Farm, Sandgate, Stones Corner and Toowong.

• Build the new Chermside and Bracken Ridge libraries.

• Increase library opening hours. All libraries will open every Saturday from 9am to 4pm.

Preserve and manage the corporate memory of Council and the historical record of the city for the people of Brisbane.

• Ongoing identification, authentication and preservation of permanent records of significance to Council and the Brisbane community, as required by legislation, via the Brisbane City Archives service.

• Make archival records accessible to Council and the Brisbane community.

Provide a range of literacy and reading programs which engage children and their parents and carers.

• Implement literacy and reading programs in all libraries to support children with their parents and carers to grow a love of reading and develop literacy skills for life. These will include:

- Babies, books and rhymes, toddler time and storytime programs for children up to five years of age

- Gold Star Reading Club - Summer Reading Program.

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

• Position libraries as modern and welcoming multi-purpose community spaces for information, learning, social, cultural and recreational services and pursuits.

350,000 people will attend learning and cultural programs at libraries each year.

• Continue the Lord Mayor’s Writers in Residence program in which Brisbane’s libraries host public talks, writing workshops and forums by popular authors from across a range of genres.

• Provide a variety of library programs that enrich the literary, creative and cultural life of Brisbane and support residents to be lifelong learners in the digital age.

• Implement Brisbane libraries’ pop-up library.


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Ensure residents have the • Continue to maintain and manage high quality and reliable provision opportunity to access of library Wi-Fi throughout the network of 33 libraries, plus the high-quality internet services mobile library.via Brisbane libraries’ public Wi-Fi network.

Provide access to library • Provide well-equipped, accessible and secure library meeting room meeting spaces to enable facilities to support groups to meet.and encourage groups to connect, learn, share and explore knowledge, skills and new ideas.

4.3 Active and Healthy Communities

Brisbane will be an active and healthy city with high-quality facilities and programs providing a range of sport, leisure and recreational opportunities.


Brisbane’s community is satisfied with Council’s provision of fitness and recreation activities.

• Implement strategies to provide opportunities for Brisbane residents to improve their health and wellbeing.

• Partner to deliver and maintain quality buildings, sports fields and hard courts to facilitate healthy and active communities.

• Deliver new BMX parks at Darra and Fitzgibbon.

Brisbane has many places for play, sport and exercise and promotes a healthy lifestyle for residents.

• Provide activities to inspire participation in physical activity for all residents.

Provide support to sporting and recreation clubs leasing Council properties.

• Assist clubs to cut costs through grant funding.

• Provide grants to support sport and recreation initiatives.


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4.4 Social Inclusion

Brisbane is an inclusive city where diversity is valued and where groups at greater risk of exclusion are supported to participate fully in community life.


Council provides services and facilities that are accessible for all people regardless of physical ability, background and circumstance.

• Work with culturally and linguistically diverse (CaLD) communities and networks to build community capacity, leadership and access to Council services.

• Promote positive intercultural relationships and community cohesion through activities targeting the participation of communities from CaLD and Aboriginal and Torres Strait Islander backgrounds.

• Continue to implement Council’s social inclusion strategies and plans and report on outcomes to key stakeholders and the wider community.

• Through the Access and Inclusion Plan, improve access to services and facilities for seniors and people with a disability.

Community organisations value Council’s provision of services to Aboriginal and Torres Strait Islander communities, young people, seniors, people with a disability, the homeless, multicultural communities and refugees.

• Continue to develop partnerships with community organisations, businesses and other levels of government to respond to and assist high-need communities.

Brisbane residents feel a sense of belonging to their community.

• Support suburban cultural activities, events and community organisations through grants programs.

• Through the Youth Strategy, support young people to play an active role in the city, encouraging them to develop skills and implement positive initiatives.

• Work in partnership with other governments, community agencies and the private sector to ensure broad participation in Council’s planning and decision-making processes.

• Support communities to enhance their skills, networks, organisations, leaders and groups in order to identify and respond to community priorities in making Brisbane more inclusive.


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4.5 Community Sport and Recreation Facilities

Brisbane residents have access to a broad range of well-managed, quality community facilities providing sporting, recreational, social and cultural opportunities.


Council’s community leased facilities are fit-for-purpose.

• Audit leased buildings and facilities to ensure flexible and adaptable application to a range of appropriate user groups.

Council’s sports fields and hard courts are safe, playable and sustainable.

• Audit sports fields and hard courts.

Provide support and guidance to community lessees to achieve sustainable business outcomes to deliver community benefits.

• Work with lessees to optimise the benefits of facilities.

• Facilitate assistance to improve key management capabilities for high need organisations.

Community lessees are satisfied with Council’s management of sport, recreation and community facilities.

• Work in partnership with community lessees to ensure that the management of community facilities reflects community need and optimises use of the facility.

Maintain patronage of two million people per year for Council pools.

• Continue the refurbishment of existing Council aquatic centres to contemporary standards.

• Upgrade Langlands Pool Complex in Coorparoo.

• Construct four kids aqua-parks at new and existing sites across Brisbane.

Provide the community with access to a modern community halls network.

• Continue the rollout of enhancements and the development of facilities.

• Manage daily operations to ensure we become a customer ‘first choice’ venue.

4.6 City Icons

Council’s iconic City Hall is fundamental to the city’s identity, government, cultural and community life.

City Hall will be conserved and maintained as a well-loved heritage building for future generations.


City Hall will maintain its presence as the ‘People’s Place’.

• Manage the day-to-day operations of City Hall to ensure we are a customer’s ‘first choice’ venue.


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PROgRAm 5

Public Health and Safety Our goal is to protect and enhance the health and safety of Brisbane’s community.


• 5.1 - Public Health

• 5.2 - Citizens’ Security

• 5.3 - Brisbane City Cemeteries.



• Our New World City.


• Healthy Brisbane Strategy

• Graffiti Management Strategy

• Water Safety Strategy.


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5.1 Public Health

Protect and enhance the health of Brisbane’s residents.


Reduce the risk of transmissible diseases in the community by providing accessible vaccination services for Brisbane’s at-risk population.

• Continue to deliver cost-effective immunisation services including vaccination programs for secondary schools and community-based services for infants and the elderly at multiple locations across Brisbane.

Minimise vector-borne disease by treating all identified mosquito and pest breeding areas.

• Provide mosquito and pest management services across Brisbane using aerial and land-based treatments, including reactive responses to rain events.

Improve community health and safety outcomes by increasing the number of registered dogs.

• Provide best practice animal management services, including registration of dogs and animal rehoming centre services.

Assess more than 1400 properties with a regulated swimming pool, for compliance with pool safety laws every year.

• Provide proactive and reactive inspections to ensure compliance with the Queensland Government’s swimming pool safety laws, including community education.

Maintain a 24/7 response capability for urgent matters of public health and safety.

• Provide a 24/7 capacity for matters of public health and safety.

Licence, audit and educate all food businesses, including promotion of their Eat Safe rating, to provide food safety information to the community.

• Reduce the risk of exposure to food borne illness and ensure compliance by auditing businesses and activities against legislative requirements relating to public health, food safety, accommodation and personal appearance services.

• Maintain high food safety standards for residents and visitors by administering the Eat Safe Brisbane food safety rating scheme and maintaining legislative standards.


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5.2 Citizens’ Security

Personal security of citizens and their property, security of the city and community safety services.


Maintain capacity to respond to disaster events with State Emergency Service (SES) membership of more than 1000 members.

• Support Brisbane’s SES to provide effective disaster response by maintaining facilities, providing all necessary equipment and best practice training provisions.

Maintain a high level of safety in the community through safety audits and educational activities.

• Coordination and facilitation of approved safety audits and inspections across Brisbane.

• Embed Crime Prevention through Environmental Design (CPTED) principles into planning, audit and design of public assets and space to help ensure the safety of Brisbane’s residents and visitors.

• Promote personal and property safety in Brisbane by providing tools and education to the community including personal safety seminars and sharp bins in public venues.

Graffiti incidents will be removed in five business days and offensive graffiti removed within 24 hours.

• Deliver best practice graffiti management, removal, education and enforcement.

• Partner with the Queensland Police Service to deter and minimise graffiti through apprehending and prosecuting vandals.

5.3 Brisbane City Cemeteries

Operate cemeteries, crematoria, non-denominational chapels and ash memorials.


Deliver quality and cost-effective cemeteries and crematoria reflecting the diversity of Brisbane residents.

• Provide quality venues for funeral services, burials, cremations and ash memorials.

• Maintain all 12 Council cemeteries and three crematoria.

• Activation of Council’s Historic Cemeteries.


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PROgRAm 6

Economic DevelopmentThe goal of the Economic Development program is to implement the Brisbane Economic Development Plan 2012-31 and the Brisbane 2022 New World City Action Plan, to ensure Brisbane is prepared for future growth in our economy and infrastructure.


• 6.1 Growing Brisbane’s Economy

• 6.2 Enabling Economic Growth

• 6.3 A City of Many Skills

• 6.4 Deliver World-Class Economic Precincts

• 6.5 Delivering the Brisbane 2022 New World City Action Plan

• 6.6 Developing Brisbane’s Export Profile.




• Our vibrant, creative city.


• Brisbane Economic Development Plan 2031

• Brisbane Long Term Infrastructure Plan 2012-2031

• Brisbane 2022 Australia’s New World City Action Plan.


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6.1 Growing Brisbane’s Economy

Facilitating strategies and activities to attract new business investment and generate employment growth for Brisbane.


Brisbane will be a city where it is easy to do business and will be responsive to business needs.

• Continue to deliver the Improving Services to Business activities to reduce the costs of doing business.

Brisbane will support the growth and longevity of small and medium enterprises.

• Deliver Lord Mayor’s Small Business Forums.

• Deliver Lord Mayor’s Business Excellence Workshops.

6.2 Enabling Economic Growth

To support projected growth in population, exports and investment, Council will ensure appropriate infrastructure projects are identified and sequenced and that Council’s regulatory frameworks are responsive and enabling.


Capital investment will support Brisbane’s projected growth.

• Continue to implement the Brisbane Long Term Infrastructure Plan.

Brisbane will have the necessary digital infrastructure capability to support a growing digitally-enabled economy.

• Enhance free public Wi-Fi accessibility in public spaces by expanding the free public Wi-Fi access at eight local suburban centres across Brisbane.

6.3 A City of Many Skills

Support job growth by ensuring Brisbane businesses have access to a trained and skilled workforce and that business operators have access to training and capacity building, to support their business skills.


Skilled workers think that Brisbane is a desirable place to work.

Continue to support Brisbane’s intake of international students.

• Facilitate opportunities for business skills development for students.

• Deliver international work experience programs with sister cities.

• Monitor and maintain statistics of actual and projected employment for the Brisbane local government area.


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6.4 Deliver World-Class Economic Precincts

Support Brisbane key high economic growth locations by facilitating the strategic planning and activation of these key precincts to maximise their potential for economic success.


Brisbane will have a vibrant, world-class city centre which is the retail epicentre of the city and an attractive destination for residents, workers and investors.

• Operate and manage the city malls with the goal of continuing to enhance the economic prosperity of the Brisbane city centre.

6.5 Delivering the Brisbane 2022 New World City Action Plan

Deliver key economic priorities as outlined in the Brisbane Economic Development Plan 2031 and the Brisbane 2022 New World City Action Plan to drive employment and economic growth across Brisbane.


Brisbane will strive towards being Australia’s New World City and be a globally significant, regionally connected and vibrant metropolis.

Grow the number of major events to bring increased delegate visitor days to the city.

• Deliver and grow Brisbane’s major events calendar towards 12 each year over the next five years.

• Deliver and increase investment attraction into the region, focusing on Asia Pacific and specific sectors.

• Deliver and increase growth in the business visitation sector in Brisbane.

• Attract and retain international students and talent from all over the world.

• Co-create and grow the digital innovation hub, The Capital.

• Associate with Digital Brisbane’s MaRS Discovery District and commence the Entrepreneurship 101 training program.

Brisbane will provide support and opportunities for small and medium-sized enterprises.

• Investigate and support social enterprise opportunities.

• Work with local and high street precincts on economic activation programs.


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6.6 Developing Brisbane’s Export Profile

Grow Brisbane’s out-of-region exports to maintain living standards, incomes and employment growth.


Brisbane businesses have improved access to economic information for decision-making.

• Continue to support Lord Mayor trade missions through providing quality economic data.

• Continue to provide free access to the Brisbane Community Profiles portal.

• Provide quarterly Lord Mayor’s Brisbane Economic Snapshots.

• Work with targeted industries to develop action plans to facilitate greater industry collaboration.

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

• Partner with the International Relations team and the Council of Mayors (SEQ) to facilitate business with our sister cities.

• Support and leverage the biennial Asia Pacific Cities Summit for trade and investment.


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P ROgRAm 7

Customer FocusOur goal is that Council will be a customer-focused organisation that is “Dedicated to Customers: Everyone. Everywhere. Every time”.


• 7.1 Engagement

• 7.2 Service Delivery

• 7.3 A Council Easy To Do Business With.




• Our smart, prosperous city.


• Customer Focus Strategy

• Community Engagement Policy

• Channel Management Strategy.


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7.1 Engagement

We will engage with our customers and the broader community to better understand their needs and concerns. We will ensure that we provide them with feedback about their input and the decisions made by Council.


Residents rate Council as being good or excellent in providing residents with opportunities to participate in consultation about issues affecting Brisbane.

• Promote engagement opportunities and feedback on citywide projects to the broader community and stakeholders.

Council provides the community with information on its programs, plans, policies and activities and provides good quality information that meets the needs of the community.

• Promote and use Council’s engagement tools and channels as a way for residents to learn about and have input to consultation opportunities.

• Support the Future Brisbane program to engage and collaborate with the community on key planning processes and issues.

7.2 Service Delivery

We will offer Brisbane residents multiple access points to Council.


85% of businesses and residents surveyed agree that it is easy to get in contact with Council.

• Provide the systems, people, processes and technology to support a world-class, 24/7 call centre and Business Hotline, that meets the needs of residents, businesses and visitors.

• Continue to identify opportunities to utilise new technologies and delivery models to improve and expand the channels available to customers.

Council meets the service standards of our Customer Charter.

• Council maximises customer satisfaction by meeting the service delivery standards of Council’s Customer Charter.

83% of residents and businesses surveyed are satisfied with Council’s service delivery (across all channels of contact).

• Deliver initiatives to support channel migration.


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7.3 A Council Easy To Do Business With

We will deliver our services with integrity and simplicity in a convenient way. We will work across Council to maintain and improve our customer-focused culture.


The community believes that Council understands their needs.

• Undertake customer research and provide consultation opportunities to understand the needs of different customer groups, and drivers of satisfaction and dissatisfaction with Council’s service delivery.

Residents and businesses feel that Council is dedicated to customers.

• Research the needs of resident and business customers and their levels of satisfaction.

• Identify persistent service problems and help work units to eliminate any underlying faults.

• Deliver customer-focused learning and development programs.

• Address the high priority drivers of customer dissatisfaction.

• Establish proactive improvements in customer contact processes.


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PROgRAm 8

City GovernanceCity 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.

Our goal is that Council is a responsible and attractive employer with people who are enthusiastic, well-trained, appropriately resourced and dedicated to a better Brisbane.


• 8.1 Civic Administration and Support

• 8.2 Regional and International Activities

• 8.3 Strong and Responsible Financial Management

• 8.4 Value for Money Support Services

• 8.5 Corporate Communication

• 8.6 Information and Communications Technology

• 8.7 Disaster Response and Recovery.




• Our smart, prosperous city.


• Brisbane Vision 2031

• Strategic Planning Framework

• Corporate Plan

• Market Research Policy

• Organisational Zero Harm Strategy 2015-2020

• Equity and Diversity Framework

• Future Council Organisational Strategy

• Workforce Strategy 2015-2017

• Workplace Relations Strategy

• Talent Management Strategy 2013-2023

• Annual Assurance and Audit Services Plan

• Corporate Communication Plan

• Digital Principles and Tactics Plan

• Culturally and Linguistically Diverse (CaLD) Strategic Plan

• Corporate Information and Communications Technology Strategy

• Corporate Real Estate Strategy

• Disaster Management Plan

• Procedures for procurement and disposal

• Contract Manual

• Innovative Proposals Guideline

• Annual Procurement Policy and Contracting Plan

• Risk Management Framework.


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8.1 Civic Administration and Support

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


Council is committed to being an effective and transparent government.

• Provide support to the offices of councillors, the Lord Mayor, Deputy Mayor and committee chairmen.

• Publish Council meeting minutes.

• Review complaints.

Council will consult widely and openly with the community.

• Coordinate and manage community involvement initiatives.

8.2 Regional and International Activities

Advance the community’s interests by developing and maintaining strong regional and international relationships that offer economic development opportunities.


Foster international relationships that offer economic development opportunities.

• Maintain a Secretariat for the Asia Pacific Cities Summit and host the summit every four years.

• Maintain positive relationships with Brisbane’s sister cities.

• Work closely with Brisbane Marketing.

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

• Partner with other levels of government.

• Support Council’s involvement in regional, capital city and local government associations, networks and alliances.


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8.3 Strong and Responsible Financial Management

Provide sound financial management and planning to deliver community services, infrastructure and leadership that will support Council to achieve the Brisbane Vision.


Remain a financially sustainable organisation.

• Ensure finances, assets, properties and facilities are managed to best practice standards, in the interest of ratepayers.

• Model the short, medium and long-term financial position of Council to ensure financial sustainability.

• Continue development of:- a budget with a four-year component and a rolling

capital program- grants and subsidies processes.

• Develop rates policy and rates revenue scenarios.

• Manage Annual Plan and Budget development and facilitate the Lord Mayor’s Expenditure Review Committee process.

• Provide regular management accounting reporting, analysis and recommendations.

• Ensure statutory requirements such as those relating to budget, financial reporting and taxation are met.

• Support achievement of efficiencies and savings in the management and delivery of Council’s services.

• Maintain the ‘unqualified audit opinion’ of the Queensland Audit Office.

Ensure Council’s programs and services meet the current and future needs of the community.

• Work to align plans, budgets and performance measurement with Council’s strategic planning framework.

• Provide reporting and analysis of corporate performance to meet statutory requirements and support planning and decision-making.

• Develop and communicate Council’s Corporate Plan, Annual Plan and Budget, and Annual Report.


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8.4 Value for Money Support Services

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.


Ensure that Council’s plans, practices, processes and the capabilities of its people are aligned to deliver the long-term community plan Brisbane Vision 2031 and Corporate Plan.

• Implement the Organisational Strategy.• Provide effective corporate management.• Deliver efficiencies and savings in the management and delivery of

Council’s services.• Provide community and employee research to inform decision-making

and investment priorities.

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

• Attract, develop and retain motivated employees through the implementation of the Talent Management Strategy.

• Implement Council’s Workforce Strategy.• Improve executive development and leadership effectiveness.• Coordinate a range of employment programs.• Develop mature business process ownership for end-to-end

management and improvement of human resource processes.

Council will be a responsible, inclusive and attractive employer.

• Continue to mature Council’s Zero Harm culture to support the health, safety and wellbeing of all employees, through excellence in Zero Harm leadership, capability and intelligence-driven decision-making.

• Deliver enterprise bargaining agreements in line with economic and financial circumstances and reform agendas, with associated education and capability development.

• Improve Council’s position as a diversity-friendly and inclusive employer through the implementation of the Equity and Diversity Framework.

Reduce procurement costs while maintaining value.

• Review the external spend nominated in the Forward Contracting Schedule to identify benefits for operating and capital expenses.

• Review the existing contracts to ensure Council is continuing to receive value for money through contract reviews.

Drive value through the supplier base via the Strategic Partnering Initiative.

• Develop the Strategic Procurement framework and methodology.• Formalise strategic partnerships under the Annual Procurement Policy

and Contracting Plan. • Capture and assess innovation opportunities.

Provide effective risk management.

• Monitor and manage Council’s corporate risk profile.• Maintain risk management frameworks and learning programs.• Ensure that corporate business continuity plans are regularly reviewed

and tested.• Ensure that from a compliance perspective, the requirements of laws,

regulations, industry codes and organisational standards are met.• Provide high-quality and cost-effective legal services for Council.

Protect Council assets, people and the environment.

• Deliver corporate security, fraud prevention and investigation functions.• Deliver the annual Assurance and Audit Services Plan.• Manage Council’s Insurance program.


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8.5 Corporate Communication

Council’s communication is strategically aligned with its organisational goals, objectives and priorities. Our approach will deliver maximum impact and value for money while enhancing Council’s reputation within the community.


Align corporate communication with Council’s plans.

• Implement the Corporate Communication Plan.

• Develop, implement and evaluate communication about Council’s services, facilities and products.

• Manage and leverage Council sponsorships to achieve maximum impact and return on investment.

• Deliver inclusive communication about Council’s services, facilities and products through a variety of channels.

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

• Work with stakeholders, community and councillors to communicate and implement the city’s vision.

• Deliver inclusive communication about Council’s services, facilities and products through a variety of channels.

Maintain and improve employee satisfaction via consistent internal communication.

• Provide employees with timely and targeted information that help them do their job.

8.6 Information and Communications Technology

Utilise information and communications technology (ICT) effectively to improve business functions and deliver benefits to the community.


Council’s business performance will be supported and improved through ICT.

• Work collaboratively across Council to provide technology solutions that best meet current and future needs.

• Lead delivery of reliable, innovative ICT solutions to support Council.

• Deliver enhancements to Council’s core technology environment.

• Provide the community with improved access to Council’s information and data.

Increase organisational satisfaction with ICT service delivery.

• Implement ICT service delivery improvement actions to address organisational feedback.


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8.7 Disaster Response and Recovery

Council plans, organises, coordinates and implements measures to prevent, prepare for, respond to, and recover from, disasters in the Brisbane area.

Council 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.


Ensure Council remains compliant with the Disaster Management Act 2003.

• Maintain the Brisbane Local Disaster Management Group to ensure consistent and effective disaster operation in Brisbane.

• Ensure the Brisbane Local Disaster Management Plan provides for effective and coordinated disaster management planning.

Build a more resilient city and community.

• Identify opportunities to develop partnerships to empower the community with information and tools for a resilient city.

• Implement community education and awareness initiatives.

• Work with residents, businesses and community organisations to continue to build a more resilient city.

Council has a flexible, scalable and comprehensive approach to respond to all hazards that may impact the city and community.

• Regularly review, exercise and improve Council’s disaster management plan and arrangements.

• Manage a capable and ready workforce as part of the Local Disaster Coordination Centre and Regional Incident Management teams.

• Continuously improve disaster management tools and approaches to deliver capable and effective systems to support Council to mitigate, prepare for, respond to and recover from disaster events.

• Think strategically for the future and embrace new ideas to ensure Council remains at the forefront in disaster management.

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Brisbane TransportBrisbane Transport is one of the largest bus operators in Australia and Brisbane’s major provider of public transport. Brisbane Transport provides passenger bus services, school services, charter and special event services. Council delivers these services with a committed workforce and a modern, well-maintained and carbon neutral bus fleet from strategically positioned depots.

Brisbane Transport’s timetabled services are delivered under a contract with the Queensland Government through TransLink Division of Department of Transport and Main Roads which is responsible for funding of services, coordinating network planning across different public transport modes, fare policy, marketing and customer information.

Our purpose is to deliver to the people of Brisbane clean, green, inclusive and accessible bus transportation. This means more frequent, reliable and safe bus services at the most comfortable standard possible for our passengers.

Brisbane Transport works with Council’s Moving Brisbane and Customer Focus programs.







• Transport Plan for Brisbane 2008-2026.


Continue to meet customer needs, contribute to congestion reduction, improve our environment, as well as enhance accessibility by delivering frequent, reliable and safe services.

• Deliver comfortable, frequent, reliable and safe bus services.

• Operate an efficient, best practice public transport business.

• Enhance the network and services to better meet passenger demand.

• Work with TransLink to develop and deliver a five-year network plan.

• Work in collaboration with TransLink to improve the scope and operation of the BUZ and high frequency network.

• Progress plans to manage network capacity and operational issues at critical infrastructure nodes.

• Continue to roll out technical improvements and capability enhancements to the bus design including additional CCTV cameras across our bus fleet to increase safety and security for our bus operators and passengers.

• Continue to build a capable and friendly workforce characterised by an innovative, customer service-oriented, Zero Harm culture.


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Field Services Group is tasked with the delivery of a total civil construction and maintenance service to Council in conjunction with the high level management of service contracts.

The role of Field Services Group is to be a competitive provider of quality and value-for-money services to Brisbane ratepayers as Field Services Group’s principal customers.

Key operations are undertaken by six branches:

• Asphalt and Aggregates

• Construction

• Urban Amenities

• Operational Services

• Asset Services

• Waste and Resource Recovery Services.

As a quality endorsed business, Field Services Group’s goal is to provide civil construction and maintenance services to Council that will meet customer expectations in productivity, availability and value-for-money. This will be achieved by maintaining continuous improvement in all parts of the business and by fostering an innovative, motivated and dedicated team-based workforce.

Our objectives contribute towards the following Brisbane Vision themes:






Provide high-quality, innovative and value-for-money services to Council.

• Explore new technology and innovations that will support the delivery of quality results quickly and consistently.

• Ensure excellence in procurement and contract management.• Embed a continuous improvement process and culture.• Conduct benchmarking against services delivered by the private sector.

Deliver programmed services on time and within scope and budget that enhance Brisbane’s liveability.

• Respond appropriately to Council’s strategic change initiatives. • Continue with cost reductions, productivity and delivery

improvements. • Provide timely, accurate and professional advice to clients and

asset owners.

Field Services Group’s workforce will have a uniform focus on safety and wellbeing as a critical business enabler.

• Develop an effective workforce by:- establishing a mature safety culture- streamlining our safety processes- identifying and managing our risks.

Field Services Group will have an engaged, adaptable and highly skilled workforce.

• Develop an effective workforce by:- growing leadership capabilities- succession planning- promoting a professional image and standard of conduct- creating a workplace of choice.


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City Pr ojects OfficeThe objective of City Projects Office is to provide professional services across project management, built environment and engineering disciplines. As an in-house project management and design group, emphasis is placed on value-adding, quality, design best practice, innovation, and environmental sustainability. City Projects Office continues to maintain strong partnerships and stakeholder relationships to ensure expectations are realised, all within the wider goal of contributing to a better Brisbane.

City Projects Office will deliver high quality project management and planning and design outcomes to help deliver a New World City and to meet Council’s engineering, built environment, land management and natural environment needs.

The business will support its partners to deliver across a broad range of programs across Council.

The objectives contribute towards the following Brisbane Vision theme:



• Brisbane Long Term Infrastructure Plan

• Brisbane Infrastructure Strategic Plan

• City Projects Office Business Plan.


City Projects Office will provide leadership, advice and professional services to create innovative solutions for the delivery of community assets and economic infrastructure for Brisbane.

• Maintain a strong, capable and balanced team with common values and behaviours, working effectively together.

• Deliver customer service through understanding the needs of our partners and stakeholders and providing appropriate, consistent, and value-for-money solutions.

• Influence and advise on the right solutions and deliver to cost and quality targets within project parameters.

• Ensure optimum productivity, cost control and delivery of targets.


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City ParkingCity Parking’s objective is to deliver safe, accessible, reliable and value-for-money parking services that contribute towards Council’s liveability and economic outcomes and are in line with Council’s values to ensure we meet our customer and stakeholder needs.

City Parking manages both King George Square and Wickham Terrace car parks, along with temporary and special event parking. In this role, City Parking:

• provides competitive car parking services to all customers including evening and weekend discounts

• provides safe and secure car parking with an emphasis on customer-focused service

• implements latest technology solutions to improve the customer experience

• acts to ensure the security of all Council monies and assets

• partners with Council programs to ensure long-term sustainability and growth

• maintains best practice with car parking technology and processes.





• Brisbane Parking Taskforce

• Integrated Parking Management Solution.


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Continue to meet customer needs by providing reliable and value-for-money off-street car parking services that contribute to Council’s economic outcomes.

• Manage patronage by providing a balance of discounted rates and value-for-money parking offers.

• Utilise technology to provide a better experience for customers, such as, mobile payment technology.

Provision of the best car parking facility that is easily accessible at the right price with the latest equipment.

• Actively promote Council’s car parks through marketing, Council website information and the development of new mobile applications.

• Partner with third parties to implement new technology, such as Number Plate Recognition and mobile payment applications.

A car park that is clean, well-presented, energy efficient and safe.

• Identify new cleaning contracts and provide new improved signage and maintenance of cleaning assets such as scrubbers and sweepers.

• Be proactive with preventative maintenance programs and maintain compliance.

Provide quality car parks that offer the best customer service, price and easy access within the CBD.

• Provide improved customer service, maintain our market share with discounted rates and partner with third party companies to help advertise the car parks.

Provide equipment of the highest standard and operating features, setting the benchmark for other organisations and car parks.

• Implement new technologies such as Number Plate Recognition and mobile payment applications.

• Partner with third parties to promote the car parks via mobile devices.

• Continue to offer customers a point of difference, such as, hybrid and electric car charging stations free of charge.

COuNCIL ADMINISTRATION OFFICES

Brisbane Square 266 George Street, Brisbane Queensland 4000

Green Square 505 St Paul’s Terrace, Fortitude Valley Queensland 4006

GENERAL INFORMATION

Phone: (07) 3403 8888 Business Hotline: 133 BNE (133 263) Website: www.brisbane.qld.gov.au

For deaf, hearing impaired or speech impaired: National Relay Service www.relayservice.com.au

• TTY: 133 677 then ask for 07 3403 8888• Speak and Listen: 1300 555 727 then ask for 07 3403 8888• Internet relay: www.iprelay.com.au/call then enter 07 3403 8888• Video Relay Service www.aceinfo.net.au: Skype name ‘ace.vrs’ then ask for 07 3403 8888.

24 hours a day, seven days a week.

FEEDBACk

Feedback on this document is welcome.

You can write to us at: Brisbane City Council GPO Box 1434 Brisbane Qld 4001

www.brisbane.qld.gov.au

ACkNOWLEDGEMENTS

Council would like to thank all those who contributed to the development of the Brisbane City Council Corporate Plan 2016-17 to 2020-21.

TRANSLATION DETAILS

For more information about the Corporate Plan, please call Translating and Interpreting Service on 13 14 50 and ask to be connected to Brisbane City Council on (07) 3403 8888.

Traditional Chinese: 如需瞭解關於本機構規劃 (Corporate Plan) 的更多資訊, 撥打 13 14 50 致電筆譯及口譯服務處, 並要求撥打 (07) 3403 8888 轉接布里斯本市政府.

Vietnamese: Để biết thêm thông tin về Kế Hoạch Công Ty, vui lòng gọi cho Dịch Vụ Thông Phiên Dịch (TIS) theo số 13 14 50 và yêu cầu được nối máy với Hội Đồng Thành Phố Brisbane (Brisbane City Council) theo số (07) 3403 8888.

korean: 이 계획에 대한 더 많은 정보를 원하시면 통번역 서비스인 13 14 50 에 전화후 브리스번 시의회와 (07) 3403 8888 번으로 연결을 요청하십시오.

CA16-368496-08-1622

http://www.relayservice.com.au

http://www.aceinfo.net.au

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RIS BBAN COTY EC I UNCL I COR PORATE PLAN 2016-17 to … · 8RISBANE CITY COUNCIL B CORPORATE PLAN 2016-17 to 2020-21 OUR VALUES Council is dedicated to ensuring Brisbane is a great