Index of Outcomes

Program 8 City Governance- Annual Plan and Budget 2015-16

Including Forward Estimates 2016-17 to 2018-19

Presented and submitted to the Council on Wednesday, 17 June 2015 by the Right Honourable the Lord Mayor of Brisbane (Councillor Graham Quirk) Index of Outcomes

City Governance

Program Goal

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

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

Program Description

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

The program will maintain and improve the capabilities of Council's people, its processes, systems and communication.

The City Governance program provides for effective city governance by: • providing transparent, accountable and responsive city management • enabling community involvement in city governance • communicating widely and using a range of accessible communication channels • partnering with local, state, federal and international governments and businesses • ensuring Council's plans contribute to achieving the Brisbane Vision targets and aspirations, deliver the Corporate Plan objectives for the community and addressing emerging issues for the city • providing information and communication technology solutions that support improved business functions • developing a flexible, adaptive and future focused organisation whose people have the commitment and the capability necessary to deliver cost effective community and customer services • planning, organising, coordinating and implementing measures to mitigate, prevent, prepare for, respond to and recover from disasters in the Brisbane area • supporting efficient operations and enhanced standards of service by all areas of Council.

Brisbane City Council demonstrates best governance practice in local government through its: • emphasis on increasing the effectiveness and efficiency of operations • effective local laws • election processes • community research • planning and performance reporting • community participation in decision making through public access to Council meetings, committee meetings, Lord Mayor and Civic Cabinet Listens forums as well as the Lord Mayor's Youth Advisory Council meetings • value for money procurement processes • cost effective management of legal matters • strong and responsible budget and financial management • centre led management of information and communication technology • responsible stewardship of community assets and effective asset management • centre led communication of Council's initiatives, priorities and plans • effective risk management and continuity planning. Index of Outcomes

Program Outcomes and Financial Summary

Program Outcomes Anticipat Proposed Anticipat Proposed Anticipat Proposed ed ed ed 2014-15 2015-16 2014-15 2015-16 2014-15 2015-16 $000 $000 $000 $000 $000 $000

Expense Revenue Capital 8.1 - Civic Administration and Support 28,019 34,647 112 115 - -

8.2 - Regional and International Activities 3,813 4,159 235 398 - -

8.3 - Strong and Responsible Financial 191,743 214,132 1,059,2 1,016,9 9,261 7,423 Management 20 61

8.4 - Value for Money Support Services 8,501 6,462 4,464 1,959 58,759 469

8.5 - Corporate Communication 2,006 2,282 - - - -

8.6 - Information and Communications 13,934 10,009 656 664 5,223 39,258 Technology

8.7 - Disaster Response and Recovery 18,360 4,000 - - - -

266,376 275,691 1,064,6 1,020,0 73,243 47,150 87 97

2016-17 2017-18 2018-19 $000 $000 $000

Recurrent Operations Contracts 34,381 33,778 36,972

Outcome 8.1 Civic Administration and Support

Outcome description

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

Where we are now

Council's elected members comprise of the Lord Mayor and 26 Councillors (including Committee Chairmen).

Under the City of Brisbane Act 2010, the Lord Mayor has the power to formulate general policies concerning the governance of the city. The Lord Mayor shall also be responsible to Council for the control of the workings and business of Council and for implementing policies adopted by Council. Each year in June, the Lord Mayor presents a budget to Council for adoption.

Council ensures the statutory processes of local government and public administration are carried out efficiently and transparently.

Where we want to be

Council provides open, effective, accountable, democratic governance policies, processes and practices as well as effective legislative frameworks. Information and governance processes are open and accessible. Council ensures community participation and optimum value for money in its governance and decision making processes. Council continually updates legislation so that it remains relevant and reflects community concerns, and works to make Council rules and procedures easy for everyone to understand.

Strategy 8.1.1 Support for Elected Representatives

Facilitate good government in the interests of the people of Brisbane through Councillor representation. Index of Outcomes

Service 8.1.1 1 Support for Elected Representatives

This service: • ensures operation of 26 Ward Offices and seven Chairmen's offices with accountability structures that ensure public money is used to benefit the community • provides administrative support and salaries for elected representatives • ensures a high level of accountability in the expenditure of funds by elected representatives • provides administrative and event support to the Lord Mayor's Charitable Trust • actions Lord Mayoral correspondence • provides administrative support to Council and Standing Committee meetings and ensures all decisions comply with relevant legislation, policies and conventions • provides accurate advice and assistance on procedural matters to Councillors, staff and members of the public • ensures open and transparent government by coordinating the production of Hansard style reporting for Council meetings.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 25,095 25,680 Revenue - -

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

ACT Upgrade - Ward Office Rollout Capital - - - - Expens 166 - - - e Revenu - - - - e Administer Elections Capital - - - - Expens 5,725 105 106 110 e Revenu - - - - e

Service 8.1.1.2 Community Involvement

This service: • coordinates and manages community involvement initiatives such as the Lord Mayor and Civic Cabinet Listens Forums held across Brisbane • conducts Lord Mayor's Youth Advisory Council meetings to advise the Lord Mayor on youth issues in Brisbane • responds to correspondence generated through various community meetings and prepares responses and briefs to issues raised • manages the Lord Mayor's Multicultural Round Table program of projects and events with emphasis on initiatives that deliver economic outcomes from multicultural businesses and to promote Brisbane as a multicultural, inclusive and safe city locally, nationally and internationally • conducts a Refugee Welcome Ceremony • coordinates and stages civic functions, events and receptions including hospitality for major ceremonial and community events and activities (such as Freedom of Entry to the City ceremonies, Keys to the City presentations, Official Dignitaries Visits Program, citizenship ceremonies and other major community events).

Strategy 8.1.2 Local Laws Maintenance

Facilitate the interests of Brisbane by developing responsive local laws and lobbying for effective legislation.

Service 8.1.2.1 Legislative and Regulatory Initiatives Index of Outcomes

This service develops and maintains Council's local laws and influences new legislation proposed by the state and federal governments to meet community and Council needs. Index of Outcomes

Activities include: • coordinating and preparing new legislation for improved effectiveness • providing advice to Council on potential impacts of legislation • writing and coordinating Council's submissions to state and federal governments on legislation, policy or discussion papers • monitoring and reviewing local laws and supporting policies and processes • maintaining and reviewing Council's register of administrative arrangements (delegations, appointments and authorisations) • monitoring and aligning Council's regulatory documentation for improved effectiveness • operating the Office of the Disputes Commissioner • facilitating open governance and compliance with the City of Brisbane Act 2010 and the City of Brisbane Regulation 2012, the Right To Information Act 2009 and the Information Privacy Act 2009 • operating a statutory complaints process to resolve complaints by affected persons about administrative actions of Council or alleged misconduct or inappropriate conduct by Councillors • preparing submissions to the Queensland Government for necessary changes to legislation to reflect the changing nature of the governance environment in Brisbane.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 1,259 1,483 Revenue 112 115

Outcome 8.2 Regional and International Activities

Outcome description

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

Where we are now

Council works with other government bodies and maintains an active and prominent role in a large number of regional, statewide and national working groups such as Council of Mayors (SEQ), the Regional Planning Committee for South East Queensland, the Council of Capital City Lord Mayors (CCCLM) and represents the interests of the City of Brisbane in decisions made by these organisations and by the Queensland and Australian governments.

As part of this advocacy work, Council assists with the identification of priorities, issues and processes to resolve issues faced by South East Queensland councils and other Australian capital cities. These issues fall under the priorities of strategic planning, economic development, infrastructure, transport and environment. Council also contributes to regional programs to continually improve services such as development assessment. In the international arena, Brisbane has formal Sister City relationships in the Asia Pacific region and the Middle East, partnerships with other cities and affiliations with organisations around the world. These relationships support regional economic growth and capacity building through mutually beneficial business, cultural and exchange programs and activities. Council manages the Asia Pacific Cities Summit (APCS) Secretariat and alternates with other Asia Pacific cities as host of the biennial Asia Pacific Cities Summit series.

Where we want to be

Council will continue to build alliances that maximise opportunities to influence policies and decisions important to the future of Brisbane and the region.

Council will advance the community's interests by developing and maintaining strong regional and international relationships that offer economic development opportunities.

Council believes in the economic and cultural benefits of Sister City relationships. Council will achieve these benefits with the support and assistance of our locally based international communities and through improved coordination and co-operation with key stakeholders including Brisbane Marketing, Austrade and the Queensland Government.

Council will continue to support international staff exchanges that contribute to innovation within Council, Brisbane's economic development and the development of a global workforce. Index of Outcomes

Strategy 8.2.1 Building Networks and Alliances

Develop international networks and build alliances that influence government business decisions and support the interests of the Brisbane business community.

Service 8.2.1.1 Regional and International Initiatives

This service supports Council's involvement in networks and alliances such as the Council of Capital City Lord Mayors, Regional Planning Committee, Local Government Association of Queensland, Australian Local Government Association, Council of Mayors (SEQ) and SEQ Councils CEOs' Forum. The service will implement a program to improve the profile and standing of the City of Brisbane locally, nationally and internationally. The program will incorporate quantitative measures of success.

Activities within this service include: • developing and maintaining relationships with Sister Cities and liaising closely with Brisbane Marketing and relevant Council divisions to identify business opportunities for Brisbane companies • providing the secretariat function for the Asia Pacific Cities Summit and delivering the 2015 event in Brisbane • coordinating international activities with stakeholders including staff exchanges and secondments and arrangements for visiting international dignitaries • coordinating and implementing regional initiatives in collaboration with the Council of Mayors (SEQ) and the SEQ Councils' CEOs' Forum.

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

Asia Pacific Cities Biennial Summit Capital - - - - Expens 718 325 462 479 e Revenu - - - - e CCCLM Executive Directorate Canberra Capital - - - - Expens 459 450 455 469 e Revenu 398 407 416 425 e Council of Mayors SEQ Executive Directorate Capital - - - - Expens 583 592 607 624 e Revenu - - - - e

Outcome 8.3 Strong and Responsible Financial Management

Outcome description

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

Where we are now

Brisbane City Council has a responsibility to manage its finances effectively in the best interests of its ratepayers. It also has the responsibility to ensure its financial management, planning and reporting practices meet the requirements of legislation, including the City of Brisbane Act 2010 and City of Brisbane Regulation 2012.

Council has adopted the Brisbane Vision as its long term plan for the city. It has adopted a medium term Corporate Plan and a Long Term Asset Management Plan. The aspirations and targets of the Brisbane Vision, and the medium term objectives of the Corporate Plan, are integrated in Council's planning and performance reporting and financial management. Index of Outcomes

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

Council continues to strengthen its financial management and planning. Responsible and effective financial management and planning will ensure that Council can continue to deliver best community value from its investments in community services and infrastructure assets.

Where we want to be

Council will continue to improve its financial management and planning capabilities, structures, processes and systems to ensure Council achieves optimum performance and provides the best possible funding solutions.

This outcome will ensure: • best practice management and performance of our assets • Council receives value for money and optimises return on investment • our properties and facilities are managed to best practice standards • aligned plans deliver community services efficiently and effectively.

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

Strategy 8.3.1 Planning and Managing Finances

Ensure Council has the capability to plan and manage its finances effectively.

Service 8.3.1.1 Financial Management and Planning

The objective of this service is to provide strategic advice and deliver financial, planning and reporting services to the Lord Mayor, Civic Cabinet and Council.

Coordinating Council's budget process includes but is not limited to: • annual budget development • in-year budget reviews • fees and charges • coordinating development of rates policy • coordinating Grants and Subsidies • modelling the short, medium and long term financial position of Council to ensure financial sustainability • developing strategies to address emerging issues with the potential to affect Council's financial stability.

Coordinating planning and reporting includes but is not limited to: • improving planning capability, process and systems • maintaining the alignment of the Annual Plan and Budget with the Corporate Plan and the Brisbane Vision • Corporate Plan development • Annual Plan development • Annual Report development • statutory reporting to Council on financial and non-financial performance.

Providing treasury, financial risk management, corporate advisory and financial analysis services for the whole of Council includes but is not limited to: • investment and portfolio management of surplus funds to generate interest earnings • portfolio funding through borrowings and other forms of credit to minimise interest expense • hedging of financial market risk, including exposures to interest rates, foreign exchange and commodity and energy prices (where applicable) to reduce price volatility • cashflow management to meet Council's financial obligations in a timely manner at least cost • budget and accounting management of treasury services to ensure accurate financial information • management of banking contractual arrangements to ensure effective payment mechanism operations at competitive rates • credit review processes in order to deliver the most effective statement of Council's future financial outcome • financial risk management services at a management, policy and operational level • corporate advisory and financial analysis services. Index of Outcomes

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

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 88,268 173,868 Revenue 244,525 185,700

Strategy 8.3.2 Strong Financial Management

Ensure Council has strong financial and fiscal management.

Service 8.3.2.1 Management of Financial Systems and Processes

The objective of this service is to continuously improve the effectiveness of financial management and support the Chief Financial Officer by reporting and advising on financial performance.

The key activities under this service include:  providing and developing effective financial management including: • financial reports that meet Council's audit standards and legislative requirements • financial policies, practices and processes that meet Council's reporting and business requirements • effective taxation advice • ensuring Council meets taxation compliance requirements • identifying opportunities to improve the efficiency of financial processes  providing effective revenue management including: • policies, practices and processes for effective revenue management • effective processes for the accurate billing and collection of revenue from the rating process • providing current advice to Lord Mayor and Civic Cabinet on processes and organisational improvements for the benefit of the ratepayers • financial relief for the struggling ratepayers through the Independent Rates Review Tribunal  supporting National Competition Policy implementation including: • public benefit assessment coordination and liaison with the Queensland Government regarding legislative development in National Competition Policy (NCP) matters • governance structures to ensure that Council complies with NCP.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 61,006 -1,730 Revenue 799,101 820,573

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

PCI DSS Compliance Capital - - - - Expens 155 17 18 18 e Revenu - - - - e

Strategy 8.3.3 Asset Management

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

Service 8.3.3.1 Property Management

Activity in this service includes: Index of Outcomes

• coordination of land management issues relating to Council's land holdings including title, ownership and management in use • application of Council's asset risk management practices relating to land and buildings • continually reviewing total asset management principles and Council's property holdings, to ensure that surplus or underutilised property is either disposed of, or put to more effective use, and to maximise returns for the ratepayers of Brisbane using best practice commercial assessment and feasibility analysis principles • delivery of corporate accommodation and facilities development projects, including the Annual Corporate Accommodation Program • lease and tenancy management of Council's land, commercial and industrial buildings, telecommunication sites and residential real estate portfolios • management of the assigned built environment, particularly relating to maintenance and ecologically sustainable development initiatives • legislative and statutory compliance matters relating to assigned corporate real estate and community assets and facilities such as environmental and heritage management and workplace health and safety • acquisition of land in accordance with program requirements • management of corporate property service contracts relating to cleaning, security and other building services • maintenance of the Queen Street and Valley Malls.

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

In 2015-16, Council will: • continue the optimisation of underutilised land and assets, as well as consolidating and rationalising the property portfolio to ensure best use of commercial and industrial space • continue to review and improve service delivery options for property management and maintenance.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 40,625 39,802 Revenue 9,825 10,112

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

Asbestos Removal - Corporate Real Estate Capital 367 370 371 379 Expens - - - - e Revenu - - - - e Consolidation of Field Services Group Depots Capital 4,936 - - - Expens 934 - - - e Revenu - - - - e Corporate Accommodation Schedule Capital - - - - Expens 624 552 591 611 e Revenu - - - - e Corporate Real Estate - Priority Repair Capital 1,532 2,032 1,774 1,838 Expens 23 24 23 24 e Revenu - - - - e Ferries, Terminals, Wharves, Moorings and Bridges Capital - - - - Expens - - - - e Revenu 223 230 238 244 e New North RBC Design and Fitout Capital 588 3,752 - - Expens - - - - e Index of Outcomes

Revenu - - - - e Security Master Plan - Outcomes Capital - - - - Expens 103 105 106 110 e Revenu - - - - e TradeCoast Land JV Capital - - - - Expens 353 343 355 365 e Revenu 353 343 355 365 e Index of Outcomes

Outcome 8.4 Value for Money Support Services

Outcome description

Council responsibly manages ratepayers' money expended in its businesses, and this outcome provides effective, value for money transactional and operational services essential for program delivery including procurement, organisational, risk management, legal and human resources support.

Where we are now

Council has implemented a range of strategies to provide cost efficient and effective support services with a strong focus on project delivery and outcomes.

Where we want to be

Council into the future will continue to: • deliver outcomes cost effectively • support decision making with high quality and timely information • ensure resources are prioritised to delivery of community outcomes and services and to achieving the objectives of the Corporate Plan • work together to improve the city's economic prosperity and create value for customers and the community • have a highly skilled, capable and effective workforce • realise the benefits of business improvement initiatives.

Strategy 8.4.1 Effective Support Services to Enhance Council Business

Ensure an outcome and delivery led response to providing support services.

Service 8.4.1.1 Enhancing Council Project Delivery

Procurement functions in this service include but are not limited to: • ensuring value for money maintaining Corporate Procurement Arrangements and a comprehensive approach to strategic sourcing and category management • maintaining the highest standard of probity and accountability in the procurement process through publishing tenders and results of tendering on the internet and reporting monthly on contracts entered into by Council greater than $200,000 • adopting social procurement initiatives to increase the capacity of local social enterprises to meet demands sustainably • providing fleet management planning, acquisition, reporting and disposal services.

Best practice risk management functions in this service include but are limited to: • managing and updating risk profiles at a corporate level • providing effective centre led risk management, business continuity, compliance and insurance services to manage and where appropriate transfer risk • maintaining an insurance program to protect Council from adverse financial consequences of accidents, damage and loss • delivering proactive fraud prevention and misconduct investigation functions.

Brisbane City Legal Practice functions in this service include but are not limited to: • a comprehensive range of cost efficient legal services • managing cost effective, external legal services for Council, where required • developing the capability of Council staff in basic legal concepts and issues, where appropriate.

Support Services Centre functions provided in this service include but are not limited to: • financial services including accounting, rates and revenue management • employee services including HR Operations, recruitment and capability development • payment and supply services including payroll procurement and logistics for goods and services • data, reporting and analysis services.

Human Resources functions within this service to ensure Council remains a responsible and attractive employer include but are not limited to: • improved workforce planning processes to identify and address current and future capacity and capability requirements to develop a cost effective workforce • implementation of Zero Harm strategy and support for the Equity and Diversity agenda Index of Outcomes

• attracting, developing and retaining talented motivated employees through the implementation of the Talent Management strategy • preliminary preparation for a new Enterprise Bargaining Agreement (EBA9) • promoting opportunities for young people through additional investment in targeted traineeships and work programs.

Organisational management services are also provided for within this service. This includes developing, implementing and continually reviewing corporate policies to ensure a strong focus on best practice governance, accountability and performance issues.

This service also involves fit for purpose and value for money community and employee research, communicating the organisations strategic direction to maintain an effective culture and transformational change programs.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 59 54 Revenue 2,396 1,742

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

Business and System Efficiency Program Finalisation Capital 3,869 - - - Expens - - - - e Revenu - - - - e EBA9 Capital - - - - Expens 187 283 - - e Revenu - - - - e Employment Programs Capital - - - - Expens 4,134 4,181 4,212 4,386 e Revenu 217 222 228 234 e Fleet Product Group Acquisition Capital 16,60 17,100 17,447 17,883 0 Expens - - - - e Revenu - - - - e Programmed Payroll Changes Capital - - - - Expens 212 212 213 223 e Revenu - - - - e Securing 2026 Capital Sourcing Program Capital - - - - 20,00 20,000 20,000 20,000 0 Expens 406 405 416 416 e Revenu - - - - e Youth Traineeships and Work Programs Capital - - - - Expens 1,469 1,000 1,000 1,000 e Revenu - - - - e

Outcome 8.5 Corporate Communication Index of Outcomes

Outcome description

Council's communication is strategically aligned with its organisational goals, objectives and priorities and delivers maximum impact and value for both the community and Council.

Where we are now

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

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

The outcome: • manages and provides strategic advice on Council's internal communication and CEO communication • provides communications advice, design and editing services, project management and administration services to programs and divisions • produces and distributes key corporate publications such as the Corporate Plan and Annual Report • manages Council's corporate media relations activity and strategy • delivers internal communication that supports external communication, the organisation's capability development and employees as they work to achieve corporate objectives • manages and administers Council's digital communication including social media channels, production of corporate internet presences and intranet • manages and drives Council's focus on creating accessible and Culturally and Linguistically Diverse communications.

Where we want to be

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

Strategy 8.5.1 Effective Communication

Deliver effective community and employee communications.

Service 8.5.1.1 Communicating Effectively to the Community and Employees

Centre led communication ensures communication services across the organisation are integrated and consistent. The activities of this service include but are not limited to:

• development of communication strategies for Council's services, facilities and products • production of creative collateral to support execution of these strategies • management of Council sponsorships and leverage of sponsorships to achieve maximum impact and return on investment for ratepayers • corporate media relations activity, media strategy, media monitoring and issues based communication • evaluation of effectiveness of campaigns and communication activities • production and distribution of Council's "Living in Brisbane" and “Business in Brisbane” and “One Brisbane, Many Cultures” publications • website development, content production and corporate website ownership • administration and governance of social media channels (Twitter, Facebook, Pinterest, Instagram, Foursquare, Tumblr, etc) • intranet administration and governance • ensuring Council meets its online accessibility requirements • promoting online forms which reduce transactional costs for customers and Council.

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

Projects 2015- 2016-17 2017- 2018- 16 18 19 Index of Outcomes

$000 $000 $000 $000

Business in Brisbane Publication Capital - - - - Expens 63 64 66 68 e Revenu - - - - e EKKA Capital - - - - Expens 257 151 176 183 e Revenu - - - - e Enhanced Customer Communication Capital - - - - Expens 335 343 352 361 e Revenu - - - - e Living in Brisbane Publication Capital - - - - Expens 1,188 1,211 1,207 1,237 e Revenu - - - - e Online Forms Capital - - - - Expens 439 236 252 - e Revenu - - - - e Outcome 8.6 Information and Communications Technology

Outcome description

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

Where we are now

Council's activities and services are supported and enabled by efficient, flexible and innovative ICT services providing a rapid response to the organisation's needs. ICT plays a key role in supporting Council's transformational change agenda and supports the focus on upgrading Council's overall business efficiency and customer service capability. Council is engaging with the industry sector through improved collaboration and data sharing.

This outcome contributes to technology solutions that deliver benefits to Council and to the community, including delivery of: • an upgrade to Council’s Local Government systems, enabling Brisbane residents and business community to access modern and reliable regulatory and compliance systems and services • economic and social benefits through additional releases of Council information on the public Open Data portal • an integrated project management tool, providing increased efficiencies and consistent methodologies to ensure the delivery of the Council’s strategic outcomes through achievement of the annual capital works programs • scanning solutions to convert Council records to electronic formats suitable to accommodate more efficient workflows and improved customer service outcomes • an innovation program to identify technology opportunities for Council to deliver smarter services to Brisbane businesses and ratepayers.

Where we want to be

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

Council's successful transformation will be enabled through: • customer service - delivering relevant customer focused services, technologies and information to improve Council's services to customers and meet the demands of a New World City Index of Outcomes

• business efficiency - providing integrated information through redesigned business processes which maximise the opportunities and efficiencies offered by transformational technologies by moving toward Software as a Solution (SaaS) • ICT leadership and capability - providing ICT leadership to meet Council's information and business needs through an innovative, customer focused ICT organisation and modern, scalable, agile technology which can respond to emerging challenges.

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

Strategy 8.6.1 Information Driven Organisation

Council utilises its information assets and harnesses technology to deliver business advantage for the benefit of the city.

Service 8.6.1.1 Optimise Organisational ICT Effectiveness

The ICT service will mature its capability by leveraging “ICT as a Service” opportunities where best value to Council can be demonstrated. Continued focus on ICT innovation and industry collaboration will be a catalyst for ICT to play a greater role in delivering additional economic and social benefits for the city.

Operating Anticipated Proposed 2014-15 2015-16 $000 $000 Expense 546 559 Revenue 656 664

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

Capacity and Resource Planning Capital - - - - Expens 150 151 162 167 e Revenu - - - - e Desktop Strategy Implementation Capital - 91 - - Expens 588 476 772 1,023 e Revenu - - - - e eBimap Upgrade Capital - - - - Expens 550 150 - - e Revenu - - - - e FloodWise Information System Capital 116 117 118 119 Expens 159 163 171 178 e Revenu - - - - e ICT Innovation Program Capital - - - - Expens 165 - - - e Revenu - - - - e Infrastructure Management Program - Network and Capital 1,681 2,641 3,065 3,169 Fibre Expens 1,486 878 915 946 e Revenu - - - - e Infrastructure Management Program - Server and Capital 5,293 5,558 10,175 4,678 Index of Outcomes

Storage Expens 1,299 1,834 424 771 e Revenu - - - - e Infrastructure Management Program - Software Capital 1,010 3,693 1,039 1,064 Expens 3,183 2,800 2,934 2,976 e Revenu - - - - e Local Government Systems Upgrade Capital 30,47 39,112 5,412 - 5 Expens - 414 8,663 7,500 e Revenu - - - - e Messaging Implementation Capital - - - - Expens 341 91 244 96 e Revenu - - - - e Open Data Capital - - - - Expens 243 100 100 100 e Revenu - - - - e Security Improvement Program Capital 683 1,148 1,177 1,153 Expens 318 609 752 754 e Revenu - - - - e SOA Rollout Capital - - - - Expens 968 306 333 277 e Revenu - - - - e TRIM and CMX Upgrade Capital - - - - Expens - - 261 1,551 e Revenu - - - - e Index of Outcomes

Outcome 8.7 Disaster Response and Recovery

Outcome description

Council plans, organises, coordinates and implements measures to 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.

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

Where we are now

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

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

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

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

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

Where we want to be

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

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

Strategy 8.7.1 Disaster Response and Recovery

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

Service 8.7.1.1 Disaster Response and Recovery

Response and recovery are the major service areas.

The response service ensures that Council complies with its legislative requirements under the Disaster Management Act 2003 by: • maintaining a Local Disaster Management Group to ensure effective disaster management in Council • providing regular review and exercising Council's Local Disaster Management Plan and arrangements • maintaining, enhancing and continuously improving an effective response capability to disaster and emergency events in the city • undertaking annual exercises to further identify potential improvement and efficiency opportunities • ensuring disaster management planning is conducted through four phases, taking appropriate preventative and preparatory measures to continue to strengthen and underpin an effective response and recovery capability • taking an all hazards approach.

The response service also: • regularly reviews and assesses disaster management in Brisbane and ensures consistency with Queensland Government requirements Index of Outcomes

• provides for best practice disaster management approaches in the coordination and prioritisation of Council resources and assets across the region to support efficient response and recovery operation, in line with community expectations • ensures Council’s disaster management approach and Brisbane SES operations are aligned to national and state policies and guidelines • provides capability for a one Council response to disaster and emergency events including the coordination of Regional Incident Management Teams across the city • continues to build the resilience of the community to help minimise the social, environmental and economic impact of natural and non-natural disasters and emergency events • works with the community to ensure they are aware of ways of mitigating the adverse effects of an event, and for preparing for, responding to and recovering from a disaster • establishes and reviews communications systems and technology for use during events and disasters • provides timely information, advice, reports and recommendations to the District Disaster Management Group and other external and internal stakeholders • provides leadership in the development, implementation and evaluation of Council's Disaster Management workforce plan, Capability Framework, capability projects and annual training calendar to support Council's disaster response and recovery plans • builds and maintains collaborative relationships with and between stakeholders, service providers and sector partners to build the disaster response and recovery capability of Council's workforce • provides core support for the activation of the Local Disaster Coordination Centre, as needed, under BIMS • ensures Council maintains 24/7 monitoring capability and situational awareness of all potential hazards across Brisbane.

The recovery service ensures planning, coordination and implementation of recovery activities and recommendations from inquiries and reviews. It ensures Brisbane is a resilient city by engaging with the community and ensuring Council has an effective, best practice disaster management doctrine. It delivers a portfolio management approach to coordinating the disaster recovery projects and programs for Council.

Projects 2015- 2016-17 2017- 2018- 16 18 19 $000 $000 $000 $000

Disaster Management Planning Capital - - - - Expens 79 77 78 80 e Revenu - - - - e Disaster Management Training Framework Capital - - - - Expens 111 111 112 116 e Revenu - - - - e Flood Information Centre Capital - - - - Expens 117 119 122 126 e Revenu - - - - e LDCC Enhanced Disaster Information Management Capital - - - - System Expens 372 111 109 110 e Revenu - - - - e SMS Early Warning Alerts Capital - - - - Expens 580 588 585 606 e Revenu - - - - Index of Outcomes

e Index of Outcomes

Total Project Expenditure Combined with Rolling Projects

Projects 2015-16 2016-17 2017-18 2018-19 $000 $000 $000 $000 ACT Upgrade - Ward Office Rollout 166 - - - Administer Elections 5,725 105 106 110 Asbestos Removal - Corporate Real Estate 367 370 371 379 Asia Pacific Cities Biennial Summit 718 325 462 479 Business and System Efficiency Program Finalisation 3,869 - - - Business in Brisbane Publication 63 64 66 68 Capacity and Resource Planning 150 151 162 167 CCCLM Executive Directorate Canberra 459 450 455 469 Consolidation of Field Services Group Depots 5,870 - - - Corporate Accommodation Schedule 624 552 591 611 Corporate Real Estate - Priority Repair 1,555 2,056 1,797 1,862 Council of Mayors SEQ Executive Directorate 583 592 607 624 Desktop Strategy Implementation 588 567 772 1,023 Disaster Management Planning 79 77 78 80 Disaster Management Training Framework 111 111 112 116 EBA9 187 283 - - eBimap Upgrade 550 150 - - EKKA 257 151 176 183 Employment Programs 4,134 4,181 4,212 4,386 Enhanced Customer Communication 335 343 352 361 Fleet Product Group Acquisition 16,600 17,100 17,447 17,883 Flood Information Centre 117 119 122 126 FloodWise Information System 275 280 289 297 ICT Innovation Program 165 - - - Infrastructure Management Program - Network and Fibre 3,167 3,519 3,980 4,115 Infrastructure Management Program - Server and Storage 6,592 7,392 10,599 5,449 Infrastructure Management Program - Software 4,193 6,493 3,973 4,040 LDCC Enhanced Disaster Information Management 372 111 109 110 System Living in Brisbane Publication 1,188 1,211 1,207 1,237 Local Government Systems Upgrade 30,475 39,526 14,075 7,500 Messaging Implementation 341 91 244 96 New North RBC Design and Fitout 588 3,752 - - Online Forms 439 236 252 - Open Data 243 100 100 100 PCI DSS Compliance 155 17 18 18 Programmed Payroll Changes 212 212 213 223 Securing 2026 Capital Sourcing Program -19,594 -19,595 -19,584 -19,584 Security Improvement Program 1,001 1,757 1,929 1,907 Security Master Plan - Outcomes 103 105 106 110 SMS Early Warning Alerts 580 588 585 606 SOA Rollout 968 306 333 277 TradeCoast Land JV 353 343 355 365 TRIM and CMX Upgrade - - 261 1,551 Youth Traineeships and Work Programs 1,469 1,000 1,000 1,000 TOTAL 76,392 75,191 47,932 38,344