Annual Report 2019-20

2019-20

ANNUAL REPORT

scenicrim.qld.gov.au

Contents Our Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Our Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

05 08 16 22 34 40 48 56 60 66 70 80 86

Our Community Financial Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Our Performance

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Spectacular Scenery and Healthy Environment . . . . . . . . . . . . . . . . . . . . . . .

Sustainable and Prosperous Economy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Open and Responsive Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Relaxed Living and Rural Lifestyle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Vibrant Towns and Villages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Accessible and Serviced Region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Healthy, Engaged and Resourceful Communities . . . . . . . . . . . . . . . . . . . . . . .

Statutory Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Financial Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

OUR

Scenic Rim

Author and naturalist Arthur Groom, who co-founded Binna Burra Lodge in 1933, coined the phrase Scenic Rim in describing the region’s chain of mountains, plateau and peaks that extend from the coastal hinterland in the east to the Great Dividing Range in the west.

The local government area formed during the council amalgamations of 2008 encompasses many of these features and was subsequently named Scenic Rim Regional Council.

Ipswich City

Lockyer Valley Region

Logan City

Southern Downs Region Gold Coast City

Tweed Shire

Kyogle Shire

LOCATION

South East Queensland 4

ESTIMATED RESIDENT POPULATION

AREA

43,123

4,249 km2

(at 30 June 2019)

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

GROSS REGIONAL PRODUCT

$1.86 billion

(at 30 June 2019)

COUNCIL OPERATING

EXPENDITURE 2019-20

COUNCIL CAPITAL EXPENDITURE 2019-20

$80.6 million

$42.3 million

OUR REGIONAL

Vision

The Scenic Rim Community Plan 2011-2026 provides the shared vision for our region’s future.

By 2026 Scenic Rim will be a network of unique rural communities embedded in a productive and sustainable landscape.

We will enjoy a high-quality rural lifestyle in self-reliant communities that provide a choice of quality local food, products, services and recreation opportunities. Our residents will have affordable transport options and ready access to the broader South East Queensland region.

Our community will support sustainable farms, businesses and industries that are compatible with our environment and lifestyle and provide rewarding employment and prosperity for residents.

Residents will benefit from the region’s productive farmland, stunning natural environment and character filled towns and villages which attract tourists and visitors and provide ecosystem services for the broader South East Queensland community.

The Scenic Rim will be an inclusive, caring and creative environment with healthy and active residents. The region will provide a happy, safe and nurturing environment for children and families. We will participate in planning and managing our communities and act to ensure the Scenic Rim is enhanced for future generations.

STRATEGIC FRAMEWORK SCENIC RIM COMMUNITY PLAN 2011-2026

OPERATIONAL PLAN 2019-2020

The Scenic Rim Community Plan 2011-2026 articulates the aspirational shared vision and provides the foundation for long-term plans for the future of the Scenic Rim region. It acknowledges the heritage of the region, defines its identify, and highlights the challenges it will face in the future.

The annual Operational Plan provides the framework for a given year of the staged delivery of Council’s goals and objectives, as defined in the Corporate Plan 2018 - 2023 (Scenic Rim 2023).

It details a diverse range of deliverables across the seven themes of Council’s Corporate Plan.

Developed in consultation with the community, the Community Plan provides the overarching framework for our operations through seven pillars (our themes), which support the delivery of services and facilities through the five-year life of the Corporate Plan, (Scenic Rim 2023) and the annual Operational Plan.

The progress of these deliverables is monitored by Council through quarterly progress reports, which include measures against key performance indicators and highlights of key achievements and outcomes.

CORPORATE PLAN 2018-2023 (SCENIC RIM 2023)

Council has established a comprehensive suite of policies, strategies and plans for the provision of services to the community. Where appropriate, these are supported by the delegation of statutory powers to the Chief Executive Officer.

Council reviews its policies on a maximum three-year cycle and its delegations are reviewed annually.

Scenic Rim 2023 provides the focus and details the strategies that Council will apply to achieve the aspirational vision set out in the Scenic Rim Community Plan 2011-2026. It outlines the strategic direction for the organisation and informs operational priorities for the region’s growth and development over a five-year period. Scenic Rim 2023 sits between the Community Plan and Council’s annual Operational Plan.

It establishes the key initiatives guiding the strategic direction of Council’s Operational Plan.

POLICIES AND OTHER DOCUMENTS

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

5

MAYOR’S REPORT

CR GREG CHRISTENSEN

“

the Scenic Rim is the richest place to live, work and to the fullest

enjoy life

I am pleased to present Scenic Rim Regional Council’s 2019-20 Annual Report and to reflect on an unprecedented year. A year that brought many challenges, it also demonstrated the strength and resilience of our people who make up our many wonderful communities.

A key deliverable of Council was the adoption in January of the Scenic Rim Planning Scheme 2020, which came into effect in March and is a landmark in the Scenic Rim’s development.

This single planning scheme provides a consistent approach to development throughout the region and supersedes the former Beaudesert Shire, Boonah Shire and Ipswich City Council planning schemes within the Scenic Rim local government area.

Aligning with the Scenic Rim Community Plan and capturing the vision shared by Council and the Scenic Rim community for the region’s lifestyle and economy, the new planning scheme will guide the region’s development for the next 20 years, providing certainty to residents, businesses and investors in planning for future development.

The region’s first ever economic strategy was adopted by Council in February 2020 to provide a clear direction and roadmap for the Scenic Rim’s future economic growth and sustainability.

The primary goal of the Scenic Rim Regional Prosperity Strategy 2020-2025 is to create valuable jobs for local people to build a more diverse, sustainable and dynamic economy. The strategy aligns with initiatives set out in the Community Plan and the Corporate Plan, embraces the opportunities available for the region and recognises the importance of partnering with local businesses to build prosperity for the Scenic Rim. Over the year, we continued to deliver projects which are meeting the long-term infrastructure needs and demands of our growing community, investing almost $12 million in our road construction program, more than $4 million in our bridge program and more than $3 million in road reseals. Improving our road corridors and bridges enables better access for residents and visitors across our towns and villages, and supports a more efficient transport network, which encourages future economic development. We are grateful for funding support we received from the Australian Government under their Bridges Renewal Program and we continue to advocate for funding to help improve State-controlled roads in the region.

In an unprecedented year of ongoing drought, two severe bushfire events, flash flooding and responding to the social and economic impacts of the COVID-19 pandemic, our communities have shown incredible strength and resilience working together and supporting each other to minimise the impacts where possible. In particular, I pay my respects to those in our communities who lost their precious homes and properties as a result of the devastating fires, and acknowledge those who fought hard to protect their livelihoods and, of course, our emergency services for their relentless work in keeping us safe during this time. The Scenic Rim Local Disaster Management Group was activated four times during the year to support the community, with Council providing significant coordination and services to help meet the community’s needs during these challenging times.

In response to COVID-19, we continue to support our communities and businesses through an Economic Stimulus Package to assist ratepayers and businesses to recover from the financial impacts of the pandemic caused by closures and restrictions. Like many other businesses, Council pivoted its operations to respond to the pandemic and offered alternatives to many of its community events and programs recognising the important role they play in connecting people and promoting mental health and wellbeing.

In another historic moment, the newly elected Councillors and I made Declarations of Office via teleconference on 20 April 2020 following the announcement of the local government elections.

I thank former Councillors Nadia O’Carroll, Nigel Waistell and Rick Stanfield for their valuable contributions during the previous Council term.

As we begin a new chapter in the Scenic Rim’s history and navigate these challenging times, I remain optimistic about our region’s future. Together with my fellow Councillors and Council employees, we remain committed to delivering strong outcomes for the region and ensuring the Scenic Rim is the richest place to live, work and enjoy life to the fullest.

Cr Greg Christensen

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

”

CEO’S REPORT

JON GIBBONS

“

building a more modern and contemporary organisation that better meets the needs of all our communities and customers across the Scenic Rim.

”

As a Council, we recognise the important role we play in supporting both the long-term sustainability of our communities, as well as the Scenic Rim’s spectacular scenery and environment. This is core to the Corporate Plan, Scenic Rim 2023, and the Scenic Rim Community Plan 2011-2026. Our 2019-20 Annual Report provides an overview of the progress we have made against the seven key themes of the Corporate Plan and includes our statutory reporting requirements of the Local Government Act 2009.

Our people are key to enabling us to deliver on our strategy.

Over the year, we continued our Refresh and Refocus Program, which began in August 2018, and aims for Council to become more effective, efficient and agile in its delivery of services and infrastructure for the Scenic Rim communities. We now have our functional structure in place, with general managers leading four key portfolios, and most of the realignment of teams under this structure has now taken place.

While our people are the key enablers, our customers are core to everything we do. During the year, we mobilised our Customer Centricity project to promote a culture of customer focus and continuous improvement. Following various levels of engagement with customers, we developed a Customer Charter, which was adopted by Council in June. We are now working through the strategy and improvement plans that will provide the framework for our ongoing focus on customer experience.

Integral to this is making doing business with Council much easier in the future. As an example, officers are streamlining development assessments with a case management approach to improve efficiencies and avoid unnecessary costs and delays, for both Council and applicants. Applicants can discuss their proposed developments and receive feedback before they commit to any design costs and ensure the feedback can be incorporated as they progress through the development process.

In response to COVID-19, the Executive Leadership Team promptly escalated to a disaster management scenario to rapidly address issues, implement Business Continuity Plans across the organisation, and ensure the continued delivery of services to the community. A COVID-19 Risk Action Plan identified 120 risks with appropriate mitigants and this was reviewed regularly to ensure Council was meeting the needs of the community while adhering to changing public health requirements.

I am proud of the agility demonstrated by our workforce in adapting to the rapidly changing circumstances during the succession of disasters - drought, flood, fire and the COVID-19 pandemic - that impacted the Scenic Rim community in 2019-20.

As we respond to the changing landscape that COVID-19 has presented us with, coupled with our ongoing focus on our customers, I am confident our teams will continue their innovative delivery of services and programs for our customers.

It’s exciting to see our employees’ enthusiasm as we focus on building a more modern and contemporary organisation that better meets the needs of all our communities and customers across the Scenic Rim.

Jon Gibbons

Managing risk was a strong feature in 2019-20, with the insourcing of our internal audit function and the appointment of two new independent Audit and Risk Committee members, both bringing a wealth of industry experience to Council.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

7

Council

OUR

The Council for the 2016-2020 term comprises:

Mutdapilly

Mayor Cr Greg Christensen

Warrill View

Division 1 Cr Derek Swanborough Division 2 Cr Jeff McConnell

Rosevale

Harrisville

6

Silverdale Roadvale

Tamborine

Wyaralong Allenview Dam

Fassifern Tarome

Aratula

Bromelton

BOONAH

Lake Moogerah

BEAUDESERT

4

Dugandan

Il-bogan

Canungra

Mt Alford Kooralbyn

Croftby

Laravale Kerry

5

3

Maroon Carneys Creek

Maroon Dam

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Darlington

Rathdowney Hillview

Barney View Running Creek

8

2

Veresdale Scrub Gleneagle

Wyaralong

Kalbar

Division 4 Cr Michael Enright Division 6 Cr Duncan McInnes OAM Deputy Mayor

Kagaru

Munbilla

Division 3 Cr Virginia West Division 5 Cr Marshall Chalk

Peak Crossing

Mt Walker

Lamington

Beechmont

1

TAMBORINE MOUNTAIN

Council is governed by a popularly elected Mayor and Councillors, representing each of the region’s six electoral divisions, with the current Council elected at Queensland’s local government elections in March 2020, and sworn-in in April 2020.

COUNCILLOR RESPONSIBILITIES

MEETINGS

The responsibilities of Councillors are prescribed in the Local Government Act 2009 which states that:

Council decisions were made at bi-monthly Ordinary Meetings.

Special Meetings were convened during the year for purposes of Budget adoption and consideration of urgent business items.

(1) A Councillor must represent the current and future interests of the residents of the local government area.

(2) All Councillors of a local government have the same responsibilities, but the Mayor has some extra responsibilities.

(3)

All Councillors have the following responsibilities—

(a) ensuring the local government—

(i) discharges its responsibilities under this Act; and

(ii) achieves its corporate plan; and

(iii) complies with all laws that apply to local governments;

(b) providing high quality leadership to the local government and the community;

(c) participating in council meetings, policy development, and decision making, for the benefit of the local government area;

(d) being accountable to the community for the local government’s performance.

Agenda items for these meetings included references to legislation and Council’s strategic documents as appropriate and were available to members of the public on Council’s website prior to the meetings.

A schedule of attendances at meetings held during the period is included on page 82 of this report.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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Councillors

OUR

DIVISION 1 CR DEREK SWANBOROUGH Cr Derek Swanborough has been a resident of Tamborine Mountain for 34 years. He was the first elected Councillor for Division 1 in the new amalgamated Scenic Rim Regional Council from 2008-2012 and was re-elected in 2020.

He has been married to his wife Sue for 40 years and they have four adult children who grew up attending local public schools.

Derek is a local government specialist as well as a part-time lecturer and trainer in both the university and TAFE sectors.

MAYOR CR GREG CHRISTENSEN

His career in local Government includes Director and Executive Manager roles in large councils in South East Queensland and Northern New South Wales over 25 years. Derek was Corporate Services Director of Beaudesert Shire Council for 16 years.

He has many formal postgraduate, graduate, diploma and certificate qualifications.

From the factory floor to the executive floor, Cr Greg Christensen’s lengthy career across the manufacturing, mining and agriculture sectors has prepared him for his current role as Mayor of the Scenic Rim region.

Greg was re-elected for his second term as Mayor in March 2020 and is committed to delivering strong leadership to the region’s communities, to meet the challenges and opportunities ahead and build a strong region together.

For the past several years, Greg has provided consultancy, coaching and mentoring services in the areas of leadership, business development, organisational and process change.

His professional background includes senior leadership roles at General Motors Holden, CSR Timber Products, OneSteel, WMC Resources and Sugar Australia, with a focus on strategy, systems and organisation alignment to unlock full business potential. It also included a period as Director for the Office of Manufacturing in South Australia.

Greg’s passion for lifelong learning includes a Masters in International Management and accreditations in Executive Coaching and Mentoring. Born and raised in the Scenic Rim at Moorang, his family connection to the region dates back to the 19th Century. Greg lives in the rural district of Tarome with his wife of 43 years, Denise.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

DIVISION 2 CR JEFF MCCONNELL Cr Jeff McConnell was elected to Council in 2020 and considers it an honour to represent the communities of Division 2.

He is an Australian Army veteran with more than 23 years’ service and, after retiring in 2007, embraced volunteering within Tamborine community groups.

Prior to his election to Scenic Rim Regional Council, he was the Scenic Rim State Emergency Service Local Controller from 2011 to 2019 and remains a member of the Tamborine Mountain SES Group, as well as the President of the Scenic Rim SES East Support Group.

Jeff is now Deputy Chair of the Scenic Rim Local Disaster Management Group.

He and his wife live in Tamborine Village with their two youngest teenage daughters and enjoy breeding and riding horses.

DIVISION 3

DIVISION 5

CR VIRGINIA WEST

CR MARSHALL CHALK

Cr Virginia West is the Scenic Rim’s longest-serving councillor.

Cr Marshall Chalk was elected to Division 5 in the 2020 local government elections and lives in the Scenic Rim area of Carneys Creek, south of Boonah. He is the fourth-generation farmer on his family’s dairy and beef property and currently operates a beef cattle business, breeding and backgrounding cattle.

She was elected to the inaugural Scenic Rim Regional Council in 2008 and re-elected in both 2012 and 2016, serving as Deputy Mayor from 2012 to 2016.

Virginia is currently Acting Chair of the Scenic Valleys Regional Road Group.

A qualified nurse, Virginia was employed as a territory manager for a medical company before being elected to the former Beaudesert Shire Council in March 2004.

Married with two adult children, she is President of the Canungra Local Ambulance Committee and serves on the board of directors of Tamborine Mountain College and the Beaudesert Hospital Community Advisory Committee.

She is also a patron of the Beaudesert Rifle Club and the Beaudesert District Orchid and Foliage Society.

Marshall attended Mount Alford State School and Boonah State High School and, after finishing Year 12, worked on the family farm. He then followed his Rugby League passion, playing for the Fassifern Bombers and the Ipswich Jets before playing professionally for the Canberra Raiders. Marshall then moved to the United Kingdom, to play for the Celtic Crusaders in the English Super League, before returning to work the family farm in 2010.

He is actively involved in the local community as a member of the Fassifern Lions, Vice President of the Maroon State School P&C and as an Officer and Deputy Fire Warden in Croftby Carneys Creek Fire Brigade.

In his spare time you can find Marshall having a hit of cricket with the Fassifern Bushrangers or playing a round of golf at the Boonah Golf Club. He is married to Samantha and has three boys.

DIVISION 4

DIVISION 6

CR MICHAEL ENRIGHT

CR DUNCAN MCINNES - DEPUTY MAYOR (OAM)

Cr Michael Enright was elected to Council in 2016 and considers it a privilege to represent the residents of Division 4.

Cr Duncan McInnes OAM was elected to Scenic Rim Regional Council in 2012 and re-elected unopposed in 2020. He was elected Deputy Mayor in May 2019 and in April 2020. Duncan has lived all his life at Radford, is married to Mary and has four daughters. He is involved in a family dairy farming enterprise which produces four million litres of milk annually. He has served as a director for more than 30 years in the dairy industry at local, state and national levels, and represented the industry internationally.

He has been an active member of his local community for more than 30 years, beginning with the Beaudesert Junior Chamber of Commerce in 1982 and, more recently, as Beaudesert Chamber of Commerce President in 2013 and 2014.

Michael has also been a member of the Beaudesert and District Health and Welfare Association, a Director of the South East Community Credit Society from 1994 to 2005 and served on the St Mary’s Pastoral Council for four years, two as Chairman.

His career has spanned four decades in small and medium sized businesses in the Beaudesert District.

With tertiary qualifications in business management and training, he has worked in customer service, sales and senior management.

Michael and his wife, Jen, live in Beaudesert and have two adult children.

Duncan is a Director for Regional Development Australia Ipswich and West Moreton and the Darling Downs Moreton Rabbit Board. He is Harrisville Lions Club’s President, Harrisville School of Arts Committee’s Treasurer, and Trustee of the Harrisville Cemetery. He is a Royal National Agricultural and Industrial Association of Queensland Councillor and member of Harrisville and District Historical Society Inc., Boonah Dairy Development/QDO Committee and the Boonah Show Society, and a Commissioner of Declarations.

In January 2020 he was awarded an Order of Australia Medal for his service to the community and the dairy industry.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

11

OUR

Organisation

ORGANISATIONAL STRUCTURE - REFRESH AND REFOCUS JOURNEY A key responsibility of Council is to implement an organisational structure appropriate to the performance of its local government responsibilities. A key objective of Council’s ‘Refresh and Refocus’ journey is to align the organisational structure to Council’s Corporate and Operational Plans and operational needs.

A Refresh and Refocus project management group was established in 2019 to facilitate information sharing, decision making, managing project risks and mitigation strategies as well as project delivery controls. On conclusion of the Refresh and Refocus journey, a refreshed organisational structure will facilitate efficient and effective service delivery outcomes for our community.

OUR FUNCTIONAL STRUCTURE AS AT JUNE 2020 Executive and Councillor Support

GENERAL MANAGER People and Strategy

Employee / Industrial Relations Organisational Development Recruitment and Selection Work Health and Safety

GENERAL MANAGER Customer and Regional Prosperity

GENERAL MANAGER Council Sustainability

MANAGER Health, Building and Environment

MANAGER Planning and Development

MANAGER Regional Prosperity and Communications

MANAGER Maintenance and Operations

MANAGER Works and Asset Management

MANAGER Resources and Sustainability

Community Development

Building and Plumbing

Strategic Planning

Communications and Marketing

Road Maintenance

Project Delivery

Fleet Management

Financial Management

Internal and External Grants

Environment and Policy

Development Assessment

Regional Prosperity

Road Corridor Management

Resources and Sustainability

Accounts Payable

Cultural Services

Health Services

Development Engineering

Regional Events Regional Skills

Parks and Landscape Maintenance

Economic Recovery

Facilities Maintenance

Community Recovery Customer Contact

Corporate Strategy and Performance

Library Services

Special Projects (Corporate)

GENERAL MANAGER Asset and Environmental Sustainability

MANAGER Community and Culture

Payroll

Business Systems Analysis

CHIEF EXECUTIVE OFFICER

Compliance Services

Disaster Management

Mission

Landfill Transfer Stations Workshop

Capital Works Structures and Drainage Asset Management Design and Survey

External Contract Management Waste Services Property Management

MANAGER Information Services and Technology

Rates and Revenue

ICT Operations ICT Projects Records

Purchasing and Stores Governance and Corporate Assurance Internal Audit, Risk and Improvement Business Continuity

OUR

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council will enable a sustainable future for our region that enhances our unique rural communities and environments.

COUNCIL ETHOS AND VALUES The personal and collective performance of our employees is critical to attaining our organisational goals.

To help achieve these outcomes our employees are committed to the Council ethos and values:

OUR ETHOS

PEOPLE

OM CUST ER

Everything that we do will be guided by:

We will engage with all staff by providing supportive leadership, a culture of innovation and continuous improvement

RE SPE CT

A F F W O RT ST

N

H

UNICAT IO MM CO

QUALITY

HONESTY

OUR VALUES

DELIVERY

URANCE ASS

TRUST

TE

OUN

IT

Y

CC

A

We will work as a team to achieve the shared goals of the Scenic Rim Community Plan and our Corporate and Operational Plans

We will put our customers first to achieve the best outcomes for our region

TA B I L

AM WORK

We will ensure the longterm sustainability of the organisation through sound financial management and governance processes

enabling community + environmental sustainability SRRC Refresh and Refocus Journey V2

WE

Value

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

13

OUR

executive leadership team

COUNCIL’S EXECUTIVE TEAM The Chief Executive Officer (CEO) is Council’s principal officer whose statutory obligations are to:

• • • • • •

implement the decisions of the elected Council manage the day-to-day business of Council organise reports to the Council conduct Council correspondence manage and oversee the administration of the Council and its Corporate Plan and Operational Plan, and coordinate the activities of employees.

These outcomes are managed by Council’s Leadership Team, comprising the CEO, General Manager People and Strategy, General Manager Customer and Regional Prosperity, General Manager Asset and Environmental Sustainability and General Manager Council Sustainability.

CHIEF EXECUTIVE OFFICER JON GIBBONS Jon has spent more than 30 years in local government, principally with rural and regional local governments in Western Australia and across Queensland including Bowen and Carpentaria Shire Councils, Whitsunday Regional Council, City of Gold Coast and now Scenic Rim. Jon also spent three years as Chief Executive Officer at the Administration of Norfolk Island.

Jon has a Master of Business Administration, Bachelor of Applied Science, a Graduate Diploma in Local Government Management, a Graduate Diploma in Urban and Regional Planning, Diplomas of Project Management and Quality Auditing and is a graduate of the Mt Eliza Melbourne Business School and the Macquarie Graduate School of Management. Jon also received the Queensland Local Government Manager of the Year Award for leadership and management excellence in 2009.

As the Chief Executive Officer, Jon is responsible for implementing the policies and decisions of the Council, to manage the Council’s day to day business and ensure operational efficiencies and effectiveness, to assist the Mayor and Councillors to carry out their duties and to ensure that Council complies with legislative responsibilities.

Jon describes the Scenic Rim as ‘a great place to live and work, and a place of huge opportunity.’

GENERAL MANAGER PEOPLE AND STRATEGY CAROLINE MCMAHON With an early foundation in finance and business improvement, Caroline has worked with a range of Executive Teams, Boards and other business leaders - in both private and public sectors in service delivery, strategy development and corporate planning.

Having completed her Bachelor of Business, Caroline commenced her career in the mining industry, and has spent the past 14 years working in senior leadership roles in local and state government. She has a focus on strategic transformation and cultural reform, delivered through a solid platform of evidence and engagement.

Before joining Scenic Rim Regional Council in January 2020, Caroline spent three years as an Executive Leader with Ipswich City Council. She is motivated by organisations with strategic vision, engagement with collaborative partners, and outcomes delivery.

The newest member of Council’s Executive Leadership Team, Caroline looks forward to the opportunity to excite and inspire staff through contemporary practice, consistent leadership and cultural development.

Council’s Executive Team (from left): Jon Gibbons, Caroline McMahon, Debra Howe, Chris Gray and Oliver Pring.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

GENERAL MANAGER ASSET AND ENVIRONMENTAL SUSTAINABILITY CHRIS GRAY Boonah born and bred, Chris has spent most of his life in the Scenic Rim region. His 26-year career in local government has been mostly with Scenic Rim Regional Council and the former Boonah Shire Council, in various roles focused on the delivery and maintenance of infrastructure assets. Chris served for eight years as Council’s Manager Works and Acting Director Infrastructure Services.

With a Bachelor of Civil Engineering, Chris is registered with the Board of Professional Engineers Queensland and is a member of the Institute of Public Works Engineers Australasia. He is passionate about the affordable and sustainable delivery of consistent levels of service across the region through the use of appropriate infrastructure and asset management processes.

Chris lives in Scenic Rim’s west in a rural setting with his wife and daughter.

GENERAL MANAGER CUSTOMER AND REGIONAL PROSPERITY DEBRA HOWE Debra has worked in the private sector for more than 19 years and in her 23-year career in local government has worked primarily in arts and culture, economic, community and tourism development, major capital project delivery, investment attraction, event attraction and management, and placemaking and regional development.

Debra has held key positions at Queensland Councils including Brisbane, Crows Nest, Toowoomba, Mackay, and Livingstone, as well as Cities of Moreland and Port Phillip in Victoria. Debra’s career also includes Queensland destination development at Tourism and Events QLD. Debra was a Board Member for three years and President for two years of Southern Queensland Country Tourism (formerly Toowoomba, Golden West and South Burnett Regional Tourist Association). She won the 2010 Queensland Telstra Business Women’s White Pages Community and Government Award and competed in the Australian Telstra Business Women’s Award.

Debra has been a Queensland Tourism Awards Judge from 2017 to 2020 and is a member of the Local Government Association of Queensland’s Regional Economic Development Group. She holds a Graduate Certificate in Management and is a Justice of the Peace (Qualified) Queensland.

OUR MANAGEMENT TEAM Reporting to the Executive Leadership Team, Council’s managers play key roles in ensuring the delivery of agreed outcomes in line with the Corporate Plan and Operational Plan, as well as identifying opportunities and implementing strategies for organisational improvement. The team meets regularly for professional development and discussion of emerging issues.

The areas of responsibility shared by Council’s managers are:

COMMUNITY AND CULTURE Debra Moore

HEALTH, BUILDING AND ENVIRONMENT Randall Deans

PLANNING AND DEVELOPMENT Mark Lohmann

REGIONAL PROSPERITY AND COMMUNICATIONS Brenda Walker

MAINTENANCE AND OPERATIONS Scott Osman

GENERAL MANAGER COUNCIL SUSTAINABILITY OLIVER PRING Oliver commenced with Scenic Rim Regional Council as the inaugural General Manager Council Sustainability in December 2018. Prior to this appointment he was the Director Corporate Services/Deputy Chief Executive Officer at Carpentaria Shire Council for six years. In a career in local government spanning more than 15 years, Oliver has served in senior managerial roles at Whitsunday Regional Council and Burke Shire Council.

Oliver holds a Bachelor of Management degree from James Cook University and has achieved post-graduate diplomas in Project and Financial Management and is also a Justice of the Peace (Qualified) Queensland.

Oliver’s role, as part of Scenic Rim Regional Council’s Executive Management Team, provides guidance in areas of financial sustainability, long-term financial forecasting, asset management, governance, rates and rates modelling, internal audit, procurement, information and technology services as well as Council’s disaster management functions. Oliver lives in Beaudesert with his wife and daughter who are enjoying the Scenic Rim lifestyle and all the region has to offer.

CAPITAL WORKS AND ASSET MANAGEMENT Ken Bott

RESOURCES AND SUSTAINABILITY Kartik Venkatraman

INFORMATION SERVICES AND TECHNOLOGY Nathan Rogers

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

15

Our community FINANCIAL REPORT

The 2019-20 Community Financial Report provides an analysis of Council’s fiscal performance for the year as detailed in the audited financial statements published from page 87 onwards.

Council is required to prepare a Community Financial Report each year in accordance with Section 179 of the Local Government Regulation 2012.

The Community Financial Report is required to: a) c ontain a summary and analysis of Council’s financial performance and position for the financial year; b) b e consistent with the general purpose financial statement for the financial year; c) i nclude the relevant measures of financial sustainability for the financial year; and d) be written in a way that can be easily understood by the community.

This Community Financial Report complies with the above requirements and covers the financial performance and position of Scenic Rim Regional Council for the financial year ended 30 June 2020.

FINANCIAL STATEMENTS Council is required to prepare a set of general purpose financial statements each year in accordance with the requirements of the Local Government Act 2009, Local Government Regulation 2012 and Australian Accounting Standards. The financial statements are required to be independently audited. The audited financial statements, on pages 87 onwards, set out the financial performance, financial position, cash flows and net wealth of Council for the financial year ended 30 June 2020, incorporating four financial statements and accompanying notes.

Statement of Comprehensive Income This statement outlines:

• • •

All sources of Council’s income (revenue); All recurrent expenditure, and apital expenses relating to the write off of non-current C assets.

Both recurrent revenue and capital revenue are reported in the Statement of Comprehensive Income but only recurrent expenditure is recognised. Capital expenditure is recognised in the Statement of Financial Position. ‘Recurrent’ is also referred to as ‘operating’ because the income and expenditure relate to operations and maintenance and not capital, although depreciation of assets is included.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Statement of Financial Position This statement outlines what Council owns (assets) and what it owes (liabilities) at a point in time. Council’s net wealth is determined by deducting total liabilities from total assets; the larger the net equity, the stronger the financial position.

Statement of Cash Flows This statement summarises the actual flows of cash for a period and explains the change in the cash balance held from the start of the period through to the end of the reporting period. Cash flows are separated into operating, investing and financing activities.

Operating activities include the normal transactions of conducting Council’s day-to-day business while investing activities include the purchase and sale of assets and receipt of capital grants, subsidies and contributions. Financing activities include loan income and repayment of debt. The ‘cash at the end of the reporting period’ equals the amount reported as ‘cash and cash equivalents’ in the Statement of Financial Position.

Statement of Changes in Equity This statement summarises the change in Council’s real worth throughout the financial year. Council’s net worth can change as a result of:

• •

surplus or deficit as recorded in the Statement A of Comprehensive Income; and n increase or decrease in the net value of non-current A assets resulting from a revaluation of those assets.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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OVERVIEW Council’s key financial results for the financial year ended 30 June 2020: KEY RESULTS

2019-20

Total income

$98.0M

Total expenses

$85.9M

Net result

$12.1M

Operating surplus/(deficit)

($3.0M)

Total assets

$990.8M

Total liabilities

$61.5M

NET ASSETS

$929.3M

FINANCIAL PERFORMANCE Total income Council’s income is derived from various sources and a breakdown of Council’s 2019-20 income is shown below.

Rates and utility charges are Council’s main source of recurrent income. However, other types of income such as fees and charges, sale of contract and recoverable works, grants and contributions are also important sources of funding.

Operating grants and contributions were $1.6 million higher than the previous year largely due to bushfire recovery and tourism recovery funding received in 2019-20.

The share of profit from associate is Council’s share of profits from Urban Utilities (UU), in which it has an ownership interest of 1.042 per cent. Further information on UU is contained at Note 9 of the audited financial statements.

Other revenues are $2.1 million higher than the previous year due to the State reimbursement of the domestic waste levy along with increased waste disposal income from Logan City Council due to the introduction of the State waste levy.

Capital grants and contributions were $15.7 million lower than the previous year. This is mainly due to the higher level of subsidies received during 2018-19 for restoration works related to flood damage offset slightly by increased capital funding through the bridge renewal program.

Total expenses Council provides a wide range of services to the community and, in doing so, incurs a variety of expenses. A breakdown of Council’s 2019-20 expenses is shown below.

Rates & Utility Charges Fees & Charges

21%

Sale of contract and recoverable works income were $0.3 million lower than the previous year. This result is in line with the 2019-20 budget that took into account lower levels of contracts with Department of Transport and Main Roads as well other recoverable works.

Interest & Investment Revenue Sale of Contract & Recoverable Works

5% 3%

55% 6%

Share of Profit from Associate

4% 2%

Grants & Contributions - Operating

4%

Other Revenu es

Employee Benefits

6% 20%

36%

Finance Costs

1%

Grants & Contributions - Capital

Depreciation & Amortisation

TOTAL INCOME

2017-18

2018-19

2019-20

Rates and utility charges

$50.5M

$52.7M

$54.0M

Fees and charges

$5.3M

$4.8M

$4.3M

Interest and investment revenue

$2.3M

$2.4M

$1.7M

Sale of contract and recoverable works

$5.6M

$4.5M

$4.2M

Grants and contributions - operating

$4.4M

$4.4M

$6.0M

Share of profit from associate

$2.6M

$2.4M

$2.4M

Other revenues Grants and contributions - capital Capital income TOTAL INCOME

$3.2M

$3.0M

$5.1M

$38.2M

$36.1M

$20.4M

$0.2M

$0.1M

$0.0M

$112.3M

$110.4M

$98.0M

Total income received during 2019-20 was $98.0 million, which is a decrease of $12.4 million from the previous year.

Rates and utility charges were $1.3 million higher than the previous year. However this result is slightly behind the 2019-20 budgeted revenue for rates and utility charges of $54.2 million due to unrealised rates growth, amalgamation impacts and amendments to property valuations.

Fees and charges were $0.5 million lower than the previous year predominantly due to a decrease in fees associated with building, plumbing and new development fees.

Interest received was $0.7 million lower than the previous year as applicable investment rates dropped during the year.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Materials & Services

37%

Capital Expenses

TOTAL EXPENSES

2017-18

2018-19

2019-20

Employee benefits

$28.8M

$29.9M

$30.9M

Materials and services

$23.4M

$25.3M

$31.7M

Finance costs

$1.1M

$1.2M

$1.2M

Depreciation and amortisation

$16.1M

$16.0M

$16.9M

Capital expenses

$8.2M

$2.6M

$5.2M

$77.6M

$75.0M

$85.9M

TOTAL EXPENSES

Employee benefits have increased by $1.0 million from the previous year due to an administrative pay increase applied 1 July 2019 along with costs in delivering Council’s Refresh and Refocus program.

Materials and services have increased by $6.4 million from the previous year. This relates largely to the introduction of the new State waste levy, a one-off increase in landfill rehabilitation costs and expenditure on various disaster response activities (emergent works and counter disaster operations in relation to bushfires, wet weather events and COVID-19 pandemic), Finance costs are the interest on loans taken out by Council as well as the fees charged for banking services. These have stayed the same from the previous year.

Depreciation and amortisation expenses are non-cash and represent the reduction of the value of non-current assets as a result of wear and tear, age, or obsolescence. Non-current assets are shown in the Statement of Financial Position. These have increased by $25.9 million from the previous year due to asset upgrades and improvements.

Capital expenses represent the non-cash write off of the writtendown value of non current assets because they have been disposed of through sale, obsolescence or renewal. The increase from the previous year of $2.6 million relates to road and bridge write offs upon the capitalisation of Council works.

OPERATING RESULT OPERATING RESULT Operating surplus/(deficit)

2017-18

2018-19

2019-20

$4.5M

$1.8M

($3.0M)

The operating surplus/(deficit) is the net result excluding capital items related to income and expenses. A surplus indicates that revenue raised covers operational expenses and there is an amount available equivalent to the surplus for capital funding purposes or other purposes. A deficit indicates that revenue raised does not cover operational expenses. Council’s operating deficit in 2019-20 was $3.0 million.

The written down value of infrastructure, property, plant and equipment increased by $25.9 million from the previous year.

Infrastructure, property, plant and equipment accounts for 90 per cent of Council’s total assets.

2019-20 capital expenditure Capital works of $42.3 million were undertaken during 2019-20.

CAPITAL EXPENDITURE Roads

$14.9M

Bridges

$14.1M

Drainage

$0.5M

Footpaths

$0.5M

Facilities, parks and gardens

$7.1M

Vehicles, plant and equipment

$4.0M

Waste management

$0.9M

Other projects

$0.2M

TOTAL

Vehicles, Plant & Equipment $4.0M 10%

Total assets

TOTAL ASSETS

2017-18

2018-19

2019-20

Cash and investments

$45.9M

$38.1M

$40.5M

Trade and other receivables

$11.6M

$8.0M

$8.9M

Other assets

$2.0M

$1.9M

$4.0M

Loans

$14.7M

$14.7M

$14.7M

Investment in associate

$35.2M

$36.0M

$36.7M

Infrastructure, property, plant and equipment

$738.3M

$860.6M

$886.0M

TOTAL ASSETS

$847.7M

$959.3M

$990.8M

Cash and investments has increased from the previous year by $2.4 million.

Trade and other receivables increased by $0.9 million from the previous year, which relates to a higher level of outstanding rates and charges and GST recoverable.

Other assets consist of inventories, contract assets, other assets, and intangible assets. This saw an increase of $2.1 million from the previous year due to the first-time recognition of contract assets due to the introduction of new revenue Accounting Standards.

Contract assets represents capital grant revenue receivable due to work performed on these programs at year end.

The loan balance of $14.7 million represents Council’s loan to UU. This is an interest only loan and payments received are recognised as interest revenue. The value of the loan represents 40 per cent of Council’s regulatory asset base that was transferred to UU upon formation.

The investment in associate represents Council’s participation rights in UU. Upon formation of UU, Council’s participation rights represented 60 per cent of Council’s regulatory asset base.

The increase of $0.7 million from the previous year is due to the recognition of Council’s share of UU returns.

$42.3M

2019-20 Capital Expenditure

FINANCIAL POSITION Assets consist of current assets, which can be converted to cash in less than one year and non current assets, which would most likely take longer than a year to convert to cash. A breakdown of Council’s assets is shown below:

2019-20

Waste Management $0.9M 2%

Other Projects $0.2M 0%

Facilities, Parks & Gardens $7.1M 17%

Roads $14.9M 35%

Footpaths $0.5M 1% Drainage $0.5M 1%

Bridges $14.1M 34%

Total liabilities Liabilities consist of current liabilities, which are expected to be paid or settled in less than one year and non current liabilities, expected to be paid or settled in more than one year.

A breakdown of Council’s liabilities is shown below: TOTAL LIABILITIES

2017-18

2018-19

2019-20

Trade and other payables

$15.6M

$14.5M

$17.4M

Borrowings

$23.2M

$26.7M

$31.6M

Provisions

$7.4M

$7.8M

$10.4M

$0

$1.4M

$2.1M

$46.2M

$50.4M

$61.5M

Other liabilities TOTAL LIABILITIES

Trade and other payables increased by $2.9 million from the previous year.

Borrowings increased by $4.9 million from the previous year due to the drawdown of additional $6.5 million in loans at June 2020.

This was offset by $1.6 million in repayments of loan principle.

Provisions consist of rehabilitation provisions for quarries and waste disposal sites and employee long service leave provisions.

Other liabilities for 2019-20 consists of the contract liabilities and unearned revenue.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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Net community assets and equity

FINANCIAL SUSTAINABILITY INDICATORS

Net community assets and equity are represented by what we own (total assets) less what is owed (total liabilities).

Section 104(2) of the Local Government Act 2009 provides the following definition of financial sustainability:

NET COMMUNITY ASSETS

2017-18

2018-19

2019-20

Net assets

$801.4M

$908.9M

$929.3M

COMMUNITY EQUITY

2017-18

2018-19

2019-20

Accumulated surplus

$596.4M

$631.9M

$650.8M

Asset revaluation surplus

$205.0M

$277.0M

$278.5M

TOTAL EQUITY

$801.4M

$908.9M

$929.3M

Community equity increased by $20.4 million from the previous year, which consists of the value of total comprehensive income from the Statement of Comprehensive Income of $13.6 million and an increase as a result of the initial application of new revenue accounting standards of $6.8 million.

CASH FLOWS The Statement of Cash Flows shows where Council received its cash and where this was subsequently spent.

CASH FLOWS

2017-18

2018-19

2019-20

NET CASH INFLOW/(OUTFLOW) FROM: Operating activities

$21.8M

$19.1M

$18.1M

Investing activities

($7.2M)

($30.3M)

($20.6M)

Financing activities

$2.0M

$3.5M

$4.8M

$16.6M

($7.8M)

$2.3M

NET INCREASE/(DECREASE) IN CASH HELD

Net cash from operating activities decreased by $1.0 million from the previous year.

Net cash used in investing activities decreased by $9.7 million from the previous year.

Net cash from financing activities increased by $1.3 million from the previous year.

Year-end cash balance $50.0M $45.0M $40.0M

$45.9M $40.5M

$38.1M

$35.0M $30.0M $25.0M $20.0M

A local government is financially sustainable if the local government is able to maintain its financial capital and infrastructure capital over the long term.

Financial sustainability is a strategy and ratios are used as pointin-time measurements to assess the outcomes of the strategy.

The Department of Infrastructure, Local Government and Planning has developed financial sustainability indicators to assist in the assessment of the long-term financial sustainability of councils.

Section 169(5) of the Local Government Regulation 2012 outlines the three relevant measures of financial sustainability that all Queensland local governments must report on: a) Asset Sustainability Ratio b) Net Financial Liabilities Ratio, and c) Operating Surplus Ratio.

The measurement of the above ratios is in accordance with the Financial Management (Sustainability) Guideline 2013.

Why is financial sustainability important?

Local governments are responsible for directly providing residents with a wide range of public services and community infrastructure and facilities. This requires local governments to hold and maintain a significant base of infrastructure assets, which necessitates not only substantial initial investments but also continued expenditure to maintain and renew assets over the course of their respective useful lives.

The outcomes of Council’s financial sustainability strategy are as follows:

• To allow for the adequate provision for programs (including capital expenditure) and services into the future without having to introduce substantial or disruptive revenue (and expenditure) adjustments; and

• To allow for the equitable distribution of the costs of

establishing and maintaining community assets and services between current and future ratepayers.

The Queensland Audit Office’s report to State Parliament on the outcomes of local government audits for 2015-16 rated Scenic Rim Regional Council as having a low risk of financial sustainability concerns. The Queensland Treasury Corporation performed a credit risk during 2018-19 and rated Scenic Rim Regional Council as being Sound with a Neutral outlook. Council is committed to remaining financially sustainable through appropriate levels of service provision.

$15.0M

ASSET SUSTAINABILITY RATIO

$10.0M

Definition: An approximation of the extent to which the infrastructure assets managed by Council are being replaced as they reach the end of their useful lives.

$5.0M 2017-18

2018-19

2019-20

$0.0M

Council’s year end cash balance was $40.5 million as at 30 June 2020..

How is it calculated?

Capital expenditure on replacement of assets (renewals) divided by depreciation expenditure.

Why is it important?

Assists in identifying Council’s asset base consumption and renewal levels and capacity to fund the level of investment needed over the long term.

Target: Greater than 90 per cent per annum (on average over the long term).

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

OPERATING SURPLUS RATIO

370%

Definition: An indicator of the extent to which revenue raised covers operational expenses only or are available for capital funding purposes or other purposes.

320% 270%

How is it calculated?

Net result (excluding capital items) divided by total operating revenue (excluding capital items).

220% 170%

Why is it important?

Assists in identifying Council’s financial capacity and the ability to fund ongoing operations over the long term.

120% 70% 20% -30%

2019-20

2018-19

Asset Sustainability Ratio

2017-18 Minimum Target

Council’s asset sustainability ratio for 2019-20 was 142 per cent.

This means that Council is likely to be sufficiently maintaining, replacing or renewing existing infrastructure assets as they reach the end of their useful life. The result continues to be high due to the commitment of Council towards investing in the ageing infrastructure requiring replacement.

NET FINANCIAL LIABILITIES RATIO

Target: Between zero per cent and 10 per cent per annum (on average over the long term).

12% 10% 8% 6% 4% 2% 0%

Definition: An indicator of the extent to which the net financial liabilities of Council can be serviced by its operating revenues.

How is it calculated?

Total liabilities less current assets divided by total operating revenue (excluding capital items).

Why is it important?

Assists in identifying Council’s financial capacity and the ability to fund ongoing operations over the long term.

Target: Less than 60 per cent per annum (on average over the long term).

-2%

2019-20

2018-19

2017-18

-4% -6% Operating Surplus Ratio

Lower Limit

Upper Limit

Council’s Operating Surplus Ratio for 2019-20 was -4 per cent.

Council was forecasting an operating surplus ratio of -1.3 per cent for 2019-20.

60% 50% 40% 30% 20% 10% 0% -10%

2019-20

2018-19

Net Financial Liabilities Ratio

2017-18 Maximum Target

Council’s net financial liabilities ratio for 2019-20 was 11 per cent.

This means that Council has the capacity to comfortably fund its liabilities. A negative indicator means that current assets exceed total liabilities and that Council has the capacity to increase loan borrowings if required.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

OUR

Performance

Council’s annual Operational Plan outlines the organisation’s objectives for the year in delivering the strategic outcomes of the Corporate Plan, Scenic Rim 2023, which reflects the shared vision of the Community Plan 2011-2026.

Implementation of the Operational Plan 2019-20 was based on the seven strategic themes of the Corporate Plan. Highlights of our achievements are outlined below, with more detailed information on our performance in relation to each theme described in the following chapters of this report. A series of Key Performance Indicators (KPIs) was developed to measure achievement in meeting performance objectives and these appear on pages 25 to 33.

SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT

SUSTAINABLE AND PROSPEROUS ECONOMY

• Provided 3,000 native plants through the One Million Trees

• Achieved national recognition, winning the Outstanding

program for the revegetation of the historic Binna Burra Lodge campgrounds, which were devastated by bushfire in September 2019

• Supported projects to help conserve threatened species,

eliminate invasive weeds and restore native habitat with more than $100,000 from Council’s Environmental Grants Program

• Moved towards the development of a Climate Change Statement of Intent in 2020

• Continued to work in partnership with a range of

environmental organisations to protect and enhance Scenic Rim waterways

• Partnered with the Department of Transport and Main Roads to identify the distribution of roadside weeds across all state-controlled roads in the Scenic Rim

Region award at the prestigious delicious. Produce Awards in August 2019 and the Economic Development Single Event or Activity category for Eat Local Week at the National Economic Development Awards in October 2019

• Launched the first stage of a new destination marketing

campaign to reposition the Scenic Rim on the tourism map following the September 2019 bushfires

• Showcased the wealth of local employment and training

opportunities at Council’s inaugural Scenic Rim Jobs and Skills Fest

• Launched a new Scenic Rim Jobs online portal to support local employment

• Worked closely with the region’s food producers to develop solutions to open up growth opportunities, launching Scenic Rim Farm Box, to help minimise the impacts of the cancellation of Eat Local Week 2020 due to COVID-19

OPEN AND RESPONSIVE GOVERNMENT • Implemented a robust and considered risk management approach to ensure a comprehensive understanding of the risks associated with COVID-19, which were mitigated by a comprehensive array of controls

• Embraced the challenges presented by COVID-19, continuing to deliver a high standard of service to the community

• Embarked on a journey to improve Council’s interactions

with customers, mobilising the Customer Centricity Project

• Collaborated with the Department of Education, Small

Business and Training to identify government funding opportunities to assist employees in developing workplace skills and technical knowledge

• Invested in streamlining processes and practices, to improve team capacity and deliver higher levels of efficiency, and enhanced employment practices to attract and retain high-calibre employees

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23

RELAXED LIVING AND RURAL LIFESTYLE

VIBRANT TOWNS AND VILLAGES

• Adopted the new Scenic Rim Planning Scheme 2020,

• Completed the first stage of works in the revitalisation of

which provides a consistent approach to development throughout the region and captures the vision shared by Council and the Scenic Rim community for the region’s lifestyle and economy

• Adopted a new policy streamlining development

assessments to save time and money for both Council and members of the business and wider community

• Adapted processes prior to the introduction of

Queensland’s new plumbing laws, which aims to deliver fast-tracked plumbing approvals to save businesses and individuals time and money and enhance community safety

• Continued the effective delivery of services to ensure the

Scenic Rim’s compliance with a wide range of local laws and Queensland Government legislation covering building, planning and the environment

the Boonah Town Centre

• Unveiled a landmark artwork, telling the Scenic Rim’s

stories, as a spectacular entry statement to Beaudesert

• Completed two new playgrounds reflecting the unique character of the Harrisville and Kalbar communities

• Gathered more than 1,000 Scenic Rim stories and mapped

sites of cultural or heritage interest as part of an online trails project to preserve the Scenic Rim’s history

• Installed public art and way finder statements at key

locations throughout the region to add to the vibrancy of open spaces for Scenic Rim residents and visitors

• Requested the Queensland Government consider making a Tamborine Mountain reserve a national park due to its environmental values

HEALTHY, ENGAGED AND RESOURCEFUL COMMUNITIES • Developed innovative alternatives to enable the safe

• Adopted a revised 10-year Capital Works Program, identifying long-term objectives for the delivery of infrastructure to meet the anticipated growth of the Scenic Rim

delivery of cultural, library and community programs during COVID-19 restrictions

• Provided $38.73 million in 2019-20 for roads, bridges,

and celebration, Arts Ablaze, which drew almost 2,800 attendees, including almost 450 individual conference delegates

• Carried out a preliminary review of the Local Government

from six months to a year-long program, delivering some 65 health and wellbeing activities by 42 Scenic Rim businesses and community organisations in 17 towns and villages across the region

• Enhanced service delivery to growing communities in

community life in the Scenic Rim, through Community Grants and Sporting and Active Recreation Grants programs

• Continued to achieve higher levels of waste management

• Staged Queensland’s largest ever regional arts conference

• Extended the popular Be Healthy and Active program

• Supported not-for-profit groups, which help to enrich

• Provided eligible Scenic Rim secondary school a total

of 1,655 immunisations to help protect the community against the spread of potentially fatal diseases

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ACCESSIBLE AND SERVICED REGION

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

footpaths and drainage, in line with our commitment to maintaining and renewing infrastructure, which is a key driver of the region’s economy

Infrastructure Plan, which confirmed that the existing plan was current, supported growth and that planned infrastructure aligned with the shared Community Plan vision for the Scenic Rim as an accessible and serviced region the region’s east with the completion of a new depot at Canungra

service delivery at Bromelton Landfill with the construction of a new landfill cell completed

Key Performance Indicators

READ MORE FROM PAGE 35

SPECTACULAR SCENERY AND HEALTHY ENVIRONMENT DELIVERABLE: MILLION TREES FOR SCENIC RIM PROJECT

PROGRESS: Impacts of drought and bushfire have resulted in lower application rates during the 2019-2020 financial year. Council received 96 applications under the One Million Trees initiative, totalling 30,382, for the period. In addition, Council’s Nursery has planted and provided a total of 39,080 plants, bringing this year’s total to 69,462.

MEASURE OF SUCCESS

SMART KPI

ANNUAL

By 2025, one million trees will be planted in the Scenic Rim 110,000 trees planted annuallye

TARGET

110,000

ACTUAL

69,462

DELIVERABLE: OPTIONS PAPER FOR ENVIRONMENTAL OFFSET POLICY PROGRESS: Delivery of a discussion paper has progressed, however finalisation has been affected by the outcomes required in the Matters of Local Environmental Significance Study and ongoing consultation with the Regional Offsets team.

MEASURE OF SUCCESS

By June 2020, Council has progressed towards having a committed position on providing environmental offsets

SMART KPI

ANNUAL

Environmental offsets options presented to Council

TARGET

APRIL 2020

ACTUAL

PROJECT STARTED

DELIVERABLE: RESILIENT RIVERS PROJECT PROGRESS: The Resilient Rivers Initiative continues to deliver actions under the Logan Albert Catchment Action Plan and Bremer River Catchment Action Plan. Key works include a variety of revegetation, bank stabilisation and weed treatment projects across the Logan and Bremer catchments.

MEASURE OF SUCCESS

SMART KPI

ANNUAL

Scheduled actions for the project delivered in accordance with the Logan and Albert River Catchment Action Plan

By July 2019, continue to collaboratively improve the health Scheduled actions for the project delivered in accordance and resilience of South East Queensland’s catchments with the Bremer River Catchment Action Plan and rivers COMSEQ resilient rivers funding, acquitted as per agreement

TARGET

100%

ACTUAL

50%

TARGET

100%

ACTUAL

50%

TARGET

100%

ACTUAL

100%

DELIVERABLE: BIODIVERSITY PARTNERSHIPS PROJECT PROGRESS: Council has partnered with a variety of government organisations, non-government organisations and community organisations in the delivery of five projects across the region. Projects included the establishment of corridors for wildlife, including species of glider and koala, as well as the identification of weed distribution across the region.

MEASURE OF SUCCESS

SMART KPI

ANNUAL

Number of project agreements developed for nominated biodiversity partnerships Council will foster partnerships with appropriate organisations to leverage Council’s ability to increase biodiversity outcomes for the region

Number of biodiversity partnerships secured Funds secured through biodiversity partnership

TARGET

8

ACTUAL

7

TARGET

2

ACTUAL

5

TARGET

$200,000

ACTUAL

$517,500

DELIVERABLE: PEST PLANT SPECIES PROJECT PROGRESS: The 2019-20 local road weed treatment program was delivered successfully, treating approximately 1,600 kilometres of roadside for invasive species under the Biosecurity Act 2014.

MEASURE OF SUCCESS By 2023, Council will be in a position to meet its biosecurity obligations for its local road network

SMART KPI

ANNUAL

Reduction in biosecurity matter on treated road network Kilometres of local road network treated for biosecurity matter

TARGET

10%

ACTUAL

10%

TARGET

20%

ACTUAL

20%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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SUSTAINABLE AND PROSPEROUS ECONOMY

DELIVERABLE: TAKE ACTIONS TO ENABLE THE REGIONAL INFRASTRUCTURE TO FACILITATE IN EMERGING ECONOMIC OPPORTUNITIES PROGRESS: A list of currently unfunded projects of regional strategic significance was reviewed and prioritised by an internal steering team in preparation for the 202021 budget deliberations. The annual update to the 10-Year Capital Works Program was completed. Due to other competing priorities, development of an advocacy ‘plan on page’ document has been delayed.

MEASURE OF SUCCESS

By June 2020, progress made towards significant infrastructure improvements

SMART KPI

ANNUAL

Advocacy Plan developed and approved by Executive Leadership Team

TARGET

100%

ACTUAL

0%

Significant regional infrastructure projects identified and endorsed by Executive Leadership Team

TARGET

100%

ACTUAL

40%

DELIVERABLE: ECONOMIC DEVELOPMENT PROGRAM PROGRESS: In the December quarter of 2019-20, figures were publicly released which showed that in the 2018-19 financial year, the Scenic Rim recorded a decrease of $27 million in Gross Regional Product (GRP) on the previous year (to a total of $1.86 billion), largely influenced by the impact of the ongoing drought due to the significance of the region’s agricultural sector.

While actual figures for June quarter 2019-20 are not yet available from Council’s data source National Institute of Economic and Industry Research (NIEIR), economic modelling by Council’s partner (economy.id) predicts that, with the impact of COVID-19 on the business community, GRP for the region is forecast to fall by $39 million on the previous year’s figures for the June quarter to around $426 million, which represents a fall of around 8.4 per cent.

This predicted impact is lower than that for Regional Queensland (12 per cent) and the Queensland average (12 per cent). These figures will be able to be verified in September quarter of 2020-21 once this data is released by NIEIR. The full impact on the annual figures is also yet to be determined.

MEASURE OF SUCCESS From July 2019, economic development opportunities will be identified and maximised to position and benefit the region

SMART KPI Growth in value of gross regional product

ANNUAL TARGET

$2,000,000

ACTUAL

RESULTS NOT YET AVAILABLE

DELIVERABLE: TOURISM PROGRAM PROGRESS: This KPI refers to the number of visitors attracted to the region for the major event of the year, Scenic Rim Eat Local Week. Though held in June/July, the reconciliation of the economic impact of the event is not finalised until the second quarter of the new financial year, when figures from the independent economic analysis conducted by Tourism and Events Queensland are validated and provided to Council. In June/July 2019, the event attracted a total of 38,525. This was slightly down on expectations, due largely to rain on the day of the Winter Harvest Festival, the biggest event of the festival.

NB: It should be noted that total tourism numbers to the region in 2018-19 were 1.822 million, up 18 per cent from 1,544,271 in 2017-18. The 2018-19 total comprised 22,301 overnight international visitors, 41,255 domestic overnight visitors and 1,381,625 day-trippers. Data source – Tourism Research Australia.

MEASURE OF SUCCESS From July 2019, partnerships, tourism and event-based opportunities explored and employed (where validated)

SMART KPI Number of visitors to the region

ANNUAL TARGET

40,000

ACTUAL

38,525

DELIVERABLE: EAT LOCAL WEEK PROGRESS: Spend at Eat Local Week 2019 (June/July 2019) was very marginally below expectations, due to a slightly smaller crowd than anticipated at the Winter Harvest Festival (due to rain in Brisbane the morning of the event). However, this crowd was still 14,200, which was a record for the event. The program of events across the two weeks of the festival attracted 38,525 people to the region and generated 10,692 ‘visitor nights’ in the Scenic Rim. Eat Local Week 2020 was regretfully cancelled due to COVID-19 however, Scenic Rim Farm Box was launched in April 2020 to alleviate some of the losses felt by agri-producers.

By the end of the period, it had generated 18 direct casual jobs as well as indirect jobs supported via the 40 businesses which supply produce to the operation. The project generated more than $360,000 in direct economic stimulus to the local economy through jobs, revenue to suppliers, boxes, vehicle hire and equipment. Thanks to a concerted publicity push, the venture also generated an estimated $1 million worth of media coverage to promote the food credentials of the Scenic Rim region and the service itself.

MEASURE OF SUCCESS From July 2019, Eat Local Week continues to grow and provide financial and growth opportunities to the region

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SMART KPI Dollar value of total economic return at Eat Local Week increased

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

ANNUAL TARGET

$2,200,000

ACTUAL

$1,970,000

DELIVERABLE: MARKETING PROGRAM PROGRESS: Growth in both major social media platforms – Instagram and Facebook - well exceeded targets. The Visit Scenic Rim Facebook page grew its number of followers from 11,000 to 14,265. The Visit Scenic Rim Instagram page grew its number of followers from 15,000 to more than 21,100 and achieved outstanding levels of engagement.

As a comparison with other sites, both within and outside our region, the Facebook pages of the two Local Tourism Organisations, Destination Scenic Rim and Visit Tamborine Mountain, have 6,000 and 4,600 followers respectively. A local government area of a similar size, Lockyer Valley, has a Visit the Lockyer Valley Facebook page that is followed by 2,500 people. Granite Belt Wine Country has 10,400 followers. At the upper end of the scale, Visit Noosa has more than 53,000 followers, so Scenic Rim is showing strong growth and competitiveness with other markets.

MEASURE OF SUCCESS From July 2019, the message about the region’s unique qualities and attributes continues to be shared

SMART KPI

ANNUAL

Grow digital media statistics - followers, reach and engagement

TARGET

100%

ACTUAL

100%

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OPEN AND RESPONSIVE GOVERNMENT DELIVERABLE: CUSTOMER CENTRIC FRAMEWORK

PROGRESS: The initial plan for the Customer Centricity Project was a program of projects including the Communication Strategy project. Consistent communications internally and externally have occurred throughout the delivery of the project. The Customer Charter and Customer Strategy work remains as part of the Customer Centricity Project. The development of the Consultation and Engagement Framework has been transitioned to the Scenic Rim Communications Strategy, which is currently under development.

The Customer Charter was adopted by Council on 22 June 2020. Due to COVID-19, there has been a delay in the development of the Customer Strategy. The Customer Experience Strategy is currently being developed and is expected to be finalised by the 2020-21 September quarter.

MEASURE OF SUCCESS

SMART KPI

ANNUAL

Customer Charter developed and adopted by Council by end 2019

By June 2020, Council has identified a roadmap to achieve a more integrated and effective approach to managing customer requirements

Customer Experience Strategy adopted by Council by end 2019 Detailed systems and processes project plan adopted

by Executive Leadership Team by June 2020

TARGET

100%

ACTUAL

100%

TARGET

100%

ACTUAL

80%

TARGET

100%

ACTUAL

100%

DELIVERABLE: CUSTOMER SATISFACTION SURVEY PROGRESS: Council resolved to not proceed with the Customer Satisfaction Survey in lieu of conducting a Customer Advocacy Survey in support of the Customer Centricity Project. The survey was released to a random selection of some 8,252 ratepayers, residents, business owners and suppliers of Council. An excellent response rate of 23 per cent was received. The results have been reviewed and analysed with findings of Phase 1 of the Customer Centricity Project and have informed the development of the Customer Charter which was adopted by Council in June 2020.

MEASURE OF SUCCESS From June 2019, Council’s Community Survey captures responses from all regions

SMART KPI

ANNUAL

Community Survey minimum response rate from each of the regions

TARGET

10%

ACTUAL

23%

DELIVERABLE: REFRESH AND REFOCUS PROGRAM PROGRESS: Strategic realignment of functions within the organisation has taken place throughout the year, however some key consultations with impacted employee groups has been delayed due to COVID-19 and associated working from home arrangements. Face-to-face consultation will continue as Queensland Government restrictions ease. Delivery of discrete business improvement projects under the Refresh and Refocus program has occurred as planned.

MEASURE OF SUCCESS

By June 2020, Council’s transformational change has commenced

SMART KPI

ANNUAL

Refresh and Refocus Program activities delivered within agreed timeframes

TARGET

100%

ACTUAL

72.5%

DELIVERABLE: ELECTRONIC SERVICE DELIVERY PROGRESS: MEASURE OF SUCCESS

By June 2020, progress made towards the provision of online services to the community

SMART KPI

ANNUAL

Online portal live and integrated with existing systems

TARGET

100%

ACTUAL

50%

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DELIVERABLE: COMMUNICATIONS STRATEGY AND CONSULTATION AND ENGAGEMENT FRAMEWORK FOR (INTERNAL AND EXTERNAL) STAKEHOLDERS PROGRESS: The Communications Strategy and Consultation and Engagement Framework project was delayed due to competing priorities as the Communications and Marketing team provided ongoing communication response on behalf of Council to sequential disaster events in the region including bushfires, flooding and COVID-19.

The project commenced late in the June quarter and is expected to be completed in the first half of the 2020-21 financial year.

MEASURE OF SUCCESS

By June 2020, Council has in place a high-level Communication Framework for Stakeholders

SMART KPI Communications Strategy and Consultation and Engagement Framework for Stakeholders endorsed

by Council Communications Strategy and Framework implementation plan, actions delivered by agreed timeframes

ANNUAL TARGET

100%

ACTUAL

5%

TARGET

100%

ACTUAL

0%

DELIVERABLE: INFORMATION AND COMMUNICATIONS TECHNOLOGY (ICT) STRATEGIC PLAN IMPLEMENTATION PROGRESS: The HRP project has commenced, with a position-based hierarchy drafted.

Review of the 2018-2020 ICT Strategic Plan has been rescheduled to 2020-2021, with work undertaken to analyse the key deliverables of the 2018-2020 Plan and assess status.

MEASURE OF SUCCESS

By June 2020, Council’s information and communication technology will facilitate and enable the achievement of the strategic vision

SMART KPI

ANNUAL

Successful implementation of Human Resources and Payroll (HRP) Module

TARGET

100%

ACTUAL

25%

ICT Strategic Implementation Plan completed and adopted

by Executive Leadership Team

TARGET

100%

ACTUAL

10%

DELIVERABLE: CYBER SECURITY PROGRAM PROGRESS: One breach was detected in quarter four, with no unauthorised access to Council information or changes made to Council systems.

MEASURE OF SUCCESS

SMART KPI

Agreements in place with service providers to ensure From July 2019, Council’s Cyber Security Program continues to continued assurance protect against ever-changing cyber threats Nil breaches detected (of audit or actual cyber security attacks)

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

ANNUAL TARGET

100%

ACTUAL

100%

TARGET

100%

ACTUAL

75%

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RELAXED LIVING AND RURAL LIFESTYLE DELIVERABLE: COMMENCEMENT OF A NEW CONSOLIDATED SCENIC RIM PLANNING SCHEME

PROGRESS: The first consolidated Scenic Rim Planning Scheme 2020 was officially adopted by Council on 20 January 2020 with a commencement date of 20 March 2020. Documents and supporting material are available on Council’s website.

MEASURE OF SUCCESS

By March 2020, the New Consolidated Scenic Rim Planning Scheme is adopted

SMART KPI

ANNUAL

New Consolidated Scenic Rim Planning Scheme adopted by the Minister by December 2019 New Consolidated Scenic Rim Planning Scheme adopted

by Council by March 2020

TARGET

100%

ACTUAL

100%

TARGET

100%

ACTUAL

100%

DELIVERABLE: SMART TECHNOLOGY AND INTERNET OF THINGS (IOT) STRATEGY PROGRESS: A comprehensive market analysis undertaken during the year has provided the framework for all site connectivity in the region via the NBN through a legislatively compliant process. The aspect not delivered this year relates to the final approach to market.

MEASURE OF SUCCESS

By June 2020, minimise mobile black spots

SMART KPI

ANNUAL

Remote Site Connectivity Solutions Strategy developed and adopted by Council Waste transfers and refuse sites online

TARGET

100%

ACTUAL

90%

TARGET

100%

ACTUAL

90%

DELIVERABLE: DEVELOP A SCENIC RIM SMART REGION STRATEGY PROGRESS: The Smart Region Strategy was not developed in 2019-20 due to other emergent priorities and because an opportunity was identified to source additional funding from the Building Better Regions Fund to match Council’s funding. In quarter four, Council was successful in securing $37,500 of grant funding to engage a specialist provider to assist in the development and delivery of a strategy and implementation plan. The Smart Region Strategy will now be developed in the first half of 2020-21.

MEASURE OF SUCCESS Ensure Scenic Rim captures smart region and technology opportunities

SMART KPI

ANNUAL

Smart Region Strategy adopted by Council Smart Region Implementation Plan adopted by Executive Leadership Team

TARGET

100%

ACTUAL

0%

TARGET

100%

ACTUAL

0%

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VIBRANT TOWNS AND VILLAGES

DELIVERABLE: STRATEGY FOR THE MANAGEMENT AND ENHANCEMENT OF SIGNIFICANT PARK AND STREETSCAPE TREES BY 2020 PROGRESS: Systems and staff resources for the analysis of the core collected tree data are not yet available/functional to enable this project to progress further.

MEASURE OF SUCCESS

By June 2020, Council has a robust and strategic strategy to proactively manage and enhance the region’s significant park and streetscape trees

SMART KPI Significant Park and Streetscape Trees Strategy adopted

by Council

ANNUAL TARGET

100%

ACTUAL

25%

DELIVERABLE: STRATEGIC REVIEW OF EXISTING AND FUTURE SPORTING NEEDS TO ALIGN WITH PROJECTED POPULATION GROWTH AND DEVELOPMENT PROGRESS: Sports Facilities Infrastructure audit has been completed. Due to COVID-19 restrictions enforced by Australian and Queensland governments, the stakeholder and public engagement was affected, delaying the consultation stage of the project. The new anticipated date is 31 December 2020.

MEASURE OF SUCCESS

By June 2020, Council has a comprehensive knowledge of its future sporting needs to meet population growth and development demands

SMART KPI Sporting Needs Strategy adopted by Council

ANNUAL TARGET

100%

ACTUAL

50%

DELIVERABLE: COUNCIL’S MANAGED CAMPING FACILITIES PROGRESS: Camping Facilities Infrastructure audit has been completed. Due to COVID-19 restrictions enforced by the Australian and Queensland governments, the stakeholder and public engagement was affected, delaying the consultation stage of the project. The new anticipated date is 31 December 2020.

MEASURE OF SUCCESS

By June 2020, Council’s managed camping facilities provide valued recreational facilities that draw visitors

SMART KPI Camping Facilities (for key locations) Priority Works Strategy adopted by Council

ANNUAL TARGET

100%

ACTUAL

50%

DELIVERABLE: PLAN, DESIGN AND DELIVER VIBRANCY PROJECTS PROGRESS: The Boonah Town Centre Revitalisation Stage 1, involving off-street carparking and improved public open space at Council headquarters, was completed.

Planning and design is underway on the Beaudesert Town Centre Revitalisation. Construction was rescheduled to the 2020-21 financial year to align with the availability of funding from the Australian Government, reducing the need for contribution from Council’s budget. A proposal to the Queensland Government for funding of the development of a business case for off-street parking and a streetscape upgrade at Gallery Walk was approved. This business case is crucial to collecting stakeholder and community feedback to influence a future design phase for the project.

New Playgrounds at Harrisville Memorial Park and Kalbar Civic Centre were completed.

MEASURE OF SUCCESS

SMART KPI VATV and Strategic Program 2019 - 2020 adopted by Council

By June 2020, vibrancy projects contribute to the region’s attractiveness and encourage tourists and visitors to the region

External funding opportunities identified and secured VATV and strategic projects delivered within scheduled timeframes

ANNUAL TARGET

100%

ACTUAL

100%

TARGET

1

ACTUAL

2

TARGET

100%

ACTUAL

87.5%

DELIVERABLE: PUBLIC ART AND HERITAGE PROGRESS: MEASURE OF SUCCESS

SMART KPI

By December 2019, Council’s public art trail encourages an increased number of visitors to the region

Visitors to the online Public Art trail increased

By December 2019, customer satisfaction with parks, open spaces and community infrastructure increases

Customers surveyed are satisfied with public art trail

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

ANNUAL TARGET

1%

ACTUAL

0%

TARGET

95%

ACTUAL

0%

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ACCESSIBLE AND SERVICED REGION DELIVERABLE: REVIEW COMMUNITY NEEDS FOR BUILDINGS AND FACILITIES

PROGRESS: A facilities audit was completed. COVID-19 restrictions enforced by the Australian and Queensland governments affected the stakeholder and public engagement, delaying the consultation stage of the project. The new anticipated date is 31 December 2020.

MEASURE OF SUCCESS

By June 2020, Council has a comprehensive knowledge of community building and facility needs to ensure the region remains a desirable place to reside

SMART KPI

ANNUAL

Community Building and Facilities Strategy adopted by Council

TARGET

100%

ACTUAL

50%

DELIVERABLE: DEVELOP A LIGHT INDUSTRIAL ESTATE IN ENTERPRISE DRIVE PROGRESS: A signalised intersection was underway at the Beaudesert Business Park on the Mount Lindesay Highway at Enterprise Drive and scheduled for completion in July 2020.

Productive but lengthy negotiations on cultural heritage management with representatives of local Indigenous groups are continuing, along with development assessment approvals. Internal site works were scheduled to commence in September 2020.

MEASURE OF SUCCESS

By June 2020, Council has implemented a Local Government Infrastructure Plan that contributes to the region’s infrastructure assets and improves the liveability of the region

SMART KPI

ANNUAL

Projects delivered within projected timeframes and budget

TARGET

100%

ACTUAL

50%

DELIVERABLE: IMPLEMENT THE COUNCIL DEPOT STRATEGY PROJECT PROGRESS: Adoption of the Depot Strategy has been delayed due to other competing priorities.

MEASURE OF SUCCESS

By June 2020, Council will have a Depot Strategy that sets the vision and details high level plans to achieve more relevant and fit for purpose Depots

SMART KPI

ANNUAL

Council Depot Strategy adopted by Council Council Depot Strategy Implementation Plan adopted by Executive Leadership Team

TARGET

100%

ACTUAL

0%

TARGET

100%

ACTUAL

0%

DELIVERABLE: WASTE STRATEGY - VISION ON WASTE PROGRESS: The adoption of the Waste Strategy has been delayed due to Council awaiting finalisation of the Queensland Government’s Queensland Resource and Recovery Industries 10-year roadmap and action plan and is scheduled for release within the first half of the 2020-21 reporting year.

The updated Waste Strategy is also expected to be completed within the 2020-21 reporting year. As a result of COVID-19, there was a reduction in waste education sessions provided to schools and the community.

MEASURE OF SUCCESS

By June 2020, tangible results achieved in making Council’s waste vision a reality

SMART KPI

ANNUAL

Innovative Waste Strategy adopted by Council Waste Education Program delivered by 30 June 2019

TARGET

100%

ACTUAL

70%

TARGET

100%

ACTUAL

90%

DELIVERABLE: DEVELOP AND REVIEW A 10-YEAR CAPITAL WORKS PROGRAM PROGRESS: The 10-year capital works program was adopted by Council on 20 January 2020.

MEASURE OF SUCCESS

SMART KPI

By June 2020, Council has a comprehensive and strategic 10-Year Capital Works Program to ensure appropriate funding 10-year capital works adopted by Council and prioritisation for each infrastructure asset class

ANNUAL TARGET

100%

ACTUAL

100%

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DELIVERABLE: DEFINE LEVEL OF SERVICES REQUIRED BY COUNCIL’S INFRASTRUCTURE NETWORK PROGRESS: Service levels for road and bridges have previously been adopted by Council. Progress on a defined level of services required by Council’s infrastructure network has been rescheduled to allow for vacancies in key Asset Management positions to be filled.

This work has been rescheduled for the first two quarters of the 2020-21 financial year.

MEASURE OF SUCCESS

SMART KPI Service level standards for public conveniences adopted

by Council

By June 2020, Council has defined the level of services required by the infrastructure network which ensures appropriate prioritisation of infrastructure investment

Service level standards for roads adopted by Council Service level standards for bridges adopted by Council

ANNUAL TARGET

100%

ACTUAL

0%

TARGET

100%

ACTUAL

0%

TARGET

100%

ACTUAL

0%

DELIVERABLE: ASSET MANAGEMENT STRATEGY PROJECT PROGRESS: Incomplete and inaccurate asset information and registers were improved and prepared for loading into the corporate Asset Management system (Assetic).

Asset Management Plans (AMPs) were reviewed, condition-based asset renewal forecasts were updated and new draft AMPs were completed. An audit to determine the level of asset management maturity within the organisation, which has informed the development of a draft Asset Management Improvement Plan, was completed.

Condition assessments of bridges and major culverts were completed and the 10-Year Capital Works Program reviewed and updated. The 2020-21 capital and operational budgets were prepared.

MEASURE OF SUCCESS From July 2019, assets continue to be managed in accordance with the Asset Management Strategy

SMART KPI Asset Management Strategy annual project plan delivered within projected timeframes

ANNUAL TARGET

100%

ACTUAL

100%

DELIVERABLE: ENABLE AND SUPPORT SUSTAINABLE WASTE MANAGEMENT TECHNOLOGIES PROGRESS: Leachate management technology regulations are governed by the Department of Environment and Science. Council continues to investigate compliant technology initiatives.

MEASURE OF SUCCESS

By June 2020, Council significantly contributes to the economic and sustainable prosperity of the region through its sustainable waste vision

SMART KPI Waste Education Program Projects delivered within projected timeframes

ANNUAL TARGET

100%

ACTUAL

90%

DELIVERABLE: IMPLEMENT A LOCAL GOVERNMENT INFRASTRUCTURE PLAN PROGRESS: A preliminary review of the Local Government Infrastructure Plan (LGIP) indicates that a formal review and amendment is unlikely to be required in the current year.

The existing LGIP remains current and achieves support to growth and infrastructure within the region.

MEASURE OF SUCCESS From July 2019, infrastructure projects continue to be delivered that support population and economic growth

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SMART KPI Infrastructure Projects are delivered in alignment with the Local Government Infrastructure Plan

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

ANNUAL TARGET

100%

ACTUAL

100%

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HEALTHY, ENGAGED AND RESOURCEFUL COMMUNITIES DELIVERABLE: BE HEALTHY AND ACTIVE (BHA) PROGRAM

PROGRESS: Preliminary figures reveal that a total of 631 people connected to Council’s Be Healthy and Active Program from March to June 2020, significantly fewer than participation rates for the previous quarters due to COVID-19 and social distancing restrictions. Some providers moved to online activities, which created opportunities for people to remain engaged with the program and for new members to connect from parts of the region when distance and travel were previously barriers.

Despite the impacts of COVID-19, annual participation rates (measured in quarter four) show a 6.6 per cent increase across the entire year. As the program transitioned from six months in 2018-2019 to 12 months in 2019-2020, the year-long participation rates show that the program is addressing community needs.

MEASURE OF SUCCESS Health and wellbeing of the community continues to improve, including more Be Healthy and Active programs delivered in smaller communities across the region (to address social isolation)

SMART KPI

ANNUAL

Be Healthy and Active annual participation rates increased

TARGET

5%

ACTUAL

6.6%

DELIVERABLE: COMMUNITY AND CULTURE STRATEGY DEVELOPMENT PROGRESS: Council has finalised planning preparations for the proposed Community and Culture Strategy. Council will seek external partnerships in 2020 to develop the strategy which will guide community and cultural programming into the future.

MEASURE OF SUCCESS

By December 2021, a Community and Culture Strategy that sets objectives and targets for a healthier, more engaged and resourceful community is developed

SMART KPI

ANNUAL

Community and Culture Strategy adopted by Council

TARGET

100%

ACTUAL

0%

DELIVERABLE: ARTS AND CULTURE PROGRAM PROGRESS: Attendances for Cultural Centres and Vonda Youngman Community Centre were significantly impacted by the legislated closure of these facilities as a result of COVID-19.

MEASURE OF SUCCESS From July 2019, continue to deliver programs that support the social and cultural fabric of the region

From July 2019, the region’s Cultural Centres continue to thrive

SMART KPI

ANNUAL

Arts and Culture Plan objectives delivered Increased attendance in accordance to local population growth Venue revenue increased

TARGET

100%

ACTUAL

100%

TARGET

2.8%

ACTUAL

-8.5%

TARGET

2.8%

ACTUAL

-9.92%

ACTUAL REVENUE

$217,564

DELIVERABLE: LIBRARY SERVICES REVIEW PROGRESS: Increase in office space for Beaudesert Library delayed due to difficulty sourcing demountable.

MEASURE OF SUCCESS

SMART KPI

ANNUAL

Review and increase library service at Canungra

Extended operating hours operational by September 2019

Increase office space for Beaudesert Library

Extended workspace operational by January 2020

TARGET

100%

ACTUAL

100%

TARGET

100%

ACTUAL

20%

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Spectacular SCENERY

AND HEALTHY ENVIRONMENT

The region’s unique natural environment and rural landscapes are preserved and enhanced in partnership with our community MONITORING THE BIODIVERSITY STRATEGY The significant contribution made by residents/communities of/within the Scenic Rim communities in preserving and enhancing the region’s unique natural values was highlighted during an update on Council’s 10-year Biodiversity Strategy in 2019. A report tabled at Council’s Ordinary Meeting in December 2019 showed that, as the strategy approached the halfway point in its delivery, partnerships and community participation had been vital to preserving the Scenic Rim’s biodiversity.

Council offers a wide range of local native species as well as a small number of hardy exotic plants which are compatible with the Scenic Rim’s natural environment. The One Million Trees Program has now provided more than 500,000 plants through a combination of initiatives for community groups and landholders, as well as plantings on Council land. Plantings under the One Million Trees Program have helped to improve stock shelter and wind breaks, retain and stabilise soil, support local habitat and deliver Landcare projects.

Organisations including local environmental and Landcare groups, as well as Scenic Rim residents, have participated in projects that help to manage weeds, protect rare and threatened species and improve waterways. One of Council’s most popular and successful initiatives has been the One Million Trees Program, which aims to plant one million trees over the lifetime of the strategy.

Since the commencement of the biodiversity strategy in 2015, Scenic Rim residents and environmental groups have shared in more than $477,882 of funding under Council’s Environmental Grants Program for a variety of projects including re-vegetation and weed control, managing endangered ecosystems and species, managing sustainable property and enhancing koala habitats.

In 2019-20, the One Million Trees Program supported 96 applications for more than 30,300 trees provided through Council’s Rural, River, Habitat and Community Trees initiatives.

A total of 69,462 trees and shrubs counted towards the One Million Trees target in 2019-20. Council’s Free Trees initiative is a vital part of the One Million Trees program, providing some 8,000 free plants a year to residents through vouchers issued with rates notices in July each year.

Council also partners with organisations including universities, government and non-government organisations, other local governments, community groups and catchment associations to preserve and enhance the environment. Through its partnership with the Scenic Rim Rivers Improvement Trust, more than 190 kilometres of local rivers and catchments have been treated for weeds.

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35

In 2019-20, Council partnered with the Department of Transport and Main Roads in a 12-week program to identify the distribution of roadside weeds across all state-controlled roads in the Scenic Rim. Data gathered will inform future planning for weed treatment programs by the Queensland Government and Council under the Biosecurity Act 2014.

A partnership between Council and the Queensland Trust for Nature has continued to focus on improving koala habitat. In 2019-20, works were carried out to remove weeds from a site at Kilmore Drive, Tamborine, in preparation for plantings of trees to support the koala population in the Sandy Creek corridor.

COVID-19 delayed the delivery in 2019-20 of a project by Council and Wildlife Queensland to provide corridors and improve habitat for squirrel gliders in Scenic Rim areas identified as wildlife hubs. Council will supply participating landowners up to 100 trees or shrubs to establish wildlife corridors in the Kerry Valley between Beaudesert and Duck Creek, between Knapps Peak and Kooralbyn, and between Kooralbyn and Mount Alford to enhance habitats for the gliders and other creatures ranging from koalas and echidnas to fairy wrens, native bees and butterflies. Plantings will enable the movement of animals between wide expanses of cleared land so they can reach new patches of habitat, seek food in lean seasons, escape bushfires, establish territories, find mates, and exchange genes with other populations to avoid in-breeding. Council is looking forward to progressing the wildlife corridor project in 2020-21.

The Resilient Rivers program has strengthened Council’s partnerships with the Council of Mayors South East Queensland, Logan City Council, Logan Water City of Gold Coast, Redlands City Council, Healthy Land and Water and Seqwater, enabling a coordinated approach to management of the Logan Albert Catchment. In 2019-20, the program funded a Riparian Rehabilitation and Community Engagement Workshop delivered in October by the Australian River Restoration Centre. As part of the Resilient Rivers program, weed control was carried out on six properties near the Logan River, one of which was revegetated with 2,240 native plants. Engineering work and the revegetation of another property helped to stabilise an eroding gully, which posed a threat to water quality.

Following the success of the first Scenic Rim Carp Cup held at Boonah in 2018, an encore event was held at Canungra in October 2019. Managed by Council through the Resilient Rivers Program, the family fun day of fishing at Riverbend Drive Reserve attracted 48 participants keen to help rid Scenic Rim waterways of pest species Carp and Tilapia.

ENHANCING WATERWAYS Protecting and enhancing Scenic Rim waterways continued to be a focus for Council, working in partnership with a range of environmental organisations in 2019-20.

Key works carried out under the Resilient Rivers Initiative, in line with the Logan Albert Catchment Action Plan and the Bremer River Catchment Action Plan, included a variety of revegetation, bank stabilisation and weed treatment projects.

The Logan Albert Catchment Action Plan focused on a reach of the mid-Logan River targeted for riparian restoration to improve habitat connectivity and retain soil on agricultural land to reduce sediment loads on the Logan River and Moreton Bay. A Landholder Get Together was held in August 2019 at Cochrane’s Bridge Park in Woodhill to raise property owners’ awareness of their role in contributing to the quality of the Scenic Rim’s waterways. Supported by the Council of Mayors South East Queensland, Scenic Rim Regional Council, Logan City Council, Seqwater and Healthy Land and Water, the event was attended by 13 landholders with properties located along the Logan River between Beaudesert and the Cedar Grove weir. The event was well received, with most landholders open to a potential site visit to discuss future riverbank restoration works on their properties.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Council’s collaboration with the Scenic Rim River Improvement Trust has expanded on previous years’ riparian management of the Logan and Albert Catchments. The treatment of invasive weed species, Chinese Celtis, which prevents native riparian vegetation from regenerating and destroys the habitat of native animals, continued to be the focus of targeted management works, along with Cats-claw Creeper, an aggressive climber that can smother native vegetation and alter soil chemistry.

The Scenic Rim River Improvement Trust continued its positive landholder engagement in 2019-20, providing rural landholders the support needed to tackle heavy infestations of weeds to enhance waterway health and water quality for the wider Scenic Rim community and Moreton Bay.

SUPPORTING ENVIRONMENTAL PROJECTS

ASSISTING BUSHFIRE RECOVERY

Projects to help conserve threatened species, eliminate invasive weeds and restore native habitat were supported with more than $100,000 from Council’s Environmental Grants Program in 2019-20.

Council’s One Million Trees program provided 3,000 native plants for the revegetation of the historic Binna Burra Lodge campgrounds, which were devastated by bushfire in September 2019.

Council allocated a total of $101,217 for 29 projects to help local community groups, landowners and not-for-profit organisations across the region contribute to the enhancement of the Scenic Rim’s natural values.

A total of 34 applications requesting more than $183,000 – almost twice the budget allocation for the year – reflected the commitment of Scenic Rim residents to maintaining the region’s spectacular scenery and healthy environment as part of the shared vision of the Scenic Rim Community Plan.

In assessing applications, Council aimed to provide maximum value to the community by supporting the widest range of worthwhile projects, which resulted in some grant requests receiving partial funding.

The treatment of invasive weeds, which contribute to the erosion of stream banks and pose a threat to native plants and animals by destroying habitat, was a priority for many grant applicants throughout the region.

Council’s environmental grants in 2019-20 supported projects targeting invasive weeds at Tamborine Mountain, Moogerah, Biddaddaba, Canungra, Lamington, Beechmont, Kalbar, Maroon, Frenches Creek, Rathdowney, Coochin and Carneys Creek.

Funding was also provided for a survey of endangered quoll populations within key areas of the Scenic Rim and for a koala care workshop in Beaudesert.

Council recognises the value of supporting the efforts of Scenic Rim community groups and landowners who play a major role in protecting the region’s world-class biodiversity and its many rare and threatened species, such as the bristlebird, glossy black cockatoo and koala, as well as the Scenic Rim’s unique vegetation including Brigalow scrub and native macadamia trees.

A partnership between Council, Belong training, the Queensland Department of Education and Training, Binna Burra Lodge and the Queensland Parks and Wildlife Service delivered a project which resonated with the Beechmont and Binna Burra communities and represented an important step in the journey of community recovery.

The project saw the careful selection, preparation and planting of native trees, shrubs and grasses throughout the fire-impacted grounds of Binna Burra Lodge and surrounding rainforest to enable local fauna to return to the area. As well as assisting the recovery of the area’s environmental values, the project provided immediate and long-term social, environmental and economic benefits for the local community and the wider Scenic Rim, supporting the re-introduction of ecotourism and sustainable uses of the site sympathetic to nearby Lamington National Park.

Three of the 12 Belong trainees in the revegetation project were directly impacted by the September 2019 bushfires, either through loss of employment at Binna Burra Lodge, fighting the fires as part of the Rural Fire Service, or assisting local landholders to move cattle to safer ground. In December 2019, the trainees received a Certificate One qualification in Conservation and Land Management after completing a program that included a range of environmental projects across the Scenic Rim. Commencing in mid-2019, the trainees worked on projects at Fassifern Reserve at Frazerview, Il-bogan Reserve at Beaudesert, Riverbend Reserve at Canungra, Pioneer Reserve at Beechmont, Yellow Pinch Reserve at the base of Mount Barney and the Shelf Road Reserve on Tamborine Mountain as part of the Queensland Government’s Skilling Queenslanders for Work Program.

Council’s partnership with Belong Employment has grown from strength to strength through a shared passion for the environment and helping locals improve their employability through an 18-week schedule of work to support the regeneration of public spaces in the Scenic Rim.

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MEETING THE CHALLENGE OF CLIMATE CHANGE Council put the issue of climate change on the agenda in 2019, agreeing to move towards the development of a Climate Change Statement of Intent in 2020. Following a minute tabled by Mayor Greg Christensen at the December 2019 Ordinary Meeting, Councillors agreed to discuss proceeding with a Climate Change Statement of Intent at Council’s first meeting in January 2020.

The 2018 review of the Scenic Rim Community Plan 2011-2026 - which aims to ensure the long term economic, social and environmental sustainability of the region - identified that climate change and adaptation present a challenge, require an outcome and are priorities for attention to secure the best future for the region.

While Council had already undertaken a wide range of activities to address climate-related impacts, it moved to develop a Climate Change Statement of Intent, to complement the Community Plan and inform further responses to climate change.

Recognising the community holds wide and diverse views on climate change, Council’s Climate Change Statement of Intent will be based on science, providing a platform for unifying efforts across the region to secure a sustainable future for the Scenic Rim. While the future presents many challenges, Council is well placed to work with local communities, businesses, industries and other levels of government in mitigating and adapting to climate change.

An interim statement of intent was adopted by Council in January 2020 and its development has been a priority for the new Council following the local government elections in March. The final Climate Change Statement of Intent is expected to be put out for public consultation early in the 2020-21 financial year.

ENVIRONMENTAL MANAGEMENT Number of new Voluntary Conservation Agreements

LOOKING AHEAD Council will continue to work in partnership with the community to conserve and enhance the region’s natural values, providing $103,000 for the Environmental Grants Program in its 2020-21 Budget. Land For Wildlife property inspections and other environmental management activities, which were disrupted by COVID-19, will resume in 2020-21.

2016-17

2017-18

2018-19

2019-20

3

2

0

0

LAND PROTECTED UNDER ENVIRONMENTAL MANAGEMENT PROGRAMS Bushland reserves

152

152

152

152

Land for Wildlife properties

235

238

287

287

Environmental Grants

14

14

22

29

Conservation Agreements

16

21

21

21

7,290

6,678

7,840

5684

620

199

497

266

COUNCIL NURSERY TREES PLANTED Distributed under Free Trees Program Trees planted in parks, gardens and cemeteries Shrubs, grasses and ground covers planted in parks, gardens and cemeteries

12,625

18,885

10,605

20,047

Rural Trees Program, National Tree Day and in-kind donations

929

1424

NA

NA

Other plants distributed or planted (e.g. naturalisation ceremonies)

NA

NA

164

110

21,464

27,186

19,106

39,080

32,160

12,026

10,073

11,557

Habitat Trees Initiative

9,078

4,926

1,060

6,400

Community Trees Initiative

16,514

7,893

12,216

4,307

Total SCENIC RIM ONE MILLION TREES PROGRAM Rural Trees Initiative

River Trees Initiative

NA

550

13,181

2,638

Revegetation Projects (Green Army/Energex/Healthy Land and Water)

29,396

11,183

9,956

5,480

TOTAL

87,148

36,578

46,486

30,382

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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Sustainable Prosperous AND

ECONOMY

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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An enhanced regional brand underpins sustainable economic growth for business, strong local employment opportunities and high-performing primary production and tourism industries

PUTTING THE SCENIC RIM BACK ON THE MAP

MARKETING JOB AND TRAINING OPPORTUNITIES

The first stage of a new destination marketing campaign was launched in November 2019 to reposition the Scenic Rim on the tourism map and bring visitors back to the region following the September bushfires in the region’s east. Made possible by a contribution of $100,000 from Tourism and Events Queensland, as well as a donation by creative agency Brother and Co, the campaign to promote the region’s visitor values pitched the Scenic Rim as “The richest place on earth … in Australia” and began its roll-out ahead of the peak summer holiday season.

The wealth of local employment and training opportunities was showcased at Council’s inaugural Scenic Rim Jobs and Skills Fest in November 2019. Some 34 local employers and training providers, ranging from Aldi Supermarkets to Yourtown, set up stalls in The Centre Beaudesert to market their employment and training opportunities to secondary students, job seekers and workers considering a career change or simply upskilling.

Drawing a crowd of almost 200, the event was presented as part of Council’s Regional Skills Investment Strategy, which is proudly supported and funded by the Queensland Government.

While the bushfires affected only a small percentage of the region, the perception of devastation resulted in a significant number of cancellations by potential visitors, with accommodation and tourism operators continuing to feel the pinch several months after the localised disaster. The wider Scenic Rim suffered ongoing economic impacts of the September bushfires, compounded by the November 2019 bushfires in the region’s west, from the flow-on effect to many businesses which support tourism operators by providing goods and services.

This initial destination marketing campaign highlighted the natural beauty, country charm and unforgettable visitor experiences offered by the Scenic Rim and featured 18 highprofile electronic billboard sites across Brisbane and the Gold Coast, as well as three 15-second videos shown across digital channels and sponsored posts on Instagram. This paid advertising complemented the media exposure generated

by Council, including blogs on some of the most widely read tourism sites, and coverage on television programs including Queensland Weekender and Great Day Out. Council partnered with 25 of the region’s tourism operators to offer special deals on its visitscenicrim.com.au destination website as part of the campaign and acknowledged the generosity of the Brother and Co agency, which donated its services to help in the region’s recovery. The second phase of the Richest Place on Earth…in Australia campaign, which included television commercials in addition to outdoor, digital and press advertising, was developed to commence early in 2020-21, with additional bushfire recovery funding from the Australian and Queensland Governments.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

The Jobs and Skills Fest identified 179 job opportunities and generated more than 315 expressions of interest for these positions. While the Scenic Rim’s regional economy is diverse, it continues to rely on its key industries of agri-business, tourism, health and wellbeing, along with key service sectors and construction. Over the next two decades, creating valuable jobs for locals will be a focus of Council’s economic development activities as it seeks to continually build a more diverse, sustainable and vibrant economy.

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WINNING NATIONAL RECOGNITION

DRIVING ECONOMIC GROWTH AND SUSTAINABILITY

The Scenic Rim achieved national recognition in August 2019, judged Australia’s most outstanding foodie region by some of the nation’s best chefs and food industry leaders. Winning the ‘Outstanding Region’ trophy at the prestigious delicious. Produce Awards in Sydney, the Scenic Rim shone on the national stage for its authentic local food movement, underpinned by the highly successful annual Scenic Rim Eat Local Week initiative.

Council’s five-year economic development strategy, adopted in February 2020, provides clear direction and a roadmap for the region’s future economic growth and sustainability. Central to the Scenic Rim Regional Prosperity Strategy 2020-2025 is the goal of creating valuable jobs for local people to build a more diverse, sustainable and dynamic economy, aligned with the initiatives of the Community Plan and the Corporate Plan.

The comprehensive Regional Prosperity Strategy recognises the importance of partnering with the Scenic Rim business community to build a better future for the region.

Scenic Rim Eat Local Week was also a winner at the National Economic Development Awards in Adelaide in October 2019, taking the award in the Single Event or Activity category. The Scenic Rim outshone a record number of entries from across Australia, including fellow events category finalists Southern Grampians Shire Council and Logan City Council, to win the award. Council’s award submission was based on the success of Eat Local Week 2018, which drew 40,000 people to the region and contributed more than $2 million to the local economy.

Through initiatives such as Scenic Rim Eat Local Week and the year-round Eat Local Scenic Rim ‘accredited locavores’ program, Council has provided an opportunity for producers to collaborate and cross-promote to create strong working relationships built on a shared passion for a stunningly beautiful and productive region. Council’s small and dedicated team behind Scenic Rim Eat Local Week has worked closely with local food and beverage producers to create a grassroots movement, connecting consumers with producers, to not only strengthen the local economy but also the social fabric of the region.

ATTRACTING INVESTMENT An Investment Attraction Incentives Program, adopted by Council in January 2020, will give the Scenic Rim a competitive edge and make it easier for business to thrive in the region.

The program aims to attract investment, that will drive jobs and growth in the Scenic Rim, consistent with the shared objectives of the Scenic Rim Community Plan 2011-2026.

While the Scenic Rim faces a number of challenges over the next two decades, the strategy embraces available opportunities and outlines the actions needed to capitalise on those. The region’s economy is underpinned by its strong agricultural industries which, along with the Scenic Rim’s vibrant tourism sector that is growing each year, contribute around 25 per cent to the annual Gross Regional Product of $1.9 billion. Other rapidly growing sectors in the Scenic Rim include health and wellbeing, transport and logistics, creative industries and business development services. Major infrastructure projects such as Inland Rail and the expansion of large-scale industries, primarily in the Bromelton State Development Area, will help to attract investment.

In 2019-20, Council initiated a Bromelton Steering Group including a range of stakeholders who met regularly during the year to identify any obstacles to development at the Bromelton State Development Area and work collaboratively to resolve these issues. The remit of this group was subsequently broadened, becoming the Scenic Rim Strategic Coordination Group and including other developments such as the proposed Scenic Rim Agricultural Industrial Precinct and the Beaudesert Enterprise Precinct.

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Existing businesses and new investors will benefit from a case management approach by Council, which may include support ranging from concept meetings and pre-lodgement meetings through to assistance with development applications. Council will also work with eligible businesses to ease the pressure of Partnering infrastructure charges, with the program offering the potential to for defer infrastructure charges on a case-by-case basis.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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SUPPORTING LOCAL EMPLOYMENT

PIVOTING EAT LOCAL WEEK

Local jobseekers and employers are now able to connect more easily, following the launch in May 2020 of a new Scenic Rim Jobs online ‘talent community’ portal to support local employment. The portal provides a one-stop shop where Scenic Rim residents looking for local work can build and upload resumes and apply online for local jobs, and where local businesses can post vacancies and fill roles with skilled local people. It also provides access to information to help jobseekers explore career pathways and access training opportunities.

COVID-19 forced the cancellation of Scenic Rim Eat Local Week, which was to have celebrated its 10th anniversary from 27 June to 5 July 2020. Annually, Eat Local Week attracts as many as 40,000 people to the Scenic Rim and contributes some $2 million to the local economy, so the announcement of its cancellation on 31 March 2020 was a major disappointment to Council, to the many local businesses involved in the event and to the many loyal fans from the region and beyond who regularly attend the program of events. As part of its Economic Stimulus Package developed to address the impacts of COVID-19 and, in particular, to help minimise the impacts of the cancellation of Eat Local Week 2020, Council worked closely with the region’s food producers to develop a sales, logistics and delivery solution to deliver growth opportunities, through supporting the launch of Scenic Rim Farm Box.

The site was launched to address one of the findings that became evident during the development of the Scenic Rim Regional Prosperity Strategy, which showed that 40 per cent of working people living in the region travelled out of the Scenic Rim each day to work in Gold Coast, Brisbane, Ipswich and Logan. The lack of local jobs has also forced many young families, who moved to the Scenic Rim for its lifestyle and affordability, to leave the region to move closer to employment opportunities.

The Scenic Rim Jobs site was developed with support from the Queensland Government’s Regional Skills Investment Strategy Project and complements the Scenic Rim Regional Prosperity Strategy 2020-2025. Regional Skills Investment Strategy projects promote local training pathways tailored to local employment opportunities through industry collaboration on current workforce training and skills issues in priority industry areas.

Council will continue to work in 2020-21 with local businesses, to understand the future skills needs of their workforce, and with training providers to ensure there is an opportunity to deliver local training for Scenic Rim workers. Funding from the Department of Education, Small Business and Training enabled Council to engage a Regional Skills Investment Strategy Coordinator for two years to assist workforce development in the region. In the first 12 months, engagement with more than 330 employers supported 139 businesses to achieve employment outcomes and 176 businesses with training outcomes.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

The new Scenic Rim Farm Box initiative, developed by local vegetable grower and processer Kalfresh, received Council support to augment their own significant investment, and launched on 17 April to 2020 to deliver the best of the Scenic Rim to households in Brisbane and beyond. The first boxes were delivered in early May, filled to the brim with farm-fresh, seasonal goods and products grown or made in the Scenic Rim. Suppliers to Scenic Rim Farm Box must be Eat Local Scenic Rim Accredited Locavores or be able to meet the same criteria. They must also meet food safety, capability and quality requirements as assessed by Scenic Rim Farm Box. As well as filling the gap left by the cancellation of Eat Local Week, the Scenic Rim Farm Box initiative has helped to keep jobs in the Scenic Rim and strengthen the region’s connection with consumers.

Building on the agricultural community’s stoic spirit that has seen the region rise to many decades of challenge and change, the long-term benefits of the farm box concept will go beyond the COVID-19 situation. In its first three months of operation, 2,000 boxes, worth more than $360,000 to the region’s producers were dispatched and more than 40 local producers, offering more than 160 products, were involved as suppliers. The project generated 18 direct casual jobs, equivalent to 10 full-time positions, and additional indirect jobs supported by the 40 businesses supplying produce to the operation.

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MINIMISING LONG-TERM ECONOMIC IMPACTS As previously outlined, an economic stimulus package to minimise the impact of COVID-19 on the Scenic Rim’s economy was approved by Council in March 2020. The initial Scenic Rim Economic Stimulus Package: COVID-19 was approved until 30 June 2020 and complemented the stimulus packages previously announced by the Australian and Queensland governments.

It provided a foundation for the region’s recovery, supporting Scenic Rim communities and local businesses to manage shortterm cash flow and help keep people employed, to minimise the long-term impact of COVID-19 to the local economy. More than 90 per cent of the Scenic Rim’s 4,500 businesses are small businesses, supporting the regional economy and providing jobs for local people. Key features of the package included: Adapting rates policy

• Council suspended the application of interest for all ratepayers with outstanding rates and charges for the period of 1 March to 30 June 2020.

• Council suspended ongoing debt recovery action in relation to overdue rates.

Prioritising payment of invoices for local businesses

• Council expedited payment of all certified invoices from local suppliers within seven days, once received by Council, to support local businesses’ cash flow (terms were previously 30 days).

Prioritising procurement with Scenic Rim-based businesses

• Council ensured all requests for quotes, where appropriate,

include at least two local businesses to increase the share of local spend.

Refunding of fees and charges

• Council refunded booking fees paid for any cancelled events at venues owned and operated by Scenic Rim Regional Council.

Providing rent relief

• Council provided, on a case-by-case basis, rent relief for tenants of Council-owned commercial properties who required support.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Modifying planning and development

• Council suspended the recovery of infrastructure charges.

• Council temporarily provided flexibility outside of some development conditions (where health and safety were not affected).

Supporting Scenic Rim businesses

• Council’s dedicated Regional Prosperity team assisted the

business community by responding to emerging needs and helping them to access available Australian and Queensland Government support.

• Council assisted businesses in accessing external independent mentors for tailored financial mentoring and business planning support.

• Council provided access to an external, independent counselling service for business owners and operators needing support.

• Council worked with the region’s agri-businesses and food

producers to develop Scenic Rim Farm Box, a providore sales, logistics and delivery solution to open up growth opportunities.

• Council shared information its website and social media

platforms about new and existing services being offered during COVID-19, such as restaurants offering takeaways.

• Council launched the One Scenic Rim campaign to encourage regional pride and support local spending.

• Council maintained previously allocated events sponsorship funding for events that were postponed.

Supporting community and culture

• Council moved to assess applications submitted under Round 2 of Council’s Community Grants, with a view to providing more flexibility under the grant guidelines.

• Council’s Community Development team continued to provide support to community groups and organisations.

The Scenic Rim Economic Stimulus Package: COVID-19 also included advocacy to other levels of government to obtain funding for the Scenic Rim to reduce the pandemic’s economic impact on the community.

SUPPORTING ECONOMIC RECOVERY

ADVOCATING FOR SUPPORT

Scenic Rim communities and businesses were asked to show their local pride and support for the region’s economic recovery by uniting behind the One Scenic Rim campaign launched by Council in May 2020.

Council welcomed the announcement in December 2019 of a $2 million tourism recovery package funded jointly by the Australian and Queensland governments under the Disaster Recovery Funding Arrangements. Working with a range of parties - including the Queensland Reconstruction Authority, Department of Innovation and Tourism Industry Development, Department of Small Business, Education and Training and many of the region’s hundreds of tourism and hospitality businesses Council advocated for much-needed support following bushfires which devastated the Scenic Rim’s tourism industry.

As social distancing and isolation became the norm during COVID-19, the One Scenic Rim campaign aimed to bring the community together as one, as the region faced one of its greatest ever economic and social challenges.

Building on the community spirit that came to the fore during floods, droughts and the bushfires of 2019, the One Scenic Rim concept was developed as an extension of the work by Council and Visit Scenic Rim to support local businesses during COVID-19.

It began early in the COVID-19 journey when Council developed and broadly distributed a brochure urging members of the community to look out for one another and promoted the importance of supporting local businesses through its Visit Scenic Rim and Eat Local Week digital platforms.

While the One Scenic Rim concept was created by Council, it is seen as a long-term regional brand with key messages that will be owned by the entire Scenic Rim community - residents, businesses, Council employees and visitors to the region. All were invited to embrace One Scenic Rim by:

• supporting local businesses and buying locally wherever possible

• showing pride and pledging support by using the

#onescenicrim social media assets and pledging support to buy locally

• sharing stories on social media and showing regional pride by using the #onescenicrim, and

• adding their business or community group to Council’s online directory to reach the Scenic Rim community.

Although only a very small percentage of the region was directly affected by the September and November bushfires, Council calculated the economic impacts to the region in excess of $10 million, with annualised impacts several times that amount, as the perception that the region was unsafe to visit prompted numerous cancellations and the discontinuation of bookings.

The $2 million of federal and state government funds were allocated to tourism marketing and appointment of industry recovery officers to help attract visitors back to the region.

In May 2020, the Queensland Government announced funding of $1.8 million for an exciting tourism development Hazelwood Estate at Beechmont through the Attracting Tourism Fund.

Council welcomed the announcement as a significant step forward for the Scenic Rim in its recovery from the impacts of bushfires and COVID-19. Hazelwood Estate, whose luxury accommodation is expected to open in early 2021, is tipped to attract an extra 18,000 tourists annually to the Scenic Rim, offering visitors another way to enjoy the stunning natural environment of Beechmont and neighbouring Binna Burra and pumping an extra $4.5 million into the economy.

In 2019-20, Council’s advocacy work helped secure $145,000 of funding for a new event for the region, POPera in the Paddock, to be delivered in conjunction with the Queensland Music Festival at Beechmont in 2021.

Council also strongly advocated for $1.67 million in Queensland Government funding for Bina Burra to develop a Via Ferrata, which will be Australia’s first permanent cliff climbing and adventure course attraction.

Another new event for the region, the Great Gondwana Festival, also secured Australian Government funding. All of these events and attractions will support employment opportunities, visitors to the region, as well as further cementing the Scenic Rim as a favourable visitor destination.

LOOKING AHEAD Council’s second Economic Stimulus Package, announced in July 2020, will build on the first round of economic stimulus initiatives from 2019-20, with one of the key features being the expansion of the Financial Hardship Policy to include commercial ratepayers.

Other new initiatives in this package include a Façade Improvement Scheme for businesses, Digital and E-commerce Grants and a Business Resilience Program.

Work will continue in 2020-21 on the implementation of the Regional Prosperity Strategy and the second phase of the Richest Place on Earth…in Australia destination marketing campaign.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Open

AND

Responsive GOVERNMENT

Ethical and transparent leadership supports the diverse needs of our community via a high-performing and financially sustainable organisation FOSTERING A CULTURE OF CONTINUOUS IMPROVEMENT

ENGAGING WITH OUR EMPLOYEES

Council is committed to fostering a culture of continuous improvement. The appointment of a new General Manager People and Strategy in January 2020 has seen a renewed focus on building team capability and an investment in streamlining processes and practices to improve team capacity and deliver higher levels of efficiency. This included a resourcing review and the initiation of an employment policy framework review.

Council recognises the importance of facilitating a productive, engaged and stable workforce and supported the well-being, inclusion and enhanced experience of employees in 2019-20 through:

The remarkable capacity of Council’s workforce to adapt to rapidly changing circumstances was seen in the succession of disasters - drought, flood, fire and the COVID-19 pandemic that impacted the Scenic Rim community in 2019-20. COVID-19 presented unprecedented challenges and risk to Council’s workforce, operations and communities.

Council responded promptly and proactively by initiating a COVID-19 Special Disaster Management Steering Committee and implementing a COVID-19 Risk Action Plan with business continuity and workforce contingency planning. With a focus on business continuity, workforce retention and the safety and well-being of Council employees, a working-from-home framework was promptly developed in response to Queensland Government directives.

More than 50 per cent of the workforce - approximately 230 employees - transitioned to working from home. Employees who were responsible for delivering programs and activities impacted by closures in response to COVID-19 health directives .were re-deployed to support emergent service demands.

Operational changes were enacted to mitigate risk for fieldbased workers, industrial instrument provisions were strategically relaxed to facilitate additional leave options for employees and preventative action was taken to support the mental and physical well-being of the workforce. The success of these measures meant there was no stand-down of employees as a result of the COVID-19 pandemic.

• recruiting and retaining a workforce that continues to reflect the diversity of the community

• empowering a motivated workforce to shape employment success

• improving awareness of Council’s Employee Assistance Program (EAP) and support services, by promoting the importance of mental health and wellbeing and raising awareness of domestic and family violence, and

• recognising valued employees for their service delivery in line with Council’s values.

• A culture of positive and collaborative relationships between

employees, leaders and employee organisations and agencies was fostered in 2019-20 through:

• consistent and equitable treatment of the workforce in line

with existing legislation, industrial instruments and policies

• proactive and effective communication between employees and leaders

• a proactive approach to swiftly resolve workforce issues at the lowest level

• proactive management of performance and conduct, and • consolidation of a framework for effective dialogue and bargaining with relevant unions.

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RECRUITING HIGH-PERFORMING EMPLOYEES Enhancements to Council’s employment practices were undertaken during 2019-20 to attract, recruit and retain highperforming employees. The digitalisation of recruitment and selection processes has provided for job applications to be lodged and assessed via an e-platform and contributed to business continuity during COVID-19 restrictions.

Council offers a range of benefits including competitive salaries, superannuation and salary sacrificing schemes, to attract and retain talented employees. In 2019-20 work was undertaken to:

• improve awareness of local government employee benefits,

including salary packaging and superannuation co-contribution opportunities

• establish workforce data reporting and analysis processes, and • provide workforce flexibility to balance work, financial and personal commitments and retain a productive workforce during the COVID-19 pandemic.

BUILDING WORKFORCE CAPABILITY Council recognises the importance of investing in learning and development initiatives to enable employees to work towards achieving the shared vision for the region’s future as identified in the seven themes of the Scenic Rim Community Plan. In 2019-20, on-the-job and off-the-job pathways to learning were provided by Council to employees.

To build a more skilled and agile workforce, Council has collaborated with the Department of Education, Small Business and Training to identify government funding opportunities to assist employees in developing workplace skills and technical knowledge. In 2019-20, skills shortage priority groups were identified, two apprentices and four trainees completed their training and a subsequent 2020 intake of two apprentices and five trainees commenced training. In addition, a bid was lodged with the Local Government Association of Queensland for a 2021 intake.

As well as promoting training and employment opportunities within the Scenic Rim, a job fest careers day hosted by Council in November 2019 helped to raise awareness of the career, training and apprenticeship initiatives and opportunities available within Council.

The introduction of existing workers to traineeships in civil construction and the facilitation of legislative compliance training and professional development opportunities affirms Council’s commitment to building existing worker capability through formal training.

WORKING TOWARDS A NEW CERTIFIED AGREEMENT The establishment of a Joint Consultative Committee (JCC) in 2018-19 provided a forum for Council, relevant unions and employees to discuss and share information about current employment terms and conditions and policies, procedures and concerns relating to Council’s workforce. Council’s diverse workforce is represented at JCC by the Australian Workers’ Union Queensland, the Transport Workers’ Union, Professionals Australia, the Australian Manufacturing Workers Union Queensland, the Construction, Forestry, Mining and Energy Union and The Services Union.

A revised JCC Terms of Reference was adopted in early 2020 and Council commenced preparations for enterprise bargaining.

Although the existing Certified Agreement nominally expired in 2014, Council has continued to implement administrative salary increases for its employees on an annual basis, as a gesture of goodwill and in recognition of the ongoing commitment and dedication of its workforce. While the opportunity to modernise the industrial instrument through enterprise bargaining

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

was delayed due to COVID-19 restrictions, it is hoped that negotiations to establish a new Certified Agreement will commence with the relevant unions in the first half of the 2020-21 financial year.

ENSURING A CULTURE OF WORKPLACE HEALTH AND SAFETY Council’s team approach to workplace health and safety aims to ensure that all employees ‘think safe, work safe and go home safe’. The health and wellbeing of employees, their families and the broader community is supported by Council’s wide range of work health and safety (WHS) processes and procedures.

In 2019-20, the focus was on the induction of employees engaged by Council to ensure compliance with Council’s standards, particularly during COVID-19. The Work Health and Safety team’s development of an online WHS induction, which was subsequently user tested and trialled, enabled 15 new employees to complete their induction during COVID-19 restrictions and ensured Council continued to meet its safety obligations during the pandemic.

An audit of Council undertaken by Local Government Workcare (LGW) in the first quarter of 2019-20, included scheduled meetings with employees from all levels of the organisation and site visits to all areas within the region. The audit was carried out to:

• ascertain Council’s compliance with the performance benchmark set by LGW for self-insurance purposes

• identify WHS risks that may impact the business and/or the welfare of Council employees

• identify organisational gaps and opportunities for improvement • assess the effectiveness of the documented Workplace Health and Safety Management System, and

• assess WHS performances at different levels and functions across the organisation.

Council received an overall performance score of 66.5 per cent, which included eight non-conformances, against a benchmark of 70 per cent. Council acted quickly to resource a project to address the audit’s recommendations, with significant progress made in 2019-20 against the prioritised actions.

Good practices highlighted during the audit were Council’s:

• safety culture • consultation, communication and access to information • planning – risk identification • safety operating procedure – inductions • emergency management • maintenance and testing programs, and • housekeeping practices.

Council’s focus on safety is reflected in its information sharing with employees and monitoring of compliance. Employees are required to complete monthly work health and safety questionnaires and the monthly employees newsletter includes a topical item relating to workplace health and safety.

Safe work practices and reduced lost-time injuries across Council’s workforce have resulted in a reduction in Council’s workplace insurance premiums. To consolidate on its improved safety statistics, Council’s investment in health and wellbeing activities for employees in 2019-20 included safe work month sessions featuring motivational guest speaker and safety advocate, Garry Nichols from Worksafe Queensland. His passion for workplace safety, inspired by an incident that almost cost him his life, left a lasting impression on the 188 employees who each attended one of three sessions presented in November 2019.

The table below captures Council’s workplace incidents that have resulted in lost time and days lost due to injuries.

FINANCIAL YEAR

LOST TIME INCIDENTS

DURATION RATE

LOST TIME INJURY FREQUENCY RATE

2019-20

6

170 days

9.24

2018-19

7

61 days

10.99

2017-18

5

252 days

7.58

PROVIDING ASSURANCE Council’s Assurance Framework was further strengthened in 2019-20 with the insourcing of its internal audit function, which was combined with risk management and business improvement. The internal audit function supports the move towards more efficient and effective processes and systems, aligned with Council’s focus on continuous improvement and aims to:

• provide assurance that processes and internal controls are in place to ensure accountability and compliance

• provide assurance that Council’s systems produce expected outcomes

• identify opportunities for improved performance and efficiencies, and

• identify processes to reduce Council’s risks.

During 2019-20, Council’s new Internal Audit Charter and Internal Audit Manual were created and approved. In addition a new annual and three-year Internal Audit Plans were approved and new Audit Issue tracking software was installed. Reviews focused on Council’s Policy Register and Associated Procedures and its fraud and risk management structure. A Continuous Assurance Program, using new data-analytical software, was commenced and oversight was provided for the implementation of recommendations from reviews of Council’s cyber security and work health and safety processes.

Council’s Audit and Risk Committee’s Terms of Reference were reviewed and two new independent members, with a wealth of industry experience, were appointed to the committee, taking up their positions in June 2020.

APPOINTING NEW AUDIT COMMITTEE MEMBERS Council’s Audit and Risk Committee changed substantially in 2019-20 with the appointment of two new, independent members and the retirement of Councillor Nigel Waistell prior to the March 2020 local government elections. Cr Waistell’s position on the committee was filled by newly elected Councillor Derek Swanborough and two new independent members were recruited as the terms of Chair Jason Evans and Amanda Pafumi expired. Mayor Greg Christensen is the only member to have served on the previous committee of four.

Council sought individuals of a high calibre for the two independent member positions and appointed Stephen Coates as Chair and Melissa Jacobs following an extensive recruitment and selection process. Mr Coates is the current President of the Institute of Internal Auditors Australia and Mrs Jacobs’ recent experience included the management of risk on the Gold Coast Commonwealth Games Committee. The risk management model she developed for the Commonwealth Games was commended by the Queensland Audit Office as a benchmark for risk management practices.

As required under the Local Government Act 2009 and the Financial and Performance Management Standard 2009, Council’s Audit and Risk Committee meets quarterly. The Audit and Risk Committee has been established to:

• provide Council with assurance that all financial and non-

financial internal control and risk management functions are operating effectively and reliably

• provide an independent review of Council’s reporting functions to ensure the integrity of financial reports

• provide strong and effective oversight of the internal audit function

• provide oversight of the implementation of accepted audit recommendations, and

• ensure that Council effectively monitors compliance with

legislative and regulatory requirements and promotes a culture committed to lawful and ethical behaviour.

Stephen Coates and Melissa Jacobs

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The committee does not replace or replicate established management responsibilities and delegations, the responsibilities of other executive management groups within Scenic Rim Regional Council, or the reporting lines and responsibilities of external audit functions.

As required by legislation, it provides prompt and constructive reports on its findings directly to Council and is directly responsible and accountable to the full Council for carrying out its duties and responsibilities. The committee must, at all times, recognise that primary responsibility for Council’s management rests with the Chief Executive Officer.

In discharging its responsibilities, the committee has the authority to:

• conduct or authorise investigations into matters within its

scope of responsibility and access information, records and Council personnel for such purpose

• request the attendance of any employee, including executive employees, at committee meetings

• conduct meetings with Council’s internal and external auditors, as necessary, and

• seek advice from external parties, as necessary.

In addition to the four permanent committee members, the following persons are invited to attend the committee’s meetings as observers:

• the Chief Executive Officer, all General Managers and other

relevant Council Officers such as Principal Specialist - Internal Audit, Risk and Improvement and Principal Specialist Governance and Assurance

• a person appointed by the Queensland Audit Office • external auditors and financial advisors as required, although must attend any meetings pertaining to the Annual Financial Report, and

• Councillors who are not committee members.

MANAGING RISK DURING COVID-19

Impacts of the COVID-19 pandemic have been a major focus of Council’s risk management activities from early 2020 onwards. Restrictions implemented by both the Australian and Queensland governments to ‘flatten the curve’ and slow the increasing spread of the virus began to impact Council’s operations and services during February 2020. A robust and considered risk management approach was taken to ensure a comprehensive understanding of the risks associated with COVID-19. This resulted in identifying more than 120 risks, which were mitigated by a comprehensive array of controls and treatments.

Council promptly escalated the situation to a Disaster Management scenario to address the issues with required urgency and to support the implementation of Business Continuity Plans across the organisation and ensure the continued delivery of services to the community. The risk approach was defined and agreed at a full-day risk workshop held on 16 March 2020, with subsequent meetings continuing to be held on a weekly or fortnightly basis timed with government announcements or other requirements. The Executive Leadership Team established daily meetings to facilitate the timely discussion and resolution of emerging issues at a high level.

Following governance arrangements being established to respond to COVID-19, a range of activities was quickly implemented to respond to emerging issues, which included:

• Council teams being split across locations or work sites

to ensure continuity in the event that employees from one location became infected

• contingency plans being identified for critical roles/functions • rotations of teams being established, for example to provide

for half a team in one week and the other half in the next week when a core of members was required onsite

• the roll-out of employees, who could perform their roles from home, being equipped to work remotely

• a small number of employees who could not perform their roles from home remaining in Council facilities

• field employees adapting their work practices to adhere to social distancing guidelines, and

• the rapid development of a set of guidelines to facilitate workforce management during this challenging time.

With the health, safety and wellbeing of residents, ratepayers, employees and the broader community of paramount importance, the Scenic Rim Local Disaster Management Group moved to ‘stand-up’ status on 23 March 2020, with all relevant agencies activated to support the community. Council responded quickly to the evolving health advice, implementing changes across its operations to align with increasing government restrictions.

During March 2020, Council suspended the delivery of all public programs, events and activities. The unprecedented pandemic event and subsequent government restrictions resulted in the closure of Council libraries, cultural centres, playgrounds, skateparks, barbecues in parks, public pools, camping grounds and community-leased facilities. All other essential services continued uninterrupted, including road maintenance, compliance and park maintenance, business and community support, licensing and permit applications, building/plumbing and development approvals, the customer contact call centre and Council’s waste collection, waste transfer stations and fill sites.

Innovative alternatives were developed enabling Council to safely continue its delivery of cultural, library and community programs during the COVID-19 restrictions. As restrictions in Queensland began to ease, the Scenic Rim Disaster Management Group changed its status to ‘lean forward’ on 8 May 2020, however messaging continued to be delivered to the community concerning the need to maintain good hygiene practices and social distancing according to government guidelines.

An important milestone in the region’s social and economic recovery was the Queensland Government’s stage one easing of restrictions from midnight 15 May 2020, enabling the reopening of Council playgrounds and barbecue facilities. Council libraries reopened on 18 May 2020, for a ‘click and collect’ service only, while Council swimming pools remained closed, as usual, for winter. Customer Service Centres reopened on Monday 25 May 2020, with sneeze guards and floor markers to indicate social distancing and, for the first time, Council broadcast audio of its Ordinary Meeting live via its website. On 8 June 2020, as part of its Economic Stimulus Package: COVID-19, Council announced the availability of free counselling sessions with independent professionals, Capacity Consulting, also known as Lavender House, for businesses and individuals impacted by COVID-19.

The gradual reopening of Council’s community and cultural centres was announced on 26 June 2020.

Council is currently reviewing its office spaces to determine how these might be utilised, allowing for social distancing to be practised, by employees returning to the workplace.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

DELIVERING QUEENSLAND GOVERNMENT SERVICES The Queensland Government Agent Program, which Council is contracted to deliver from the Boonah Customer Service Centre, continued to prove popular in 2019-20.

Residents within Boonah and the wider region continued to enjoy the convenience of professional and efficient service with local processing of licence renewals, driver testing, vehicle registration and applications for birth, death and marriage certificates without the need to travel to Ipswich or Brisbane.

During 2019-20, a total of 8,113 transactions were processed locally by Council’s Customer Contact Team.

FOCUSING ON OUR CUSTOMERS As the next stage of the Refresh and Refocus program announced in August 2018, Council embarked on a journey to improve its interactions with customers, mobilising the Customer Centricity Project in 2019-20.

The development and approval of the Project Charter and Project Plan for the Customer Centricity Project provided the framework, objectives and outcomes for the project, aligned with Council’s commitment to develop a contemporary and customerfocused organisation.

Extensive engagement and consultation were undertaken with key internal and external stakeholders to gain information to develop a modern Customer Charter, which was adopted

by Council on 22 June 2020. The Customer Charter vision, intent and commitments will be underpinned by a Customer Experience Strategy and Customer Improvements Plan currently under development.

MAINTAINING A HIGH STANDARD OF SERVICE DELIVERY Council’s Customer Contact Team embraced the challenges presented by COVID-19, continuing to deliver a high standard of service to the community through the Scenic Rim’s three Customer Service and Administration Centres.

In 2019-20, the Customer Contact Team received a total of 46,147 calls, with an extremely low abandonment rate of two per cent, and 37,932 incoming calls answered within 30 seconds.

The Customer Contact Team is passionate about providing an excellent customer experience and is committed to continually improving its service to the community. Customers have continued to prefer to telephone Council to lodge requests for services, such as a new or replacement wheelie bin, report a lost or found animal or to report damage to roads.

There was an increase of 13.2 per cent in the number of telephone calls received by Customer Contact, resulting in a request for service being generated.

A Customer Advocacy Survey - distributed to more than 8,252 randomly selected, ratepayers, residents, business owners, and community organisations across the region in November 2019 – was a key element of the Customer Centricity Project. This short two-question survey provided a wealth of information to help Council understand what it does well and what it needs to improve in the way it does business with its customers.

The survey, the first of its kind for a local government in Australia, achieved an excellent response rate of 23 per cent, which is exceptionally high by industry standards, capturing and analysing the sentiment of 1,879 customers across the region.

The survey used a Net Promoter Score, which is a globally recognised methodology to measure customer experience and provide a comprehensive picture of customers’ overall sentiment towards Council. Information from the survey was then analysed, with clear messages identified, and was used to develop the Customer Charter.

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MANAGING COMPLAINTS

RESPONDING TO INFORMATION REQUESTS

Local governments are accountable to their communities and Council welcomes feedback, whether positive or negative.

Council respects the right of individuals to lodge a complaint and is committed to managing complaints responsibly, efficiently, effectively, fairly and economically. Under the Local Government Act 2009, issues which are within the scope of Administrative Action Complaints about councils include:

The provisions of the Right to Information Act 2009 and the Information Privacy Act 2009 acknowledge the need for openness and accountability by government, balanced by the need to protect individual privacy. Information held by Council may be released administratively on request if it is in the public interest to do so, unless protected by the provisions of the Information Privacy Act 2009. Formal application processes are applied where information requests need to be assessed to determine if it is contrary to the public interest to give access.

• a decision, or a failure to make a decision, including a failure to provide a written statement of reasons for a decision

• an act, or a failure to act • the formulation of a proposal or intention, or • the making of a recommendation.

There were no outstanding Right to Information access applications at the end of the reporting period and no outstanding information privacy applications as at 30 June 2020.

RIGHT TO INFORMATION APPLICATIONS

2015-16

2016-17

2017-18

2018-19

2019-20

matter relates

On hand at start of period

1

0

1

2

2

Chief Executive Officer, and

Received

5

7

9

6

3

Withdrawn

2

4

2

3

2

Finalised

4

2

6

3

1

Outstanding at end of period

0

1

2

2

2

Scenic Rim Regional Council manages Administrative Action Complaints through a three-stage process comprising:

• Stage 1: By the Council business unit to which the subject • Stage 2: Internal review of Stage 1 decisions by the • Stage 3: External review of Stage 2 decisions by the Queensland Ombudsman’s Office.

This process has ensured that matters raised have been adequately considered, that complainants have been afforded natural justice and the complaint issues have generally been resolved satisfactorily, as shown by the table below: ADMINISTRATIVE ACTION COMPLAINTS

2017-18

2018-19

2019-20

Stage 1 complaints

Not reported

Not reported

0*

Stage 2 reviews

20

7

7

Resolved under AAC process

19

6

9

Not resolved at end of period

1

2

0

* moratorium sought from the Queensland Ombudsman’s Office around the reporting requirements.

Council is committed to dealing fairly with all complaints and the complaints process is established to:

• treat complaints about decisions and other administrative

actions of Council and complaints about minor breaches fairly, efficiently and consistently.

• provide a complaints process that is easy to understand and is readily accessible to all.

• detect and rectify administrative errors, where appropriate.

• identify areas for improvement in Council’s administrative practices.

• increase awareness of the complaints process for Council’s employees and the community.

• enhance the community’s confidence in the complaints

process and of the reputation of Council as being accountable and transparent.

• build employees’ capacity to effectively manage complaints in an environment of continuous improvement.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

LOOKING AHEAD The Customer Charter vision, intent and commitments to develop a contemporary and customer-focused organisation will be underpinned by a Customer Experience Strategy and Customer Improvements Plan to be completed in 2020-21.

With the easing of COVID-19 restrictions, it is anticipated that enterprise bargaining negotiations, to establish a new Certified Agreement, may commence with relevant unions in the first half of 2020-21.

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Relaxed Lifestyle LIVING AND RURAL

Future growth opportunities, development and innovation enhance our lifestyle and preserve our natural assets and prime agricultural land.

BEGINNING A NEW CHAPTER IN THE REGION’S DEVELOPMENT In March, the start of the new Scenic Rim Planning Scheme 2020 represented a landmark in the Scenic Rim’s development, with a single planning scheme now providing a consistent approach to development throughout the region. Formally adopted by Council on 20 January 2020, the new planning scheme aligns with the Scenic Rim Community Plan, capturing the vision shared by Council and the Scenic Rim community for the region’s lifestyle and economy.

The new planning scheme will guide the region’s development for the next 20 years, providing certainty to residents, businesses and investors in planning for future development.

It identifies land use and subdivision in particular areas and outlines Council’s plans for infrastructure to support growth and balance the Scenic Rim’s social and economic development while protecting and enhancing the region’s rural lifestyle and natural assets.

Replacing the planning schemes of the former Beaudesert Shire, Boonah Shire and Ipswich City Council areas within the Scenic Rim local government area, the new planning scheme reflects changes to the region’s economic, social and environmental landscapes, in line with Queensland Government legislative requirements.

Community consultation played a key role in shaping the Scenic Rim Planning Scheme 2020, with residents, businesses and community organisations contributing more than 560 submissions on the draft scheme during 2018 and 2019. As a result of this feedback, Council made significant changes to key policy areas that reflected the community’s views.

A focus of the planning scheme is the protection of the Scenic Rim’s natural environment, taking account of the risks of flood and bushfire in the region. It also provides for larger lot sizes for residential subdivisions in the Scenic Rim than in other areas of South East Queensland and recognises the importance of tourism in supporting rural areas.

Council has a five-year schedule for reviewing the new planning scheme following its introduction, which will incorporate matters raised during the community consultation that may require further investigation.

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STREAMLINING DEVELOPMENT ASSESSMENTS A new policy to streamline development assessments was adopted in October 2019 to save time and money for both Council and members of the business and wider community.

The policy, Providing Draft Conditions for Development Assessment and its supporting guideline, enable development assessment planners to issue draft conditions for an approval prior to issuing a formal decision notice.

The policy reflects Council’s commitment to better meet the needs of its customers and improve processes by avoiding potential delays that can restrict business and impact the local economy. Aimed to improve efficiencies and avoid unnecessary costs and delays, for both Council and applicants, it enables development proposals to be progressed while ensuring appropriate planning outcomes are achieved.

The clarification of conditions around a development application before a decision notice is formally issued means that any discrepancies can be resolved, potentially allowing the development to start without having to enter into a negotiation process that costs Council and the applicant time and money.

Introduction of the new policy has not meant a relaxation of process in assessing development applications and Council has continued to impose conditions considered necessary to protect the community and the environment.

FAST-TRACKING PLUMBING APPROVALS Scenic Rim’s approach to adapting its processes prior to Queensland’s new plumbing laws being introduced on 1 July 2019 has provided a model for other local governments.

The streamlined framework of the Plumbing and Drainage Act 2018 and Plumbing Regulation 2019 aims to deliver fast-tracked plumbing approvals to save businesses and individuals time and money and enhance community safety.

While the new laws have provided tougher penalties for plumbers, drainers and gasfitters who endanger public health and safety, they have also enabled the fast tracking of plumbing applications associated with dwellings and sheds in areas connected to water and sewerage.

Under the new laws, Council assesses plumbing applications on a two-day turnaround for premises to be connected to water and sewerage. The previous statutory assessment period was 20 days. This is a great outcome for the building industry as it helps construction progress more rapidly.

Building on its community engagement with key stakeholders, including plumbers, service agents, builders and building certifiers in May 2019, Council developed information packages which were made available on Council’s website as the new laws came into effect.

MANAGING BUILDING AND PLUMBING APPROVALS The COVID-19 pandemic has further hampered the building industry’s recovery in 2019-20, following the downturn in 201819, which was reflected in the decrease in the total number of building and plumbing approvals issued across the Scenic Rim area compared with the previous year. There was another decrease in the total number of building and plumbing approvals issued in 2019-20.

The number of building approvals issued by private certifiers decreased by five percent to 647 compared to the 2018-19 year, however the number of building approvals issued by Council rose by five percent to 166 compared to the previous year.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

The number of Class 1 dwelling building approvals issued by private building certifiers and Council certifiers totalled 197 for the 2019-20 period, with the market experiencing a decline of three per cent in new dwelling construction for the year.

Tightening access to finance and investor uncertainty, combined with the economic impacts of the COVID-19 crisis, contributed to the downturn in the building industry, which also saw a decrease of five per cent in the number of plumbing approvals issued in 2019-20, compared with the previous year. The number of regulatory plumbing inspections also decreased slightly across the region during this period.

ENSURING LEGISLATIVE COMPLIANCE Council has continued its effective delivery of services to ensure the Scenic Rim’s compliance with a wide range of local laws and Queensland Government legislation covering building, planning and the environment. During 2019-20, Council’s compliance officers responded to a wide range of customer requests relating to the Building Act 1975, the Planning Act 2016, Environmental Protection Act 1994 and local laws.

Audits of high-profile development approvals, relating specifically to quarries and ground water extraction, were carried out to ensure that residential amenity, traffic nuisance and environmental concerns were monitored.

The community’s high expectations for safe residential accommodation was reflected in the number of enquiries received in relation to individuals living in unapproved structures.

Complaints received under the Building Act 1975 related to the unlawful residential occupation of sheds and other similar structures, unlawful residential occupation of caravans, dangerous and dilapidated buildings and pool safety barriers.

The high number of complaints to Council relating to protected vegetation, waterways and wildlife reflects the premium placed by the Scenic Rim community on the region’s environmental values.

Complaints received by Council under the Planning Act 2016 in 2019-20 related to unlawful vegetation clearing, non-compliance with development approval conditions - such as quarrying and ground water extraction activities – and unapproved earthworks and unlawful land uses, for example unapproved home businesses, transport depots, tourist parks, and dual occupancies.

Water contamination complaints were investigated by Council under the Environmental Protection Act 1994.

Throughout 2019-20, Council conducted many joint investigations with officers from the Queensland Government’s Department of Agriculture and Fisheries and the Department of Environment and Science. These collaborations resulted in residents receiving information and advice which has led to improved outcomes for the region.

Council’s investigation of complaints relating to matters covered by local laws included unlawful roadside advertisements and licensing of advertising devices, goods on road reserves, unapproved driveway accesses and unlawful activities in cemeteries.

Council has taken a lead role in making positive changes to the way in which it communicates with members of the community in relation to compliance issues. Every action now taken is preceded by a telephone conversation, or personal site visit, ensuring that customers are provided with all the relevant information to empower them to make informed decisions to enable them to comply with Queensland and local government regulations.

The table below shows the types of development applications processed by Council under the Planning Act 2016 during the past four years.

2016-17

2017-18

2018-19 2019-20

Development Applications Processed - Material Change of Use

123

118

80

90

- Reconfiguration of a Lot

36

43

43

25

- Operational Works (signage)

9

7

3

2

- Change of Development conditions

12

33

27

28

- Extension of Time

10

24

14

23

- Building Envelope Approval

0

4

0

0

- Building Envelope amendment

0

15

18

8

- New lots approved

116

158

140

144

- Survey Plans signed

NA

NA

58

51

- Planning Certificates issued

NA

NA

37

26

- Flood Certificates issued - Operational Works for land development

NA

NA

103

89

NA

NA

25

30

The table below shows the applications processed by Council under the Plumbing and Drainage Act 2002 and the Building Act 1975 during the past four years.

2016-17

2017-18

2018-19 2019-20

Facilities registered under the Plumbing and Drainage Act 2002 - Backflow prevention devices

610

588

692

787

2,997

3,203

3,433

4,010

875

675

693

461

Council certified approvals issued

220

221

157

166

Privately certified approvals

649

717

685

647

Inspections performed

3,030

3,132

2,615

2,396

Approvals issued

349

416

307

293

- On-site sewerage facilities

SEEKING NATIONAL PARK STATUS FOR MOUNTAIN RESERVE Council has requested the Queensland Government to consider making a Tamborine Mountain reserve a national park due to its environmental values. In August 2019, Council declined the Department of Natural Resources, Mines and Energy’s request for Scenic Rim Regional Council to become trustee of the Queensland Government’s 92-hectare site at Wongawallan Road due to potential fire risks and ongoing maintenance costs to the community.

With significant vegetation and natural habitat, the land adjoins large areas of undeveloped land, including the Panorama Point section of the Tamborine National Park. While this provides an ideal conservation zone, Council considered the area more appropriate for national park status given the financial risks and liabilities Council would assume for fire management and ongoing maintenance costs if it was to take on the reserve.

LOOKING AHEAD A Smart Region Strategy is to be developed in the first half of 2020-21.

A grant of $37,500 from the Australian Government’s Building Better Regions Fund will contribute to Council engaging a specialist provider to assist in delivering a strategy and implementation plan with the aim of encouraging innovation in the Scenic Rim.

BUILDING APPROVALS Inspections performed

PLUMBING APPROVALS

SERVICE REQUESTS Development compliance

155

198

209

225

Building compliance

138

146

175

148

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Vibrant

Kalbar Playground

TOWNS AND VILLAGES

OUR VIBRANT TOWNS AND VILLAGES EMBRACE THEIR UNIQUENESS, HERITAGE VALUES AND SENSE OF PLACE CREATING CHARACTERFUL PLAYGROUNDS Two new playgrounds reflecting the unique character of their Scenic Rim communities were completed at Harrisville and Kalbar in 2019-20.

In line with Council’s Vibrant and Active Towns and Villages program and Playground Strategy, the Harrisville Memorial Park and the park at Kalbar’s Civic Centre were transformed by agriculture-themed playgrounds that capture the essence of their rural communities and their farming heritage.

Planning for both playgrounds considered wide-ranging community needs, incorporating all-abilities play and activities accessible from ground level.

At Harrisville, the proximity of the park to the Harrisville State School was considered in catering for a range of age groups, including younger siblings playing before and after school pickups and drop-offs.

The latest playground upgrades were part of Council’s 10-year, $2.5 million strategy that is transforming parks at key locations across the Scenic Rim. The focus of Council’s planning has been on creating spaces that are inviting for children and families and which reflect the character of their communities.

A play horse and tractor are the centrepiece of Kalbar’s playground, which includes a homestead incorporating a fireman’s pole, climbing net, climbing tunnel, crawling ramp, play desk and two slides. Harrisville’s playground features a custom farmhouse play tower incorporating music, sensory and manipulative play panels, a curly climber, climbing net and slide, with a three-dimensional climbing tunnel and characterful cow springer completing the space. Both projects reflect Council’s investment in infrastructure, which goes beyond roads and bridges, to enhance the liveability in the Scenic Rim’s towns and villages.

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REVITALISING BEAUDESERT A public information session hosted by Council in December 2019 provided a preview of plans for the revitalisation of Beaudesert. As part of Council’s Vibrant Towns and Villages program, the Beaudesert Town Centre Revitalisation project aims to deliver a built environment which resonates with residents, provides a relaxed rural atmosphere and also yields a social and economic dividend for the Beaudesert community.

The Beaudesert Town Centre Masterplan was first presented for community consultation in September 2016. Feedback was provided through both formal and informal consultation, including one-on-one one engagement with the community in the Beaudesert town centre and through a ‘question and answer’ format during trader and community forums.

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The engagement highlighted the following four key community priorities, which have been considered as part of the Beaudesert Town Centre Revitalisation project:

• greening with shade trees and boulevards • creating a community hub/destination/library/heart • creating welcoming gateways with improved amenities, and • walkable streets and linkages.

Community members were able to preview the latest Beaudesert Town Centre Revitalisation concept at an evening public information session at the Beaudesert Golf Club on 9 December 2019. The town centre design team was also available during the day at The Centre Beaudesert for one-onone discussions with community members unable to attend the evening session. With the planning and design underway in 2019-20, construction was rescheduled to 2020-21 to align with the availability of funding from the Australian Government’s Building Better Regions Fund and the Queensland Government’s Building our Regions program to reduce the need for contributions from Council’s budget. Community consultation, with focus groups including Indigenous elders, business operators, members of the agricultural community and arts group will continue in early 2020-21.

BUILDING A SENSE OF PLACE A landmark artwork telling the Scenic Rim’s stories was unveiled in December 2019 as a spectacular entry statement to Beaudesert. The installation, near Waters Creek Bridge on the Mount Lindesay Highway, represented the latest chapter in the Scenic Rim Story Marker Project that has seen the revitalisation of Scenic Rim communities through public spaces that connect people and places.

The artwork incorporated all elements of the Scenic Rim’s indigenous, environmental, colonial and contemporary heritage and was a legacy of the 2018 Commonwealth Games Shared Fire celebration from the Fire and Water Finale at Kooralbyn.

It comprises four 2.4-metre panels fabricated by local steel sculptor, Colleen Lavender, who adapted images from eight local artists, each with their own Scenic Rim story. The Scenic Rim Arts Reference Group recommended that the pieces be installed as a single work and numerous sites were considered for its location. The Beaudesert site was chosen for its natural elevation to showcase the artwork, its access to electricity for lighting the panels and a cleared area which did not require the removal of vegetation. While the individual panels reflect different aspects of the Scenic Rim, the sections were integrated seamlessly to connect the region’s inspirational stories.

The Story Marker Project is part of Council’s wider Vibrant and Active Towns and Villages initiative, which aims to revitalise Scenic Rim communities through public spaces that connect people and places. It incorporates elements of public art, signage, storytelling and place-making at key locations across the Scenic Rim at significant entry points.

The artwork unveiled at Beaudesert represents another step in Council’s journey to create a route which engages travellers with the Scenic Rim’s towns and villages and provides locals with a greater sense of community connection. The storytellers and their stories featured in the artwork are:

• Aunty Ruby Sims - The Kooralbyn Rock Wallabies • Kim Williams - The Mununjali people and the Warrajum at Ill Bogan Lagoon

• Tamlyn Geiger - The Pine Trees of Canungra • Meaghan Bailey - The Tamborine Mountain Lyrebird • Ailsa Rolley - The Night Soil Horses of Beaudesert • Leeton Lee - Story Lines Through Community • Krystie Smoothy - World War Two and the Fassifern school children, and

• Teenie Wilton - The Warrajum of the Boonah Waterholes.

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PRESERVING THE REGION’S HISTORY

REVITALISING BOONAH

More than 1,000 Scenic Rim stories were gathered, and sites of cultural or heritage interest mapped, as part of an online trails project to preserve the Scenic Rim’s history. Council worked with the Queensland Museum Network and the Scenic Rim Heritage Network in 2019-20 to identify significant stories for the region, with each story connected to a location and grouped under the themes of Environment, Indigenous, Settler, Migrant and Contemporary.

The first stage in the revitalisation of the Boonah Town Centre is part of Council’s long-term commitment to creating more liveable communities and driving the Scenic Rim’s economic development through its Vibrant and Active Towns and Villages program. With a December 2020 delivery deadline, to ensure the precinct was ready to host the traditional Christmas street parade, construction commenced in September 2019 on the final phase of works in the first stage of the landmark Boonah Town Centre Revitalisation project.

Sixty heritage stories were developed through the Scenic Rim Heritage Network of community museums, 30 stories were contributed by the Scenic Rim Writers Group and a further 20 stories were commissioned from the Ugurapul and Mununjali Indigenous communities. The Wangerriburra community was commissioned to produce a storyboard for Tamborine Mountain’s Main Street, to enhance the sense of place in a popular public space. The Story Trails project also links to 446 places of interest, 377 public plaques, 95 heritage-listed buildings across the Scenic Rim and to storyboards created as part of Council’s Vibrant and Active Towns and Villages project to revitalise communities and enhance the experience of visitors to the region. Boonah’s history, told in storyboards by authors from the Templin Museum and Iris Skinner, Wendy Creighton, John Long and Gail Wiltshire, features as a key element in the revitalisation of the Boonah Town Centre.

Council preserved an important part of Boonah’s past, funding the restoration in 2019-20 of the Boonah School of Arts advertising drop curtain. The curtain was discovered early in 2019 when Council was preparing to demolish the Boonah Sign Shed as part of the Boonah Town Centre revitalisation. Two large canvas rolls were found in the old building and were recognised as having historical significance. Commissioned by the Boonah School of Arts Committee in 1934, the advertising curtain was painted by the talented artist, Mr H. Whitman of Whitman Scenic Service, and now provides a portal into the cultural and commercial development of Boonah and the wider district.

The curtain is considered an excellent example of the ‘romantic European style’ scenic advertising drop curtain and is believed to be the most complete and original example of its type in Australia, making it an important object for research for Boonah’s history as well as the nation’s theatre arts, theatre advertising and scenic studios.

Four artists/conservators were employed in the restoring the curtain and local historical societies were engaged in researching its heritage. The curtain is now part of Council’s collection and will be added to the Boonah Heritage Trail.

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The Boonah Town Centre redevelopment features the upgrade of the courtyard outside Council’s Boonah Customer Service Centre on High Street to incorporate a shaded alfresco area and seating set amidst public artworks to create a vibrant community space. It also included the upgrade of the Walter Street car park behind the Council building, with the addition of parking spaces, disability car parking, the installation of retaining walls and construction of a covered walkway, with solar panels, connecting through to High Street. Funded by the Australian Government’s Building Better Regions Fund and the Queensland Government’s Building our Regions program in association with Scenic Rim Regional Council, the project represented the beginning of the next stage in the life of the Boonah community and surrounding district. The second stage of works in the Boonah Town Centre revitalisation are due for completion in December 2020.

Boonah is the Scenic Rim’s second largest economic centre after Beaudesert and supports the outlying areas of Kalbar, Harrisville, Peak Crossing, Aratula, Mount Alford, Roadvale, Warrill View, Rosevale, Maroon and Dugandan. It bustles with trade and community life and, while many country towns no longer have this vibrancy, Council’s vision is to keep it buzzing with the town centre providing a vibrant hub for activity and a destination for visitors and residents alike. Civic improvements that create a sense of place and reflect the unique character of the community not only add to the vitality of communities but also the local economy by driving increased commercial and retail activity.

Public artworks by members of the local creative community are key elements in Council’s plan for the revitalisation of Boonah.

Funding from the Australian Government’s Building Better Regions Fund and the Queensland Government’s Building Our Regions Fund has provided for unique works which capture the heritage and spirit of the Boonah community. The Council forecourt features a series of small bronze artworks of native animals by Catherine Anderson, seating by Sally Hart inspired by the region’s callistemons, farmyard sculptures by Blumbergville clock creator Christopher Trotter and stories about the Warrajum

by Yugurapul Elders and artists John Long and Teenie Wilton.

INSTALLING PUBLIC ART Six artists and five local businesses were employed in the creation and installation of a sculpture installed at Billabong Park, Kooralbyn, as part of the Scenic Rim Story Marker Project.

The Billabong Bird, completed in March 2020, was an exciting addition to the collection of artworks which add vibrancy to the Scenic Rim’s public spaces. Designed by local metal sculptor Christopher Trotter, whose Blumbergville Clock design has become a Boonah Town Centre landmark, Billabong Bird sits well within the natural environment and was chosen for its relevance to the region’s pioneering past and future prosperity.

Fashioned from discarded industrial materials, the sculpture references early settler John ‘Tinker’ Campbell and the water theme of the project underscores the importance of water to a region founded on agriculture.

The Scenic Rim Story Marker Project involves creating and installing public art and way finder statements at key locations throughout the region, adding to the vibrancy of open spaces for Scenic Rim residents and visitors. Improvement works were also carried out at Billabong Park in 2019-20, with a new double picnic shelter installed and barbecue and an upgrade of its underground power.

The Arts Ablaze conference and festival hosted by Council at Kooralbyn in October 2019 produced two legacy artworks for the Scenic Rim community, the Kooralbyn Mural and the Home and Monuments digital project. The Kooralbyn Men’s Shed provided the blank canvas for the mural, constructing temporary walls which were installed at the Ramada Resort, where community members and conference delegates were able to contribute to the creation of a shared artwork. Co-funded by Council and the Regional Arts Service Network, the completed mural was installed at the Kooralbyn Community Centre.

Home and Monuments were large-scale digital projection works, also created for Arts Ablaze in 2019, by internationally acclaimed projection artist Craig Walsh. Home involved stories and interviews with more than 35 residents of Beaudesert and Kooralbyn, who shared their ideas of the meaning of home.

Two key members of the Mununjali community, Uncle Bevan Page and Stacie Fogarty, were the focus of the Monuments component of the project.

The projection works first screened at the Ramada Resort Kooralbyn Valley and Bromelton House, Beaudesert, for Arts Ablaze, and were exhibited again at The Centre Beaudesert from January to March 2020. Co-funded by Council and the Regional Arts Service Network, the works will be incorporated into the project to revitalise the Beaudesert town centre. Arts Ablaze also sparked the Corroborate project, a work by members of the Mununjali community facilitated by Indigenous artist Kim Walmsley. The first stage of the project began at Arts Ablaze in October 2019 and the second stage commenced in June 2020, involving up to 100 community members in creating and painting 260 shapes cut from steel and marine ply, which will be installed in Beaudesert.

The Scenic Rim’s Aboriginal and Australian South Sea Islander heritage are commemorated in the ASSI 150 Wayfinder project, completed in June 2020 at Hopkins Park, Veresdale, north of Beaudesert. Three artists and five local businesses were employed on the project, which commemorated the 150th anniversary of the arrival of the region’s first South Sea Islanders, who were brought to Queensland to work on the Townsvale Cotton Plantation. The project, which began in 2013, was completed with the installation of seating, a bronze memorial plaque, and a storyboard featuring a range of stories and historical information

Scenic Rim’s Aboriginal and Australian South Sea Islander heritage is commemorated in the ASSI 150 Wayfinder project.

LOOKING AHEAD The first stage of the much-anticipated project to transform the Beaudesert Town Centre is set to begin in 2020-21, with Council allocating $1.459 million for works at Selwyn Street to improve traffic flow in the town centre. Council’s 2020-21 budget also provides a total of $6.64 million for the maintenance and upgrade of a wide range of facilities, including swimming pools, community halls and cultural centres, which are focal points of Scenic Rim community life.

Stage 2 of the Boonah Town Centre project, which includes the revitalisation of the High Street pedestrian footpath, dining areas and open spaces and upgrades to stormwater drainage, is due for completion in December 2020.

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Accessible

AND SERVICED

Region

Infrastructure and services support the prioritised needs of our growing community MAINTAINING AND RENEWING INFRASTRUCTURE Council’s $112 million budget for 2019-20 provided $38.73 million for roads, bridges, footpaths and drainage, in line with its commitment to maintaining and renewing infrastructure, which is a key driver of the region’s economy. A revised 10-year Capital Works Program was adopted in January 2020, identifying long-term objectives for the delivery of infrastructure to meet the anticipated growth of the Scenic Rim. A preliminary review of the Local Government Infrastructure Plan confirmed that the existing plan was current, supporting growth and that planned infrastructure is aligned with the shared Community Plan vision for the Scenic Rim as an accessible and serviced region.

INVESTING IN THE ROAD NETWORK Council’s commitment to the sustainable delivery of projects to meet long-term infrastructure needs and the demands of a growing Scenic Rim community, was reflected in its investment of more than $11.98 million in its road construction program in 2019-20. Key road projects completed in 2019-20 included a safety upgrade to a section of Munbilla Road, providing improved crest and curve alignment and visibility, which was fully funded under the Australian Government’s Black Spot Funding Program. The second stage of a major upgrade to a 1.7-kilometre section of Beechmont Road, to improve safety on a key tourism corridor, was completed at a cost of $2.7 million. Works which had commenced in late 2018-19 on stage three of the upgrade of Kilmoylar Road and a one-kilometre section of Sugarloaf Road at Mutdapilly were also completed. At Beaudesert, the intersection at Mount Lindesay Highway and Enterprise Drive was completed in preparation for the expansion of the Beaudesert Enterprise Precinct.

More than $3.05 million was allocated for road reseals across the region in 2019-20, along with $424,000 for minor works, including pavement repairs, and $332,000 for the design of future road improvement projects. The reconstruction of Meier Street, at Peak Crossing, addressed pavement failures resulting from highly reactive soils. Council’s investment of more than $11.98 million in the region’s 1800-kilometre local road network in 2019-20 reflected its commitment to ensuring the best value to ratepayers through infrastructure that provides the impetus for ongoing growth and economic development and stands the test of time.

CONTRIBUTING TO COUNCIL’S COSTS The Lions Club of Kyogle continued its tradition of contributing to the cost of maintaining a scenic route connecting Queensland and northern New South Wales, donating $10,000 to Council in 2019-20.

The club’s contribution towards Council’s cost of maintaining Lions Road, known as Running Creek Road on the Queensland side of the New South Wales border, was funded by donations to the club from motorists using the road. Constructed in the 1970s as a Lions Club project, most of the funding and volunteer labour was supplied by members of the Kyogle Lions.

In 2002, the Kyogle Lions Club donated $20,000 to Council towards the cost of sealing the road. This was in addition to another donation to Council in 2013 towards general maintenance costs.

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The table below provides a breakdown of the Scenic Rim’s transport network by road classification.

ROAD HIERARCHY ANALYSIS (KM) 2015-16 2016-17 2017-18 2018-19 2019-20

Although the Lions were made aware that Council is engaged by the Department of Transport and Main Roads to maintain Running Creek Road, they were keen to continue their contribution, which will be used to fund further road maintenance.

REPLACING AND REHABILITATING BRIDGES More than $4.08 million was allocated in 2019-20 to rehabilitating and replacing bridges throughout the Scenic Rim, which saw a further reduction in the number of timber structures across the region. Council’s significant investment in bridges is part of a long-term strategy which prioritises the renewal of the region’s ageing timber bridges with contemporary concrete or steel structures to help realise the shared Community Plan vision for an accessible and serviced region. More contemporary structures constructed with steel and concrete are safer, more resilient, require less maintenance and, importantly, are free of load limits, providing significant benefits for a rural community relying on the movement of modern heavy vehicles and farm equipment.

Major projects in Council’s 2019-20 bridge program, co-funded

by Council and the Australian Government’s Bridges Renewal Program, included the replacement of S Todd Bridge at Bromelton, and Josephville Bridge, Josephville. Other key projects included the upgrade of a culvert on Tarome Road, Tarome, which was co-funded by Council and the Australian Government’s Heavy Vehicle Safety and Productivity Program, and the completion of upgrades and associated road approaches to Cavell Bridge, Boyland; Brookland Bridge, Kagaru; and Ferguson Reserve Bridge at Allenview. Across the region, $450,000 was allocated to works on minor bridge rehabilitation and on major culverts and floodways. By the end of 2019-20, the number of timber bridges in the Scenic Rim’s network was 63, a significant reduction from 97 in 2011

- 4a Rural Connector

73

73

73

73

73

- 4b Rural Collector

122

120

120

121

120

- 5a Rural Access

303

300

301

301

299

- 5b Rural Access

352

338

334

340

340

- 5c Rural Access

348

359

362

362

362

- 5d Rural Access

474

464

463

463

462

- 5e Rural Formed

55

47

45

45

45

- 5f Rural Formed

39

38

45

45

45

- 5g Rural Unformed

18

65

65

66

66

- Unrated (parking bays, etc)

18

87

8

15

7

TOTAL 1,802 1,804 Gravel road length graded (km) 290 252 Gravel road length resheeted 201 170 (km) Gravel road shoulder 54 34 resheeted (km) Sealed roads resealed (km) including top coats replaced 71 87 under NDRRA BRIDGES Not previously CONCRETE reported TIMBER

1,808 37

1,816 153

1,819 350

289

258

144

25

34

32

12#

60

74

52

58

63

14

10

4

- Load limited below MALL*

26

21

- Load limited above MALL*

6

6

5

2

2

- Not load limited

46

5-

54

56

57

OTHER CONSTRUCTION

51

4

4

4

TOTAL

129

129

130

130

# Note 1: R educed works in 2017-18 were a result of the Infrastructure recovery program effort. *MALL - Minimum Acceptable Load Limit.

IMPROVING STORMWATER INFRASTRUCTURE Scenic Rim Regional Council’s commitment to maintaining and improving the region’s stormwater infrastructure was underpinned by a $1.08 million budget allocation for drainage improvements in 2019-20.

A project to improve drainage at Kinabalu Drive on Tamborine Mountain was completed at a cost of $341,000. Other drainage projects listed on the program for 2019-20 at Kerry Hills Estate in Beaudesert and Paradise Drive to Elbert Street on Tamborine Mountain were rescheduled to 2020-21 to allow further design investigation to provide a more cost-effective solution.

A total of $155,000 was allocated for other minor drainage works across the Scenic Rim in 2019-20.

INCREASING PEDESTRIAN CONNECTIVITY Enhanced pedestrian access and mobility were the focus of major footpath improvements during 2019-20. Works costing $35,000 were completed at Walter Street in Boonah and a new footbridge on the Cunningham Highway at Aratula was substantially completed at a cost of $373,000. The extension of Tamborine Mountain’s Long Road footpath, from Hartley Road to

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the Tamborine Mountain Sports Association, was rescheduled, commencing in June 2019 and expected to be completed in October 2020. Footpath projects planned in 2019-20 for Highbury Street in Boonah and Boundary Road to Eaglesfield Street in Beaudesert required further design investigations to resolve issues of access to underground water mains and have been rescheduled for the 2020-21 financial year. Similarly, the design of a footpath at School Road on Tamborine Mountain was rescoped, with construction rescheduled to 2020-21.

Footpath improvements carried out during the year represented a further step towards the achievement of two key outcomes of the Scenic Rim shared Community Plan vision for the Scenic Rim - an accessible and serviced region and a healthy and active community. Council’s footpaths provide important links in the transport network as the only form of un-assisted transport that many residents have, due to age, illness or other reasons that prevent them from driving. Well maintained footpaths also help to create community connections, encouraging more people to get out and about on foot. Increased pedestrian connectivity also contributes to community wellbeing, as walking is one of the easiest ways for people of all ages to boost their health and fitness.

ENHANCING SERVICE DELIVERY Council’s service delivery to communities in the region’s east was enhanced by the completion in October 2019 of a new depot at Canungra. Located within the footprint of the Canungra Waste Transfer Station on the Beaudesert-Nerang Road, the new and larger facility replaced the depot in Pine Street, enabling Council to better meet the growing needs of the communities of Canungra, Tamborine, Tamborine Mountain and Beechmont.

The new depot supports the shared Community Plan vision for an accessible and serviced region, which aims to ensure Council’s buildings and facilities meet current and predicted service level requirements. The depot’s expansion reflects the anticipated growth of the Scenic Rim and the growth in the demand for Council’s road and park maintenance services.

Beaudesert-based firm Franklin Constructions was the successful tenderer for the construction of the depot’s buildings, with Council’s own crews undertaking the bulk earthworks, pavement and surfacing.

MANAGING WASTE Council’s operation of the Bromelton Landfill has continued to achieve higher levels of service delivery, with construction of a new landfill cell completed by the end of December 2019.

Despite cost increases, Council has maintained its commitment to recycling in line with the expectations of the Scenic Rim community, which has shown a disciplined approach to reducing waste going to landfill. Council is further investigating methods of minimising waste to landfill in line with the Queensland Government’s Waste Management and Resource Recovery strategy.

Council diverts several waste streams at its transfer stations for sale as commodities. A number of tenders for services including green waste mulching and scrap metal recycling were issued during 2019-20.

Council continued to work with businesses across the Scenic Rim to raise awareness of the commercial impacts of the Queensland Government’s Waste Levy following its introduction on 1 July 2019.

As part of a zero-waste strategy for Queensland, the introductory Waste Levy of $75 per tonne for commercial operators disposing of waste to landfill aims to increase recycling and the recovery of resources. Council also worked to provide information to

businesses on how they could reduce their waste disposal costs through good separation of recyclables from general or ‘comingled’ waste and stockpiling of materials to achieve the best value for disposal fees.

Due to delays resulting from COVID-19 restrictions, Council adopted its schedule of fees and charges in July 2020 and the Queensland Government delayed the additional increase to $80 per tonne of waste disposal for commercial operators until 1 January 2021.This aimed to ensure businesses had as much visibility as possible of State Government-mandated charges likely to impact their operations.

The table below provides a three-year comparison of Council’s waste management activities.

2016-17 2017-18 2018-19 2019-20 WEEKLY KERBSIDE COLLECTION SERVICES AT END OF PERIOD (WASTE BIN ONLY) Domestic services 14,396 14,781 14,852 15,052 Commercial 1,191 1,179 1,174 1,110 RECYCLING STATISTICS GREEN WASTE MULCHED - Tonnes 5,008 4,185 3,964 3,391 - Cubic metres 16,694 13,950 13,213 11,304 GREEN WASTE RAW - Tonnes 1,558 657 - Cubic metres 10,390 4,380 Waste oil (litres) 53,900 55,000 55,880 50,520 Tyres (number) 2,220 1,944 4,221 3,900 Batteries (tonnes) 37.2 197 25.2 27.8 Scrap metal (tonnes) 1,767 1,970 1,843 1,561 Refrigeration units degassed 1,578 1,580 1,561 1,467 Cardboard (tonnes) 677 682 729 904 Mixed Recyclables (Kerbside collection, other glass 3,058 2,990 3,002 2,515 and plastics (tonnes) E-waste (tonnes) 22.78 25 30 35 WASTE PROCESSED (TONNES) 2016-17 2017-18 2018-19 2019-20 RECEIVED AT TRANSFER STATIONS - Beaudesert 1,610 1,491 1,544 1,600 - Canungra 1,218 1,183 1,200 1,319 - Rathdowney 443 450 412 394 - Tamborine Mountain 1,532 1,543 1,598 1,628 - Boonah 1,702 1,586 1,615 1,473 - Kalbar 161 149 153 154 - Peak Crossing 346 347 369 428 TOTAL 7,012 6,749 6,891 6,996 DEPOSITED INTO CENTRAL LANDFILL 40,598 39,513 34,072 31,645

LOOKING AHEAD Council’s allocation of $23.83 million to the Scenic Rim’s road and bridge network in 2020-21 represents an ongoing investment in the growth and development of the region.

The 2020-21 Budget provides $11.21 million for the maintenance of roads and bridges, $5.39 million for the upgrade and repair of bridges and $6.92 million for capital expenditure on roads, drainage and footpaths.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Healthy, engaged

AND RESOURCEFUL COMMUNITIES

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The social fabric of our growing region is friendly, active, healthy and inclusive RESPONDING TO, AND RECOVERING FROM, DISASTERS

CELEBRATING COMMUNITY ACHIEVEMENTS

In a year of unprecedented disasters, the Scenic Rim region and its community experienced devastating bushfires, flash flooding and the economic impacts of COVID-19 during 2019-20.

The strong sense of community that shone through during the dark days of the 2019 bushfires was celebrated at the Scenic Rim Australia Day Awards on 26 January 2020. More than 200 guests attended the awards presentation at The Centre Beaudesert, held in conjunction with a citizenship ceremony where a record 57 Scenic Rim community members officially became Australians.

During what has become known as the Black Summer bushfire season - a period of unusually intense bushfires throughout Queensland and Australia - the Scenic Rim region was devastated by blazes near Canungra and at Sarabah and Binna Burra in September and rural areas south-west of Boonah, including areas as far afield as Tarome and Carneys Creek, in November. Although the bushfires burned predominately in National Park areas, the community lost 11 homes and five commercial structures, including the historic Binna Burra Lodge.

The Scenic Rim Local Disaster Management Group responded to support the community and was activated for more than three months between September and December 2019. Emergency services, government agencies and non-for-profit organisations joined the Local Disaster Management Group in assisting the Scenic Rim, with Council providing significant coordination and support to ensure these services were accommodated to help meet the needs of the distressed community.

In February 2020, the Scenic Rim experienced another severe storm event, including flash flooding from heavy rainfall, that was most evident on Tamborine Mountain and the southern side of the region. Major flooding was recorded at Beaudesert and, with river levels rising, the Scenic Rim Local Disaster Management Group was activated again for four days. Road closures were monitored and river heights were observed to increase the response, if required.

The Scenic Rim has not been immune to the social and economic impacts of the COVID-19 pandemic and Council responded with the activation of the Scenic Rim Local Disaster Management Group in March. At the conclusion of the 2019-20 year, Council was continuing to monitor the COVID-19 situation and its potential impacts on the Scenic Rim’s community health, safety, and wellbeing.

With the community already suffering considerable economic and psychosocial effects from previous disasters during the year, Council and the Local Disaster Management Group has been in full response to assist the Scenic Rim community during COVID-19. In March 2020, Council adopted its first Economic Stimulus Package: COVID-19 to assist ratepayers and businesses to recover from the financial impacts of the pandemic caused by closures and restrictions. Council offered COVID-19 impacted businesses and individuals free counselling with independent professionals, Capacity Consulting, also known as Lavender House at Beaudesert.

Recovery from natural disaster events has been foremost across Council’s operations throughout the second half of 2019-20.

Roads and bridges have been reconstructed with greater resilience and assistance has been provided to sustain local businesses, including tourism operators. Council has also managed a significant number of projects to build resilience within the Scenic Rim community and local businesses and to enhance the emergency services response capability through Queensland and Australian Government funding.

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Some of the brave men and women involved in the firefighting effort were honoured with special awards, as well as the community champions who work tirelessly behind the scenes to support grassroots organisations year-round. Citizen of the Year Awards were presented in three age categories and the Mayor’s Award was presented for an outstanding individual across all categories. This year, a special Mayoral Scenic Rim Region Award was introduced to recognise the service and sacrifice of fire emergency service volunteers during the September to December 2019 bushfires across the Scenic Rim. Many of the nominees for the Citizen of the Year Awards were among those who had been involved in the firefighting and community recovery efforts.

Citizenship Day, celebrated on 17 September, was marked in 2019 with 36 Scenic Rim residents pledging their loyalty to Australia and its people, their respect for its democratic beliefs, rights and liberties and their commitment to uphold and obey its laws.

HOSTING COMMUNITY EVENTS An International Men’s Day Dinner and an International Women’s Day Breakfast Dinner were among several free events hosted by Council to bring the Scenic Rim community together in 2019-20.

Former Queensland Rugby League Footballer, Shane Webcke was the keynote speaker at Council’s International Men’s Day Dinner in November 2019. Celebrated through the theme of Making a Difference for Men and Boys, International Men’s Day encouraged men to become positive role models for a younger generation and lead by example in every facet of life. More than 180 invited guests turned out to The Centre Beaudesert to hear Shane Webcke’s down-to-earth discussion about his football career and life growing up on the family farm, which resonated with members of the Scenic Rim’s rural community.

Inspirational guest speaker Jacqui Bell, the youngest person ever to have run an ultra-marathon on each of the world’s seven continents, provided a stirring start to the day for the more than 180 guests at Council’s International Women’s Day Breakfast.

Celebrated at The Centre in March 2020, International Women’s Day provided an opportunity to acknowledge and applaud the myriad achievements - social, economic and political - of women, past and present, locally and around the world. The 2020 international theme Each for Equal recognised that equality for women is not only a women’s issue but a humanitarian imperative as women around the world strive for parity in all areas - employment, media coverage, sports and business.

September bushfire damage - Binna Burra

Incident Control Centre

Visit from Scott Buchholz MP

Scenic Rim Bushfire

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ENCOURAGING A HEALTHY AND ACTIVE COMMUNITY

Be Healthy and Active: Tennis

The growing popularity of Council’s Be Healthy and Active program saw its transition from a six-month to year-long program in 201920. Some 65 health and wellbeing activities were delivered by 42 Scenic Rim businesses and community organisations in 17 towns and villages across the region. The benefits of the program have extended beyond individual physical health and wellbeing to promoting stronger social interaction and community connection.

The COVID-19 pandemic has highlighted the importance of community connections and many Be Healthy and Active providers continued to deliver their programs online, where possible.

Since its inception as a six-month program in 2014, Be Healthy and Active has helped Scenic Rim residents overcome barriers to participation in health and wellbeing programs by providing free or low-cost activities for all ages and abilities. The program has grown to include an outdoor Bush Kindy for pre-schoolers to indoor activities for seniors. The 12-month program now includes adapted sports such as walking netball and pickleball, which combines tennis and badminton as well as outdoor sporting and recreational activities, indoor pastimes and information sessions covering topics such as health, nutrition and meditation.

Queensland Government funding through the Age-Friendly Community Grants Program in 2019 enabled 746 participants from towns including Kalbar, Harrisville, Mount Alford, Rathdowney, Tamborine, Kooralbyn and Beechmont to participate in a range of health and wellbeing activities suitable for an ageing population.

Community groups such as U3A Beaudesert, which have joined the Be Healthy and Active line-up, have trebled their participation rates in some activities. Participants have enjoyed the social connections and friendships formed through Be Healthy and Active, which provides an opportunity for local health and wellbeing providers and community organisations to raise their profile while helping to create a healthier and more connected community. Council’s funding of $100,000 for programs to improve the health and wellbeing of Scenic Rim residents has returned an estimated $1.4 million on its investment and contributed to a wealth of benefits for the wider community.

DEVELOPING A COMMUNITY AND CULTURE STRATEGY Council allocated funding in 2019-20 for the development of a new Community and Culture Strategy to consolidate key strategic frameworks and guide Council’s decision making for the delivery of community and cultural projects across the Scenic Rim. The strategy aims to create a comprehensive and prioritised roadmap that considers the social and cultural needs of the Scenic Rim now and into the future. Council has finalised the planning preparations and external partnerships will be secured in late 2020 to develop a strategy to guide Council’s community and cultural programming.

Arts Ablaze Performer

Arts Dinners Online

74

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

IGNITING ARTS ABLAZE The largest ever regional arts conference and celebration ever staged in Queensland, Arts Ablaze, lit up the Scenic Rim in October 2019. Hosted by Council, the event held at the Ramada Resort Kooralbyn Valley attracted a total of 2,799 attendees, including 449 individual conference delegates. A further 86 participants across Queensland attended via live stream, broadcast through Central Queensland University hubs, with 350 viewing recorded sessions.

The event opened on Wednesday 2 October with a smoking ceremony and welcome to country by Mununjali Ngari and Aunty Dell Paulson, highlighting the region’s rich Indigenous heritage that was celebrated by elders and community members who travelled from Yarrabah, Townsville, Blackall, Woorabinda and the Torres Strait to share their culture with the first nations of the Scenic Rim and the wider community.

Arts Ablaze. Photo by Tony de Latour

The five-day program involved 376 artists, 147 presenters, 91 arts workers and 130 volunteers. Council worked with several community groups and local artists to prepare the Arts Ablaze program that would provide a legacy for the community through skills and creative development, arts promotion and networking and the development of artworks. As a lasting legacy of the Arts Ablaze spectacular, public artworks for Kooralbyn and Beaudesert were developed through the program.

Arts Ablaze Performer. Photo by Tony de Latour

Another outcome of Arts Ablaze was the uncovering of the Mununjali Dreaming Story, Gullaninni the Water Hen, which led to weekly gatherings of emerging Indigenous dancers and training by Beaudesert dance troupe Mununjali Ngari. Filming of the story and a major corroboree were planned to be held at Beaudesert State High School as a cultural tourism initiative before COVID-19 restrictions came into effect.

Arts Ablaze not only enriched the region culturally but also provided wide-ranging economic benefits for the Scenic Rim. Some 62 per cent of contractors engaged in the delivery of Arts Ablaze were sourced from the Scenic Rim and 72 per cent of expenditure, or $183,790, was allocated to contractors and businesses in the region.

Arts Ablaze was funded by the Australian Government through the Building Better Regions Fund, and proudly supported by The Regional Arts Services Network, an initiative of the Queensland Government through Arts Queensland, The Regional Arts Development Fund (RADF), a partnership between the Queensland Government and Scenic Rim Regional Council to support local arts and culture in Regional Queensland, Central Queensland University Australia and the Ramada Resort Kooralbyn Valley.

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SUPPORTING ARTS AND CULTURE

SUPPORTING COMMUNITY AND SPORTING GROUPS

Demand for funding through the Regional Arts Development Fund has continued to increase, with high quality project applications requesting a total of $95,000 against an available pool of $25,000. By working with the South West Regional Arts Service Network, Council was able to source additional funding to enable more projects to be supported through grants.

Council’s Community Grants and Sporting and Active Recreation Grants programs in 2019-20 represented a significant investment

by Council in not-for-profit groups which help to enrich community life in the Scenic Rim.

After COVID-19 restrictions forced the closure of Scenic Rim’s cultural facilities in late March 2020, Council moved to host online school holiday activities, in partnership with Goat Track Theatre Company, and to take the Above and Below exhibition and associated workshops online. A partnership was also formed with the South West Queensland Regional Arts Service Network to assist in the delivery of Arts Dinners Online. The pivot to online delivery of the Arts Dinner program saw an increase in audience numbers, with discussion topics including Youth Arts, What Now for the Arts and Mentoring and Placemaking providing food for thought.

COVID-19 closures provided an opportunity to initiate a Behind the Scenes Project which saw research, review and inventory carried out in preparation for the development of a Cultural Facilities Audit.

The table below shows the impact of COVID-19 on functions held at the Vonda Youngman Community Centre on Tamborine Mountain and at the Boonah and Beaudesert Cultural Centres in 2019-20.

While there had been an increase in the number of Arts Dinner participants prior to COVID-19, this grew markedly with the delivery of Arts Dinners online in response to COVID-19 restrictions. An increase in attendance numbers at Boonah Cultural Centre in 201920, despite COVID-19 restrictions, was due to local government election polling taking place at that location in March.

CULTURAL CENTRES

2016-17

2017-18

2018-19

2019-20

Boonah functions held

303

305

312

243

12,961

14,170

11,216

13,392

523

539

549

404

24,145

21,147

20,573

18,847

716

664

18,683

15,563

Boonah attendees Beaudesert functions held Beaudesert attendees Vonda Youngman Community Centre community hires and events Vonda Youngman Community Centre attendees Blast into Arts attendees

3,583

3,113

2,932

2,177

Arts Dinner attendees

368

298

154

254

Arts dinner Online (Feb, April, May, June)

EVENT TYPE

791

BOONAH THE CENTRE CULTURAL BEAUDESERT CENTRE

VONDA YOUNGMAN COMMUNITY CENTRE

EVENT TOTALS

Meetings/rehearsals

285

115

160

560

Performances

19

17

8

44

Council/civic events

6

1

0

7

Cultural development events

51

11

6

68

Movie screenings

38

93

0

131

Exhibitions

3

0

0

3

Dinners

2

3

0

5

3

24

27

466

466

243

664

1,311

Forums or Expos Arts/sports activities TOTAL

76

404

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Seventy-one Scenic Rim community groups shared in more than $174,000 for the 2019-20 Community Grants Program and more than $30,000 was provided to local community groups for inkind support to build community capacity and strengthen social interaction in the Scenic Rim. Council’s Community Grants Program supports local organisations, most of which rely heavily on volunteers, that make a positive contribution to the Scenic Rim’s enviable lifestyle. Grassroots organisations play a valuable role in strengthening the social fabric of communities through special events and regular activities that celebrate the Scenic Rim’s unique identity, culture and diversity.

Nine sporting clubs shared in more than $87,000 Council’s 2019-20 Sport and Active Recreation Grants program to improve facilities and their ability to provide services in the Scenic Rim. As well as contributing to community infrastructure improvements, Council’s Sport and Active Recreation Grants have contributed to building social connections, improving information sharing and embedding a sense of local pride, to support stronger and more resilient communities.

COMMUNITY GRANTS

2016-17

2017-18

2018-19

2019-20

88

62

67

71

$112,119

$140,513

$174,014

$174,765

165

129

102

108

$58,138

$39,863

$27,064

$30,845

COMMUNITY GRANTS PAID - Number - Value IN-KIND GRANTS - Number - Value

PIVOTING LIBRARY SERVICES Innovative alternatives were developed to enable Council to continue the safe delivery of cultural, library and community programs during COVID-19 restrictions. This included the implementation of a range of online cultural and library activities to replace suspended programs and support the community following the closure of libraries on 24 March 2020. Children’s Storytime and Baby Rhyme Time sessions were delivered online and videos of these and a range of other library activities were uploaded to Council’s website.

The website was also used to share the libraries’ school holiday activities for children and assist parents in supporting their children’s education from home during school closures. The availability of a comprehensive range electronic resources - ebooks, audiobooks, puzzles and movie streaming - was promoted to the community. Responding to community needs during the COVID-19 restrictions, libraries extended their borrowing time, from 24 March to 30 June 2020, and doubled to 40 the number of items available for loan, including audio books.

With the Queensland Government’s easing of COVID-19 restrictions, Scenic Rim’s libraries reopened on 18 May 2020, for a ‘click and collect’ service only. Council will continue to explore innovative and responsive ways to continue to meet community needs and is optimistic about the range of alternative delivery mechanisms that may be possible, in addition to normal service delivery methods, as the pandemic response unwinds.

The continuing evolution of libraries as technology hubs was reflected by the arrival of Hublets at Boonah Library in late 2019 and Canungra and Tamborine Mountain branch libraries in March 2020. All Scenic Rim’s libraries now have a bank of six tablets available for use for up to two hours at a time by library members who do not have their own digital devices. Purchased with grants from the Community Gambling Fund, the Hublets allow more users to access the internet as demand for the library’s desktop computers continues to increase.

During 2019-20, participation continued to grow in the First5Forever Story Time activities and Baby Rhyme Times, hosted

by Council’s libraries to assist parents and caregivers in developing the early literacy skills of children under five years of age.

A dedicated First5Forever vehicle, which will enable these services to be provided across the region in 2020-21, was purchased with a grant provided by the Queensland Government through the State Library of Queensland.

Community consultation helped in developing a roadmap for Council’s new and improved mobile library service to be rolled out in 2020-21. In December 2019, Council approved a flexible library service to better meet the needs of the community and replace the large mobile library trailer service which had reached the end of its life.

The new service will offer contemporary library services, including access to mobile WiFi, laptops and printers. The smaller, multi-purpose library van will enable to the mobile library to visit a wider range of locations including schools, day care centres and nursing homes, which were identified as priorities during the community consultation.

Volunteers and Friends of the Library groups have continued to help make Council’s libraries vibrant community spaces and focal points for community engagement, assisting with deliveries for housebound library users, and presenting school holiday activities and programs.

2016-17 - Items borrowed

2019-20

261,384

247,973

223,530

188,309

- Internet / PC Bookings

17,733

17,610

24,188

19,812

- WiFi Internet bookings

10,040

12,962

142,807

105,591

- Items delivered to housebound customers

4,508

3,277

2,413

2,216

- storytelling attendees

5,454

5,555

6,921

4,452

- holiday craft attendees

2,886

2,623

3,178

2,778

- new members

1,952

2,185

2,093

1,479

- adult information session attendees

2,688

1,879

1,919

1,058

- adult regular program attendees

3,841

4,646

5,380

4,277

22,338

20,492

20,154

22,961

7,509

10,474

22,618

30,126

202,745

205,638

199,160

149,697

- online loans (digital resources)

Scenic Rim Libraries teams

2018-19

LIBRARIES

- reservations placed Library Assistant Rachel prepares for Story Time

2017-18

- visits to libraries

Bentley the Reading Dog

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

77

PREVENTING THE SPREAD OF DISEASE

MANAGING ANIMALS

A total of 1,655 immunisations were provided to eligible Scenic Rim secondary school students in 2019-20 to help protect the community against the spread of potentially fatal diseases.

Council’s subsidised desexing program, provided in conjunction with the Animal Welfare League Queensland’s National Desexing Network and local vets to prevent the uncontrolled breeding of cats in the Scenic Rim, was suspended in 2019-20 due to COVID-19.

Council’s School Immunisation Program, operated under an agreement between Council and Queensland Health’s Metro South Hospital and Health Services, provides free vaccinations to secondary students at Tamborine Mountain State High School, Tamborine Mountain College, Beaudesert State High School, McAuley College, Boonah State High School and The Kooralbyn International School.

The program offers Year 7 students two free doses of the Human Papillomavirus (HPV) vaccine and one free dose of the Diphtheria, Tetanus and Pertussis (whooping cough) vaccine, in line with the National Immunisation Program Schedule. Year 10 students are offered one free dose of the vaccine against the A,C,W and Y strains of meningococcal as recommended by the National Immunisation Schedule.

Following all annual immunisation clinics, data on the vaccines administered is submitted to the Australian Immunisation Register.

The table below shows the number vaccines administered to Scenic Rim secondary students through Council’s school immunisation program.

SCHOOL IMMUNISATION PROGRAM - VACCINES ADMINISTERED

Council is committed to raising awareness of the importance of desexing to reduce the numbers of abandoned and feral cats, which cause harm to other domestic animals and decimate native wildlife, in the region.

Council continues to make every effort to reunite impounded animals with their owners. In 2019-20, there was a reduction in the number of impounded cats and an increase in the number of cats impounded and re-homed, as shown by the table below.

Impounded animals which are unclaimed are offered for rehoming through a range of animal welfare organisations.

2016-17

2017-18

2018-19

2019-20

5,519

5,124

5,101

5243

304

242

196

191

Impounded and returned to owner

116

102

71

82

Impounded and rehomed

108

93

101

82

Impounded and euthanised

80

43

24

27

278

256

283

255

Impounded and returned to owner

8

13

20

12

Impounded and re-homed

161

118

103

125

Impounded and euthanised

109

125

160

118

DOGS Registered at end of period Impounded

2016-17

2017-18

2018-19

2019-20

Human Papillomavirus (HPV) Gardasil 4 three-dose course

1,732

454

NA

NA

Human Papillomavirus (HPV) Gardasil 9 two-dose course commenced 2018

NA

525

1,031

902

Diphtheria, Tetanus and Pertussis (dTpa)

524

549

571

423

Varicella (Chicken Pox)

83

NA

NA

NA

Animals reported lost

Meningococcal ACWY

NA

231

481

330

Animals reported found

78

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

CATS Impounded

ANIMALS REPORTED LOST/FOUND BY THE PUBLIC 286

42

234

148

61

7

35

25

PROTECTING COMMUNITY HEALTH Council manages diverse health services programs, enforcing a wide range state and local laws to ensure the protection of community health, safety and amenity. During COVID-19, Council worked with Queensland Government agencies, businesses and the community to ensure COVID-safe practices and that community expectations for managing the pandemic were adhered to.

Through its Food Safety Program, Council has continued to work with operators of licensed food premises to ensure that they are educated to understand the legislative requirements relating to the production of food that is safe for the community. Council’s Health Services team works closely with external agencies and other Council business units, such as Tourism and Regional Prosperity, which all have an interest in ensuring safe and flourishing businesses in the Scenic Rim. Council also manages a range of public health and amenity programs to ensure Scenic Rim residents are protected from the impacts of noise, dust, asbestos, clandestine drug laboratories, overgrown allotments and unsightly premises.

2016-17

2017-18

2018-19 2019-20

ENVIRONMENTAL AND PUBLIC HEALTH LICENSING Food

402

382

416

4

3

2

Personal Appearance Services All Local Law Licences (advertisements, kennels, events)

416 1

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LOOKING AHEAD Council’s 2020-21 Budget provides $295,000 for Council’s new-look Community Grants Program, which combines Sport and Active Recreation Grants with Community Grants to provide a wider range of funding opportunities for not-for-profit organisations across the region.

Grants applications will be streamlined in 2020-21 as Council transitions to SmartyGrants, an online grants management platform used by many Australian and Queensland Government departments and many local governments.

Council’s new and improved mobile library service will be rolled out in 2020-21, and a dedicated First5Forever van will deliver Story Time and Baby Rhyme Time activities across the region to children under five years of age subject to public health directives.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

79

80

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

STATUTORY INFORMATION This section of the report contains information which is prescribed by the Local Government Act 2009 and Local Government Regulation 2012 to be disclosed in Council’s annual report for the period.

LOCAL GOVERNMENT ACT 2009

LOCAL GOVERNMENT REGULATION 2012

Section 45 Significant business activities

Section 183 Financial Statements

(a) During the period Council operated the following Business Activities:  Roads  Waste collection  Building certification (b) None of the above activities satisfied the statutory threshold for classification as a significant business activity. (c) Council applied the competitive neutrality principle to these business activities. (d) None of these business activities commenced operations during the period.

(a) The general purpose financial statement is shown on pages 87 to 126

Section 201 Remuneration paid to Senior Management Employees The value of remuneration packages of senior management employees was: EFFECTIVE 30/06/2020 $0 - $99,999

NUMBER OF SENIOR MANAGEMENT 1*

$100,000 - $199,999

10**

$200,000 - $299,999

3

$300,000 - $399,999

1

(b) The current year financial sustainability statement is shown on page 125 (c) The long-term financial sustainability statement is shown on page 126. (d The Auditor-General’s audit reports about the general purpose financial statements and the current year sustainability statement.

Section 184 Community Financial Report The Community Financial Report for the period is shown on pages 16 to 21.

Section 185 Particular resolutions (a) At the Ordinary meeting on 3 February 2020 a resolution was passed to amend the Expenses Reimbursement Policy.

Senior Management Employees (other than the Chief Executive Officer) are defined as the General Managers or staff that are in the position to act in the capacity of a General Manager. * lists position that was only occupied in a full time capacity from 11/11/2019 ** f or 2019-20 financial year, the position of General Manager People and Strategy was occupied in an acting capacity prior to fulltime officer being appointed on 20/01/2020

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

81

Section 186 Councillors (a) Remuneration and superannuation payments to Councillors during 2019-20 were as follows: COUNCILLOR

REMUNERATION

SUPERANNUATION

TOTAL

Gregory Christensen

$129,522

$15,543

$145,065

Nigel Waistell

$58,217

$6,986

$65,203

Nadia O'Carroll#

$58,217

$6,986

$65,203

Virginia West

$68,808

$8,257

$77,065

Michael Enright

$68,808

$8,257

$77,065

Richard Stanfield#

$58,217

$6,986

$65,203

Duncan McInnes

$82,706

$7,960

$90,666

Derek Swanborough*

$10,591

$1,271

$11,862

Jeff McConnell

*

$10,591

$1,271

$11,862

Marshall Chalk

$10,591

$1,006

$11,597

#

*

# - concluded term in office following the declaration of the 28 March 2020 quadrennial local government elections. * - commenced term in office following the declaration of the 28 March 2020 quadrennial local government elections.

(b)

The cost of expenses incurred by, and the facilities provided to Councillors in 2019-20 was as follows:

COUNCILLOR

MOBILE DEVICES

COUNCIL VEHICLES

TRAINING AND CONFERENCES

TOTAL

VEHICLE KM TRAVELLED

$681

$7,404

$5,197

$13,282

45,981

Gregory Christensen Nigel Waistell

$738

$2,758

$0

$3,496

18,947

Nadia O'Carroll#

$865

$3,929

$2,691

$7,485

16,040

Virginia West

$877

$3,912

$2,714

$7,503

19,149

Michael Enright

$856

$1,389

$2,415

$4,660

10,650

Richard Stanfield#

$863

$3,782

$2,399

$7,044

20,583

$827

$5,782

$2,438

$9,047

20,914

#

Duncan McInnes Derek Swanborough

$274

$866

$0

$1,140

5,680

Jeff McConnell*

$270

$1,014

$0

$1,284

3,433

Marshall Chalk

$259

$907

$0

$1,166

5,560

(c)

*

*

Attendances at Council Meetings and Workshops ORDINARY MEETINGS (19) REQUIRING ATTENDANCE

Gregory Christensen Nigel Waistell

COUNCILLOR

SPECIAL MEETINGS (1)

ATTENDED

REQUIRING ATTENDANCE

19

19

1

WORKSHOPS (18)

ATTENDED

REQUIRING ATTENDANCE

ATTENDED

POST-ELECTION MEETING (1)

1

17

17

1

15

15

1

1

13

13

Nadia O'Carroll#

14

14

1

1

13

13

Virginia West

19

19

1

1

17

17

1 1

#

Michael Enright

19

19

1

1

18

18

Richard Stanfield#

14

14

1

1

14

14

Duncan McInnes

19

19

1

1

16

16

1

Derek Swanborough*

4

4

4

4

1

Jeff McConnell*

4

4

4

4

1

Marshall Chalk *

4

4

4

4

1

# - concluded term in office following the declaration of the 28 March 2020 quadrennial local government elections. * - commenced term in office following the declaration of the 28 March 2020 quadrennial local government elections.

Section 186 Reporting as required by Local Government Regulation 2012 The statistics for complaints made against Councillors for 20192020 FOR THE FINANCIAL YEAR 2019-2020 1. THE TOTAL NUMBER OF THE FOLLOWING (i) orders made under Section 150I(2) of the Act

0

(ii) orders made under Section 150AH(1) of the Act;

0

(iii) decisions, orders and recommendations made under Section 150AR(1) of the Act; and

0

2. EACH OF THE FOLLOWING DURING THE FINANCIAL YEAR (i) The name of each Councillor for whom a decision, order or recommendation mentioned in paragraph (1) was made

Nil

(ii) A description of the unsuitable meeting conduct, inappropriate conduct or misconduct engaged in by each of the Councillors;

Nil

(iii) A summary of the decision, order or recommendation made for each Councillor; and

Nil

3. THE NUMBER OF EACH OF THE FOLLOWING DURING THE FINANCIAL YEAR (i) complaints referred to the assessor under Section 150P(2)(a) of the Act by the local government; a Councillor of the local government and the chief executive officer of the local government.

4

(ii) matters, mentioned in Section 150P(3) of the Act, notified to the Crime and Corruption Commission

1

(iii) notices given under Section 150R(2) of the Act;

18

(iv) notices given under Section 150S(2)(a) of the Act

0

(v) decisions made under Section 150W, (a) (b) and (e) of the Act;

18

(vi) decisions made under Section 150W(a) to dismiss a complaint under Section 150X

5

(vii) referral notices accompanied by a recommendation mentioned in Section 150AC(3)(a) of the Act

1*

viii) occasions information was given under Section 150AF(4)(a) of the Act

0

(ix) occasions the local government asked another entity to investigate, under chapter 5A, part 3, division 5 of the Act for the local government, the suspected inappropriate conduct of a Councillor

0

(x) applications heard by the conduct tribunal about the alleged misconduct of a Councillor

0

* Not resolved at end of period remains outstanding from 2018-2019 Section 187 Administrative Action Complaints

Section 190 Other Matters

A report regarding implementation of Council’s Administrative Action Complaints Process is shown on page 54.

(1) The annual report for a financial year must contain the following information:

Section 188 Overseas Travel

(a)

The annual report for a financial year must contain information about any overseas travel made by a Councillor or local government employee in an official capacity during the financial year.

No overseas travel was undertaken by the Councillors or Council employees in an official capacity during 2019-2020 Section 189 Expenditure on grants to community organisations (a) Grants from Council Programs were: PROGRAM

GRANTS PAID

Community Grants Program

$205,610

Public Halls Assistance Program

$36,000

Environmental Grants Program

$99,917

Regional Arts Development Fund

$70,000

Sports and Recreation Grant

$87,710

The Chief Executive Officer’s assessment of the local government’s progress towards implementing its fiveyear corporate plan and annual operation plan.

The assessment of Council’s implementation of the Corporate Plan Scenic Rim 2023 and the Operational Plan 2019-20 is included on pages 23 to 33. (b) Particulars of other issues relevant to making an informed assessment of the local government’s operations and performance in the financial year.

Pages 25 to 33 provide a detailed assessment of Council’s performance for the year. (c) An annual operations report for each commercial business unit.

Council did not operate any commercial business units during 2019-20. (d) Details of any action taken for, and expenditure on, a service, facility or activity supplied by another local government under an agreement for conducting a joint government activity and for which the local government levied special rates or charges for the financial year.

Council did not levy any special rates or charges for a service, facility or activity supplied by another local government. (e) The number of invitations to change tenders under Section 228(7) during the financial year.

No invitations to change tenders were issued during the year.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

83

(f)

A list of registers kept by the local government.

The following registers were kept by Council during 2019-20:

As part of Council’s commitment to preserving the environment, a whole or partial concession on the General Rate was provided to owners of land who entered into a Voluntary Conservation Covenant and/or a Voluntary Conservation Agreement, depending on the portion of the area of the conservation area defined in the Voluntary Conservation Covenant/Agreement for the total area of land.

- Register of Interests - Outcomes of Complaints against Councillors

- Register of Delegations - Council Policies

Fees

- Register of Local Laws - Register of Cost Recovery

In 2019-20, Council granted a full rebate of the general rate, separate charge and the waste disposal utility charge to:

- Register of Impounded Animals

- Dog Registry - Road Map and Register

• Sporting groups and associations on Council-owned and controlled land that do not have a liquor licence;

- Asset Register - Register of Council Business Activities

- Register of Pre-qualified suppliers

• Stock dips and pump sites held separately from the balance of holdings or held separately by trustees; and

- Register of On-site Sewerage and Greywater Facilities

- Register of Backflow Prevention Devices

• Land identified as Historic Subdivisions under the Boonah Shire Council Planning Scheme.

- Burial Register - Related Parties Register

- Infrastructure Charges Register

- Register of Resolutions About Land Subject to Flooding

Act

- Register of Notices given under Section 251 Building

- Register of Pest Control and Entry Notices

- Register of Development Applications

- Register of Decision Notices re Development Applications

- Register of Exemptions From Pool Safety Regulations

- Register of Budget Accommodation Premises.

(g)

A summary of all concessions for rates and charges granted by the local government.

In accordance with Section 130 of the Regulation, a discount of five per cent was allowed on general rates only for the 2019-20 financial year, only if the total amount of all rates and charges included on an assessment for which the discount is allowed and all overdue rates and charges, is received by Council on or before the due date for payment, which is at least 30 days from date of issue shown on the rate notice.

At a Special Council Meeting held on 26 March Council approved the Scenic Rim Economic Stimulus Package: COVID-19 to minimise the impact on the Scenic Rim’s economy.

As part of this package Council suspended ongoing debt recovery action in relation to overdue rates along with the application of interest for all ratepayers with outstanding rates and charges for the period of 1 March to 30 June 2020.

Council expedited payment of all certified invoices from local suppliers within seven days, once received by Council, to support local businesses’ cash flow (current terms are 30 days).

Council ensured all requests for quotes, where appropriate, includes at least two local businesses to increase the amount of local spend.

Council also provided rent relief for tenants of Councilowned commercial properties that require support on a case-by-case basis.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Council also granted a rebate of the lesser of $100 or 10 per cent of the gross rates and charges levied on rateable properties owned and occupied by totally and permanently incapacitated (TPI) veterans holding a TPI Gold Card. (h)

The report on the internal audit for the financial year is shown on page 122.

(i) A summary of investigation notices given in the financial year under Section 49 for competitive neutrality complaints and (j) the local government’s responses in the financial year on the Queensland Competition Authority’s recommendations on any competitive neutrality complaints under Section 52(3).

Council did not receive any investigation notices about competitive neutrality complaints and no competitive neutrality complaint reports were received or responses required during the period.

INFRASTRUCTURE CHARGES INFORMATION/TRUNK INFRASTRUCTURE INFORMATION Infrastructure charges revenue and expenditure reporting (actual and forecast) and trunk infrastructure information summary Scenic Rim Regional Council

Date of update: 30 June 2020

2019-2020 FINANCIAL YEAR INFRASTRUCTURE CHARGES REVENUE AND EXPENDITURE SUMMARY INFRASTRUCTURE CHARGES REVENUE INFRASTRUCTURE CHARGES REVENUE EXPENDITURE

SCENIC RIM REGIONAL COUNCIL

Total amount of infrastructure charges revenue collected (by way of infrastructure charges levied)

Total amount of infrastructure charges that were offset (i.e. infrastructure provided by a developer in lieu of paying the charge)

Total amount of infrastructure charges revenue spent on the supply of trunk infrastructure

Total amount of infrastructure charges that the local government refunded

Total amount of unspent infrastructure charges revenue

$’000

$’000

$’000

$’000

$’000

$1,897

0

$1,897

$0

$0

2019-2020 FINANCIAL YEAR TRUNK INFRASTRUCTURE INFORMATION SUMMARY LGIP reference number (if applicable)

Trunk infrastructure network

Suburb or locality of trunk infrastructure

Method of infrastructure delivery (council or developer contributed)

Infrastructure value ($’000)

Boonah Town Centre Precinct Development

NP2

Scenic Rim

Boonah

Council

$2,285

Bridge-Replacement-Ferguson Reserve

B3

Scenic Rim

Allenview

Council

$1,705

Beechmont Road (Coomera River to Seal Change)

R7

Scenic Rim

Beechmont

Council

$1,667

Scenic Rim

Various

Council

$1,258

Trunk infrastructure description

Reseals Component of Trunk Road Infrastructure Kilmoylar Road (Undullah Road to Teviot Brook)

R3, R12 & R17

Scenic Rim

Kagaru

Council

$1,121

Munbilla Road

R2

Scenic Rim

Munbilla

Council

$1,102

Brookland Road (Ferguson Reserve Bridge Approaches)

R26

Scenic Rim

Allenview

Council

$992

Beechmont Road (Seal Change to Tucker Lane)

R8

Scenic Rim

Beechmont

Council

$982

Scenic Rim

Bromelton

Council

$844

Scenic Rim

Kagaru

Council

$806

Scenic Rim

Beaudesert

Council

$531

New Landfill Cell - Central Undullah Road (Brookland Bridge Approaches)

R17

Beaudesert Business Park Development Footpath Upgrade 41-57 High St - Western Verge

F9

Scenic Rim

Boonah

Council

$373

Bridge-Replacement-Back Creek

B5

Scenic Rim

Beechmont

Council

$330

Scenic Rim

Various

Council

$270

Major Culverts and Floodways Beechmont Rd - (Millie Ct to Upper Coomera Rd)

R6

Scenic Rim

Beechmont

Council

$242

Beechmont Road (Upper Coomera Road to Coomera River)

R16

Scenic Rim

Beechmont

Council

$152

Memorial park -Playground upgrade

45

Scenic Rim

Harrisville

Council

$123

Scenic Rim

Tamborine Mountain

Council

$123

LF-000005

Scenic Rim

Beaudesert

Council

$115

49

Vonda Youngman Community Centre Community Safety Project Beaudesert Library Business Case and Design Kalbar Civic Centre -Playground upgrade

Scenic Rim

Kalbar

Council

$115

Beaudesert Town Centre Transport Improvements (Selwyn Street)

Scenic Rim

Beaudesert

Council

$106

Other

Scenic Rim

Various

Council

$1,064

FORECAST INFRASTRUCTURE CHARGES REVENUE AND TRUNK INFRASTRUCTURE EXPENDITURE SUMMARY FINANCIAL YEAR 2020-2021

2021-2022

2022-2023

2023-2024

Total

$’000

$’000

$’000

$’000

$’000

Infrastructure charges revenue

$2,260

$2,260

$2,260

$2,260

$9,040

Trunk infrastructure expenditure

$7,824

$9,641

$14,630

$13,497

$45,591

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

85

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

FINANCIAL STATEMENTS Scenic Rim Regional Council Financial Statements

For the year ended 30 June 2020 Table of Contents

Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows Notes to the Financial Statements 1 Significant accounting policies 2 Analysis of results by function 3 Revenue 4 Employee benefits 5 Materials and services 6 Depreciation and amortisation 7 Cash and cash equivalents 8 Receivables 9 Equity accounted investments 10 Property, plant and equipment 11 Contract balances 12 Payables 13 Borrowings 14 Provisions 15 Other liabilities 16 Asset revaluation surplus 17 Commitments for expenditure 18 Contingent liabilities 19 Superannuation - Regional defined benefit fund 20 Trust funds 21 Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities 22 Reconciliation of liabilities arising from financing activities 23 Changes in accounting policy 24 Financial instruments and financial risk management 25 Events after the reporting period 26 National competition policy 27 Transactions with related parties 28 Impact of COVID-19 pandemic Management Certificate Independent Auditor's Report Current Year Financial Sustainability Statement Long Term Financial Sustainability Statement (Unaudited)

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

87

Scenic Rim Regional Council Statement of Comprehensive Income

For the year ended 30 June 2020

Note

2020 $'000

2019 $'000

3(a) 3(b)

54,023 4,345 1,655 4,172 2,330 5,124 5,956 77,605

52,742 4,803 2,424 4,505 2,361 2,964 4,370 74,169

20,417

36,135

Total revenue

98,022

110,304

Capital income

0

67

98,022

110,371

30,912 31,666 1,230 16,839 80,647

29,855 25,320 1,204 15,960 72,339

5,232

2,560

Total expenses

85,879

74,899

Net result

12,143

35,472

1,446

72,010

13,589

107,482

Income Recurrent revenue Rates and utility charges Fees and charges Interest received Sales of contract and recoverable works Profit from equity accounted investment Other revenues Grants, subsidies, contributions and donations Total recurrent revenue Capital revenue Grants, subsidies, contributions and donations

9 3(c) 3(d)

3(d)

Total income Expenses Recurrent expenses Employee benefits Materials and services Finance costs Depreciation and amortisation Total recurrent expenses

4 5 6

Capital expenses

Other comprehensive income Items that will not be reclassified to net result Increase / (decrease) in asset revaluation surplus

16

Total comprehensive income for the year The above statement should be read in conjunction with the accompanying notes.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Statement of Financial Position

As at 30 June 2020

Note

2020 $'000

2019 $'000

Current assets Cash and cash equivalents

7

40,457

38,110

Receivables Inventories Contract assets

8

8,894 1,085 1,948

8,014 1,061 0

886

502

53,270

47,687

11

Other assets Total current assets Non-current assets Receivables

8

14,676

14,676

Equity accounted investments

9

36,660

35,987

168

365

Intangible assets

885,989

860,557

Total non-current assets

Property, plant and equipment

10

937,493

911,585

Total assets

990,763

959,272

Current liabilities Payables

12

17,447

14,489

Contract liabilities

11

2,100

0

Borrowings

13

2,179

1,696

Provisions

14

6,135

6,008

Other liabilities

15

Total current liabilities

11

1,343

27,872

23,536

25,025

Non-current liabilities Borrowings

13

29,389

Provisions

14

4,218

1,815

Total non-current liabilities

33,607

26,840

Total liabilities

61,479

50,376

929,284

908,896

650,805

631,863

278,479 929,284

277,033 908,896

Net assets Equity Accumulated surplus Asset revaluation surplus Total equity

16

The above statement should be read in conjunction with the accompanying notes.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

89

Scenic Rim Regional Council Statement of Changes in Equity

For the year ended 30 June 2020

Accumulated surplus

Asset revaluation surplus

Total

(Note 16) $'000

$'000

$'000

Balance as at 1 July 2019

631,863

277,033

908,896

Adjustment on initial application of AASB 15 / AASB 1058 Restated balance as at 1 July 2019 Net result Other comprehensive income Revaluations of property, plant and equipment Change in value of future rehabilitation cost Total comprehensive income for the year

6,799 638,662 12,143

0 277,033 0

6,799 915,695 12,143

0 0 12,143

2,202 (756) 1,446

2,202 (756) 13,589

Balance as at 30 June 2020

650,805

278,479

929,284

Balance as at 1 July 2018

596,391

205,023

801,414

35,472

0

35,472

0 0 35,472

72,018 (8) 72,010

72,018 (8) 107,482

631,863

277,033

908,896

Net operating result Other comprehensive income Revaluations of property, plant and equipment Change in value of future rehabilitation cost Total comprehensive income for the year Balance as at 30 June 2019

The above statement should be read in conjunction with the accompanying notes.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Statement of Cash Flows

For the year ended 30 June 2020

Note

2020 $'000

2019 $'000

74,630

77,309

Interest received

1,731

2,416

Grants, subsidies and contributions

5,956

4,396

(63,023)

(63,861)

(1,222)

(1,192)

18,072

19,068

984

1,177

22,361

37,794

1,626

1,849

Payments for property, plant and equipment

(45,543)

(71,147)

Net cash inflow / (outflow) from investing activities

(20,572)

(30,327)

6,500

4,700

(1,653) 4,847

(1,193) 3,507

2,347 38,110

(7,752) 45,862

40,457

38,110

Cash flows from operating activities Inflows: Receipts from customers

Outflows: Payments to suppliers and employees Interest expense Net cash inflow / (outflow) from operating activities

21

Cash flows from investing activities Inflows: Proceeds from sale of property plant and equipment Grants, subsidies and contributions for capital acquisitions Dividend received

9

Outflows:

Cash flows from financing activities Inflows: Proceeds from borrowings Outflows: Repayment of borrowings Net cash inflow / (outflow) from financing activities

22

Net increase / (decrease) in cash held Cash at beginning of reporting period Cash at end of reporting period

7

The above statement should be read in conjunction with the accompanying notes.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

91

Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020 1

Significant accounting policies

1.A

Basis of preparation The Scenic Rim Regional Council is constituted under the Queensland Local Government Act 2009 and is domiciled in Australia.

These general purpose financial statements are for the period 1 July 2019 to 30 June 2020. They are prepared in accordance with the Local Government Act 2009 and the Local Government Regulation 2012.

These financial statements comply with Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB). Council is a not-for-profit entity for financial reporting purposes and complies with Australian Accounting Standards as applicable to not-for-profit entities.

These financial statements have been prepared under the historical cost convention except for the revaluation of certain classes of property, plant and equipment and investment property.

1.B

New and revised accounting standards adopted during the year Scenic Rim Regional Council adopted all standards which became mandatorily effective for annual reporting periods beginning on 1 July 2019. The standard which had an impact on the reported position, performance and cash flows was the standard relating to revenue.

Refer to the change in accounting policy note 23 for transition disclosures for AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of NFP Entities and AASB 16 Leases.

1.C

Standards issued by AASB not yet effective The AASB has issued Australian Accounting Standards and Interpretations which are not effective at 30 June 2020. These standards have not been adopted by Council and will be included in the financial statements on their effective date. None of these standards are expected to have a significant impact for Council.

1.D

Estimates and judgements Councils make a number of judgements, estimates and assumptions in preparing these financial statements.

These are based on the best information available to Council at the time, however due to the passage of time, these assumptions may change and therefore the recorded balances may not reflect the final outcomes. The significant judgements, estimates and assumptions relate to the following items and specific information is provided in the relevant note: • • • • • •

1.E

Valuation of property, plant and equipment - Note 10(e) Depreciation of property, plant and equipment - Note 6 and Note 10 Revenue – Note 3 Provisions - Note 14 Payables - Note 12 Contingent liabilities - Note 18

Rounding and comparatives The financial statements are in Australian dollars and have been rounded to the nearest $1,000.

Comparative information is generally restated for reclassifications, errors and changes in accounting policies unless permitted otherwise by transition rules in a new Accounting Standard.

1.F

Taxation Council is exempt from income tax, however council is subject to Fringe Benefits Tax, Goods and Services Tax (‘GST’) and payroll tax on certain activities. The net amount of GST recoverable from the ATO or payable to the ATO is shown as an asset or liability respectively.

Council has a participating interest in the Central SEQ Distributor-Retailer Authority (trading as Urban Utilities) governed by a Participation Agreement. The Authority is subject to the Local Government Tax Equivalents Regime (LGTER). Under the LGTER the Authority is required to make income tax equivalent payments to Council in accordance with the requirements of the Participation Agreement. Income tax equivalent payments from the Authority are recognised as revenue when the significant risks and rewards related to the corresponding assets have been transferred to Council.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 6

Scenic Rim Regional Council Notes to the financial statements For the year ended 30 June 2020 1

Significant accounting policies (continued)

1.G

Leases Council as a lessee Council has leases in place over computer equipment and printers. Council has applied the exception to lease accounting for leases of low-value assets.

Where Council assesses that an agreement contains a lease, a right of use asset and lease liability is recognised on inception of the lease. Council does not separate lease and non-lease components for any class of assets and account for lease payments as a single component.

The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives received. The right-of-use asset is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of asset accounting policy.

The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the Council’s incremental borrowing rate for a similar term with similar security is used.

Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is re-measured whether there is a lease modification, or change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI). Where the lease liability is remeasured, the right-of-use asset is adjusted to reflect the re-measurement.

Exceptions to lease accounting Council has applied the exceptions to lease accounting for leases of low-value assets. Council recognises the payments associated with these leases as an expense on a straight-line basis over the lease term.

Terms and conditions of leases Computer equipment and printers Council leases a number of items of computer equipment and printers. These assets are considered low value and are therefore not subject to lease accounting. These items have lease terms ranging from 3 - 5 years and fixed payments for the term of the leases.

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Page 7

93

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 2

Analysis of results by function (a) Components of Council functions The activities relating to the Council's components reported on in Note 2(b) are as follows : Chief executive office The objective of this function is to provide high quality support to the Mayor and Councillors and Chief Executive Officer.

Asset and environmental sustainability The objective of this function is to provide professional services to assist with infrastructure construction, maintenance and asset management. This includes the provision of capital works, design services, asset management, facility and property management, fleet and waste management services as well as external contract management.

Customer and regional prosperity The objective of this function is to provide professional services to assist the community with economic growth and development, customer service, planning and development activities, disaster management preparedness and recovery as well as community services.

People and strategy The objective of this function is for the provision human resources, work health and safety and payroll functions across all of Council. This function also includes business systems analysis and corporate strategy and performance reporting.

Council sustainability The objective of this function includes the provision of governance, audit/risk and professional financial and information services across Council. The function includes finance, information services and technology, records, governance, audit and risk as well as business continuity and council wide transactions.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

2 (b) Revenue, expenses and assets have been attributed to the following functions: Year ended 30 June 2020 Functions

Grants

Income

2020 $'000 Chief executive office Asset and environmental sustainability Customer and regional prosperity

Total

Year ended 30 June 2019 Functions

Works Infrastructure services Executive

Total expenses

Net result for period

Assets

2020 $'000

2020 $'000

2020 $'000

2020 $'000

2020 $'000

0

0

0

1,680

(1,680)

230

15,831

34,331

54,818

(20,487)

840,725

3,227

3,275

6,502

17,493

(10,991)

3,925

26

0

26

2,667

(2,641)

13

4,620

52,543

57,163

9,221

47,942

145,870

26,373

71,649

98,022

85,879

12,143

990,763

Grants

Income

2019 $'000

Waste management

Total income

18,500

People and strategy Council sustainability

Other

Other

Total income

Total expenses

Net result for period

Assets

2019 $'000

2019 $'000

2019 $'000

2019 $'000

2019 $'000

32,612

4,406

37,018

28,370

8,648

107

8,099

8,206

6,930

1,276

686,747 8,400

3,333

1,605

4,938

10,533

(5,595)

108,885

91

1

92

4,086

(3,994)

0

Finance and information services

3,321

52,533

55,854

9,586

46,268

155,240

Regional services

1,041

3,222

4,263

15,394

(11,131)

0

40,505

69,866

110,371

74,899

35,472

959,272

Total

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

95

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 3 Revenue

Revenue recognised at a point in time Rates and utility charges Fees and charges Grants, subsidies, contributions and donations Revenue recognised over time Sales of contract and recoverable works Grants, subsidies, contributions and donations

Note 3a 3b 3d

3d

Total revenue

AASB 15 2020 $'000

AASB 1058 2020 $'000

0 4,345 0 4,345

54,023 0 5,956 59,979

4,172 0 4,172

0 20,417 20,417

8,517

80,396

(a) Rates and utility charges 2020 accounting policy: Rates and annual charges are recognised as revenue when the council obtains control over the assets comprising these receipts which is the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period.

2019 accounting policy: Rates are recognised as revenue at the start of the rating period.

General rates Separate rates Garbage charges Rates and utility charge revenue Less: Discounts Net rates and utility charges

2020 $'000 43,129 6,437 6,235 55,801 (1,778) 54,023

2019 $'000 42,228 6,348 5,923 54,499 (1,757) 52,742

(b) Fees and charges 2020 accounting policy: Revenue arising from fees and charges is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers. There is no material obligation for Council in relation to refunds or returns. Licences granted by Council are all either short-term or low value and all revenue from licences is recognised at the time that the licence is granted rather than the term of the licence.

2019 accounting policy: Fees and charges are recognised upon unconditional entitlement to the funds. Generally this is upon lodgement of the relevant applications or documents, issuing of the infringement notice or when the service is provided.

2020 2019 $'000 $'000 Animal management fees 227 237 Building fees 916 963 Caravan park fees 242 386 Cemetery fees 285 388 Document lodgement fees 213 211 Food premises licencing fees 169 176 Planning application fees 518 811 Refuse tipping fees 1,085 946 Search fees 193 195 Subdivision fees 135 140 Other fees and charges 362 350 4,345 4,803

Page 10

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 3 Revenue (continued) (c) Other revenues

Other revenue is recognised when or as the performance obligation is completed and the customer receives the benefit of the goods / services being provided. The performance obligation relates to the specific services which are provided to the customers. There is no material obligation for Council in relation to refunds or returns.

2020 2019 $'000 $'000 Cultural centre revenues Rental fees Tax equivalent - Urban Utilities Waste charges from Logan City Council Fuel rebates Domestic waste levy state reimbursement Legal fee recoveries Other revenues

179 71 850 1,614 264 1,310 300 536 5,124

198 96 988 752 246 0 0 684 2,964

(d) Grants, subsidies, contributions and donations 2020 accounting policy: Grant income under AASB 15 Where grant income arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue is recognised when control of each performance obligations is satisfied. The performance obligations are varied based on the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on the achievement of certain payment milestones for others. Each performance obligation is considered to ensure that the revenue recognition reflects the transfer of control and within grant agreements there may be some performance obligations where control transfers at a point in time and others which have continuous transfer of control over the life of the contract. Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

Grant income under AASB 1058 Assets arising from grants in the scope of AASB 1058 are recognised at the assets fair value when the asset is received. Councils considers whether there are any related liability or equity items associated with the asset which are recognised in accordance with the relevant accounting standard. Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received.

Capital grants Capital grants received to enable Council to acquire or construct an item of property, plant and equipment to identified specifications which will be under Council’s control and which is enforceable are recognised as revenue as and when the obligation to construct or purchase is completed. For construction projects, this is generally as the construction progresses in accordance with costs incurred since this is deemed to be the most appropriate measure of the completeness of the construction project as there is no profit margin. Where assets are donated or purchased for significantly below fair value, the revenue is recognised when the asset is acquired and controlled by the Council.

2019 accounting policy: Grants, subsidies and contributions that are non-reciprocal in nature are recognised as revenue in the year in which Council obtains control over them. Where grants are received that are reciprocal in nature, revenue is recognised as the various performance obligations under the funding agreement are fulfilled. Council does not currently have any reciprocal grants.

Non-cash contributions with a value in excess of the recognition thresholds set out in Note 13(a) are recognised as revenue and as non-current assets. Non-cash contributions below the thresholds are recorded as revenue and expenses.

Physical assets contributed to Council by developers in the form of road works, stormwater infrastructure and park equipment are recognised as revenue when the development becomes "on maintenance" (i.e. the Council obtains control of the assets and becomes liable for any ongoing maintenance) and there is sufficient data in the form of drawings and plans to determine the approximate specifications and values of such assets. All non-cash contributions are recognised at the fair value of the contribution received on the date of acquisition.

Page 11 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

97

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 3 Revenue (continued)

(d) Grants, subsidies, contributions and donations (continued) i) Recurrent - grants and subsidies, and other contributions are analysed as follows: Commonwealth general purpose grant Other commonwealth government grants State government subsidies & grants Contributions Total recurrent grants, subsidies, contributions and donations ii) Capital - grants and subsidies, other contributions and donations are analysed as follows: a) Monetary revenue designated for capital funding purposes: Commonwealth government grants State Government subsidies & grants Contributions

b) Non-monetary revenue received is analysed as follows: Roads and drainage contributed by developers at fair value Other physical assets contributed by developers at fair value Total capital grants, subsidies, contributions and donations

2020 $'000

2019 $'000

3,329 1,428 996 203 5,956

3,321 6 791 252 4,370

11,112 3,537 1,910 16,559

2,500 32,680 748 35,928

3,681 177 3,858

0 207 207

20,417

36,135

Conditions over grants Contributions recognised as income during the reporting period and which were obtained on the condition that they be expended in a manner specified by the contributor but had not been expended at the reporting date: Grants for expenditure on infrastructure 0 3,299 Grants for expenditure on services 1,275 0 1,275 3,299

Page 12

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

Note

4 Employee benefits Total staff wages and salaries Councillors' remuneration Annual, sick and long service leave entitlements Superannuation Other employee related expenses

19

Less: Capitalised employee expenses

2020 $'000

2019 $'000

28,203 561 2,988 3,514 1,055 36,321 (5,409) 30,912

27,406 548 3,245 3,456 1,067 35,722 (5,867) 29,855

7 202 175 384

7 207 180 394

347 138 614 601 493 773 249 340 435 2,186 805 4,132 2,714 1,235 5,116 3,277 1,459 469 349 1,655 221 226 758 3,034 2,829 34,455 (2,789) 31,666

146 135 330 326 366 596 1 210 426 2,027 1,430 4,672 2,980 932 4,021 798 55 499 350 1,881 236 186 381 2,907 2,365 28,256 (2,936) 25,320

Councillor remuneration represents salary, and other allowances paid in respect of carrying out their duties.

Total Council employees at end of reporting period: Elected members Administration staff Depot and outdoors staff Total full time equivalent employees 5

Materials and services Asset revaluation and condition assessments Audit of annual financial statements by the Auditor-General of Queensland * Consultancies Cultural services Donations paid Economic development Election expenses Grant expenditure Insurance IT systems maintenance Legal costs Maintenance and operations - facilities Maintenance and operations - fleet Maintenance and operations - parks, gardens and cemeteries Maintenance and operations - roads and bridges Maintenance and operations - waste facilities Monitoring of closed landfill sites Office expenses Pest and animal management Recoverable works Rentals - operating leases Subscriptions Vibrant and active towns and villages Waste collection contract Other materials and services Less: Capitalised fleet expenses

* Total audit fees quoted by the Queensland Audit Office relating to the 2019-20 financial statements are $138,000 (2019: $147,100) 6 Depreciation and amortisation Depreciation expense Amortisation expense - intangible assets

10

16,715 124 16,839

15,815 145 15,960 Page 13

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99

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

7 Cash and cash equivalents Cash and cash equivalents in the statement of cash flows includes cash on hand, all cash and cheques receipted but not banked at 30 June 2020, deposits held at call with financial institutions, and other short-term, highly liquid investments that are readily convertible to known amounts of cash at the Council’s option and that are subject to a low risk of changes in value.

The Council considers all its term deposits, being readily convertible to cash, to be cash equivalents.

Cash and deposits at call are held in normal savings and business accounts. As at 30 June 2020 Council held deposits with the following financial institutions (83% of deposits are held with the Queensland Treasury Corporation): S&P Short Term Rating National Australia Bank A1+ Queensland Treasury Corporation A1+ Suncorp Bank A1 Bendigo and Adelaide Bank - Canungra Branch A2 Bendigo and Adelaide Bank - Kalbar Branch A2 Bendigo and Adelaide Bank - Beaudesert Branch A2 Queensland Country Credit Union Unrated The Council has an ongoing working capital facility with Queensland Treasury Corporation (facility limit $10 million).

The facility has not been utilised as at 30 June 2020.

Cash at bank and on hand Term deposits at variable interest rates Balance as per statement of cash flows Externally imposed expenditure restrictions at the reporting date relate to the following cash assets: Unspent government grants and subsidies Unspent loan monies

2020 $'000

2019 $'000

357 40,100 40,457

256 37,854 38,110

1,275 4,175

3,299 871

8 Receivables Receivables are recognised at the amounts due at the time of sale or service delivery, settlement on receivables being generally required within 30 days from the invoice date.

The collectability of receivables is assessed periodically with an allowance being made for impairment if required.

Refer to Note 24(b) for more information.

The loan to Urban Utilities is carried at amortised cost and is an interest only loan.

Current Rates and utility charges GST recoverable Other debtors

2020 $'000

2019 $'000

3,976 931 3,987 8,894

3,718 605 3,691 8,014

Interest was charged on outstanding rates at a rate of 9.83% per annum for the period ended 30 June 2020.

As part of a Covid-19 pandemic stimulus package, Council suspended the application of interest on outstanding rates for the period 1 March 2020 to 30 June 2020. No interest is charged on other debtors.

There is no concentration of credit risk for rates and utility charges, fees and other debtors receivable.

Non-current Shareholder loan - Urban Utilities

14,676 14,676

14,676 14,676

Page 14

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

2020 $'000

9 Equity accounted investments

2019 $'000

Name - Urban Utilities Principal activity - Water and sewerage services Proportion of ownership interest - 1.042% Participation rights held in Urban Utilities are accounted for using the equity method to reflect Council's significant influence on Urban Utilities. The initial value of the participating rights on 1 July 2010 was calculated using a regulatory asset base valuation, and by applying a ratio agreed by the participating Councils and Urban Utilities.

The value at year end includes Council's share of Urban Utilities profit and other comprehensive income at 30 June 2020.

Council's investment in Urban Utilities comprises: Participation rights

36,660

35,987

Opening balance Plus share of profit of associate

35,987 2,330

35,220 2,361

Less participation return received and accrued

(1,657)

(1,594)

Closing balance at end of year

36,660

35,987

Revenue

1,437,433

1,377,569

Net profit

223,619

226,554

323,955

240,263

6,092,037

5,787,505

6,415,992

6,027,768

363,742

323,086

2,532,968

2,264,994

2,896,710

2,588,080

3,519,282

3,439,688

Details of movements in participation rights

Extract from the Urban Utilities statement of comprehensive income:

Extract from Urban Utilities statement of financial position: Current assets Non-current assets

Current liabilities Non-current liabilities

Net assets

Page 15

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101

102

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Total additions

*Additions comprise: Infrastructure renewals Other additions

Range of estimated useful life in years

Net Value as at 30 June 2020

Accumulated depreciation and impairment Opening balance as at 1 July 2019 Depreciation provided in period Depreciation on disposals Depreciation on write-offs Revaluation due to external assessment and indexation Transfers between classes Closing accumulated depreciation balance

Asset Values Opening gross value as at 1 July 2019 Additions* Contributed assets at valuation Disposals Write-offs Revaluation due to external assessment and indexation Transfers between classes Closing gross value

Basis of measurement

10 Property, plant and equipment

For the year ended 30 June 2020

Scenic Rim Regional Council Notes to the financial statements

6

3 (d) (ii) b)

Note

$'000

887

0 887

Not depreciated

57,788

0 0 0 0 0 0 0

Valuation 2020 $'000 55,535 887 0 0 0 1,366 0 57,788

Land

$'000

15-100

0

0 0

35,381

11,842 1,176 0 (46) 134 (24) 13,082

Valuation 2020 $'000 47,299 0 0 0 (120) 934 350 48,463

Buildings at valuation

$'000

0

0 0

$'000

15-120

0

0 0

667,914

25,471 10-100

149,536 11,250 0 (6,882) 0 0 153,904

Valuation 2020 $'000 785,628 0 2,829 0 (11,562) 0 44,923 821,818

Road and bridge network

10,343 904 0 (93) 0 24 11,178

Cost 2020 $'000 34,505 0 177 0 (216) 0 2,183 36,649

Buildings at cost

$'000

15-80

0

0 0

40,644

7,613 584 0 0 0 0 8,197

Valuation 2020 $'000 47,894 0 852 0 (8) 0 103 48,841

Drainage

$'000

6-75

0

0 0

396

1,835 285 0 0 412 0 2,532

Valuation 2020 $'000 2,480 0 0 0 0 448 0 2,928

Other infrastructure

$'000

1-40

4,613

0 4,613

17,273

12,117 2,516 (1,764) (195) 0 0 12,674

Cost 2020 $'000 28,405 4,613 0 (2,876) (195) 0 0 29,947

Plant and equipment

42,279

$'000 20,145 22,134

885,989

193,286 16,715 (1,764) (7,216) 546 0 201,567

2020 $'000 1,053,843 42,279 3,858 (2,876) (12,296) 2,748 0 1,087,556

Total

Page 16

36,779

$'000 20,145 16,634

Not depreciated

41,122

0 0 0 0 0 0 0

Cost 2020 $'000 52,097 36,779 0 0 (195) 0 (47,559) 41,122

Capital work in progress

SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

103

*Additions comprise: Infrastructure renewals Other additions Total additions

Range of estimated useful life in years

Net value as at 30 June 2019

Accumulated depreciation and impairment Opening balance as at 1 July 2018 Depreciation provided in period Depreciation on disposals Depreciation on write-offs Revaluation due to external assessment and indexation Closing accumulated depreciation balance

Asset Values Opening gross value as at 1 July 2018 Additions * Contributed assets at valuation Disposals Write-offs Revaluation due to external assessment and indexation Transfers between classes Closing gross value

Basis of measurement

10 Property, plant and equipment (continued)

For the year ended 30 June 2020

Scenic Rim Regional Council Notes to the financial statements

6

3 (d) (ii) b)

Note

$'000 0 0 0

Not depreciated

55,535

0 0 0 0 0 0

Valuation 2019 $'000 55,775 0 5 (25) (220) 0 0 55,535

Land

$'000

15-100

0 0 0

35,457

10,750 1,092 0 0 0 11,842

Valuation 2019 $'000 47,269 0 0 0 0 0 30 47,299

Buildings at valuation

$'000

10-100

0 0 0

24,162

9,586 811 0 (54) 0 10,343

Cost 2019 $'000 32,029 0 202 0 (123) 0 2,397 34,505

Buildings at cost

$'000

4-100

0 0 0

636,092

149,850 10,497 0 (34,921) 24,110 149,536

Valuation 2019 $'000 679,724 0 0 0 (37,175) 96,262 46,817 785,628

Road and bridge network

$'000

15-80

0 0 0

40,281

5,366 563 0 0 1,684 7,613

Valuation 2019 $'000 46,324 0 0 0 0 1,513 57 47,894

Drainage

$'000

6-75

0 0 0

645

1,544 308 0 0 (17) 1,835

Valuation 2019 $'000 2,460 0 0 0 0 20 0 2,480

Other infrastructure

$'000

1-40

0 3,262 3,262

16,288

10,728 2,544 (1,122) (33) 0 12,117

Cost 2019 $'000 27,403 3,262 0 (2,227) (33) 0 0 28,405

Plant and equipment

Total

$'000 39,966 29,528 69,494

860,557

187,824 15,815 (1,122) (35,008) 25,777 193,286

2019 $'000 926,150 69,494 207 (2,252) (37,551) 97,795 0 1,053,843

Page 17

$'000 39,966 26,266 66,232

Not depreciated

52,097

0 0 0 0 0 0

Cost 2019 $'000 35,166 66,232 0 0 0 0 (49,301) 52,097

Capital work in progress

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

10 Property, plant and equipment (continued) (a) Recognition Plant and equipment with a total value of less than $5,000, and infrastructure assets and buildings with a total value of less than $10,000, are treated as an expense in the year of acquisition. All other items of property, plant and equipment are capitalised (including Land with a total value greater than $1).

Land under the roads and reserve land which falls under the Land Act 1994 or the Land Title Act 1994 is controlled by the Queensland Government pursuant to the relevant legislation. This land is not recognised in these financial statements. (b) Measurement Property plant and equipment assets are initially recorded at cost. Subsequently, each class of property, plant and equipment is stated at cost or fair value less, where applicable, any accumulated depreciation and accumulated impairment loss.

Cost is determined as the fair value of the assets given as consideration plus costs directly attributable to bringing the asset to a location and condition capable of being used by Council.

Direct labour and materials and an appropriate proportion of overheads incurred in the acquisition or construction of assets are also included in their cost.

Property, plant and equipment received in the form of contributions or for significantly less than fair value are initially recognised at their fair value. (c) Depreciation Land is not depreciated as it has an unlimited useful life. Depreciation on other property, plant and equipment assets is calculated on a straight-line basis so as to write-off the net cost or revalued amount of each depreciable asset, less its estimated residual value, progressively over its estimated useful life. Management believe that the straight-line basis appropriately reflects the pattern of consumption of all Council assets.

Assets are depreciated from the date of acquisition or, in respect of internally constructed assets, from the time an asset is completed and commissioned ready for use.

Where assets have separately identifiable components that are subject to regular replacement, these components are assigned useful lives distinct from the asset to which they relate. Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life of the asset to the Council.

The estimated useful lives of property, plant and equipment are reviewed annually. Details of the range of useful lives for each class of asset are shown in Note 10. (d) Impairment All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. (e) Valuation Council measures and recognises the following assets at fair value on a recurring basis: Property, plant and equipment - Land - Buildings at valuation - Road and bridge network - Drainage - Other infrastructure (i) Valuation processes Non-current physical assets measured at fair value are revalued, where required, so that the carrying amount of each class of asset does not materially differ from its fair value at the reporting date. This is achieved by engaging independent, professionally qualified valuers to determine the fair value for each class of property, plant and equipment assets at least once every 3 years. This process involves the valuer physically sighting a representative sample of Council assets across all asset classes and making their own assessments of the condition of the assets at the date of inspection.

Page 18

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SCENIC RIM REGIONAL COUNCIL 2018-19 2019-20ANNUAL ANNUALREPORT REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

10 Property, plant and equipment (continued) (e) Valuation (continued) In the intervening years, Council uses internal engineers and asset managers to assess the condition and cost assumptions associated with all infrastructure assets, the results of which are considered in combination with an appropriate cost index for the region. Together these are used to form the basis of a management valuation for infrastructure asset classes in each of the intervening years.

Any revaluation increment arising on the revaluation of an asset is credited to the appropriate class of the asset revaluation surplus, except to the extent it reverses a revaluation decrement for the class previously recognised as an expense. A decrease in the carrying amount on revaluation is charged as an expense to the extent it exceeds the balance, if any, in the revaluation surplus of that asset class.

On revaluation, accumulated depreciation is restated proportionately with the change in the carrying amount of the asset and any change in the estimate of remaining useful life. Separately identified components of assets are measured on the same basis as the assets to which they relate.

In accordance with AASB 13 fair value measurements are categorised on the following basis: - Fair value based on quoted prices (unadjusted) in active markets for identical assets or liabilities (Level 1) - Fair value based on inputs that are directly or indirectly observable, such as prices for similar assets, for the asset or liability (level 2) - Fair value based on unobservable inputs for the asset and liability (level 3) There were no transfers between levels of the hierarchy during the year.

Council's policy is to recognise transfers in and out of the fair value hierarchy levels as at the end of the reporting period. (ii) Valuation techniques used to derive fair values Land (Level 2) An external revaluation of Land was undertaken by independent valuer, APV Valuers and Asset Management (APV) through a comprehensive revaluation effective 29 February 2020. Based on Council's assessment, and with confirmation from our valuers APV, as at 30 June 2020 the carrying value does not differ materially from the fair value.

Level 2 valuation inputs were used to value land held in freehold title as well as land used for special purposes which is restricted in use under current zoning rules. Sales prices of comparable land sites in close proximity are adjusted for differences in key attributes such as property size. The most significant inputs into this valuation approach are price per square metre.

Buildings at valuation (Levels 2 and 3) An external revaluation of Buildings at valuation was undertaken by independent valuer, APV Valuers and Asset Management (APV) through a comprehensive revaluation effective 29 February 2020. Based on Council's assessment of the Producer Price Index (ABS 6427.0 - Table 17 Output of the Construction Industries, Subdivision and Class Index Numbers, 3020 Non-Residential Building Construction Queensland) as at 30 June 2020, the carrying value does not differ materially from the fair value.

Where there is a market for Council building assets, they are categorised as non-specialised buildings and fair value is derived from the sales prices of comparable properties after adjusting for differences in key attributes such as property size (level 2). The most significant inputs into this valuation approach were price per square metre.

Where Council buildings are of a specialist nature and there is no active market for the assets, fair value has been determined on the basis of replacement with a new asset having similar service potential (level 3).

Page 19 SCENIC SCENICRIM RIMREGIONAL REGIONALCOUNCIL COUNCIL2019-20 2018-19 ANNUAL ANNUAL REPORT

105

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

10 Property, plant and equipment (continued) (e) Valuation (continued) In determining the level of accumulated depreciation the asset has been disaggregated into significant components which exhibit useful lives. Allowance has been made for the typical asset life cycle and renewal treatments of each component and the condition of the asset. Condition was assessed taking into account both physical characteristics as well as holistic factors such as functionality, capability, utilisation and obsolescence.

While the unit rates based on square metres can be supported by market evidence (level 2), the estimates of residual value, useful life, pattern of consumption and asset condition that are used to calculate accumulated depreciation comprise unobservable inputs (level 3). Where these other inputs are significant to the valuation the overall valuation has been classified as level 3.

Non-Specialised Buildings (level 2) Specialised Buildings (level 3)

2020 $'000 1,233 34,148 35,381

2019 $'000 1,227 34,230 35,457

Road, bridge, drainage and other infrastructure assets (Level 3) Current replacement cost An external revaluation of road, bridge and drainage infrastructure was undertaken by independent valuer, APV Valuers and Asset Management (APV) through a comprehensive revaluation effective 28 February 2019. Based on Council's assessment of the Producer Price Index (ABS 6427.0 - Table 17 Output of the Construction Industries, Subdivision and Class Index Numbers, 3101 Road and Bridge Construction Queensland) as at 30 June 2020, the carrying values do not differ materially from the fair values. The following methods were used to determine the fair value measurements.

Other infrastructure is internally assessed on an annual basis by appropriate Council officers.

These infrastructure assets are valued using level 3 valuation inputs using the cost approach. The approach estimates the current replacement cost for each asset by componentising the assets into significant parts with different useful lives and taking into account a range of factors. While the unit rates based on square metres or similar capacity could be supported from market evidence (level 2) other inputs (such as estimates of residual value, useful life, pattern of consumption and asset condition) required extensive professional judgement and impacted significantly on the final determination of fair value. As such these assets were classified as having been valued using level 3 valuation inputs.

The nature of road network infrastructure is that there is a very large number of assets which comprise the network and as a result it is not physically possible to inspect every asset for the purposes of completing a valuation. As a consequence reliance is placed on the accuracy of data held in the asset management system and its associated internal controls. This includes regular planned inspections and updates to the system following maintenance activities and renewal treatments. Likewise, especially for drainage network infrastructure, a large portion of the portfolio is located underground and may only be inspected on an irregular basis.

Accumulated depreciation In determining the level of physical obsolescence, these infrastructure assets were disaggregated into significant components which exhibited different useful lives. The remaining useful life of each component is then estimated based on condition assessments..

To provide assurance over the accuracy of this information, and taking into account the cost benefit of undertaking physical inspections, the valuation relies upon a sampling approach where the data held in the system is verified by a physical inspection. While the sampling approach, combined with internal controls associated with the asset management system, provides a high level of comfort over the condition data held in the asset management system it does not provide a guarantee that all the data is correct and the condition as recorded is valid as at the date of valuation.

106

Page 20 SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 11 Contract balances

Where the amounts billed to customers are based on the achievement of various milestones established in the contract, the amounts recognised as revenue in a given period do not necessarily coincide with the amounts billed to or certified by the customer.

When a performance obligation is satisfied by transferring a promised good or service to the customer before the customer pays consideration or before payment is due, Council presents the work in progress as a contract asset, unless the rights to that amount of consideration are unconditional, in which case Council recognises a receivable.

When an amount of consideration is received from a customer / fund provider prior to Council transferring a good or service to the customer, Council presents the funds which exceed revenue recognised as a contract liability.

2020 $'000

(a) Contract assets Contracts to construct Councils controlled assets

1,948

(b) Contract liabilities Funds received upfront to construct Council controlled assets

2,100

Revenue recognised that was included in the contract liability balance at the beginning of the year Funds to construct Council controlled assets

1,472

(c) Significant changes in contract balances The contract assets and liabilities have arisen on adoption of AASB 15 and AASB 1058. Previously the revenue was recognised on receipt and therefore there was no effect on the statement of financial position.

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 12 Payables

A liability for creditors is recognised upon receipt of the goods or services ordered and are measured at the agreed purchase/contract price net of applicable discounts other than contingent discounts. Amounts owing are unsecured and are generally settled on 30 day terms.

A liability for salaries and wages is recognised and measured as the amount unpaid at the reporting date at current pay rates in respect of employees' services up to that date.

A liability for annual leave has been calculated based on the present value of wage and salary levels that will be paid when the liability is expected to be settled and includes related employee on-costs. All annual leave is classified as current as Council does not have an unconditional right to defer settlement beyond twelve months.

Current Creditors and accruals Salary and wages accruals Annual leave Prepaid rates

2020 $'000 10,824 1,104 3,228 2,291 17,447

2019 $'000 8,162 1,268 3,117 1,942 14,489

13 Borrowings Loans payable are measured at amortised cost. Interest is recognised as it accrues. Borrowing costs are treated as an expense, as assets constructed by the Council are generally completed within one year and therefore are not considered to be qualifying assets.

Principal and interest repayments are made quarterly in arrears. Borrowings are underwritten by the Queensland State Government.

Current Queensland Treasury Corporation Non-current Queensland Treasury Corporation Details of movements in borrowings: Queensland Treasury Corporation Opening balance Loans raised Interest accrued Principal and interest repayments Book value at period end

2020 $'000

2019 $'000

2,179

1,696

29,389 31,568

25,025 26,721

26,721 6,500 1,050 (2,703)

23,214 4,700 1,015 (2,208)

31,568

26,721

All unsecured borrowings are provided by Queensland Treasury Corporation.

All borrowings are in $A denominated amounts and carried at amortised cost, interest being expensed as it accrues. No interest has been capitalised during the current or comparative reporting period. Final repayment dates vary from 15 June 2024 to 15 June 2040.

There have been no defaults or breaches of the loan agreement during the period.

The loan market value at the reporting date was $35,471,177. This represents the value of the debt if the Council repaid it at that date. As it is the intention of the Council to hold the debt for its term, no provision is required to be made in these accounts.

Council has no assets pledged as security.

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 14 Provisions Current Long service leave

Non-Current Refuse sites restoration Quarry rehabilitation Long service leave Details of movements in provisions: (a) Refuse sites restoration Opening balance Increase (decrease) in provision - borrowing cost Increase (decrease) in estimate of future cost Balance at the end of period

2020 $'000

2019 $'000

6,135 6,135

6,008 6,008

2,979 415 824 4,218

632 409 774 1,815

632 3 2,344 2,979

623 6 3 632

A provision is made for the cost of restoring refuse sites where it is probable the Council will be liable, or required, to do this when the use of the facilities is complete. The provision is calculated as the present value of anticipated future costs associated with the restoration of these sites.

The calculation of these provisions requires assumptions such as application of environmental legislation, available technologies and engineering cost estimates. These uncertainties may result in future actual expenditure differing from amounts currently provided. Due to the long-term nature of the liabilities, the most significant uncertainty in estimating the provision is the cost that will be incurred. The provisions recognised for refuse sites are reviewed at least annually and updated based on the facts and circumstances available at the time. (b)

Quarry rehabilitation Opening balance Increase (decrease) in provision - borrowing cost Increase (decrease) in estimate of future cost Balance at the end of period

409 5 1 415

398 6 5 409

A provision is made for the cost of restoring quarry sites where it is probable the Council will be liable, or required, to do this when the use of the facilities is complete. The provision is calculated as the present value of anticipated future costs associated with the restoration of these sites.

The calculation of these provisions requires assumptions such as application of environmental legislation, available technologies and engineering cost estimates. These uncertainties may result in future actual expenditure differing from amounts currently provided. Due to the long-term nature of the liabilities, the most significant uncertainty in estimating the provision is the cost that will be incurred. The provisions recognised for quarry sites are reviewed at least annually and updated based on the facts and circumstances available at the time. (c)

Long service leave Opening balance Entitlements accrued Entitlements paid Balance at the end of period

6,782 805 (628) 6,959

6,377 1,109 (704) 6,782

A provision for long service leave has been calculated based on the present value of wage and salary levels that will be paid when the liability is expected to be settled and includes related employee oncosts.

Long service leave is treated as current where Council does not have an unconditional right to defer settlement beyond twelve months. All other long service leave is treated as non-current.

15 Other liabilities Waste levy refund received in advance Ticket sales received in advance

0 11 11

1,310 33 1,343

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109

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 16

2020 $'000

2019 $'000

2,202 (756) 1,446

72,018 (8) 72,010

29,884 28,698 195,480 17,507 2,274 4,636 278,479

28,518 27,898 195,480 17,507 2,994 4,636 277,033

Asset revaluation surplus Movements in the asset revaluation surplus were as follows: Revaluations of property, plant and equipment (refer Note 10) Change in value of future rehabilitation costs The closing balance of the asset revaluation surplus is comprised of the following asset categories: Land Buildings Road and bridge network Drainage Other infrastructure Major plant and equipment

17

Commitments for expenditure Operating lease commitments Non-cancellable operating leases contracted for but not recognised in the financial statements: Within one year One to five years

140 70 210

154 209 363

Contractual commitments for operating expenditure Contractual commitments at the reporting date but not provided for in the financial statements are as follows: Within one year 3,529 3,531 One to five years 88 3,206 3,617 6,737 Contractual commitments for capital Capital expenditure contracted for at the reporting date but not provided for in the financial statements are as follows: Within one year 4,625 10,690 4,625 10,690 18

Contingent liabilities Details and estimates of maximum amounts of contingent liabilities are as follows: Local Government Workcare The Scenic Rim Regional Council is a member of the Queensland local government workers compensation self insurance scheme, Local Government Workcare. Under this scheme the Council has provided an indemnity towards a bank guarantee to cover bad debts which may remain should the self insurance licence be cancelled and there was insufficient funds available to cover outstanding liabilities. Only the Queensland Government's workers compensation authority may call on any part of the guarantee should the above circumstances arise. The Council's maximum exposure to the bank guarantee is $709,662.

Local Government Mutual The Scenic Rim Regional Council is a member of the local government mutual liability self-insurance pool, LGM Queensland. In the event of the pool being wound up or it is unable to meet its debts as they fall due, the trust deed and rules provide that any accumulated deficit will be met by the individual pool members in the same proportion as their contribution is to the total pool contributions in respect to any year that a deficit arises. As at 30 June 2020 the Local Government Mutual financial statements reported an accumulated surplus and it is not anticipated any liability will arise.

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 19

Superannuation - Regional defined benefit fund Council contributes to the LGIAsuper Regional Defined Benefits Fund (the scheme), at the rate of 12% for each permanent employee who is a defined benefit member. This rate is set in accordance with the LGIAsuper trust deed and may be varied on the advice of an actuary. The Regional Defined Benefits Fund is a complying superannuation scheme for the purpose of the Commonwealth Superannuation Industry (Supervision) legislation and is also governed by the Local Government Act 2009 .

The scheme is a defined benefit plan, however Council is not able to account for it as a defined benefit plan in accordance with AASB119 because LGIAsuper is unable to account for its proportionate share of the defined benefit obligation, plan assets and costs.

Any amount by which the scheme is over or under funded may affect future benefits and result in a change to the contribution rate, but has not been recognised as an asset or liability of the Council.

Technically Scenic Rim Regional Council can be liable to the scheme for a portion of another local governments’ obligations should that local government be unable to meet them. However the risk of this occurring is extremely low and in accordance with the LGIAsuper trust deed changes to council's obligations will only be made on the advice of an actuary.

The last completed actuarial assessment of the scheme was undertaken as at 1 July 2018. The actuary indicated that “at the valuation date of 1 July 2018, the net assets of the scheme exceeded the vested benefits and the scheme was in a satisfactory financial position as at the valuation date." The Council is not aware of anything that has happened since that time that indicates the assets of the scheme are not sufficient to meet the vested benefits, as at the reporting date.

No changes have been made to prescribed employer contributions which remain at 12% of employee assets and there are no known requirements to change the rate of contributions.

Another actuarial investigation is being conducted as at 1 July 2021.

The most significant risks that may result in LGIAsuper increasing the contribution rate, on the advice of the actuary, are: Investment risk - The risk that the scheme's investment returns will be lower than assumed and additional contributions are needed to fund the shortfall.

Salary growth risk - The risk that wages or salaries will rise more rapidly than assumed, increasing vested benefits to be funded.

Superannuation contributions made to the Regional Defined Benefits Fund Other superannuation contributions for employees Other superannuation contributions for elected members Total superannuation contributions

Note 4

2020 $'000 216 3,233 65 3,514

2019 $'000 235 3,155 66 3,456

Council expects to make contributions of $220,267 to the Regional Defined Benefits Fund in 2020-21.

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111

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 20

Trust funds Monies collected or held on behalf of other entities yet to be paid out to or on behalf of those entities

2020 $'000

2019 $'000

2,379

2,201

The Scenic Rim Regional Council performs only a custodial role in respect of these monies. As these funds cannot be used by the Council, they are not brought to account in these financial statements.

21

Reconciliation of net operating surplus to net cash inflow / (outflow) from operating activities Net result Non-cash operating items: Depreciation and amortisation Change in restoration provisions expensed Share of profit from associate Investing and development activities: Capital income Capital expenses Financing activities: Capital grants, subsidies and contributions Changes in operating assets and liabilities: (Increase) decrease in receivables (Increase) decrease in inventories (Increase) decrease in other assets Increase (decrease) in payables Increase (decrease) in provisions Increase (decrease) in other liabilities Net cash inflow / (outflow) from operating activities

22

12,143

35,472

16,839 1,597 (2,330) 16,106

15,960 12 (2,361) 13,611

0 5,232 5,232

(67) 2,560 2,493

(20,417) (20,417)

(36,135) (36,135)

349 (24) (384) 6,222 177 (1,332) 5,008

3,454 (128) 1 (1,442) 405 1,337 3,627

18,072

19,068

26,721 4,847 31,568

23,214 3,507 26,721

Reconciliation of liabilities arising from financing activities Borrowings: Opening balance Cashflows Closing balance

Note 13

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 23

Changes in accounting policy During the year ended 30 June 2020, the Council has adopted AASB 15 Revenue from Contracts with Customers, AASB 1058 Income of NFP Entities and AASB16 Leases using the modified retrospective (cumulative catch-up) method and therefore the comparative information for the year ended 30 June 2019 has not been restated and continues to comply with AASB 118 Revenue, AASB 1004 Contributions, AASB 117 Leases and associated Accounting Interpretations.

All adjustments on adoption of AASB 15 and AASB 1058 have been taken to retained earnings at 1 July 2019.

The material impacts of adopting these standards and associated transition disclosures are provided below: Revenue standards - AASB 15 and AASB 1058 The following options have been applied on transition to AASB 15 and AASB 1058: - Council has not adopted the completed contract expedient and therefore has not excluded revenue which was fully recognised in previous years in accordance with the former accounting standards and pronouncements.

- Council has not retrospectively restated contracts for modifications that occurred before 1 July 2019 unless such contract.

Changes in accounting policy on adoption of AASB 15 and AASB 1058 - Revenue recognised over time or at a point in time - Recognition of grant revenue for acquisition or construction of assets controlled by Council Opening contract balances on transition at 1 July 2019

Contract assets - Under AASB 1058 Total contract assets Contract liabilities - Under AASB 1058 Total contract liabilities

Balance at 1 July 2019 $'000 9,949 9,949 3,150 3,150

Comparison of affected financial statements lines between AASB 15 / 1058 and previous revenue standards The following table shows the amount by which the financial statement line item is affected by the application of AASB 15 and AASB 1058 as compared to the previous revenue standards.

Statement of financial position at 30 June 2020

Contract assets Contract liabilities Accumulated surplus

Carrying amount per Statement of Financial Position Dr / (Cr) $'000 1,948 (2,100) (650,805) (650,957)

Adjustments Dr / (Cr)

$'000 (1,948) 2,100 (152) 0

Carrying amount if previous standards had been applied Dr / (Cr) $'000 0 0 (650,957) (650,957)

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 23

Changes in accounting policy (continued) Statement of comprehensive income for the year ended 30 June 2020 Carrying amount per Statement of Financial Position Dr / (Cr) Revenue - capital

$'000 20,417 20,417

Adjustments Dr / (Cr)

$'000

152 152

Carrying amount if previous standards had been applied Dr / (Cr) $'000 20,569 20,569

The adjustments above relate to the recognition of contract assets and contract liabilities for revenue streams where the revenue is recognised over time rather than on receipt of funding under AASB 1004.

Statement of cash flows for the year ended 30 June 2020 The adoption of AASB 15 and AASB 1058 has not caused a material change to the Statement of Cash Flows for the year ended 30 June 2020.

Lease standard - AASB 16 Council as a lessee Under the previous lease accounting standard, Council assessed whether leases were operating or finance leases, based on its assessment of whether the significant risks and rewards of ownership had been transferred to Council or remained with the lessor. Under AASB 16, there is no differentiation between finance and operating leases for the lessee and therefore all leases which meet the definition of a lease are recognised on the statement of financial position (except for short-term leases and leases of low-value assets).

Council has used the exception to lease accounting for short-term leases and leases of low-value assets, and the lease expense relating to these leases is recognised in the Statement of Comprehensive Income on a straight- line basis.

Impact of adopting AASB 16 at 1 July 2019 At the date of application all of Council’s leases are deemed to be either short-term or for low-value assets. On this basis, there were no adjustments required to comparative information or opening retained earnings on the date of transition. All new leases entered into during the year have been accounted for in accordance with the accounting policy as disclosed in Note 1G.

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SCENIC RIM REGIONAL COUNCIL 2019-20 ANNUAL REPORT

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

24 Financial instruments and financial risk management Financial assets and liabilities Scenic Rim Regional Council has exposure to the following risks arising from financial instruments: - Market risk - Credit risk - Liquidity risk Financial risk management Exposure to financial risks is managed in accordance with Council approved policies on financial risk management. These policies focus on managing the volatility of financial markets and seek to minimise potential adverse effects on the financial performance of Council.

The Council's audit committee oversees how management monitors compliance with the Council's risk management policies and procedures, and reviews the adequacy of the risk managements framework in relation to the risks faced by the Council. The Council audit committee is assisted in its oversight role by internal audit. Internal audit undertakes both regular and ad hoc reviews of risk management controls and procedures, the results of which are reported to the audit committee. (a) Market risk Market risk is the risk that changes in market indices, such as interest rates, will affect Council's income or the value of its holdings of financial instruments. Council is exposed to market risk through its investments and borrowings with Queensland Treasury Corporation (QTC) and other financial institutions. The Council has access to a mix of variable and fixed rate funding options through QTC so that interest rate risk exposure can be minimised.

The Council's approach to managing liquidity is to ensure, as far as possible, that it will have sufficient liquidity to meet its labilities when they are due, under both normal and stressed conditions, without incurring unacceptable losses or risking damage to the Council's reputation.

Sensitivity to interest rate movements is shown for variable financial assets and liabilities based on the carrying amount at reporting date.

The following interest rate sensitivity analysis depicts what effect a reasonably possible change in interest rates (assumed to be 1% increase) would have on profit and equity, based on the carrying values at the end of the reporting period. The calculation assumes that the change in interest rates would be held constant over the period.

Profit

Net carrying amount

Cash and cash equivalents Net

2020 $'000 40,457

2019 $'000 38,110

2020 $'000 405 405

Equity 2019 $'000 381 381

2020 $'000 405 405

2019 $'000 381 381

QTC borrowings are at fixed interest rates and are therefore not subject to interest rate sensitivity. (b) Credit risk Credit risk exposure refers to the situation where the Council may incur financial loss as a result of another party to a financial instrument failing to discharge their obligation. These obligations arise principally from the Council's investments and receivables from customers.

The carrying amounts of financial assets at the end of the reporting period represent the maximum exposure to credit risk for the Council.

The following table represents the Council's maximum exposure to credit risk: Financial assets Cash and cash equivalents Receivables

2020 $'000

2019 $'000

40,457 23,570 64,027

38,110 22,690 60,800

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115

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

24 Financial instruments and financial risk management (continued) Cash and cash equivalents The Council may be exposed to risk through its investments with the Queensland Treasury Corporation (QTC) and deposits held with banks or other financial institutions. The QTC Cash Fund is an asset management portfolio that invests with a wide variety of high credit rating counterparties. Deposits are capital guaranteed. Other investments are held with highly rated/regulated banks and financial institutions and whilst not capital guaranteed, the likelihood of a credit failure is assessed as remote.

Receivables In the case of rate receivables, the Council has the power to sell the property to recover any defaulted amounts. In effect this power protects the Council against credit risk in the case of these debts.

In other cases, Council assesses the credit risk before providing goods or services and applies normal business credit protection procedures to minimise the risk.

The Council does not require collateral in respect of other receivables. The Council does not have receivables for which no loss allowance is recognised because of collateral.

A summary of the Council's exposure to credit risk for which impairment requirements of AASB9 - Financial Instruments have been applied, being for statutory charges (non-rates & charges) and other debtors, follows:

Subject to impairment Not past due Past due 1-30 days Past due 31-60 days Past due 61-90 days More than 90 days Total Gross Carrying Amount Loss Allowance Not subject to impairment Rates and utility charges GST recoverable Shareholder loan - Queensland Urban Utilities Total Gross Carrying Amount

2020 $'000

2019 $'000

3,812 25 0 0 150 3,987 0 3,987

2,889 193 352 90 167 3,691 0 3,691

3,976 931 14,676 19,583

3,718 605 14,676 18,999

23,570

22,690

(c) Liquidity risk Liquidity risk refers to the situation where the Council may encounter difficulty in meeting obligations associated with financial liabilities. The Council is exposed to liquidity risk through its trading in the normal course of business and borrowings from Queensland Treasury Corporation for capital works.

Council manages its exposure to liquidity risk by maintaining sufficient funds, both short and long term, to cater for unexpected volatility in cash flows.

The following table sets out the liquidity risk of financial liabilities held by the Council. It represents the remaining contractual cashflows (principal and interest) of financial liabilities at the end of the reporting period, excluding the impact of netting agreements: Total 0 to 1 1 to 5 Over 5 contractual year years years cashflow 2020 $'000 $'000 $'000 $'000 Payables 10,824 0 0 10,824 Loans - QTC 3,218 12,594 23,586 39,398 14,042 12,594 23,586 50,222 2019 Payables 8,162 0 0 8,162 Loans - QTC 2,704 10,826 21,250 34,780 10,866 10,826 21,250 42,942

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Carrying amount $'000 10,824 31,568 42,392 8,162 26,721 34,883

Page 30

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020 25

Events after the reporting period There were no material adjusting events after the balance date.

26

National competition policy (a) Activities to which the code of competitive conduct is applied The Scenic Rim Regional Council applies the code of competitive conduct to the following activities: Roads Building Certifying Waste Collection This requires the application of full cost pricing, identifying the cost of community service obligations (CSO's) and eliminating the advantages and disadvantages of public ownership within that activity. Council has not identified any CSO's. (b) Financial performance of activities subject to code of competitive conduct: Roads $'000

Revenue for services provided Community service obligations Less : Expenditure Surplus / (deficit)

4,172 0 4,172 4,469 (297)

Building Certifying $'000

440 0 440 391 49

Waste Collection $'000

5,527 0 5,527 4,569 958

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

27 Transactions with related parties

2020 $'000

2019 $'000

1,657 850 669 8 1 0 3,185

1,594 988 690 7 1 10 3,290

288

291

12 300

12 303

(a) Transactions with associates Revenue Urban Utilities - Participation return (Note 9) Urban Utilities - Tax equivalents (Note 3(c)) Urban Utilities - Loan interest Urban Utilities - Waste tipping fees Urban Utilities - Venue hire Urban Utilities - Sponsorship - Winter harvest festival Expenditure Urban Utilities - Water and sewerage access and consumption charges Urban Utilities - Laboratory sampling and analysis - swimming pools

All transactions with Urban Utilities were at arm's length and were in the normal course of Council operations. (b) Outstanding balances Receivables Urban Utilities - Participation return Urban Utilities - Tax equivalents Urban Utilities - Loan interest

828 0 56 884

797 5 57 859

Urban Utilities have proposed a payment date of 30 September 2020 for the final participation return. The outstanding tax equivalents and loan interest was received in July 2020. (c) Loans and guarantees to/from related parties Urban Utilities - Shareholder loan (Note 8) No guarantees have been provided.

14,676

14,676

2,055 24 211 49 2,339

1,930 166 204 54 2,354

(d) Transactions with key management personnel (KMP) KMP include the Mayor, Councillors, Council's Chief Executive Officer and some executive management. KMP compensation paid or accrued during the financial year comprises: Short-term employee benefits Long-term benefits Post employment benefits Termination benefits Detailed remuneration disclosures are provided in the annual report.

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Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

27 Transactions with related parties (continued) (e) Transactions with other related parties

Amount of Outstanding Provisions for transactions balance (incl doubtful debts during year commitments) on outstanding

2020

Doubtful debts expense recognised

$'000

$'000

$'000

$'000

Purchase of materials and services from an entity controlled by a member of KMP

(i)

32

0

0

0

Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust

(ii)

115

0

0

0

Payment of a precept to Darling DownsMoreton Rabbit Board

(iii)

308

0

0

0

Provision of funding under Council's grants program

(iv)

1

0

0

0

Employee expenses for close family members of KMP

(v)

94

0

0

0

Purchase of materials and services from an entity controlled by a member of KMP

(i)

44

0

0

0

Payment of a precept and provision of inkind support to Scenic Rim Rivers Improvement Trust

(ii)

114

0

0

0

Payment of a precept to Darling DownsMoreton Rabbit Board

(iii)

303

0

0

0

Provision of funding under Council's grants program

(iv)

3

0

0

0

Employee expenses for close family members of KMP

(v)

267

0

0

0

2019

(i) Council purchased materials and services from an entity that is controlled by a member of KMP. All purchases were at arm's length and were in the normal course of Council operations. (ii) Scenic Rim Rivers Improvement Trust is controlled by members of the KMP and operates under the River Improvement Trust Act 1940 . Councils contribution assists with riverine maintenance works in the region. (iii) The Darling Downs-Moreton Rabbit Board is controlled by a member of the KMP and operates under the Bio Security Act 2014 . Councils contribution assists with maintenance of the rabbit fence ensuring the protected area is maintained free of rabbits. (iv) Council provided grant funding to entities controlled by members of KMP. The funding was agreed to by Council. (v) All close family members of KMP were employed through an arm's length process. They are paid in accordance with the Award for the job they perform. Council employs 377 staff of which only 1 is a close family member of key management personnel (2019: 387 staff employed of which 4 were close family members of key management personnel).

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Page 33

Scenic Rim Regional Council Notes to the financial statements

For the year ended 30 June 2020

27 Transactions with related parties (continued) (f) Transactions with related parties that have not been disclosed Most of the entities and people that are related parties of Council live and operate within the Scenic Rim Regional Council area. Therefore, on a regular basis ordinary citizen transactions occur between Council and its related parties. Some examples include: - Payment of rates and utility charges - Fees and charges included in Council's Register of Fees and Charges - Fines and penalties included in Council's Register of Local Laws and Subordinate Local Laws - Attendance at Council functions which are open to the general public - Visiting Council facilities which are open to the general public - Transactions whose total dollar value is deemed immaterial Council has not included these types of transactions in its disclosure, where they are made on the same terms and conditions available to the general public.

28 Impact of COVID-19 pandemic As a result of the restrictions imposed by Commonwealth and Queensland Government, it has seen council operations being disrupted through the planned deployment of the vast majority of administration staff to working from home arrangements. Along with additional funding of activities in enforcing the restrictions and maintaining COVID-19 safe workplace.

Council also took the steps to adopt a tranche of initiatives under the Scenic Rim Economic Stimulus Package with the aim to complement other levels of government support to mitigate the impact on the economy. Whilst none of the initiatives amounted to the level of reporting for materiality, it is worth noting details of some of the financial initiatives availed of. These included, for the period 1 March 2020 to 30 June 2020: - Waiving of interest revenue on outstanding rates and charges - Waiving of rental income on council owned commercial facilities There have not been any other significant adverse operational or financial impacts as a result of the COVID-19 pandemic to 30 June 2020 and it is confirmed that any known impacts have been reflected in the financial statements.

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To the Councillors of Scenic Rim Regional Council Report on the current year financial sustainability statement Opinion I have audited the accompanying current year financial sustainability statement of Scenic Rim Regional Council (the council) for the year ended 30 June 2020 comprising the statement, explanatory notes, and the certificate of accuracy given by the Mayor and the Chief Executive Officer.

In accordance with section 212 of the Local Government Regulation 2012, in my opinion, in all material respects, the current year financial sustainability statement of Scenic Rim Regional Council for the year ended 30 June 2020 has been accurately calculated.

Basis of opinion I conducted my audit in accordance with the Auditor-General Auditing Standards, which incorporate the Australian Auditing Standards. My responsibilities under those standards are responsibilities for the audit of the current year financial further described in the sustainability statement section of my report.

I am independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the statement in Australia. I have also fulfilled my other ethical responsibilities in accordance with the Code and the Auditor-General Auditing Standards.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Emphasis of matter

basis of accounting

I draw attention to Note 1 which describes the basis of accounting. The current year financial sustainability statement has been prepared in accordance with the Financial Management (Sustainability) Guideline 2013 for the purpose of fulfilling the c responsibilities under the Local Government Regulation 2012. As a result, the statement may not be suitable for another purpose. My opinion is not modified in respect of this matter.

Other Information Other information comprises financial and non-financial information (other than the audited Scenic Rim Regional 2020 was the general purpose financial Council statements, long-term financial sustainability statement and the annual report.

The councillors are responsible for the other information.

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My opinion on the current year financial sustainability statement does not cover the other information and accordingly I do not express any form of assurance conclusion thereon.

However, as required by the Local Government Regulation 2012, I have expressed a separate opinion on the general purpose financial report.

In connection with my audit of the financial report, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial report and my knowledge obtained in the audit or otherwise appears to be materially misstated.

If, based on the work I have performed, I conclude that there is a material misstatement of this information, I am required to report that fact. I have nothing to report in this regard.

Responsibilities of the councillors for the current year financial sustainability statement The councillors are responsible for the preparation and fair presentation of the current year financial sustainability statement in accordance with the Local Government Regulation 2012.

The councillors responsibility also includes such internal control as the councillors determine is necessary to enable the preparation and fair presentation of the statement that is accurately calculated and is free from material misstatement, whether due to fraud or error. statement

udit of the current year financial sustainability

My objectives are to obtain reasonable assurance about whether the current year financial sustainability statement as a whole is free from material misstatement, whether due to fraud my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this statement.

My responsibility does not extend to forming an opinion on the appropriateness or relevance of the reported ratios, nor on the c As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: Identify and assess the risks of material misstatement of the statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the council Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the council.

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Evaluate the overall presentation, structure and content of the statement, including the disclosures, and whether the statement represents the underlying transactions and events in a manner that achieves fair presentation.

I communicate with the council regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

30 September 2020 Melissa Read as delegate of the Auditor-General

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Queensland Audit Office Brisbane

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Telephone: 07 5540 5111 82 Brisbane Street | PO Box 25 Beaudesert Qld 4285 Email: mail@scenicrim.qld.gov.au